National Biodiversity Strategy and Action Plan 2015 - 2020

THE NATIONAL BIODIVERSITY STRATEGY AND ACTION PLAN 2015 - 2020 His Majesty King Abdullah II Ibn Al Hussein The National Biodiversity Strategy and Action Plan 2015 - 2020 While the first National Biodiversity Strategy in 2003, I am pleased to present this first update of that Strategy which is an outcome of sincere ef forts by the national team working on biodiversity in the Hashemite Kingdom of Jordan. Eleven years have passed since the issuance of the first Strategy during which time the world wit nessed various changes in environmental condi tions and natural phenomena such as rapid cli mate changes and evolving relevant concepts and principles related to maintaining biodiversity. These highlighted the need to update the Nation al Biodiversity Strategy as to be in line with those concepts and principles and scientific advanc es and to mainstream the Aichi Targets (2010) agreed upon by the States Parties to the Conven tion on Biological Diversity (CBD) that have to be reached by 2020. Sustainable development is an important tool to safeguard the natural rights of future genera tions and enhance national economy without un dermining the environment and its components. With the indigenous and local communities and their knowledge and practices recognized in the CBD as integral elements of sustainable develop ment, the Nagoya Protocol, adopted in 2010 and entered into force in 2014, emphasized that one of the CBD’s core objectives is fair and equitable sharing of benefits arising from the utilization of genetic resources. Therefore, the States Parties to the CBD were required to update their strate gies to keep pace with these developments. Be ing of a particular significance to biodiversity and a home of various biodiversity elements, Jordan has updated its National Biodiversity Strategy as a requirement to conserve and develop our natural resources. The elements of biodiversity in the Hashemite Kingdom of Jordan are unique and rare inter nationally and have to be maintained as nation al heritage for the coming generations and as a source of economic benefits to be obtained sus tainably by the communities while conserving the environment and its components as to encounter the threats posed by climate change, acquire re silience to this global phenomenon and conserve habitats. All these considerations where reflected in the updated Strategy that also includes the nec essary scientific bases and displays awareness of the national legislative context. The environment and its protection are an issue of collective responsibility among the government and non-government institutions and all compo nents of civil society, and concerted efforts are needed to protect and sustain biodiversity ele ments. Therefore, this updated National Biodiver sity Strategy provided ideas, programs and proj ects which all societal sectors can be involved in applying and thus contribute to protect biodiver sity sources. Tourism is a national asset in Jordan highly appre ciated as a contributor to economy. The unique diversity in the Kingdom and existence of a na tional natural reserves network make ecotourism a major method to ensure societal involvement in conserving biodiversity especially that ecotourism offers significant employment opportunities for the citizens that have to be maintained and de veloped. Here, I would like to express my appreciation to the International Union for Conservation of Nature, The Regional Office for West Asia and in specif ic Mr Fadi Shraideh and all the local experts that worked together throughout the past year to de sign this national strategy in a participatory man ner. Finally, the vision proposed in this National Biodiversity Strategy necessitates that we adopt the sustainability of the environmental elements and conserve them for the future generations through a participatory approach to the preserva tion of this precious heritage; praying to God for protecting our country and its fortunes under the flag of the glorious Hashemite leadership. Dr. Taher Radi Al Shakhshir Minister of Environment Foreword by the Minister of Environment Acknowledgments The International Union for the Conservation of Nature - Regional Office for West Asia (IUCN-ROWA) would like to use this opportunity to express our gratitude to everyone who supported the developing of this National Biodiversity Strategy and Action Plan (NBSAP). We are thankful for their aspiring guidance, invaluably constructive criticism and friendly advice during its development. We are sincerely grateful to them for sharing their data and information and illuminating views on a number of issues important to the strategy. IUCN-ROWA and the Ministry of Environment of Jordan extend warmest gratitude to her Highness Princess Basma bint Ali for her auspices, leadership and support for the National Program on Biodiversity Conservation in general and the update of the National Biodiversity Strategy and Action Plan, in particular. Special thanks are conveyed to the National Biodiversity Committee and the various government agencies, non-government organizations, academia, as well as local communities across the Kingdom for their invaluable contributions in the preparation of the Strategy. The report team would -particularly- like to express appreciation to the Ministry of Planning and International Cooperation, Ministry of Agriculture, Forestry Department, Rangeland Department, National Center for Agricultural Research and Extension, Royal Society for the Conservation of Nature, the Royal Marine Conservation Society of Jordan, Royal Botanic Garden, University of Jordan, The Jordan University of Science and Technology, the Research Committee, and the Aqaba Marine Station, for their constructive engagement and continuous commitment. The update of this Strategy was made possible through a generous support from the Global Environment Facility and the World Bank. Jordan NBSAP Preparation Team Members The NBSAP was coordinated by the International Union for Conservation of Nature - Regional Office for West Asia (IUCN – ROWA), Amman, Jordan. The preparation team included: Dr. Hany El Shaer Team Leader Protected Areas, Biodevirsity & World Heritage Program Manager (IUCN – ROWA) Eng. Raed Bani Hani Director, Nature Protection Directorate Mr. Bilal Qteshat Nature Protection Directorate Mr. Tarek Abulhawa National Expert - Coordinator Dr. Ahmad Abdel Fattah Project Coordinator Mr. Farid Musmar Project Officer Editor: Firas Abd Al Hadi Table of Contents Foreword by the Minister of Environment ...................................................................................................................................................................... 