Amman Green City Action Plan

1. Introduction .................................................................................................. 24 1.1 Overview and Purpose of GCAP............................................................................................................. 24 1.2 How to Read This Document .................................................................................................................. 24 1.3 Spatial Coverage of the GCAP ............................................................................................................... 25

2. The GCAP Process for Amman ................................................................... 27 2.1 GCAP Governance ................................................................................................................................. 29 2.2 Vision ...................................................................................................................................................... 29

3. Stakeholder and Public Engagement in Amman ....................................... 30 3.1 Stakeholder Engagement Process.......................................................................................................... 30 3.2 Public Engagement Process ................................................................................................................... 34 3.2.1 Phase 1: Public Engagement Plan.......................................................................................................... 34 3.2.2 Phase 2: City-wide engagement activities .............................................................................................. 43

4. Summary of City and Environmental Context ........................................... 46 4.1 City Context ............................................................................................................................................ 46 4.2 Governance Context Relevant to the GCAP ........................................................................................... 46 4.3 Environmental Baseline of Amman ......................................................................................................... 50 4.3.1 Development of Priority Environmental Challenges (PECs) ................................................................... 51 4.3.2 Existing Plans and Projects .................................................................................................................... 52

5. Green City Actions for Amman ................................................................... 56 5.1 Efficient and resilient energy systems and buildings ............................................................................... 62 5.2 Accessible, diverse and low-carbon mobility systems............................................................................. 74 5.3 Resource efficient and holistic waste management systems .................................................................. 85 5.4 Integrated water resources management ............................................................................................... 95 5.5 Comprehensive and reflective land use planning.................................................................................. 105 5.6 Responsive and forward-looking climate adaptation practices ............................................................. 113

6. Monitoring our Progress and Impact ........................................................ 119 6.1 Monitoring Progress .............................................................................................................................. 119 6.2 Project Management Plan ..................................................................................................................... 120 6.3 Impact Monitoring Plan ......................................................................................................................... 120 6.4 Sharing lessons learned ....................................................................................................................... 121 6.5 Improving baseline data ........................................................................................................................ 121 Appendix A Baseline Conditions in Amman ....................................................... 124 Appendix B Co-benefits Assessment ................................................................. 139 Appendix C CO2 Calculations Assumptions ...................................................... 148 Appendix D Environmental Indicator Data ......................................................... 149 Appendix E Long-term Actions ........................................................................... 161 Appendix F GCAP Actions matched against Resilience Strategy and National Green Growth Plan ............................................................................................... 189 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 3 Amman Green City Actoin Plan for Amman Figures Figure 1.1. Coverage of this GCAP ....................................................................................................................... 26 Figure 2.1. GCAP Process in Amman ................................................................................................................... 28 Figure 2.2. Existing visions for Amman ................................................................................................................. 29 Figure 2.3. Themes from Amman's existing visions .............................................................................................. 29 Figure 3.1. Results of the January - February 2019 online poll ............................................................................. 31 Figure 3.2. Left: What does a 'Green City' mean to you? Right: What do we need to do to make Amman a greener city?31 Figure 3.3. Prioritisation Workshop ....................................................................................................................... 33 Figure 3.4. FADFED event near Rainbow Street, Amman..................................................................................... 36 Figure 3.5. FADFED Event Responses (snapshot shown) .................................................................................... 37 Figure 3.6. Campaign Mural at Rainbow Street .................................................................................................... 38 Figure 3.7. Responses from the Public Engagement Online Campaign and how they relate to the GCAP sectors and actions 40 Figure 4.1. Existing and planned projects in Amman ............................................................................................ 54 Tables Table 3.1. Shortlisting criteria developed during the July 2019 workshop ............................................................. 33 Table 3.2. SWOT Analysis ..................................................................................................................................... 35 Table 4.1. Key National Ministries relevant to the GCAP....................................................................................... 47 Table 4.2. The level of jurisdiction of GAM over key environmental indicators ...................................................... 48 Table 4.3. Priority Environmental Challenges identified for Amman ...................................................................... 51 Table 4.4. Key pressures contributing to environmental challenges in Amman ..................................................... 52 Table 4.5. Key Existing Plans and Projects in Amman .......................................................................................... 53 Table 5.1. Legend of the terminology used in the action tables ............................................................................. 56 Table 5.2. Cost summary for the Amman GCAP actions ....................................................................................... 57 Table 5.3. Co-benefits criteria................................................................................................................................ 57 Table 5.4. Priority GCAP actions ........................................................................................................................... 58 Table 6.1. GCAP Monitoring and Evaluation Roles ............................................................................................. 119 Table 6.2. Excerpt of the PMP ............................................................................................................................. 120 Table 6.3. Excerpt of the IMP .............................................................................................................................. 121 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 4 Amman Green City Actoin Plan for Amman List of Acronyms Acronym Definition AFD Agence Française de Développement BRT Bus rapid transit CNG Compressed natural gas CO2 Carbon Dioxide DGC Departmental Green Champion DVLD Driver and Vehicle Licensing Department EBRD European Bank for Reconstruction and Development EMRC Energy and Minerals Regulatory Commission GAM Greater Amman Municipality GCAP Green City Action Plan GCG Green City Coordinator GGGI Global Green Growth Institute GHG Greenhouse gases GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit ICLEI International Council of Local Environmental Initiatives IFI International Finance Institutions IMP Impact monitoring plan JEPCO Jordanian Electric Power Company KoM Kick-off meeting LoT Leaders of Tomorrow MEMR Ministry of Energy and Mineral Resources MGP Amman Metropolitan Growth Plan MoEnv Ministry of Environment MoT Ministry of Transport MWI Ministry of Water and Irrigation NEPCO National Electric Power Company NO2 Nitrogen Dioxide NOx Nitrogen oxides PECs Priority Environmental Challenge PEP Public engagement plan PMP Progress monitoring plan PSR Pressure State Response RSCN Royal Society for the Conservation of Nature WAJ Water Authority of Jordan WHO World Health Organisation WWTP Waste Water Transfer Plant Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 5 Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 6 Amman Green City Actoin Plan for Amman Mayor’s Foreword In 2019, the Greater Amman Municipality (GAM) and the European Bank for Reconstruction and Development (EBRD) launched the Green City Action Plan (GCAP), as part of the city’s involvement in the EBRD Green Cities programme. The GCAP has enabled the city to identify, prioritise and address the city’s most acute climate change and environmental challenges, including solid waste management, water and wastewater, urban transport and building energy efficiency, in order to reduce local pollution, improve energy and resource efficiency and promote climate change adaptation in the City of Amman. I want to thank the Federal Ministry of Finance of Austria, which, with the support of EBRD, financed the development of the Amman Green City Action Plan. I would also like to thank the GAM administration, the EBRD team and the consulting team led by AECOM, together with local consultants and organisations, for all their enthusiasm, effort and dedication to help deliver this project. I also want to thank the citizens of Amman who engaged with the process through the public engagement activities that were conducted as part of the GCAP process. This involvement from our citizens will ensure that this is a truly locally led initiative, which will provide inspiration to this generation, and future generations, to help Amman become a green, abundant, and resilient city. I believe that the measures proposed by the GCAP will improve the lives of Amman’s residents and that the Amman GCAP will therefore be an example for other cities in Jordan and in the Middle East. There has never been a better time to address and respond to the systemic issues facing the city, and it is our goal, that as Amman recovers from the COVID-19 pandemic, we look to build back better, to ensure the city develops and transforms in a way that will build resilience against future shocks. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 7 ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫‪Executive Summary‬‬ ‫ملخَّ ص تنفيذي‬ ‫املقدمة‬ ‫عمان املركز الثقافي والتجاري لألردن واملنطقة بشكل عام‪ .‬خالل العقد املاض ي‪ ،‬تضاعف عدد سكان َّ‬ ‫عمان ليصل إلى (‪)4.4‬‬ ‫تعتبر مدينة َّ‬ ‫ّ‬ ‫السكاني والتحضر‬ ‫ّ‬ ‫الحضرية الكبيرة‪ .‬وقد أدى هذا ّ‬ ‫النمو‬ ‫ّ‬ ‫التوسعات‬ ‫مليون نسمة ً‬ ‫تقريبا ‪ ،‬مما أدى إلى دفع عجلة االقتصاد والتشجيع على‬ ‫َّ‬ ‫َّ‬ ‫البيئية مما يؤثر على صحة ورفاهية سكانها‪ .‬تتضمن هذه العوامل الضغط على توافر‬ ‫املقابل له إلى الضغط على جودة املدينة من الناحية‬ ‫املياه‪ ،‬ونوعية الهواء‪ ،‬وتوافر املساحات الخضراء‪ ،‬وصحة النظمة البيئية في املنطقة‪.‬‬ ‫ُ‬ ‫ّ‬ ‫ّ‬ ‫التحول‬ ‫أدركت أمانة ّ‬ ‫والتطور نحو مستقبل مستدام‪ ،‬فقد قامت المانة بتطوير وإعداد مجموعة من الخطط‬ ‫عمان الكبرى أهمية وحاجة‬ ‫على مدار السنوات املاضية ملواجهة التحديات وتحسين جودة ونوعية الحياة في الوقت ذاته لسكان َّ‬ ‫عمان‪ .‬تشمل هذه الخطط على‬ ‫عمان‪ ،‬وخطة التغير املُناخي‪ ،‬والعمال املستمرة التي يقوم بها املعهد العاملي للنمو الخضر ‪ GGGI‬لوضع خطة عمل و ّ‬ ‫طنية‬ ‫استر ّ‬ ‫اتيجية منعة َّ‬ ‫للنمو الخضر في الردن‪ ،‬وتعتبر جميعها ً‬ ‫جزء ال يتجزأ من خطة عمل عمان مدينة خضراء )‪.Green City Action Plan (GCAP‬‬ ‫عمان الكبرى ووضعت خطة عمل َّ‬ ‫عمان مدينة خضراء ‪ ،‬بدعم من البنك الوروبي لإلنشاء‬ ‫عمان نحو االستدامة‪َّ ،‬‬ ‫طورت أمانة َّ‬ ‫ولتعزيز تحول َّ‬ ‫والتعمير ‪ ،EBRD‬وفريق من املستشارين املتخصصين الفنيين في البنك الوروبي لإلنشاء والتعمير (شركة ايكوم واملستقبل) لتحديد وترتيب‬ ‫الولويات واقتراح حلول ملواجهة هذه التحديات البيئية الكثر إلحاح ًا في َّ‬ ‫عمان‪.‬‬ ‫خطة عمل َّ‬ ‫عمان مدينة خضراء‬ ‫ً‬ ‫عمان الكبرى خطة عمل التحول ملدينة الخضراء ملدينة َّ‬ ‫وضعت أمانة َّ‬ ‫عمان‪ ،‬بمساهمة من وطبقا لتوجيهات وإرشادات لجنتين هما اللجنة‬ ‫ً‬ ‫التوجيهية‪ .‬تشكلت اللجنة َّ‬ ‫الفنية بقرار من أمين َّ‬ ‫َّ‬ ‫عمان‪ .‬وتضم هذه اللجنة (‪ )23‬ممثال من القطاعات ذات الصلة التي يغطيها‬ ‫الفنية واللجنة‬ ‫إطار عمل املدن الخضراء الذي وضعه البنك الوروبي لإلنشاء والتعمير‪ ،‬مثل رؤساء‪/‬نواب الوحدات اإلدارية والفنية ذات الصلة في أمانة‬ ‫عمان‪ .‬كما تم تشكيل اللجنة‬ ‫عمان الكبرى‪ ،‬وقد قدمت هذه املجموعة املشورة الفنية والتوصيات حول تحديات وفرص االستدامة في َّ‬ ‫َّ‬ ‫التوجيهية لتوفير املشورة والرقابة واإلشراف على إعداد خطة عمل املدن الخضراء‪ .‬تتألف اللجنة التوجيهية من كبار املسؤولين في أمانة‬ ‫عمان وممثلي مجلس مدينة أمانة َّ‬ ‫عمان الكبرى) باإلضافة إلى ممثلي عدد‬ ‫عمان الكبرى والذين يتمتعون بسلطة اتخاذ القرارات (مثل أمين َّ‬ ‫َّ‬ ‫من املؤسسات الحكومية والخاصة ذات الصلة‪.‬‬ ‫تتبع عملية إعداد خطة املدن الخضراء منهجية مستخدمة من قبل جميع املدن بموجب برنامج املدينة الخضراء التابع للبنك الوروبي إلعادة‬ ‫اإلعمار والتنمية لتطوير وتنفيذ "خطة عمل املدينة الخضراء"‪.‬‬ ‫املرحلة الولى تمثلت في وضع خط الساس للمدينة الخضراء (أيلول ‪ - 2018‬أيار ‪ ،)2019‬والتي حددت الوضع القائم والخطوط املرجعية‬ ‫الساسية في َّ‬ ‫عمان والتي تؤثر على الداء البيئي للمدينة‪ ،‬والتي تشمل‪:‬‬ ‫اإلطارالسياس ي لألطر التشريعية والتنظيمية الدولية والوطنية واإلقليمية التي تحكم إدارة العمل البيئي‪ ،‬بهدف تقييم صالحيات‬ ‫‪-‬‬ ‫عمان الكبرى والجهات الخرى ذات العالقة ملواجهة التحديات البيئية‪ .‬كما تتضمن ً‬ ‫أيضا مراجعة البرامج واملشاريع‬ ‫ودور أمانة َّ‬ ‫القائمة التي تركز على بيئة َّ‬ ‫عمان‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪8‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫ً‬ ‫أساسيا و (‪)114‬‬ ‫ً‬ ‫مؤشرا‬ ‫تجميع بيانات املؤشرات البيئية باستخدام إطار "االستجابة – الحالة ‪ -‬الضغط" (‪ )PSR‬املكون من (‪) 70‬‬ ‫‪-‬‬ ‫ً‬ ‫اختياريا‪ .‬يوفر إطار "االستجابة – الحالة ‪ -‬الضغط" ً‬ ‫ً‬ ‫ً‬ ‫نهجا منظما لجمع بيانات الحالة البيئية (مثل جودة الهواء)‬ ‫مؤشرا‬ ‫والقطاعات (مثل النقل‪ ،‬الصناعة ‪ ...‬الخ) ودوافع التغيير التي تؤثر على البيئة ‪-‬أي الضغوطات التي تواجه املدينة ( مثل االزدحام‬ ‫الحضري أو مشاريع تحسين البيئة)‪.‬‬ ‫التقييم الفني للبيانات البيئية لتحديد خط الساس املرجعي البيئي للمدينة‪ ،‬من خالل تحليل إطار "االستجابة – الحالة ‪-‬‬ ‫‪-‬‬ ‫َُ‬ ‫الضغط" لفهم القضايا البيئية وأسبابها الجذرية‪ .‬وخلص التقييم الفني إلى مجموعة من التحديات التي تواجه املدينة‪ ،‬وسياق‬ ‫االعتماد املتبادل الذي تنشأ فيه‪.‬‬ ‫ً‬ ‫وانطالقا من الخط املرجعي للمدينة الخضراء وخالل مرحلة وضع خطة عمل عمان مدينة خضراء‪ ،‬قامت أمانة َّ‬ ‫عمان الكبرى بتطوير وإدراج‬ ‫مجموعة من املبادرات لخطة عمل عمان مدينة خضراء في املرحلة التالية‪ ،‬والتي امتدت من شهر حزيران ‪ 2019‬وحتى شهر تموز ‪.2020‬‬ ‫قامت اللجنة الفنية في أمانة َّ‬ ‫عمان الكبرى بمشاركة أصحاب العالقة الرئيسيين بتحديد ومنح الولوية للتحديات البيئية التي تم تحديدها‬ ‫في التقييم الفني وذلك خالل ورشة عمل تحديد أولويات التحديات الساسية مع التركيز على مجموعة من التحديات البيئية ذات الولوية‬ ‫ً‬ ‫إلحاحا‪ ،‬والتي تركز عليها خطة عمل عمان‬ ‫‪ PEC‬التي ترد في الجدول أدناه‪ .‬تضع التحديات البيئية ذات الولوية في االعتبار القضايا الكثر‬ ‫مدينة خضراء‪ .‬وتم تحديد التحديات البيئية ذات الولوية للمساعدة على تركيز خطة العمل على القضايا الكثر إل ً‬ ‫حاحا ومعالجة مسارات‬ ‫العمل الخاصة بها‪ .‬يستجيب كل إجراء‪/‬مبادرة في هذه الخطة إلى ّ‬ ‫تحدي أو أكثر من التحديات البيئية ذات الولوية املشار إليها حسب التسمية‬ ‫املحددة لها (أي – التحدي البيئي ذو الولوية رقم ‪.)PEC1- 1‬‬ ‫تحديات الضغط‬ ‫والتحديات البيئية ذات األولوية‬ ‫القطاع‬ ‫** ملخص مؤشرات األولوية‬ ‫تضارب أولويات استخدام الراض ي والضغوط‬ ‫‪Lu1‬‬ ‫(الزحف العمراني) ‪.‬‬ ‫نقص البنية التحتية للنقل العام ‪.‬‬ ‫‪Tr1‬‬ ‫إدارة تلوث الهواء املرتبط‬ ‫ضعف جودة البنية التحتية للمشاة ‪.‬‬ ‫‪Tr2‬‬ ‫بالوقود الحفوري من خالل‬ ‫‪PEC1‬‬ ‫االنبعاثات من املركبات التي تعمل بالبنزين والديزل‪.‬‬ ‫‪Tr3‬‬ ‫جودة الهواء‬ ‫إدارة أفضل للنقل الحضري‬ ‫وأنظمة الطاقة‬ ‫سيطرة نسبة الوقود الحفوري على استهالك‬ ‫‪Es1‬‬ ‫الطاقة ‪.‬‬ ‫أداء الطاقة واملياه في املباني ‪.‬‬ ‫‪Es2‬‬ ‫التغيير الهيدرولوجي بسبب تغير املناخ‪.‬‬ ‫‪Wc1‬‬ ‫دورة املياه **‬ ‫االنتقال نحو إدارة أكثر‬ ‫تغطية شبكات الصرف الصحي ‪.‬‬ ‫‪Wc2‬‬ ‫النظر في كل دورات‬ ‫استدامة لدورات املياه للحد من‬ ‫‪PEC2‬‬ ‫خسائر املياه غير املدرة للدخل ‪.‬‬ ‫‪Wc3‬‬ ‫(األحوال‬ ‫املياه‬ ‫اآلثار املترتبة على ندرة املياه‬ ‫والضغوط)‬ ‫انتشار التلوث الحضري ‪.‬‬ ‫‪Wc4‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪9‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫تحسين جودة البيئة املتعلقة‬ ‫ممارسات التخلص من النفايات الصلبة ‪.‬‬ ‫‪Sw1‬‬ ‫بالنفايات (مثل التربة واملياه‬ ‫النفايات‬ ‫إدارة‬ ‫وتأثيرات التنوع البيولوجي) عن‬ ‫‪PEC3‬‬ ‫ارتفاع نسبة انتاج النفايات الصلبة ‪.‬‬ ‫‪Sw2‬‬ ‫الصلبة‬ ‫طريق تقليل توليد النفايات‬ ‫وتحسين ممارسات إدارة املوارد‬ ‫التخلص من املخلفات الصناعية الصلبة ‪.‬‬ ‫‪In1‬‬ ‫توفير بنية تحتية خضراء عالية‬ ‫تضارب أولويات استخدام الراض ي والضغوط‪.‬‬ ‫‪Lu1‬‬ ‫التنوع الحيوي‬ ‫الجودة والتي يمكن الوصول‬ ‫التصحر ‪.‬‬ ‫‪Lu2‬‬ ‫‪PEC4‬‬ ‫املساحات‬ ‫إليها واملتنوعة من الناحية‬ ‫التغييرات الهيدرولوجية بسبب تغير املناخ ‪.‬‬ ‫‪Wc1‬‬ ‫الخضراء‬ ‫البيولوجية‬ ‫تضارب أولويات استخدام الراض ي والضغوط‪.‬‬ ‫‪Lu1‬‬ ‫املتزايدة‬ ‫املخاطر‬ ‫إدارة‬ ‫‪PEC5‬‬ ‫للتوسعات الحضرية السريعة‬ ‫التكيف مع املناخ‬ ‫التصحر‪.‬‬ ‫‪Lu2‬‬ ‫ومخاطرالكوارث‬ ‫إدارة مخاطر الجفاف واإلنهاك‬ ‫‪PEC6‬‬ ‫الشديد‬ ‫التغييرات الهيدرولوجية بسبب تغير املناخ ‪.‬‬ ‫‪Wc1‬‬ ‫باإلضافة إلى ذلك‪ ،‬ومن خالل ورشة عمل تحديد أولويات التحديات‪ ،‬تم وضع الركائز الساسية من الرؤى الحالية ملدينة َّ‬ ‫عمان‪ ،‬واملنصوص‬ ‫عليها في الخطط أو االستراتيجيات القائمة في إطار عمل يضمن تلبية املبادرات الخاصة بالتحديات البيئية ذات الولوية‪ ،‬بما يتماش ى مع‬ ‫أهداف َّ‬ ‫عمان واسعة النطاق‪ .‬ومن بين هذه املبادرات‪:‬‬ ‫‪ ‬تحقيق النمو الخضر الكثر استدامة‪.‬‬ ‫‪ ‬أن تكون املدينة منظمة ومنعة‪.‬‬ ‫‪ ‬عصرية وتعتز بتراثها‪.‬‬ ‫‪ ‬أن تكون جذابة ‪.‬‬ ‫‪ ‬تعزيز ثقافة املشاركة والشمولية ‪.‬‬ ‫‪ ‬أن تكون صديقة ذات وروح وقابلة للحياة‪.‬‬ ‫وباملثل‪ ،‬فقد حددت الجهات املعنية الهداف االستراتيجية متوسطة الجل لتحقيق موضوعات الرؤية هذه‪ ،‬وأن تكون بمثابة دليل لتطوير‬ ‫العمل في املرحلة التالية‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪10‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫الصلة‬ ‫ذات‬ ‫الضغوط‬ ‫والتحديات البيئية ذات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫األولوية‬ ‫زيادة مصادر الطاقة املتجددة بنسبة (‪ )%25‬بحلول عام ‪ 2035‬لتحسين تنوع الطاقة ‪PEC1, Es1‬‬ ‫‪SO1‬‬ ‫واالستقالل واملنعة‪.‬‬ ‫خفض معدالت الطلب على الطاقة بنسبة (‪ )%15‬بحلول عام ‪ 2030‬من خالل تحسين كفاءة ‪PEC1, Es2‬‬ ‫‪SO2‬‬ ‫الطاقة في املباني والنظمة الكهربائية‪.‬‬ ‫زيادة الحصة النموذجية للنقل العام بنسبة (‪ )%30‬بحلول عام ‪ 2030‬من خالل إضفاء الطابع‬ ‫‪SO3‬‬ ‫املؤسس ي على النقل العام وتطبيعه‪.‬‬ ‫‪PEC1, PEC4, PEC5‬‬ ‫تطوير استراتيجية لتعزيز حركة ّ‬ ‫وتنقل املشاة‪.‬‬ ‫‪SO4‬‬ ‫دمج النظمة الذكية في تخطيط النقل‪.‬‬ ‫‪SO5‬‬ ‫تحسين إدارة املوارد من خالل زيادة كفاءة أنظمة إدارة النفايات الصلبة‪.‬‬ ‫‪SO6‬‬ ‫دمج مبادئ االقتصاد الدائري في إدارة النفايات‪.‬‬ ‫‪SO7‬‬ ‫‪PEC3,Sw1, Es1‬‬ ‫ُ‬ ‫تخفيض كمية النفايات املرسلة إلى مكب النفايات بنسبة (‪ )%12‬بحلول عام ‪.2030‬‬ ‫‪SO8‬‬ ‫تطوير البنية التحتية إلدارة النفايات ‪.‬‬ ‫‪SO9‬‬ ‫‪ SO10‬تخفيض مخاطر الفيضانات في املناطق الحرجة بنسبة (‪ ) %50‬بحلول عام ‪. 2030‬‬ ‫‪ SO11‬تخفيض الفاقد في املياه بنسبة (‪ )%70‬بحلول عام ‪.2040‬‬ ‫‪PE2, PEC4, PEC6, Wc1,‬‬ ‫تحسين الوصول إلى شبكات املياه والصرف الصحي بنسبة ( ‪ ) %100‬من شبكات َّ‬ ‫عمان بحلول‬ ‫‪Wc2, Wc3, Wc4, Lu1, Lu2‬‬ ‫‪SO12‬‬ ‫عام ‪.2040‬‬ ‫‪ SO13‬تحسين كفاءة استخدام املياه في املباني بنسبة ( ‪ )%25‬بحلول عام ‪.2030‬‬ ‫‪ SO14‬زيادة نسبة وجودة املساحات الخضراء في َّ‬ ‫عمان‪.‬‬ ‫‪PEC2, PEC4, PEC6, Tr1,‬‬ ‫‪ SO15‬تطوير خطة محدثة الستخدامات الراض ي لضمان التنمية العادلة في جميع أنحاء َّ‬ ‫عمان‪.‬‬ ‫‪Tr2, Wc1, Lu2‬‬ ‫‪ SO16‬تحسين البيئة الحضرية‪.‬‬ ‫‪ SO17‬إضفاء الطابع املؤسس ي على املنعة املناخية في جميع جوانب عمليات وسياسات المانة‪.‬‬ ‫عمان من خالل ‪PEC4, PEC5, PEC7, PEC8,‬‬‫تخفيف أو الحفاظ على تأثير الجزر الحرارية الحضرية وانبعاثات الكربون في َّ‬ ‫‪SO18‬‬ ‫‪Lu1, Lu2, Wc1, Wc4, Es1‬‬ ‫البنية التحتية الزرقاء والخضراء‪.‬‬ ‫‪ SO19‬تحسين الوعي العام بتغير املناخ‪.‬‬ ‫بعد ذلك قام فريق من املتخصصين الفنيين بصياغة أكثر من (‪ )200‬مبادرة يمكن لمانة َّ‬ ‫عمان الكبرى تنفيذها‪ ،‬ملواجهة التحديات البيئية‬ ‫ذات الولوية‪.‬‬ ‫خالل ورشة عمل تحديد الولويات؛ قامت اللجنة الفنية والجهات املعنية بعمل قائمة مختصرة ملبادرات خطة عمل عمان مدينة‬ ‫‪-‬‬ ‫خضراء والتي تم اعتمادها فيما بعد من قبل اللجنة التوجيهية‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪11‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫قام فريق من املتخصصين الفنيين بوضع هذه املبادرات وتحديد فوائدها وخطوات تنفيذها‪ ،‬من أجل إجراء جولة نهائية من‬ ‫‪-‬‬ ‫املشاورات مع معالي أمين َّ‬ ‫عمان وعطوفة مدير املدينة وأعضاء اللجنة التوجيهية ‪ ،‬مما أدى إلى وضع القائمة النهائية لللمبادرات‬ ‫املدرجة في خطة عمل عمان مدينة خضراء‪.‬‬ ‫ستعمل أمانة َّ‬ ‫عمان الكبرى على تفعيل خطة عمل عمان مدينة خضراء خالل مرحلة التنفيذ ( والتي ستستمر بعد ذلك ملدة خمس‬ ‫‪-‬‬ ‫سنوات)‪ .‬يتطلب النجاح في هذه املرحلة التزام مالك كل مبادرة‪ ،‬وكذلك االلتزام في تخصيص املوارد املالية والبشرية الالزمة‪ .‬وتعتبر‬ ‫عمان من املدن الفعالة بشكل كبير في مجموعة من القطاعات وبالتالي تعتبر بعض املبادرات املوثقة في هذه الخطة قيد التنفيذ‬ ‫َّ‬ ‫على قدمٍ وساق‪.‬‬ ‫املرحلة الخيرة في عملية إعداد خطة التحول ملدينة خضراء هي مرحلة إعداد التقرير النهائي (شهر آب ‪ 2021‬وحتى شهر تشرين أول ‪،2021‬‬ ‫ثم ستستمر بعد ذلك خالل فترة التنفيذ)‪ .‬سيتم دعم خطة عمل عمان مدينة خضراء من خالل خطة التقييم واملتابعة‪ ،‬والتي توثق النشطة‬ ‫التي سيتم القيام بها لتتبع عملية تنفيذها‪ ،‬وكذلك اآلثار املترتبة لهذه املبادرات على الحالة البيئية في َّ‬ ‫عمان‪.‬‬ ‫تشتمل هذه الوثيقة على متطلبات عمليات املراقبة والتقييم وإعداد التقارير الدورية (على سبيل املثال‪ ،‬تعديل املبادرات التي ثبت أنها أقل‬ ‫فعالية من املتوقع)‪.‬‬ ‫ُيلخص القسم الخير من خطة عمل عمان مدينة خضراء الدوار واملسؤوليات التي تم وضعها وتحديدها لتنفيذ هذه الخطة‪ ،‬ومتابعةالتقدم‬ ‫الذي تم إحرازه في تنفيذها (التسليم والتأثير)‪ .‬تتضمن هذه املهام الرئيسية منسق املدينة الخضراء‪ ،‬ولجنة تنسيق خطة عمل عمان مدينة‬ ‫خضراء‪ ،‬وسفراء عمان الخضراء‪ .‬سوف تحدد هذه الدوار املساءلة عن التقدم الذي تم إحرازه في تنفيذ خطة عمل عمان مدينة خضراء‪،‬‬ ‫خالل الفترات الزمنية املحددة في هذه الوثيقة‪.‬‬ ‫تم وضع عملية شفافة للمتابعة والتقييم وتقديم التقارير التي تتعلق بتنفيذ خطة عمل عمان مدينة خضراء‪ ،‬مدعومة باثنين من الدوات‬ ‫التي تستخدم برنامج إكسل‪ ،‬وتتمثل أهداف هذا النهج في‪:‬‬ ‫‪ ‬تتبع التقدم الذي تم إحرازه في مبادرات خطة عمل عمان مدينة خضراء من خالل خطة متابعة ورصد التقدم الذي تم إحرازه‪.‬‬ ‫‪ ‬تحديد إذا ما كان كل إجراء تم تنفيذه قد حقق النتائج املرجوة واآلثار املنشودة‪ ،‬وربطه مرة أخرى بمؤشرات خطة املتابعة ورصد التأثير؛‬ ‫‪ ‬تسهيل التعرف على املبادرات َّ‬ ‫الفعالة واملبادرات غير املثمرة‪ ،‬من حيث املبادرات وهياكل اإلدارة والتسليم املطبقة في أمانة َّ‬ ‫عمان الكبرى؛‬ ‫‪ ‬تحديد التعديالت التي يجب القيام بها خالل تنفيذ خطة عمل عمان مدينة خضراء لزيادة إمكانيات التأثير اإليجابي‪.‬‬ ‫يمكن أن تكون نتائج مراقبة خطة عمل عمان مدينة خضراء مكملة لجندات التخطيط والنشطة الخرى في أمانة َّ‬ ‫عمان الكبرى‪ .‬وبالتالي‬ ‫سوف يعمل منسق املدينة الخضراء إلى مواءمة عملية الرصد والتقييم مع العمليات الخرى في املدينة‪ .‬إن مواءمة عملية رصد ومراقبة خطة‬ ‫عمان الكبرى‪ ،‬سيساعد على تبسيط عمليات جمع البيانات مع مبادرات‬ ‫عمل عمان مدينة خضراء مع النشطة املقررة الخرى في أمانة َّ‬ ‫مشاركة أصحاب املصلحة‪ ،‬مما يؤدي إلى تقليل االزدواجية وتحسين الكفاءة‪.‬‬ ‫كانت مدخالت أصحاب العالقة والجهات املعنية سمة أساسية في كل مرحلة من مراحل خطة عمل عمان مدينة خضراء‪ ،‬وذلك لضمان أن‬ ‫املبادرات النهائية تخدم بشكل أفضل احتياجات سكان َّ‬ ‫عمان‪ .‬ومنذ بداية املشروع في شهر أيلول ‪ 2018‬وحتى وضع خطة عمل عمان مدينة‬ ‫خضراء النهائية في شهر آب ‪ ،2020‬شارك أصحاب العالقة والجهات املعنية بعدة طرق فيها على فترات متنوعة‪ .‬باإلضافة إلى ذلك وضعت‬ ‫أمانة َّ‬ ‫عمان الكبرى خطة املشاركة املجتعية والنشطة التجريبية باالشتراك مع البنك الوروبي إلعادة اإلعمار والتنمية‪ ،‬ومنظمة قادة الغد‬ ‫‪ ،LoT‬وهي منظمة مجتمع مدني محلية يترأسها الشباب‪ ،‬وشركة ايكوم لتعزيز خطة عمل املدينة الخضراء وإنشاء إطار معياري ملشاركة‬ ‫الجمهور في البرامج املستقبلية في َّ‬ ‫عمان‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪12‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫املبادرات الخاصة َّ‬ ‫بعمان مدينة خضراء‬ ‫ً‬ ‫يقترح برنامج خطة عمل عمان مدينة خضراء ‪ 37‬استثمار قصير الجل (‪ 5‬سنوات) و (‪ )27‬إجراء تمكيني طويل الجل (اعتبارا من عام ‪2025‬‬ ‫أو ما بعده) والتي تندرج ضمن املحاور التالية‪:‬‬ ‫أنظمة الطاقة واملباني الفعالة واملنعة؛‬ ‫‪-‬‬ ‫أنظمة التنقل املتنوعة التي يمكن الوصول إليها بسهولة وذات انبعاثات الكربون املنخفضة؛‬ ‫‪-‬‬ ‫أنظمة إدارة النفايات الشاملة ذات الكفاءة في استخدام املوارد؛‬ ‫‪-‬‬ ‫اإلدارة املتكاملة ملوارد املياه؛‬ ‫‪-‬‬ ‫التخطيط الشامل والفعال الستخدامات الراض ي؛‬ ‫‪-‬‬ ‫ممارسات التكيف مع املناخ املستجيبة واملستقبلية؛‬ ‫‪-‬‬ ‫ملحة عامة – تكلفة املبادرات‬ ‫العدد اإلجمالي للمبادرات قصيرة املدى‪) 37( :‬‬ ‫التكلفة اإلجمالية املقدرة‪ )285,830,000( :‬د‪.‬أ ‪ (€ 224,889,000.( – .‬أ ‪1 . .‬‬ ‫التكاليف الرأسمالية‬ ‫(‪)23‬‬ ‫عدد املبادرات‬ ‫(‪ )221,680,000‬د‪.‬أ‪.‬‬ ‫التكلفة املقدرة كحد أدنى‬ ‫الحد األقص ى للتكلفة املقدرة (‪ )281,710,000‬د‪.‬أ‪.‬‬ ‫التكاليف التشغيلية‬ ‫( ‪)3‬‬ ‫عدد املبادرات‬ ‫(‪ )168,000‬د‪.‬أ‪.‬‬ ‫التكلفة املقدرة كحد أدنى‬ ‫الحد األقص ى للتكلفة املقدرة (‪ )230,000‬د‪.‬أ‪.‬‬ ‫تكاليف التصميم‪ /‬التطوير‬ ‫)‪)10‬‬ ‫عدد املبادرات‬ ‫( ‪ )3,041,000‬د‪.‬أ‪.‬‬ ‫التكلفة املقدرة كحد أدنى‬ ‫الحد األقص ى للتكلفة املقدرة (‪ )3,890,500‬د‪.‬أ‪.‬‬ ‫ملحوظة‪ :‬لم يتم التأكيد على تكاليف املبادرات رقم (‪ )EB4.1, EB4.2‬واملبادرة (‪ )EB6‬ولم يتم تضمينها في التقديرات املذكورة أعاله‬ ‫‪1‬‬ ‫تمت عملية تحويل العملة باستخدام عن طريق (‪ )1.19258/1‬د‪.‬أ‪ /.‬يورو ‪xe.com at 27/10/2020‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪13‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫املبادرات ذات األولوية‬ ‫إن تقديم مجموعة مناسبة من مبادرات خطة عمل عمان مدينة خضراء أمر بالغ الهمية لتعزيز التنمية املستدامة في َّ‬ ‫عمان‪ .‬ولغراض‬ ‫التنفيذ االستراتيجي ملبادرات هذه الخطة‪ ،‬فقد حددت أمانة َّ‬ ‫عمان الكبرى ثماني مبادرات ذات أولوية‪:‬‬ ‫‪ :EB2 ‬دمج أنظمة ‪ LED‬في إنارة شوارع المانة‪.‬‬ ‫‪ :T1 ‬توسيع شبكة الحافالت وأسطول النقل منخفض االنبعاثات‪.‬‬ ‫‪ :SW2 ‬تطوير محطة الشعائر لنقل النفايات‪.‬‬ ‫‪ :SW4 ‬إنشاء أجزاء إضافية ملكبات النفايات‪.‬‬ ‫‪ :W1 ‬تطوير عمليات نقل و‪/‬أو تخزين املياه لتقليل مخاطر الفيضانات‪.‬‬ ‫‪ :W2 ‬إيقاف تشغيل محطة عين الغزال وتحديثها‪.‬‬ ‫‪ :W3 ‬تطوير مرفق خزان الغباوي للصرف الصحي‪.‬‬ ‫‪ :LU1 ‬االستثمار في التوسع في املساحات الخضراء‪.‬‬ ‫‪ :CA1 ‬تطوير وإنشاء بنية تحتية ملواقف السيارات الخضراء و‪/‬أو املظللة‪.‬‬ ‫أنظمة الطاقة واملباني الفعالة واملنعة‬ ‫تعتبر أنظمة الطاقة واملباني هي املكون الرئيس ي لالستدامة‪ .‬عندما تعتمد أنظمة الطاقة على احتراق الوقود الحفوري فتعتبر غير قادرة على‬ ‫الصمود أمام النقص في مصادر الوقود الحفوري‪ ،‬ويساهم االحتراق في تغيير املناخ وسوء جودة الهواء‪ .‬قام الردن باتخاذ خطوات مختلفة‬ ‫تهدف الستخدام الطاقة املتجددة وبالتالي العمل على تخفيف انبعاثات غاز الكربون الكثيف من خالل مساهمته على املستوى الوطني‬ ‫بموجب نص اتفاقية باريس ومن خالل السياسات التي تعزز استهالك الطاقة املتجددة التي تضم الطاقة الشمسية‪ .‬وتعمل أمانة َّ‬ ‫عمان‬ ‫ً‬ ‫الكبرى أيضا على تعزيز منعة وكفاءة أنظمة الطاقة واملباني على حد سواء‪.‬‬ ‫سوف تقوم خطة عمل عمان مدينة خضراء على تعزيز املبادرات الحالية‪ ،‬وسوف تساهم في إطار أنظمة الطاقة واملباني الفعالة واملنعة‬ ‫وإنشاء مخزون منها في َّ‬ ‫عمان‪ .‬فيما يلي تفاصيل الهداف االستراتيجية واملبادرات الداعمة ذات الصلة بهذا املجال‪:‬‬ ‫الصلة‬ ‫ذات‬ ‫الضغوط‬ ‫ذات‬ ‫البيئية‬ ‫والتحديات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫األولوية‬ ‫زيادة مصادر الطاقة املتجددة بنسبة (‪ %)25‬بحلول عام ‪ 2035‬لتحسين تنوع الطاقة ‪PEC1, Es1‬‬ ‫‪SO1‬‬ ‫واالستقالل واملنعة‪.‬‬ ‫خفض معدالت الطلب على الطاقة بنسبة ( ‪ )%15‬بحلول عام ‪ 2030‬من خالل تحسين كفاءة ‪PEC1, Es2‬‬ ‫‪SO2‬‬ ‫الطاقة في املباني والنظمة الكهربائية‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪14‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫التحديات‬ ‫املبادرات طويلة األجل‬ ‫التحديات‬ ‫التحديات البيئة مبادرات التمكين‬ ‫مبادرات االستثمار‬ ‫البيئة ذات‬ ‫ذات‬ ‫البيئة‬ ‫الصلة‬ ‫ذات‬ ‫الصلة‬ ‫الصلة‬ ‫والضغوط‬ ‫والضغوط‬ ‫والضغوط‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫أنظمة الطاقة املباني‬ ‫إنشاء حمالت توعية حول دعم استخدام ‪Es1 PEC6‬‬ ‫‪EB6‬‬ ‫زيادة التوعية بتصميم ‪Es1 PEC2‬‬ ‫‪EB4‬‬ ‫‪Es1‬‬ ‫االستثمار في مشاريع ‪PEC1‬‬ ‫‪EB1‬‬ ‫اللواح الشمسية‬ ‫‪Es2 PEC6‬‬ ‫املباني الخضراء‬ ‫الشمسية‬ ‫الطاقة‬ ‫واسعة الشبكات‬ ‫تركيب وحدات الطاقة الشمسية أعلى ‪Es1 PEC1‬‬ ‫‪EB7‬‬ ‫‪Es1‬‬ ‫دمج أنظمة ‪ LED‬التي ‪PEC1‬‬ ‫‪EB2‬‬ ‫املباني ومواقف السيارات واملظالت التي‬ ‫‪Es2‬‬ ‫تعمل بالطاقة الكهربية‬ ‫تعود ملكيتها لمانة َّ‬ ‫عمان الكبرى‬ ‫إلنارة شوارع المانة‬ ‫تركيب أنظمة التدفئة البديلة في مباني ‪Es1 PEC1‬‬ ‫‪EB8‬‬ ‫‪Es1‬‬ ‫تمويل العدادات الذكية ‪PEC1‬‬ ‫‪EB3‬‬ ‫‪Es2‬‬ ‫المانة‬ ‫‪Es2‬‬ ‫لتعزيز‬ ‫والبطاريات‬ ‫استقرار الشبك‬ ‫‪Es1‬‬ ‫‪ EB4.1‬تحديث تجريبي ملباني ‪PEC2‬‬ ‫‪Es2‬‬ ‫‪PEC6‬‬ ‫المانة الخضراء‬ ‫‪Es1‬‬ ‫‪ EB4.2‬إنشاء مباني مدارس ‪PEC2‬‬ ‫‪Es2‬‬ ‫‪PEC6‬‬ ‫خضراء‬ ‫‪Es1‬‬ ‫محطات ‪PEC1‬‬ ‫تطوير‬ ‫‪EB5‬‬ ‫‪Es2‬‬ ‫الحافالت التي تعمل‬ ‫بالطاقة الشمسية‬ ‫‪Es1‬‬ ‫توسعة نظام استرداد‬ ‫‪EB6‬‬ ‫غاز مكب النفايات‬ ‫(‪)LFG‬‬ ‫أنظمة التنقل املتنوعة التي يمكن الوصول إليها بسهولة وذات انبعاثات الكربون املنخفضة ؛‬ ‫يعتبر التنقل هو مفتاح املساحات الحضرية الصحية والحيوية والشاملة‪ ،‬مما يوفر سهولة الوصول إلى الوظائف والخدمات والترفيه وكذلك‬ ‫العائالت والصدقاء‪ .‬ومع ذلك تعتبر أنظمة التنقل الحالية هي أحد العوامل الرئيسية املساهمة في التحديات البيئية التي تواجهها َّ‬ ‫عمان فيما‬ ‫يتعلق بجودة الهواء وانبعاثات غازات االحتباس الحراري‪ .‬وتعتبر السيارات الخاصة وسيلة التنقل الرئيسية في املدينة واالزدحام شائع للغاية‬ ‫في املدينة‪ .‬وقد أدى ذلك إلى سوء نوعية الهواء وما يترتب عليه من أمراض الجهاز التنفس ي والتلوث‪ .‬وقد بدأت املدينة بالفعل في معالجة هذه‬ ‫المور من خالل تطوير نظام الباص سريع التردد ‪ ،BRT‬وسوف تسعى جاهدة إلى تحقيق الهداف االستراتيجية التالية التي تتعلق بأنظمة‬ ‫النقل املتنوعة‪ ،‬والتي يسهل الوصول إليها وذات انبعاثات الكربون املنخفضة‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪15‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫تسعى الهداف االستراتيجية واملبادرات الداعمة ذات الصلة بها في هذا املجال املوضوعي والواردة بالتفصيل أدناه إلى البناء على اإلنجازات‬ ‫عمان مع تعزيز البنية التحتية للمشاة‪ ،‬باإلضافة‬‫واملبادرات القائمة‪ ،‬من خالل دمج العديد من خيارات النقل العامة وغير اآللية في شبكة َّ‬ ‫إلى املساحات الخضراء واملساحات العامة املفتوحة‪.‬‬ ‫الصلة‬ ‫ذات‬ ‫الضغوط‬ ‫والتحديات البيئية ذات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫األولوية‬ ‫زيادة الحصة النموذجية للنقل العام بنسبة (‪ )%30‬بحلول عام ‪ 2030‬من خالل إضفاء الطابع‬ ‫‪SO3‬‬ ‫املؤسس ي على النقل العام وتطبيعه‪.‬‬ ‫‪Pc1, Pc4, Pc5‬‬ ‫وضع استراتيجية للمجال العام تدعم تنقل املشاة‪.‬‬ ‫‪SO4‬‬ ‫دمج النظمة الذكية في تخطيط النقل‪.‬‬ ‫‪SO5‬‬ ‫التحديات البيئة‬ ‫التحديات البيئة املبادرات طويلة األجل‬ ‫التحديات البيئة مبادرات التمكين‬ ‫مبادرات االستثمار‬ ‫الصلة‬ ‫ذات‬ ‫الصلة‬ ‫ذات‬ ‫الصلة‬ ‫ذات‬ ‫والضغوط‬ ‫والضغوط‬ ‫والضغوط‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫أنظمة التنقل التي يمكن الوصول إليها بسهولة واملتنوعة وذات انبعاثات الكربون املنخفضة‬ ‫‪Tr2‬‬ ‫‪PEC1‬‬ ‫‪ T7‬تحسين إجراءات سالمة‬ ‫‪Tr2‬‬ ‫‪PEC1‬‬ ‫‪ T4‬تحديد أيام خالية من‬ ‫‪Tr1‬‬ ‫‪PEC1‬‬ ‫التوسع في شبكة‬ ‫‪T1‬‬ ‫املشاة‬ ‫‪Tr3‬‬ ‫‪PEC4‬‬ ‫تواجد السيارات في‬ ‫‪Tr3‬‬ ‫الحافالت وأسطول‬ ‫مركز املدينة لتعزيز‬ ‫الحافالت منخفضة‬ ‫الفعاليات في وسط‬ ‫االنبعاثات‬ ‫املدينة وأنشطة التنقل‬ ‫‪Tr1‬‬ ‫‪PEC1‬‬ ‫‪ T8‬االستثمار في إنشاء‬ ‫‪Tr2‬‬ ‫‪PEC1‬‬ ‫‪ T5 Lu1‬وضع خطة نقل‬ ‫تنفيذ مشاريع تجريبية ‪PEC1‬‬ ‫‪T2‬‬ ‫‪Tr3‬‬ ‫السكك الحديدية‬ ‫‪Tr3‬‬ ‫‪PEC4‬‬ ‫حضرية امستدامة‬ ‫‪Tr2‬‬ ‫لتعزيز أنشطة التنقل ‪PEC4‬‬ ‫الخفيفة أو شبكة الترام‬ ‫ومتكاملة‬ ‫‪Tr1‬‬ ‫‪PEC1‬‬ ‫‪ T9‬تنفيذ أنظمة الدراجات‬ ‫‪Tr2‬‬ ‫‪PEC1‬‬ ‫تركيب أنظمة النقل‬ ‫‪T3‬‬ ‫‪Tr2‬‬ ‫املشتركة‬ ‫‪Tr3‬‬ ‫‪PEC4‬‬ ‫الذكية‬ ‫‪Tr1‬‬ ‫‪PEC1‬‬ ‫‪ T10‬إنشاء ممرات الحافالت‬ ‫‪Tr2‬‬ ‫‪PEC1‬‬ ‫توفير خدمات‬ ‫‪T4.1‬‬ ‫ذات الولوية على الطرف‬ ‫‪Tr3‬‬ ‫الحافالت املجانية من ‪PEC4‬‬ ‫الرئيسية‬ ‫وإلى مناطق املشاة‬ ‫التجريبية في اليام‬ ‫املحددة‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪16‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫‪Tr1‬‬ ‫‪PEC1‬‬ ‫‪ T11‬دمج محور التنقل في‬ ‫‪Tr2‬‬ ‫‪PEC1‬‬ ‫تطبيق نظام‬ ‫‪T6‬‬ ‫‪Tr2‬‬ ‫تقاطعات ‪ BRT‬الهامة‬ ‫‪Tr3‬‬ ‫‪PEC4‬‬ ‫اصطفاف السيارات‬ ‫على الشارع‬ ‫‪Lu1‬‬ ‫‪PEC1‬‬ ‫‪ T12‬تعديل إرشادات تصميم‬ ‫‪Tr2‬‬ ‫‪PEC4‬‬ ‫الشوارع لتقديم‬ ‫استراتيجية عامة أكثر‬ ‫ً‬ ‫تناسقا‬ ‫أنظمة إدارة النفايات الشاملة ذات الكفاءة في استخدام املوارد‬ ‫تعتبر أنظمة إدارة النفايات الحضرية خدمة بلدية أساسية تساهم في صحة اإلنسان والبيئة‪ .‬باإلضافة إلى ذلك‪ ،‬تعتبر اإلدارة الفعالة‬ ‫للنفايات ضرورية لدعم كفاءة املوارد من خالل استراتيجيات الحد من املخلفات وإعادة التدوير وتيارات النفايات العضوية‪.‬‬ ‫ازداد توليد النفايات واملخلفات في َّ‬ ‫عمان نتيجة النمو السكاني للمدينة‪ ،‬مما أدي إلى الضغط على البنية التحتية الحالية للنفايات‪ .‬واتخذت‬ ‫املدينة خطوات للتخفيف من هذا الضغط بما في ذلك توسيع مكب الغباوي‪ .‬وسوف تساهم املبادرات املحددة في وصول أمانة َّ‬ ‫عمان الكبرى‬ ‫وتحقيق أهدافها االستراتيجية املقترحة إلدارة وتقليل نفاياتها ومخلفاتها بكفاءة أكبر‪ .‬عالوة على ذلك تدعم املبادرات املقترحة ً‬ ‫أيضا تحقيق‬ ‫أهداف الطاقة في أمانة َّ‬ ‫عمان من خالل تسخير الطاقة املستمدة من املواد العضوية وغير العضوية‪.‬‬ ‫الصلة‬ ‫ذات‬ ‫الضغوط‬ ‫والتحديات البيئية ذات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫األولوية‬ ‫تحسين إدارة املوارد من خالل زيادة كفاءة أنظمة إدارة النفايات الصلبة‪.‬‬ ‫‪SO6‬‬ ‫دمج مبادئ االقتصاد الدائري في إدارة النفايات‪.‬‬ ‫‪SO7‬‬ ‫‪Sw1, Es1‬‬ ‫تخفيض كمية النفايات املرسلة إلى مكب النفايات بنسبة (‪ )%12‬بحلول عام ‪.2030‬‬ ‫‪SO8‬‬ ‫تحديث البنية التحتية إلدارة النفايات ‪.‬‬ ‫‪SO9‬‬ ‫التحديات البيئة‬ ‫التحديات البيئة املبادرات طويلة األجل‬ ‫التحديات البيئة مبادرات التمكين‬ ‫مبادرات االستثمار‬ ‫الصلة‬ ‫ذات‬ ‫الصلة‬ ‫ذات‬ ‫الصلة‬ ‫ذات‬ ‫والضغوط‬ ‫والضغوط‬ ‫والضغوط‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫إدارة النفايات الصلبة‬ ‫‪Sw1‬‬ ‫تنفيذ مجموعة منفصلة إلزامية ‪PEC3‬‬ ‫‪SW8‬‬ ‫‪Sw1‬‬ ‫تقليل ‪PEC3‬‬ ‫‪ SW1 Sw1‬استراتيجية‬ ‫‪ SW2‬تطوير محطة الشعائر ‪PEC3‬‬ ‫للمواد الجافة الرئيسية القابلة‬ ‫‪In1‬‬ ‫وإعادة‬ ‫النفايات‬ ‫‪In1‬‬ ‫لنقل النفايات‬ ‫إلعادة التدوير‬ ‫التدوير‬ ‫‪Sw1‬‬ ‫وضع أهداف قانونية إلعادة ‪PEC3‬‬ ‫‪SW9‬‬ ‫‪Sw1‬‬ ‫‪PEC3‬‬ ‫‪ SW3‬شراءكانسات الشوارع‬ ‫التدوير‬ ‫‪In1‬‬ ‫لتحسين املجال العام‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪17‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫‪Sw1‬‬ ‫فرض ضريبة التخلص من ‪PEC3‬‬ ‫‪SW10‬‬ ‫‪Sw1‬‬ ‫‪ SW4‬إنشاء مكبات النفايات ‪PEC3‬‬ ‫النفايات لزيادة عمليات إعادة‬ ‫‪In1‬‬ ‫إضافية‬ ‫التدوير واستعادتها وإنشاء‬ ‫‪Es1‬‬ ‫وظائف جديدة‬ ‫‪Sw1‬‬ ‫‪PEC3‬‬ ‫‪ SW5‬عمل شراكة مع‬ ‫‪In1‬‬ ‫القطاعات التجارية‬ ‫‪Es1‬‬ ‫واسعة النطاق لجمع‬ ‫املخلفات العضوية‬ ‫‪Sw1‬‬ ‫‪PEC3‬‬ ‫‪ SW6‬إنشاء منشأة لنقل‬ ‫‪In1‬‬ ‫النفايات من خالل‬ ‫توجيه النفايات‬ ‫الكهربائية والجهزة‬ ‫اإللكترونية‬ ‫‪Sw1‬‬ ‫‪PEC3‬‬ ‫إنشاء مرفق‬ ‫‪SW7‬‬ ‫‪In1‬‬ ‫الستعادة املواد‬ ‫النظيفة وإنشاء‬ ‫برنامج إعادة التدوير‬ ‫اإلدارة املتكاملة ملوارد املياه‬ ‫عمان من املدن التي تقع في املناطق التي تعاني من ندرة املياه‪ ،‬اتخذت َّ‬ ‫ً‬ ‫أمرا في غاية الهمية للحياة‪ .‬وباعتبار َّ‬ ‫عمان‬ ‫تعتبر جودة املياه وتوافرها‬ ‫بالفعل مبادرات‪ ،‬بالتعاون مع الحكومة الوطنية‪ ،‬ملتابعة املصادر الكافية والفعالة وإعادة استخدام املياه‪ ،‬إال أنه ال تزال هناك فرص لتوسيع‬ ‫ً‬ ‫ارتباطا و ً‬ ‫ثيقا‬ ‫نطاق الجهود املبذولة‪ .‬ومع ذلك فإن إدارة موارد املياه تتجاوز عمليات توفير املياه ومياه الصرف الصحي للمواطنين‪ ،‬وترتبط‬ ‫عمان مواجهة الفيضانات املفاجئة والتصحر وهما‬ ‫بالنظمة البيئية واستخدام الراض ي‪ .‬على سبيل املثال‪ ،‬تتضمن التحديات الرئيسية في َّ‬ ‫عمان‪ ،‬باإلضافة إلى تغيير استخدام الراض ي مع زيادة نمو حجم املدينة‪ .‬وتشكل‬ ‫في طرفي نقيض في دورة املياه ومرتبطة بشكل كبير بتضاريس َّ‬ ‫ً‬ ‫ً‬ ‫هذه التحديات خطرا على صحة اإلنسان ورفاهيته‪ ،‬وتضع عبئا على املوارد املالية للمدينة وجميع املتضررين‪.‬‬ ‫تهدف الهداف االستراتيجية واملبادرات املقترحة أدناه إلى إدارة مخاطر الفيضانات بشكل أفضل‪ ،‬مع تحسين جودة املياه وتحديث وتوسيع‬ ‫البنية التحتية الحيوية للمياه ودمج النظمة الفعالة في بيئة البناء‪.‬‬ ‫الضغوط ذات الصلة والتحديات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫البيئية ذات األولوية‬ ‫‪ SO10‬تخفيض مخاطر الفيضانات في املناطق الحرجة بنسبة (‪ )%50‬بحلول عام ‪. 2030‬‬ ‫‪ SO11‬تخفيض الفاقد في املياه بنسبة (‪ )%70‬بحلول عام ‪. 2040‬‬ ‫‪Pc2, Pc4, Pc6, Wc1, Wc2, Wc3,‬‬ ‫تحسين الوصول إلى شبكات املياه والصرف الصحي بنسبة (‪ )%100‬من شبكات َّ‬ ‫عمان‬ ‫‪Wc4, Lu1, Lu2‬‬ ‫‪SO12‬‬ ‫بحلول عام ‪.2040‬‬ ‫‪ SO13‬تحسين كفاءة استخدام املياه في املباني بنسبة (‪ )%25‬بحلول عام ‪.2030‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪18‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫التحديات البيئة‬ ‫املبادرات طويلة األجل‬ ‫التحديات‬ ‫مبادرات التمكين‬ ‫التحديات‬ ‫مبادرات االستثمار‬ ‫الصلة‬ ‫ذات‬ ‫ذات‬ ‫البيئة‬ ‫ذات‬ ‫البيئة‬ ‫والضغوط‬ ‫الصلة‬ ‫الصلة‬ ‫الرئيسية‬ ‫والضغوط‬ ‫والضغوط‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫إدارة دورة املياه‬ ‫‪Wc1‬‬ ‫‪PEC2‬‬ ‫تركيب تجهيزات موفرة للمياه في‬ ‫دمج التصميم الحضري ‪W7 Wc1 PEC2‬‬ ‫‪W4 Wc1‬‬ ‫‪PEC2‬‬ ‫تطوير عمليات نقل‬ ‫‪W1‬‬ ‫‪Es2‬‬ ‫‪PEC6‬‬ ‫مباني المانة العامة‬ ‫‪Wc4 PEC4‬‬ ‫الدقيق للمياه ونظام‬ ‫‪Wc4‬‬ ‫املياه و‪ /‬أو تخزين املياه ‪PEC5‬‬ ‫‪Lu1 PEC5‬‬ ‫الصرف املستدام‬ ‫‪PEC6‬‬ ‫لتقليل مخاطر‬ ‫‪Lu2 PEC6‬‬ ‫الفيضانات‬ ‫‪Wc1‬‬ ‫‪PEC2‬‬ ‫تنفيذ عمليات إعادة تدوير املياه‬ ‫‪W8 Wc1 PEC2‬‬ ‫تطوير وتوسيع نطاق‬ ‫‪W6 Wc2‬‬ ‫وقف محطة عين غزال ‪PEC2‬‬ ‫‪W2‬‬ ‫‪Es2‬‬ ‫‪PEC6‬‬ ‫وتجميع مياه المطار‬ ‫‪Wc2 PEC5‬‬ ‫الوصول إلى شبكات‬ ‫‪Wc4‬‬ ‫‪PEC5‬‬ ‫ملعالجة املياه وتحديثها‬ ‫^‪Wc3 PEC‬‬ ‫املياه والصرف الصحي‬ ‫‪PEC6‬‬ ‫‪Lu2‬‬ ‫‪Wc1‬‬ ‫إقامة شراكات مع املأنظمةات غير ‪PEC2‬‬ ‫‪W9‬‬ ‫‪Wc2‬‬ ‫‪PEC2‬‬ ‫تطوير مرافق خزان‬ ‫‪W3‬‬ ‫‪Lu2‬‬ ‫‪PEC5‬‬ ‫الحكومية لدعم املجتمعات‬ ‫الغباوي للصرف الصحي ‪PEC6‬‬ ‫‪PEC6‬‬ ‫منخفضة الدخل لتجميع مياه‬ ‫المطار‬ ‫‪Wc1‬‬ ‫‪PEC2‬‬ ‫‪ W4.1‬تنفيذ تجريبي لنظام‬ ‫‪Wc4‬‬ ‫‪PEC4‬‬ ‫الصرف املستدام على‬ ‫‪Lu1‬‬ ‫‪PEC5‬‬ ‫ممتلكات المانة‬ ‫‪Lu2‬‬ ‫‪PEC6‬‬ ‫‪Wc1‬‬ ‫‪PEC4‬‬ ‫تنفيذ الحلول القائمة‬ ‫‪W5‬‬ ‫‪Wc4‬‬ ‫‪PEC5‬‬ ‫على الطبيعة لبحيرة‬ ‫‪Lu1‬‬ ‫‪PEC6‬‬ ‫الرصيفة الطبيعية‪.‬‬ ‫‪Lu2‬‬ ‫التخطيط الشامل والفعال الستخدامات األراض ي‬ ‫يوفر تخطيط استخدام الراض ي الساس الذي تقوم عليه أنماط الحياة الحضرية‪ .‬وتوفر سبل الوصول إلى الفرص والخدمات ومدى سهولة‬ ‫انتقال الناس من مكان آلخر‪ ،‬وتساهم في صحة أو تدهور خدمات النظام اإليكولوجي‪ ،‬ويساهم كل ذلك في رفاهية سكان املدينة‪ .‬ويتضمن‬ ‫ذلك تحسين البنية التحتية الخضراء والتي يمكن أن تخفف من التحديات البيئية‪ ،‬والتي تدعم التنوع البيولوجي وتعمل على تنظيم املناخ‬ ‫املحلي الحضري بشكل أفضل‪ ،‬من خالل توفير بيئة جذابة للترفيه واالستجمام‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪19‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫تهدف الهداف االستراتيجية واملبادرات املقترحة أدناه إلى خلق بيئة تنظيمية شاملة توفر معايير وبروتوكوالت واضحة للتنمية‪ ،‬وتمنح الولوية‬ ‫إلدراج البنية التحتية الخضراء التي تعزز املجال العام وتساعد على التخفيف من التحديات البيئية‪.‬‬ ‫الصلة‬ ‫ذات‬ ‫الضغوط‬ ‫والتحديات البيئية ذات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫األولوية‬ ‫زيادة نسبة وجودة املساحات الخضراء في عمان‪.‬‬ ‫‪SO14‬‬ ‫‪Pc2, Pc4, Pc6, Pc&, Pc8,‬‬ ‫تطوير خطة محدثة الستخدامات الراض ي لضمان التنمية العادلة في جميع أنحاء عمان‪.‬‬ ‫‪SO15‬‬ ‫‪Tr1, Tr2, Wc1, Lu2‬‬ ‫تحسين البيئة الحضرية‪.‬‬ ‫‪SO16‬‬ ‫التحديات‬ ‫املبادرات طويلة األجل‬ ‫التحديات‬ ‫التحديات البيئة مبادرات التمكين‬ ‫مبادرات االستثمار‬ ‫البيئة ذات‬ ‫البيئة ذات‬ ‫الصلة‬ ‫ذات‬ ‫الصلة‬ ‫الصلة‬ ‫والضغوط‬ ‫والضغوط‬ ‫والضغوط‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫استخدام األراض ي‬ ‫وضع تسلسل‬ ‫‪LU5‬‬ ‫‪Lu1 PEC4‬‬ ‫‪ LU1.1 Wc‬وضع استراتيجية البنية‬ ‫‪PEC2‬‬ ‫االستثمار في‬ ‫‪LU1‬‬ ‫‪PEC4‬‬ ‫‪Lu1‬‬ ‫للمساحات املفتوحة‬ ‫‪Lu2‬‬ ‫التحتية الخضراء املتكاملة‬ ‫‪1‬‬ ‫‪PEC4‬‬ ‫التوسع في‬ ‫‪PEC5‬‬ ‫‪Tr2‬‬ ‫‪Lu2‬‬ ‫‪PEC5‬‬ ‫‪Lu2‬‬ ‫املساحات‬ ‫‪PEC6‬‬ ‫الخضراء‬ ‫وضع استراتيجية‬ ‫وضع خطة الخدمة والتنفيذ ‪LU6 Wc1 PEC1‬‬ ‫‪LU2‬‬ ‫‪PEC4‬‬ ‫التكثيف العمراني‬ ‫‪Lu1 PEC3‬‬ ‫لشرق َّ‬ ‫عمان‬ ‫‪Lu1‬‬ ‫‪PEC6‬‬ ‫‪Tr1 PEC4‬‬ ‫‪Tr2 PEC5‬‬ ‫تجديد الراض ي املهجورة‬ ‫االنتهاء من صياغة املخطط ‪LU7 Wc1 PEC1‬‬ ‫‪LU3‬‬ ‫أو الشاغرة‬ ‫الشمولي االستراتيجي َّ‬ ‫لعمان ‪Wc4 PEC4‬‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫‪Lu1 PEC5‬‬ ‫‪ 2060‬وتنفيذه‬ ‫‪PEC5‬‬ ‫‪Tr1 PEC6‬‬ ‫‪Tr2‬‬ ‫دمج املزيد من مالعب‬ ‫‪LU8‬‬ ‫إنشاء قاعدة بيانات مركزية ‪Lu1 PEC1‬‬ ‫‪LU4‬‬ ‫الطفال في الحدائق‬ ‫لنظام املعلومات الجغرافية ‪Tr1 PEC4‬‬ ‫‪Tr2 PEC5‬‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫‪Wc1 PEC6‬‬ ‫‪Wc2‬‬ ‫‪Wc3‬‬ ‫‪Wc4‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪20‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫حماية وتوسيع في‬ ‫‪LU9‬‬ ‫‪Lu2‬‬ ‫‪PEC5‬‬ ‫املساحات الخضراء‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫‪ LU10‬إنشاء مخصصات‪/‬‬ ‫‪Lu2‬‬ ‫‪PEC5‬‬ ‫حصص مجتمعية‬ ‫‪Lu1‬‬ ‫‪PEC1‬‬ ‫‪ LU11‬تحسين البنية التحتية‬ ‫‪Tr1‬‬ ‫‪PEC4‬‬ ‫للبيئة الحضرية‬ ‫‪Tr2‬‬ ‫‪PEC6‬‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫‪ LU12‬مراقبة ورصد‬ ‫‪Lu2‬‬ ‫االستخدامات غير‬ ‫‪Tr2‬‬ ‫القانونية للمساحات‬ ‫‪Wc4‬‬ ‫الخضراء‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫‪ LU13‬إنشاء صندوق‬ ‫‪Lu2‬‬ ‫املساحات الخضراء‬ ‫‪Wc4‬‬ ‫ممارسات التكيف مع املناخ املستجيبة واملستقبلية‬ ‫ً‬ ‫شامال يتم الشعور به بالفعل وسوف يستمر في التأثير على املدن‪ .‬في َّ‬ ‫ً‬ ‫عمان‪ ،‬سيكون لتغير املناخ تأثير خاص على دورة‬ ‫يشكل املناخ تحديا‬ ‫املياه وتأثير الجزر الحرارية الحضرية‪ .‬وبالتالي فمن الضروري دمج املشاريع وبروتوكوالت التوعية باملناخ في املؤسسات والنظمة في َّ‬ ‫عمان‪.‬‬ ‫عمان فرصة لتجنب الوقوع في ممارسات عدم القدرة‬ ‫أمرا مهم ًا بشكل خاص‪ ،‬حيث يوفر التطوير املستمر في َّ‬ ‫ً‬ ‫يعتبر التصرف في وقت مبكر‬ ‫على التكيف‪.‬‬ ‫ً‬ ‫واستنادا إلى هذه املشاريع‪ ،‬شددت أمانة ع َّمان‬ ‫قامت الحكومة املحلية والمانة بتنفيذ العديد من املشاريع لتناول مخاطر املناخ في َّ‬ ‫عمان‪.‬‬ ‫الكبرى على الحاجة إلى إضفاء الطابع املؤسس ي على ممارسات التكيف مع املناخ سريعة االستجابة واملستقبلية‪ .‬وعلى هذا النحو‪ ،‬يتم اختيار‬ ‫الهداف واملبادرات االستراتيجية أدناه‪ ،‬لنها تسعي إلى تطوير ووضع استراتيجيات شاملة لزيادة التوعية وتحديد تدابير ّ‬ ‫التكيف الواضحة‬ ‫ملواجهة التحديات الرئيسية املحددة‪.‬‬ ‫الضغوط ذات الصلة والتحديات البيئية ذات‬ ‫األهداف االستراتيجية (‪)SO‬‬ ‫األولوية‬ ‫إضفاء الطابع املؤسس ي على املنعة املناخية في جميع جوانب العمليات والسياسات‬ ‫‪SO17‬‬ ‫المانة‪.‬‬ ‫تخفيف أو الحفاظ على تأثير الجزر الحرارية الحضرية وانبعاثات الكربون في َّ‬ ‫عمان من ‪Pc4, Pc5, Pc7, Pc8, Lu1, Lu2, Wc1, Wc4, Es1‬‬ ‫‪SO18‬‬ ‫خالل البنية التحتية الزرقاء والخضراء‪.‬‬ ‫‪ SO19‬تحسين الوعي العام بتغير املناخ‪.‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪21‬‬ ‫‪Amman Green City Actoin Plan for Amman‬‬ ‫التحديات البيئة ذات‬ ‫املبادرات طويلة األجل‬ ‫التحديات‬ ‫مبادرات التمكين‬ ‫التحديات‬ ‫مبادرات االستثمار‬ ‫الصلة والضغوط‬ ‫البيئة ذات‬ ‫البيئة ذات‬ ‫الرئيسية‬ ‫الصلة‬ ‫الصلة‬ ‫والضغوط‬ ‫والضغوط‬ ‫الرئيسية‬ ‫الرئيسية‬ ‫التكيف على تغيراملناخ‬ ‫‪Lu1‬‬ ‫تطوير خدمات املناخ الخاصة ‪PEC5‬‬ ‫‪CA4 Lu1 PEC5‬‬ ‫‪ CA2‬تنفيذ خطة مشاركة‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫تطوير البنية التحتية‬ ‫‪CA1‬‬ ‫‪Lu2‬‬ ‫‪PEC6‬‬ ‫َّ‬ ‫بعمان‬ ‫‪Lu2 PEC6‬‬ ‫املجتمع في تغير املناخ‬ ‫‪Lu2‬‬ ‫‪PEC5‬‬ ‫ملواقف السيارات‬ ‫‪Wc1‬‬ ‫‪Es1‬‬ ‫‪Es1‬‬ ‫الخضراء و‪/‬أو املظللة‬ ‫‪Wc1‬‬ ‫‪Lu1Lu2‬‬ ‫تنفيذ مخططات التخلص من ‪PEC4‬‬ ‫‪CA5 Lu1 PEC5‬‬ ‫‪ CA3‬إعداد وتسليم‬ ‫‪Es2‬‬ ‫الكربون‬ ‫‪Wc1‬‬ ‫استراتيجية مقاومة‬ ‫‪Lu1‬‬ ‫‪PEC4‬‬ ‫تنفيذ تخطيط استخدام‬ ‫‪CA6‬‬ ‫الفيضانات‬ ‫‪Lu2‬‬ ‫الراض ي التي تركز على املناخ‬ ‫‪Es2‬‬ ‫‪Lu1Lu2‬‬ ‫‪PEC4‬‬ ‫إنشاء مركز أبحاث املنعة‬ ‫‪CA7‬‬ ‫‪Es2‬‬ ‫‪PEC5‬‬ ‫الحضرية‬ ‫‪Wc1‬‬ ‫‪PEC6‬‬ ‫‪Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development‬‬ ‫‪AECOM‬‬ ‫‪22‬‬ Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 23 Amman Green City Actoin Plan for Amman

1. Introduction 1.1 Overview and Purpose of GCAP Over the last decade, the Greater Amman Municipality (GAM) has taken significant action towards improving its environmental performance. Building on existing work, GAM aims to take a more systematic approach to addressing its existing and emerging urban environmental challenges. To support this, GAM is participating in the European Bank for Reconstruction and Development’s (EBRD) Green Cities programme. Launched to facilitate a better and more sustainable future for cities and their residents, the programme recognises the need for participating cities to:  Preserve the quality of their environmental assets and use natural resources sustainably;  Mitigate and adapt to the risks of climate change; and  Ensure that environmental policies and developments contribute to the social and economic wellbeing of residents. 2 As part of EBRD’s Green Cities programme, GAM has received support to develop a Green City Action Plan (GCAP). The preparation of the GCAP provides an important opportunity for GAM and its stakeholders to:  Establish an up-to-date evidence base for defining and prioritising the environmental challenges of Amman (‘Green City Baseline’);  Identify the City’s key environmental challenges and priority sectors (‘Green City Challenges’);  Identify and prioritise actions that GAM can take to improve its environmental sustainability (‘Green City Policy Options and Actions’);  Build local capacity to ensure successful implementation of the GCAP; and  Monitor relevant indicators and report on progress and outcomes. The GCAP for Amman has been developed over 18 months with input from 275 unique stakeholders. It proposes 37 ‘short- term actions’, nine of which are designated as ‘priority actions’ and 27 ‘long-term actions’ that include infrastructure investments, policy measures, capacity development, and advocacy, all of which are designed to help achieve the vision for a green Amman. 1.2 How to Read This Document The GCAP is split out into three distinct parts, with Part A focusing on the methodology and engagement activities, Part B detailing the environmental challenges and the subsequent actions to tackle those challenges, and Part C containing the supporting data, assessments and ‘long-term actions’. PART A  Chapter 2: The GCAP Process for Amman. This section details the four steps of the GCAP methodology from establishing a baseline through to reporting.  Chapter 3: Stakeholder and Public Engagement in Amman. This section covers the range of stakeholder and public engagement activities, workshops and meetings that were conducted. PART B  Chapter 4: Summary of City and Environmental Context. This section provides a brief overview of the city and sets out the Priority Environmental Challenges that the GCAP seeks to address.  Chapter 5: Green City Actions for Amman. The actions are divided into the following sub-sections: - 5.1: Immediate investments. Capital projects and investments to support transitions towards a green city. 2 EBRD. ‘EBRD Green Cities.’ Available at: https://www.ebrdgreencities.com/about [Accessed 19 June 2019]. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 24 Amman Green City Actoin Plan for Amman - 5.2: Enabling Actions. Policies, plan and strategies, and capacity-building programmes that will develop an enabling environment for sustainable and resilient projects.  Chapter 6: Monitoring our Progress and Impact. Describes protocols for implementation, as well as the monitoring and evaluation programme. PART C  Appendix A: Baseline Conditions in Amman. Describes the baseline environmental conditions in Amman, including the sectors exerting pressure and the current responses to environmental challenges.  Appendix B: Co-benefits Assessment. Outlines the aggregated benefits of the GCAP actions.  Appendix C: CO2 Calculations Assumptions. Identifies the assumptions underlying the calculations for carbon emission savings for the actions for which these were defined.  Appendix D: Environmental Indicator Data. Identifies the indicators collected through the development of the GCAP.  Appendix E: Long-term Actions. Sets out the 27 long-term actions that will be taken up after 2025. 1.3 Spatial Coverage of the GCAP The city of Amman is divided into 22 districts covering 800 km2 (see ). This GCAP focuses on issues and actions within the institutional mandate of GAM; however, some environmental issues extend beyond political boundaries and GAM’s remit. As such, many of the proposed actions will also require the engagement of National Ministries, agencies and other stakeholders, such as civil society groups, not-for profit organisations and the private sector. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 25 Amman Green City Actoin Plan for Amman Figure 1.1. Coverage of this GCAP Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 26 Amman Green City Actoin Plan for Amman

2. The GCAP Process for Amman The EBRD in conjunction with the Organisation for Economic Cooperation and Development and the International Council of Local Environmental Initiatives (ICLEI) has developed a consistent, but flexible, methodology for all cities in the programme to follow. The methodology follows four steps: (1) Green Cities Baseline; (2) Green City Action Plan; (3) Green City Implementation, and (4) Green City Reporting. The process in Amman is illustrated in Figure 2.1. GCAP Process in Amman I. Green City Baseline The Green City Baseline establishes the underlying conditions in Amman that influence environmental performance, covering the:  Political framework of supra-national, national, regional, and municipal legislative and regulatory frameworks that govern environmental management in order to establish the remit of GAM and other stakeholders to address environmental challenges. This also includes a review of existing programme and projects focused on Amman’s natural and built environment. See Appendix A for more detail.  Collation of environmental indicator data using a ‘Pressure-State-Response’ (PSR) framework of 70 core and 114 optional indices, hereafter referred to as ‘indicators’ . The PSR provides a structured approach to collecting trend data on the environmental condition (i.e. the State such as air quality) and the sectoral (transport, industrial etc.) drivers for change acting upon the environment (i.e. Pressures such as urban congestion or Responses such as environmental improvement projects). See Appendix D for the set of environmental indicators.  Technical assessment of the environmental data to identify the Priority Environmental Challenges in the city and the context of the interdependencies within which they arise. See Section 4.3 for a comprehensive summary of the Priority Environmental Challenges, and Appendix A for more detail on the baseline conditions. II. Green City Action Development Building off the Green City Baseline, GAM developed the GCAP for Amman through the following stages:  The Technical Committee and key stakeholders prioritised the challenges identified in the technical assessment during the Challenge Prioritisation Workshop. Additionally, they developed the city of Amman’s long-term Vision and medium-term Strategic Objectives to guide the GCAP.  A team of technical specialists formulated a set of over 200 actions that GAM could implement to address their prioritised challenges.  The Technical Committee and key stakeholders shortlisted these actions during the GCAP Action Prioritisation Workshop, which were then approved by the Steering Committee.  The team of technical specialists further developed these actions to inform a final round of consultations with the Steering Committee and Mayor, leading to the full list of short-term actions (Chapter 5) and long-term actions (Appendix E) included in this Green City Action Plan. III. Green City Implementation GAM will operationalise the Green City Action Plan during the Green City Implementation phase. Success at this stage requires the commitment of each action owner, as well as municipal leadership, including allocation of necessary financial and human resources. Amman is already very advanced in a range of sectors (e.g. water cycle management), and hence some actions documented in this plan are well underway. IV. Green City Reporting The GCAP is supported by a detailed Monitoring and Evaluation Plan (see Chapter 6), which documents activities that will be undertaken to track implementation progress of GCAP actions, as well as the impact these actions are having on the state of Amman’s environment. This document sets the requirements for periodic reporting and follow-up actions that will be taken in response to outcomes of monitoring and evaluation (e.g. modification of actions that have proven less effective than expected). Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 27 Amman Green City Actoin Plan for Amman Figure 2.1. GCAP Process in Amman Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 28 Amman Green City Actoin Plan for Amman 2.1 GCAP Governance GAM developed the GCAP for Amman with input and guidance from two governing bodies, the Technical Committee and the Steering Committee.  The Technical Committee was established by decree from the Mayor of Amman. It comprises 23 representatives from relevant sectors covered by the EBRD Green Cities Framework, such as heads/deputies of relevant structural units of GAM. Throughout the GCAP process, the group provided technical advice and recommendations around Amman’s sustainability challenges and opportunities. The Technical Committee was involved in all GCAP milestone deliverables.  The Steering Committee was established to provide guidance, oversight and GAM approval of the GCAP. The Steering Committee is composed of senior GAM officials who hold decision-making power (e.g. the Mayor and representatives of GAM City Council) and heads/deputies of EDAMA, Miyahuna and the Royal Scientific Society. The Committee advised on the overall strategic objectives of the GCAP, ensuring it was aligned with GAM’s priorities, provided comments on key deliverables, and approved the final GCAP. They will continue in their advisory role through the GCAP Implementation and Reporting stages. 2.2 Vision GAM have been working on several different strategies in recent years. Each of these has produced a vision for the city, which are outlined in Figure 2.2. Figure 2.2. Existing visions for Amman Amman Resilience “A welcoming, young and diverse city, balancing the old and the new, the progressive and Strategy Vision (2017) the traditional. Amman promotes a culture of sharing and inclusivity, pioneering regional change”. Climate Action Plan Vision “To transform the city of Amman to become a sustainable, green and liveable city that works (2019) efficiently to preserve its resources for future generations”. National Green Growth “Behind the National Green Growth Plan is a clear vision for Jordan as a country with an Plan (2014) expanding and sustainable economy that creates jobs, income for its citizens, and is resilient to external shocks and instability in the region. A country of economic opportunity for everyone that provides decent work and living conditions based on an environmentally sustainable economic growth model”. Source: AECOM, 2020. Rather than produce a new vision, GAM ensured that the GCAP was developed in such a way that it reflects the social and economic aspirations set out in the above visions. The key themes the GCAP are centered around are set out in Figure 2.3. Figure 2.3. Themes from Amman's existing visions Amman’s vision themes:  Deliver green growth  Become organised  Protect its heritage  Be attractive  Promote a culture of sharing and inclusivity  Be lively but safe and friendly  Improve municipal services Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 29 Amman Green City Actoin Plan for Amman

3. Stakeholder and Public Engagement in Amman Stakeholder input has been an important feature of the GCAP process in Amman. Stakeholders were identified through a mapping exercise at the start of the GCAP process, the two governance bodies were established, and a Stakeholder Engagement Plan was developed (see sub-section 3.1). Additionally, a Public Engagement Plan was developed, and a series of pilot engagement activities were undertaken to promote the GCAP, and to establish a standardised public engagement framework for future programmes in Amman (see sub-section 3.2). 3.1 Stakeholder Engagement Process As discussed in sub-section 2.1 above, at the beginning of the project, GAM established a Steering Committee of political representatives and a Technical Committee of GAM’s departmental experts. Beyond the Steering and Technical Committees, an extensive stakeholder identification process began at the outset of the project. Stakeholders included representatives from municipal government agencies, research centres, academics, embassies, civil society groups, Jordan-based companies, national government agencies, international NGOs, donor agencies, and International Financial Institutes. In total, nearly 275 unique stakeholders were identified and included in the Stakeholder Engagement Plan. Outside of the five formal engagement activities set out below, one-on-one meetings were held with key stakeholders – including the Global Green Growth Initiative, King Hussein Foundation, Jordan Environment Fund and GIZ – to discuss the project in February, June, July and October 2019. Stakeholders were invited to participate in the following five engagement stages:

1. December 2018 - Kick-off meeting (KOM) The KOM was held in December 2018 as part of the inception mission to commence the GCAP process. The KOM included GAM officials and donor agency representatives. The objective of this event was to provide an introduction to the GCAP process and the key steps. In addition, the KOM provided stakeholders an opportunity to map key environmental constraints, identify existing projects the GCAP should consider and suggest potential actions and initiatives. Furthermore, stakeholders participated in a roundtable discussion to voice their perceptions of the key issues and drivers behind Amman’s environmental strengths and challenges, and which indicators they felt were a priority focus. Finally, the KOM provided the opportunity to identify further stakeholders who should be involved in the process.

2. February 2019 - Launch event The official launch event was held on the 25 th February 2019 to publicly announce the GCAP launch and to make the GCAP a political priority. Speakers included H.E. Dr Yousef Shawarbeh, the Mayor of Amman; Susan Goeransson, the Director for Municipal and Environmental Infrastructure for the EBRD; Eng. Ibrahim Subhi Al-Shehadeh, Jordan’s Minister of Agriculture and Environment; and Dr Oskar Wüstinger the Austrian Ambassador to Jordan. There were two stakeholder engagement activities included as part of this event: (1) an online poll and (2) a half-day stakeholder workshop which included the following activities: (a) what does a green city look like? (b) what’s important for Amman’s GCAP? (c) review of existing GCAPs and (d) further stakeholder identification. Online poll: At the end of January 2019, GAM uploaded an online poll to their Facebook page, asking the public four key questions to identify what a green city means to Amman’s residents, to which over 400 residents responded (see Figure 3.1). In summary, the residents all agreed that a greener city would be of benefit to them, that Amman is not currently a ‘Green City’ and that trees, plants and open spaces, clean air and improved ‘walkability’ were key criteria for a greener Amman. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 30 Amman Green City Actoin Plan for Amman Figure 3.1. Results of the January - February 2019 online poll What does a ‘Green City’ mean to you? What do we need to do to make Amman a greener city? Top 5 Top 5

1. Lots of trees, plants and open spaces 1. More trees/open space

2. Clear air 2. Improved walkability

3. Easy to walk or cycle 3. Better public transport

4. Clean streets 4. Improve building efficiency

5. Clean water 5. Reduced cars Is Amman already a ‘Green City?’ Would making Amman a greener city benefit you? Completely disagree: 40.7% Yes: 100% Disagree: 40.8% No: 0% Neutral: 3.7% Agree: 3.7% Completely Agree: 11.1% Source: AECOM, 2019. Half-day stakeholder workshop: This workshop actively engaged the GCAP Technical Committee to gather their views and ideas, which would assist in the preparation of the GCAP. The event was split into several activities: Figure 3.2. Left: What does a 'Green City' mean to you? Right: What do we need to do to make Amman a greener city? Source: AECOM, 2019. a) What does a green city look like? The objective of this initial session was to get participants thinking about what a green city means to them, and what key actions Amman needs to focus on to become a ‘Greener City.’ The words in Figure 3.2. Left: What does a 'Green City' mean to you? Right: What do we need to do to make Amman a greener city? Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 31 Amman Green City Actoin Plan for Amman b) capture the key focus areas. c) What’s important for Amman’s GCAP?: The objective of this activity was to identify what the group thought is important to include in the Amman GCAP, based on what works well in Amman. This was done through a review of existing GCAPs from three other cities. Participants used these GCAPs for inspiration in highlighting elements of the GCAP process that are most important to the Amman context, reporting style and structure that would work well in Amman; and other GCAP Priority Environmental Challenges (PECs) that were also relevant to Amman and types of actions that could address them. The outcome of this exercise fed into the structure and approach to this GCAP. d) Stakeholder engagement: The objective of this session was to understand who should play a role in the development of the GCAP. To ensure all relevant parties were captured, a group exercise was designed to identify not only which stakeholders needed to be engaged, but their level of influence verses level of interest, and in which way they should be engaged. This exercise was the foundation of the development of the stakeholder engagement plan that coordinated all engagement activities throughout the development of this GCAP. The key takeaways from the event were that the stakeholders generally agreed on the importance of addressing quality of life, economic equality, and green issues together. They identified goals and targets on crossover issues such as improving community awareness of the importance of building a green city and creating a vision for a more prosperous, accessible, liveable and sustainable city.

3. Prioritisation workshop In June 2019, a full-day prioritisation workshop, with approximately 25 participants, was held with the Technical Committee to review and agree on the highest PECs in Amman (see Chapter 4 for further details). This workshop included the following engagement activities: a) Review of Amman’s Existing Visions and development of strategic objectives: As mentioned in sub-section 2.2, Amman already has many existing visions and objectives. In this session it was decided that the GCAP did not need an additional vision to shape the PECs. The PECs should, however, relate to environmental issues that underpin the objectives of the existing visions. As such, these visions were distilled into their core elements and used as prioritisation criteria for identifying the most pressing environmental issues. Following the identification of vision themes, the Technical Committee developed a set of strategic objectives to guide the action development phase. b) Validation of the Technical Assessment: This activity aimed to validate the indicator data and key conclusions of the Technical Assessment. It included an extensive discussion about the robustness of data collected and strategies to ensure actions were based upon the best available information. The conclusion of the Technical Assessment outlined a long list of environmental challenges, based on the state of the environment and pressures acting upon it, which the group debated and refined. c) Identifying Amman’s PECs: Drawing on the long list of environmental challenges, the workshop focused on prioritising which challenges were most pressing to address in relation to meeting the objectives of the various Amman visions. The outcome of this session inputted into the formation of the PECs set out in Chapter 4. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 32 Amman Green City Actoin Plan for Amman d) Development of strategic objectives: Following the previous stakeholder engagement activities, the Technical Committee developed a set of strategic objectives to address the PECs in a way that supported Amman’s vision themes. These strategic objectives are set out in each sector-specific sub-section of Chapter 5. Figure 3.3. Prioritisation Workshop Source: AECOM, 2020. In addition, a stakeholder roundtable event was held with external stakeholders (including civil society organisations, academia and the private sector), in order to validate the findings of the Technical Assessment and identify any gaps or priority areas that stakeholders wanted to see reflected in the action development phase. Box 1. Donor Coordination Group Early on in the GCAP process, donor agencies recognised the benefit of a monthly donor coordination meeting to ensure that all agencies were up-to-date with the programmes and actions that each were undertaking. This was especially crucial because this GCAP aims to aggregate and build on past, existing, or planned projects and programmes that these organisations have established. Members of this group include: World Bank, IFC, GIZ, Global Green Growth Institute, KfW, Siyaha, Setec, European Investment Bank, Nord Regio, UNDP, USAID, USTDA, UN, AfD, Fes Jordan, and European External Access Service – Amman. A donor coordination meeting was also convened at this time (see Box 1), to map out existing and proposed projects to be incorporated into this project.

4. Policy and Action Workshop In July 2019, two workshops and one stakeholder roundtable were held to gain further recommendations on potential actions to be included in the GCAP, in response to the PECs developed in the June 2019 workshop, and to establish a short-listing criterion to prioritise the potential actions. Workshop 1: The first workshop with the Technical Committee was split into the following activities: 1) Long list validation: The objective of this task was for Technical Committee members to validate a long list of potential actions developed to address the PECs, identify gaps and note actions that they deemed unfeasible or useful in the context of Amman. 2) Developing a shortlisting criterion: The objective of this task was to develop criteria against which to reduce the long list of potential actions to a prioritised shortlist against the four pillars of sustainable development: environmental, social, economic and institutional. Ultimately, the following criteria list was developed (see Table 3.1). Table 3.1. Shortlisting criteria developed during the July 2019 workshop Environment Social Economic Institutional Climate change mitigation Action will improve the There is a clear avenue to The action will support public realm finance the action coordination across departments Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 33 Amman Green City Actoin Plan for Amman Action will help Jordan Action will improve access Economic returns for Action will improve the staff achieve Intended National to public services investor capacities Determined Contributions (INDCs) Protection of natural Action will improve safety Action promotes economic Action will enhance the resources inclusion legislative environment Action will promote equality Source: AECOM, 2020. Stakeholder Roundtable: 47 different organisations attended the stakeholder roundtable with representatives spanning non- profits, educational institutions, private sector, and research organisations; with the objective of allowing external GAM stakeholders the opportunity to provide insight into the GCAP process. Furthermore, the stakeholders were able to critique and expand on the shortlisting criteria drawing on their work in Amman and their previous partnerships with GAM. Workshop 2: During the second workshop, the Technical Committee reviewed the shortlist of potential GCAP actions that had resulted from applying the shortlisting criteria. While the shortlist indicated that, by and large, the shortlisting criteria reasonably matched how participants expected the actions to be prioritised, some lower priority actions where reassessed as having a higher priority.

5. Sector lead meetings Following the July 2019 workshop, the potential actions were further developed, and in October 2019 dedicated meetings were held with the GAM department officials that would be responsible for the relevant actions (who were called sector leads). Meetings were held with the following departments: Environment and Solid Waste Development, Public Transport and Infrastructure Transport Projects Directorate, Public Facilities and Gardens Directorate, Social Media Team, Cultural Department, Planning Directorate and Execution Department. Through the meetings and follow up correspondence, the sector leads helped further refine the actions to identify those which were most feasible and impactful in Amman. Additionally, follow up meetings were held with the City Manager, the Steering Committee, Ministry of Environment and Jordan Climate Fund to gather feedback and comments on the draft actions. In addition, another donor coordination meeting was held to provide an update on the progress of the GCAP and to receive the members updates to ensure alignment of ongoing projects with the actions proposed in the GCAP. 3.2 Public Engagement Process The Public Engagement process includes two phases. First was the development of a Public Engagement Plan (PEP) which is a communication tool for GAM and includes a series of pilot engagement activities. The second phase includes a city- wide roll out of effective public engagement measures focused on the GCAP. The first phase has been completed and the second phase is currently underway and coincides with the publication of the GCAP. 3.2.1 Phase 1: Public Engagement Plan To promote the GCAP and other environmental projects, a comprehensive Public Engagement Plan (PEP) was developed to understand the experience of Amman’s residents in relation to environmental projects and their understanding of GAM’s work in these areas. The PEP includes a methodology for engagement that GAM can use to inform existing or future development of plans, strategies and policies. The plan also identified different engagement tools that could be used across Amman, some of which were trialled as part of the pilot engagement activities detailed below. Public Engagement Plan The development of the PEP included a desk-based review, 12 interviews with GAM employees, interviews with members of the public, an online survey, four focus groups, one validation workshop, one high-level meeting with the City Manager and his assistants to share findings. Based on this, a SWOT analysis was conducted to identify GAM’s strengths, weaknesses, opportunities, and threats in relation to their existing public engagement (see Table 3.2). Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 34 Amman Green City Actoin Plan for Amman Table 3.2. SWOT Analysis Strengths Weaknesses ─ Leadership support ─ Green communication strategy and framework ─ Dedicated team ─ Internal communication ─ Reach (the number of residents who see messaging) ─ Bureaucracy Opportunities Threats ─ Create positive perceptions ─ Public perceptions ─ Creativity in engagement ─ Response capacity and timeliness ─ Approach in engaging residents ─ Internal resistance ─ Affiliation and partnerships ─ Internal transformation Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 35 Amman Green City Actoin Plan for Amman Pilot Engagement Activities Phase 1 included four pilot engagement activities all focused around the campaign title of ‘Amman Bel Akhdar | ‫باألخضر عمان‬ | Amman in Green’: FADFED3 Engagement Activity, Campaign Mural and Green Amman Contest and Amman in Green Online Campaign. The activities were developed based on the findings from the Public Engagement Plan. The purpose of the activities was to pilot and sample different engagement methods within Amman, which then informed the development of the GCAP city-wide engagement activities (Phase 2). The activities were also used as a platform to gather information and feedback from the public that further informed the development of the GCAP. The details of each activity are provided below.