1 IUCN Acknowledgments ........................................................................................................................................................................................................................ 3 Table of Contents ............................................................................................................................................................................................................................................. 6 List of Abbreviations ....................................................................................................................................................................................................................................... 7 Executive Summary ........................................................................................................................................................................................................................................ 8 Executive Summaryin Arabic ........................................................................................................................................................................................................11 Part I: Jordan and Biodiversity .............................................................................................................................................................................................13 1.1 The Global Context .........................................................................................................................................................................................14 1.2 Jordan Country Profile ................................................................................................................................................................................15 1.3 The Importance of Biodiversity in Jordan ..................................................................................................................... 16 Terrestrial Flora ................................................................................................................................................................................................... 20 Terrestrial Fauna ................................................................................................................................................................................................ 21 Marine and Freshwater Biodiversity .................................................................................................................................... 22 Genetic Diversity ............................................................................................................................................................................................. 23 1.4 Threats to Biodiversity ................................................................................................................................................................................ 32 Direct Threats to Biodiversity ........................................................................................................................................................ 32 The Underlying Causes of Biodiversity Loss ........................................................................................................ 37 Part II: The Update of the NBSAP .................................................................................................................................................................................. 41 2.1 The National Strategic and Legal Frameworks for Biodiversity ................................................ 42 2.2 Synthesis on the CBD Provisions and Obligations ....................................................................................... 44 2.3 Strategic Reflections on the 2003 NBSAP ................................................................................................................. 48 2.4 The Approach for the Updated NBSAP ......................................................................................................................... 49 2.5 Strategic Directions towards an Improved NBSAP Global Alignment ............................. 51 Part III: The Strategy and Action Plan 2020 ..................................................................................................................................................... 24 3.1 Setting the National Targets ............................................................................................................................................................. 54 3.2 The 2050 Vision .................................................................................................................................................................................................. 55 3.3 The 2020 Strategic Goals .................................................................................................................................................................... 56 3.4 The 2020 Action Plan .................................................................................................................................................................................. 57 Matrix of National Targets, KPIs and Strategic Actions ....................................................................... 58 Strategic Goal One: Governance of Biodiversity Enhanced ......................................................... 58 Strategic Goal Two: Impacts of Key Pressures Reduced .................................................................. 63 Strategic Goal Three: Key Ecosystems, Species and Genetic Resources Conserved ................................................................................................................................................................................................................. 71 Strategic Goal Four: Ecosystem Values and Benefits Appreciated .................................... 77 Strategic Goal Five: Biodiversity Knowledge Enhanced ...................... ............................................. 80 3.5 NBSAP Implementation Arrangements ............................................................................................................................ 83 Stakeholders Engagement ................................................................................................................................................................ 83 Financing Framework ................................................................................................................................................................................ 84 References ............................................................................................................................................................................................................... 86 ASEZA BRP CA CAP CBD CBRR CITES DOS FAO FDI GDP GEF GMOs IUCN JD JREDS LaMME LMOs MCM MDG MWI MoA MoEnv MoMA MoPIC MoTA NAP NBSAP NCARE NEP NGO NVH OECD PA PDTRA PGR RBG ROWA RSCN SCA SGP UNDP UNEP UNESCO USAID Aqaba Special Economic Zone Authority Badia Restoration Program Country Assessment Community Action Plan Convention on Biological Diversity Community-based Rangeland Rehabilitation Project Convention of International Trade in Endangered Species of Wild Fauna and Flora Department of Statistics Food and Agriculture Organization of the UN Foreign Direct Investment Gross Domestic Product Global Environment Facility Genetically Modified Organisms International Union for Conservation of Nature Jordanian Dinar Royal Marine Conservation Society of Jordan Laboratory for Molecular Marine Ecology Living Modified Organisms Million Cubic Meters Millennium Development Goal Ministry of Water and Irrigation Ministry of Agriculture Ministry of Environment Ministry of Municipal Affairs Ministry of Planning and International Cooperation Ministry of Tourism and Antiquities National Action Plan National Biodiversity Strategy and Action Plan National Center for Agricultural Research and Extension National Executive Program Non-Governmental Organization National Virtual Herbarium Organization of Economic Co-operation and Development Protected Area Petra Development and Tourism Region Authority Plant Genetic Resources Royal Botanic Garden Regional Office for West Asia The Royal Society for the Conservation of Nature Special Conservation Area Small Grants Programme United Nations Development Programme United Nations Environment Programme United Nations Educational, Scientific and Cultural Organization United States Agency for International Development List of Abbreviations Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 The remarkable biodiversity of Jordan is a reflec tion of its varied physical characteristics which have yielded an unusual case of richness in land forms and biological diversity in terms of land scapes, ecosystems and species. At the inter section of three continents, Jordan encapsulates four bio-geographical regions: Mediterranean, Irano-Turanian, Saharo-Arabian, and the Sudanian Penetration. All four transform into 13 vegetation types which, in turn, embrace over 4,000 species of terrestrial, freshwater, and marine fauna and flora. In 2003, Jordan adopted its first national biodiver sity strategy and action plan, and after ten years of concerted efforts to safeguard its biodiversity, the update of the strategy took place to reconfirm Jordan’s commitment to conserving its biodiversi ty, continuing its alignment with the global move ment under the Convention on Biological Diversity, and renewing its response to the continued loss of ecosystems and species as a result of the direct and indirect threats that hinder the sustainability of the country’s diversity. In 2014, the biodiversity of Jordan still faces many challenges and constraints including the continu ation of habitat destruction as a result of uncon trolled urban expansion, overgrazing, excessive woodcutting, unplanned mining, and unbalanced water use, in addition to wildlife persecution, alien and exotic species invasion, inadequate tourism development, and the more recent challenge of refugees who have fled to the country as a result of regional political instabilities. These threats are further accelerated by the impacts of climate change, especially in a country of high vulnerabil ity level such as Jordan. Threats to biodiversity are a result of a set of underlying causes including lack of general awareness, weak governance, lack of connection between science and development, inadequate knowledge systems, and finally, the absence of effective sustainable financing for bio diversity programs. The update of the NBSAP comes in continuation to Jordan’s strategic approach towards biodiver sity conservation. The update process addressed the legal framework and its associated institutional setup as related to biodiversity. It was then built around an in-depth analysis of the 2003 NBSAP in terms of approach, stakeholder involvement, struc ture, and implementation modalities. The updated NBSAP was developed around addressing the di rect and indirect causes of biodiversity loss, with particular focus on the issues of governance as the backbone of a successful NBSAP implemen tation. This included the enhancement of the role of national coordination mechanisms, the encour agement of improved inter-institutional collabo ration, the adoption of a courageous financing strategy, the enhancement