1. FADFED Engagement Activity: On the 28th and 29th of February 2020, the "Speak it Out" FADFED engagement activities were undertaken. This involved placing sheets of paper on prominent walls near Rainbow Street and Jabal Al Ashrafiyeh and inviting individuals to write their responses to a series of questions (see Figure 3.5 for a snapshot). The activity generated 225 responses from 209 participants. These findings were considered in the development of the GCAP actions. Figure 3.4. FADFED event near Rainbow Street, Amman Source: LoT, 2020 3 FADFED is a slang Arabic word which means “Let it out”. It is a research methodology developed by Leaders of Tomorrow that involves hanging large blank pieces of paper in public or private venues to collect opinions on specific topics. See: https://www.fadfed.org/ Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 36 Amman Green City Actoin Plan for Amman Figure 3.5. FADFED Event Responses (snapshot shown) Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 37 Amman Green City Actoin Plan for Amman

2. Campaign Mural: At a central and visible location on Rainbow Street, a mural was designed that represented the vision themes (see Section 2.2) for a greener Amman (see Figure 3.6). This mural was linked to the Green Amman Contest discussed below. It has become a hotspot at Rainbow Street with many citizens seen to stop and take pictures with it. Figure 3.6. Campaign Mural at Rainbow Street Source: LoT, 2020

3. Amman in Green Online Campaign: The Amman in Green campaign was launched on Saturday, 8 August 2020, and ended on Saturday, 22 August 2020. The campaign included a series of engaging posters covering the following:  International examples of green cities and green initiatives;  Success Stories from Amman of people maintaining green lifestyle; and  Green practices you can do in daily life. The campaign gathered stories of existing green practices and raised awareness on the benefits of adopting an environmentally friendly lifestyle. The campaign included posters, videos, and other engaging content that were shared through a dedicated ‘Amman Bel Akhdar | ‫ | باألخضر عمان‬Amman in Green’ Facebook page. The following other supporting platforms shared the content of the campaign: GAM social media outlets 4, 5; Leaders of Tomorrow Facebook page6 and FORSA Facebook page7.The campaign reached nearly 500,000 people and there were over 27,539 engagements. A sample of posts and their accompanying text have been set out below. The responses generated by these campaigns validated and informed how the GCAP actions were written to ensure that public perspectives were reflected (see Figure 3.7). 4 https://www.facebook.com/cityofamman 5 https://twitter.com/GAMtweets 6 https://www.facebook.com/leadersot 7 https://www.facebook.com/for9a Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 38 Amman Green City Actoin Plan for Amman Green Building Also known as Sustainable Building, that functions to reduce the environmental effect in a whole process that starts with designing the scheme, building, operating and maintaining, and demolition at last. Green buildings have many advantages including:  Focusing on the relation between the environment of the building and that of the surrounding nature.  Reducing the energy consumption of heat and air conditioning.  Generating the energy needed to operate the building and share the remaining with local networks.  Reducing water wastage.  Providing a healthier environment inside the building.  Using materials that are more effective in insulation and construction.  Having less impact on the surrounding environment.  Reducing the amount of produced waste. What sustainable/green features should Amman’s buildings possess? #AmmanInGreen Have you ever placed plant pots on your house roof? Participate in the Amman in Green challenge. Write a post on your page on how we can make a better use of house roofs in Amman. Include the campaign’s hashtag #AmmanInGreen. Mention us, and make the post public so that we are able to view it to have you participate. The first ten posts with the highest number of likes will enter the withdrawal process which enables three participants to win! Each of the winners will get:  Subscription at GOLD’S GYM - Abdoun Branch  One night stay trip for two people at Ajloun Forest Reserve  Dinner for two people at Wild Jordan Restaurant in Jabal Amman  Collection of handmade products from Souq Fann Post it. Make it public. Include the hashtag. Mention us. And tell your friends to like it so that you can win. Last date to participate is 20/08/2020. #AmmanInGreen Green Transportation Any mode of transport that has a reduced impact on the environment is considered a green mode of transport. This includes walking, cycling, non-mechanical transport, electric vehicles and organically fueled vehicles. Modes of transport are considered “Green” depending on the increased efficiency of fuel consumption against the number of consumers, while cities architecture and urban planning contribute to increasing the efficiency of green transport and decreasing the number of harmful vehicles. Transportation contributes to 20 - 25 % of the world’s energy consumption and carbon emissions, while road transport contributes directly to the pollution of local air, fog and smoke. What are the most suitable green modes of transport in the city of Amman? #AmmanInGreen Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 39 Amman Green City Actoin Plan for Amman Figure 3.7. Responses from the Public Engagement Online Campaign and how they relate to the GCAP sectors and actions Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 40 Amman Green City Actoin Plan for Amman

4. Green Amman Contest: It was initially planned that the Green Amman Contest would throughout July 2020 and citizens would be encouraged to take pictures with the mural, post them onto their social media platforms (Twitter, Instagram and Facebook) and identify at least one green practice they do in their daily life. Three winners would be selected based on the top posts that generated the highest number of likes and received a ‘Green Pass’ which represented an ‘environmentally friendly’ voucher. However, given the restrictions and concerns around COVID-19, the contest was adapted to reduce the need to go out in public to participate in the contest. Instead the contest was integrated into the Amman in Green Online Campaign. Members of the public were encouraged to respond to posts on their social media accounts about sustainability issues in Amman and how to make it an ‘eco- friendlier’ city. The top ten posts with the highest number of likes entered into a draw to win a series of prizes. Overall each winner won the following package of prizes:  Three-month subscription at GOLD’S GYM - Abdoun Branch8 Source: AECOM and LoT, 2020.  One-night stay trip for two people at Ajloun Forest Reserve9  Dinner for two people at Wild Jordan Restaurant in Jabal Amman10  Collection of handmade products from Souq Fann11 In total, 50 people participated in posting about their experiences and suggestions about how to improve Amman’s sustainability. The three winners were Merna Hanaa (with 114 likes), Rawan Ahmad (with 101 likes), Natali Assaf (with 71 likes). Their posts are detailed below. Merna Hanaa’s participation I went to a lecture one day, and the lecturer showed us a picture of garbage covering the surface of a river and commented on its harmful effects and told us that “we are all going to die”, and explained the impact of garbage on the weather and how the average global temperature is rising and putting Earth in danger. When this person said this, I immediately remembered how my daughter looked on our way to her kindergarten a morning when she was smiling and the first idea that came to my mind is that I want a decent future for her. I started thinking how I can control the waste that my house produces, but I was faced with two problems: The first problem: supermarkets and the community do not easily provide reusable alternatives that you can use again when shopping. The second problem: the lack of separated waste containers in each residential area. I suggest that each area has a waste container specified for different types of waste and for it to be easily accessible within a walking distance. This would help in creating a visual contact for the residents which will encourage them to separate their waste. 8 https://www.goldsgym.jo/ 9 https://www.rscn.org.jo/ 10 http://wildjordancenter.com/ 11 https://souqfann.com/en/ Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 41 Amman Green City Actoin Plan for Amman Rawan Ahmad’s participation Support us with a like even if it’s a tough one. For a city to be green, that is a collective result of balanced environmental and healthy years. We wish to contribute to making our capital Amman a green city. One of the ideas that can significantly and noticeably contribute to this is rooftop planting. It is commonly known that rooftops are only for water tanks. Therefore, this step would be a huge improvement. What makes it easier is the ability to reduce water waste by utilizing grey water for watering these plants. #AmmanInGreen Natali Assaf’s participation Don’t throw garbage on the floor just because you noticed it was dirty, and when you go on a trip bear in mind that you are not in a garbage swallowing land and it shouldn’t be okay to throw your bags of chips, food, cans, and your child’s diapers on the ground! Also, don’t throw your cigarettes between the trees just because there are other 60 cigarette buds laying around. There is an invention called charcoal starter that costs 1 JOD and can be used when you go for a barbeque instead of taking down what is remaining from the trees in Jordan. And it’s alright if you don’t leave the stove on after others chose to do the opposite. Don’t live by the principle of “If they do it, I do it”. You are not the son of others and nor are they your role model. When you try to aim your garbage bag at the container and you miss, don’t ignore it. It is not a ball and you are not in a playground. It is perfectly fine to have a decent principle that you stick to and it would be nice to have your own awareness despite what others do. #AmmanInGreen Source: AECOM and LoT, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 42 Amman Green City Actoin Plan for Amman 3.2.2 Phase 2: City-wide engagement activities The second phase of the Public Engagement project is currently beig undertaken and aims to develop a series of activities to focus on promoting the GCAP and engaging the public with it. Four rounds of engagement activities have been planned, followed by a report, that will be rolled out from November 2020 to the end of March 2021. The activities have been summarised below:  1. Awareness Raising Campaign: This online campaign built on the success of the Green Amman Contest in Phase 1 and focused on engaging the public in the concept of a Greener Amman, through gathering stories of their own green practices and raising awareness of local and international approaches to sustainability. The campaign ran for one month between November 2020 and December 2020, involved the publication of 38 posts including 5 artciles on topics related to the GCAP, including: - Green Innovation for Amman - An Eco-Friendly House in 10 simple steps - 10 most Eco-Friednly Cities in the World The growth in the social media recation to the campaaign’s posts deomstartes its success in enaggeing a wider audiene with initial facebook post achieving ‘61 likes’ in comparision to the 1,445 likes that were reached by the final facebook post12. The campaign took the opportunity to promote the engagement activities that have been planned to follow up as part of Phase 2 and have been discussed below. Delivered: November – December 2020.  2. DIWANIEH: Diwanieh is a public engagement platform that utilises public spaces to engage citizens in the decision making process, through encouraging debate and dialogue. LoT has significant experience delivering public debates across Jordan and they used this experience to engage the public and develop a discourse around the GCAP. Initially it had been proposed that a panel discussion and/or a debate will be organised which will cover environmental and sustainability issues. It was expected that this event wiould be open to 70-120 participants from different socio-economic backgrounds in Amman. However, given the impact of COVID-19 on public events, LoT amended the approach so that the event was held online, providing the opportunity to reach a much wider audience. LoT successfully delivered a discussion panel with key individuals from EBRD, GAM and technical experts to discuss topics central to the GCAP’s prioritise, including: - Urban planning and greenspaces - Sustainability and energy - Transport and air pollution - Waste management To engage the public with the event, members of the public were asked to submit questions on the above four topics so that they could be discussed by the panel. The pre-recorded event was published on LoT social media platforms and received over 28,400 views. Delivered: January – February 2021.  3. MOHAKA: Mohaka is a two day immersive course that seeks to use innovative role-playing techniques for learning, breaking down social barriers and challenges taboos. The workshops occur in remote locations such as nature reserves to draw people out of the everyday stresses of life. It has been proposed that 16-20 participants will be selected from GAM personnel and members of the public. However, this will be dependent on the restrictions caused by COVID-19, at the time of writing the Government of Jordan has put in place measures that gatherings of people should not exceed 20 people. At the time of writing the Mohaka activities have been developed and finalised, however given the severity of the COVID-19 pandemic, the date of the event have not been confirmed. The participants will be from different socio- economic backgrounds and the programme will cover environmental and sustainability topics that help improve the lifestyle of the participants and their communities. The topics will tie into the Amman GCAP Actions where applicable and will draw on the findings from the technical assessment conducted as part of the Amman GCAP Project. Estimated: March 2021.  4. Training Workshop: A two-day training workshop for 12-16 participants will be organised that aims to improve the knowledge of the citizen of Amman about environmental issues in Jordan and Amman. The aim of this activity is to 12 https://www.facebook.com/AmmanInGreen Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 43 Amman Green City Actoin Plan for Amman create ambassadors for green practices among different groups in Amman. It is envisioned the training will include facilitators who are environmental activists from the community, to ensure the participants learn from their experiences and hear the challenges they face. Social media will be used throughout the two-day workshop to promote and share ideas through a tailored hashtag. As with the Mohaka activity, the date that this event is undertaken is dependent on COVID-19 restrictions. Estimated: March - April 2021.  5. Reporting and Presentation: A presentation will be delivered to GAM, EBRD and external stakeholders (participants of the activities) which will present the results of the engagement activities. An engagement report will be developed for EBRD which will include a summary of all engagement activities and key findings. Estimated: April 2021. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 44 Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 45 Amman Green City Actoin Plan for Amman

4. Summary of City and Environmental Context This chapter provides an overview of the regulatory and legal frameworks within which the GCAP for Amman sits. It also summarises the Priority Environmental Challenges facing Amman. A full discussion of the state of the city’s environment and the pressures acting upon it are set out in Appendix A. The city and environmental context establishes the foundation upon which the GCAP actions were built. It highlights that the rapid growth of the city, combined with its spatial layout and car- dependent transport are key pressures that are detrimentally impacting air quality and greenhouse gas (GHG) emissions in the city. Additionally, the spatial layout lacks adequate green and open spaces for residents which has implications for biodiversity, urban heat island effect, flood risk, and the general well-being of Amman’s residents. Amman’s waste infrastructure is also under pressure due to the city’s increase in population and corresponding increase in waste generation. Finally, Amman remains a water-stressed city that must ensure adequate service delivery to its expanding population and, as such, water availability and supply remain critical issues that will be a focus of this GCAP. 4.1 City Context Amman is the capital city of Jordan. The city, located in the north-west of Jordan, is in a strategic position at the crossroad for different trade routes in the region, including industrial and commercial activities, banking, and educational institutions. In 2018, Amman’s population was recorded at 4.4 million people,13 43 percent of Jordan’s total population. Amman is divided into two major sections; East Amman and West Amman. East Amman is the older part of the capital which contains the majority of the city’s historic and cultural sites and is occupied mainly by single family dwellings on the hill sides, with small shops and bazaars in the wadis.14 West Amman is less densely populated and is considered the more prosperous part of the city. West Amman is also where much of the city's economic activity happens and where the city's 5-star and 4- star hotels are located. An evident division exists between the more affluent districts of West Amman and the lower socio- economic districts of East Amman. This is demonstrated by the discrepancy in infrastructure. West Amman, for example, has significant road infrastructure including the iconic eight circles that connect the districts. This road infrastructure also promotes traffic and congestion, which have detrimental impacts that will be discussed further in sub-section 4.3. 4.2 Governance Context Relevant to the GCAP Management of environmental assets (air quality, water use and quality, green space, biodiversity, GHG, and climate change risk) and sectors (transport, buildings, water cycle management, industry, energy, solid waste, and land use) that place pressure upon it are regulated by a wide range of actors. Understanding the relative role and priorities of these actors has a bearing on the scope of the GCAP and the stakeholders involved in its successful implementation. GAM is ultimately responsible for the implementation of the GCAP. GAM was established in 1987 with the approval of the Jordanian Parliament and was intended to centralize urban planning decision-making into one institution, while preserving local representation. The Mayor of Amman is appointed by His Majesty the King. The Mayor, currently H. E. Dr Yousef Shawarbeh, leads the City Council, which is made up of 44 members; half of which are elected by districts, while the other half are appointed by His Majesty the King. The City Manager has executive responsibility for the on-going management and control of the municipality. This is further managed by six Deputy Mayors with responsibility for:  Public Services Sector, with directorates covering: o Public Transport and Infrastructure Transport Projects Directorate o Traffic planning o Road maintenance o Public facilities and gardens (open spaces) o Fleet maintenance 13 The World Bank. 2018. Jordan Urban and Municipal Program for Balanced and Inclusive Growth 14 Wadi is the Arabic term that refers to dry valleys that may be filled by ephemeral streams/rivers. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 46 Amman Green City Actoin Plan for Amman o Engineering  Districts and Environment, with directorates covering: o Solid waste management o Construction inspections o Environmental licencing  Health and Agriculture, with directorates covering: o Agriculture and forest management o Health inspection o Management of public markets  Community Development, with directorates covering: o Cultural affairs o Sports and entertainment  Planning and economic development, with directorates covering: o Planning, master planning and zoning o Building control and licensing  Finance and Administration in charge of financial control and the municipality’s revenues and expenses. This GCAP identifies relevant action owners from the GAM directorates and indicates where coordination with National Ministries is needed. Table 4.1, outlines key ministries within the national government that are relevant to the GCAP. GAM will be implementing the GCAP in accordance with national legislation and policy. As a result, national government is a key stakeholder in the delivery of the GCAP. The GCAP will need to adhere to national directives and actively involve, where appropriate, national government departments in its proposed delivery. Table 4.1. Key National Ministries relevant to the GCAP National Ministry Description of Responsibilities Ministry of Environment Established in 2003 with the mandate of maintaining and improving the quality of the (MoEnv) environment in Jordan. In accordance with the Environment Protection Law No. 6 of 2017, MoEnv is responsible for the overall protection of the environment and its ecosystems by setting the strategic policy framework and enacting legislation and enforcement, through licensing, monitoring and inspection. MoEnv is also responsible for promoting environmental culture (behavioural change), enhancing environmental monitoring, and transitioning Jordan to a green economy. Ministry of Health (MoH) MoH is responsible for public and environmental health in Jordan. It has the power to take any necessary action or protocol to ensure the implementation of laws and health standards. The MoH is given the authority to offer preventive and treatment medical services, environmental health management, license and supervise all public and private health establishments, and provide public health insurance. The MoH, through a special Directorate of Environmental Health, focuses on air quality, pest control, industrial and medical emissions and effluents among many other aspects of environmental health. Ministry of Agriculture The MoA is responsible for regulating the agricultural policy for Jordan, managing the (MoA) agricultural sector and improving the status of farmers. In addition, the MoA are responsible for controlling, organising and legalising the use, import, and export of pesticides and fertilizers used in the agricultural sector. This Ministry is important for the GCAP as most of the city’s growth in the last 30 years has taken place on agricultural land to the west of the city. This has resulted in complex and conflicting development between industrial, agricultural and urban zones. Ministry of Transport The MoT is mandated to develop general transport policy and supervise its implementation in (MoT) coordination and collaboration with the relevant entities. It regulates, licenses, and monitors road and rail freight transport sector and services. GAM, however, has responsibility for implementing policy around transport planning, road maintenance and public transportation. Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 47 Amman Green City Actoin Plan for Amman Given the context of national governance of legislation and policy, Table 4.2 sets out the jurisdiction and autonomy GAM has in managing environmental assets and pressures within its jurisdiction. This has helped shape the GCAP to target areas where GAM can use its role to assert greatest influence on impact change. Legend for Table 4.2 GAM’s level of influence High Has full autonomy to set policy and/or make investment decisions. Has autonomy to set policy and/or make investment decisions around some aspects only; or Medium Has the capacity to make investments but must comply with policy set by the Autonomous Republic of Adjara or National Government actors. No autonomy to set policy and/or make investment decisions. The Low City’s main vector to influence policy and investments is advocacy. Source: AECOM, 2020. Table 4.2. The level of jurisdiction of GAM over key environmental indicators Indicator Local Governance Arrangements The national government rather than GAM holds responsibility for setting air quality standards; however, GAM Air Quality can take measures to achieve the standards. GAM can influence transportation planning, public transportation, green buildings, use of renewable energy, and green areas within its jurisdiction. In 2017, GAM developed the Amman Resilience Strategy, and as part of C40 Cities, Amman has committed to delivering net-zero emissions and climate resilience by 2050. Additionally, Amman recently released it Climate Climate and Action Plan. Municipalities Law No. 29 of 1955 and its Amendments enable GAM to instigate disaster risk Disaster management (DRM) precautions within new constructions. The Municipalities Law No. 14 of 2007 provides Risk responsibilities to GAM to address issues and concerns that include city plans and buildings, sanitation and health, fires, flooding, aid to victims, risk prevention, and financial requirements. There are no enforced standards around biodiversity that the national government enacts, but GAM has significant scope to address biodiversity in their own activities. GAM has no specific structural unit for Biodiversity implementing environmental activities related to biodiversity. GAM’s Agriculture and Forest Directorate is responsible for controlling and managing green areas and parks as well as ensuring agricultural areas are managed in line with national legislation. GAM has no greenhouse emissions reduction strategy, although the recently released Climate Action Plan sets Greenhouse the groundwork for mitigation. Specific activities carried out by GAM includes the conservation of water and / Climate electricity, the implementation of building control and the Jordan Green Building Guide and provision of Change incentives to Amman citizens to implement the Green Buildings criteria. GAM does not have any Amman-specific policies or strategies for contaminated land or strategies for combatting Soil desertification. There are also no clear standards that GAM or the national government has set regarding these areas. Water Supply, Water supply and sanitation are implemented through three governmental companies. Miyahuna is responsible Sanitation for water supply networks and wastewater treatment plants in Amman, Zarqa, and Madaba. Surface drainage and and rain water management are the responsibility of GAM. Drainage Building codes and incentive structures are set at the national level, but GAM is responsible for granting building licenses, monitoring construction and destruction of buildings and elevating design according to GAM Buildings requirements. GAM is also responsible for producing a new master plan under the Regulation of Buildings and Zoning of Towns and Villages No.136/2016. Industrial zones are classified through the Amman Building and Urban Regulation (2011). GAM is responsible Industries for enforcing industrial zones and providing permit of operation for any industry or craft within Amman. The National Electric Power Company is responsible for the distribution of electrical power within the Amman Energy area among others. City level governance has little influence over national grid policies, however GAM has encouraged solar power use, by creating and sharing a Solar PV Rooftop Guideline. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 48 Amman Green City Actoin Plan for Amman Indicator Local Governance Arrangements The Deputy City Manager for Planning and Economic Development is responsible to the Planning Directorate Land Use and Licences (buildings) Directorate within GAM. These directorates are responsible for master planning, urban zoning and building permitting respectively through the Amman Building and Urban Planning Regulation of 2011. GAM is responsible for local road maintenance and public transportation services within its boundaries. It Transport includes a design department that implements ‘standard’ public realm designs. GAM is fully responsible for municipal solid waste in Amman, including collection, transportation, and disposal. The regulation “Prevention of Health Nuisance and Waste Collection Fees within GAM Areas no. 150/ 2016”, Solid Waste regulates the collection, management, transfer, recycling, treatment and disposal of waste with the approval of the GAM council. Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 49 Amman Green City Actoin Plan for Amman 4.3 Environmental Baseline of Amman This section provides a summary of the state of Amman’s environment, the pressures impacting the environment, and the current responses that are being taken to address these pressures and improve the state of the environment. The baseline conditions of key environmental indicators in Amman were assessed as part of the Technical Assessment component of the Green City Baseline phase of the GCAP. It followed an Indicator Database developed by the EBRD in partnership with ICLEI and is based on a Pressure-State-Response Framework, which is detailed in Box 2 below. This database consists of 70 core and 114 optional indices which were collected and analysed to inform Amman’s environmental baseline. Box 2. Explaining the PSR Framework The PSR Framework conceptualises the interactions of different aspects of urban life on the environment. The schematic below demonstrates how state, pressure, and response indicators relate to one another. State indicators relate to the quality of an environmental asset (e.g. air quality), the availability of an asset (water availability), or the state of risk (exposure to drought). Note that state indicators include indices on climate and disaster risk. Pressure indicators are based on seven sectors and aim to measure how urban activities may adversely impact the state of the environment (e.g. highly congested roads detrimentally impact air quality). Response indicators note existing approaches to addressing pressures that are being exerted on the environment. Source: AECOM, 2019. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 50 Amman Green City Actoin Plan for Amman 4.3.1 Development of Priority Environmental Challenges (PECs) Key state indicators are be presented in Table 4.3 with their latest available value. These state indicators were selected out of the 184 indicators because they directly inform the PECs. See Appendix D for a complete list of the PSR indicators and analysis of the state of and pressures acting on the environment. Note that the data is colour-coded according to ‘traffic light screening’ to reflect high (green), medium (yellow), or low (red) performance compared to pre-defined benchmarks from international standards, EU directives and national laws where applicable.15 Amman’s main environmental challenges centre around poor air quality, lack of sufficient green and open space, lack of waste infrastructure capacity and water scarcity. The following PECs16 were identified from the Technical Assessment (Table 4.3). Each action in the GCAP corresponds to one or several PECs, noted by the label (e.g. PEC1). Additionally, stakeholders also prioritised the key pressures contributing to environmental challenges (see Table 4.4) as a means to better tailor proposed actions. Table 4.3. Priority Environmental Challenges identified for Amman Pressure Challenges Priority Environmental Sector State Indicator Latest Value **Summarised priority indicators Challenge Average annual 50 Competing land use concentration of Lu1 priorities and pressures PM2.5 Lack of public transport Tr1 Managing fossil fuel infrastructure related air pollution Poor pedestrian through better Tr2 Air quality infrastructure PEC1 management of Average annual Emissions from gasoline urban transport and concentration of 74.32 (average) Tr3 and diesel vehicles energy systems PM10 Fossil-fuel dominated Es1 energy supply Energy and water Es2 performance of buildings Wc1 Hydrological changes Water No indicator data was available on due to climate change Cycle** Amman or Jordan’s water exploitation Coverage of sewerage Move towards more Looking at all Wc2 index. sustainable water water cycle network Jordan ranks 11 on the top 20 most PEC2 cycle management to (states and Non-revenue water water stressed countries (extreme risk) Wc3 reduce impacts of pressures) losses (2011).17 water scarcity Wc4 Diffuse urban pollution Sw1 Solid waste disposal Improve waste- practices related environmental Solid waste trends have a bearing on Increasing solid waste quality (e.g. soil, air quality, water quality, and soil Sw2 generation water, biodiversity quality of immediate surroundings, and Solid waste impacts) by also have implications for wider PEC3 management decreasing waste sustainability concerns like inefficient Industrial solid waste generation and use of resources and land use for In1 disposal optimising resource disposal. management practices. No indicators on biodiversity were Delivery of high Lu1 Competing land use Biodiversity available for the PSR Indicator quality, accessible priorities and pressures PEC4 Database and biodiverse green Green space 0.73 Lu2 Desertification infrastructure 15 EBRD. 2017. Green Cities Methodology.London. 16 Priority Environmental Challenges are the most acute challenges impacting on sustainability in a given city. These challenges are linked to the indicators presented in the EBRD Green Cities methodology. More information is available on the EBRD Green Cities website. 17 https://www.preventionweb.net/files/20129_wsimapglobal.pdf ** Pressure challenges were developed from the Technical Assessment and prioritised by the municipal Technical Committee during the June 2019 workshop. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 51 Amman Green City Actoin Plan for Amman Pressure Challenges Priority Environmental Sector State Indicator Latest Value **Summarised priority indicators Challenge Open green space area ratio per 100,000 Hydrological changes inhabitants Wc1 due to climate change Share of green space areas 3.67 within urban limits Natural hazards  Floods  Earthquakes  Transboundary Competing land use Management of  Drought Lu1 priorities and pressures animal and increasing urban  Heatwave plant diseases PEC5 flash flooding  Epidemics  Crop pests risks Climate projections Climate adaptation Variable 2040-2059 and disaster Mean annual +2.4°C Lu2 Desertification risk temperature Mean annual -7.4mm Management of precipitation intensifying PEC6 Total annual hot 34.5 days drought and days above 35°C overheating risks Hydrological changes Wc1 Severe drought 0.77 due to climate change likelihood Source: AECOM, 2020. Table 4.4. Key pressures contributing to environmental challenges in Amman (Lu1) Competing land use priorities and pressures Land use (Lu2) Desertification Solid waste (Sw1) Solid waste disposal practices (Es1) Fossil-fuel dominated energy supply Energy supply and buildings (Es2) Energy and water performance of buildings (Tr1) Lack of public transport infrastructure Transport (Tr2) Poor pedestrian infrastructure (Tr3) Emissions from gasoline and diesel vehicles (Wc1) Hydrological changes due to climate change (Wc2) Coverage of sewerage network Water quality and availability (Wc3) Non-revenue water losses (Wc4) Diffuse urban pollution Industries (In1) Industrial solid waste disposal Source: AECOM, 2020. 4.3.2 Existing Plans and Projects GAM has advanced several strategies and investments into environmental improvements and sustainability over the past decade. This GCAP complements these existing plans and actions by rationalising priorities, identifying and proposing actions to address key gaps, and help funders assess potential investments. Similarly, the goal is to harmonize these different plans and projects. Table 4.5 outlines key existing plans and projects in Amman and how they relate to the GCAP. Figure 4.1 maps the location of ongoing and planned projects. This helps conceptualize where current activities are ongoing or planned in Amman and where there are gaps. Additionally, Appendix F details the Action’s relationship with National Green Growth Action Plan and Amman Resilience Strategy. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 52 Amman Green City Actoin Plan for Amman Table 4.5. Key Existing Plans and Projects in Amman Title Type Timeframe Description Relation to GCAP Amman Resilience Plan 2016 Outlines a holistic set of actions to The underlying themes and several Strategy address the well-being of Amman’s specific actions were carried forward environment and its citizenry. The into the development of the GCAP. Key Amman Resilience Strategy goals outlined in the Resilience Strategy provides a vision of what Amman’s are promoting walkability, improving citizens hope to see in the future. mobility systems, institutionalizing planning, managing climate change commitments, improving waste and water resource management, improve energy efficiency and security, and applying green building codes. Amman Bus Rapid Project 2010 – 2020 BRT is nearing end of construction The actions within the GCAP have been Transit Network and will be active in 2020/2021. The developed to complement and build on (BRT) new BRT has a bearing on future the BRT system. This includes actions transport planning in Amman as it that promote awareness of public aims to shift citizens to public and transport and investments that will low-/no-emission transport. further integrate mobility systems. Amman Climate Plan 2018 - 2020 Led by the World Bank, this plan Several of the actions were Change Action outlines specific climate mitigation incorporated into the GCAP. Plan and adaptation measures GAM will take to meet its INDCs and improve its resilience. National Green Plan 2018 - 2020 A Global Green Growth Institute The GCAP was developed to Growth Action (GGGI) initiative that developed a complement the proposed actions that Plan national strategy for green growth. will comprise the National Green The Green Growth National Action Growth Action Plan, to ensure that Plan 2021-2025 lays out pathways municipal actions are in line with for sustainable development that will national goals. increase resilience, strengthening Jordan’s capacity to contain shocks and recover from catastrophic events such as COVID-19.18 GIZ Green Project 2017 - 2022 This project aims to increase and Given that one of the PECs identified is Infrastructure enhance green infrastructure in Amman’s competing land use priorities Project Amman and employs vulnerable and pressures, the GCAP can build on populations to develop these this GIZ project and ensure that there is spaces. no redundancy in locations of functional green spaces proposed or implemented via GIZ or the GCAP. Source: AECOM, 2020. 18 GGGI. 2020.Green Growth National Action Plan. Amman. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 53 Figure 4.1. Existing and planned projects in Amman Source: AECOM, 2019. Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 55 Amman Green City Actoin Plan for Amman

5. Green City Actions for Amman This chapter details the actions that will support Amman’s green future. It is separated into the following sub-chapters that focus on priority sectors identified by the city:  Efficient and resilient energy systems and buildings  Accessible, diverse and low-carbon mobility systems  Resource efficient and holistic waste management systems  Integrated water resources management  Comprehensive and reflective land-use planning  Responsive and forward-looking climate adaptation practices. Each action is set out in a table that includes the headings/sections as detailed in Table 5.1. Table 5.1. Legend of the terminology used in the action tables Heading/Section Description Action title The name of the action and the action ID. The strategic objectives to which the action relates. Strategic objectives Priority environmental challenges The PECs and related pressures this action addresses. and related pressures What the action proposes and explanation of its importance. Description and rationale Outlines a broad set of steps that the action owner will take to take the action to Steps for implementation implementation. Infrastructure investments that GAM will undertake either using municipal funds or with Capital projects support from external stakeholders. Policy measures New legislation or policy enacted to drive more environmentally-friendly activities. Type of action Plans and strategies More detailed roadmaps for improving performance in a specific sector or area. Is the department within GAM that will take responsibility for action implementation and Action owners monitoring. Additional stakeholders This refers to other stakeholders that are key to the successful delivery of the action. Revenue or savings opportunities Is the cost savings or revenue opportunities that implementing that action will likely bring derived from the action to the municipality or relevant stakeholders. Action timeline Is the period over which the action will be implemented. This identifies the key performance indicators (KPIs) for each action that relate to the Impact measures Monitoring and Evaluation plan set out in Chapter 6. These KPIs are generated from the Indicator Database that informed Amman’s Green City Baseline. The financial costs of capital expenditure (CapEx) and operational expenditure (OpEx) of Estimated cost actions, as well as other design and development costs (e.g. consultant fees). Actions may require CapEx and/or OpEx, or may not require investment at all. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 56 Amman Green City Actoin Plan for Amman Heading/Section Description Sets out the carbon saving of applicable actions as well as a range of co-benefits. The full benefits assessment can be found in Appendix B. The co-benefits criteria are noted in Co-benefits Table 5.3. The actions are ranked from 0-3 for each co-benefit detailed in the table; from 0, which implies that the co-benefit is not realised from the action, to 3, which implies that the co-benefit is fully realised from this action. Source: AECOM, 2019. In summary, there are 37 short-term actions proposed in the GCAP, and total costs are estimated between € 224,889,000- € 285,830,000. An overview of the costs of the 37 short-term actions are detailed in Table 5.2. Table 5.2. Cost summary for the Amman GCAP actions CapEx Costs Number of Actions: 23 Minimum Estimated Costs: € 221,680,000 Maximum Estimated Costs: € 281,710,000 OpEx Costs Number of Actions: 3 Minimum Estimated Costs: € 168,000 Maximum Estimated Costs: € 230,000 Design/Development Costs Number of Actions: 9 Minimum Estimated Costs: € 3,041,000 Maximum Estimated Costs: € 3,890,500 Source: AECOM, 2020. Note: the costs for actions EB4.1, EB4.2, and EB6 have not been confirmed at this point and are not included in the above estimates and count of actions, therefore the table shows summary estimates for 34 actions versus a total of 37 actions. Table 5.3. Co-benefits criteria Social co-benefits Economic co-benefits Institutional co-benefits  Improve health  Revenue generating activities/ net  Improve institutional capacity or  Improve safety and/or security savings of costs efficiency  Enhance the public realm  Promotes economic inclusion  Enhances the legislative environment  Access to basic services  Avoided damages  Social equity Source: AECOM, 2020. Each action described within this GCAP is valuable in its own right in order to achieve an increasingly sustainable Amman. To help with the implementation strategy however, GAM has highlighted the actions listed in Table 5.4 below to be prioritised in terms of funding and delivery. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 57 Amman Green City Actoin Plan for Amman Table 5.4. Priority GCAP actions Sector Action ID Action Title EB2 Integrate LED systems into municipal street lighting T1 Expand integrated bus network and low-emission bus fleet SW2 Improve Al-Shaer waste transfer station SW4 Construct an additional landfill cell W1 Develop water conveyance and/or storage to reduce flood risk W2 Upgrade Ain Ghazal Treatment Plant W3 Develop Al Ghabawi Septic Tank Facility LU1 Invest in expanding green spaces CA1 Develop green and/or shaded parking infrastructure Source: AECOM, 2020. There are many acronyms and labels used throughout this chapter, as such a summary of acronyms and their descriptions are provided below: Acronym Definition SO Strategic Objective PEC Priority Environmental Challenges EB Energy Systems and Buildings T or TR Transport ES Energy Supply W or WC Water Cycle SW Solid Waste Management IN Industrial CA Climate Change Adaptation LU Land Use W Water Cycle Management Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 58 Amman Green City Actoin Plan for Amman Strategic objectives (SOs) Increase renewable energy supply by 25% by 2035 to improve energy diversity, SO1 independence and resilience. Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of SO2 building and electrical systems. Increase the modal share of public transportation by 30% by 2030 by institutionalising and SO3 normalizing public transport SO4 Develop a public realm strategy that supports pedestrian travel SO5 Incorporate smart systems in transport planning Improve resource management by increasing the efficiency of solid waste management SO6 regimes SO7 Integrate circular principles into waste management SO8 Reduce the amount of waste sent to landfill by 12% by 2030 SO9 Upgrade waste management infrastructure SO10 Reduce flood risk in critical areas by 50% by 2040 SO11 Reduce water network losses by 70% by 2040 SO12 Improve access to water and wastewater networks to 100% of Amani’s by 2040 SO13 Improve water efficiency in buildings by 25% by 2030. SO14 Increase the amount of quality green space in Amman SO15 Develop an up-to-date land use plan to ensure equitable development across Amman SO16 Improve the public realm SO17 Institutionalise climate resilience into all aspects of municipal operations and policies SO18 Mitigate or maintain the urban heat island effect and carbon emissions in Amman through blue and green infrastructure SO19 Improve public awareness of climate change Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 59 Amman Green City Actoin Plan for Amman Thematic Area ID Action Strategic Objectives EB1 Invest in large grid-scale solar projects SO1 EB2 Integrate LED systems into municipal street lighting SO1 SO2 Finance smart meters and batteries to promote grid EB3 SO1 SO2 stabilisation EB4 Increase awareness of green building design SO2 Energy and Buildings EB4.1 Pilot municipal green building retrofit SO2 EB4.2 Establish green school buildings SO2 Develop solar-powered bus stands EB5 SO2 EB6 Expand the existing Landfill Gas Recovery System SO1 Expand integrated bus network and low-emission bus T1 SO3 fleet T2 Conduct pilot project to promote active mobility SO4 T3 Install Intelligent Transport Systems SO3 SO4 SO5 Accessible, diverse and Introduce car free days in city centre to promote city low-carbon T4 centre events and active mobility SO3 SO4 mobility systems Provide free bus service to and from the pilot T4.1 SO3 SO4 pedestrian area on specified days T5 Develop an integrated sustainable transport strategy SO3 SO4 SO5 T6 Implement an on-street parking system SO4 SO5 SW1 Waste prevention and recycling strategy SO6 SO7 SO8 SO9 SW2 Improve Al-Shaer waste transfer station SO6 SO9 SW3 Expand road sweeper operations to improve the public SO6 SO9 Resource realm efficient and SW4 Construct an additional landfill cell SO9 holistic waste management systems Partner with large-scale commercial sectors to collect SW5 SO7 SO8 organic waste SW6 Establish a WEEE waste transfer facility SO6 SO7 Construct a clean material recovery facility and SO6 SO9 SW7 establish recycling programme Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 60 Amman Green City Actoin Plan for Amman Thematic Area ID Action Strategic Objectives Develop water conveyance and/or storage to reduce flood W1 SO10 risk W2 Upgrade Ain Ghazal Treatment Plant SO12 W3 Develop Al Ghabawi Septic Tank Facility SO12 Integrated water resources W4 Integration of WSUD and SuDS SO10 management W4.1 Pilot SuDs implementation on municipal property SO10 Implement nature-based solutions for Ruseiffa natural W5 SO10 SO11 SO13 lagoon Upgrade and expand access to water and wastewater W6 SO12 networks LU1 Invest in expanding green spaces SO13 SO14 SO15 SO16 LU1.1 Develop an integrated green infrastructure strategy SO13 SO15 Comprehensive and reflective land-use Develop a servicing and implementation plan for East LU2 SO15 planning Amman Finalise and implement the Amman Strategic Master Plan LU3 SO14 2060 LU4 Establish a centralised GIS database SO15 CA1 Develop green and/or shaded parking infrastructure SO17 Responsive and forward-looking Implement a Climate Change Community Engagement climate adaptation CA2 SO18 Plan practices CA3 Develop and deliver a Flood Resilience Strategy SO10 SO16 SO18 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 61 Amman Green City Actoin Plan for Amman 5.1 Efficient and resilient energy systems and buildings Energy systems and buildings are key components of sustainability. When energy systems rely on fossil fuel combustion, they are not resilient to shortages or import disruptions in fossil fuel supply. The combustion also contributes to climate change and poor air quality. This is particularly relevant to Amman as Jordan relies on imports from neighbouring countries to supply the majority of its fuel, which can negatively impact its energy security. Jordan is working to increase its energy diversity and reduce the carbon intensity of its energy systems through both its Intended Nationally Determined Contributions (INDCs) pledge under the Paris Agreement, and through policies promoting renewable energy uptake, particularly solar. The GAM is also working to enhance the resilience and efficiency of energy systems and buildings. The GCAP for Amman will build on this existing work and contribute to a framework of resilient and efficient energy systems and building stock within the city. The strategic objectives and supporting actions associated with this thematic area are detailed below: Related pressure and priority Strategic objectives (SO) environmental challenges Increase renewable energy supply by 25% by 2035 to improve energy diversity, PEC1, Es1 SO1 independence and resilience Reduce the rate of energy demand by 15% by 2030 by improving the energy PEC1, Es2 SO2 efficiency of building and electrical systems The proposed actions seek to increase the diversity of energy supply in Amman by promoting the uptake of solar photovoltaics (PV) on small and large scales, and by developing the necessary infrastructure to support grid integration of renewable energy. Additionally, the proposed actions aim to decrease the energy intensity of infrastructure by improving energy efficiency in both electrical networks and building stock. Investment actions: Action ID Action title Related SO Estimated costs € 26,000,000 – EB1 Invest in large grid-scale solar projects SO1 € 65,000,000 EB2 Integrate LED systems into municipal street lighting SO1, SO2 € 18,500,000 EB3 Finance smart meters and batteries to promote grid stabilisation SO1, SO2 € 22,000,000 EB4.1 Pilot municipal green building retrofit SO2 No costing available EB4.2 Establish green school buildings SO2 No costing available € 280,000 – EB5 Develop solar-powered bus stands SO2 € 780,000 EB6 Expand the existing Landfill Gas Recovery (LFG) System SO1 No costing available Enabling actions: Action ID Action title Related SO Total costs EB4 Increase awareness of green building design SO2 € 90,000 – € 130,000 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 62 Amman Green City Actoin Plan for Amman EB1: Invest in large grid-scale solar projects Strategic SO1: Increase renewable energy supply by 25% by 2035 to improve energy diversity, independence and objective(s) resilience Priority environmental challenge Related pressure Priority environmental (PEC1) Managing fossil fuel related air pollution challenges through better management of urban transport and (Es1) Fossil-fuel dominated energy supply energy systems National Green Growth Action Plan:  EN04: Develop and implement a National Green Building Strategy and Action Plan Connections to  EN09: Increase public investment in energy sector research and development existing  EN11: Improve the enabling environment and capacity development support for the growth of the ESCO market strategies/action Amman Resilience Strategy: plans  2B2. Develop solar power generation facilities Climate Action Plan:  Develop solar power generation farm to power the GAM’s municipal sites GAM will lead investment in the development of a large grid-scale solar farm with Jordan Electric Power Company (JEPco) of between 20 and 50 MW. This will be dependent on a feasibility study to identify suitable Description locations, with potential options including the area around Queen Alia Airport or through public-private What will be done? partnerships with existing landowners within municipal boundaries. GAM will also investigate the potential to use battery systems (MWh-scale) in parallel to the provision of solar capacity, as this will enhance Amman’s energy security and resilience. Rationale Diversified energy sources will help to ensure that Amman becomes more self-reliant. This will enhance energy Why is it being security and resilience, while also increasing the stability of energy supplies and their associated costs. proposed? Additionally, this will contribute to Amman’s emission reduction targets and improve its air quality.

1. Formalise the project team with members from JEPCo and clarify the project lead (GAM/JEPCo).

2. Project team will develop the scope of work and action plan to determine the scale of the intended project/s and geographic focus areas.

3. Draft detailed budgets and cash flow implementation plans for this capital-intensive project. A Built-Operate Transfer (BoT) or Purchase Power Agreement (PPA) model is envisaged, with details documented as the foundation for the tender scheme. Steps for

4. Develop the Public-Private Partnership (PPP) project. implementation

5. Project team undertakes tender process with TOR review and selection criteria.

6. Support of the project team during execution by external experts, with the possibility of having an energy service company (ESCO) performance contract model to put responsibility on the suppliers/contractors. 7. Post tender execution, monitor and evaluate project performance and where improvements are identified, implement actions accordingly.

8. Ensure after sales care and maintenance to ensure project sustainability. Type of action Capital project Action owner GAM in partnership with JEPCo Stakeholders Solar suppliers, installers, developers, operators PPP; municipal budget; international financial institutions, Jordan Renewable Financing options Energy and Energy Efficiency Fund (JREEEF) for impoverished communities Plan for delivery Municipal solar assets have the ability to reduce costs over the long-term, Revenue/savings through either revenue generation by feeding into the larger grid and by reducing opportunities potential damages through increased security of supply. Timeline 20212026 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  % of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources  Amount of crude oil and oil products, coal, natural gas, and pet coke used for energy generation  % of solar energy generation Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 63 Amman Green City Actoin Plan for Amman CapEx: € 26,000,000 – € 65,000,000 OpEx: N/A Design/Development Costs: N/A Estimated cost Social co-benefits Action will Improve safety Enhance the Access to basic Social equity improve health and/or security public realm services 1 1 1 1 1 Economic co-benefits Estimated co- Revenue generating activities Promotes economic inclusion Avoided damages benefits 3 3 3 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 EB2: Integrate LED systems into municipal street lighting Priority Action SO1: Increase renewable energy supply by 25% by 2035 to improve energy diversity, independence and Strategic resilience objective(s) SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and electrical systems Priority environmental challenge Related pressure Challenges (PEC1) Managing fossil fuel related air pollution through (Es1) Fossil-fuel dominated energy supply better management of urban transport and energy systems (Es2) Energy and water performance of buildings Connections to National Green Growth Action Plan: NA existing Amman Resilience Strategy:  2B1. Identify and implement energy saving solutions for municipal assets strategies/action Climate Action Plan: plans  Energy-efficient street lighting and lighting in park The goal is to install, operate, maintain and manage an energy-efficient street lighting solution in the city of Amman. This project will replace around 25,000 existing street lighting systems with new energy-efficient light- emitting diode (LED) lamps, in addition to a monitoring system and a street light control centre. The city has Description already replaced around 100,000 street lamps with LED systems. The expansion of this scheme will target What will be done? residential streets, including streets with medium and high street poles. GAM will proceed with the project on a supply and installation basis, thus operating the new energy-efficient fixtures on their own. This project is compatible with the GAM LED project. Rationale This work will contribute to carbon emissions reductions and increased energy efficiency through more efficient Why is it being LED lighting systems. proposed?

1. Formalise the project team and organise project kick-off dates based on established timelines.

2. Survey the main residential streets with data stock (number of light poles) and focus on streets with highest impact (highest population density streets).

3. Engage and inform local residents of the project plans.

4. Set out clear project measurement and reporting KPIs, prior to tendering. Steps for

5. Chose the evaluation committee, identify clear criteria for selection and initiate tender process. implementation

6. Execute the tender.

7. Post tender execution, monitor and evaluate project performance and where improvements are identified, implement actions accordingly.

8. Conduct a lessons learnt stage once the first 10,000 units have been installed, to review the implementation of the project and to make any required changes or adjustments. Type of action Capital project Action owner GAM Stakeholders Residents of the streets in the chosen areas, suppliers Financing options Sub-sovereign lending to GAM by EBRD Plan for delivery Revenue/savings Energy savings from lower energy consuming LEDs, energy savings from solar supply opportunities to replace grid supply Timeline 2021 – 2024 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 64 Amman Green City Actoin Plan for Amman State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  % of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources  Amount of crude oil and oil products, coal, natural gas, and pet coke used for energy generation Estimated cost CapEx: € 18,500,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 2 0 1 Estimated co- Economic co-benefits benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 EB3: Finance smart meters and batteries to promote grid stabilisation SO1: Increase renewable energy supply by 25% by 2035 to improve energy diversity, independence and Strategic resilience objective(s) SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and electrical systems Priority environmental challenge Related pressure Challenges (PEC1) Managing fossil fuel related air pollution (Es1) Fossil-fuel dominated energy supply through better management of urban transport and (Es2) Energy and water performance of buildings energy systems Connections to National Green Growth Action Plan: existing  EN01: Improve energy demand management through development of a smart electricity grid strategies/action Amman Resilience Strategy: NA plans Climate Action Plan: NA This project will involve the financing of smart meters and batteries. This work will be undertaken with the electricity distribution company serving Amman (and surrounding areas): JEPCo is a private electricity distribution company operating in Amman and central Jordan, the largest of the three distribution companies and National Electric Power Company’s (NEPCo) largest customer. They are overseen by the regulator Energy and Mineral Regulatory Commission (EMRC). JEPCo benefits from a regulated asset base. The CapEx will finance the following investments:

1. Smart meters: JEPCo launched an investment programme to deploy smart meters, with 70,000 installed and Description an expected 100,000 by 2020. They are in discussion with the regulator to accelerate their smart meters What will be done? programme to deploy 150,000 smart meters annually for the next 4 years.

2. Storage: JEPCo is looking to invest in battery storage units to stabilise the network and increase its grid’s capacity to absorb additional distributed PV systems. JEPCo plans to invest in small-scale batteries with each battery holding approximately 10 MWh of storage capacity in around 30 main substations, of which 50% is in the GAM. After successful implementation, the project will be scaled up nationally, building on lessons learnt from the first phase. This project will support grid stabilisation because it will store energy at peak times of generation or low demand, Rationale which will later be returned to the grid when demand is high. Smart meters automatically send meter readings to Why is it being energy suppliers, providing accurate quantification of energy used rather than estimates, supporting users to proposed? better understand their consumption patterns and allow for more accurate billing. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 65 Amman Green City Actoin Plan for Amman 1. Formalise the project team. 2. Complete the PPP project preparation cycle.

3. Establish the project scale and budget and based on financing arrangements, numerate the GAM role Steps for options. implementation 4. Check the financing sources for the project with a developed concept note.

5. Project review after the implementation of Phase 1, to incorporate lessons learnt for the proceeding phases.

6. Post tender execution, monitor and evaluate project performance and where improvements are identified, implement actions accordingly. Type of action Capital project JEPCo with support and facilitation from GAM (GAM will be a strategic partner and supporter for the Energy and Minerals Regulatory Commission (EMRC) and Action owner electricity distribution companies, or by facilitating the provision of financial support from the funding agencies as GAM’s partners.) Stakeholders GAM, suppliers, households ,citizens receiving meters Plan for delivery Energy efficiency action through JREEF fund with smart meters; Municipal Financing options Budgets; international financial institutions Revenue/savings Grid stabilisation may result in less transmission loss and greater energy security. opportunities Timeline 2021–2023 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators:  Per capita electricity consumption Estimated cost CapEx: € 22,000,000 OpEx: N/A Design/development costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 2 1 1 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 EB4: Increase awareness of green building design Strategic SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and objective(s) electrical systems Priority environmental challenge Related pressure (PEC2) Move towards more sustainable Challenges water cycle management to reduce (Es1) Fossil-fuel dominated energy supply impacts of water scarcity (Es2) Energy and water performance of buildings (PEC6) Management of intensifying drought and overheating risks Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 66 Amman Green City Actoin Plan for Amman National Green Growth Action Plan:  EN03: Improve the market for green building and construction services market  EN04: Develop and implement a National Green Building Strategy and Action Plan Amman Resilience Strategy:  2C1. Incentivize application of green building codes Connections to  2C2. Develop public awareness campaigns relating to green building solutions and technologies existing Climate Action Plan: strategies/action  Create a building energy rating and label program plans  Increase participation in green building incentive program (Density bonus)  Rebate program for energy efficient appliances  Implement green building strategies in public schools, universities, and religious institutions  Implement green building strategies in public hospitals  Improve enforcement of building codes GAM will develop an awareness campaign around the benefits of green building design. Green building design promotes energy and water efficiency and can also support climate resilience through measures that prioritise Description occupant comfort (e.g. reducing risk of overheating). Jordan has a Green Building Guideline and Rating System What will be done? (2011) which is compulsory and the Jordan Green Building Guidelines (2014) which are voluntary, but there is low awareness of these guidelines among engineers, companies, and residents. Rationale Green and sustainable buildings yield a range of benefits, including lower energy consumption (which Why is it being contributes to reduced greenhouse gases), improved internal environments, and lower operation costs. proposed? 1. Formalise the project team.

2. Conduct extensive stakeholder mapping (both in the public and private sector). Steps for

3. Develop and implement an engagement strategy with KPIs, in partnership with Jordan Green Building implementation Council.

4. Implement monitoring and evaluation to monitor KPIs and adjust campaign according to lessons learnt. Type of action Plan/Strategy Action owner GAM Stakeholders Ministry of Environment, Jordan Green Building Council, National Building Council Donor agencies; UNFCCC Adaptation Fund, GEF Climate Investment Fund Pilot Program Financing options for Climate Resilience (PPCR) Plan for delivery Green buildings should result in a reduction in energy consumption, increased water Revenue/savings efficiency meaning less water consumed, reduction in amount of refuse water meaning opportunities less energy consumption at the water treatment plants. Timeline 20212023 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in area  Concentration of mercury, cadmium, and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  Electricity consumption in buildings (residential and non-residential)  % of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources  Water consumption per capita Estimated cost CapEx: N/A OpEx: N/A Design/Development Costs: € 90,000 – € 130,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 0 1 1 0 Estimated co- Economic co-benefits benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 1 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 67 Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 68 Amman Green City Actoin Plan for Amman EB4.1: Pilot municipal green building retrofit Strategic SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and objective(s) electrical systems Priority environmental challenge Related pressure Priority (PEC2) Move towards more sustainable water (Es1) Fossil-fuel dominated energy supply environmental cycle management to reduce impacts of water (Es2) Energy and water performance of buildings challenges scarcity (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan:  EN04: Develop and implement a National Green Building Strategy and Action Plan Connections to  EN05: Conduct Energy Efficiency Retrofits for Public Buildings existing Amman Resilience Strategy: strategies/action  2B1. Identify and implement energy saving solutions for municipal assets plans Climate Action Plan:  Implement green building strategies in public schools, universities, and religious institutions  Implement green building strategies in public hospitalRessilience Strategy Actions: Description Building on the awareness campaign (EB4 “Increase awareness of green building design”), GAM will implement a What will be done? pilot programme to retrofit municipal buildings to standards in accordance with the Jordan Green Building Guide. This action aims to implement green building standards in municipal buildings as a means to illustrate the city’s Rationale commitment to these standards. These standards will lower energy consumption in these buildings (which leads Why is it being to a lower generation of greenhouse gases), improve occupancy health and comfort, and lower operation costs. proposed? A pilot retrofit is planned for Al Hussein Cultural Center, with scope for further municipal building retrofits based on the results. This will include measures to enhance occupancy comfort during heatwaves. 1. Formalise the project team.

2. Update the current status of green building adoption in Amman and set KPIs and targets.

3. Scope the project to define the scale of implementation and timeline for green building stock.

4. Develop a GAM green building tracker to enable monitoring of a sustainable green building adoption model Steps for for the city. implementation 5. Develop project implementation strategy and roll out city wide programme, spearheaded by GAM buildings and other public institutions within GAM territory.

6. Monitor and evaluate project performance to identify where improvements can be made and actioned accordingly.

7. Plan the second project phase with new targets, as part of GCAP sustainable implementation plan. Type of action Capital project Action owner GAM Stakeholders Ministry of Environment, Jordan Green Building Council, National Building Council Financing Donor agencies, UNFCCC Adaptation Fund, GEF Climate Investment Fund Pilot Program options for Climate Resilience (PPCR) Plan for delivery Green buildings should result in a reduction in energy consumption, increased water Revenue/savings efficiency meaning less water consumed, reduction in amount of refuse water meaning less opportunities energy consumption at the water treatment plants. Timeline 2021–2023 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  Electricity consumption in municipal buildings  % of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources  Water consumption in municipal buildings Estimated cost Costing not available due to lack of required project specifications. Social co-benefits Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 69 Amman Green City Actoin Plan for Amman Action will improve Improve safety Enhance the Access to basic Social equity health and/or security public realm services 1 2 1 1 0 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 EB4.2: Establish green school buildings Strategic SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and objective(s) electrical systems Priority environmental challenge Related pressure Challenges (PEC2) Move towards more sustainable water cycle (Es1) Fossil-fuel dominated energy supply management to reduce impacts of water scarcity (Es2) Energy and water performance of buildings National Green Growth Action Plan Actions:  EN03: Improve the market for green building and construction services Connections to  EN04: Develop and implement a National Green Building Strategy and Action Plan existing  EN05: Conduct Energy Efficiency Retrofits for Public Buildings strategies/action Amman Resilience Strategy: plans  2B1. Identify and implement energy saving solutions for municipal assets Climate Action Plan:  Implement green building strategies in public schools, universities, and religious institutions The goal is to construct, retrofit and operate green school buildings with a low carbon footprint, as a way to make public buildings greener and harnessing the public and private sector’s ability in operating and maintaining Description such green buildings through PPP structures. EBRD, along with IFC, are supporting the Ministry of Education What will be done? (MoE) with the PPP preparation of a pilot project of 15 schools located in and around Amman. The MoE intends to replicate the model to support its programme of developing 600 schools across Jordan over the next 10 years. Building on the awareness campaign promoted in EB4 “Increase awareness of green building design” and Rationale similar to EB4.1 “Pilot municipal green building retrofit”, this action aims to implement green building standards Why is it being in schools. These standards can lower energy consumption in these buildings (which leads to a lower proposed? generation of greenhouse gases), improve occupancy health and comfort, and lower operating costs. 1. Formalise the project team.