of the participation of national and local stakeholders, and finally, invest ment in the new generation of biodiversity decision makers, practitioners, and beneficiaries. The 2020 NBSAP embraces a new vision for Jor dan’s biodiversity as follows: “By 2050, the biodiversity of Jordan is valued for its national heritage vitality, conserved for the well-being and enjoyment of people, and sustainably used for the benefits of current and future generations.” To achieve the vision, five strategic goals were selected under which 29 national targets were in cluded. The 2020 strategic goals for biodiversity in Jordan are: I- On good governance and mainstreaming: Enhance the national governance of biodi versity as a main mechanism for national mainstreaming, integration and participa tion. II- On the response to human-induced press ures: Reduce the impacts of pressures on biodiversity including habitat destruction, political conflicts, and tourism. III- On protected areas, priority species and gen etic resources: Conserve and protect pri ority ecosystems, species and genetic re sources of Jordan at the in-situ and ex-situ levels. IV- On ecosystems services and climate change: Enhance the national understanding of dry land ecosystem benefits to national resil ience, economic sustainability and local livelihoods. V- On knowledge management and monitoring: Develop biodiversity knowledge as the main tool for cultural reform, informing policy and decision making support. Executive Summary 8 To achieve this ambitious set of goals, over 300 actions have been elaborated in the national ac tion plan for biodiversity. The success of achieving the action plan will be tested against a clear set of key performance indicators which will be moni tored and assessed through a specific monitoring system involving all key stakeholders and interest groups. The implementation of the NBSAP is as important as its development, if not more. In order to ensure so, the 2020 NBSAP will be the responsibility of all key stakeholders involved in biodiversity conservation in Jordan, working un der the umbrella of the National Biodiversity Com mittee in its capacity as the executive arm of the Ministry of Environment. The Royal Society for the Conservation of Nature, the Royal Botanic Garden, the Royal Marine Conservation Society of Jordan, the Forestry Department, the National Center for Agricultural Research and Extension, the Range land Department, the Aqaba Special Economic Zone Authority, and a number of national univer sities and academic institutions will all be integral to the implementation process of the updated NBSAP; each in its respective mandate, compe tency, and area of interest. The successful implementation of the NBSAP is or ganically linked to the adoption of a clear financing framework. The financing of the implementation of the NBSAP will be a shared responsibility among all national stakeholders, led and supported by the Ministry of Environment. A multi-resource financing framework will be ad opted soon after the national endorsement of the NBSAP utilizing internal, external and innovative sources of funding in close cooperation with re gional and international partners and cooperation agencies. Jordan has a great ambition to reignite its thrust for the conservation of its unique biodiversity with the hope that by the year 2020 it will have come closer to the realization of its long-term vision for the good of its current and future generations. 9 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 10 © RSCN – Dana Biosphere Reserve خالصة تنفيذية ــا ــدرج تحته ــراتيجية ين ــداف اس ــة أه ــد خمس ــم تحدي ــة ت ــذه الرؤي ــق ه ولتحقي ــوي يف األردن لعــام ــوع الحي ــاً. واألهــداف االســراتيجية للتن تســعة وعــرون هدف ــي: 2020 ه 1. يف مــا يخــص الحوكمــة والتعميــم: تعزيــز الحوكمة الوطنيــة للتنوع الحيوي كآلية رئيسية يف التعميم واإلدماج واملشاركة الوطنية. 2. يف مــا يخص معالجــــة الضغوط البرشيـــة: تقليــل أثر الضغوط عىل ــية ــات السياس ــل والرصاع ــر املوائ ــا تدم ــا فيه ــوي مب ــوع الحي التن ــياحة. والس 3. يف ما يخص املناطق املحمية واألنواع ذات األولوية واملوارد الجينية: صون وحامية النظم اإليكولوجية واألنواع الحيـة واملوارد الجينيــة ذات األولوية يف األردن يف َعْي املوقع وخارجه. 4. يف مــا يخــص خدمــات النظــم اإليكولوجيــة والتغــر املناخــي: تعزيز الفهــم الوطنــي لفوائــــد النظــم اإليكولوجيـــة يف األرايض الجافــة يف مجــال املرونــــة واالســتدامة االقتصاديــة وســبل العيــش املحليــة. 5. يف مجال إدارة املعرفة والرصد: تطوير املعرفة بالتنوع الحيوي كأداة أساســـية يف اإلصــاح الثقــايف وَمــدِّ السياســات باملعلومــات ودعــم صناعة القرارات. ــى ــو ع ــا يرب ــم وصــف م ــن األهــداف ت ــة الطموحــة م ــق هــذه املجموع ولتحقي ثالمثائــة نشــاط ضمــن خطــة عمــل التنــوع الحيــوي. وســيُقاس نجــاح خطــة العمــل مــن خــالل مجموعــة مــن مــؤرشات األداء الرئيســية والتــي ســيتم رصدهــا وتقييمهــا بنظــام رصــد محــدد يـُـرِك كافــة املعنيــني الرئيســيني ومجموعــات املصالــح. وِبَقــْدر مــا لتطويــر االســراتيجية الوطنيــة وخطــة العمــل للتنــوع الحيــوي مــن أهميــة فــإن تنفيذهــا مهــٌم إن مل يكــن أكــر أهميــة. ــوع ــل للتن ــة العم ــة وخط ــراتيجية الوطني ــؤولية االس ــتكون مس ــك س ــان ذل ولض الحيــوي لعــام 2020 ُمناطــة بكافــة املعنيــني الرئيســيني املنخرطــني يف صــون التنــوع الحيــوي يف األردن مــن خــالل العمــل تحــت مظلــة اللجنــة الوطنيــة للتنــوع الحيــوي ــة ــة لحاي ــة امللكي ــا كٌل مــن الجمعي ــة. أم ــوزارة البيئ ــذي ل ــذراع التنفي ــا ال بصفته ــة ــة البحري ــة البيئ ــة لحاي ــة امللكي ــة والجمعي ــة امللكي ــة النباتي ــة والحديق الطبيع ــة املراعــي ــي للبحــث واإلرشــاد الزراعــي ومديري ــز الوطن ــة الحــراج واملرك ومديري وســلطة منطقــة العقبــة االقتصاديــة الخاصــة وعــدد مــن الجامعــات املحليــة ــراتيجية ــذ االس ــة تنفي ــياً يف عملي ــراً أساس ــتكون عن ــة فس ــات األكادميي واملؤسس الوطنيــة وخطــة العمــل للتنــوع الحيــوي املحدثــة، كٌل وفــق التفويــض املنــاط بــه ــه واختصاصــه. وقدرات ويرتبــط تنفيــذ االســراتيجية الوطنيــة وخطــة العمــل للتنــوع الحيــوي أساســاً بالنجــاح يف تبنــي إطــار عمــل متويــي واضــح. وســيكون متويــل تنفيــذ االســراتيجية