2. Complete the PPP project preparation cycle.

3. Influence design of public school buildings. Implement innovative design forums with private and public Steps for sector, while also engaging school children through a design competition ‘What is a Green School?’. implementation

4. Incorporate green building elements in upcoming school PPP projects.

5. Monitor and evaluate project performance and where improvements are identified, implement actions accordingly Type of action Capital project Action owner Ministry of Education / Ministry of Public Works Stakeholders Green Building Council, PPP Unit Financing options EBRD, IFC, PPP, if solar adaptation funds under UNFCCC can be applied for. Plan for delivery Revenue/savings Energy savings from efficient building design opportunities Timeline 20212024 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 70 Amman Green City Actoin Plan for Amman State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  Electricity consumption in buildings  % of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources  Water consumption in schools Estimated cost Costing not available due to lack of required project specifications. Social co-benefits Action will improve Improve safety and/or Enhance the public Access to basic Social equity health security realm services 1 2 1 1 0 Estimated co- Economic co-benefits benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 EB5: Develop solar-powered bus stands Strategic SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and objective(s) electrical systems Priority Priority environmental challenge Related pressure environmental (PEC1) Managing fossil fuel related air pollution through (Es1) Fossil-fuel dominated energy supply challenges better management of urban transport and energy systems (Es2) Energy and water performance of buildings Connections to National Green Growth Action Plan: NA existing Amman Resilience Strategy: strategies/action  2B1. Identify and implement energy saving solutions for municipal assets plans Climate Action Plan: NA GAM will install solar-powered bus stands incorporated into the expanding BRT feeder system where grid connection is not feasible. Funds will be made available for electronic signage and some transport stop facilities (such as mobile charging facilities, localised street lighting and information boards) powered through solar panels located on the bus structures, with advertising space (e.g. on station walls or seating) being Description rented out to the private sector or used for GAM awareness campaigns (or emergency information and What will be done? guidance, e.g. for use of public transportation during pandemics like COVID-19). The solar-powered information boards will provide real-time information to commuters regarding expected time of arrival of buses calling at the bus stand, the routes available from the bus stand, connecting bus routes, and guidance on how to reach user destinations. GAM has legal jurisdiction over the implementation of this action. The use of renewable energy at bus stands will reduce the amount of greenhouse gas emissions compared to Rationale powering the bus stands from the fossil fuel dominant grid. Improving the visibility, availability and awareness Why is it being of public transportation through the installation of solar-powered information boards at bus stands will help to proposed? increase the use of public transport in the city, which should help reduce the dependency on fossil fuel vehicles and lessen road congestion. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 71 Amman Green City Actoin Plan for Amman

1. Formalise the project team.

2. Define the number of bus stands, signage type, setup for soliciting adverts etc. This will include diagnosing poorly functioning or damaged existing bus stops and developing a new bus stop restructuring study.

3. Define bus stop specifications with bill of qualities for tender issuance. Steps for 4. Define signage specifications and meet with relevant advertising stakeholders to issue rental scheme or implementation built-operate-transfer basis for private sector delivery.

5. Budget the project based on scope and specifications for GAM approval and tender issuance.

6. Evaluate the tenders, with involvement of the project team.

7. Monitor and evaluate project performance and where improvements are identified, implement actions accordingly.

8. Retender second phase to ensure that the project can be scaled up and remains sustainable. Type of action Capital Project Action owner Directorate of Public Transportation Stakeholders GAM, Ministry of Energy, JEPCo Municipal budget; Private sector (revenues from advertising); BRT bus suppliers Financing options wishing to provide impactful corporate social responsibility; potential PPP bundled with Plan for delivery relevant BRT-related transport actions Revenue/savings Potential to shift behaviour towards increasing public transport use, which will opportunities consequently increase revenue for the municipality through increased ridership fares. Timeline 20212024 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators:  % of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources Estimated cost CapEx: € 280,000 – € 780,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 1 1 1 Estimated co- Economic co-benefits benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 72 Amman Green City Actoin Plan for Amman EB6: Expand the existing Landfill Gas Recovery (LFG) System SO1: Increase renewable energy supply by 25% by 2035 to improve energy diversity, independence and Strategic objectives resilience Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Es1) Fossil-fuel dominated energy supply waste generation and optimising resource management practices. Connections to existing National Green Growth Action Plan: NA Amman Resilience Strategy: NA strategies/action Climate Action Plan: NA plans Cell number 5, which is currently operational at Al-Ghabawi landfill, is expected to reach full capacity by Description October 2022. GAM is currently operating an existing LFG system which includes Cells 1, 2, 3 and more What will be done? recently ongoing construction works to further expand the LFG system to include Cell 4. Rationale The capture and use of landfill gas to generate electricity may also reduce the demand on the national Why is it being electricity supply and reduces the amount of landfill gas emitted to the atmosphere. proposed? 1. Undertake a feasibility study to determine sizing, location and technical requirements for the LFG expansion. 2. Determine preferred approach to financing and procurement. Steps for

3. Develop design, specifications and contracts for LFG expansion. implementation 4. Procure and supervise works.

5. Monitor and evaluate project performance and where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Environmental and Solid Waste Directorate Energy companies (will need to have capacity to accept electricity generation from Stakeholders biogas) Plan for delivery Financing options Municipal budget; donor agencies Revenue/savings Revenue generation from electricity generated from landfill gas combustion opportunities Timeline 20222023 State indicators:  Concentration of methane emissions generated from landfill Impact measures Pressure indicators:  % of energy generated from renewable sources Estimated costs Costing not available due to lack of required project specificiations. Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 1 3 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 3 1 3 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 73 Amman Green City Actoin Plan for Amman 5.2 Accessible, diverse and low-carbon mobility systems Mobility is key to healthy, vibrant and inclusive urban space, providing access to jobs, services, recreation, as well as family and friends. The current transport systems are, however, one of the main contributors to Amman’s environmental challenges around air quality and greenhouse gas emissions. Private cars are the main mode of transport in the city, and congestion is common. This has led to poor air quality and associated respiratory illnesses for Amman’s residents. The city has already begun to address this through the development of a Bus Rapid Transit (BRT) system and will strive to achieve the following strategic objectives for accessible, diverse and low-carbon transport systems: Related pressure and priority Strategic objectives environmental challenges Increase the modal share of public transportation by 30% by 2030 by institutionalising SO3 and normalizing public transport Pc1, Pc4, Pc5, Lu1, Tr1, Tr2,Tr3 SO4 Develop a public realm strategy that supports pedestrian travel SO5 Incorporate smart systems in transport planning The following actions seek to build upon this work by integrating multiple public and non-motorised transport options into Amman’s network, including enhancing pedestrian infrastructure alongside green and public open spaces (discussed further in Chapter 5.6). Additionally, the actions aim to promote a shift to public and active mobility by providing further low- carbon transport options, through measures to improve pedestrian safety and accessibility. Finally, the actions strive to improve the degree to which Amman’s different transport modes and systems are accessible and integrated across the municipality. Investment actions: Action ID Action title Related SO Total costs T1 Expand integrated bus network and low-emission bus fleet SO3 €40,000,000 T2 Conduct pilot project to promote active mobility SO4 € 5,900,000 – € 8,300,000 SO3, SO4, T3 Install Intelligent Transport Systems (ITS) € 3,300,000 – € 6,600,000 SO5 T4.1 Provide free bus service to and from the pilot pedestrian area on specified days SO3, SO4 € 200,000 – € 450,000 T6 Implement a SMART on-street parking system SO4, SO5 € 4,000,000 - € 5,000,000 Enabling actions: Action Action title Related SO Total costs ID Introduce car free days in city centre to promote city centre events and active T4 SO3, SO4 € 70,000 – € 80,000 mobility SO3, SO4, T5 Develop an Integrated Sustainable Urban Mobility Plan € 60,000 – € 120,000 SO5 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 74 Amman Green City Actoin Plan for Amman T1: Expand integrated bus network and low-emission bus fleet Priority Action SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic objectives public transport Priority environmental challenge Related pressure Challenges (PEC1) Managing fossil fuel related air pollution (Tr1) Lack of public transport infrastructure through better management of urban transport and (Tr3) Emissions from gasoline and diesel vehicles energy systems National Green Growth Action Plan:  R08: Establish a national center of excellence and capacity building program for sustainable transport  TR11: Develop a national electric mobility strategy and action plan Connections to existing  TR12: Design and implement a public transport electric mobility pilot and capacity building program in Amman strategies/action Amman Resilience Strategy: plans  2B4. Replace GAM fleet vehicles with electric vehicles Climate Action Plan:  Replace GAM-owned fleet vehicles with electric vehicles In  order to increase the energy efficiency and reduce emissions from public transport, GAM will purchase 150 new diesel and electric buses for public transport. The project will include the pilot study for electric buses, Description charging station infrastructure as well as diesel buses (Euro V and VI). There is also an upcoming feeder What will be done? study, which will assess the new buses required in the city to serve as feeders between BRT stops and target neighbourhoods. This project will be more useful for GAM if it builds on the projects already going ahead in GAM. The aim of this action is to increase the use of public transport in Amman. Ultimately, this will aim to expand the electric-vehicle infrastructure and also promote the BRT. The increase in energy-efficient public transport will Rationale have a multitude of environmental and social co-benefits. On the environment side there will be less air Why is it being pollution from modern diesel engines, less CO2 emissions, and reduced traffic if public transport becomes the proposed? preferred travel mode. Socially, the benefits will be in the increased access to public transport due to a larger fleet of busses and possibly greater connectivity due to an increase in bus stops as part of the ongoing BRT programme. GAM has full legal jurisdiction to implement this action.

1. Assess the outputs of the Feeder Study, once available.

2. Assess the outcomes of the 150 buses project and the pilot project for electric buses and associated charging infrastructure.

3. Carry out feasibility studies for the routes identified in the Feeder Study to determine which routes are most suitable for operation by electric buses and which are recommended to be operated by modern diesel buses (in terms of route length, slopes/grades, expected passenger demand, bus stop locations, bus frequency, connectivity with the new BRT system, etc.). Include GAM and the Land Transport Steps for Regulatory Commission in the process. implementation 4. Identify costs, procurement procedures, operational needs, implementation logistics, and the operations business modality.

5. Determine priority implementation of routes and the buses required for each route by recommended fuel type.

6. Identify suitable procurement procedures and contracts.

7. Develop the tender documents, run the tender process and evaluation, leading to contract award.

8. Purchase the buses, integrate them into transport planning and put them into operation. Type of action Capital Project Public Transport and Infrastructure Transport Projects Directorate; Traffic Operation Action owner Department GAM, diesel and electric bus manufacturers/suppliers, Land Transport Regulatory Stakeholders Commission Plan for delivery Financing options Municipal budget; private sector operator, international finance institutions Revenue/savings GAM can generate revenue from the operation of the municipal fleet and increased fares opportunities from the larger number of riders Timeline 20212023 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 75 Amman Green City Actoin Plan for Amman State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  % share of total public fleet that is hybrid or electric  Modal share of public transport  Number of cars per capita OpEx: To be determined in Estimated costs CapEx: € 40,000,000 Design/Development Costs: N/A Step 4 Social co-benefits Action will Improve safety Access to basic Social Enhance the public realm improve health and/or security services equity 2 1 2 2 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 2 1 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 T2: Conduct pilot project to promote active mobility Strategic SO4: Develop public realm strategy that supports pedestrian travel objective(s) Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution Challenges through better management of urban transport and (Lu1) Competing land use priorities and pressures energy systems (Tr2) Poor pedestrian infrastructure (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure National Green Growth Action Plan Actions:  T05: Implement a pedestrian green infrastructure enhancement program in local commercial areas and near public transport Connections to Amman Reslience Strategy: existing  1B1. Review and update ‘Street Manual.’ strategies/action  1B2. Create a walking map plans Climate Action Plan:  Promote walkability through installation of new sidewalks and maintenance; improve existing sidewalks; increase green space; and introduce pedestrian safety measures to enhance use The city will conduct a feasibility study and subsequently implement a pilot project to improve the connectivity of sidewalks along the catchment area of the BRT route, which is considered to be a 500m radius from BRT Description stops. GAM has full legal authority to undertake this project on municipal land and will conduct the project in What will be done? accordance with proposed and existing legislation. GAM will aim to incorporate green space where possible so long that it does not infringe on walkability and pedestrian safety. Following the pilot, further streets will be assessed for potential upgrades. Rationale Amman has low walkability with a patchy sidewalk network. With BRT operation commencing shortly, Why is it being increasing walkability through improved sidewalks feeding into the BRT is crucial to ensure uptake and promote proposed? active mobility. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 76 Amman Green City Actoin Plan for Amman

1. GAM to develop a set of policies and regulations to enforce improving the sidewalk condition in Amman, based on clear design guidelines and specifications.

2. Develop a geospatial documentation system (e.g. through GIS) for the sidewalk condition in Amman, including sidewalk, sidewalk imperfections, geometric vertical and horizontal (mis-) alignments, drainage Steps for issues, etc. implementation 3. Identify areas under municipal ownership that can undergo retrofitting for continuity along the BRT catchment area.

4. Develop design drawings for typical sidewalk upgrades and renovation interventions.

5. Implement pilots in the specified areas on a phased basis.

6. Identify operational costs of ongoing maintenance and execute continued maintenance. Type of action Capital project Public Transport and Infrastructure Transport Projects Directorate, Planning Action owner Directorate, Roads Directorate and Engineering Directorate Stakeholders GAM, Landowners, international finance institutions Plan for delivery Financing options Municipal budget; donor agencies Revenue/savings Improved walkability can lead to increased BRT ridership and thus increase in fare opportunities revenues Timeline 20212025 State Indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure Indicators:  Number of properties at risk of damage from flooding OpEx: To be determined Estimated cost CapEx: € 5,900,000 – € 8,300,000 Design/Development Costs: N/A in Step 6 Social co-benefits Action will Improve safety Enhance the Access to basic Social equity improve health and/or security public realm services 1 1 2 1 0 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 3 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 T3: Install Intelligent Transport Systems (ITS) SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic public transport objective(s) SO4: Develop a public realm strategy that supports pedestrian travel SO5: Incorporate smart systems in transport planning Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution Challenges through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems (Tr3) Emissions from gasoline and diesel vehicles (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 77 Amman Green City Actoin Plan for Amman National Green Growth Action Plan Actions:  TR07: Support the deployment of Intelligent Transportation Systems (ITS) to allow a modal and fare integration of the public and private transport systems in the city of Amman Amman Resilience Strategy: Connections to existing  1A1 Develop an integrated mobility plan strategies/action  1A4. Develop an urban mobility observatory plans  1D1. Develop an ICT city action plan Climate Action Plan:  Give preferred treatment for zero/low emission vehicles, including fast lanes, parking discounts, and reduced fees The city will install ITS to improve traffic flows following the development of the Sustainable Urban Mobility Strategy (Action T5 “Develop an integrated sustainable transport strategy”). This will involve the use of technology to track the number of vehicles at intersections at different times of the day and the number of Description pedestrians crossing streets (including jaywalking). This will provide important information on pedestrian What will be done? movements to advise on provision of pedestrian infrastructure and improvement of sidewalks to support Action T2 ‘’ Conduct pilot project to promote active mobility.’’ ITS are also used to provide real time information on traffic hot spots caused by traffic accidents and other road blockages and reroute vehicle traffic. The control centre could potentially be housed at Mahatta Terminal. The installation of an ITS will help to regulate vehicle flow and reduce traffic which will result in a reduction of Rationale GHG emissions. The rerouting of vehicle traffic during times of high pedestrian traffic will help to improve the Why is it being experience of the city for pedestrians (residents and visitors/tourists alike). Moreover, ITS will enhance data proposed? collection and inform future transport planning and decision-making. It will also support right of way for public transport and bicycles, and support optimized street parking.

1. GAM to identify what ITS data is already being collected in the city by the traffic management center and public security department.

2. GAM and relevant experts to prioritise the aspects of ITS that are most critical to Amman (e.g. traffic congestion, pedestrian movement, safety, parking, real-time public transport movement, etc.) and ensure that these are communicated to national authorities to ensure proper integration into existing systems.

3. GAM to develop a mechanism, legislation and policies to add incentives into the use, generation and Steps for management of ITS data by different users and relevant agencies. implementation 4. GAM to create a new unit under the Transport Department to host and manage the ITS.

5. Transportation and specialised information technology experts to identify the proper technology-related matters, including the framework architecture and the digital hardware and software elements for the mobility platform, with proper integration of geospatial analysis technologies.

6. Procure the development of ITS system. 7. Launch the system and monitor its development and performance for an initial period of 3-6 months.

8. Depending on the evaluation, scale-up action accordingly. Type of action Capital project Public Transport and Infrastructure Transport Projects Directorate, Traffic Operations Action owner Department, Land Transport Regulatory Commission GAM, specialized IT companies, ITS experts, Traffic Management Center (GAM), Stakeholders Public Security Department Plan for delivery Financing options Municipal budget Revenue/savings Improved efficiencies in transport and particularly improved data collection will improve opportunities GAM’s planning and decision-making around transport investments. Timeline 20212023 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  Modal share of public transport  Average speed of buses (km/h)  % of road network dedicated exclusively to pedestrian use Estimated costs CapEx: € 3,300,000 – € 6,600,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 78 Amman Green City Actoin Plan for Amman Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 1 1 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 0 T4: Introduce car-free days in city centre to promote city centre events and active mobility SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic public transport objective(s) SO4: Develop a public realm strategy that supports pedestrian travel Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution Challenges through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems (Tr3) Emissions from gasoline and diesel vehicles (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure National Green Growth Action Plan:  TR06: Develop a public-private dialogue and roadmap for improving road transport services linked to the Connections to tourism sector existing Amman Resilience Strategy: strategies/action  1B2. Create a walking map plans Climate Action Plan:  Implement a public transportation awareness plan to change perceptions and behavior GAM will establish a pilot programme to trial car-free periods in the city centre, for holidays and special events. These will be based on lessons learnt from the successful implementation of Al-Wakalat Street pedestrian friendly infrastructure and car-free events. Starting with holidays and limited hours on weekends, GAM will implement restricted access only for neighbourhood residents and deliveries during defined hours. Description Implementation will require investment in enforcement mechanisms such as bollards and new signage. Car- What will be done? free days will allow for more public events in the city centre (encouraging biking, walking, physical activity, street markets, tourism activities etc.) and will encourage an increasing pedestrian culture. The hours chosen will support a variety of different events and activities. This will be tied to the Amman Heritage Trail. This action will expand into a pilot trail in Jabal Amman. Rationale Creating more space for pedestrians and non-motorised transport (e.g. cycling) will help to improve the Why is it being liveability of the city. Car-free areas also help to encourage more community interactions, exercise, less air and proposed? noise pollution, increased economic activities, among other benefits.

1. Select the project area based on a methodical urban planning approach and a well-examined commercial value proposition. Plan for future expansions of the project, considering connecting corridors.

2. Consult with relevant stakeholders, mainly the residents, landlords, and commercial entities.

3. Plan and redevelop the project area based on Action T2 “Conduct pilot project to promote active mobility”, and Action T4.1 “Provide free bus service to and from the pilot pedestrian area on specified days”. Steps for

4. Provide sufficient car parking infrastructure around the project area. implementation

5. Coincide the first car free day with a launch event in the city to increase public awareness and promote the initiative.

6. Conduct a regular assessment to ensure stakeholders’ satisfaction and resolve any complications at the early stage of the project implementation phase, while ensuring proactive communication with stakeholders. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 79 Amman Green City Actoin Plan for Amman Type of action Plan/Strategy Public Transport and Infrastructure Transport Projects Directorate and Traffic Action owner Operations Department. Stakeholders GAM, residents, landlords, commercial entities Plan for delivery Financing options Municipal budget Revenue/savings Dependent on the type of activities, the city has the ability to generate revenue from opportunities events and increased economic activities contributing to local taxes, permits, and fees Timeline 20212023 State Indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure Indicators  Transport modal share in total trips (pedestrian transport)  % of road network dedicated exclusively to pedestrian use Estimated costs CapEx: € 70,000 – € 80,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 1 1 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 0 T4.1: Provide free bus service to and from the pilot pedestrian area on specified days SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic public transport objective(s) SO4: Develop a public realm strategy that supports pedestrian travel Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution through Challenges better management of urban transport and energy (Tr2) Poor pedestrian infrastructure systems (Tr3) Emissions from gasoline and diesel vehicles (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure National Green Growth Action Plan: Connections to  TR06: Develop a public-private dialogue and roadmap for improving road transport services linked to the existing tourism sectors strategies/action Amman Resilience Strategy: NA Climate Action Plan: plans  Implement a public transportation awareness plan to change perceptions and behavior Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 80 Amman Green City Actoin Plan for Amman In order to increase awareness of and participation in pedestrianised days, GAM will pilot a free bus service to take people to and from the area. The route will be defined based on the location of the pedestrian pilot. This Description will involve GAM using electric buses from the BRT fleet for car-free days to provide free transport to special What will be done? events that will take place in the pedestrianised area. If the bus specifications are not suitable for use on the BRT infrastructure, the bus will instead be incorporated into the feeder routes. Increasing free bus services within Amman will help lower-income individuals to travel to their destinations and Rationale will also reduce traffic flows on major streets. This action has beneficial social and environmental outcomes. Why is it being The secondary purpose of this pilot action is to promote electric buses and also awareness around public proposed? transportation. In the future this will result in, for example, a free bus service to culturally important sites, which could increase the number of tourists visiting those sites.

1. GAM will validate the feasibility of the project considering policies, regulations, service strategies, routes, locations, budget, and expenses required for the free bus service. The route should include a selection of stops with pedestrian access and suitable parking.

2. Identify the project requirements in terms of budget and infrastructure.

3. Conduct a procurement process to procure/source buses that meet the required specifications (preferably Steps for buses that meet BRT infrastructure requirements). implementation

4. Launch an effective public awareness campaign around the pedestrianisation project and accessibility of free bus service to encourage citizens to use it.

5. Consider leveraging the benefits of this action through proper planning and implementation of Action T3 “Install Intelligent Transport Systems (ITS)”. This will improve mobility in Amman by reducing traffic congestion and reduce OpEx through deploying the bus fleet based on real-time demand. Type of action Plan/Strategy Public Transport and Infrastructure Transport Projects Directorate; Traffic Action owner Operations Department Plan for delivery Stakeholders GAM, transportation and ITS experts Financing options Municipal budget Timeline 2021 – 2025 State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators:  Transport modal share in total trips [pedestrian and public transport] Estimated costs CapEx: € 200,000 – € 450,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the Access to basic Social equity health and/or security public realm services 2 1 2 2 2 Economic co-benefits Estimated co- Revenue generating activities Promotes economic inclusion Avoided damages benefits 1 0 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 7% emissions savings if bus fleet is hybrid/ electric as opposed to CO2 Savings existing buses fleet T5: Develop an integrated sustainable urban transport strategy SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic public transport objective(s) SO4: Develop public realm strategy that supports pedestrian travel SO5: Incorporate smart systems in transport planning Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 81 Amman Green City Actoin Plan for Amman Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution Challenges through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems (Tr3) Emissions from gasoline and diesel vehicles (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure National Green Growth Action Plan Actions:  TR03: Implement transport sector governance enhancement program and reform agenda to increase the Connections to effectiveness and efficiency of the transport sector policymaking process existing Amman Resilience Strategy: strategies/action  1A1 Develop an integrated mobility plan plans Climate Action Plan:  Implement a public transportation awareness plan to change perceptions and behavior Amman Resilience Strategy: The BRT is an important step in improving the efficiency of public transport in Amman. GAM will build on the BRT and develop an integrated sustainable urban transport strategy to address persistent barriers that Amani’s face to diverse transport options, including the lack of capacity in cross-departmental collaboration within the municipality. This plan will consider pedestrian and non-motorised transport schemes, public transport options, and institutional barriers, while also building on the BRT to reduce dependency on private vehicles. Additionally, this plan will include a data collection and management component to support the development of Intelligent Transport Systems (ITS) (T3 ‘’Install ITS.’’). This work should help to manage the rapid urban expansion in Description Amman. Of note, this action will seek to foster a public realm strategy that promotes accessibility, inclusivity, What will be done? pedestrian safety, and social interaction. The Sustainable Urban Transport Strategy will also incorporate amendments to Amman’s current Street Design Guidelines and will aim to integrate international best practice examples tailored to Amman’s context to meet the following principles: 1) Design and manage the street for a sense of place as well as movement. 2) Encourage wellbeing through healthy, active lifestyles. 3) Design and manage highways to make unsafe actions and practices less likely. 4) Aim for total street design rather than uncoordinated components. Rationale A sustainable urban transport strategy is critical to ensuring that transportation systems within Amman are Why is it being able to serve the increasing number of inhabitants and visitors. proposed?

1. GAM will use data from the ITS, as per Action T3 “Install Intelligent Transport Systems”, to identify the commuter patterns from, to and within Amman.

2. Identify the functional urban areas that will be part of this strategy.

3. Develop a stakeholder engagement plan to ensure a participatory planning process.

4. Assess current and future transport performance in the functional urban area. Steps for

5. Define a long-term vision and a clear implementation plan. implementation

6. Develop all transport modes in an integrated manner.

7. Ensure incorporation of all public transport service information in an online web application.

8. Arrange for monitoring and evaluation.

9. Assure quality and validation is in compliance with the requirements of sustainable urban mobility practice. Type of action Plan/strategy Public Transport and Infrastructure Transport Projects Directorate; Traffic Operations Action owner Department; Directorate of Planning Stakeholders GAM, BRT operator Plan for delivery Financing options Municipal Budget; Donor agencies Revenue/savings Reduced costs associated with traffic congestion, greater revenue from public opportunities transport fares due to increased ridership Timeline 2021 – 2024 State Indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure Indicators:  Transport modal share in total trips [pedestrian and public transport]  % of road network dedicated exclusively to pedestrian use Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 82 Amman Green City Actoin Plan for Amman Estimated cost CapEx: N/A OpEx: N/A Design/Development Costs: € 60,000 – € 120,000 Social co-benefits Action will Improve safety Enhance the public Access to basic Social equity improve health and/or security realm services 1 1 0 1 0 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 1 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 2 T6: Implement a SMART on-street parking system Strategic SO4: Develop public realm strategy that supports pedestrian travel objective(s) SO5: Incorporate smart systems in transport planning Challenges Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems (Tr3) Emissions from gasoline and diesel vehicles (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure Connections to National Green Growth Action Plan: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: NA plans GAM has already developed the infrastructure for a pilot street (Ibn Khaldoun street) and its surrounding streets that is now compatible for a SMART on-street parking system, with investments of approximately $500,000. The aim is to install a SMART on-street parking system to improve traffic flows and reduce non-essential and inefficient car trips. This will involve the use of technology to define the parking slots in main/commercial streets Description and show available slots on the mobile application, whilst tracking the cars with their vehicle registration plate What will be done? number. It will be able to allow online payment through the mobile application and issue fines in case of non- payment. No cash payment will be allowed and only payment through the application and mobile wallets will be accepted. The system will be operated through GAM’s newly established investment arm which is the Amman Vision for Investment and Development (AVID). Rationale The installation of a SMART on-street parking system will help to reduce traffic and inefficient car trips which Why is it being will result in a reduction of GHG emissions. It will also help transform Amman to be a smarter city. Moreover, proposed? ITS will enhance data collection and inform future traffic decision-making.

1. GAM to identify what streets will be included in the pilot project using data collected in the city by the traffic management center and public security department.

2. GAM, AVID and relevant experts to develop a financial model.

3. GAM and AVID to check legislation to charge a parking tariff and parking fines.

4. GAM, AVID and experts to identify AVID’s operating needs such as HR, maintenance hardware and operational cash requirements. Steps for

5. Transportation and specialised information technology experts to identify the proper technology- implementation related matters, including the framework architecture and the digital hardware elements for the parking platform, with proper integration of geospatial analysis technologies.

6. Procure the development of the SMART on-street parking system, starting with the two main critical areas.

7. Launch the system and monitor its development and performance for a period of one year before expanding the system. Type of action Capital Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 83 Amman Green City Actoin Plan for Amman Action owner Traffic Operations Department, IT Department, Smart City Department, AVID GAM, Specialized IT Companies, Smart city Experts, Traffic Management Center Stakeholders (GAM), Public Security Department (traffic control) Financing options Donor agency Plan for delivery Revenue/savings Revenue generated from parking payment and fines opportunities 2021-2023 Timeline 2021 for Pilot Project for two main zones including 2000-3000 parking slots State Indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure Indicators:  Transport modal share in total trips [pedestrian and public transport]  Average travel speed of cars and buses Estimated cost CapEx: € 4,000,000- 5,000,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will Improve safety Enhance the public Access to basic Social equity improve health and/or security realm services 1 1 2 0 0 Economic co-benefits Estimated co- Revenue generating activities Promotes economic inclusion Avoided damages benefits 1 1 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 84 Amman Green City Actoin Plan for Amman 5.3 Resource efficient and holistic waste management systems Urban waste management systems are an essential service that contribute to both human and environmental health. Additionally, effective waste management is essential for supporting resource efficiency through waste reduction strategies, recycling and organic waste streams. Waste generation in Amman has increased corresponding to the city’s population growth, placing greater pressure on the city’s existing waste infrastructure. Amman has been taking steps to mitigate this, including expanding Al Ghabawi landfill. Related pressure and Strategic objectives priority environmental challenges SO6 Improve resource management by increasing the efficiency of solid waste management regimes SO7 Integrate circular principles into waste management Sw1, Es1 SO8 Reduce the amount of waste sent to landfill by 12% by 2030 SO9 Upgrade waste management infrastructure The outlined actions will contribute to GAM reaching its proposed strategic objectives to more efficiently manage and reduce its waste. Moreover, proposed actions also support Amman’s energy objectives by harnessing the energy derived from organic and non-organic material. Enabling actions: Action Action title Related SO Total costs ID SW1 Develop waste prevention and recycling strategy SO6, SO7, SO8, SO9 € 40,000 – € 90,000 Investment actions Action ID Action title Related SO Total costs SW2 Improve Al-Shaer waste transfer station SO6, SO9 € 6,500,000 SW3 Expand road sweeper operations to improve the public realm SO6, SO9 € 6,200,000 SW4 Construct an additional landfill cell SO9 € 7,800,000 € 838,000 – SW5 Partner with large-scale commercial sectors to collect organic waste SO7, SO8 € 1,260,000 € 400,000 – SW6 Establish a WEEE waste transfer facility SO7, SO6 € 410,000 Construct a clean material recovery facility and establish recycling € 7,000,000 – SW7 SO6, SO9 programme € 12,500,000 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 85 Amman Green City Actoin Plan for Amman SW1: Develop waste prevention and recycling strategy SO6: Improve resource management by increasing efficiency of solid waste management regimes SO7: Integrate circular principles into waste management Strategic objective(s) SO8: Reduce the amount of waste sent to landfill by 12% by 2030 SO9: Upgrade waste management infrastructure Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Sw1) Solid waste disposal practices waste generation and optimising resource (In1) Industrial solid waste disposal management practices. National Green Growth Action Plan:  WS01: Review and update the National Strategy and Action Plan for Municipal Solid Waste (NSAP) 2015- 2034 to integrate non-municipal solid waste and elaborate integrated waste management approaches  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the Connections to waste sector existing  WS04: Establish a national center for excellence on waste management and circular economy to promote strategies/action innovation, training, R&D, investment and policy work plans Amman Resilience Strategy:  2E1. Develop and implement Waste Management Framework Climate Action Plan:  Develop and implement a waste management framework that sets targets for reducing waste, with zero waste as a vision. GAM will develop a waste prevention and recycling strategy which will lay out a vision for how Amman will manage its waste until 2040. This strategy will target the following:  Reduction at source and sustainable consumption  Avoided and/or diverted waste flows  Waste minimisation Description This strategy will cover extraction, manufacturing, transport, distribution, purchase and use, and produce re- What will be done? use which form the basis of waste prevention. For the waste management component, the strategy will cover collection by local authorities or operators, preparation for material reuse, recycling, and other methods of pre- treatment, treatment, and recovery. It will also incorporate Extended Producer Responsibility legislation on a national scale. This will include a vision for incorporating objectives from the waste hierarchy and development of facilities and behaviour change strategies to integrate recycling and circular principles into waste streams. This strategy will serve as an umbrella action for further GCAP actions in the waste sector (see other actions below). Rationale Amman does not yet have a comprehensive waste strategy. Given the continued population growth, waste is Why is it being expected to increase in the coming years. Thus, a strategy focusing first on waste prevention and then on proposed? recycling and reuse is key to managing the expected increase and existing challenges in the waste sector. 1. Assign project manager and budget.

2. Tender the project to an external provider if required.

3. Develop a stakeholder engagement plan to ensure participatory planning. Steps for

4. Develop strategy using best practice. implementation

5. Develop objectives and set up KPIs and relevant actions to ensure objectives are met.

6. Develop a monitoring and evaluation plan alongside the strategy so progress against each objective can be assessed and monitored and areas for improvements can be identified and implemented accordingly. Type of action Plan/Strategy Action owner Environmental and Solid Waste Directorate Stakeholders Waste suppliers, GAM, SMEs and large businesses Financing options Municipal budget; donor agencies Plan for delivery Revenue/savings Decrease in waste ending up at landfill sites can lower operational costs and extend opportunities the lifespan of landfills; optimally a decrease in street maintenance/upkeep Timeline 20212023 State indicators:  Water quality at select sites Pressure indicators: Impact measures  Total solid waste generation  Share of population with weekly municipal solid waste MSW collection  % of MSW which is sorted and recycled Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 86 Amman Green City Actoin Plan for Amman Design/development costs: Estimated costs CapEx: N/A OpEx: N/A € 40,000 – € 90,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 0 2 2 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 SW2: Improve Al-Shaer waste transfer station Priority Action SO6: Improve resource management by increasing the efficiency of solid waste management regimes Strategic Objectives SO9: Upgrade waste management infrastructure Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Sw1) Solid waste disposal practices waste generation and optimising resource (In1) Industrial solid waste disposal management practices. National Green Growth Action Plan: NA Connections to Amman Resilience Strategy: existing  2E5. Implement other waste transfer stations in north and west Amman strategies/action Climate Action Plan: plans  Development of waste transfer sites in the northern and western parts of Amman Description GAM will upgrade and expand the Al-Shaer waste transfer station, including its road network to improve the What will be done? coordination of vehicles on-site. Rationale The upgrade of the waste transfer station will improve the operational efficiency of the waste management Why is it being system, allowing for better utilisation of waste collection vehicles and reducing traffic movements and their proposed? associated environmental impacts.

1. Undertake scoping and prefeasibility assessment to scope out project and assess suitability for bundled PPP (with SW4 “Construct an additional landfill cell” and/or SW5 “Partner with large-scale commercial sectors to collect organic waste” and/or SW6 “Establish a WEEE waste transfer facility” and/or SW7 "Construct a clean material recovery facility and establish recycling programme”). 2. Complete PPP project preparation cycle.

3. Undertake a condition survey to determine baseline conditions of the existing transfer stations. Steps for

4. Prepare a Feasibility Study to determine technical requirements for upgrading the transfer stations implementation (including throughputs, logistics and equipment needs) and develop cost estimates. 5. Determine preferred approach to financing and procurement.

6. Develop designs, specifications and contracts for upgrading works. 7. Procure and supervise works.

8. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Environment and Solid Waste Directorate Stakeholders Street cleaning/collection contractors; transfer station operators Financing options PPP; municipal budget; donor agencies Plan for delivery Revenue/savings Potential for reduced vehicle fuel costs and less depreciation of refuse collection opportunities vehicles. Timeline 20212022 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 87 Amman Green City Actoin Plan for Amman State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air in immediate vicinity Impact measures Pressure indicators:  Total solid waste generation Estimated costs CapEx: € 6,500,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 1 2 0 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 2 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 88 Amman Green City Actoin Plan for Amman SW3: Expand road sweeper operations to improve the public realm SO6: Improve resource management by increasing efficiency of solid waste management regimes Strategic objectives SO9: Upgrade waste management infrastructure Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality (e.g. Challenges soil, water, biodiversity impacts) by decreasing waste (Sw1) Solid waste disposal practices generation and optimising resource management (In1) Industrial solid waste disposal practices. National Green Growth Action Plan: Connections to  WS16: Implement a comprehensive national cleanup campaign for solid waste littering existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: plans  New fleet and equipment for solid waste operations In order to improve solid waste management systems, GAM will purchase upwards of 25 vacuum road Description sweepers to supplement its existing road sweeper system and develop a regular operation approach for street What will be done? cleaning in order to improve the urban realm. Rationale Additional road sweepers will help to ensure less solid waste pollution on city streets, improving the urban realm Why is it being for residents and visitors/tourists. This in turn can also contribute to the environmental aspects of city streets, proposed? e.g. in relation to air quality.

1. Determine approach to funding and procurement.

2. Ensure personnel are provided with appropriate training

3. Develop route, determine number of sweepers and schedule design specifications for the regular road Steps for sweeper operation. implementation

4. Implement the regular road sweeper system.

5. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Waste Operations Department Stakeholders Street cleaning/collection contractors Financing options Municipal budget; donor agencies Plan for delivery Revenue/savings Improved street cleaning can result in fewer drainage clogging and correspondingly opportunities reduced drainage maintenance costs. Timeline 2021 State indicators:  Water quality at selected sites Impact measures Pressure indicators:  Total solid waste generation Estimated costs CapEx: € 6,200,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 0 2 1 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 89 Amman Green City Actoin Plan for Amman SW4: Construct an additional landfill cell Priority Action Strategic objectives SO9: Upgrade waste management infrastructure Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality Challenges (Sw1) Solid waste disposal practices (e.g. soil, water, biodiversity impacts) by decreasing (In1) Industrial solid waste disposal waste generation and optimising resource (Es1) Fossil-fuel dominated energy supply management practices. National Green Growth Action Plan Actions: Connections to  WS15: Develop municipal solid waste infrastructure to promote recycling and the use of sanitary landfills existing Amman Resilience Strategy: NA strategies/action Cimate Action Plan: NA plans Presently, Al Ghabawi landfill has 16 years of remaining capacity. To increase its capacity, GAM will build an additional landfill cell (cell number 6). The development of a new cell includes capping cell 5 and developing the necessary infrastructure for landfill gas capture and utilisation. Solar PV installation on capped cell 5 can Description be considered pending further feasibility studies – this includes the construction of additional biogas engines What will be done? to process organic waste (SW5 “Partner with large-scale commercial sectors to collect organic waste”). This action will work in combination with GAM’s waste prevention and recycling strategy (SW1 “Waste prevention and recycling strategy”) to extend the capacity of the existing landfill, while SW1 will work to reduce Amman’s waste generation overall. An additional landfill cell at Al-Ghabawi will ensure proper waste disposal and allow greater capacity to meet Rationale the demands of Amman’s growing population, with solid waste generation increasing by approximately 16% Why is it being from 2014 to 2019 . The capture and use of landfill gas from cell 5 to generate electricity may also reduce the proposed? demand on the national electricity supply and reduces the amount of landfill gas emitted to the atmosphere.

1. Undertake a feasibility study to determine sizing, location and technical requirements for the new cell

2. Determine preferred approach to financing and procurement. Steps for 3. Develop design, specifications and contracts for landfill cell construction and operation implementation 4. Procure and supervise works.

5. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Environmental and Solid Waste Directorate Waste contractors energy companies (will need to have capacity to accept electricity Stakeholders generation from biogas) Plan for delivery Financing options Municipal budget; donor agencies Revenue/savings Revenue generation from electricity generated from landfill gas combustion opportunities Timeline 20212022 State indicators:  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures Pressure indicators:  % of MSW which is disposed of in open dumps, controlled dumps, bodies of water or is burnt Estimated costs CapEx: € 7,800,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 0 1 1 2 0 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 2 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 90 Amman Green City Actoin Plan for Amman SW5: Partner with large-scale commercial sectors to collect organic waste Strategic SO7: Integrate circular principles into waste management objective(s) SO8: Reduce the amount of waste sent to landfill by 12% by 2030 Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality (e.g. Challenges (Sw1) Solid waste disposal practices soil, water, biodiversity impacts) by decreasing waste (In1) Industrial solid waste disposal generation and optimising resource management (Es1) Fossil-fuel dominated energy supply practices. National Green Growth Action Plan:  WS04: Establish a national center for excellence on waste management and circular economy to promote innovation, training, R&D, investment and policy work Connections to  WS07: Conduct market assessment and feasibility study to identify potential projects and programs to divert existing organic waste from municipal solid waste streams strategies/action Amman Resilience Strategy: plans  2E4. Implement pilot projects for waste management activities Climate Action Plan:  Implement anaerobic digestion site for organic waste  Collect organic waste As part of the Climate Action Plan the city can implement organic waste collection. KfW is currently undertaking a small-scale pilot project on the collection of organic waste from commercial operators. This will be expanded and Description modified for large-scale commercial operations (e.g. for hotels, restaurants, markets, food processing industry), What will be done? whereby the municipality partners with these operators to facilitate collection and transfer of organic waste to the landfill and corresponding biogas engines (detailed in SW4 “Construct an additional landfill cell”). Separate collection and treatment of organic waste can: Rationale a) Reduce the amount of landfill void space and allow for the generation of landfill gas; Why is it being b) Produce low-carbon energy by anaerobic digestion and combustion of the resulting biogas; proposed? c) Produce a soil fertilizer or compost which can be beneficially reused in agriculture.

1. Under prefeasibility study to scope the project, assess impact on municipal budget and lessons learnt from KfW pilot.

2. Complete PPP project preparation cycle if applicable based on lessons learnt from KfW pilot.

3. Identify major organic waste producers and carry out stakeholder engagement to determine willingness to participate in an organic waste collection scheme, likely quantities that can be collected, and expected quality of collected organic waste.

4. Carry out feasibility study to determine sizing, location and technical requirements for organic waste treatment Steps for facilities (whether anaerobic digestion or composting) and their potential integration with landfill gas utilisation, implementation policy and regulatory requirements, targets and incentives (including voluntary CSR programmes), collection systems and cost estimates for both collection and treatment, using information from the KfW pilot.

5. Determine preferred approach to financing and procurement.

6. Develop designs, specifications and contracts for agreed technology. 7. Procure and supervise works.

8. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Environmental and Solid Waste Directorate  Waste contractors  Major organic waste producers (food industry, major hotel/restaurant chains)  Agricultural sector (end users of compost/soil improver) Stakeholders  Energy companies (will need to have capacity to accept electricity generation from Plan for delivery biogas)  GAM Financing options Municipal budget; international financial institutions Revenue/savings Potential revenue from electricity sales, but overall cost of waste management may increase opportunities compared to current landfill arrangements. Timeline 2021 - 2023 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 91 Amman Green City Actoin Plan for Amman State indicators:  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  Percentage of collected MSW composted CapEx: € 800,000 – € 1,200,000 OpEx: € 38,000 – € 60,000 (annual) Design/Development Costs: Estimated costs N/A Total Cost: €838,000 - €1,260,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 0 2 2 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 SW6: Establish WEEE waste collection facility Strategic SO6: Improve resource management by increasing efficiency of solid waste management regimes objective(s) SO7: Integrate circular principles into waste management Priority environmental challenge Related pressure Challenges (PEC3) Improve waste-related environmental quality (e.g. (Sw1) Solid waste disposal practices soil, water, biodiversity impacts) by decreasing waste (In1) Industrial solid waste disposal generation and optimising resource management practices. National Green Growth Action Plan Actions:  WS04: Establish a national center for excellence on waste management and circular economy to promote Connections to innovation, training, R&D, investment and policy work existing  WS10: Implement pilot extended producer responsibility program for e-waste strategies/action Amman Resilience Strategy: NA plans Climate Action Plan:  Recyclable waste collection Recyclable / re-usable item drop-off sites  Implement waste sorting A priority in the waste sector is the treatment of waste electrical and electronic equipment (WEEE). There is currently no area for residential and commercial WEEE (e.g. laptops and refrigerators). GAM will invest in Description development of an area dedicated solely for higher-value WEEE, where this waste can be collected and What will be temporarily stored pending off-site refurbishment or recycling by third parties. This action will require engagement done? with third parties who are willing and able to receive and refurbish or recycle WEEE in accordance with good international industry practice. Improved WEEE processing fosters a circular economy. This will provide increased economic opportunities in Rationale terms of repair, reuse and reprocessing, retaining economic value within the city. Extending product life cycles Why is it being overall will reduce consumption, thereby reducing the environmental footprint of materials. A dedicated facility will proposed? also help to reduce the amount of WEEE ending up on the main landfills.

1. Undertake prefeasibility study to scope the project and assess impact on municipal budget.

2. Complete PPP project preparation cycle.

3. Undertake stakeholder engagement to identify main sources of WEEE and the current scope of the informal WEEE recycling sector.

4. Carry out a feasibility study to determine technical solutions to reuse/recycling and the existing capacity of Steps for operators in the country/region, existing or planned Extended Producer Responsibility schemes, markets for implementation recycled or refurbished products, suitable locations (including co-location at existing waste collection facilities) and likely investment and operating costs.

5. Identify preferred financing and procurement route, including how these might be linked to existing or planned Extended Producer Responsibility schemes.

6. Develop designs, specifications and contracts for construction and operation. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 92 Amman Green City Actoin Plan for Amman

7. Procure and supervise works.

8. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Environment and Solid Waste Directorate  Electrical retailers (including repairers)  Waste contractors  Trading standards organisations (for ensuring safety of refurbished articles) Stakeholders  Commodity importers/exporters (for recovered materials)  Hazardous waste management contractors (for management of hazardous residual Plan for delivery materials)  Informal recycling and refurbishment operators Financing options Municipal budget; PPP Revenue/savings Potential revenue from sale of recycled materials and refurbished equipment, but dependent opportunities on global commodity prices which can fluctuate considerably. Timeline 2021 - 2025 State indicators:  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures Pressure indicators;  % of MSW which is sorted and recycled Estimated cost CapEx: € 400,000 – € 410,000 OpEx: N/A Design/Development Costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 2 1 1 Economic co-benefits Estimated co- benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 1 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 SW7: Construct a clean material recovery facility and establish recycling programme SO6: Improve resource management by increasing solid waste management regimes efficiency Strategic objective(s) SO9: Upgrade waste management infrastructure Priority environmental challenge Related pressure (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Sw1) Solid waste disposal practices waste generation and optimising resource (In1) Industrial solid waste disposal management practices. National Green Growth Action Plan Actions:  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the waste sector Connections to  WS04: Establish a national center for excellence on waste management and circular economy to existing promote innovation, training, R&D, investment and policy work strategies/action Amman Resilience Strategy: NA plans Climate Action Plan:  Implement waste sorting  Recyclable waste collection Recyclable / re-usable item drop-off sites Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 93 Amman Green City Actoin Plan for Amman GAM will develop a Material Recovery Facility (MRF) that will enable waste recycling. In addition to the Description construction of the MRF, GAM will also develop the requisite capital and operational tools (e.g. route planning, What will be done? trucks, personnel, recycling bins). This work will build on the findings of SW1 “Waste prevention and recycling strategy”. A waste sorting depot and recycling facility will help to reduce the overall carbon impact of the waste Rationale produced by the city and to increase the lifecycle of whatever materials are sorted (metals, plastics, paper, Why is it being etc). Collection of recyclable waste will also reduce the need for landfill space, extending the lifespan of proposed? landfills, and generate economic opportunities in the recycling sector within the city.

1. Undertake stakeholder engagement to determine extent of any existing informal recycling activities and the needs of existing recycling businesses.

2. Undertake a feasibility study to identify target waste streams, types of collection (separate), collection requirements (type, number and locations of bins and vehicles) and implementation schedule. This also includes a market study on recyclables (offtakes, demand, prices) and links to potential Extended Steps for Producer Responsibility legislation on the national scale. implementation

3. Determine the preferred approach to financing and procurement.

4. Develop designs, specifications and contracts for construction and operation.

5. Procure and supervise works.

6. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital Project Action owner Environmental and Solid waste Directorate Informal recycling sector; general public; waste contractors; commodity Stakeholders importers/exporters Financing options Municipal Budget; PPP (potentially bundled with SW4, SW5) Plan for delivery Potential revenue from sale of recycled materials, but dependent on global commodity Revenue/savings prices which can fluctuate considerably. Decrease in waste ending up at landfill site opportunities can reduce its operational costs and extend its lifespan (thus reducing investment needs). Timeline 20212030 State indicators:  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures Pressure indicators:  Share of population with weekly municipal solid waste MSW collection  % of MSW which is sorted and recycled CapEx: € 7,000,000 – € 12,500,000 OpEx: To be determined in Step 2. Estimated costs Design/Development Costs: Included as part of CapEx costing Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 0 1 1 0 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 2 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 SW8SW Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 94 Amman Green City Actoin Plan for Amman 5.4 Integrated water resources management The quality and availability of water is critical to life. As a city in a water-scarce region, Amman has already taken action, in conjunction with the national government, to pursue adequate and efficient supply and reuse of its water. Nevertheless, there remains opportunity to expand efforts. Water resource management goes beyond provision of water and wastewater to citizens and is intrinsically tied to ecosystems and land use. For example, key challenges in Amman include flash flooding and desertification, which are two extremes of the water cycle largely driven by Amman’s topography combined with land use change as the city grows. These challenges are a risk to human health and well-being and place a burden on the financial resources of the city and all those impacted. To address the key role that water resources play in the functioning of the city, GAM has prioritised the pursuit of integrated water resources management (IWRM). As noted, IWRM is embedded within land use and, therefore, many of the actions outlined in this section will be complemented by those proposed in Chapter 5.5. Specifically, GAM will pursue the following strategic objectives: Related pressure and priority Strategic objectives environmental challenges SO10 Reduce flood risk in critical areas by 50% by 2040 SO11 Reduce water network losses by 70% by 2040 Pc2, Pc4, Pc6, Wc1, Wc2, Wc3, Wc4, Lu1, Lu2 SO12 Improve access to water and wastewater networks to 100% of Amani’s by 2040 SO13 Improve water efficiency in buildings by 25% by 2030. The proposed actions aim to incorporate nature-based solutions alongside traditional infrastructure measures to better manage flood risk while enhancing water quality. Additionally, the actions seek to upgrade and extend critical water infrastructure to ensure residents have access to clean water and are connected to wastewater networks. Finally, the actions aim to improve the management of water resources by integrating efficient systems into the built environment. Investment actions Action ID Action title Related SO Total costs € 700,000 – Develop water conveyance and/or storage to reduce flood risk SO10 € 740,000 (feasibility W1 study) Upgrade Ain Ghazal Treatment Plant SO12 € 11,750,000 W2 Develop Al Ghabawi Septic Tank Facility SO12 € 29,610,000 W3 € 9,400,000 – Pilot SuDs implementation on municipal property SO10 W4.1 € 13,710,000 € 5,200,000 - Phase 1 € 5,800,0000 - €8,120,000 Implement nature-based solutions for Ruseiffa natural lagoon and develop a SO10, SO11, - Phase 2 W5 sustainable recreation area SO13 Total: €11,000,000 - € 13,320,000 Enabling actions Action ID Action title Related SO Total costs € 24,000 – € 36,000 W4 Integrate WSUD and SuDS SO10 € 930,000 (Design) W6 Upgrade and expand access to water and wastewater networks SO12 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 95 Amman Green City Actoin Plan for Amman Priority W1: Develop water conveyance and/or storage to reduce flood risk Action Strategic objective(s) SO10: Reduce flood risk in critical areas by 50% by 2040 Priority environmental challenge Related pressure (PEC2) Move towards more sustainable water cycle management to reduce impacts of water scarcity Challenges (PEC5) Management of increasing urban flash flooding (Wc1) Hydrological changes due to climate change risks (Wc4) Diffuse urban pollution (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan Actions: NA Connections to Amman Resilience Strategy: existing  1C4. Develop a stormwater drainage masterplan strategies/action Climate Action Plan plans  Create a storm water master plan for  Develop areas of green infrastructure in the city to capture and slow storm water Description GAM will map the flow of water through the city and develop a conveyance or storage system which will divert What will be done? floodwaters from flooding two critical areas at risk in Amman’s downtown area. Rationale In diverting floodwaters there will be notable economic savings due to mitigated impacts on downtown infrastructure. Why is it being The divergence of flood waters supports reducing pressures on sewerage systems (reducing the risk of wastewater proposed? pollution incidences and reducing the energy required to process water which enters sewerage systems).