ــني ــة املعني ــني كاف ــوي مســؤولية مشــركة ب ــوع الحي ــل للتن ــة وخطــة العم الوطني الوطنيــني تقــوده وتدعمــه وزارة البيئــة. وســيتم تبنــي إطــار متويــي متعــدد املصادر ــص مبوجبــه فــور إقــرار االســراتيجية الوطنيــة وخطــة العمــل للتنــوع الحيــوي تَُخصَّ مــوارد متويــل داخليــة وخارجيــة ومبتكــرة بتعــاون وثيــق مــع الــركاء اإلقليميــني والدوليــني ومنظــات التعــاون. ــد ــوي الفري ــه الحي ــود صــون تنوع ــاد جــذوة جه ــادة إيق ــٌر إلع ــوح األردن كب طم ســعياً إىل اقرابــه أكــر مــع حلــول عــام 2020 إىل تحقيــق رؤيتــه طويلــة األمــد لخــر الجيــل الحــايل واألجيــال القادمــة. ميثــل التنــوع الحيــوي الباهــر يف األردن الســات الفيزيائيــة املتعــددة لهــذا البلــد والتــي أنتجــت ثــراًء هائــالً يف أشــكال األرض والتنــوع الحيــوي يف املناظــر الطبيعيــة والنظــم اإليكولوجيــة واألنــواع الحيــة. فــاألردن الواقــع عنــد التقــاء ثــالث قــارات يضــم أربعــة أقاليــم جغرافية-حيويــة: املتوســطي، اإليراين-الطــوراين، الصحــراء ــة ــاُر ثالث ــة انتش ــم األربع ــذه األقالي ــود ه ــن وج ــرِّ ع ــوداين. ويُع ــة، الس العربي عــر منطــاً نباتيــاً تتألــف بدورهــا مــا يربــو عــى أربعــة آالف مــن أنــواع نباتــات ــة والبحــر. ــاه العذب ــات اليابســة واملي وحيوان ــال ــة يف مج ــه الوطني ــام 2003 أوىل اســراتيجياته وخطــط عمل ــى األردن يف ع تَبّن ــوع ــة التن ــة لحاي ــود التوافقي ــن الجه ــوام م ــرة أع ــد ع ــوي. وبع ــوع الحي التن الحيــوي يف اململكــة تــم تحديــث االســراتيجية لتجديــد التــزام األردن بصــون ــة ــار اتفاقي ــي يف إط ــه العامل ــع التوج ــوف م ــتمرار يف الوق ــوي واالس ــه الحي تنوع التنــوع الحيــوي وتجديــد تصديــه للفقــدان املســتمر للنظــم اإليكولوجيــة واألنــواع الحيــة نتيجــة للتهديــدات املبــارشة وغــر املبــارشة التــي تعيــق اســتدامة التنــوع ــه. ــوي في الحي تحديــات يواجــه األردن يف الحيــوي التنــوع يــزال ال 2014 عــام واليــوم يف ــر ــري غ ــدد الح ــة للتم ــل نتيج ــر املوائ ــتمرار تدم ــل اس ــدة مث ــاً عدي وضغوط ــن العشــوايئ واالســتعال ــن والتعدي ــوط والرعــي وقطــع األخشــاب الجائريْ املضب ــة ــواع الحي ــزو األن ــة وغ ــاة الري ــة إىل اســتهداف الحي ــاه إضاف ــوازن للمي ــر املت غ الدخيلــة والغريبــة والتطويــر الســياحي غــر املناســب والتحــدي األحــدث املتمثــل يف تدفــق الالجئــني للمملكــة نتيجــة لالضطرابــات السياســية يف اإلقليــم. وتتفاقــم ــار التغــر املناخــي خاصــة يف ضــوء املســتوى املرتفــع هــذه التهديــدات بفعــل آث لســهولة التأثــر كــا هــو الحــال يف األردن. وتَنتـُـج التهديــدات للتنــوع الحيــوي عــن ــل نقــص الوعــي العــام وضعــف الحوكمــة مجموعــة مــن األســباب الرئيســية مث وغيــاب الرابــط بــني العلــم والتنميــة والُقصــور يف النظــم املعرفيــة وأخــراً افتقــار ــل كاف ومســتدام. ــوي إىل متوي ــوع الحي ــج التن برام ــتمراراً ــوي اس ــوع الحي ــل للتن ــة العم ــة وخط ــراتيجية الوطني ــث االس ــأيت تحدي ي للنهــج االســراتيجي الــذي اختطــه األردن يف صــون التنــوع الحيــوي. وقــد تناولــت ــات مؤسســية متعلقــة ــوين ومــا يرافقــه مــن ترتيب ــِث اإلطــاَر القان ــة التحدي عملي َمــت العمليــة مســتندة إىل تحليــل معمــق الســراتيجية بالتنــوع الحيــوي. ثــم ُصمِّ وخطــة عمــل عــام 2003 مــن حيــث النهــج وانخــراط املعنيــني والبُنيــة وطَرائــق ــا األســباب ــان لتعالِج ــورت االســراتيجية وخطــة العمــل املُحدثت ــد طُ ــذ. وق التنفي املبــارشة وغــر املبــارشة لفقــدان التنــوع الحيــوي مــع الركيــز عــى قضايــا الحوكمــة ــد ــل. وق ــة العم ــراتيجية وخط ــذ االس ــاح تنفي ــية لنج ــزة األساس ــا الركي باعتباره اشــتمل ذلــك عــى تعزيــز دور آليــات التنســيق الوطنــي وتشــجيع تحســني التعاون بــني املؤسســات وتبنــي اســراتيجية متويــل طموحــة وتعزيــز مشــاركة املعنيــني مــن املســتويني الوطنــي واملحــي وأخــراً االســتثار يف الجيــل الجديــد مــن ُصنــاع القــرار واملختصــني واملنتفعــني يف مجــال التنــوع الحيــوي. ــة ــوي لعــام 2020 رؤي ــوع الحي ــة وخطــة العمــل للتن ــى االســراتيجية الوطني تتبن ــوي يف األردن هــي: ــوع الحي ــدة للتن جدي ــه ــٍر لرضورت ــوي يف األردن موضــَع تقدي ــوع الحي ــول عــام 2050 يغــدو التن »بحل للــراث الوطنــي وصــوٍن لخــر ورفــاه النــاس واســتخداٍم مســتدام ملصلحــة الجيــل الحــايل واألجيــال القادمــة.« 11 12 © IUCN ROWA – North Jordan Part I: Jordan and Biodiversity 13 1The text in 1.1 is an extract from the Global Biodiversity Strategy document 2010. Biological diversity underpins ecosystem functio ning and the provision of ecosystem services es sential for human well-being. It provides for food security, human health, the provision of clean air and water; it contributes to local livelihoods, and economic development, and is essential for the achievement of the Millennium Development Goals, including poverty reduction1. The Convention on Biological Diversity (CBD) has three objectives: the conservation of biological di versity; the sustainable use of its components; and the fair and equitable sharing of benefits arising out of the utilization of genetic resources. In the Convention’s first Strategic Plan, adopted in 2002, the Parties committed themselves “to a more ef fective and coherent implementation of the three objectives of the Convention, to achieve by 2010 significant reduction of the current rate of biodiver sity loss at the global, regional and national level as a contribution to poverty alleviation and to the benefit of all life on Earth.” Most Parties identify a lack of financial, human and technical resources as limiting their implementation of the Convention. Technology transfer under the Convention has been very limited. Insufficient scientific information for policy and decision making is a further obsta cle for the implementation of the Convention. How ever, scientific uncertainty should not be used as an excuse for inaction. The 2010 biodiversity target has not been achieved, at least not at the global level. The diver sity of genes, species and ecosystems continues to decline, as the pressures on biodiversity remain constant or increase in intensity, mainly as a result of human actions. The global scenario analysis reveals a wide range of options for addressing the crisis. Determined action to value and protect bio diversity will benefit people in many ways, inclu ding through better