1. Collect all studies / reports addressing Amman’s hydrological situation and flood management, analyse and assess them and identify previous recommendations for flood management.

2. Assemble a team of hydrologists, civil engineers and other technical experts to prioritise interventions.

3. Quantify flood volumes and flowrates, timings and accumulation points (using historical data, digital elevation Steps for models, topographic maps, rainfall runoff models, etc.). implementation

4. Design an engineering solution to mitigate flooding at the high-risk areas. Conduct life cycle assessment and environmental impact assessment of the project and target area, and design a monitoring plan.

5. Implement the design through a tendering process.

6. Monitor and evaluate the performance of the intervention and collect rain and runoff data. Type of action Capital project Action owner Engineering Directorate Stakeholders GAM, Ministry of Water and Irrigation, hydrologists, wastewater and drainage engineers Financing options Municipal budget; international financial institutions; Land Value Capture Plan for delivery This system will reduce damages to people and assets in current flood zones, thereby saving Revenue/savings significant money in repair costs and losses, which may be able to indirectly recoup through opportunities Land Value Capture instruments (e.g. betterment levies). Timeline 20212026 State indicators  Percentage of households at risk  Percentage of public infrastructure at risk Impact measures  Estimated economic damage from natural disasters Pressure indicators:  Awareness and preparedness to natural disasters  % of dwellings damaged by the most intense flooding in the last 10 years To be determined € 700,000 – Estimated cost CapEx: To be determined based OpEx: based on feasibility Design/Development Costs: on feasibility study results € 740,000 study results Social co-benefits Action will improve Improve safety Access to basic Enhance the public realm Social equity health and/or security services Estimated co-benefits 1 2 2 1 1 Economic co-benefits Revenue generating activities Promotes economic inclusion Avoided damages Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 96 Amman Green City Actoin Plan for Amman 0 1 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 Priority W2: Upgrade Ain Ghazal Treatment Plant Action Strategic objective(s) SO12: Upgrade water network and infrastructure Priority environmental challenge Related pressure (PEC2) Move towards more sustainable water cycle management to reduce impacts of water scarcity Challenges (PEC5) Management of increasing urban flash flooding (Wc2) Coverage of sewerage network risks (Wc4) Diffuse urban pollution (PEC6) Management of intensifying drought and overheating risks Connections to National Green Growth Action Plan: NA existing Amman Resilience Strategy: strategies/action  WR03: Implement Key Wastewater Treatment Projects to improve Water Supply Augmentation plans Climate Action Plan: NA GAM will undertake a project to upgrade and expand the existing wastewater treatment facility. The facility will be upgraded to double the existing treatment capacity to meet demands towards the 2045 design horizon. Additionally, the upgrade will incorporate innovative measures to enhance the efficiency and circularity of the wastewater treatment cycle. This will include energy capture through technologies such as the Cambi anaerobic digestion system. Similarly, the efficiency of the wastewater treatment plant will be prioritised through methods such as NxPress technology that Description aims to decrease the amount of energy it takes to aerate wastewater. This action should also be considered in What will be done? conjunction with SW4 “Construct an additional landfill cell” as it will likely contribute to the financing of the anaerobic digestion plant. Wastewater biosolids will act as a revenue stream for the city as they will generate energy from anaerobic digestion. The facility will be constructed next to existing installations to allow joint use of key infrastructure. This will be followed by the decommissioning of the old septic tank facility. The septic tank discharge facility at Ain Ghazal has been deemed unfit for purpose and will be decommissioned as a replacement facility is built in another location. Wastewater infrastructure services have been unable to keep up with the growing pressures from the rapid population increase that Amman and surrounding areas have experienced especially since 2011. The original Ain Ghazal Rationale treatment facility was initially constructed in 1968 and is constrained with a capacity for a daily flow of 267,000m 3. An Why is it being additional 369,120m3 is required to align with the 2045 demand horizon. Under peak flow conditions wastewater is not proposed? pre-treated and is sent directly to the Samra wastewater treatment plant (WWTP) which causes significant problems for operations mainly due to clogging. This action complements SW4 ‘’ Partner with large-scale commercial sectors to collect organic waste’’ alongside biogas use.

1. Feasibility study to identify site requirements, construction plans, and implementation schedule.

2. Determine preferred approach to procurement.

3. Develop designs, specifications and contracts for construction and operation.

4. Procure and supervise works.

5. Expand and upgrade the existing pre-treatment facility to increase capacity and improve efficiency. Steps for

6. Replace existing scraper at grit channel. implementation

7. Replace 2 existing blowers with 3 new ones.

8. Replace existing auxiliary facilities, new operation building.

9. Upgrade and expand existing facilities between MH69 and screening.

10. Install new odour control unit.

11. Decommission the old septic tank facility and waste removal. Type of action Capital project Action owner Water Authority of Jordan under the Ministry of Water and Irrigation Stakeholders Miyahuna Water Company, Samra Project Company Financing options EBRD sovereign loan Plan for delivery Improving the efficiency and capacity of the treatment plant will streamline the wastewater Revenue/savings treatment processes, reducing costs in the long-termparticularly around maintenance, as opportunities there will be less pressure on the Samra WWTP. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 97 Amman Green City Actoin Plan for Amman Timeline 2021 State indicators:  Biochemical oxygen demand in rivers and lakes Impact measures Pressure indicators:  Percentage of city population served by wastewater collection  Percentage of city’s wastewater that has received no treatment Estimated cost CapEx: € 11,750,000 OpEx: N/A Design/development costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 2 2 1 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 3 1 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 Priority W3: Develop Al Ghabawi Septic Tank Facility Action Strategic objective(s) SO12: Improve access to water and wastewater networks Priority environmental challenge Related pressure (PEC2) Move towards more sustainable water cycle Challenges management to reduce impacts of water scarcity (Wc2) Coverage of sewerage network (PEC6) Management of intensifying drought and overheating risks Connections to National Green Growth Action Plan: NA existing Amman Resilience Strategy: strategies/action  WR03: Implement Key Wastewater Treatment Projects to improve Water Supply Augmentation plans Climate Action Plan: NA The construction of a new 22,500 m 3 per day capacity septic tank drop-off and wastewater treatment facility, which will replace the existing facility currently co-located at the Ain Ghazal Treatment Plant; which is being decommissioned Description under Action W2 “Ain Ghazal Treatment Plant decommissioning and upgrade”. What will be done? The new facility will be at Al Ghabawi and will service approximately 840,000 citizens whose households are currently unsewered. Wastewater infrastructure services have been unable to keep up with the growing pressures from the rapid population Rationale increase that Amman and surrounding areas have experienced especially since 2011.The septic tank discharge Why is it being facility at Ain Ghazal has been deemed unfit for purpose and will be decommissioned, creating requirements for a proposed? replacement facility to be built. The replacement facility will support the Samra WWTP.

1. Develop designs, specifications and contracts for construction and operation.

2. Support tender process. Steps for

3. Procure and supervise works. implementation

4. Construct and commission new facility.

5. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Capital project Action owner Ministry of Water and Irrigation Stakeholders GAM, hydrologists, wastewater engineers Plan for delivery Co-financed sovereign loan from EBRD and another donor (donor contribution of Financing options €26,750,000 required) Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 98 Amman Green City Actoin Plan for Amman Loan and grant proceeds will be made available to the Government of Jordan based on Revenue/savings invoices to funding organisation confirming the use of proceeds (invoices are paid directly to opportunities contractors on completion of agreed milestones). Overall, GAM will likely see a long-term reduction in maintenance costs and increased energy efficiency. Timeline 2021–2023 State indicators:  Biochemical oxygen demand in rivers and lakes Impact measures Pressure indicators:  Percentage of city population served by wastewater collection  Percentage of city’s wastewater that has received no treatment Estimated cost CapEx: € 29,610,000 OpEx: N/A Design/development costs: N/A Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 2 2 0 2 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 1 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 3 0 W4: Integrate WSUD and SuDS Strategic objective(s) SO10: Reduce flood risk in critical areas by 50% by 2040 Priority environmental challenge Related pressure PEC2) Move towards more sustainable water cycle management to reduce impacts of water scarcity (PEC4) Delivery of high quality, accessible and biodiverse (Wc1) Hydrological changes due to climate change Challenges green infrastructure (Wc4) Diffuse urban pollution (PEC5) Management of increasing urban flash flooding (Lu1) Competing land use priorities and pressures risks (Lu2) Desertification (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan: NA Connections to Amman Resilience Strategy: existing  WR18: Undertake feasibility studies to explore storm water systems and groundwater filtration strategies/action Climate Action Plan: plans  Develop areas of green infrastructure in the city to capture and slow storm water The integration of WSUD (water-sensitive urban design) and SuDS (sustainable urban drainage system) principles into land use planning and regulation is critical. WSUD and SuDS integrate the water cycle more effectively into urban Description design. GAM will put forward WSUD and SuDS principles into new land-use plans and provide a WSUD and SuDS What will be done? principles guidance document for departments revising related regulations and codes (e.g. road maintenance) to combat flooding and promote efficient and environmentally-sound water use. WSUD and SuDS allow for a city to better manage water flows, both in times of drought and flooding. As climate Rationale change worsens, issues regarding the appropriate management of water will become critically important. These Why is it being innovative design and drainage systems will help to protect infrastructure and the communities within the city. proposed? Moreover, they protect existing natural features and ecological processes and protect the water quality of surface water. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 99 Amman Green City Actoin Plan for Amman

1. Review and update green building guidelines used in Jordan, particularly portions related to efficient water management.

2. Compile a database of various WSUD and SuDS technologies and solutions that can be utilised.

3. Identify measures to be incorporated in the Jordan Building Code in coordination with national ministries, thus Steps for becoming mandatory for new projects. implementation 4. For the remaining identified measures in the database, devise an incentives programme, similar to that proposed by GAM for green buildings (Action EB4.1: Pilot municipal green building retrofit, to encourage uptake of WSUD and SuDS technologies).

5. Monitor and evaluate project performance and, where improvements are identified, implement actions accordingly. Type of action Policy Action owner Planning Directorate GAM, hydrologists, drainage engineers, urban designers/planners, national government Stakeholders stakeholders Plan for delivery Financing options Municipal budget Revenue/savings Avoided damages and increased water efficiency opportunities Timeline 20212021 State indicators:  Water exploitation index  Percentage of households at risk Impact measures  Percentage of public infrastructure at risk Pressure indicators:  Awareness and preparedness to natural disasters  % of dwellings damaged by the most intense flooding in the last 10 years Estimated cost Design/Development Costs: € 24,000 - 36,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 2 2 0 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 100 Amman Green City Actoin Plan for Amman W4.1: Pilot SuDs implementation on municipal property Strategic objective(s) SO10: Reduce flood risk in critical areas by 50% by 2040 Priority environmental challenge Related pressure PEC2) Move towards more sustainable water cycle management to reduce impacts of water scarcity (PEC4) Delivery of high quality, accessible and (Wc1) Hydrological changes due to climate change Challenges biodiverse green infrastructure (Wc4) Diffuse urban pollution (PEC5) Management of increasing urban flash flooding (Lu1) Competing land use priorities and pressures risks (Lu2) Desertification (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan: NA Connections to Amman Resilience Strategy: existing  WR18: Undertake feasibility studies to explore storm water systems and groundwater filtration strategies/action Climate Action Plan: plans  Develop areas of green infrastructure in the city to capture and slow storm water The city will incorporate Sustainable Drainage Systems (SuDS) principles into all existing and planned publicly- owned buildings to support W4 ‘’Integrate WSUD and SuDS.’’ GAM can identify suitable sites for pilot projects Description for SuDS developments as part of new municipal works and upgrades of existing publicly-owned buildings. What will be done? Hydrological changes are expected due to climate change, so the incorporation of SuDS into city planning will help to reduce the impacts of flooding and droughts and help to secure a more reliable supply of water. For the planting component of the programme, SuDS will focus on xeriscaping and drought-tolerant planting. Rationale SuDs programmes around the world have been successful in mitigating the damages related to flooding by Why is it being capturing water at source and managing it locally. SuDS can also help to collect water and store that water in proposed? times of drought, improving water security in a changing climate.

1. Create a list / map of municipality and publicly-owned properties, rank by total area and area suitable for SuDS implementations (parks, green spaces etc.).

2. Identify suitable types of SuDS solutions (green roofs, infiltration trenches, retention and detention Steps for basins, pervious sidewalks, etc.) for each location. implementation 3. Develop designs and specifications and perform environmental impact analysis.

4. Secure funds and start implementation.

5. Monitor runoff from existing properties before and after SuDS implementation to verify its impact and develop a case for securing more funding in the future for scaling up successful solutions. Type of action Capital project Action owner Planning Directorate or Engineering Directorate Stakeholders GAM, Ministry of Public Works, hydrologists, drainage engineers Financing options Municipal budget Plan for delivery Overall, implementing SuDS can improve the water efficiency of municipal buildings, Revenue/savings decreasing operation and maintenance costs over time. It also avoids or at least opportunities reduces flooding damages. Timeline 2021 – 2030 State indicators:  Water exploitation index  Percentage of households at risk  Percentage of public infrastructure at risk Impact measures Pressure indicators:  Water consumption per capita  Awareness and preparedness to natural disasters  % of dwellings damaged by the most intense flooding in the last 10 years € 9,400,000 – Estimated cost CapEx: OpEx: N/A Design/Development Costs: N/A € 13,710,000 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 101 Amman Green City Actoin Plan for Amman Social co-benefits Action will improve Improve safety Access to basic Enhance the public realm Social equity health and/or security services 1 2 2 0 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 W5: Implement nature-based solutions for Russeifa Lagoon and develop a sustainable recreation area SO10: Reduce flood risk in critical areas by 50% by 2040 Strategic objective(s) SO14: Increase the amount of quality green space in Amman Priority environmental challenge Related pressure (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure (Wc1) Hydrological changes due to climate change Challenges (PEC5) Management of increasing urban flash (Wc4) Diffuse urban pollution flooding risks (Lu1) Competing land use priorities and pressures (PEC6) Management of intensifying drought and (Lu2) Desertification overheating risks National Green Growth Action Plan Actions: NA Connections to Amman Resilience Strategy: NA existing Climate Action Plan: strategies/action plans  Develop areas of green infrastructure in the city to capture and slow storm water The city seeks to implement nature-based solutions to address Russeifa Lagoon, colloquially known as ‘Pepsi Pond.' The Russeifa Lagoon collects debris and detritus and is a well-known area of pollution. GAM intends to study the wadi flow patterns to understand where debris collects and from where it transmits, and will implement necessary nature-based solutions (e.g. restoring the wadi area with native plants to provide buffer zones). EBRD has proposed an environmental Description infrastructure project related to the urgent remediation and prevention of the ‘Pepsi Pond’ (approximately 200,000 m2). Phase What will be done? 1 involves the remediation of the lagoon, and Phase 2 involves the urban regeneration of the area, including the development of a municipal park and green spaces covering the entire area. Additionally, Phase 2 will comprise a secondary public transport depot, which GAM will be responsible for undertaking. This depot will include electric charging facilities for GAM’s electric fleet pilot. This project will link to LU11 “Improve public realm infrastructure”. Rationale Why is it being This project seeks to mitigate diffuse urban pollution and lead to improved greater public open space to residents in the area. proposed? Phase 1 (Identification and prevention)

1. Perform extensive site surveys along the Wadis on the upstream direction to identify plants/ industries/ businesses contributing by discharge to the water reaching the pond. Aerial and satellite images can be used as supplementary sources.

2. Setup a real-time stream flow gage monitoring programme to quantify discharge from the different streams.

3. Identify and stop any illegal discharges to the pond area from the neighbouring industries and households. Steps for

4. Design and construct water drainage infrastructure (e.g. micro-tunnelling) connecting the pond area to the Zarqa River, implementation from which water can flow naturally. Phase 2 (Transformation and regeneration of the site)

1. GAM is planning to move forward with Phase 2 of the project in parallel with Phase 1.The steps required will be to draft a terms of reference for Phase 2 of the project and then run a procurement process to select a desgn consultancy for the project.

2. In addition, GAM will need to work with partners to identify funding sources for the execution of the project. Type of action Capital project Action owner Design and Planning Environmental Department Plan for delivery Stakeholders GAM, Ministry of Agriculture, Ministry of the Environment, Jordan Valley Authority Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 102 Amman Green City Actoin Plan for Amman Financing options Municipal budget; Donor agency; Land Value Capture Revenue/savings Reduced damages from flooding, potential revenue from municipal park and Land Value Capture opportunities instruments (e.g. betterment levies). Reduced costs from pollution impacts. Timeline 2021 - 2025 State indicators:  Percentage of households at risk  Concentration of mercury, cadmium, mineral oil and zinc in pond water and sediment. Impact measures  Percentage of public infrastructure at risk Pressure indicators:  Awareness and preparedness to natural disasters  % of dwellings damaged by the most intense flooding in the last 10 years € 5,200,000 - Phase 1 € 5,800,000 - € 8,120,000 Estimated cost CapEx: - Phase 2 OpEx: N/A Design/Development Costs: N/A Total € 11,000,000 - € 13,320,000 Social co-benefits Action will Improve safety Enhance the public Access to basic Social equity improve health and/or security realm services 1 1 2 0 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 W6: Upgrade and expand access to water and wastewater networks Strategic objective(s) SO12: improve access to water and wastewater networks Priority environmental challenge Related pressure (PEC2) Move towards more sustainable water cycle management to reduce impacts of water (Wc1) Hydrological changes due to climate change Challenges scarcity (Wc2) Coverage of sewerage network (PEC5) Management of increasing urban flash (Wc3) Non-revenue water losses flooding risks (Lu2) Desertification (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan: Connections to  WR15: Implement a program of Performance-based Contracts to Achieve Non-revenue Water (NRW) Reduction existing Amman Resilience Strategy: NA strategies/action plans Climate Action Plan: NA The city will upgrade their water distribution network and infrastructure. GAM, potentially with the support of a multilateral development bank, will begin rehabilitating the potable water network to reduce water losses. This will incorporate smart Description technologies for rapid leak detection. GAM will also partner with other water utilities in a twinning programme to learn from What will be done? their experience in reducing water loss. The programme will be implemented over two years with site inspections and dedicated training sessions. A key objective of this action will be to reduce water losses from leaks. Rationale Non-revenue water losses are a major issue that must be addressed to improve water security and increase overall water Why is it being distribution efficiency, while reducing financial costs associated with an underperforming system. This issue is particularly proposed? important as droughts brought upon by climate change will worsen water security in and around Amman. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 103 Amman Green City Actoin Plan for Amman

1. In collaboration with the Miyahuna water company and the Ministry of Water and Irrigation, develop a database for waterline breakage complaints, analyse and then identify areas with high occurrence (or potential of occurrence) of pipe failures.

2. Obtain records from Miyahuna water company of the areas of highest difference between pumped water and billed water, i.e. regions with highest non-revenue water losses.

3. From the records obtained above, analyse the data to identify any suspicious water usage patterns (thus potentially Steps for indicating illegal connections). Perform site visits and verifications of the legitimacy of the use. implementation 4. In collaboration with the Miyahuna water company, perform water leak tests (e.g. ultrasonic) to identify pipes with leakage, then replace leaking pipes.

5. In collaboration with the Miyahuna water company, perform flow balance analysis on the pump stations, as inaccurate metering may be another cause of non-revenue water.

6. Based on the reasons and issues of non-revenue water, conduct a preliminary assessment of the technical measures to address non-revenue water and the impact on GAM/water utilities.

7. Monitor and evaluate non-revenue water loss. Type of action Capital Project Action owner Engineering Directorate Stakeholders Water Authority of Jordan, Miyahuna water company Financing options Municipal budget; international financial institutions Plan for delivery Decreased cost of maintenance on leaks and damage to the network; increased revenues from billed Revenue/savings water supply; reduced operational costs (e.g. for energy) due to larger share of processed/pumped opportunities water reaching customers. Timeline 2021 -2025 State Indicators:  Percentage of households at risk  Percentage of public infrastructure at risk Impact measures Pressure Indicators:  Share of non-revenue water  Annual average of daily number of hours of continuous water supply per household To be determined To be determined Design/Development Estimated cost CapEx: based on feasibility OpEx: based on feasibility € 930,000 Costs: study results study results Social co-benefits Action will Improve safety Enhance the public Access to basic Social equity improve health and/or security realm services 1 1 2 0 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 104 Amman Green City Actoin Plan for Amman 5.5 Comprehensive and reflective land use planning Land use planning provides the foundation upon which the patterns of urban life are laid. It dictates access to opportunities and services, how easily people can get from place to place, and contributes to the health or degradation of ecosystem services, all of which contribute to the wellbeing of the city’s residents. This includes ensuring maximising green infrastructure, which can mitigate a host of environmental challenges, support biodiversity and serve to better regulate the urban microclimate whilst providing an attractive setting for recreation. Related pressure and Strategic objectives priority environmental challenges SO14 Increase the amount of quality green space in Amman Pc2, Pc4, Pc6, Pc&, Pc8, Tr1, SO15 Develop an up-to-date land use plan to ensure equitable development across Amman Tr2, Wc1, Lu2 SO16 Improve the public realm The below strategic objectives and proposed actions aims to create a comprehensive regulatory environment that will provide clear standards and protocols for development and prioritise the inclusion of green infrastructure that enhances the public realm and helps mitigate environmental challenges. Investment actions: Action ID Action title Related SO Total costs LU1 Invest in expanding green spaces SO13, SO14, SO15 € 350,000 – € 530,000 Enabling Actions: Action ID Action title Related SO Total costs LU1.1 Develop an integrated green infrastructure strategy SO13, SO15 € 260,000 – € 400,000 LU2 Develop a servicing and implementation plan for East Amman SO15 € 80,000 – € 120,000 LU3 Finalise and implement the Amman Strategic Master Plan 2060 SO14 € 3,000,000 – € 4,000,000 LU4 Establish a centralised GIS database SO15 € 30,000 – € 50,000 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 105 Amman Green City Actoin Plan for Amman LU1: Invest in expanding green spaces Priority Action SO14: Increase the amount of quality green space in Amman Strategic objective(s) SO15: Develop an up-to-date land use plan to ensure equitable development across Amman SO16: Improve the public realm Priority environmental challenge Related pressure PEC2) Move towards more sustainable water cycle management to reduce impacts of water scarcity (PEC4) Delivery of high quality, accessible and Challenges biodiverse green infrastructure (Wc1) Hydrological changes due to climate change (PEC5) Management of increasing urban flash flooding (Lu2) Desertification risks (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan:  TR05: Implement a pedestrian green infrastructure enhancement program in local commercial areas and near public transport Amman Resilience Strategy: NA Climate Action Plan: Connections to existing  Develop areas of green infrastructure in the city to capture and slow storm water strategies/action plans  Plant drought-tolerant plants in parks and public areas, and install efficient irrigation systems. Use recycled greywater or captured rain water in all municipal green sites to reduce groundwater uptake  Plan for increased green spaces to enhance tree cover and increase the number of trees in Amman (by expansion of anti-desertification projects and green urban infrastructure also surrounding the city with a ring of tress to achieve protection from dust and wind) Through the investment of green infrastructure, the city will see both social and environmental benefits. GAM will implement the strategy developed in LU1.1 “Develop an integrated green infrastructure strategy” and work to link together over 143 parks and gardens with micro-scale green infrastructure, such as street trees Description and green roofs. These changes will attract birds, insects and other species that support a healthy and What will be done? thriving ecosystem. Additionally, GAM will work to integrate this with actions T2 “Conduct pilot project to promote active mobility” and LU3 “Finalise and implement the Amman Strategic Master Plan 2060” to ensure green infrastructure is part of a functional use of urban space and transport. GAM will ensure that plants are native and drought-tolerant. Green infrastructure (or a network of multi-functional green space and other green features) can deliver Rationale quality of life and environmental benefits for the city of Amman. Green areas set aside for sports, relaxation Why is it being and other activities, contribute to a healthy lifestyle while protecting vulnerable wildlife habitats and retaining proposed? the essential natural character of the city landscape. Boulevards, plazas, green roofs and walls make attractive settings for green space.

1. Develop a stakeholder engagement plan for the project, involving government representatives of GAM, Ministry of Environment, and Ministry of agriculture, Ministry of Health, Ministry of Transport, and Ministry of Public Works, local groups, and social and environmental NGOs. Identify local issues, challenges, risks and community needs using data audit and consultation. 2. Encourage these groups to participate in assessing the issues they face, through engagement methods such as workshops and survey questionnaires.

3. Leverage the information and data collected from action LU1.1, where experts in the relevant sectors, e.g. biodiversity and hydrology, have already been engaged. In addition, identify GAM policies and existing plans that overlap with the strategy.

4. Link in with the fund for green spaces (LU7 “Regenerate derelict or vacant land”) and identify additional Steps for financing opportunities. implementation 5. Record green assets and identify ownership, primary uses and potential viability, using geographic information systems (GIS) where appropriate, to deliver multifunctional benefits.

6. Assess the possibility of transformation of non-agricultural urban/peri-urban land into agricultural land to fit with existing land use classification and consider land acquisition by the municipality.

7. Assess, incentivise and enforce roof top use for green usage.

8. Develop a green infrastructure plan based on the information collected in the previous steps and set goals and targets to be achieved. An action plan including timelines, responsibilities, options, as well as reporting mechanisms, should be produced. This plan should work with the community engagement from the strategy (LU1.1).

9. Implement and monitor the plan according to set timeline.

10. Collate lessons learnt and identify solutions for further scaling-up. Type of action Capital project Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 106 Amman Green City Actoin Plan for Amman Action owner Public Facilities and Gardens Directorate Environment and energy conservation NGOs, Ministries of Environment, Agriculture, Stakeholders Transportation, and Public works Plan for delivery Financing options Municipal budget, private CSR, household investments Revenue/savings There is potential for GAM to generate revenue from user fees in parks; for example, opportunities through permitting for events etc. Timeline 20212030 State Indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure Indicators:  Percentage of urban development on existing urban land rather than greenfield land € 350,000 – Design/Development Estimated cost CapEx: OpEx: N/A N/A € 530,000 Costs: Social co-benefits Action will Improve safety Enhance the public Access to basic Social equity improve health and/or security realm services 1 2 2 1 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 2 2 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 CO2 Savings 165 tCO2 LU1.1: Develop an integrated green infrastructure strategy Strategic SO14: Increase the amount of quality green space in Amman objective(s) SO16: Improve the public realm Priority environmental challenge Related pressure Challenges (Lu1) Competing land use priorities and pressures (PEC4) Delivery of high quality, accessible and (Lu2) Desertification biodiverse green infrastructure (Tr2) Poor pedestrian infrastructure National Green Growth Action Plan Actions: Connections to  TR05: Implement a pedestrian green infrastructure enhancement program in local commercial areas and existing near public transport strategies/action Amman Resilience Strategy: NA plans Climate Action Plan: NA The development of a green infrastructure strategy will help to create links to connect all existing networks of green spaces. GAM will develop a strategy to connect all existing networks of green space that promotes Description accessibility, inclusivity, pedestrian safety, and social interaction. GAM will also work to identify new areas of What will be done? network corridors required. Other areas, mostly in East Amman (see LU2 ‘’Develop a servicing and implementation plan for East Amman’’), should be identified, shortlisted, and integrated in this strategy. These will need to be adapted as necessary to local land use classifications. Rationale The provision of green space is critical to the overall liveability of a city. Green space connectivity supports Why is it being healthier populations of wildlife and allows for greater pedestrian connectivity, walkability, and healthy lifestyles proposed? (and overall enjoyment of the urban space).

1. Identify and engage stakeholders and collaborative groups. These should include government representatives of GAM, Ministry of Environment, and Ministry of Agriculture, Ministry of Health, Ministry of Steps for Transport, and Ministry of Public Works, local/community groups and social and environmental NGOs. implementation

2. Encourage these groups to participate in assessing the issues they face and opportunities through workshops, media, or other useful methodologies. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 107 Amman Green City Actoin Plan for Amman

3. Engage experts in the early stages. These should cover areas of concern such biodiversity, hydrology, design and landscape architects, transportation among others. They will assist in redesign of existing garden and green areas in Amman. Other areas, mostly in East Amman, should be identified, shortlisted, and integrated in this strategy. These will need to be adapted as necessary to local land use classifications.

4. Outline relevant GAM policies and existing plans.

5. Identify existing status and features of the GAM area and how it could be improved.

6. Assess the possibility of transformation of non-agricultural land into agricultural land to fit with existing land use classification.

7. Assess potential for roof top use for green spaces.

8. Develop a green infrastructure strategy, by including setting goals and targets to be achieved.

9. Produce a strategy with a built-in action plan, including timeline, responsibilities, options, as well as reporting mechanisms. Type of action Plan/Strategy Action owner Planning Directorate Stakeholders Ministries of Agriculture and Environment; green NGOs. Financing options Municipal budget Plan for delivery No direct revenue is anticipated. However, Green infrastructure improves the social and Revenue/savings economic value of nearby space. GAM can use this strategy to promote sales for events opportunities in municipal parks and in other municipal green space, while ensuring that the spaces themselves remain freely accessible. Timeline 2021 - 2023 State Indicators:  Number of contaminated sites  Green space ratio  Abundance of bird and other species Pressure Indicators: Impact measures  Percentage of urban development on existing urban land rather than greenfield land  Population density on urban land  Average commuting distance  Average commuting time  % of population living within 20 minutes of basic services Estimated cost Design/Development Costs: € 260,000 – € 400,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social health and/or security realm services equity 2 1 2 0 1 Estimated co- Economic co-benefits benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 LU2: Develop a servicing and implementation plan for East Amman Strategic SO14: Improve the public realm objective(s) Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution through (Wc1) Hydrological changes due to climate change Challenges better management of urban transport and energy systems (Lu1) Competing land use priorities and pressures (PEC3) Improve waste-related environmental quality (e.g. (Tr1) Lack of public transport infrastructure soil, water, biodiversity impacts) by decreasing waste (Tr2) Poor pedestrian infrastructure generation and optimising resource management practices. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 108 Amman Green City Actoin Plan for Amman (PEC4) Delivery of high quality, accessible and biodiverse green infrastructure (PEC5) Management of increasing urban flash flooding risks Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: strategies/action  1C2. Develop a strategic development plan for East Amman plans Climate Action Plan: NA East Amman is historically underserved with regard to critical infrastructure and economic opportunity in comparison to West Amman. Therefore, GAM is interested in developing a servicing and implementation plan to attract public and private sector investment to provide services and opportunities to residents of East Amman. This plan will map Description areas of social vulnerability and lack of service provision. It will then develop a clear and holistic strategy to identify What will be areas of key social and physical infrastructure to improve connections within East Amman and to the wider urban done? area. This will include neighbourhood-level planning to identify potential areas or sectors for private and public sector investment. The implementation component will identify costs and potential financing, alongside indicative timelines for the delivery of the plan. East Amman has significant potential for development to improve the quality of the services presently available to its Rationale residents, who typically have lower economic means compared to West Amman. By developing East Amman, Why is it being pressure on West Amman, which is becoming saturated, can be reduced and socioeconomic and environmental proposed? benefits can be provided to East Amman residents and businesses.

1. Assess service capabilities, needs, and requirements in East Amman (gap analysis).

2. Review the existing infrastructure and land use classification in East Amman.

3. Review points of interest, attractions, and services existing in West Amman which can be replicated in East Amman. Consider these as possible options for implementation in East Amman.

4. Conduct and encourage stakeholder engagement and local participation.

5. Select areas for potential green improvement. Select leadership and project champions and state the green Steps for benefits of such areas. implementation

6. Review the financial requirements to deliver services. Local groups and individuals should be encouraged to co- invest in their areas.

7. Consult residents and other stakeholders in East Amman and encourage local initiatives. Review service offerings and stakeholders’ segmentation.

8. Prepare an implementation plan and timeline.

9. Allocate budget to include incentives for locals and investors. Type of action Plan/Strategy Action owner Supply Chain Management and Investment Directorate; Planning Directorate Environment and energy conservation NGOs, Ministries of Environment, Stakeholders Agriculture, Transportation, and Public Works; locals of East Amman; Chambers of industry and commerce. Financing options Municipal budget; international financial institutions; private investments Plan for delivery The aim of this action is to bring investment and services into East Amman. This will in turn generate municipal revenue through increased user fees of its Revenue/savings opportunities services, alongside the broader benefits of improving economic activity contributing to tax revenues. Timeline 20212022 State indicators:  N/A Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Impact measures  Population density on urban land  Average commuting distance  Average commuting time  % of population living within 20 minutes of basic services Estimated cost Design/Development Costs: € 80,000 – € 120,000 Social co-benefits Action will improve Improve safety Enhance the public Social Estimated co- Access to basic services health and/or security realm equity benefits 1 2 2 2 2 Economic co-benefits Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 109 Amman Green City Actoin Plan for Amman Revenue generating activities Promotes economic inclusion Avoided damages 2 2 2 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 0 LU3: Finalise and implement the Amman Strategic Master Plan 2060 Strategic objective(s) SO15: Develop an up-to-date land use plan to ensure equitable development across Amman Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution through better management of urban transport and energy systems (Wc1) Hydrological changes due to climate change Challenges (PEC4) Delivery of high quality, accessible and (Wc4) Diffuse urban pollution biodiverse green infrastructure (Lu1) Competing land use priorities and pressures (PEC5) Management of increasing urban flash flooding (Tr1) Lack of public transport infrastructure risks (Tr2) Poor pedestrian infrastructure (PEC6) Management of intensifying drought and overheating risks Connections to National Green Growth Action Plan: NA existing Amman Resilience Strategy: strategies/action  1C1. Finalize and implement Amman Strategic Master Plan 2060 plans Climate Action Plan: NA The city seeks to finalise and implement the Amman Strategic Master Plan 2060 proposed in the 2016 Amman Resilience Strategy. Amman’s most recent masterplan was developed in 2008 and population growth alongside Description changes in municipal boundaries in the ensuing years meant this masterplan is now out-of-date. The Amman What will be done? Strategic Master Plan 2060 will take into account future population and climate projections, prioritising functional, low-carbon and resilient urban development. Moreover, it will incorporate international best practice and evidence-based solutions to Amman’s unique urban planning context. Strategic planning, or a comprehensive strategic master plan, is critical to sustainable and holistic growth. It will Rationale provide a critically needed medium-to-long-term guidance for spatial development and investment planning for Why is it being both public and private sector. It can also contribute to improved policy and planning coordination between proposed? different departments.

1. Review relevant existing plans in GAM.

2. Assess mobility, transport, and walkability around Amman.

3. Review existing street plans.

4. Prepare priority lists of crowded areas. Steps for 5. Assess and review existing land use classification. The possibility of change should be explored based on implementation green infrastructure strategies and plans (T3, LU1, LU1.1).

6. Provide stability and sustainable land use classifications.

7. Explore and provide new directions of the master plan into east and southeast Amman.

8. Promote application and incentivise implementation of green building codes (EB4).

9. Incorporate the above into the Amman Strategic Master Plan 2060 and finalise and implement the plan. Type of action Policy Action owner Planning Directorate Ministries of Environment, Agriculture, Transport, Public works, Green Stakeholders NGOs, Jordan Engineers Association, and National Building Council. Plan for delivery Financing options Municipal budget Strategic guidance can support more targeted and effective investments Revenue/savings opportunities leading to better land use and related economic benefits. Timeline 20212022 State indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure indicators: Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 110 Amman Green City Actoin Plan for Amman  Percentage of urban development on existing urban land rather than greenfield land Design/Development Estimated cost € 3,000,000– € 4,000,000 Costs: Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 1 1 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 1 2 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 1 2 LU4. Establish a centralised GIS database Strategic objective(s) SO15: Develop an up-to-date land use plan to ensure equitable development across Amman Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution through better management of urban transport and (Lu1) Competing land use priorities and pressures energy systems (Tr1) Lack of public transport infrastructure (PEC4) Delivery of high quality, accessible and (Tr2) Poor pedestrian infrastructure Challenges biodiverse green infrastructure (Wc1) Hydrological changes due to climate change (PEC5) Management of increasing urban flash (Wc2) Coverage of sewerage network flooding risks (Wc3) Non-revenue water losses (PEC6) Management of intensifying drought and (Wc4) Diffuse urban pollution overheating risks National Green Growth Action Plan Actions: NA Connections to Amman Resilience Strategy: existing  1D2 Establish a centralized GIS database strategies/action plans Climate Action Plan: NA The city is interested in establishing a centralised GIS database which will capture and hold baseline data on Description the land use within the city. The current GIS department will receive funding to conduct site surveys to build What will be done? out this database, and capacity-building training will occur whereby departments update and share their data to be incorporated into the GIS database. The establishment of a centralised GIS database will help to ensure that planning for the city is strategic and Rationale well-informed. As the city grows, it will need to hold and maintain data on the spaces/habitats that should be Why is it being protected and the areas where further growth is well suited. Such GIS database also contributes to the proposed? operation and maintenance of various infrastructure systems and municipal service networks, which can improve performance and reduce resource waste.

1. Consult and cooperate with stakeholders (GIS data providers such the Jordan Geographic Centre and Ministries) to provide existing GIS data and maps.

2. Conduct a gap analysis of missing data and maps. Steps for

3. GIS department will conduct surveys to build out this database. implementation

4. Update the GIS database and produce comprehensive maps for GAM.

5. Implement bi-annual capacity-building trainings for relevant departmental staff to encourage data sharing to continuously update GIS database. Type of action Plan/Strategy Action owner Directorate of Planning (GAM) Jordan Geographic Centre; Ministry of Environment; Ministry of Agriculture. Ministry of Plan for delivery Stakeholders Transport. Financing options Municipal budget Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 111 Amman Green City Actoin Plan for Amman The data provided by the GIS database will improve the efficiency of multiple municipal Revenue/savings services and departments and support decision making, potentially decreasing opportunities municipal costs in the long-term. Timeline 20212022 State indicators:  Green space ratio Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Impact measures  Population density on urban land  Average commuting distance  Average commuting time  % of population living within 20 minutes of basic services € 30,000 – Estimated cost CapEx: N/A OpEx: Design/Development Costs: N/A € 50,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 0 1 1 1 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 2 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 112 Amman Green City Actoin Plan for Amman 5.6 Responsive and forward-looking climate adaptation practices Climate change is a cross-cutting challenge that is already being felt and will continue to impact cities. In Amman, climate change will have particular bearing on the water cycle and the urban heat island effect. Therefore, it is imperative to integrate climate-conscious projects and protocols into Amman’s institutions and systems. Acting early is particularly important as Amman’s continued development provides a window of opportunity to avoid becoming locked-in to maladaptive practices. The national and municipal governments have been undertaking multiple projects to address climate risk in Amman. Building on this, GAM has emphasised the need to institutionalise responsive and forward-looking climate adaptation practices. As such, the below strategic objectives and actions have been selected, as they seek to develop overarching strategies to raise awareness and identify clear adaptation measures to address the key challenges identified. Related pressure and priority Strategic objectives environmental challenges SO17 Institutionalise climate resilience into all aspects of municipal operations and policies Mitigate or maintain the urban heat island effect and carbon emissions in Amman through Pc4, Pc5, Pc7, Pc8, Lu1, Lu2, Wc1, SO18 blue and green infrastructure Wc4, Es1 SO19 Improve public awareness of climate change Investment actions: Action ID Action title Related SO Total costs € 5,300,000 – CA1 Develop green and/or shaded parking infrastructure SO17 € 8,000,000 Enabling actions: Action ID Action title Related SO Total costs € 100,000 – CA2 Implement a Climate Change Community Engagement Plan SO18 € 120,000 € 27,000 – CA3 Develop and deliver a Flood Resilience Strategy SO10, SO16, SO18 € 44,500 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 113 Amman Green City Actoin Plan for Amman CA1: Develop green and/or shaded parking infrastructure Priority Action Strategic objective(s) SO18: Mitigate the urban heat island effect in Amman through blue and green infrastructure Priority environmental challenge Related pressure (PEC4) Delivery of high quality, accessible and Challenges (Lu1) Competing land use priorities and pressures biodiverse green infrastructure (Lu2) Desertification (PEC5) Management of increasing urban flash flooding (Es1) Fossil-fuel dominated energy supply risks Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: NA plans GAM will implement strategies to cool existing parking lots. Much of municipal property constitutes parking lots, which contribute to urban heat island effects. Additionally, parking lots account for significant unused space when they are flat and open (as opposed to underground or in a parking garage structure). Measures will be Description determined by GAM upon project scoping; however, ‘green’ parking will include the installation of shading What will be done? devices, with structures such as retractable canopies or the integration of permeable asphalt. Additionally, solar panels will be installed as a means of shading. This work will support climate adaptation and mitigation plans, depending on the type of green infrastructure installed. For any planting, GAM will ensure that species are drought-tolerant and focus on xeriscaping. Rationale Parking spaces are often considered to be a waste of valuable urban space, and implementing green parking Why is it being will help to lessen the negative impact of those spaces, while positively contributing to climate adaptation efforts proposed? in the city.

1. Conduct feasibility study to identify suitable locations for implementation.

2. Identify preferred methods of green infrastructure. Steps for 3. Set out financing and appropriate team structure. implementation 4. Establish key milestones.

5. Install the green infrastructure.

6. Monitor its performance and further scale up effective solutions to additional parking infrastructure. Type of action Capital project Action owner Road Directorate Stakeholders GAM; suppliers; developers Financing options Municipal budget; Plan for delivery Reducing the effects of urban heat island directly around municipal buildings can Revenue/savings reduce the costs of air-conditioning. Green infrastructure in parking lots can also reduce opportunities flooding damages and associated costs. Timeline 2021 - 2022 State indicators:  Concentration of mercury, cadmium, mineral oil and zinc in soil  Open green space per m2/capita Impact measures  Abundance of bird and other species Pressure indicators:  Average peak temperature of selected sites CapEx: € 5,300,000 – Estimated cost OpEx: N/A Design/development costs: N/A € 8,000,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services Estimated co-benefits 1 1 2 0 0 Economic co-benefits Revenue generating activities Promotes economic inclusion Avoided damages Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 114 Amman Green City Actoin Plan for Amman 1 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 0 0 CA2: Implement a Climate Change Community Engagement Plan Strategic objective(s) SO19: Improve public awareness of climate change Priority environmental challenge Related pressure (Lu1) Competing land use priorities and (PEC5) Management of increasing urban flash flooding pressures Challenges risks (Lu2) Desertification (PEC6) Management of intensifying drought and (Es1) Fossil-fuel dominated energy supply overheating risks (Wc1) Hydrological changes due to climate change Connections to National Green Growth Action Plan Actions: existing  TM05: Develop a roadmap for crisis, disasters and climate change management in the tourism sector strategies/action Amman Resilience Strategy: NA plans Climate Action Plan: NA The city intends to implement a Climate Change Community Engagement Plan. GAM will develop and disseminate this plan to ensure Amanis understand their city’s climate risks and opportunities. This will include Description additional information and early warning to residents about extreme climate events. This work will be provided What will be done? on a recurring basis (potentially one publicised document and social media-shared posts each month) with the best available information and tools regarding adaptation strategies. It is critical that Amani citizens are more engaged in the work undertaken within their communities to mitigate Rationale and adapt to climate change. With greater engagement, citizens are likely to respond better to the changes Why is it being being undertaken within their city and be more supportive of green infrastructure, nature-based solutions and proposed? renewable energy projects. This stakeholder buy-in is critical to the success of work linked to multiple other actions presented in this GCAP.

1. Assign team roles and responsibilities.

2. Develop engagement plan based on best practice and based on the specific audience.

3. Set out a timeline for engagement. Steps for

4. Train relevant local organisations on engagement. implementation

5. Undertaken engagement as outlined in the plan.

6. Conduct regular engagement and feedback rounds, e.g. surveys, to identify where the engagement could be improved. Type of action Capacity-building Action owner Social Media Department Stakeholders Local organisations Financing options Municipal budget Enacting a Climate Change Community Engagement Plan can ultimately decrease Plan for delivery damages incurred by climate events on livelihoods and assets as Amanis become more Revenue/savings aware of potential impacts and effective mitigation measures. Similarly, this may opportunities translate to reduced needs for the Municipality to provide recovery funds following disasters. Timeline 2021 - 2021 State indicators:  Estimated economic damage from natural disasters  Percentage of public infrastructure at risk Impact measures  Percentage of households at risk Pressure indicators:  Social Vulnerability Index of local communities Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 115 Amman Green City Actoin Plan for Amman OpEx: € 100,000 – Estimated cost CapEx: N/A Design/development costs: N/A € 120,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 0 1 2 0 1 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 0 0 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 0 CA3: Develop and deliver a Flood Resilience Strategy SO10: Reduce flood risk in critical areas by 50% by 2040 Strategic objective(s) SO17: Institutionalise climate resilience into all aspects of municipal operations and policies SO19: Improve public awareness of climate change Priority environmental challenge Related pressure Challenges (PEC5) Management of increasing urban flash flooding (Lu1) Competing land use priorities and pressures risks (Wc1) Hydrological changes due to climate change Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: strategies/action  1C4. Develop a stormwater drainage masterplan plans Climate Action Plan: NA GAM will develop a Flood Resilience Strategy that supports the development of a coordinated city approach to risk intelligence, community resilience, land use planning, building controls, environmental management and disaster management across GAM. This will include conducting a flood risk analysis of Amman and implement Description a planning policy that mitigates flood risk (e.g. restricting development of high-risk flood areas or introducing What will be done? flood-mitigating requirements like floodgate installation). This strategy will link to W1 “Develop water conveyance and/or storage to reduce flood risk” which seeks to develop a flood conveyance and storage system to mitigate flood risk in Amman’s hardest hit areas. Rationale The development and implementation of a Flood Resilience Strategy should help the city of Amman to adapt to Why is it being climate change. Implementing this kind of strategy will eventually help to lessen the impacts of flooding as well proposed? as the costs of damages caused by flooding events.