health, greater food security and less poverty. It will also help to slow climate change by enabling ecosystems to store and ab sorb more carbon; and it will help people adapt to climate change by adding resilience to ecosys tems and making them less vulnerable. Better pro tection of biodiversity is therefore a prudent and cost-effective investment in risk reduction for the global community. Achieving this positive outcome requires actions at multiple entry points, which are reflected in the goals of this Strategic Plan. These include: (a) Initiating action to address the underlying causes of biodiversity loss. (b) Taking action now to decrease the direct pres sures on biodiversity. (c) Continuing direct action to safeguard and,where necessary, restore biodiversity and ecosystem services. (d) Efforts to ensure the continued provision of ecosystem services and to ensure access to the se services, especially for the poor. (e) Enhanced support mechanisms for: capacity building; the generation, use and sharing of knowledge; and access to the necessary financial and other resources. 1.1 The Global Context Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 14 Jordan is of a relatively small size of 89,342 sq km territory, of which 88,802 is land and 540 sq km is water including a 27 km long coastline. The climate of Jordan is mostly arid desert with a relatively short rainy season between November and April. The topography of the country is highly contrasting; from more than 400 meter below sea level at the Dead Sea to 1,854 meter above sea level at the southernmost boundary in Um Addami Mountain. This variation of physical environment is strongly reflected in the diversity of life in the coun try in terms of natural heritage along with its asso ciated cultural values and in particular as related to biological diversity. Demographically, Jordan is home to around 6.5 million people, and is considered a young popu lation community; more than 70% of the popula tion is under 30 years of age, which suggests that investment in youth is a key instrument for national development and sustainability. Those between the age of 15 and 24 comprise 22% of the popu lation, 80% of whom are urbanized, with a literacy ratio of almost 96%, one of the highest in the region and of good reputation of educational systems, including those related to environmental education and biodiversity centered learning and sensitization. Jordan’s economy is among the smallest in the Middle East, with insufficient supplies of water, oil, and other natural resources, underlying the gov ernment’s heavy reliance on foreign assistance. Other economic challenges for the government include chronic high rates of poverty, unemploy ment, inflation, and an increasing budget deficit. Jordan is an upper middle-income country, with a per capita gross domestic product (GDP) of US$6, 100, with agriculture contributing around 4%, in dustry 30% and services around 67%. The coun try has limited natural resources, potash and phosphate are its main export commodities, lim ited agricultural land, and severely scarce water, as the country ranks as the world’s fourth poor est country in terms of water resources. Services account for more than 70 percent of GDP and more than 75 percent of jobs. As one of the most open economies of the region, Jordan is well integrat ed with its neighbors through trade, remittances, foreign direct investment (FDI), and tourism. The unemployment rate in Jordan is estimated to be around 14% with an unofficial rate pointing to 30%. Main agricultural products include citrus, toma toes, cucumbers, olives, strawberries, stone fruits; sheep, poultry, and dairy. The industries on the other hand comprise clo thing, fertilizers, potash, phosphate mining, phar maceuticals, petroleum refining, cement, inorga nic chemicals, light industries manufacturing, and very importantly tourism. The country’s natural resources are scarce, with mainly phosphate, potash and shale oil. Only around 2% of Jordan is arable land including a to tal irrigated area of 800 sq km. The total renewable water resources is around .0.94 (MCM) (2011) with a per capita withdrawal rate of around 166 (MCM) /yr divided between domestic uses (31%), indus trial (4%), and agricultural (65%). Drought is the main natural hazard facing Jordan in addition to potential for periodic earthquakes. The main issues related to the environment in the country comprise the limited natural freshwater re sources, deforestation, overgrazing, soil erosion, desertification and pollution. 1.2 Jordan Country Profile 15 Overall Diversity Jordan is a small country, with many development aspirations and challenges coupled with extreme ly limited natural resources, however with a re markable biological diversity. The varied physical characteristics of the country have yielded an un usual case of richness of land forms and biological diversity in terms of landscapes, ecosystems, and species. At the intersection of three continents, Jordan en capsulates four bio-geographic regions: the Med iterranean, Irano-Turanian, Saharo-Arabian and Sudanian penetration, each with their respective ecosystems and flora and fauna. Thirteen vege tation types are identified in the country reflecting the various climatic and geographic variations. The total number of wild species occurring in Jor dan is estimated to be around 4,000 species of terrestrial and marine flora and fauna. Of Jordan’s 2,622 recorded species of vascular plants, repre senting about 1% of world flora, 100 are endemic, including Iris nigricans, Jordan’s floral emblem, Plantagomaris-mortui, Crucianella transjordanica, Centaurea procurrens, Scrophularia nabataerum, Tamarix tetragyn, and T. palaestina. There are a total of 644 animal species of which, 83 are mammal species, including the globally threatened Capra nubiana, Gazella dorcus, Gazella subgutturosa, Gazella gazelle and Oryx leucoryx. Avifauna composition is especially rich in Jordan because of its geographical location associated with the Great Rift Valley and lying on a major migratory birds route. Key bird species