1. Assign project manager and budget.

2. Conduct a procurement exercise to identify and award contract to external parties to develop the strategy. Steps for

3. Identify key stakeholders and those who have the data required to support the strategy development. implementation

4. Work with key stakeholders to secure financing and implement measures identified in the Flood Resilience Strategy Type of action Plan/Strategy Action owner Planning Directorate; Roads Directorate Stakeholders Ministry of Climate Change; GIS Directorate Financing options Municipal budget Implementing a Flood Resilience Strategy can increase the adaptive capacity of Plan for delivery residents, lessening the burden on emergency services during flood periods and Revenue/savings decreasing damages as planning regulations consider flood risk mitigation. The opportunities strategy can also support more targeted measures, thus increasing public investment effectiveness. Timeline 2021 - 2022 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 116 Amman Green City Actoin Plan for Amman State indicators:  Estimated economic damage from natural disasters  Percentage of public infrastructure at risk  Percentage of households at risk Impact measures Pressure indicators:  Awareness and preparedness to natural disasters  Annual number of stormwater or sewerage overflows per 100 km of network length  Percentage of dwellings damaged by the most intense flooding in the last 10 years Design/development costs: Estimated cost CapEx: N/A OpEx: N/A € 400,000 – € 600,000 Social co-benefits Action will improve Improve safety Enhance the public Access to basic Social equity health and/or security realm services 1 1 0 0 2 Economic co-benefits Estimated co-benefits Revenue generating activities Promotes economic inclusion Avoided damages 0 0 1 Institutional co-benefits Improve institutional capacity or efficiency Enhances legislative environment 2 0 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 117 Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 118 Amman Green City Actoin Plan for Amman

6. Monitoring our Progress and Impact This chapter outlines the key roles and responsibilities that have been put in place to implement the GCAP and track its progress (delivery and impact). These key roles include the Green City Coordinator, the GCAP Coordination Board and Green Champions. These roles will maintain accountability for the progress of the GCAP over the timelines set out in this document. A transparent process has been established for monitoring, evaluating and reporting on the implementation of the GCAP. Supported by two excel-based tools, the aims of this approach are to:  Track implementation progress of GCAP actions through a Project Management Plan (PMP);  Identify whether each implemented action is having the desired results and impacts, linking back to state and pressure indicators through the Impact Monitoring Plan (IMP);  Facilitate learning about what is and what is not working, both in terms of the actions and the management and delivery structures in place within GAM; and  Determine what adjustments need to be made during the GCAP implementation to maximise the potential positive impacts. The results of GCAP monitoring can be complementary to other planning agendas and activities in GAM. Therefore, the Green City Coordinator will aim to align the monitoring and evaluation process with other city processes. Aligning the GCAP monitoring with other planned activities within GAM will help to streamline data collection with other stakeholder engagement initiatives, reducing duplication and improving efficiency. Table 0.1. GCAP Monitoring and Evaluation Roles Role Role Details Green City The Green City Coordinator will be identified upon finalisation of the GCAP and will sit within Coordinator the Amman Resilience Department of GAM. This role will coordinate the monitoring and reporting of the GCAP across departments, ensuring that the PMP and IMP are updated accordingly. Departmental Green Each municipal department that has taken responsibility for the GCAP actions included in Champion this document will appoint one Departmental Green Champion (DGC). The DGCs will be responsible for monitoring and reporting on the indicators linked to their respective actions. This information will be provided every quarter to the Green City Coordinator. GCAP Cooridination The Coordination Board will be responsible for implementing and monitoring actions as well Board as decision making during the implementation period. This will include updating and amending the GCAP actions throughout the implementation phase based on the results of the monitoring feedback. The composition of the Coordination Board will be confirmed before the GCAP implementation and could include a range of stakeholders, including members from the Steering Committee, Technical Committee, Green Champions and the Green City Cooridnator. Source: AECOM, 2020. 6.1 Monitoring Progress Monitoring will be conducted on a bi-annual basis to allow changes and adjustments to occur before the next phase of an action begins. Evaluation will occur on an annual basis, to allow more substantial interventions to take place if an action is not progressing as intended. GAM will develop a Green City Coordination Board that will be responsible for implementing and monitoring actions. Feedback on actions will occur at the annual Action Meeting. In addition, bi-annual updates will be provided to the GCAP Coordination Board, who will be responsible for updating and amending the GCAP actions throughout the implementation phase based on the results of the monitoring feedback. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 119 Amman Green City Actoin Plan for Amman 6.2 Project Management Plan The Project Management Plan (PMP) sets out all the GCAP actions broken down by strategic objective and target, including the body responsible for implementation and key milestones. The PMP also provides the sequence of action milestones over the life of the action. Table 0.2. Excerpt of the PMP Strategic PEC Action Actions Type of action Action Owner 2021 2022 2023 2024 2025 2026 Objective Energy and Buildings Invest in large GAM in EB1 SO1 PEC1 grid-scale Capital project partnership with solar projects JEPCo Integrate LED systems into EB2 SO1, SO2 PEC1 Capital project GAM municipal street lighting Finance smart meters JEPCo with and batteries support and EB3 SO1 PEC1 Capital project to promote facilitation from grid GAM stabilisation Increase awareness of PEC2, EB4 SO2 green Plan/Strategy GAM PEC6 building design Pilot municipal PEC2, EB4.1 SO2 green Capital project GAM PEC7 building retrofit Ministry of Establish Education / EB4.2 SO2 PEC2 green school Capital project Ministry of buildings Public Works Develop Directorate of EB5 SO2 PEC1 solar- Capital project Public powered bus Transportation stands Expand the Environmental existing EB6 SO1 PEC3 Capital project and Solid Waste Landfill Gas Directorate Recovery (LFG) System Source: AECOM, 2020. The Green City Coordinator will ultimately be responsible for overseeing the PMP, while the Departmental Green Champions will be responsible for updating the PMP for their respective actions, feeding this back to the Green City Coordinator, who in turn will report back to the Green City Cooridnation Board on a bi-annual basis. The results of the monitoring will inform the planning of subsequent stages of each action as well as any required amendments to timeframes, resources and budget. 6.3 Impact Monitoring Plan It is also critical to measure the extent to which GCAP actions are having the desired impact, along with any possible unintended consequences.The IMP is based on the Indicator Database used to inform the Technical Assessment and establishes a quantitative baseline for the state of environmental assets, as well as sectors that exert pressure on Amman’s environment. The IMP sets out the baseline condition for each indicator against which an annual evaluation will be Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 120 Amman Green City Actoin Plan for Amman undertaken. This will enable the consistent assessment of the impact the various actions will have on the environmental state, and sectoral pressures, over the short to medium-term. The aim is to identify whether each implemented action is having the desired results and impacts, and if not, identify what interventions may be required to adjust or adapt the action. Table 0.3. Excerpt of the IMP Figure (In Figure (1 Colour Indicator year after Colour Indicator Code Indicators code Database of Units Data Source / Contact Detail T1 T2 T3 T4 T4.1 GCAP code GCAP) finalisation) State Indicators Air quality https://apps.who.int/iris/bitstream/ha RED 50 ndle/10665/246132/WHO-FWC- 1 Average annual concentration of PM2.5 PHE-EPE-15.22- 1.1 Average annual concentration of PM10 (average) RED 74 Average annual concentration of PM10 - King YELLOW 49 1.1.1 Hussein Park 1.1.2 Average annual concentrationof PM10 - GAM RED 70.6 1.1.3 Average annual concentrationof PM10 - Tabarbour RED 190 Average annual concentrationof PM10 - Marka - µg/m3 RED 98 http://moenv.gov.jo/AR/PDFs/ 1.1.4 Mahata %D9%85%D9%84%.pdf Average annual concentrationof PM10 - Jus St RED 70 1.1.5 Sweileh Average annaul concentration of PM10 - KAC Sahab RED 71 1.1.6 Average annaul concentration of PM10 - Al Yarmouk RED 83 1.1.7 Park - Wadi Rimam 1.2 Average daily concentration of SO2 (average) YELLOW 25 Source: AECOM, 2020. In addition to the PMP, the Green City Coordinator will also be responsible for overseeing the IMP, while each Departmental Green Champion will be responsible for monitoring the set of indicators that are linked to that department’s actions (see sub-section 6.5 for information on improving baseline data). The Departmental Green Champions will update the IMP for their respective indicators on an annual basis and feed this back to the Green City Coordinator. As many actions will be impacting indicators across the objectives of several departments, Departmental Green Champions across all departments will need to work collaboratively to monitor annual impacts. Subsequently, the Green City Coordinator will provide an update to the Green City Coordination Board. This feedback can be provided through the annual Action Meeting, for review. 6.4 Sharing lessons learned The Green City Coordinator will provide concise bi-annual updates to the Green City Coordination Board on the PMP and annual updates on the IMP. A more detailed Annual Progress Report will be produced and presented following the annual Action Meeting, including a summary of:  Action implementation status and any issues encountered;  Recommendations for revisions to any GCAP actions;  Change in a ‘dashboard’ of key state and pressure indicators;  Potential new GCAP actions for consideration; and  A public fact sheet on implementation progress will also be published on the GAM website. Press releases and case studies may also be produced to highlight specific success stories. 6.5 Improving baseline data Successful monitoring and evaluation processes are grounded in good quality data. While completing the Indicators Database several limitations were encountered, including:  Data for certain indicators was not available. Notable gaps include the number of contaminated sites, resilience of transport systems, consumption of heating and cooling energy in residential and non-residential buildings, and percentage of public infrastructure and households at risk to natural hazards. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 121 Amman Green City Actoin Plan for Amman  In some instances, data was derived by combining multiple sources, so it could be expressed in the prescribed units. This may limit the accuracy of the data and it will make it difficult to collate and monitor future data.  Yearly average metrics do not capture seasonal variation that is important for indicators which are sensitive to seasonal changes, such as tourism season or weather, including energy consumption, road congestion, and waste generation.  In some instances, the indicators requested by the PSR framework may not be the ideal measures of performance in Amman. Where feasible, alternative metrics have been sourced to supplement the metrics required by the PSR Framework. GAM can address these limitations in the following ways:  Using the existing Indicator Database as a starting point, the Green City Coordinator and Departmental Green Champions will map out data sources. This will include addressing the gaps noted above and any others that the Green City Coordinator and Departmental Green Champions think are critical to ensure effective monitoring and evaluation.  The Green City Coordinator and Departmental Green Champions will establish clear lines of communication around data collection and the data owners. This includes creating clear data collection schedules. Additionally, they will work with the data owners to identify ways in which the data gaps can be addressed.  As part of the monitoring and evaluation process, the Green City Coordinator and Departmental Green Champions will iterate on the IMP, identifying additional indicators that are relevant to better assess the impact of the respective actions. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 122 Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 123 Amman Green City Actoin Plan for Amman Appendix A Baseline Conditions in Amman This Appendix summarises the social, economic, environmental and governance context for Amman which provide the guiding baseline for the development and implementation of the GCAP. It is based on available data, interviews and validation of the key findings with stakeholders and was developed between December 2018 and June 2019, therefore the analysis is only applicable to that date. New data provided after that date has been factored into the GCAP but have not been further updated here. This is a synopsis of a more detailed analysis undertaken in the Political Framework Report and Technical Assessment Report, which helped to identify and inform the Green City Actions described in Chapter 5. A.1 Social, economic and institutional context Amman occupies a strategic social and economic position within Jordan and the broader region. Amman comprises 43% of Jordan’s population, making it an economic hub. As a result, Amman’s population has grown dramatically in the past decades, with its population doubling in the last ten years alone This growth is largely due to economic migration and the influx of refugees resulting from conflicts in neighbouring countries. At present, almost one third of the Kingdom’s population (2.9 million) are non-Jordanians, including 670,238 registered Syrian refugees, of which 17,440 are within the Amman Governorate19 although estimates indicate the actual number of Syrian refugees is much higher. Jordan is a middle-income country with an estimated GDP of USD 5,029 per capita. Amman’s unemployment rate is the lowest in Jordan, and the economic opportunities afforded to residents has driven much of the economic migration in the past decade. The key economic sectors in Jordan are agriculture, mining, services, tourism and industry. The city of Amman has extensive road networks, with many of the country’s highways converging on the capital. As of 2017, Amman’s roads consisted of approximately 277km of highways, 271km of secondary roads, and 564 km of rural roads. Railway transportation in Jordan is managed by the Hijazi Railway and the Aqaba Railway Corporation. There are approximately 452km of rail lines in Jordan. The railway is not currently an effective mode of transport, but Jordan is aiming to expand its railway system in order to integrate with regional railway networks. With regards to energy, around 96% of the country’s energy demand is met through oil and gas imported from neighbouring counties. The electrical system in Jordan includes generating plants, main substations and transmission networks of high voltage 132 and 400 ky that connect these stations with the load centres in various regions of Jordan, in addition to the electrical interconnection lines 400 connected with Egypt and Syria. The service sector in Jordan accounts for approximately 70% of the GDP. However, the construction industry is an increasingly large contributor to economic productivity due to an increased demand for housing and offices by foreign enterprises. The mining sector is an essential component of the Jordanian economy with 32 of Jordan’s 94 mining and quarry facilities being registered or based in Amman. Most industries in Amman are in designated zones, but small industries and craft shops are allowed in residential areas. Tourism is another key industry. Following the onset of the ‘Arab Spring,’ there was a marked downturn in tourism to the region. However, Jordan’s continued political and economic stability led to a slow increase of international visitors, especially from East Asia. During 2017, the Jordan Tourism Board supported plans for stimulating charter and low-cost flights, including supporting tickets prices and subsidising visas through the Jordan Pass. A.2 State of and key pressures on environmental conditions in Amman This section describes the baseline conditions of key environmental indicators in Amman. The indicators were developed by the EBRD in partnership with ICLEI and the assessment is based on the EBRD’s Pressure-State-Response Framework. The State and Pressure indicators were collected from relevant authorities within national and municipal governments. 19 UNHCR. 2019. ‘Total Persons of Concern.’ Available from: https://data2.unhcr.org/en/situations/syria/location/36 [Accessed 19 January 2019]. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 124 Amman Green City Actoin Plan for Amman State and Pressure indicators throughout the following sections will be presented with their ‘latest value,’ which represents the most recently available data. This data is colour-coded according to ‘traffic light screening’ to reflect high (green), medium (yellow), or low (red) performance compared to pre-defined benchmarks outlined in the GCAP methodology. These pre- defined benchmarks use international standards, EU directives and national laws where applicable (EBRD, 2017). The data collection process began with desk-based research to gain a broad understanding of the baseline situation and gather as much indicator data as possible from available secondary sources. Subsequently and as part of the Political Framework, relevant stakeholders were identified who would likely have access to necessary datasets that were not publicly available. Formal letters requesting data were sent to the identified stakeholders on 01.04.2019 and 21.04.2019. Table A.1. presents a timeline of when data was received from the contacted stakeholders. A. 1. Timeline of data collection # Date Entity 1 10.02.2018 WAJ 2 27.02.2019 Miyahuna 3 12.03.2019 GAM – Nisreen Dauod 4 27.03.2019 GAM - Transportation Department 5 28.03.2019 GAM - Urban Development Department 6 04.04.2019 NEPCO, MoEnv and EMRC 7 07.04.2019 Miyahuna, RSCN, MoT, (JEPCO - closed) 8 08.04.2019 JEPCO 9 09.04.2019 MEMR and EMRC 10 14.04.2019 GAM - progress meeting 11 15.04.2019 GAM - transportation department and environmental department representative 12 17.04.2019 GAM - buildings and renewable energy department 13 18.04.2019 GAM - GIS and urban planning development 14 23.04.2019 GAM - JEPCO, WAJ AND MWI 15 25.04.2019 DVLD and GAM - GIS department 16 30.04.2019 Progress Meeting – JEPCO 17 14.05.2019 Meeting with JEPCO Source: AECOM, 2020. Air Quality Table A.2. Air quality - available indicator data Available data Indicator (in µg/m3) Latest value Average annual concentration of PM2.5 50 Average annual concentration of PM10 74.32 (average) Average annual concentration of SO2 24.75 (average) Average daily concentration of NOX 35.63 (average) Source: AECOM, 2020. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 125 Amman Green City Actoin Plan for Amman In 2000, it was estimated that approximately 600 people per year die prematurely from urban air pollution in Jordan. 20 Increasing population and road congestion likely mean that this number is now higher. The sectors with the greatest contribution to Amman’s air quality challenges are transport and, to a lesser degree, energy production and building performance. Approximately 50-90% of urban air pollution results from road traffic and fossil fuel heating. The Environmental Monitoring and Assessment Directorate under the Ministry of Environment coordinates a national network of 30 ambient air quality monitoring stations in Jordan including seven sites in Amman. The electronic monitoring stations record levels of PM10, NO2, CO, O3, and SO2. PM10 PM10 can cause several problems, especially for people with respiratory illnesses such as asthma and bronchitis. Particles can also affect the immune system, thus reducing the body's ability to resist and fight infection 21. PM10 concentrations are also associated with fossil fuel vehicles and industrial processes. Furthermore, the Ministry of Environment found that high winds, coupled with soil erosion/desertification prevalent around Amman, exacerbate PM 10 concentrations across all the monitoring stations2. Although this increase is within the daily and annual limits set out in the Jordanian Technical Base 1140/2006 for ambient air quality, they do not meet the benchmarks provided by EBRD through the PSR framework. The results of the monitoring also showed that there were the hourly and daily concentrations of PM 10 in excess of the Jordanian Standard 1140/2006 in most locations with the highest daily readings of PM10 occurring during the peak period of traffic (between 8-9 am and 7-8 pm). The annual average particulate concentrations were, however, within the limits of Jordanian standards for most of the year. PM2.5 The WHO has estimated that PM2.5 levels across Jordan are considerably higher than their guideline value of 10 µg/m3 and above the international indicator benchmarks. These are likely to be even higher in Amman due to the high concentration of private fossil fuel combustion vehicles. SO2 In general, SO2 affects respiratory system, functions of lungs, irritate eyes, causes coughing, mucus secretion, aggravates asthma, chronic bronchitis, makes people more prone to respiratory tract infections. SO 2 can also cause acid rain (sulphur dioxide combined with water produces sulphuric acid), which can cause forest dieback, acidification of waterways to the detriment of aquatic life, and corrosion of building materials and paints. These impacts are expected to occur in highly congested areas. SO2 measurements at three of the four monitoring stations for which data was available exceeded the limits to achieve ‘good’ quality against international standards. The only station that fell within the limits of high performance was at King Hussein Park, which is likely to be as it is the only station near urban green space. NOx NOx contributes to the formation of smog and acid rain and reacts with volatile organic compounds to form ground-level ozone (O3), which is harmful to human lung function. Further, NOx substantially contributes to the greenhouse warming effect, and emissions are thereby a driver of climate change. NOx concentrations are 35.64 µg/m3 when averaged across all monitoring stations. Although this is within the acceptable limits of international standards, three of the seven monitoring station measurements recorded ‘medium’ performance of NOx concentrations compared to international standards. This indicates that localised NO x pollution is a challenge and may have implications for populations in the vicinity of these areas. The most common source of NO x emissions is from diesel engines, further evidencing that vehicles and heavy congestion are a major source of air pollution in Amman. 20 Myriam Ababsa. 2013. Atlas of Jordan. Beirut. 21 Kingdom of Jordan Annual Report to Monitor Air Quality of the Ocean (Amman, Irbid, Zarqa) From April 2016 to April 2017. Available online at: http://moenv.gov.jo/AR/PDFs/%D9%85%D9%84%D9%81%D8%A7%D8%AA%20%D9%85%D8%AF%D9%8A%D8%B1%D9%8A%D8% A9%20%D8%A7%D9%84%D8%B1%D8%B5%D8%AF/Arabic%20REPORT.pdf [Accessed 2 May 2019] Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 126 Amman Green City Actoin Plan for Amman Other considerations It is important to note, however, that air quality in the immediate vicinity of the monitoring stations does not necessarily give a good indication of overall air quality across the city. Also, the hilly topography of the city means that pollutants can become ‘trapped’ between the hills. Air pollution improvements are essential for improving the health of Amman’s residents. Similarly, energy use for local heating may contribute to poor air quality outcomes, particularly for those households who are not connected to a gas line and, thus, heat their homes through the combustion of fossil fuels (diesel, gas, kerosene and LPG) and in the urban periphery, charcoal and wood are frequently used for cooking, resulting in high particulate pollution. Although this happens all over Amman, concentrations are likely to be higher within the refugee camps of Amman New Camp, Jabal El-Hussein Camp, Marka Camp. In addition to solid fuel, anecdotal evidence notes that LPG is a common source of fuel for heating and cooking amongst refugees. The following challenges for air quality in Amman are summarised in the table below: Table A.3. Air Quality Challenges in Amman Sector Challenge Description Transport Pollution from private Heavy reliance on ageing private vehicles, poor driving behaviours and illegal parking and especially ageing contribute to high congestion levels. The vehicle fleet has an average age over 18 vehicles years and there is a high proportion of diesel buses and cars which increase emissions. Lack of reliable and A lack of prioritisation of public transport has resulted in unreliable networks with formal public limited mapping or understanding of affordability and poor pedestrian and cycling transport paths creating a poor pedestrian and cycle environment. Non-existing / Neither the Ministry of Environment nor any of GAM’s environmental departments Outdated data have monitoring of PM2.5. In order to understand the correlation between the fossil- fuel emissions through transportation, PM2.5 data needs to be collected and assessed. Transportation data mostly stems from studies undertaken in 2010, therefore more accurate and up-to-date information is required to understand the emission-levels of different transportation systems. Limited incentives for Tax restrictions on importing electric (by a 25% customs tax on electric cars imposed electric/hybrid in January 2019) and hybrid cars and restricted charging infrastructure limit the vehicles opportunity of electric and hybrid cars. Energy Thermal Power Plant There is limited energy infrastructure, however winter winds may blow emissions from pollutants two thermal power plants towards the city. Energy regulations Energy performance is not a formal requirement of building regulations and only featured as voluntary part of the new green building guidelines. Buildings Domestic burning of Burning fossil fuels for heating (diesel, kerosene and LPG) and cooling buildings and fossil fuels the use of solid fuel for warming and cooking in households contributes to emissions. The most recent available figures from the 2008 GHG emission inventory estimated that 38kt of kerosene and 158kt of diesel (25% of total) were burnt per annum. There is a need to update data on indoor heating/cooling emissions to provide a conclusive trend analysis. Poor energy Residential, commercial and small/medium industries have the highest electricity performance of consumption; however, data is limited so it is difficult to determine energy performance buildings and building footprint. Lack of incentives for Uptake of the Green Building Guideline and Rating System in new buildings is poor, implementing Green due to a lack of incentives and enforcement of more efficient energy consumptions Building guidelines within buildings. Land Use Rapid and unplanned Unplanned urban expansion has led to an increase of journey times and thus to an urban expansion increase of emissions. Desertification Densification results in high levels of particulate matter being brought to the city through regular stand storms. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 127 Amman Green City Actoin Plan for Amman Sector Challenge Description Topography The topography of the city exacerbates challenges for managing air pollution. Limited greenspace Urban greening can absorb pollutants and reduce air quality impacts on resident health. Source: AECOM, 2020. The following initiatives are currently in place to address air quality challenges:  Leaded fuel was banned in 2009  When people want to renew their car licences annually, a check-up is done at the DVLD, if the car is a high polluting or too old, an action needs to be taken by either paying fine or fixing the issue. Moreover, the Environmental police check up the vehicle exhausts in streets to check their status.  Extension and improvement of public transport is planned and supported, including the Bus Rapid Transit project.  Public and non-motorised transport is promoted through social media and street signs.  Traffic demand is managed through smart technologies, including the Sydney Coordinated Adaptive Traffic System (SCATS). Water quality and availability Table A.4. Water quality and availability - available indicator data Available data Indicator Latest value Percentage of water samples in a year that comply with national potable water 99.7% quality Water use No data Reuse from WWTP 56% Source: AECOM, 2020. Jordan’s water cycle is predominantly characterised by scarcity punctuated by periods of flooding. There are no freshwater bodies in or around Amman and as such there is no information relating to the quality of water bodies. In response to the scarcity, Jordan depends largely on groundwater resources, surface storage, and wastewater reuse. All except wastewater reuse comprise Amman’s water supply; wastewater reuse is only for agriculture purposes. Around 97% of Amman’s population is connected to the potable water network with regular testing to ensure safe drinking water. Population growth, land use, consumption by the energy and industrial sector, and pollution from waste are the main pressures on water quality and availability. It is important to note that Amman’s water supply is mostly sourced from water bodies outside of the municipal bounds. Therefore, water availability and pressures across Jordan have bearing on Amman’s water quality and availability. Climate change exacerbate the issues; therefore, Jordan has implemented strict water demand management principles. Despite continued expansion of the water and wastewater networks, non-revenue water losses are still higher than international standards and reducing these would contribute to greater water efficiency. Illegal connections are a challenge for Amman. In 2017, there were 2919 illegal uses detected, amounting to 2,914,420 m 3 of non-revenue water loss. Industry consumes a relatively low proportion of Jordan’s available water supply at 4%. While there was no data available on Amman-specific industrial water consumption, Amman’s increasing industrial activity will see a corresponding increase in industrial water consumption. Currently, treated wastewater is frequently used in industrial activities in order to efficiently manage Jordan’s limited water resources. Additionally, while no data was available on quality of industrial wastewater effluent, industrial water discharge could have implications for water exploitation and the health of Amman’s water resources, specifically the Amman Zarqa Basin. The Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 128 Amman Green City Actoin Plan for Amman chemical manufacturing and cosmetics industries are the fastest growing industries in the city, and their wastewater discharge may detrimentally impact soil quality in and around the natural wadis. In Jordan, only 5% of land receives enough rainfall to support cultivation. As such irrigation for agriculture is currently the largest use of water nationally. Although agricultural areas make up only a small proportion of GAM’s area, the high use outside of the city has an impact on water availability in the city. Additionally, Amman faces challenges from the illegal drilling of wells and unlawful water extraction for agricultural uses. Safe sanitation is vital for improved human health, disease and pollution prevention, Jordan is keen to apply the global best practices in wastewater treatment, management and reuse. The proportion of Amman’s population with safe sanitation sits at 79.4%.The following challenges for water quality in Amman are summarised in the table below: Table A.5. Water Quality Challenges in Amman Sector Challenge Description Transport Diffusing urban pollution Heavy metals from fuel residue and particulates from exhaust and tyre wear on transport (limited impact) routes are washed into sensitive areas during rainfall events. Buildings Lack of water efficiency Few voluntary standards and no legally enforceable requirements for water efficiency incentive measures / planning exist. Energy Nuclear energy Jordan Atomic Energy Commission is pursuing a nuclear strategy, which could contribute to expansion water stress through potentially water-intensive operations. Expansion of The Ministry of Water and Irrigation has invested heavily in desalination of sea water to meet desalination projects the needs of Jordan’s growing population and to combat its existing water stress. While desalination is a necessity, consideration should be given to ensure adequate support is provided to energy supply. Water cycle Water scarcity The limited renewable water sources in Jordan are unsustainably used. management High levels of network Network losses account for 30% of the supplied water, however upgrading the network is losses expensive and likely to cause severe road disruption. Low water consumption Water consumption is lower than recommended levels, with some people consuming significantly less depending on socio-economics. Groundwater protection Several areas in and around Amman are classified as high risk to groundwater contamination. Wastewater Further connections to the wastewater networks are necessary. Despite high levels of wastewater reuse, additional reuse is likely to be needed. Land Use Agricultural over Unsustainable groundwater abstraction is exacerbated by illegal wells and informal abstraction abstraction. Urban expansion Rapid urban expansion and population increase puts pressure on the existing network and water resources, and illegal connections are challenging to police. Source: AECOM, 2020.  The following initiatives are currently in place to address water quality and availability challenges:  Metering and billing for water use and wastewater is regulated.  Amman’s water supplier, Miyahuna, spreads awareness about water efficiency to users and is conducting some pilot experiments regarding encouraging water saving and reuse through awareness campaigns.  A water loss campaign is being conducted with financial support from KfW and USAID and the rehabilitation of water supply is in progress for selected water zones in Amman.  Water pre-treatment is enhanced through Miyahuna’s surface water and groundwater plans and investment.  To combat flash flooding (as discussed in Section 0), the 2025 Strategy for the Water Sector proposes developing drainage facilities  In order to combat diffuse urban pollution, high-polluting vehicles are regulated through DVLD check-ups upon annual car licence renewal and environmental police checks on vehicle exhausts in streets.  Extension and improvement of public transport is planned and supported, including the Bus Rapid Transit project. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 129 Amman Green City Actoin Plan for Amman Soil quality Table A.6. Soil quality - available indicator data Available data Indicator Latest value Conc. of cadmium in soil 2.18 Conc. of zinc in soil 137.8 Conc. of lead in soil 270.5 Source: AECOM, 2020. Despite a significant lack of data, soil quality in Amman is generally considered to be good. Where tested, concentrations of cadmium, zinc, and lead are within the limits of the ‘good’ international standard. However, high usage of fossil-fuel vehicles will contribute to higher concentrations of cadmium and lead from exhaust emissions, and an increased zinc deposits from worn tires. Although the overarching indicators suggest that soil contamination is not a major issue in Amman, there are several site-specific soil quality issues, such as the ‘Pepsi Pond’ in Russeifa, which collects flood water, waste, and debris. Similarly, soil in and around the pond may be contaminated through runoff. Additionally, there is surplus storage of old acid battery waste in Marka. Leaching of metals (lithium, lead, etc.) and acid from batteries can detrimentally impact soil quality. Monitoring of sites with known hazards would provide more actionable data. Amman has semi-arid climate and associated soils. While semi-arid climates can support agriculture through irrigation, the lack of canopy cover means that they can have fewer nutrients, looser soil structure due to their sandier characteristics and, thus, are more prone to erosion. Soil salinization and desertification is occurring to some extent within Amman’s agricultural areas to the Southwest (SW) of the city centre. A 2007 study determined that vehicular traffic was the most important source of metal accumulation in the streets and soil of Amman. Chemicals used for preservation of the railroad – including carcinogenic polycyclic aromatic hydrocarbons and heavy metals - can enter the surrounding soil. This would affect soil around Amman’s railway, which runs parallel to Al- Jazirah St and King Abdullah I St in the centre of the city. Most industries in Amman are located in designated industrial zones, but many small industries and crafts are situated within residential areas as a result of unplanned decision-making. Most of these SMEs dispose waste and effluents into municipal waste collection systems, reportedly including illegal hazardous waste which is collected by GAM and transported it to Al Ghabawi landfill. Amman’s increasing industry activity will also exert pressure on soil quality. Notably, the chemical industries and cosmetics sectors share of exports increased from 7% to 23.1%. Both these industries can have negative impacts on soil quality through wastewater effluent discharge. Soil management is inexorably linked with water management. If soil is contaminated, contaminated runoff can enter water bodies, pollute ecosystems and pose a threat to human health. Conversely, if water is contaminated, it can contaminate soils as contaminants move through the hydrological cycle. In Amman, 100% of wastewater transported through the sewage network is treated to national standards; however, only 79.4% of Amanis have access to piped wastewater networks. While anecdotal evidence suggests that those who do not have access to piped sewerage have access to septic tanks instead, it is also possible that some human waste is openly disposed – contaminating soil and water. The increase in refugees in Amman may also contribute to illegal dumping as refugee camps may not have as frequent collection of MSW. Soil quality also has implications for water cycle management. Soil types differ between Northwest (NW) Amman and Southeast (SE) Amman. Notably, development is most intensely occurring in the NW. Soils in the NW areas require less water to maintain its structure and the temperature of the area. In the SE, temperature and evaporation rates are higher, and there is poor recharge of groundwater reserves as a result. Over time, this effect may accelerate soil degradation and desertification rates, leading to degradation of agricultural land in the eastern region of GAM. Climate change will intensify this process by increasing evaporation (from higher temperatures) and decreasing precipitation. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 130 Amman Green City Actoin Plan for Amman Rapid changes in land use and intense agricultural activity can drive desertification. Desertification is a major concern across Jordan – threatening 90% of land in Jordan - and will increase in severity with climate change. Land use change (LUC) drives desertification by deteriorating the physical, chemical, and/or biological properties of soil. The removal of the earth’s surface for highway construction or airport development leads to the soil degradation, furthering erosive processes. Between 2009 and 2010 Amman constructed over 199,000 km of new rural roads. Since 2010, construction of rural roads has levelled out with a 6% increase of new roads between 2010 and 2016. Amman’s rapid construction and conversion of previously rural or agricultural land to built-up land has additionally pressured soil quality, particularly to the west of the city. Rapid construction can decrease the stability of soil, removes and disturbs topsoil – which is the most biologically active component of soil. Construction can also contaminate soil through leakage of machinery. Amman’s construction sector is growing due to an increased demand for housing and offices by foreign enterprises. However, Amman’s rapid rate of construction growth has generated 2.6 million m 3/year of construction waste. It is the municipality’s responsibility to regulate, monitor, and enforce construction and demolition waste (Municipalities Law No. 13/2011). Amman regulates this waste through City of Amman No. 67/1979 zoning regulation. It appears that compliance is high for these statutes, and ensuring continued compliance is crucial to maintaining soil health. The following challenges for soil quality in Amman are summarised in the table below: Table A.7. Soil Quality Challenges in Amman Sector Challenge Description General Limited data There is limited data to characterise soil quality issues. A better understanding of the problems is needed to establish targeted policy and actions. Transport Rapid road construction Urbanisation leads to erosion from construction and increased vehicle numbers. Dependence on motor High numbers of private vehicles lead to an increased number of parking lots and maintenance vehicles garages causing greater risk of oil and chemicals contaminating the soil. Lack of incentives for The high number of private gasoline vehicles on the roads leads to diffuse urban pollution energy-efficient running into the soil surrounding the main roads. vehicles Industries Lack of data around Chemical and cosmetic industries are currently the most economically productive in Amman, disposal practices and therefore likely have significant operational impacts on their surrounding environment. Energy Thermal power plant Energy production accounts for a significant margin of cadmium, mercury, and lead emissions, energy generation which impact soil quality through wet deposition. Water cycle Hydrological changes The increase in evaporation and the decrease in rainfall expected under future climate management due to climate change scenarios will likely accelerate desertification and erosion. Unsustainable The impacts of climate change on existing agricultural practices are not well understood. agricultural practices Solid waste Illegal dumping Environmental-friendly practices are not engrained in everyday life behaviours; therefore, littering is common. Increasing per capita Currently landfills have 16 more years of their lifecycle; however, the high amount of waste generation of solid production must be addressed. waste Increasing construction Amman’s expansions have increased consumption and waste generation, therefore proper waste disposal and recycling of construction and demolition waste is needed. Food waste disposal There is no formal composting of food waste in Amman. practices Land Use Controlled planning Limiting master plans and zoning in Amman’s agricultural areas can contribute to soil protection. However, consideration must be given to the soil erosion and desertification impacts of rapidly growing built-up areas. Lack of climate-smart Climate-smart options for revegetation and agriculture are necessary to mitigate and adapt to greening climate change impacts on soils. Urban expansion Construction puts pressure on soil quality when waste is not disposed adequately. Unsustainable site practices lead to increased erosion and dust. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 131 Amman Green City Actoin Plan for Amman Source: AECOM, 2020. There is little specific policy focusing on improving soil quality. However, relevant programmes or policies that relate to soil quality include:  Overcapacity issues in landfills causing illegal waste dumping and soil contamination are tackled through plans and investments.  High-polluting vehicles are regulated through DVLD check-ups upon annual car licence renewal; however, energy efficient vehicles are no longer incentivised since the taxes/customs increased.  Extension and improvement of public transport is planned and supported, including the Bus Rapid Transit project and public transport studies.  City expansions are regulated through zoning, regulations, and planning strategies, as well as applying the Metropolitan Growth Plan (MGP) policies from the Comprehensive Planning Department.  Some communities in Amman have been working to combat desertification. These include grassroots organisations like Greening the Camps, which aims to spread rooftop gardens in refugee camps. Greening the Camps pilot project began on Amman’s social-cultural community centre, Jadal. Green space and biodiversity Table A.8. Green space and biodiversity - available indicator data Available data Indicator Latest value Open green space area ratio 0.73 per 100,000 inhabitants Share of green space areas 3.67 within urban limits 12 Richness of bird species Source: AECOM, 2020. Green space availability in Amman is significantly below the international benchmark of at least 10 m 2 of green space per capita. While there are many parks in Amman some parks feature no green space at all and are almost entirely paved. Green space is also disproportionately distributed in central Amman and around cultural heritage sites, with decreasing green space in the urban periphery. There was no core indicator data available on Amman’s biodiversity. While Amman itself has no designated Important Bird Areas (IBAs), Jordan has 18 IBAs which are all experiencing at least one serious, long-term threat. It is likely that Amman’s avifauna may also be experiencing pressures from population growth and development, thereby impacting species richness and abundance. Amman’s lack of green space detrimentally impacts biodiversity due to the lack of habitat and limited ecological connectivity. Land use is the major driver of lack of green spaces and detrimental impacts on biodiversity. Currently, land use to accommodate rapid urbanisation and population growth has taken precedence over the protection and promotion of existing green space, and there are no legally-binding requirements in development policy relating to the inclusion of green space in new or existing developments. Improving spatial planning has been identified as a high priority of GAM. One option available to GAM is that any new master planning and zoning must stay away from agricultural land and green areas and expand toward the east of Amman. However, there is a high number of vacant plots in Amman which contribute to informal green areas. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 132 Amman Green City Actoin Plan for Amman Transport is a determining factor for biodiversity. Roads can cause significant fragmentation of habitats, reducing the opportunities for species dispersal, and the viability of smaller more sensitive populations of species. This rapid rate of road construction is likely to have had an adverse effect on habitat availability and abundance of local species, through habitat fragmentation, pollution and population decline. The strong preference for road transport in Amman has increased the consumption for space to be used for roads or parking, which impacts the space in Amman that could be used as an open green space. Improper disposal of hazardous waste in the landfill is highly problematic and has implications for biodiversity, particularly because Amman’s top-two revenue generating industries are chemicals and cosmetics. Chemical pollution can affect biodiversity by impacting habitats, changing biophysical characteristics of the ecosystem, and/or disrupting the genetics of an individual. Tourism can drive reduction in green space as more land is devoting to serving the tourist economy, from building hotels to parking space to accommodate growing numbers of visitors. Additionally, tourism can detrimentally impact biodiversity by contributing to changes in ecosystem conditions (e.g. through trampling off-piste), introducing exotic species, and broadly contributing to climate change. Amman’s green and open space is disproportionally located in the historic and tourist-heavy districts, which puts the biodiversity dependent on this green space at higher risk due to heavy footfall and tourist activity. Water cycle management exerts greater pressure on biodiversity through water consumption. Jordan is one of the most water-scarce countries in the world. The increasing population in Jordan has increased water-stress, taking higher proportions of water for anthropogenic use and less for ecosystems. The following challenges for green space and biodiversity in Amman are summarised in the table below: Table A.9. Green Space Challenges in Amman Sector Challenge Description General Lack of reliable There is a lack of reliable biodiversity data, therefore monitoring of trigger species listed as biodiversity data biodiversity indicators is needed. Triple bottom line Social, economic and environmental needs and requirements need to be balanced to improved quality of life. Transport Habitat fragmentation Rapid construction in response to urbanisation fragments habitats and converts green space to grey infrastructure. Buildings Lack of green space Increasing green areas percentage within building spaces or as part of new developments is regulation within new a necessity to support connectivity of habitats and provide physical and mental benefits to developments residents. Industry Lack of data on It is unclear how industries are performing in Amman, resulting in a gap of knowledge on the industrial environmental extent to which they are impacting biodiversity. standards and compliance Energy Commitments to Increasing renewable energy is a priority for Amman, however, renewable energy increasing renewable developments should take into consideration environmental impacts. energy and implications for green space Solid Waste Increasing waste Currently landfills have 16 more years of their lifecycle; however, the high amounts of waste generation production must be addressed. Land Use Competing land use Development is occurring at the expense of green space and biodiversity, and there is a trend priorities toward urban sprawl in Amman. Urban development Lack of open green spaces within the city (e.g. parks) and greenfield areas surrounding the pressures city that provide habitat for local flora and fauna species. Rapid expansion Improving spatial planning is identified as a high priority in Amman. outpacing planned development Source: AECOM, 2020.  The following initiatives are currently in place to address green space and biodiversity challenges in Amman:  Fuel standards and vehicle inspections are enforced, which ideally improve or maintain ecosystem health. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 133 Amman Green City Actoin Plan for Amman  Amman is developing a BRT network to decrease dependency on private motor vehicles, thereby reducing pollutants that may be impacting biodiversity.  Al Ghabawi landfill was recently expanded with support from EBRD to manage increasing waste generation.  The percentage of eco-tourism in Jordan is on the rise due to the existence of Protected Areas and other environmental initiatives such as: “Blue Flag Initiative” and “Green Key” which develop and spread awareness about the concept of environment and sustainability.  GIZ Green Infrastructure Project - This project aims to increase and enhance green infrastructure in Amman and employs vulnerable populations to develop these spaces. Given that one of the Priority Environmental Challenges identified is Amman’s low ratio of green space, the GCAP can build on this GIZ project and ensure that there is no redundancy in locations of functional green spaces proposed or implemented via GIZ or the GCAP. Greenhouse gas emissions Table A.10. GHG emissions - available data Available data Indicator Latest value Annual CO2 equivalent emissions 2.19 (2014) per capita 2.43 (2019 projected) Annual CO2 emissions per unit of 493 tonne per m$ GDP Source: AECOM, 2020. The World Bank calculated 2014 the baseline GHG emissions to be 7.43m tonnes CO2e or 2.19 tonnes per capita and projections show that this level is steadily growing to 2.43 tonnes per capita for 2019. This increase is projected to continue to grow to 2040 and beyond unless significant investment is put into decarbonisation efforts. Over half of all GHG emissions are a product of energy generation at and most of these emissions are related to energy demand within residential properties and commercial buildings. The high carbon factors associated with generating electricity mean that most of the city’s emissions are associated with meeting residential and commercial demands. Furthermore, the use of gas, kerosene and diesel for property heating in winter, exacerbated by poor building energy efficiency, increases building related emissions. The data shows that targeted approaches to reduce energy consumption should be in residential, commercial and small/medium industries to ensure to make the biggest impact. Only a small amount of emissions relates to industrial processes, partly explaining why Amman’s per capita emissions are lower that national emissions. Around 1/3 of GHG emissions are associated with ground transportation. Firstly, there are a high percentage of private vehicles as the primary mode of transport (68%) due in part to a lack of safe and reliable public and alternative transport options. Secondly, most vehicles (c.90%) are combustion engine vehicles (CEVs) – with 22% of those being diesel engines. Thirdly, private vehicles have an average age of 18 years in Amman, indicating that they are inefficient and result in higher emissions than younger vehicles. Finally, the high level of private vehicles contributes to road congestion – evident through the slow travel speeds at peak times. This means cars are idling on the road for longer periods of time and emitting GHG as a result. The uptake of hybrid and electric vehicle has been increasing, with hybrid vehicles far outpacing electric vehicles (EVs). However, the recently introduced customs taxes on hybrid and electric vehicle import will depress uptake of these vehicles for most people unless other incentives are introduced. Also, the lack of public and alternative transport options and their poor reliability compounds the preference towards private vehicles. Anecdotal evidence notes that Amman is not a pedestrian-friendly city – with obstructions and poor maintenance common on sidewalks. The GHG gases emitted from the landfill are approximately 50% methane, a potent greenhouse gas, added to about 45% of carbon dioxide with 5% of other gases. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 134 Amman Green City Actoin Plan for Amman There is little green infrastructure in Amman, with a relatively low number of open spaces and limited space for vegetation. This is compounded by the arid and semi-arid climate which restricts plant growth. As such, the role of natural carbon sinks in and around the city is limited. Agricultural practices and soil disruption around the city had negative impacts on land conservation. The use of agricultural and green land for urban expansion (west of Amman) has damaged the chances of green land conservation. Additionally, it is likely that methane was released as a result of soil disturbance. The following challenges for GHG emissions in Amman are summarised in the table below: Table A.11. GHG Emission Challenges in Amman Sector Challenge Description Transport Pollution from private Heavy reliance on private vehicles, poor driving behaviours and illegal parking contribute to vehicles high congestion levels. The vehicle fleet has an average age over 18 years and there is a high proportion of diesel buses and cars which increase emissions. Lack of reliable and A lack of prioritisation of public transport has resulted in unreliable networks with limited formal public transport mapping or understanding of affordability and poor pedestrian and cycling paths creating a poor pedestrian and cycle environment. Outdated data Transportation data mostly stems from studies undertaken in 2010, therefore more accurate and up-to-date information is required. Limited incentives for Tax restrictions on importing electric and hybrid cars and restricted charging infrastructure limit electric/hybrid vehicles the opportunity of electric and hybrid cars. Buildings Absence of building Building emissions result from high rates of energy consumption and lack of awareness about efficiency standards efficient energy use. Lack of enforcement of The mandatory building codes and the voluntary green building guidelines have low level of Green Building Codes uptake in Amman due to enforcement issues. Energy Fossil Fuel dominated Improving energy efficiency and security will reduce energy consumption and lead to less GHG energy production production. Renewable energy There is currently a lack of incentives for renewable energy resource resources Water Reducing non-revenue Water network lose about 50% drinking water, which not only has a financial cost, but also water losses wastes energy and produces more emissions. Quality of wastewater it is illegal to use treated wastewater for farmed crops due to the quality. Agricultural practices for agriculture use a significant amount of water, and water is scarce in, therefore effective re-use of wastewater for agricultural irrigation water treatment should be promoted. Land Use Lack of parks/green Green spaces in the city are limited, however replacement of buildings or parking spaces with open spaces open space will directly reduce emissions and have indirect positive attributes such as encouraging walking. Source: AECOM, 2020.  The following initiatives are currently in place to address greenhouse gas emission challenges in Amman:  Amman is currently in the process of finalising a Climate Action Plan setting a vision for near zero carbon emissions by 2050. Additionally, GAM has commitments to be a near-zero city (0.01 tCO2e/person) with a 40 percent reduction in GHG emissions by 2030.  Jordan submitted its Intended National Determined Contributions (INDCs) under the Paris Agreement September 2015, pledged a reduction of 14% of GHG emissions in Jordan compared to business as usual scenarios by 2030.  High-polluting vehicles are regulated through DVLD check-ups upon annual car licence renewal; however, energy efficient vehicles are no longer incentivised since the taxes/customs increased. Extension and improvement of public transport is planned and supported, including the Bus Rapid Transit project and public transport studies. It has been predicted that this new 25km route will carry 200,000 people a day, reducing ground transport related emissions by 95,000 tonnes per annum in 2021 and 138,000 tonnes by 2040. BRT is expected to reduce emissions. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 135 Amman Green City Actoin Plan for Amman  Public and non-motorised-transport is promoted through social media and street signs.  Traffic demand is managed through smart technologies, including the Sydney Coordinated Adaptive Traffic System (SCATS).  Green building is promoted through standards and fiscal Incentives. Voluntary green building guidelines were published in 2014 by the Jordan Green Buildings Council and are based on Leadership in Energy and Environmental Design (LEED) certification. Incentives are given by GAM through provision of additional floor area density if the building.  Mosques, private houses and some commercial companies currently invest in energy efficient buildings.  JEPCO is responsible for metering and billing for personal energy use.  The government set levels of acceptable pollutant gas emissions from industry and vehicles, and two types of unleaded petrol were introduced, significantly limiting lead pollution.  The Second National Energy Efficiency Action Plan commits to 20% improvement in energy efficiency by 2020 which will have a knock-on positive impact on the reduction of emissions caused by commercial and residential electricity use.  A Biogas Company was established on Al Russeifa closed landfill in 1997 and system will be replicated for the Ghabawi landfill. The main objective is to reduce the greenhouse gas emissions from the landfill, as well as utilizing the fresh organic waste in the production of methane gas for power generation.  The Green Amman 2020 (introduced in 2014) focuses on improving the quality and accessibility of open and green spaces in the Amman. Increased green cover will help to absorb more GHG emissions. Climate change and disaster risk Table A.12. Climate change and disaster risk - headline data Existing hazards Natural Hazards Earthquakes Floods Drought Transboundary animal and plant Heatwave diseases Epidemics Crop pests Climate Projections 2040- 2060- Variable 2059 2079 Mean annual temperature +2.4°C +3.5°C Mean annual precipitation -7.4mm -10.1mm Total annual hot days above 35°C 34.5 days 39.6 days Severe drought likelihood 0.77 0.85 Source: AECOM, 2020. Amman has a diverse climate, characterised by hot summers and cold wet winters. The average annual temperature is between 12.5°C (January) and 23.7°C (August) and the average relative humidity levels range from 42.9% (June) to 74.1% (January). The average temperature for Amman has only slightly increased over the past decades. Amman receives slightly more rainfall than other parts of Jordan, yet it remains arid with less than 250mm of rain per year. The city has variable micro-climates, for example, snow is common in the west and north, rain is frequent in the centre and the east, and high temperatures are a challenge in the south-east. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 136 Amman Green City Actoin Plan for Amman Amman has long experienced the impacts of extreme weather including flash floods, earthquakes, droughts, heatwaves, and even occasional frost days and snowstorms in winter months. Historically, flash floods have resulted in the greatest loss of life, but snowstorms have resulted in the most significant economic losses. However, the increase in built-up area in Amman, including the building over and blockage of natural wadis, has increased the risk of flash flooding. In addition to these acute hazards, there are consistent costs to the national and municipal government to address water stress. Under all future climate scenarios, Amman will face increasing average temperatures with corresponding heatwaves. Similarly, Jordan will face decreasing precipitation and a significantly increased risk for severe drought. Amman developed a Disaster Risk Management Plan in 2009, as well as a Resilience Strategy in 2016. However, there remains a lack of broad and updated disaster risk reduction (DRR) and climate adaptation strategies. Responsibility for DRR in Jordan lies with the National Department of Civil Defence. Amman’s 2009 Disaster Risk Management Strategy focuses on building resilience to earthquake, and less so on spatial DRM and climate change adaptation as a whole. Furthermore, population density is a driver of disaster risk because there are more vulnerable people and assets potentially exposed hazards. Additionally, congested escape routes, dense infrastructure, and poverty can increase the vulnerability of those living in the area to a hazard. Jordan’s third National Communication to the United Nations Framework Convention on Climate Change in 2014 notes that serious impacts are expected based on modelling and projections, including a decrease in annual precipitation with more frequent drought conditions as well as more intense rainstorms when it does fall. Despite that plans mentioned above, there is a lack of updated and enacted disaster risk reduction and climate adaptation strategies. This partly explains the lack of resilience data available for different sectors. It is unclear how much of Amman’s population is at risk from different types of disaster and climate hazards. Improving preparedness through vulnerability assessments will be crucial to increasing Amman’s resilience to acute and chronic hazards. Amman’s transport networks are at greatest risk from earthquakes and flash flooding, while snowstorms will likely become less prevalent in future. An emerging risk is heatwaves which, while they have affected Amman in the past, will become more frequent in future due to climate change. Heatwaves are a significant public health risk, increasing both mortality and morbidity (Guo et al. 2018). Moreover, heatwaves can impact the stability and long-term durability of road infrastructure. Heatwaves can also impact rail infrastructure through expansion of tracks which will increase failure rates. Similarly, heatwaves can impact on the operation of existing and planned expansion of traffic management systems in Amman by disrupting the electricity networks. Earthquakes, snowstorms, and flooding present more acute impacts that also disrupt the physical infrastructure of transport networks and the operational flow. The Jordan Building Code requires engineers to enforce seismic proof construction standards based on a 3-zone map, which is derived from the earthquake risk assessment supported by SDC/UNDP in 2013. Due to rapid urbanisation, not all built infrastructure may have gone through the formal permitting process, particularly with regards to refugees living in informal settlements where tents and makeshift shelters are the primary means of shelter. Amman imports 97% of its energy and demand is growing by 1.2% per year. Jordan’s heavy reliance on imports puts Amman at risk of climate- and disaster-related disruptions to the energy sector, whether those impacts occur in Jordan, in the countries that produce the primary fuel, or at any point along the supply chain. Jordan’s pipelines run through Egypt, Israel, Lebanon, and Syria, all of which have been prone to political unrest and may experience natural and climate-related disasters such as earthquakes, flooding, drought, and sea level rise. Additionally, Jordan will likely experience an increase in energy demand from climate-related pressures, specifically increasing summer temperatures. Hotter summer temperatures and increased frequency of intense heatwaves may create a feedback loop in which the urban heat island effect intensifies; sparking increased uptake of air conditioning systems, which in turn will place greater pressure on energy supplies. The following challenges for climate adaptation and disaster risk in Amman are summarised in the table below: Table A.11.Climate Change and Disaster Risk Challenges in Amman Sector Challenge Description Energy Non-diverse supply Amman’s heavy reliance on imported fuel means it is at risk of climate and natural disaster- related disruptions that occur at the source, along the pipeline, and in Amman. Increasing Amman will likely see increased uptake of air-conditioning due to higher summer temperatures and temperatures, which will put pressure on electrical networks. cooling requirements Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 137 Amman Green City Actoin Plan for Amman Sector Challenge Description Lack of resilience No resilience strategies or plans are available for JEPCO or the National Electric Power planning for electrical Company, indicating that resilience planning is inadequate. and fuel networks Water Resilience planning for Jordan’s precipitation is expected to decrease due to climate change, and hence national increasing water water planning under climate change is necessary for water availability in Amman. scarcity Land use change Amman’s increasing urbanisation has led to substantial growth in built-up areas and the blockage or building over of natural wadis. This has driven flash flooding throughout the city. Source: AECOM, 2020. The following initiatives are currently underway to address Amman’s climate change and disaster risk challenges:  An ongoing project: ‘Strengthening Synergies between Governance of Disaster Risk Reduction and Climate Change Adaptation in Jordan with a View to Reduce Poverty’ supported by the UNDP.  Active steps being taken to integrate disaster risk reduction and climate change, for example developing training protocols for officials, developing data collection and analysis systems and developing communication protocols for stakeholders. Current responses to environmental challenges This sub-section outlines the governance structure of Jordan and Amman and outlines key environmental initiatives that are currently in place that respond to the challenges highlighted in the preceding sections. 6.5.1.1 Governance structure Jordan is a constitutional monarchy where the King is the Head of State and has overall executive authority. The Jordanian political system is based on the separation of powers (Legislative, Executive and Judiciary). The National Constitution of Jordan dictates that the three authorities mandate without interference in other authorities’ functionality and governance. The relationship between these three authorities is a balanced, complementary, and participatory one. Jordan's present legal system is based on the Constitution, the Court Establishment Law of 1951, a civil and criminal code, and the Islamic and ecclesiastical laws in certain cases. The Jordanian Parliament has adopted a bicameral system consisting of the House of Senate (65 members appointed by the King), and the House of Representatives (150 member- selected by citizens). There are 16 sectorial permanent Committees in the House of Senates and 21 Committees in the House of Representatives. The Executive branch is composed of the Prime Minister who heads the Government and the selected Ministers. The Muhafazat al-Asima Governorate is the city of Amman. The administrative division system of the Jordanian Ministry of Interior separates the Muhafazat al-Asima Governorate into nine divisions, of which five are within the districts of the Greater Amman Municipality (GAM). In 1987 the Jordanian Parliament created the GAM as the local government, which covers 22 sub-areas. GAM was intended to centralize urban planning decision-making into one institution, while preserving local representation. Recent changes have resulted in significant organisational disruption for GAM and the surrounding municipalities. The Mayor of Amman (appointed by His Majesty the King) leads the city council made up of 44 members that are partially elected by the districts and partially appointed by the King. The City Manager has executive responsibility for the on-going management and control of the Municipality. This is further managed by six deputy mayors with responsibility for: Public Services Sector, Districts and Environment, Health and Agriculture, Community Development, Planning and Economic Development, and Finance and Administration. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 138 Amman Green City Actoin Plan for Amman Appendix B Co-benefits Assessment This section provides an overview of the broader benefits derived from the proposed actions. The criteria by which these benefits were assessed were developed during the July 2019 stakeholder engagement workshop. This benefits assessment scored the collection of actions against the criteria. For each of the sectors, a benefits table has been laid out that includes the aggregated scores of all actions in that sector per criteria. B.1. Co-benefit assessment criteria and scoring Co-benefit category Indicator Criteria Clear health impact of the state of environment which the action is addressing. Action will improve health 3 – high 2 – medium 1 – low Physical safety. Economic and social security 3 – high Improve safety and/or security 2 – medium 1 – low Protects heritage assets, promotes walkability, Improves the continuity of streetscape, Clean streets 3 – all of the above Social co-benefits Enhance the public realm 2 – some of the above 1 – One of the above 0 – none Availability and ease of access, waste water as well. 3 –all of the above Access to basic services 2 – some of the above 1 – one of the above 0 – none of the above 3 – high 2 – medium Social equity 1 – low 0 – not at all The action has the potential to generate revenue, either for the investor, GAM, or in comparison to the counterfactual. Revenue generating activities/savings 3 – high net of costs 2 – medium 1 – low 0 – not at all Creating jobs, access to capital, lowers social-economic groups 3 – Addresses all of above Economic co- Promotes economic inclusion 2 – Addresses some benefits 1 – Addresses 1 0 – Addresses none The action will reduce the likelihood of damage or disruption to infrastructure, services, or livelihoods. 3 – high Avoided damages 2 – medium 1 – low 0 – not at all Capacity building, coordination between departments, improves staff capacities. Improve institutional capacity or 3 – all of the above efficiency 2 – some Institutional co- 1 – one of the above benefits 0 – none of the above Fills a gap, lack of local legislation, addresses uncertainty, Enhances legislative environment 3 – all of the above 2 – some Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 139 Amman Green City Actoin Plan for Amman 1 – one of the above 0 – none of the above Source: AECOM, 2020. B.1 Efficient and resilient energy systems and buildings B.2. Co-benefits of efficient and resilient energy systems and buildings Co-benefit category Indicator Score Total score Action will improve health 9 Improve safety and/or security 13 Enhance the public re Source: AECOM, 2020. 10 50 Social co-benefits alm Access to basic services 13 Social equity 5 Revenue generating activities/savings 11 net of costs Economic co- 32 Promotes economic inclusion 8 benefits Avoided damages 13 Improve institutional capacity or 5 efficiency Institutional co- 7 benefits Enhances legislative environment 2 Source: AECOM, 2020. The actions to support efficient and resilient energy systems and buildings will diversify the energy supply in Amman, help to reduce energy demand by increasing energy efficiency, and decrease the city’s overall carbon equivalent emissions. Moreover, many actions have the capacity to provide employment opportunities and to forge partnerships across various institutions and organisations in the city. Social co-benefits By diversifying the energy supply through renewable energy integration, these actions improve energy security, access to basic services, and health outcomes – particularly for residents living nearer to thermal power plants (TPPs) who are more exposed to air pollutants resulting from energy generation.22 With regard to energy efficient buildings, occupant health is often improved in several ways. Buildings that are designed or retrofitted for energy efficiency tend to have lower indoor air pollution and less likelihood of overheating or becoming too 22 Defra. 2018. Air Quality damage cost update. Available from: https://uk- air.defra.gov.uk/assets/documents/reports/cat09/1902271109_Damage_cost_update_2018_FINAL_Issue_2_publication.pdf [Accessed 13 June 2020]. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 140 Amman Green City Actoin Plan for Amman cold. As a result, occupants may be less likely to experience poor health outcomes such as respiratory illnesses, heat stress, or extreme cold.23 Additionally, by retrofitting existing buildings, the uptake of which can be promoted through raising awareness around green building design, renters and owners can benefit from lower energy bills for heating and cooling. With proper execution and design this can be especially impactful for lower-income households, for whom energy spending constitutes a greater proportion of their incomes, promoting social equity.24 To be sure, this must be done carefully implemented to ensure that low-income households are able to access support for retrofits. Reduction in energy bill burden can also positively influence mental health outcomes, for example through decreasing stress and anxiety related to coping with high bills and debt. 25 Economic co-benefits Increased building efficiency can generate net savings on energy spending. The World Resources Institute estimates that every $1 invested in energy efficiency saves $2 on energy supply spending. 26 This is particularly poignant for Amman’s municipal buildings, where a reduction in energy costs would free up capital to direct to other investments and socio- economic initiatives. Moreover, increasing energy efficiency and energy diversity reduces potential power outages, thereby contributing to avoided damages, for example travel disruptions or interruptions in production lines. This is due to decreased energy demand through efficiency measures, and by integrating greater redundancy into the energy supply (e.g. through renewables). The full package of actions provides a myriad of opportunities for economic inclusion through job creation in development, construction and the demand for new skills surrounding renewable energy development and green building design. Institutional co-benefits This suite of actions works to promote existing or forthcoming national legislation and/or targets, including national renewable energy targets and standards and building energy efficiency regulations. Moreover, this will support Amman in contributing to Jordan’s INDCs. B.2 Accessible, diverse and low-carbon transport systems B.3. Co-benefits of accessible, diverse and low-carbon transport systems Co-benefit category Indicator Score Total score Action will improve health 10 Improve safety and/or security 8 Enhance the public realm 10 50 Social co-benefits Access to basic services 9 Social equity 6 Revenue generating activities/savings net of 7 15 Economic co-benefits costs 23 Thomson, H., Thomas, S., Sellstrrom E., Petticrew, M. 2013. Housing improvements for health and associated socio-economic outcomes. Cochrane Library. Available from: https://www.cochranelibrary.com/cdsr/doi/10.1002/14651858.CD008657.pub2/pdf/full [Accessed 14 May 2020]. 24 CEB. 2019. Energy Poverty in Europe: How Energy Efficiency and Renewables Can Help. Available from: https://coebank.org/media/documents/CEB_Study_Energy_Poverty_in_Europe.pdf 25 IEA. 2019. Multiple Benefits of Energy Efficiency. Available from: https://www.iea.org/reports/multiple-benefits-of-energy- efficiency/health-and-wellbeing [Accessed 14 May 2020]. 26 Mackres, E. 2016. 4 Surprising Ways Energy-Efficient Buildings Benefit Cities. World Resources Institute. [Online] Available from: https://www.wri.org/blog/2016/05/4-surprising-ways-energy-efficient-buildings-benefit-cities [Accessed 14 May 2020]. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 141 Amman Green City Actoin Plan for Amman Promotes economic inclusion 2 Avoided damages 6 Improve institutional capacity or efficiency 3 7 Institutional co-benefits Enhances legislative environment 4 Source: AECOM, 2020. Adopting accessible, diverse and low-carbon transport modes has implications for carbon emission and pollutant reduction, improved health outcomes, and greater accessibility and mobility across Amman. Social co-benefits Sustainable transport modes can promote health and wellbeing. The actions which encourage a shift away from private vehicles and integrating electric vehicles into existing public schemes have the potential to reduce NO x, SO2, and PM2.5 and PM10 emissions.27 Pedestrian-focused transport modes are estimated to have a weighted health benefit (of both mortality and morbidity) from increased physical activity of $1.68 per km for walking and $1.12 per km for cycling. 28 Moreover, broadening access to pedestrian thoroughfares and improving connections and availability of public transport options can increase accessibility to residents of all socioeconomic backgrounds, including those who may not be able to afford a private vehicle. Therefore, these actions can work to promote social equity and access to basic services. Furthermore, evidence indicates that increased public transport modes are correlated with decreased traffic accidents. The results of one recent study showed a 37% decrease in accidents among young drivers and a corresponding 24% reduction in associated injuries.29 Economic co-benefits This suite of actions has the potential to generate a number of jobs including:  Professional and technical occupations for the development of campaigns as well as new policies and strategies such as the public realm strategy and a SUMP;  Construction, engineering and manufacturing jobs for the delivery of hard infrastructure such as pedestrian infrastructure and Intelligent Transport Systems (ITS); and  Long-term jobs to manage and operate new buses. Studies indicate that pedestrianisation boosts economic activity. For example, New York City saw a 49% drop in commercial vacancies in pedestrianised areas, and the UK noted a 40% increase in trading across pedestrianised sites. 30 A systematic review31 undertaken by the European Union found that promoting less car dependent mobility options have clear Economic co-benefits. For example, the review noted that promoting cycling spurred job creation and improved journey times. Additionally, walking benefits hyper-local economies. The same study indicated that promoting collective passenger transport can bring Economic co-benefits through collective passenger transport, particularly through increased revenue for the city from increased use of these systems. Moreover, 27 Defra. 2018. Air Quality damage cost update. Available from: https://uk- air.defra.gov.uk/assets/documents/reports/cat09/1902271109_Damage_cost_update_2018_FINAL_Issue_2_publication.pdf [Accessed 13 June 2020]. 28 Mulley, C. Tyson, R., McCue, P., Rissel, C., Munro, C. 2013. Research in Transportation Business & Management. 7:27-34. 29 Sadot-Lichtman, S. 2019. Can public transportation reduce accidents? Evidence from the introduction of late-night buses in Israeli cities. Regional Science and Urban Economics 74: 99-117. 30 Rapid Transition. 2018. Reclaiming the streets: the increasing trend of pedestrianisation around the world. Available from: https://www.rapidtransition.org/stories/reclaiming-the-streets-the-increasing-trend-of-pedestrianisation-around-the-world/ [Accessed 15 May 2020]. 31 European Platform on Sustainable Urban Mobility Plans. 2016. The Economic co-benefits of Sustainable Urban Mobility Measures: Independent Review of Evidence – Report. Brussels. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 142 Amman Green City Actoin Plan for Amman transport nodes spur economic activity in those areas and central districts, and improved networks can contribute to regeneration schemes.32 B.3 Resource efficient and holistic waste management systems B.4. Co-benefits of Resource efficient and holistic waste management systems Co-benefit category Indicator Score Total score Action will improve health 3 Improve safety and/or security 5 Enhance the public realm 12 37 Social co-benefits Access to basic services 13 Social equity 4 Revenue generating activities/savings net of 10 costs 30 Economic co-benefits Promotes economic inclusion 14 Avoided damages 6 Improve institutional capacity or efficiency 2 5 Institutional co-benefits Enhances legislative environment 3 Source: AECOM, 2020. Social co-benefits These actions will improve resident’s access to basic services by improving waste disposal. Additionally, these actions – in particular purchasing more street sweepers and the overall waste hierarchy strategy – will likely have knock-on effects that improve the public realm by decreasing litter on streets and in public open spaces. Overall, the proposed actions can reduce the negative environmental and health impacts associated with illegal dumping, including reducing the risk of attracting scavenging animals that may be vectors of disease, reducing the likelihood of leachate from hazardous waste infiltrating soil and water supplies, and reducing the likelihood of human-waste cross contamination.33 Economic co-benefits The proposed actions to minimise waste and pollution will likely require supporting technical or consultancy services, thereby generating a wide range of jobs across multiple sectors including:  Design, engineering, project management and construction jobs for the construct phase of the new MRF transfer stations, and WEEE facility;  Collection, processing, management and maintenance jobs at the new or rehabilitated sites; and  Specialist consultants to develop feasibility studies and strategies for the proposed recycling strategy and organic waste collection scheme. Additionally, there is potential for revenue generation or at least cost savings by generating energy from waste to cover the different facilities’ energy costs. This includes the organic waste collection scheme which will produce local energy from 32 European Platform on Sustainable Urban Mobility Plans. 2016. The Economic co-benefits of Sustainable Urban Mobility Measures: Independent Review of Evidence – Report. Brussels. 1. 33 Cumberland County Improvement Authority. 2015. How does Illegal Dumping Effect Your Health? Available from: https://www.ccia-net.com/illegal-dumping-effect-health/ [Accessed 13 June 2020]. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 143 Amman Green City Actoin Plan for Amman a dependable feedstock. This can benefit the local and national economy if fed back into the grid by reducing the susceptibility to economic losses from power outages and decreasing the requirement of energy imports. Moreover, the operating model of the MRF may generate municipal revenue through user fees or through the resale of recyclable materials. Similarly, the establishment of recycling practices in the city can generate revenue in the long-term as markets are created for recyclable goods. Institutional co-benefits The Waste Prevention and Recycling Strategy fills an immediate gap in the legislative environment and will harmonise the city’s policies with forthcoming national legislation. Moreover, it will provide opportunity for Greater Amman Municipality to build its capacity in integrating circular principles into the design and delivery of their services and enforcing the regulations. B.4 Integrated water resources management B.5. Co-benefits of Integrated water resources management Co-benefit category Indicator Score Total score Action will improve health 7 Improve safety and/or security 11 Enhance the public realm 9 38 Social co-benefits Access to basic services 7 Social equity 8 Revenue generating activities/savings net of 3 costs 26 Economic co-benefits Promotes economic inclusion 11 Avoided damages 12 Improve institutional capacity or efficiency 4 8 Institutional co-benefits Enhances legislative environment 4 Source: AECOM, 2020. Social co-benefits These actions have the ability to improve health, enhance the public realm, and increase access to basic services. The treatment plant decommission and upgrade (W2) will improve the security and quality of wastewater treatment, which is essential in Jordan to ensure treated wastewater can be reused as appropriate to efficiently use water resources. Additionally, these actions can enhance the public realm, specifically through mitigating against flood risk and implementing SuDs policies for new builds. Economic co-benefits Flooding in Amman is a significant source of damages and lost revenue for households and businesses alike. For example, Amman Chamber of Commerce paid out JOD2 million in damage claims to businesses who had lost revenue during the March 2019 floods in downtown Amman. Therefore, actions that mitigate flood risk could see significant avoided damages, including a flood conveyance scheme and integrated nature-based solutions to buffer heavy runoff flows. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 144 Amman Green City Actoin Plan for Amman SuDS in particular provides significant savings, estimates show SuDS on average have a 4% savings on maintenance cost and 11% saving on construction cost as compared to traditional drainage systems. 34 Similarly, they can reduce heavy metals in runoff by 30-90%, avoiding contamination-related damages and improving water quality overall. Institutional co-benefits The SUDS programme fills a legislative gap and will provide GAM the opportunity to build hands-on capacity delivering pilot SuDS schemes. B.5 Comprehensive and reflective land-use planning B.6. Co-benefits of Comprehensive and reflective land-use planning Co-benefit category Indicator Score Total score Action will improve health 7 Improve safety and/or security 12 Enhance the public realm 15 41 Social co-benefits Access to basic services 5 Social equity 9 Revenue generating activities/savings net of 8 costs 25 Economic co-benefits Promotes economic inclusion 8 Avoided damages 9 Improve institutional capacity or efficiency 9 16 Institutional co-benefits Enhances legislative environment 7 Source: AECOM, 2020. Social co-benefits The new land use plan will enhance the coherence of Amman’s public realm, and can improve access to basic services through its design and policies. Indeed, access to basic services is an important enabler of social equity. The new land use plan can contribute to these goals by setting standards for equitable access to nature and services, which are especially critical for lower-income and vulnerable communities. Access to green space also has measurable positive impacts on physical and mental health outcomes.35 Estimates indicate that every JOD0.87 spent on green and public open space results in reduced healthcare costs of JOD28.00 due to the physical and mental health benefits provided to visitors. Indeed, green spaces and in particular trees, reduce harmful pollutants in the air. The servicing and implementation plan in East Amman will promote social equity by driving investment in underserved areas. Economic co-benefits The new land use plan will require technical expertise to develop and implement the plan, providing ample employment opportunities. Similarly, development of green and open spaces will provide new employment opportunities during the 34 https://www.susdrain.org/files/resources/ciria_guidance/susdrain_going_with_the_flow_infographic.pdf 35 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/357411/Review8_Green_spaces_healt h_inequalities.pdf Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 145 Amman Green City Actoin Plan for Amman construction phase to workers, landscapes designers, gardens and other contractors. Further maintenance and management employment opportunities will also be necessary. In addition to a comprehensive land use plan, green and open spaces enhance the public realm and thereby boost nearby property values and provide foot traffic to local businesses. Indeed, green and open spaces are estimated to provide a JOD1.55 to 3.77 benefit per visit.36 The servicing and implementation plan for East Amman will provide ample revenue generating opportunities depending on the operating model of development. Ideally, it will create a stable investment environment for developers and other investors, helping the city to maximise its potential. It can also provide employment opportunities as it receives investment. Institutional co-benefits The new land use plan will provide a clear framework upon which GAM can plan and enforce urban development policies. It will build their capacity to deliver through clear standards, protocols, and enforcement measures. B.6 Responsive and forward-looking climate adaptation practices B.7. Co-benefits of Responsive and forward-looking climate adaptation practices Co-benefit category Indicator Score Total score Action will improve health 3 Improve safety and/or security 3 Enhance the public realm 4 13 Social co-benefits Access to basic services 0 Social equity 3 Revenue generating activities/savings net of costs 1 Promotes economic inclusion 0 3 Economic co-benefits Avoided damages 2 Improve institutional capacity or efficiency 4 4 Institutional co-benefits Enhances legislative environment 0 Source: AECOM, 2020. Social co-benefits This package of actions will specifically target urban heat island and flood risk in Amman, which pose risks to safety and health. Urban heat island is associated with increased daytime temperatures, reduced night-time cooling and higher air pollution levels.37 These in turn place a burden on human health, including through respiratory illness and heat-related illnesses. Actions that mitigate the risk associated with these hazards (e.g. CA1, CA2, CA3, CA7) can improve health or mitigate against avoidable health impacts. 36 Department for Environment, Food & Rural Affairs (2015) Environmental Value Look-Up Tool. Available at: https://eftec.co.uk/project/%20 %09environmental-value-look-evl-tool [Accessed 17 July 2019]. 37 USEPA. 2019. ‘Heat Island Impacts.’ https://www.epa.gov/heat-islands/heat-island- impacts#:~:text=Increased%20daytime%20temperatures%2C%20reduced%20nighttime,%2C%20and%20heat%2Drelated%20mortality. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 146 Amman Green City Actoin Plan for Amman There is strong evidence that social networks contribute to building community resilience in the face of climate-related events such as heatwaves and floods.38 Therefore, using participatory methods to develop a Community Climate Change Engagement Plan has the potential to integrate tools to build social networks as a means to increase community resilience. Additionally, actions CA2, CA3 and CA5 aim to increase data availability and knowledge-sharing, which can ideally promote access to basic services and social equity. Economic co-benefits Not only are the social impacts of climate change significant if no action is taken, so too are the economic impacts. Studies indicate that the economic impacts of heatwaves from reduced productivity could range from 1.9 billion euros to 2.3 billion euros annually per city.39 Thus, actions that mitigate UHI or seek to adjust behaviour patterns to mitigate against the impacts are critical (CA1, CA2, CA7). There are some opportunities that climate change presents, largely in the form of new employment opportunities for those working in the field. These actions include investments and policies that will require employment across a range of sectors, from consultants, landscapers, data scientists, and civil servants. Institutional co-benefits Amman has a solid foundation of climate change strategies and objectives – the GCAP aims to operationalise many of these goals by developing our own data sources and expertise to incorporate into future planning (CA5, CA8). 38 Aldirch, D. and Metaxa, D. 2018. ‘How your social network could save you from a disaster.’ https://theconversation.com/how-your- social-network-could-save-you-from-a-disaster-96450 39 Costa, Helia. 2016. Heat waves, productivity, and the urban economy: What are the costs?’ London School of Economics. http://www.lse.ac.uk/GranthamInstitute/news/heat-waves-productivity-and-the-urban-economy-what-are-the-costs/ Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 147 Amman Green City Actoin Plan for Amman Appendix C CO2 Calculations Assumptions Sector Action Action (Text) GHG GHG Unit Assumptions Made Data Sources # Impact Land Use LU1 Develop an 165 tCO2 -Planting area will be 3,870sqm, of which https://eur- integrated 50% will be trees and 50% shrubs. lex.europa.eu/Lex green UriServ/LexUriServ infrastructur .do?uri=OJ:L:2010: e strategy 151:0019:0041:EN :PDF Waste SW4 Partner with 722 tCO2e - 220 tonnes of organic waste from hotels www.biogas- large-scale (for per year info.co.uk/about/fa commercial period qs sectors to 2021- - Digesting 1 tonne of food waste can collect 2023, generate about 300 kWh of energy www.eib.org/attach organic the ments/strategies/ei waste timefram b_project_carbon_f e of the - Assumed energy from AD would replace ootprint_methodolo action) grid electricity gies_en.pdf - Emissions intensity of grid electricity in Jordan = 0.679 kgCO2e/ kWh. From 2017, as this is the most recent publicly available data. Transport T4.1 Provide free 7 % saving -Unable to calculate emissions savings from www.eib.org/attach bus service uptake of free bus service, instead ments/strategies/ei to and from calculations made based on emission b_project_carbon_f the pilot savings if bus fleet were to be hybrid/ ootprint_methodolo pedestrian electric as opposed to existing buses, gies_en.pdf area on specified -Existing bus fleet unknown so assumed https://pushevs.co days. comply with Euro-2 and Euro-3 standards. m/2016/11/23/elect ric-cars-range- - Energy intensity of the UK = 0.256 efficiency- kgCO2e/ kWh comparison/ - Energy intensity of Jordan = 0.679 kgCO2e/ kWh https://data.worldb - Average EV car energy requirement = ank.org/indicator/e 0.17 kWh/km g.elc.loss.zs - UK Power & Distribution losses for electricity = 8.35% - Jordan Power & Distribution losses for electricity = 10.746% Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 148 Amman Green City Actoin Plan for Amman Appendix D Environmental Indicator Data Legend High High performance relative to pre-defined benchmarks in EBRD’s GCAP methodology Medium Moderate performance relative to pre-defined benchmarks in EBRD’s GCAP methodology Strong Strong performance relative to pre-defined benchmarks in EBRD’s GCAP methodology Name Units Latest value Trend Context State indicators Air quality Average annual Data from the World Health Organisation concentration of PM2.5 50 NA (2015 Climate and health profile for Jordan). Average annual 74.32 Unclear concentration of PM10 Average annual concentration of PM10 (King 48.65 Unclear Hussein Park) Average annual concentration of PM10 70.6 Unclear (GAM) Average annual concentration of PM10 79.75 Unclear (Tabarhour) Data is available for 2014/15, 2015/16 Average annual and 2016/17) from the Jordanian Ministry concentration of PM10 97.85 Unclear of Environment Air Quality Reports. (Marka – Mahata) Average annual concentration of PM10 (JU st 69.65 Unclear – Sweileh) Average annual µg/m3 concentration of PM10 (KAC 70.85 Unclear - Sahab) Average annual concentration of PM10 (Al 82.9 Unclear Yarmouk Park - Wadi Rimam) Average daily concentration 24.76 Unclear of SO2 Average daily concentration 13.49 Unclear of SO2 (King Hussein Park) Average daily concentration 31.96 Increasing of SO2 (GAM) Data is available for 2014/15, 2015/16 Average daily concentration No data NA and 2016/17) from the Jordanian Ministry of SO2 (Tabarhour) of Environment Air Quality Reports. Average daily concentration 40.48 Increasing of SO2 (Marka – Mahata) Average daily concentration No data NA of SO2 (JU st – Sweileh) Average daily concentration 21.38 Unclear of SO2 (KAC - Sahab) Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 149 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Average daily concentration of SO2 (Al Yarmouk Park - 16.47 Unclear Wadi Rimam) Average daily concentration 35.64 Unclear of NOx Average daily concentration 21.81 Unclear of NOx (King Hussein Park) Average daily concentration 49.63 Unclear of NOx (GAM) Average daily concentration 48.69 Unclear NO2 data presented as NOX. Data is of NOx (Tabarhour) available for 2014/15, 2015/16 and Average daily concentration 2016/17) from the MoEnv Air Quality 50.57 Unclear of NOx (Marka – Mahata) Reports. Average daily concentration 21.04 Unclear of NOx (JU st – Sweileh) Average daily concentration 25.57 Decreasing of NOx (KAC - Sahab) Average daily concentration of NOx (Al Yarmouk Park - 32.15 Unclear Wadi Rimam) Average annual No data NA No data available. concentration of TSP Water quality and availability Biochemical Oxygen Demand BOD in rivers and No data NA There are no water bodies in Amman. lakes Biochemical Oxygen Data was obtained from WAJ Demand BOD (Amman- 32.94 Unclear laboratories. Zarqa Seal) Biochemical Oxygen Since this station will be closed in Demand BOD (Abu Nusir approximately 2 years, the water will be 32 Increasing WWTP Effluent) transferred to Khirbet Alsamra treatment plant. Biochemical Oxygen This plant has been recently renovated, Demand BOD (Wadi Alsir 47.31 Increasing therefore; the readings will therefore WWTP Effluent) decrease. Biochemical Oxygen Demand BOD (South 17.5 Unclear Amman WWTP Effluent) Data was obtained from WAJ mg/L Biochemical Oxygen laboratories. Demand BOD (Al Fuaies 31.5 Erratic WWTP Effluent Ammonium NH4 concentration in rivers and No data NA There are no water bodies in Amman. lakes Ammonium NH4 Data was obtained from WAJ concentration (Amman-Zarqa 2.97 Decreasing laboratories. Seal) Ammonium NH4 Since this station will be closed in concentration (Abu Nusir approximately 2 years, the water will be 44.03 Erratic WWTP Effluent) transferred to Khirbet Alsamra treatment plant. Ammonium NH4 This plant has been recently renovated, concentration (Wadi Alsir 78.45 Erratic therefore; the readings will therefore WWTP Effluent) decrease. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 150 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Ammonium NH4 concentration (South Amman 8.99 Unclear WWTP Effluent) Data was obtained from WAJ Ammonium NH4 laboratories. concentration (Al Fuaies 9.34 Erratic WWTP Effluent) Percentage of water samples The water complies 100% with the in a year that comply with national strategy at the source of national potable water quality pumping; however, due to issues such as standards pipe leakage or contaminated water % 0.997 Erratic tanks. Which are microbiological issues. There were 28 complaints regarding the water quality in 2017 and 30 complaints in 2018. Water Exploitation Index MCM No data NA No data available. Percentage reuse from south This data is related to south Amman Amman WWTP 50% NA WWTP only and it is in % where 50% is reused for agricultural purposes. Percentage reuse from south 18% NA Amman WWTP Percentage reuse from Wadi % 100% NA El Ser WWTP Data was obtained from WAJ Percentage reuse from Abu laboratories. 16% NA Nser WWTP Percentage reuse from 100% NA Fuhais and Mahis WWTP Soil Number of contaminated CSs / 1000 inh (or No data NA sites km2) Concentration of mercury in No data NA soil Concentration of cadmium in No data NA MoEnv and GAM confirmed that there is soil no data available for these indicators. Concentration of zinc in soil mg/kg No data NA Concentration of mineral oil in soil using infrared No data NA spectroscopy Green space Open green space area ratio Using GIS files provided by GAM, 0.73 per 100,000 inhabitants m2/capita was calculated based on 4 million inhabitants and 801.92km2 land in m2/capita 0.73 NA Amman (land and population figures are from the World Bank data provided by GAM GIS department). Open green space area ratio New data was provided on 8 November per 100,000 inhabitants 2020 This data was not included in the Technical Assessment and therefore did not inform the development of the GCAP, m2/capita 300 NA but has been included here to ensure the most up-to-date figures are reflected for public use. This figure results from a 2017 study conducted by GAM. Share of green space areas Reference to the environmental action % 3.67 NA within urban limits plan of GAM, this is the summation of Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 151 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context parks, agriculture and reserved green areas in 2011. Biodiversity and ecosystems Abundance of bird species all RSCN identified that as Amman has very No data NA species limited green spaces and trees and with Abundance of other species the extent of construction over the years – Annual % of change that there is no recorded bird species in No data NA the city. There is also no data available for the abundance of other species in Amman. Greenhouse gas emissions (climate change mitigation) Annual CO2 equivalent Data was obtained from World Bank Tonne / year / capita 2.43 Increasing emissions per capita CURB tool. Annual CO2 emissions per Tonne / m. USD of No data NA No data available. unit of GDP GDP Resilience to natural disaster risks (climate change adaptation) Estimated economic damage Percentage damage for floods may be from natural disasters floods No data NA available at GAM however financial droughts earthquakes etc. as damage data is not available. a share of GDP % Percentage of public No data NA infrastructure at risk No data available. Percentage of households at No data NA risk Pressure Indicators Transport Average age of car fleet (total Data was obtained from GAM and this and by type) data was used for the Technical 19 NA Assessment and the development of the Years GCAP. GAM provided updated figures as of 15 NA October 2020, sourced from the DLVD Database for 2010. Percentage of diesel buses in 100% Decreasing Data was obtained from GAM. total vehicle fleet (Buses) % Percentage of diesel cars in 0% NA Data was only available for 2010. total vehicle fleet (Cars) Fuel standards for light No data available (only gasoline and passenger and commercial EURO No data NA diesel specifications are available). vehicles Share of total passenger car fleet run by electric hybrid fuel cell Liquefied Petroleum Gas No data NA LPG and Compressed Natural GasCNG energy total and by type % Data was obtained from DVLD. Share of total passenger car fleet run by electric hybrid fuel cell Liquefied Petroleum Gas 11% Increasing LPG and Compressed Natural GasCNG energy total and by type (Hybrid) Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 152 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Share of total passenger car fleet run by electric hybrid fuel cell Liquefied Petroleum Gas 0.3% Increasing LPG and Compressed Natural GasCNG energy total and by type (Electric) Share of total passenger car fleet run by electric hybrid fuel cell Liquefied Petroleum Gas 90% NA Data was obtained from GAM. LPG and Compressed Natural GasCNG energy total and by type (Gasoline) Average Utilization Rate of Passenger / vehicle / GAM confirmed that there is no data No data NA public transportation hour available for this indicator. Transport modal share in Data was obtained from the TMMP report commuting cars motorcycles 2010. The value is a summation of taxi bus metro tram bicycle Private transport % 68% NA summation of 15% (for single car pedestrian ownership) and 50% (for multiple car ownership). Transport modal share in No data NA No data available. total trips This data was provided by GAM in October 2020. This data was sourced 33% NA from the TMMP 2010 report, p22. The data was not included at the time of writing the Technical Assessment. Transport modal share in This data was provided by Urban total trips (Bus or minibus) Observatory through a traffic model, however the data provided for other 28% Erratic sectors have not been accurate and therefore this data is to be used as indicative only. This data was provided by GAM in October 2020. This data was sourced 14% NA from the TMMP 2010 report, p22. The data was not included at the time of writing % the Technical Assessment. Transport modal share in This data was provided by Urban total trips (Others) Observatory through a traffic model, however the data provided for other 10% Erratic sectors have not been accurate and therefore this data is to be used as indicative only. This data was provided by GAM in October 2020. This data was sourced 27% from the TMMP 2010 report, p22. The data was not included at the time of writing the Technical Assessment. Transport modal share in This data was provided by Urban total trips (Walking) Observatory through a traffic model, however the data provided for other 10% Erratic sectors have not been accurate and therefore this data is to be used as indicative only. This data was provided by GAM in October 2020 and did not form the basis of the Technical Assessment. This data 26% NA was extracted from report GAM sent to AECOM from the VISUM Traffic Model used within the Public Transport and Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 153 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Infrastructure Transport Projects Directorate. Transport modal share in This data was provided by GAM in commuting cars motorcycles October 2020 and did not form the basis taxi bus metro tram bicycle of the Technical Assessment. This data pedestrian was extracted from report GAM sent to % 50% NA AECOM from the VISUM Traffic Model used within the Public Transport and Infrastructure Transport Projects Directorate. Motorisation rate Data was obtained from the DoS annual reports. Value is not accurate because 0.31 Erratic total number of vehicles was divided by Amman governorate population. Motorisation rate Data was obtained from GAM in October 2020 and was not available during the 0.3 Steady Technical Assessment stage. This data was sourced from the DVLD Database for Number of vehicles 2010. Motorisation rate – number of per capita The type of '2 wheeled' vehicle was never 2 wheeled vehicles specified by Urban Observatory; however 0.0009 Erratic this is assumed to be motorbikes or scooters and not bicycles. Data was obtained from GAM in October 2020 and was not available during the 0.002 NA Technical Assessment stage. This data was sourced from the DoS Statistical Yearbooks for years 2014 - 2019. Average number of vehicles Number of vehicles Data was obtained from GAM (from the cars and motorbikes per 1.29 NA per household 2015 census). household (Private vehicles) Number of private cars / Number of cars / 0.28 Erratic Data was obtained from GAM. person capita Kilometres of road dedicated Data was obtained from GAM. 28km of exclusively to public transit 0 Static public transit road is under construction to per 100,000 population Km / person be opened in 2021. Kilometres of bicycle path per Data was obtained from Urban 0.173 Increasing 100,000 population Observatory. Share of population having Data was obtained from GAM (from the access to public transport % 85% NA TMMP 2008 report). within 15min by foot Frequency of bus service Average number of passengers at No data NA No data available. station per hour, in total bus network Percentage of public transportation journeys out of % 6% NA total transport journeys per year Data was obtained from GAM. Number of private and public 712418 Increasing vehicles Vehicles Number of private vehicles 632127 Increasing Average travel speed on primary thoroughfares during Km/h Data was obtained from the 2010 TMMP 36 Increasing peak hour to the posted report. speed limit on the road Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 154 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Travel speed of bus service on major thoroughfares (daily Amman uses the international limits No data NA average) to the posted speed however there is no solid available data. limit of the road Probability of Interruption (failure) of public transport No data NA systems in case of specific hazard Probability of service interruption (%) No data available. Probability of Interruption (failure) of transport No data NA emergency systems in case of specific hazard Buildings Electricity consumption in Data was obtained from EMRC annual buildings statistics. Data is in GWH, (not per m2) for Jordan (not Amman) and includes GWH 14299 Increasing households, governmental , commercial and hotels and industrial sectors (excluding street lighting, agriculture and others). Electricity consumption in kWh/m2 No data NA No data available. residential buildings Electricity consumption in kWh 1221000660 Unclear residential buildings Electricity consumption in kWh/m2 No data NA non-residential buildings Electricity consumption in 375674605 Unclear commercial Electricity consumption in Unclear 143387803 small industries Electricity consumption in Unclear 291772064 medium industries Electricity consumption in Unclear 11864800 large industries Electricity consumption in Unclear 90442343 water pumps Electricity consumption in Unclear 25169208 Data was obtained from JEPCO, for the agriculture areas that it serves. Amman's percentage Electricity consumption in Unclear could be assumed 50-60% 14612247 commercial water pumps kWh Electricity consumption in Unclear 41907842 street lighting Electricity consumption in Unclear 1134224 radio and TV Electricity consumption in Unclear 39330768 hotels Electricity consumption in Unclear 10575052 employees Electricity consumption in Unclear 38788934 charities Electricity consumption in Unclear 69385344 armed forces Electricity consumption in Unclear 77912858 government Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 155 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Electricity consumption in Unclear 442702 charging points for cars Electricity consumption in Unclear 6289790 others Heating cooling consumption in buildings fossil fuels No data NA residential buildings fossil fuels No data available. JEPCO's responsibility Heating cooling consumption ends once the meter is installed and kWh/m2 in residential buildings fossil No data NA whatever is consumed cannot be fuels determined by the bill. Heating cooling consumption in non-residential buildings No data NA fossil fuels Share of city enterprises with Amman uses the international limits ISO50001/EMAS certification % No data NA however there is no solid available data. or similar Buildings with JGBC codes 1 Static Buildings with LEED No. 1 Unclear Data was obtained from GAM. certification Buildings with Edge 1 NA certification Total value of projects with green building certification as No data available, however according to a share of the total value of % No data NA GAM there are 1 to 5 buildings per year. projects granted a building permit per year Industries Electricity consumption in Data was obtained from the EMRC annual industries per unit of 3910 Erratic statistics. Data is in GWH and for Amman industrial GDP only. kWh / 2010 USD Heat consumption in industries per unit of No data NA industrial GDP Heavy metals Pb emission kg heavy metals intensity of manufacturing equivalent released No data NA industries per million USD GVA No data available. Fossil fuel combustion in industrial processes per unit MJ / USD No data NA of industrial GDP Share of industrial energy consumption from renewable % No data NA energy Capacity of renewable Data was obtained from JEPCO, for the energy systems - industrial Ku 3199 Unclear areas that it serves. Amman's percentage use could be assumed 50-60% Share of industrial waste recycled as a share of total No data NA industrial waste produced Percentage of industrial % No data available. wastewater that is treated No data NA according to applicable national standards Energy Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 156 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Share of population with an Data was obtained from Urban authorised connection to Observatory. With reference to JEPCO, % 99.3% Unclear electricity there is an estimated 1.2 million subscribers. Annual average number of Data was obtained from NEPCO, and electrical interruptions per # / year / customer 6 Unclear provides electricity for high volt entities year per customer and not residential buildings. Annual average number of electrical interruptions per Minute / year 265.2 Unclear No data available. year per customer Annual average number of Data was obtained from JEPCO, for the electrical interruptions per areas that it serves. Amman's percentage year per customer could be assumed 50-60%. The data is for non-programmed interruptions which Minute / year 0.589 Decreasing means that it is not due to JEPCO's maintenance works but could be due to general maintenance works by other entities. Share of population with No data NA access to heating cooling Proportion of total energy No data available. derived from RES as a share No data NA of total city energy consumption in TJ Percentage of energy % Data was obtained from JEPCO. Indictor produced from renewable 15% Decreasing depends on the production and energy consumption of energy. Average share of population undergoing prolonged power outage in case of climatic No data NA No data available. extremes over the past 5 years Per capita primary energy kgoe 996 Erratic consumption Per capita electricity kWh 1748 Erratic consumption Energy consumption (Crude 5671 Erratic oil and oil products) Energy consumption (Coal) 165 Erratic Energy consumption (Pet 148 Erratic coke) thousand toe Energy consumption (Natural 3510 Erratic gas) Data was obtained from MEMR annual Energy consumption 515 Increasing reports for Amman. (Renewable energy) Energy consumption 13 Erratic (Imported electricity) Energy consumption 3431 Increasing (Transport) Energy consumption 938 Erratic (Industry) Energy consumption toa 1549 Increasing (Household) Energy consumption (Other including commercial, 950 Erratic agriculture alog with lights) Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 157 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Percentage of sectorial electricity consumption 46% Increasing (Household) Percentage of sectorial electricity consumption 22% Decreasing (Industry) Percentage of sectorial electricity consumption % 15% Erratic (Commercial) Percentage of sectorial electricity consumption 15% Erratic (Water pumping) Percentage of sectorial electricity consumption 2% Static (Street lights) Electrical energy generated by type of generation (Steam 5060 Erratic units) Electrical energy generated by type of generation (Gas 2361 Erratic turbines / natural gas) Electrical energy generated by type of generation (Gas 10 Erratic turbines / diesel) Electrical energy generated by type of generation (Diesel 2519 Increasing units) Electrical energy generated by type of generation (Hydro GWh 54 Erratic units) Electrical energy generated by type of generation (Wind 123 Unclear energy) Electrical energy generated by type of generation (Bio- 4 Erratic gas) Electrical energy generated by type of generation 8708 Erratic (Combined cycle) Electrical energy generated by type of generation (Solar 2 NA energy) Water Water consumption per Data was obtained from Urban capita Observatory and Miyahuna. There is a conflict between these two data sources. L / day / capita 72.75 Erratic Since Miyahuna is in charge for water distribution, in Amman and other governorates, it is better to use it as the source of information. Water consumption per unit L / day / USD No data NA of city GDP Unit of water consumed in No data available. power plants per unit of l / MW / h No data NA primary energy generated Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 158 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context Industrial water consumption Data was obtained from the National as percent of total urban % 4% NA Water Strategy (2016-2025) for Jordan. water consumption Non-revenue water Data was obtained from Miyahuna % 37% Erratic Annual average of daily No data available. number of hours of h/day No data NA continuous water supply per household Annual average of daily Data was obtained from Miyahuna. Data number of hours of was provided in h/week. It is important to continuous water supply per h/week 37.15 Erratic note that water is not pumped household continuously in Amman, as there is intermittent supply. Percentage of residential and commercial wastewater that 100% Static Data was obtained from GAM. is treated according to applicable national standards Percentage of buildings non industrial equipped to reuse No data NA grey water Percentage of wastewater No data available. from energy generation activities that is treated No data NA according to applicable national standards Percentage of city population served by wastewater 79.4% Erratic collection Percentage of city’s wastewater that has received % 0% Decreasing no treatment Percentage of city’s wastewater that has 100% Increasing receiving primary treatment Percentage of city’s Data was obtained from Urban wastewater that has 100% Increasing Observatory. receiving secondary treatment Percentage of city’s wastewater that has 0% Static receiving tertiary treatment Percentage of wastewater 100% Increasing treated Percentage of dwellings damaged by the most intense 0.025% Erratic flooding in the last 10 years Annual number of storm Number of events water or sewerage overflows No data NA per year per 100km of network length No data available. Awareness and preparedness to natural NA No data NA disasters Solid waste Total solid waste generation Data was obtained from GAM. There are kg / year / capita 379.6 Increasing per capita discrepancies between the urban Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 159 Amman Green City Actoin Plan for Amman Name Units Latest value Trend Context observatory and the environmental studies' department in GAM. GDP per domestic material USD / kg No data NA No data available. consumption Share of the population with weekly municipal solid waste 99% Increasing MSW collection Proportion of MSW that is Data was obtained from GAM. sorted and recycled total and by type of waste e.g. paper 3% Increasing glass batteries PVC bottles metals Percentage of MSW which is % disposed of in open dumps- No data NA No data available. controlled dumps or bodies of water or is burnt Percentage of MSW Data was obtained from Urban landfilled disposed of in EU 100% Unclear Observatory. compliant sanitary landfills Percentage of collected 0% Static MSW composted Data was obtained from GAM. Remaining life of current Years 16 Decreasing landfills Land use Population density on urban Data was obtained from DoS annual land reports. This data is for Amman governate, which includes sparsely populated desert areas of East Amman governate. As such, this data likely Residents/ km2 557.7 Increasing underrepresents the density in the city itself. Final indicator data of 2516 people/km2 taken from population data (4226700 in 2017) and Amman municipal area (1680 km2). Average commuting distance Km No data NA No data available. Average commuting time Data was obtained from Urban Minutes 75 Increasing Observatory. Proportion of the population living within 20 minutes to No data NA No data available. everyday services grocery stores clinics etc. Average annual growth rate % No data NA No data available. of built-up areas Percentage of urban development that occurs on No data NA No data available. existing urban land rather than on greenfield land No. of licenses for empty NA 568 Decreasing Data was obtained from GAM. lands/new projects No. of development licenses NA 2302 Decreasing Data was obtained from GAM. Vacancy rates of offices No data NA No data available. % Share of multifamily houses No data NA No data available. in total housing units Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 160 Amman Green City Actoin Plan for Amman Appendix E Long-term Actions This Appendix includes the long-term actions for the Amman GCAP, which will commence in or after 2025. E.1 Efficient and resilient energy systems and buildings Action ID Action title Related SO EB7 Establish awareness campaign around national solar-panel subsidy SO1 EB8 Install rooftop solar units on GAM-owned municipal buildings, parking lots and pergolas SO1 EB9 Install alternative heating systems in municipal buildings SO2 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 161 Amman Green City Actoin Plan for Amman EB7: Establish awareness campaign around national solar-panel subsidy Strategic SO1: Increase renewable energy supply by 25% by 2035 to improve energy diversity, independence and resilience objective(s) Priority environmental challenge Related pressure Challenges (PEC1) Managing fossil fuel related air pollution through (Es1) Fossil-fuel dominated energy supply better management of urban transport and energy systems National Green Growth Action Plan Actions: Connections to EN11: Improve the enabling environment and capacity development support for the growth of the ESCO market existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: plans  Outreach and awareness-building program to encourage installation of rooftop solar PV using existing national government financial incentives The national government has a policy of solar rebates for residential PV. The city can support this initiative by developing an awareness campaign promoting this rebate among the city’s residents. This action aims to increase Description the uptake of small-scale roof-mounted solar installations and solar water heaters across Amman. GAM will What will be done? develop an awareness campaign to increase visibility of the national Government’s solar panel subsidy. GAM has full jurisdiction over the awareness campaign and will consider developing a unit which assist households in planning and applying. Incentivising the uptake of solar panel installations is key to support a more diversified energy supply within Amman. Buildings require large amounts of energy and if private businesses were able to transition to renewable Rationale energy production the city’s overall GHG emissions will be minimized. Why is it being proposed? Furthermore, the widespread adoption of solar technologies around Amman will enhance energy security, reduce the city’s reliance on energy imports, and increase the reliability and availability of clean energy supplies.

1. Formalise the project team who will champion the project.

2. Conduct stakeholder mapping

3. Review current updates in existing or announced incentive programs and conduct a SWOT analysis to Steps for identify gaps which the project can address. implementation

4. Execute monitoring and evaluation plan with clear targets and KPIs.

5. Check effects of awareness campaign and act accordingly to maximise impact.

6. Link up to national goals for NDCs and national NAMAs. Type of action Plan/strategy Action owner Planning Directorate JEPCo, National Electric Power Co (NEPCO), National Government, solar Stakeholders panel suppliers and installers Municipal budget; central bank concessional loan scheme will be applicable for businesses that are not covered by the 30% residential subsidy above. Jordan Plan for delivery Financing options Renewable Energy, and Energy Efficiency Fund (REEEF) can finance only small-scale projects. Reduced imported energy costs, increased energy security and associated Revenue/savings opportunities avoided damages. Timeline 2025 - 2030 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 162 Amman Green City Actoin Plan for Amman EB8: Install rooftop solar units on GAM-owned municipal buildings, parking lots, and pergolas Strategic objective(s) SO1: Increase renewable energy supply by 25% by 2035 to improve energy diversity, independence and resilience Priority environmental challenges Related pressures Challenges (PEC1) Managing fossil fuel related air pollution through better management of urban transport and (Es1) Fossil-fuel dominated energy supply energy systems National Green Growth Action Plan:  EN04: Develop and implement a National Green Building Strategy and Action Plan Connections to  EN05: Conduct Energy Efficiency Retrofits for Public Buildings existing Amman Resilience Strategy: strategies/action  2B1. Identify and implement energy saving solutions for municipal assets plans  2B2. Develop solar power generation facilities Climate Action Plan:  Install rooftop solar units on GAM-owned municipal buildings, parking lots and pergolas GAM will install rooftop solar units on GAM-owned properties with the aim of supplying a significant portion of municipal energy demands through these renewable sources. This will require an assessment of suitable sites Description to maximise energy production. Beyond buildings, areas above open parking lots will also be identified, with What will be done? solar arrays doubling as shading devices. If the project is sizeable enough, then GAM can consider implementing this via a PPP. Rationale Renewable energy production will help Amman to reach its climate mitigation goals. Renewable energy Why is it being investments will also help to diversity the city’s energy supply, creating a more reliable source of energy for proposed? generations to come. Type of action Capital project State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators:  Proportion of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources Action owner Facilities and Building Maintenance Department Stakeholders JEPCo Plan for delivery Financing options Donor agencies; municipal budget; potential PPP Timeline 2025 - 2030 EB9: Install alternative heating systems in municipal buildings Strategic objective(s) SO2: Reduce the rate of energy demand by 15% by 2030 by improving the energy efficiency of building and electrical systems. Priority environmental challenges Related pressures Challenges (PEC1) Managing fossil fuel related air pollution (Es1) Fossil-fuel dominated energy supply through better management of urban transport and (Es2) Energy and water performance of buildings energy systems National Green Growth Action Plan Actions:  EN04: Develop and implement a National Green Building Strategy and Action Plan Connections to  EN05: Conduct Energy Efficiency Retrofits for Public Buildings existing Amman Resilience Strategy: strategies/action  2B1. Identify and implement energy saving solutions for municipal assets plans Climate Action Plan:  Improve energy efficiency in GAMowned municipal buildings Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 163 Amman Green City Actoin Plan for Amman As part of the Air Quality and Environment Action Plan, alternative methods/devices for heating systems in Description municipal buildings will be installed. Simultaneously, GAM will increase enforcement of building insulation codes What will be done? and green building initiatives to ensure that heating and cooling systems are more environmentally sound. Rationale Inefficient heating systems in municipal buildings are a major source of GHG emissions. If the city is able to Why is it being enforce better building and insulation codes there could be a major reduction in the carbon footprint of buildings proposed? within Amman. Type of action Enforcement State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, and zinc in soil  Annual CO2 emissions per capita and per unit of GDP Impact measures Pressure indicators  Proportion of total energy derived from renewable energy sources as a share of total city energy consumption  % of energy produced from renewable energy sources Action owners Facilities and Building Maintenance Department Stakeholders Designers and suppliers Plan for delivery Financing options Municipal budget Timeline 2025- 2031 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 164 Amman Green City Actoin Plan for Amman E.2 Accessible, diverse and low-carbon mobility systems Action Related SO Action title ID T7 Improve pedestrian safety SO4, SO5 T8 Invest in the construction of a light rail or a tramline network SO3, SO5 T9 Implement a bike share system SO4, SO5 T10 Establish dedicated bus lanes on major roads SO3, SO5 T11 Incorporate mobihubs at critical BRT junctions SO3, SO4 T7: Improve pedestrian safety Strategic objective(s) SO4: Develop a public realm strategy that supports pedestrian travel SO5: Incorporate smart systems in transport planning Priority environmental challenge Related pressure Challenges (PEC1) Managing fossil fuel related air pollution through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems National Green Growth Action Plan Actions:  TR03: Implement transport sector governance enhancement program and reform agenda to increase the effectiveness and efficiency of the transport sector policymaking process Connections to Amman Resilience Strategy: existing  1B1. Review and update ‘Street Manual.’ strategies/action  1B2. Create a walking map plans Climate Action Plan:  Promote walkability through installation of new sidewalks and maintenance; improve existing sidewalks; increase green space; and introduce pedestrian safety measures to enhance use Through a combination of GPS technology and innovative modelling methods, GAM will partner with local universities to model pedestrian movement in Amman. The results of this study will identify road areas that have Description the highest number of pedestrians crossing (including jaywalking) and determine the hazard involved in these What will be done? crossings (e.g. typical traffic patterns, number of lanes crossed). GAM will then install controlled pedestrian crossings. These pedestrian crossings would be complemented by ‘red-light’ cameras to ensure effective enforcement and behaviour change on the part of drivers. Improving pedestrian accessibility and safety will increase the overall well-being of the citizens of Amman. It will Rationale also potentially reduce traffic levels as more commuters choose to walk rather than drive. If the pedestrian Why is it being infrastructure is improved there could also be a multitude of health benefits for citizens due to more active proposed? lifestyles. Type of action Capital project State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air Concentration of mercury, cadmium, mineral oil and zinc in Impact measures Pressure indicators:  Transport modal share in total trips [pedestrian and public transport]  % road dedicated exclusively for pedestrian use Action owner Traffic Operations Department Stakeholders Jordanian universities, suppliers/construction for installation Plan for delivery Financing options Municipal budget Timeline 2025 - 2032 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 165 Amman Green City Actoin Plan for Amman T8: Invest in the construction of light rail or a tramline network Strategic objective(s) SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing public transport Priority environmental challenges Related pressure Challenges (PEC1) Managing fossil fuel related air pollution (Tr1) Lack of public transport infrastructure through better management of urban transport and (Tr3) Emissions from gasoline and diesel vehicles energy systems National Green Growth Action Plan Actions: Connections to  TR03: Implement transport sector governance enhancement program and reform agenda to increase the existing effectiveness and efficiency of the transport sector policymaking process strategies/action Amman Resilience Strategy: plans  1A3. Plan and construct a Metro System in the main corridors Climate Action Plan: NA GAM will invest in the construction of light rail or a tramline network within the city centre and from business Description districts to residential areas. GAM will develop a pilot a light railway project to improve accessibility to major What will be done? centres of employment. This would involve a feasibility study in part to target the appropriate location. This project will be confirmed through the SUMP (Action T3) and after the commencement of BRT operations. Rationale Improved and more energy efficient rail lines will help to reduce traffic congestion in the city centre as well as Why is it being reduce overall transport emissions. This will result in cleaner air within the city, a healthier population and help proposed? mitigate climate change. Type of action Capital project State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators:  Transport modal share in total trips [pedestrian and public transport] Action owner Public Transport and Infrastructure Transport Projects Directorate Stakeholders Land Transport Regulatory Commission, rail operators, construction operators Plan for delivery Financing options Donor; public-private partnership Timeline 2025 - 2040 T9: Implement a bike share system SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic objective(s) public transport SO4: Develop public realm strategy that supports pedestrians travel Priority environmental challenges Related pressures Challenges (PEC1) Managing fossil fuel related air pollution (Tr1) Lack of public transport infrastructure through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems National Green Growth Action Plan: Connections to  TR08: Establish a national center of excellence and capacity building program for sustainable transport existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: plans  Install bike paths and other bike safety measures GAM will procure a service provider for the development and management of a bike rental system. The specialist support will also determine where to pilot cycle lanes. There is scope to specifically pilot this programme at Description universities or public parks. This work could also be tied to programmes to teach children to cycle in Sports City. What will be done? The pilot would then involve scaling up a cycle network and facilities alongside a widespread rollout of the cycle share scheme. Rationale Improved cycling and pedestrian infrastructure will make Amman a more liveable city and helps to encourage Why is it being exercise within the community while reducing traffic congestion and associated emissions. proposed? Type of action Capital project Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 166 Amman Green City Actoin Plan for Amman State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators:  Transport modal share in total trips  % road dedicated exclusively for pedestrian use Action owner Public Transport and Infrastructure Transport Projects Directorate Stakeholders Cycling companies/suppliers, universities, developers Plan for delivery Financing options PPP; municipal budget Timeline 2025 - 2031 T10: Establish priority bus lanes on major roads Strategic objective(s) SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing public transport Priority environmental challenges Related pressures Challenges (PEC1) Managing fossil fuel related air pollution through better management of urban transport and (Tr1) Lack of public transport infrastructure energy systems National Green Growth Action Plan Actions: NA Connections to Amman Resilience Strategy: NA existing Climate Action Plan: strategies/action  Give preferred treatment for zero/low emission vehicles, including fast lanes, parking discounts, and plans reduced fees We will establish priority bus lanes on major roads. These priority bus lanes will improve the attractiveness of public transport because buses will not have to compete with cars and other vehicles, allowing them to move Description faster through the city. Studies indicate that these bus lanes will allow buses to carry four times as many What will be done? travellers per hour than if they used traditional lanes. This project will involve a feasibility study that identifies key hot spot areas that would be most appropriate for these bus lanes, possibly by overlaying existing informal bus routes with the BRT route and feeder systems to identify areas for development. Rationale Improved public transportation can reduce the traffic congestion and associated emissions. It will help diversify Why is it being mobility choices, enabling more people to travel efficiently and affordably. proposed? Type of action Capital project State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators  Transport modal share in total trips Public Transport and Infrastructure Transport Projects Directorate, Traffic Operations Action owner Department and Roads Directorate Plan for delivery Stakeholders Bus operators, construction industry Financing options Municipal budget, international financial institutions Timeline 2025 - 2032 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 167 Amman Green City Actoin Plan for Amman T11: Incorporate mobihubs at critical BRT junctions SO3: Increase the modal share of public transportation by 30% by 2030 by institutionalising and normalizing Strategic objective(s) public transport SO4: Develop a public realm strategy that supports pedestrian travel Priority environmental challenge Related pressures Challenges (PEC1) Managing fossil fuel related air pollution (Tr1) Lack of public transport infrastructure through better management of urban transport and (Tr2) Poor pedestrian infrastructure energy systems National Green Growth Action Plan Actions: Connections to  TR08: Establish a national center of excellence and capacity building program for sustainable transport existing Amman Resilience Strategy: strategies/action  1A2. Plan and construct an efficient BRT system plans Climate Action Plan:  Plan and construct a Bus Rapid Transit system The city will incorporate mobihubs at critical junctions that connect with the new BRT system. Mobihubs (based on the Dutch mobipunt model) are neighbourhood-level transport hubs that link sustainable and shared transport modes. Mobihubs incorporate car-sharing parking spots and/or bicycle storage so people can easily get to BRT Description junctions. Mobihubs also often incorporate services like public restrooms, small cafes, and post boxes/delivery What will be done? lockers, among other amenities. These will be tailored to Amman's context and the needs of residents. This work would be done in collaboration with the Directorate of Public Transportation and developed along with the BRT. Rationale Public transport and public amenities around those transport systems is a key service for any major city. Why is it being Creating neighbourhood-level transport hubs will encourage the use of public transport, thereby reducing traffic proposed? levels and increasing the accessibility of public transport. Type of action Capital project State indicators:  Concentration of PM2.5, PM10, SO2, NOx in air  Concentration of mercury, cadmium, mineral oil and zinc in soil Impact measures  Annual CO2 emissions per capita and per unit of GDP Pressure indicators:  Transport modal share in total trips Action owner Public Transport and Infrastructure Transport Projects Directorate Stakeholders Small businesses and vendors; BRT operators; developers Plan for delivery Financing options Donor; Public-private partnership Timeline 2030 - 2040 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 168 Amman Green City Actoin Plan for Amman E.3 Resource efficient and holistic waste management systems Action Action title Related SO ID SW8 Implement mandatory separate collection of key dry recyclable materials SO6, SO7 SW9 Establish statutory recycling targets SO7, SO8 SW10 Create a Waste Disposal Levy to increase recycling and recovery and create new jobs SO6, SO8 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 169 Amman Green City Actoin Plan for Amman SW8: Implement mandatory separate collection of key dry recyclable materials Strategic objective(s) SO7: Integrate circular principles into waste management Priority environmental challenges Related pressures (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Sw1) Solid waste disposal practices waste generation and optimising resource management practices. National Green Growth Action Plan Actions:  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the waste Connections to sector existing  WS04: Establish a national center for excellence on waste management and circular economy to promote strategies/action innovation, training, R&D, investment and policy work plans Amman Resilience Strategy: NA Climate Action Plan:  Implement waste sorting GAM will implement the mandatory separation of dry recyclable materials (paper, glass, textile, plastic, rubber, Description and metal) from non-recyclable waste. This action will be accompanied by an enforcement strategy whereby What will be done? violators will be fined. Revenue can be generated from these fines and from the establishment of saleable recyclate. Rationale Increasing the life cycle of material will help to reduce the amount of natural resources required to process new Why is it being goods and products. Recycling will also reduce the amount of material that is disposed of in landfills, increasing proposed? their usable life. Type of action Policy State indicators: NA Impact measures Pressure indicators:  Share of population with weekly municipal solid waste MSW collection  % of MSW which is sorted and recycled Action owner Environment and Solid Waste Directorate Stakeholders Collection contractors; landfill/MRF operators Plan for delivery Financing options Municipal budget Timeline 2025 - 2032 SW9: Establish statutory recycling targets Strategic objective(s) SO7: Integrate circular principles into waste management SO8: Reduce the amount of waste sent to landfill by 12% by 2030 Priority environmental challenges Related pressures (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Sw1) Solid waste disposal practices waste generation and optimising resource management practices. National Green Growth Action Plan Actions:  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the Connections to waste sector existing Amman Resilience Strategy: strategies/action  2E1. Develop and implement Waste Management Framework plans Climate Action Plan:  Develop and implement a waste management framework that sets targets for reducing waste, with zero waste as a vision. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 170 Amman Green City Actoin Plan for Amman GAM will implement statutory recycling targets for the municipality. To incentivise meeting these targets, each local district may become eligible for a reduced waste collection fee or to gain access to additional funds for Description community use (e.g. through improving public realm in the district) if they meet targets. This action will take into What will be done? consideration the possibility of an unintended side effect of illegal dumping outside of municipal boundaries by establishing a clear monitoring scheme. We note that this is ongoing in the national legislature; thus, any municipal-level statutory targets will align with national policy. In setting statutory recycling targets GAM will be able to begin the shift towards recycling and overall Rationale implementation of the solid waste strategy (SW7). A shift towards recycling will increase the life cycle of material Why is it being and help to reduce the amount of natural resources required to process new goods and products. Recycling will proposed? also reduce the amount of material that is disposed of in landfills, increasing their usable life. Type of action Policy State indicators: NA Impact measures Pressure indicators:  Share of population with weekly municipal solid waste MSW collection  % of MSW which is sorted and recycled Action owner Environment and Solid Waste Directorate Stakeholders MRF operators; collection industries; residents Plan for delivery Financing options Municipal budget Timeline 2025 - 2030 SW10: Create a Waste Disposal Levy to increase recycling and recovery and create new jobs Strategic objective(s) SO8: Reduce the amount of waste sent to landfill by 12% by 2030 Priority environmental challenges Related pressures (PEC3) Improve waste-related environmental quality Challenges (e.g. soil, water, biodiversity impacts) by decreasing (Sw1) Solid waste disposal practices waste generation and optimising resource management practices. National Green Growth Action Plan Actions:  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the waste Connections to sector existing  WS04: Establish a national center for excellence on waste management and circular economy to promote strategies/action innovation, training, R&D, investment and policy work plans Amman Resilience Strategy: NA Climate Action Plan: NA GAM will implement a Waste Disposal Levy based on best practice to increase recycling and recovery and Description create new jobs in enforcement of the policy. The levy will apply to waste disposed in the levy zone or waste What will be done? that originates in the levy zone and is disposed of in a non-levy area (e.g. based on Queensland's waste levy). Rationale The Waste Disposal aims to encourage recycling and recovery which will increase the life cycle of a material, Why is it being thereby reducing its over-all carbon impact. Improved waste management processes also helps to ensure that proposed? less material ends up in landfills and less energy is required to process the extra waste. Type of action Policy State indicators: NA Pressure indicators: Impact measures  Total solid waste generation  Share of population with weekly municipal solid waste MSW collection  % of MSW which is sorted and recycled Action owner Environment and Solid Waste Directorate Plan for delivery Stakeholders Waste contractors; residents; enterprises Financing options Municipal budget; eventually funded in part by the levy itself Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 171 Amman Green City Actoin Plan for Amman Timeline 2025 - 2030 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 172 Amman Green City Actoin Plan for Amman E.4 Integrated water resources management Action Action title Related SO ID W7 Install water efficient fixtures in GAM buildings SO13 W8 Implement greywater recycling and rainwater harvesting SO13 W9 Partner with local NGOs to support low-income communities in rainwater harvesting SO12 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 173 Amman Green City Actoin Plan for Amman W7: Install water efficient fixtures in GAM buildings Strategic objective(s) SO13: Improve water efficiency by 20% by 2030 Priority environmental challenges Related pressures (PEC2) Move towards more sustainable water cycle Challenges management to reduce impacts of water scarcity (Es2) Energy and water performance of buildings (PEC6) Management of intensifying drought and overheating risks Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: plans  Install water efficient fixtures in GAM buildings Description GAM will install water-efficient fixtures in all municipal-owned properties. What will be done? Rationale Climate change threatens to destabilise the city’s water supply and therefore more efficient water fixtures would Why is it being help to reduce water waste. proposed? Type of action Capital Project State indicators:  Water exploitation index Impact measures Pressure indicators:  Water consumption per capita Action owners Facilities and Maintenance Department Stakeholders Product suppliers; Miyahuna Plan for delivery Financing options Municipal budget Timeline 2026 - 2032 W8: Implement greywater recycling and rainwater harvesting Strategic objective(s) SO13: Improve water efficiency by 20% by 2030 Priority environmental challenges Related pressures (PEC2) Move towards more sustainable water cycle Challenges management to reduce impacts of water scarcity (Es2) Energy and water performance of buildings (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan Actions:  WR02: Establish a rainwater harvesting project financing facility to support projects that argument rural and urban water supply Connections to Amman Resilience Strategy: existing  2D1. Deliver rainwater harvesting plan strategies/action  2D2. Implement greywater recycling at GAM sites and assets plans Climate Action Plan:  Implement greywater recycling at GAMowned municipal sites  Implement rainwater harvesting at GAMowned municipal sites As part to of the Climate Action Plan, GAM will install greywater recycling and rainwater harvesting programme Description at GAM-owned municipal sites. This project will devise a phased implementation strategy to eventually cover What will be done? all municipal sites that are appropriate. Rationale Greywater recycling and rainwater harvesting will help the city to maximise the use and re-use of water, reducing Why is it being its carbon footprint (required to pump/extract/process water) and increasing water supplies. proposed? Type of action Project Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 174 Amman Green City Actoin Plan for Amman State indicators:  Water exploitation index Impact measures Pressure indicators:  Water consumption per capita Action owner Facilities and Maintenance Department Stakeholders Product suppliers; Miyahuna Plan for delivery Financing options Municipal budget Timeline 2026 - 2032 W9: Partner with local NGOs to support low-income communities in rainwater harvesting Strategic objective(s) SO12: Improve access to water and wastewater networks Priority environmental challenge Related pressure (PEC2) Move towards more sustainable water cycle management to reduce impacts of water scarcity Challenges (PEC5) Management of increasing urban flash flooding (Wc1) Hydrological changes due to climate change risks (Lu2) Desertification (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan Actions: Connections to  WR02: Establish a rainwater harvesting project financing facility to support projects that argument rural and existing urban water supply strategies/action Amman Resilience Strategy: plans  2D1. Deliver rainwater harvesting plan Climate Action Plan: NA The city will partner with local NGOs to support low-income communities in rainwater harvesting. Low-income communities have lower access to the knowledge or equipment necessary to implement rainwater harvesting, thus providing trainings in the use of a rainwater harvesting kit will prove invaluable to securing additional water Description supply. Some in less developed areas of Amman are also not connected to the main water network; therefore, What will be done? rainwater harvesting can support water access. GAM will host twice yearly free training sessions on rainwater harvesting. Participants will be eligible for a free rainwater container as a participation reward. This will include compiling key material on rainwater harvesting and preparing for public distribution of material on GAM's website. This work will be done in collaboration with the Miyahuna Water Company. Rationale By providing skills and training to low-income communities on the benefits of rainwater harvesting the drought Why is it being impacts of climate change might be slightly reduced. Allowing individuals to collect freshwater provides an extra proposed? level of freshwater security and will also reduce pressures on sewerage systems in the city in times of heavy rain.

1. Survey previous NGO implemented projects for rainwater harvesting, identify the lessons learned from previous examples.

2. Identify low income / vulnerable communities which the project will target.

3. Plan for a total of 6 training sessions annually covering all major governorates in Jordan.

4. Identify suitable NGO(s) with suitable training experience to conduct trainings. Steps for implementation 5. Develop a booklet (instruction manual for constructing the system), in Arabic, to be distributed as training material and brochures and public awareness materials in the local communities.

6. Assign a team within GAM to follow up on the training sessions, after the completion of the training, to ensure that sessions were properly implemented, and to get data on pre and post water usage patterns and bill amounts. This data can be used in subsequent training and may be used to secure additional funding for new programs. Type of action Capacity-building Action owner GAM Public Engagement Team Stakeholders NGOs, MWI Financing options Municipal budget; donor agencies Plan for delivery Revenue/savings N/A opportunities Timeline 2025 – 2027 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 175 Amman Green City Actoin Plan for Amman E.5 Comprehensive and reflective land-use planning Action Action title Related SO ID LU5 Develop an open space hierarchy SO13, SO15 LU6 Develop a densification strategy SO14, SO15 LU7 Regenerate derelict or vacant land SO13 LU8 Integrate more children’s playground in parks SO13, SO15 LU9 Protect and expand green areas SO13, SO15 LU10 Establish community allotments SO13, SO15 LU11 Improve public realm infrastructure SO15 LU12 Monitor and enforce illegal use of green space SO15 LU13 Establish a green space fund SO13, SO15 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 176 Amman Green City Actoin Plan for Amman LU5: Develop an open space hierarchy Strategic objective(s) SO14: Increase the amount of quality green space in Amman SO16: Improve the public realm Priority environmental challenge Related pressure (PEC4) Delivery of high quality, accessible and biodiverse Challenges green infrastructure (Lu1) Competing land use priorities and pressures (PEC5) Management of increasing urban flash flooding risks (Lu2) Desertification (PEC6) Management of intensifying drought and overheating risks Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action plans Climate Action Plan: NA The city seeks to develop an open space hierarchy that will inform any new development. Open spaces considered in this strategy will be:  City-wide parks  Linear greenways  Downtown neighbourhood parks Description  Public sitting areas in pedestrian walkways What will be done?  Non-permanent green spaces (e.g. unused streets and public rights of way)  Plazas  Derelict spaces This open space hierarchy will inform the regeneration strategy (LU10) to ensure that open space is integrated into urban regeneration initiatives. This work will also reference and be referenced by the public realm strategy (LU4). Amman’s rapid development often comes at the expense of accessible public and green spaces. Similarly, Rationale Amman is facing increased risk of heatwaves with climate change. Both hydrological changes and development Why is it being are driving desertification. Promoting green open spaces will promote the well-being of the urban ecosystem proposed? and residents. Type of action Plan/Strategy State Indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure Indicators:  Percentage of urban development on existing urban land rather than greenfield land Action owner Planning Directorate Stakeholders Environment NGOs, Ministries of Environment and Agriculture Plan for delivery Financing options Municipal budget Timeline 2025 - 2028 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 177 Amman Green City Actoin Plan for Amman LU6: Develop a densification strategy Strategic objective(s) SO15: Develop an up-to-date land use plan to ensure equitable development across Amman SO16: Improve the public realm Priority environmental challenges Related pressures (PEC4) Delivery of high quality, accessible and Challenges biodiverse green infrastructure (Lu1) Competing land use priorities and pressures (PEC6) Management of intensifying drought and overheating risks Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: plans  Coordinate transit-oriented planning with the planning and transportation departments GAM will develop a densification strategy which identifies specific corridor densities and the most appropriate land use mixes with clear criteria guiding development. This strategy will also take into account urban Description microclimates to generate design strategies that are climate-conscious, prioritise occupant comfort and spatial What will be done? efficiency. This is already being implemented in conjunction with the BRT; therefore, this action will build upon the work being completed as part of the BRT project. Rationale Densification strategies work to maximise the available space in an urban setting. A densification strategy will Why is it being help to reduce the pressures to green and open spaces, as well as help to ensure that planning is controlled, proposed? and growth is strategic. Type of action Plan/Strategy State indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Action owner Planning Directorate Stakeholders Landlords, construction industry, Jordan Green Building Council Plan for delivery Financing options Municipal Timeline 2026 - 2032 LU7: Regenerate derelict or vacant land Strategic objective(s) SO14: Increase the amount of quality green space in Amman Priority environmental challenges Related pressures Challenges (PEC4) Delivery of high quality, accessible and biodiverse (Lu1) Competing land use priorities and green infrastructure pressures (PEC5) Management of increasing urban flash flooding risks National Green Growth Action Plan Actions: NA Connections to Amman Resilience Strategy: existing  1B3. Explore tactical urbanism opportunities strategies/action plans  1B4. Organize a design competition for Amman’s Hijazi railway Climate Action Plan: NA GAM will prioritise the regeneration of derelict land (e.g. unused rail lines, industrial land) and other big empty plots (water infrastructure sites, airfields). To this end, we will conduct an evaluation of derelict or vacant space Description and commit funding to the rehabilitation of these spaces, prioritising both green and public space with affordable What will be done? housing. Subsequently, we will invite private sector proposals for the development of these spaces and pursue PPPs or land value capture mechanisms if they align with clear social and environmental benefits. This work will be linked to the GGGI draft on rehabilitating grey field. Rationale Derelict or vacant spaces in cities around the world are being regenerated with great success. These spaces Why is it being often hold great potential in terms of the contribution they can make environmentally and socially. proposed? Type of action Plan/Strategy Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 178 Amman Green City Actoin Plan for Amman State indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Action owners Planning Directorate Stakeholders Landlords; non-profits; developers Plan for delivery Financing options Donor agencies; public-private partnership Timeline 2025 - 2035 LU8: Children’s playgrounds in parks Strategic objective(s) SO14: Increase the amount of quality green space in Amman SO16: Improve the public realm Priority environmental challenges Related pressures Challenges (PEC4) Delivery of high quality, accessible and (Lu1) Competing land use priorities and pressures biodiverse green infrastructure Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action plans Climate Action Plan: NA Description The city of Amman is interested in constructing children’s playgrounds in parks. What will be done? Rationale Playgrounds within parks would improve the well-being of families living in the city and encourage more social Why is it being gathering within the city’s parks. proposed? Type of action Capital project State indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Action owners Public Facilities and Gardens Department Stakeholders Local districts Plan for delivery Financing options Municipal budget Timeline 2025 - 2035 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 179 Amman Green City Actoin Plan for Amman LU9: Protect and expand green areas Strategic objective(s) SO14: Increase the amount of quality green space in Amman SO16: Improve the public realm Priority environmental challenges Related pressures Challenges (PEC4) Delivery of high quality, accessible and biodiverse (Lu1) Competing land use priorities and green infrastructure pressures (PEC5) Management of increasing urban flash flooding risks (Lu2) Desertification National Green Growth Action Plan Actions:  AG13: Develop and Implement a National Afforestation Program in Jordan Connections to Amman Resilience Strategy: NA existing Climate Action Plan: strategies/action  Enforce new policies that highlight natural heritage sites, green buildings, and public spaces plans  Plan for increased green spaces to enhance tree cover and increase the number of trees in Amman (by expansion of anti-desertification projects and green urban infrastructure also surrounding the city with a ring of trees to achieve protection from dust and wind) As part of the Air Quality and Environment Action Plan, GAM will implement the following: (1) Protection and Description expansion of green areas; (2) Restrictions to any new builds in green areas, where land conversions to be What will be done? approved only in special cases; and (3) Expand green areas by any possible means; promote urban agriculture; extend parks; promote eco-tourism. Rationale Better quality green space has a multitude of benefits both for the environment and for the community. Green Why is it being space has been linked to improvements in mental and physical health and any increase in green space will proposed? make the city more enjoyable for residents. Type of action Policy State indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Action owner Public Facilities and Gardens Directorate Environmental & Energy conservation NGOs, Ministries of Environment, Agriculture, Stakeholders Plan for delivery Transportation, and Public works Financing options Municipal budget Timeline 2025 - 2035 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 180 Amman Green City Actoin Plan for Amman LU10: Establish community allotments Strategic objective(s) SO14: Increase the amount of quality green space in Amman SO16: Improve the public realm Priority environmental challenges Related pressures (PEC4) Delivery of high quality, accessible and Challenges biodiverse green infrastructure (Lu1) Competing land use priorities and pressures (PEC5) Management of increasing urban flash flooding (Lu2) Desertification risks National Green Growth Action Plan Actions:  AG11: Promote the development of organic agriculture through knowledge exchange and market development Connections to Amman Resilience Strategy: NA existing Climate Action Plan: strategies/action  Explore opportunities to incentivize urban agriculture in Amman, including zoning, financial incentives and plans other policies  Implementing educational and recreational projects within the city that returns people back to nature and enhance their knowledge in these fields like botanical and theme gardens, eco parks, birds' gardens, butterflies gardens and zoos GAM will designate new community allotments for city farming, local community spaces, etc. Additionally, we Description develop urban farming spaces that promote accessibility, inclusivity, pedestrian safety, and social interaction. A What will be done? priority for initial piloting will be placed on school spaces, where rainwater harvesting, local farming, education and children and adult’s awareness raising can be combined. Rationale The provision of green space should be a key planning priority for the city as there are a number of social and Why is it being environmental benefits. Encouraging the use of shared green spaces will improve the well-being of the residents proposed? of Amman. Type of action Plan/Strategy State indicators:  Open green space area m2/capita Impact measures  Share of green space areas within urban limits Pressure indicators:  Percentage of urban development on existing urban land rather than greenfield land Action owner Planning Directorate Public Facilities and Gardens Directorate; Environmental & energy conservation NGOs, Stakeholders Plan for delivery Ministries of Environment, Agriculture, Transportation, and Public works Financing options Municipal budget Timeline 2025 - 2033 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 181 Amman Green City Actoin Plan for Amman LU11: Improving public realm infrastructure Strategic objective(s) SO16: Improve the public realm Priority environmental challenge Related pressure (PEC1) Managing fossil fuel related air pollution through better management of urban transport and energy systems Challenges (Lu1) Competing land use priorities and pressures (PEC4) Delivery of high quality, accessible and biodiverse (Tr1) Lack of public transport infrastructure green infrastructure (Tr2) Poor pedestrian infrastructure (PEC6) Management of intensifying drought and overheating risks National Green Growth Action Plan Actions:  TR05: Implement a pedestrian green infrastructure enhancement program in local commercial areas and near public transport Connections to Amman Resilience Strategy: existing  None strategies/action Climate Action Plan: plans  Implementing educational and recreational projects within the city that returns people back to nature and enhance their knowledge in these fields like botanical and theme gardens, eco parks, birds' gardens, butterflies gardens and zoos The city is interested in developing an integrated green space and pedestrian thoroughfare strategy. GAM will ensure collaboration between the Directorate of Planning and the Department of Public Gardens to build a comprehensive strategy that will incorporate green space into pedestrian networks. This will have the benefit of both providing green space linkages, improving the public realm, and providing cooling and shading in pedestrian areas, thereby making walking a more comfortable method of movement. This will include information derived Description from climate projections and risk assessments for the city to prioritise areas that will benefit most from shading What will be done? strategies. This strategy will stand alone but also reflect the discussions around mapping pedestrian spaces. The mapping process will produce a transport map, which then a green space / pedestrian linkage map will potentially be incorporated into. However, this should also link to the urban design guidelines to ensure that trees do not impair pedestrian access. Green space is proven to have a multitude of beneficial effects on mental and physical wellbeing, and also can Rationale reduce the impacts of the urban heat island effect. Incorporating green space into pedestrian networks will help Why is it being to improve the liability of the city and potentially help to increase pedestrian footfall thereby reducing traffic levels proposed? and pressures on public transport.

1. Assess mobility, transport, and walkability around Amman.

2. Review street plans.

3. Review green growth plans in GAM. Steps for 4. Assess the possibility of transformation of non-agricultural land into green land to fit with existing land use implementation classification.

5. Assess and enforce roof top use for green usage, to provide more green public space.

6. Develop a green infrastructure plan based on the above and inclusive of goals and targets to be achieved.

7. Produce an action plan including timeline, responsibilities, options, as well as reporting mechanisms. Type of action Policy Action owner Planning Directorate; Design & Planning Environmental Department Ministries of Environment, Agriculture, Transport, Public works, Green NGOs, Stakeholders Jordan Engineers Association, and National building council. Plan for delivery Financing options Municipal budget Revenue/savings opportunities N/A Timeline 2025 - 2029 LU12: Monitor and enforce illegal use of green space Strategic SO16: Improve the public realm objective(s) Priority environmental challenge Related pressure (Lu1) Competing land use priorities and pressures Challenges (PEC4) Delivery of high quality, accessible and (Lu2) Desertification biodiverse green infrastructure (Tr2) Poor pedestrian infrastructure (Wc4) Diffuse urban pollution Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 182 Amman Green City Actoin Plan for Amman Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: NA plans To ensure that the green space is well maintained, the city will monitor and enforce the misuse of public green and open space. Public green and open spaces are often degraded through illegal practices like waste dumping and illegal parking. GAM will increase personnel or systems to monitor open space that is well-known to encounter illegal practices, and provide proper enforcement to deter behaviour. It will take a pragmatic approach where it Description encounters economically or socially valuable informal uses of green or open spaces, by trying to reach a user What will be done? agreement based on public benefit principles. This work should be accompanied by an awareness campaign. Recently, there was an agreement to put rangers and police officers inside gardens and parks to prevent degradation. The suggested pilot parks are Al Shabab Public Park, Al Shoura Public Park, Housing Bank Garden, Zahran Park, Salah El-Din Park, Al Hussein Public Parks. Rationale Without the proper enforcement measures put in place, green spaces will not be able to serve their purpose as a Why is it being healthy, enjoyable environment for all citizens of Amman. To ensure that the city is able to benefit from new green proposed? and open space it is important that the areas are well monitored, and any illegal practices are deterred.

1. Make it a requirement for all of GAM staff who work on the streets, to report any signs of tree cutting or damage and investigate the incidents. Steps for 2. Require waste collection workers to report residues or garden leftovers and investigate the incidents. implementation

3. Provide sufficient staff and rangers in public parks and major green areas, with sufficient training.

4. Undertake capacity building and produce awareness plans and campaigns. Type of action Enforcement Action owner Planning Directorate Ministry of Environment, Ministry of Agriculture, The royal environmental protection Stakeholders directorate (public security) Financing options Municipal budget Plan for delivery Ensuring proper use of green space will decrease maintenance costs that GAM will have to Revenue/savings spend on spaces that have been improperly used. Additionally, the enhanced quality of opportunities green spaces can attract more foot traffic to parks and nearby areas. Timeline 2025 - 2028 LU13: Establish a green space fund SO13: Increase the amount of quality green space in Amman Strategic objective(s) SO15: Improve the public realm Priority environmental challenge Related pressure Challenges (Lu1) Competing land use priorities and pressures (PEC4) Delivery of high quality, accessible and biodiverse (Lu2) Desertification green infrastructure (Wc4) Diffuse urban pollution Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action plans Climate Action Plan: NA The city is interested in the development of a green space fund which can be used to improve or create shared community space like gardens or allotments that promotes accessibility, inclusivity, pedestrian safety, and social interaction. GAM will work to create a fund in collaboration with the Directorate of Planning. Description The fund will be used, in part, to support expanding the 'stewardship day,' where members of the graduating What will be done? class spend one day planting trees as a requirement of graduation. There is potential to expand this to high schoolers through an awareness campaign. It will be strategic to develop the culture around a “stewardship day” and potentially GAM will partner with local organisations who have corporate social responsibility and may be prepared to donate/ sponsor the event. Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 183 Amman Green City Actoin Plan for Amman Establishing a green fund will help to ensure that the city of Amman will continue to create and enhance green Rationale spaces around the city. If there is greater funding made available there is more opportunity for this work to be Why is it being done strategically and inclusively, ensuring that all members of society are able to partake in the stewardship of proposed? their environment. Green spaces are particularly important for the wellbeing of low income and vulnerable groups who do not currently have access to green spaces e.g. garden,

1. Review similar funds. An example in the Jordan Environmental Fund of the Ministry of Environment.

2. Prepare regulations, mechanisms and systems. Encourage local investors to support the initiative . An evidence-driven “business case” argument, as opposed to a general argument appealing to charity, may be Steps for more effective at securing funding from non-traditional partners. implementation

3. Conduct awareness campaigns among potential areas. Benefits must be clear and stated to attract understanding and acceptance among local residents.

4. Identify volunteers, who can help facilitate green initiatives, such as the ‘Stewardship Day’. Type of action Plan/Strategy Action owner Public Gardens Directorate Stakeholders Ministry of environment. Ministry of Agriculture. Green NGOs. Financing options Municipal budget; Local investors and banks. Plan for delivery Revenue/savings Revenue through partnerships or potential increase patronage of municipal parks opportunities Timeline 2025 - 2029 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 184 Amman Green City Actoin Plan for Amman E.6 Responsive and forward-looking climate adaptation practices Action Action title Related SO ID CA4 Develop Amman-specific climate services SO16, SO18 CA5 Implement carbon offset schemes SO17 CA6 Implement climate focused land use planning SO16, SO17 CA7 Establish an Urban Resilience Research centre SO16, SO18 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 185 Amman Green City Actoin Plan for Amman CA4: Develop Amman-specific climate services Strategic objective(s) SO19: Improve public awareness of climate change Priority environmental challenges Related Pressure (PEC5) Management of increasing urban flash flooding Challenges (Wc1) Hydrological changes due to climate change risks (Lu1) Competing land use priorities and pressures (PEC6) Management of intensifying drought and (Lu2) Desertification overheating risks Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: strategies/action  2A1. Create a team responsible for our climate change portfolio plans Climate Action Plan: NA The city would like to develop Amman-specific climate services. Climate services refer to tools and products (e.g. near-term and local scale climate projections that can be implemented in prediction systems) that provide Description climate information to individuals and organisations to help guide their decision-making. GAM will develop a What will be done? climate service portal on their municipal website that combines up-to-date climate information and tools for users. Rationale By providing climate services to individuals and organisations, decision making that is more focused on climate Why is it being mitigation and adaptation will be enabled. This will help to make the city more climate resilient, safer and more proposed? environmentally conscious. Type of action Capacity-building State indicators:  Estimated economic damage from natural disasters  Percentage of public infrastructure at risk  Percentage of households at risk Impact measures Pressure indicators:  Awareness and preparedness to natural disasters  Annual number of stormwater or sewerage overflows per 100 km of network length  Percentage of dwellings damaged by the most intense flooding in the last 10 years Actions Amman Urban Resilience Centre National government, universities, research organisations, international financial Stakeholders Plan for delivery institutions, non-profits Financing options Municipal budget; public-private partnership; grants Timeline 2025 - 2035 CA5: Implement carbon offset schemes Strategic objective(s) SO14: Increase the amount of quality green space in Amman SO17: Institutionalise climate resilience into all aspects of municipal operations and policies Priority environmental challenges Related pressures Challenges (Lu1) Competing land use priorities and pressures (PEC4) Delivery of high quality, accessible and (Lu2) Desertification biodiverse green infrastructure (Es2) Energy and water performance of buildings Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: NA plans Description GAM will develop and pilot carbon offsetting projects for public buildings and public land that cannot deliver What will be done? desired carbon reduction savings. Rationale The implementation of carbon offset schemes will help to reduce the over-all carbon footprint of the city and Why is it being could help to create a healthier environment if the projects are people focused and nature-based. proposed? Type of action Capital project Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 186 Amman Green City Actoin Plan for Amman State indicators:  Estimated economic damage from natural disasters  Percentage of public infrastructure at risk Impact measures  Percentage of households at risk Pressure indicators:  Per capita emissions of CO2e Action Owners Facilities and Building Maintenance Department Stakeholders Land owners; developers Plan for delivery Financing options Donor agencies; municipal budget Timeline 2025 - 2035 CA6: Climate focused land use planning Strategic objective(s) SO17: Institutionalise climate resilience into all aspects of municipal operations and policies Priority environmental challenges Related pressures Challenges (Lu1) Competing land use priorities and pressures (Pc4) Low open green space ratio per capita (Lu2) Desertification (Pc5) Low share of green space areas within urban limits (Es2) Energy and water performance of buildings Connections to National Green Growth Action Plan Actions: NA existing Amman Resilience Strategy: NA strategies/action Climate Action Plan: NA plans GAM will integrate climate hazards into strategic land use planning and development assessments. To this end, GAM will amend policy to require that climate change projections are considered in strategic land use planning Description and development assessments. Additionally, policy must prioritise risk mitigation. Until more accurate site- What will be done? specific climate hazard information is available, land use planning and new developments shall at least consider their responsiveness to generally estimated climate change impacts for Amman. Rationale Planning considerations should include climate adaptation and mitigation measures at each step of the process. Why is it being Considering climate hazards in advance will help to avoid the costs of damages caused by extreme weather. proposed? Type of action Policy State indicators  Estimated economic damage from natural disasters  Percentage of public infrastructure at risk Impact measures  Percentage of households at risk Pressure indicators  Per capita emissions of CO2e Action owners Planning Directorate Stakeholders Universities; research organisations Plan for delivery Financing options Municipal budget; Timeline 2025 – 2030 CA7: Establish an Urban Resilience Research Centre Strategic objective(s) SO17: Institutionalise climate resilience into all aspects of municipal operations and policies SO19: Improve public awareness of climate change Challenges Priority environmental challenges Related pressures Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 187 Amman Green City Actoin Plan for Amman (Pc4) Low open green space ratio per capita (Lu1) Competing land use priorities and pressures (Pc5) Low share of green space areas within urban limits (Lu2) Desertification (Pc6) Historical and increasing risk of urban flashing (Es2) Energy and water performance of buildings flooding (Wc1) Hydrological changes due to climate change (Pc7) Historical and increasing risk of drought conditions (Pc8) Historical and increasing risk of heatwaves Connections to National Green Growth Action Plan Actions: existing Amman Resilience Strategy: strategies/action  1C3. Establish an urban resilience research centre plans Climate Action Plan: NA In order to ensure that Amman’s residents benefit from a safe, inclusive and resilient built and social environment, we will establish an Urban Resilience Research Centre that will support data collection, monitoring Description and analysis of key indicators related to resilience across social, environmental and economic sectors. The What will be done? Urban Resilience Research centre will support GAM’s leadership in shaping strategy and corresponding policy to embed resilience across municipal activities. Rationale Why is it being Building Amman’s resilience is crucial in the face of climate change and continued urbanisation. proposed? Type of action Plan/Strategy; Capital Investment State indicators  Estimated economic damage from natural disasters  Percentage of public infrastructure at risk Impact measures  Percentage of households at risk Pressure indicators  Per capita emissions of CO2e Action owners Planning Directorate Stakeholders Universities; research organisations Plan for delivery Financing options Municipal budget; Timeline 2025 – 2030 Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 188 Amman Green City Actoin Plan for Amman Appendix F GCAP Actions matched against Resilience Strategy and National Green Growth Plan National Green Growth Action Plan Amman Resilience Strategy Actions Energy Actions  EN04: Develop and implement a  2B2. Develop solar power National Green Building Strategy generation facilities and Action Plan  EN09: Increase public investment in energy sector research and EB1 Invest in large grid-scale solar projects development  EN11: Improve the enabling environment and capacity development support for the growth of the ESCO market Integrate LED systems into municipal  2B1. Identify and implement energy EB2 street lighting saving solutions for municipal assets  EN01: Improve energy demand Finance smart meters and batteries to EB3 management through development promote grid stabilisation of a smart electricity grid  EN03: Improve the market for green  2C1. Incentivize application of green building and construction services building codes EB4 Increase awareness of green building market  2C2. Develop public awareness design  EN04: Develop and implement a campaigns relating to green building National Green Building Strategy solutions and technologies and Action Plan  EN04: Develop and implement a  2B1. Identify and implement energy National Green Building Strategy saving solutions for municipal assets EB4.1 Pilot municipal green building retrofit and Action Plan  EN05: Conduct Energy Efficiency Retrofits for Public Buildings  EN03: Improve the market for green  2B1. Identify and implement energy building and construction services saving solutions for municipal assets  EN04: Develop and implement a EB4.2 Establish green school buildings National Green Building Strategy and Action Plan  EN05: Conduct Energy Efficiency Retrofits for Public Buildings  2B1. Identify and implement energy EB5 Develop solar-powered bus stands saving solutions for municipal assets  Expand the existing Landfill Gas EB6 Recovery (LFG) System  EN11: Improve the enabling Establish awareness campaign around environment and capacity EB7 national solar-panel subsidy development support for the growth of the ESCO market  EN04: Develop and implement a  2B1. Identify and implement energy Install rooftop solar units on GAM-owned National Green Building Strategy saving solutions for municipal assets EB8 municipal buildings, parking lots and and Action Plan  2B2. Develop solar power pergolas  EN05: Conduct Energy Efficiency generation facilities Retrofits for Public Buildings  EN04: Develop and implement a  2B1. Identify and implement energy Install alternative heating systems in EB9 National Green Building Strategy saving solutions for municipal assets municipal buildings and Action Plan Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 189 Amman Green City Actoin Plan for Amman National Green Growth Action Plan Amman Resilience Strategy Actions  EN05: Conduct Energy Efficiency Retrofits for Public Buildings Transport Actions  TR08: Establish a national center of  2B4. Replace GAM fleet vehicles excellence and capacity building with electric vehicles program for sustainable transport  TR11: Develop a national electric Expansion of integrated bus network and T1 mobility strategy and action plan low-emission bus fleet  TR12: Design and implement a public transport electric mobility pilot and capacity building program  in Amman  T05: Implement a pedestrian green  1B1. Review and update ‘Street infrastructure enhancement program Manual.’ T2 Conduct pilot project to promote active in local commercial areas and near  1B2. Create a walking map mobility public transport  TR07: Support the deployment of  1A1 Develop an integrated mobility Intelligent Transportation Systems plan T3 Install Intelligent Transport Systems (ITS) (ITS) to allow a modal and fare  1A4. Develop an urban mobility integration of the public and private observatory transport systems in the city of  1D1. Develop an ICT city action plan Amman  TR06: Develop a public-private  1B2. Create a walking map Introduce car free days in city centre to dialogue and roadmap for improving T4 promote city centre events and active road transport services linked to the mobility tourism sector  TR06: Develop a public-private  Provide free bus service to and from the dialogue and roadmap for improving T4.1 pilot pedestrian area on specified days road transport services linked to the tourism sectors  TR03: Implement transport sector  1A1 Develop an integrated mobility governance enhancement program plan Develop an Integrated Sustainable Urban and reform agenda to increase the T5 Mobility Plan effectiveness and efficiency of the transport sector policymaking process  TR03: Implement transport sector  1B1. Review and update ‘Street governance enhancement program Manual.’ T6 Improve pedestrian safety and reform agenda to increase the  1B2. Create a walking map effectiveness and efficiency of the transport sector policymaking process  TR03: Implement transport sector  1A3. Plan and construct a Metro governance enhancement program System in the main corridors Invest in the construction of a light rail or and reform agenda to increase the T7 a tramline network effectiveness and efficiency of the transport sector policymaking process  TR08: Establish a national center of T8 Implement a bike share system excellence and capacity building program for sustainable transport Establish dedicated bus lanes on major T9 roads  TR08: Establish a national center of  1A2. Plan and construct an efficient Incorporate mobihubs at critical BRT T10 excellence and capacity building BRT system junctions program for sustainable transport Waste Actions  WS01: Review and update the  2E1. Develop and implement Waste National Strategy and Action Plan Management Framework SW1 Waste prevention and recycling strategy for Municipal Solid Waste (NSAP) 2015-2034 to integrate non- municipal solid waste and elaborate Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 190 Amman Green City Actoin Plan for Amman National Green Growth Action Plan Amman Resilience Strategy Actions integrated waste management approaches  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the waste sector  WS04: Establish a national center for excellence on waste management and circular economy to promote innovation, training, R&D, investment and policy work  2E5. Implement other waste transfer SW2 Improve Al-Shaer waste transfer station stations in north and west Amman  WS16: Implement a comprehensive SW3 Expand road sweeper operations to national cleanup campaign for solid improve the public realm waste littering  WS15: Develop municipal solid waste infrastructure to promote SW4 Construct an additional landfill cell recycling and the use of sanitary landfills  WS04: Establish a national center  2E4. Implement pilot projects for for excellence on waste waste management activities management and circular economy to promote innovation, training, Partner with large-scale commercial R&D, investment and policy work SW5 sectors to collect organic waste  WS07: Conduct market assessment and feasibility study to identify potential projects and programs to divert organic waste from municipal solid waste streams  WS04: Establish a national center for excellence on waste management and circular economy to promote innovation, training, SW6 Establish a WEEE waste transfer facility R&D, investment and policy work  WS10: Implement pilot extended producer responsibility program for e-waste  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the waste Construct a clean material recovery sector SW7 facility and establish recycling  WS04: Establish a national center programme for excellence on waste management and circular economy to promote innovation, training, R&D, investment and policy work  WS02: Introduce a policy dialogue platform for implementing extended producer responsibility in the waste sector Implement mandatory separate collection SW8 of key dry recyclable materials  WS04: Establish a national center for excellence on waste management and circular economy to promote innovation, training, R&D, investment and policy work  WS02: Introduce a policy dialogue  2E1. Develop and implement Waste platform for implementing extended Management Framework SW9 Establish statutory recycling targets producer responsibility in the waste  sector  WS02: Introduce a policy dialogue  Create a Waste Disposal Levy to platform for implementing extended SW10 increase recycling and recovery and producer responsibility in the waste create new jobs sector Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 191 Amman Green City Actoin Plan for Amman National Green Growth Action Plan Amman Resilience Strategy Actions  WS04: Establish a national center for excellence on waste management and circular economy to promote innovation, training, R&D, investment and policy work Water Actions Develop water conveyance and/or  1C4. Develop a stormwater drainage W1 storage to reduce flood risk masterplan Ain Ghazal Treatment Plant  WR03: Implement Key Wastewater W2 decommissioning and upgrade Treatment Projects to improve Water Supply Augmentation  WR03: Implement Key Wastewater W3 Develop Al Ghabawi Septic Tank Facility Treatment Projects to improve Water Supply Augmentation  WR18: Undertake feasibility studies W4 to explore storm water systems and Integration of WSUD and SuDS groundwater filtration Pilot SuDs implementation on municipal  WR18: Undertake feasibility studies W4.1 property to explore storm water systems and groundwater filtration Implement nature-based solutions for W5 Ruseiffa natural lagoon  WR15: Implement a program of Performance-based Contracts to W6 Upgrade and expand access to water Achieve Non-revenue Water (NRW) and wastewater networks Reduction Install water efficient fixtures in GAM W7 buildings Implement greywater recycling and  WR02: Establish a rainwater  2D1. Deliver rainwater harvesting rainwater harvesting harvesting project financing facility to plan W8 support projects that argument rural  2D2. Implement greywater recycling and urban water supply at GAM sites and assets  WR02: Establish a rainwater  2D1. Deliver rainwater harvesting Partner with local NGOs to support low- harvesting project financing facility to plan W9 income communities in rainwater support projects that argument rural harvesting and urban water supply Land Use Actions  TR05: Implement a pedestrian green infrastructure enhancement program LU1 Invest in expanding green spaces in local commercial areas and near public transport  TR05: Implement a pedestrian green Develop an integrated green infrastructure enhancement program LU1.1 infrastructure strategy in local commercial areas and near public transport Develop a servicing and implementation  1C2. Develop a strategic LU2 plan for East Amman development plan for East Amman Finalise and implement the Amman  1C1. Finalize and implement LU3 Strategic Master Plan 2060 Amman Strategic Master Plan 2060  1D2 Establish a centralized GIS LU4 Establish a centralised GIS database database LU5 Develop an open space hierarchy LU6 Develop a densification strategy  1B3. Explore tactical urbanism opportunities LU7 Regenerate derelict or vacant land  1B4. Organize a design competition for Amman’s Hijazi railway Integrate more children’s playground in LU8 parks Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 192 Amman Green City Actoin Plan for Amman National Green Growth Action Plan Amman Resilience Strategy Actions  AG13: Develop and Implement a LU9 National Afforestation Program in Protect and expand green areas Jordan  AG11: Promote the development of organic agriculture through LU10 Establish community allotments knowledge exchange and market development  TR05: Implement a pedestrian green infrastructure enhancement program LU11 Improve public realm infrastructure in local commercial areas and near public transport Monitor and enforce illegal use of green LU12 space LU13 Establish a green space fund Climate change adaptation Develop green and/or shaded parking CA1 infrastructure  TM05: Develop a roadmap for crisis,  Implement a Climate Change Community CA2 disasters and climate change Engagement Plan management in the tourism sector Develop and deliver a Flood Resilience  1C4. Develop a stormwater drainage CA3 Strategy masterplan Develop Amman-specific climate  2A1. Create a team responsible for CA4 services our climate change portfolio CA5 Implement carbon offset schemes Implement climate focused land use CA6 planning Establish an Urban Resilience Research  1C3. Establish an urban resilience CA7 centre research centre Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 193 Amman Green City Actoin Plan for Amman Prepared for: Greater Amman Municipality and European Bank for Reconstruction and Development AECOM 194