include Geronticus eremita, Chlamydotis mac queenii, Nephron percnopterus, Serinus syriacus and Vanellus gregarius. The Gulf of Aqaba hosts more than 348 species of fish, 151 species of hard corals and 120 species of soft corals, in addition to a variety of invertebrates including snails, crabs and sea worms. A total of three threatened species of sea turtles were re corded in the Gulf of Aqaba. The rate of endemism is considered high among the Red Sea fishes and represents 13.7% of the total fish species record ed with seven fish species recognized as endemic to the Gulf of Aqaba. More than 20% of mollusks and echinodermata as well as several species of algae occurring in the Gulf may be endemic. Freshwater diversity is also high, with 15 of spe cies recoded including the endemic Aphanius sirhani. Further, Jordan hosts 110 species of her peto-fauna including three species of amphibians; 107 species of reptiles comprised of 37 species of snakes, one tortoise, one terrapin and 68 spe cies of lizards, including the flagship species of the Uromastyx aegyptia and Varanus griseus. Bio-geographical Regions There are three main topographic features in Jor dan including: the Rift Jordan Valley, the moun tain ranges extending from north to south, and the desert plateau. Based on the biophysical characteristics prevailing in the country, Jordan is subdivided into four bio-geographic regions: Mediterranean, Irano-Turanian, Saharo-Arabian and Subtropical (Sudanian); these topograph ic variations resulted in rich flora and fauna di versifications. The southernmost part of Jordan harbors the Gulf of Aqaba with its spectacular coral reefs and their associated marine diversity. The two opposing climatic regimes of the Medi terranean located in the western part of the coun try and the desert in the eastern part surround the steppe region (Irano-Turanian) which represents a transition area between these two bio-geographi cal regions. A dynamic eco-tone is always present between any two bio-geographic regions. In certain locations, three bio-geographic regions meet as in Ras Al-Naqab, causing an immense pressure on the occurrence of biological species leading to the production of endemic species re sulted from acclimatization and adaptation. Technically speaking, the classification of Jordan’s biodiversity is primarily based on the diversity of the bio-geographical regions represented in the country. These are: the Saharo-Arabian and Suda nian climate, the Irano-Turanian climate, and the Mediterranean climate regions. Within each of the three climate zones, the diversity of ecosystems 1.3 The Importance of Biodiversity in Jordan Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 16 comes second resulting in high number of ecosys tems across the regions, each with its distinctive assemblages of vegetation types, fauna and flora and other associated natural values. The following includes a brief description of the four bio-geographical regions in Jordan: Mediterranean: This region is restricted to the highlands extending from Irbid in the north to Ras Al-Naqab in the south in addition to some isolated representation in the mountains of Wadi Rum. The altitude ranges from 700 to 1850 m above sea level. The rainfall ranges from 300 to 600 mm. The mini mum annual temperature ranges from 5 to10º C and mean annual maxima range from 20 to 30º C. Soil is dominated by the red Mediterranean soil (terra rosa) and the yellow Mediterranean soil (rendzina). This region comprises the most fertile part of the Kingdom and contains 90 percent of the population. Irano-Turanian: A narrow strip of variable width that surrounds all the Mediterranean ecozone ex cept in the north. It is characterized by being tree less. The vegetation is mainly small shrubs and bushes such as Artemisia herba-alba, and Anaba sis syriaca. Altitudes range from 500 to 700 m, and rainfall ranges from 150 to 300º mm. Mean annual minimum temperatures range from 5 to 2º C, and mean annual maxima range from 15 to 25º C. Soils are mostly calcareous or transported by wind. The vegetation is dominated by chamaeophytes. Saharo-Arabian: This is the eastern desert or Badia and comprises the largest part of Jordan encompassing almost 80% of its total area. It is flat except for a few hills or small mountains, the result of volcanic eruptions. Altitude ranges be tween 500 and 700 m. The mean annual rainfall ranges from 50 to 200 mm, mean annual min imum temperatures range from 15 to 2º C and mean annual maxima range from 25 to 40º C. Soil is mostly poor, either clay, hamada, saline, sandy or calcareous. Vegetation is dominated by small shrubs and small annuals in the wadi beds. Sudanian: It starts from the northern part of the Dead Sea and ends at the tip of the Gulf of Aqa ba in the south along the Dead Sea depression and Wadi Araba. The most important character istic of this region is the altitude, considered the lowest point on earth (410 m below sea level near the Dead Sea). Rainfall ranges from 50 to 100 mm, the mean annual minimum temperature rang es from 10 to 29º C, and mean annual maximum temperatures range from the minimal 20 to 35º C. Soils are mostly alluvial, saline, sandy and grani tic. The only inland sand dunes are in this region. The vegetation is characterized by a tropical tree element such as Acacia spp. and Ziziphus spina-christi in addition to some shrubs and annual herbs. The following map demonstrates the four bio-geographic regions of Jordan2. 2 Source: RSCN, 2014 17 The below table summarizes the Jordan bio- representative ecosystems and vegetation types3: geographic regions associated with their Bio-geographic regions Representative Ecosystems and Species Mediterranean Pine forest: Pinus halepensis (380)4 Evergreen oak forest: Quercus caliprinos (600) Deciduous oak forest: Quercus aegilops (400) Juniper forest: Juniperus phoenicea (600) Degraded, non-forest (500) Hydric (120): Arundo donax Irano-Turanian Steppe: Retama reatum (400) Hydric: Phgramites australis (80) Saharo-Arabian Gravel Hamada: Anabasis articulata (200) Runoff Hamada: Retama reatum, Artimesia herba-alba, Achillea fragrrantissima (200) Pebbles Hamada (Basalt) (400): Diplotaxis harrah, Jenandris iris, Achillea fra grantissima, Aronsonia factoroviski Playa (Bjaha): Halochnemum strobilaceum, Sueda fruticosa, Haplo phylum am plixicausle Salines or Oasis: Nitraia retusa, Tamarix passarinoides (30) Hydric fresh: Phragmitis australis, Typha anguistifolia, Juncus actuaus (70) Hydric saline: Limoium purinosum Tropical (Sudanian penetration) Sandy dunes: Haloxylon persica, Panicum turgidem (200) Saline: Nitraria retusa, Juncus maritimus (30) Rocky: Acacia tortillis (100) Hydric: Tamarix jordanica, Mauringa peregrine, Capparis deciduea, Salvadora persicum ((70) Sandy dunes: Haloxylon persica, Panicum turgidem (200) Saline: Nitraria retusa, Juncus maritimus (30) Rocky: Acacia tortillis (100) Hydric: Tamarix jordanica, Mauringa peregrine, Capparis deciduea, Salvadora persicum ((70) 3Source: Al-Eisawi et al, 2014. 4Numbers indicate elevation against sea level. Vegetation Communities As mentioned earlier, the classification of Jor dan’s biodiversity is based on its eco-regions, ecosystems and vegetation types. The vegeta tion map of Jordan developed by Al-Eisawi in 1985 and 1996 represents the prime scientific reference to the classification of floral biodiver sity. It was also the biological foundation mainly used in the development of the national protect ed areas network in its revised version of 2009. The original number of 12 vegetation types was updated to become 13 in light of a strategic re view undertaken by RSCN in cooperation with MoEnv, academia and other international partners. Since its development, little changes were intro duced to the country map of the vegetation types. The following includes a recap on the main veg etation types adopted for Jordan along with the changes made to them during the last five years. The below table summarizes the key characteris tics of the vegetation types along with their size, attributes, percentage of coverage in established protected areas and their main challenges: Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 18 No Name of Vegetation Type Size (sq km) Key Attributes % Cover age in Est. PAs5 1 Pine forest 89 Typical Mediterranean vegetation forms the best forests in Jordan and reaches a climax in some places, with the dominant trees of Aleppo pine (Pinus halep ensis) up to 15 meters. This forest vegetation usually occurs naturally on high altitudes, mostly over than 700m and where Rendzina and calcareous soils are present. In some places the pine trees are replaced by Quercus coccfera as a result of the degradation of the primary vegetation, forming a secondary succession. 9.6 2 Evergreen oak forest 747 This type of vegetation grows at high altitudes of more than 700m., and on red soil (Terra Rossa) of hard limestone parental rock, unless it is a secondary vege tation replacing Aleppo pine forest on calcareous or yellow (Rendzina) soil of soft limestone parental rock. The vegetation composition of this type of forest varies throughout the leading species including the evergreen oak Quercus coccfera which is the most important element. 0.92 3 Deciduous oak forest 433 The deciduous oak forests in Jordan occur at a lower altitude than all other forests and mostly grow on red or brown soil of hard limestone parental rock. 4.62 4 Juniper forest 272 This occurs only in the Southern mountains of Jordan usually at high altitudes, over1,000m., and sandy rocks. The Juniper forest formation is dominated by the leading species of Juniperus phoenicia associated with Cupressus sem pervirens on the sand stone formation. The Cypressus trees Cupressus sem pervirens are very rare as wild plants and only occur in that particular locality. 0.78 5 Med. non forest 4,595 The Mediterranean region which is not covered by forests contains some shrubs and bushes. This region is often referred to as Garigue and Batha Med iterranean vegetation. The leading species of this vegetation are Rhamnus pa laestinus, Calycotome viliosa, Sarcopoterium spinosum and Cistus spp. in the North, and Artemisia herba-aiba will be associated with others in the South. 2.14 6 Steppe 9,641 This vegetation is confined to the Irano-Turanian region and may intrude either into the Mediterranean or the Saharo-Arabian region. The composition of the vegetation varies according to the soil and other climatic differences depen ding on its location with respect to the Mediterranean region. For example, the steppe vegetation in the Northern Ghor which links with the Northern moun tains is dominated by Retama raetam, Ziziphus lotus, Z. nummularia and Feru la communis with almost no Artemisia herba-alba, while the steppe vegetation in the North, East and South Mediterranean borders shows other elements like Pistacia atlantica, Anabasis syriaca and Artemisia herba-alba which are not found in the Western steppes. 2.49 7 Halophytic 1,150 This occurs in the desert (Saharo-Arabian) region around Azraq Oasis, in the Rift Valley around the Dead Sea, in Wadi Araba, and around the shoulders of the River Jordan on what is known locally as Katarat. The leading species vary, depending on their ability to tolerate the degree of salinity. For example Nitraria retusa is a saline tolerant species but it does not grow if the salinity exceeds certain limits and will be replaced by other species such as Arthrocnemum fruticosum, Suaeda spp. Juncus sp. and Tamarix spp. 3.25 8 Sand dunes 1,266 This vegetation is only found the Sudanian region especially Wadi Araba and Wadi Rum. The vegetation is made up of shrubs or bushes, mainly of sand dune fixatives. In some places the vegetation has reached its climax especially in the area near Gharandal along the road to Aqaba where the plants reach a height of three meters. The leading species is the Haloxylon persicum. 35.54 5 The percentage number represents the amount covered from the total area of a particular vegetation type in established protected areas. 19 No Name of Vegetation Type Size (sq km) Key Attributes % Cov erage in Est. PAs5 9 Hamada 66,611 Most of the Saharo-Arabian region in Jordan is of hamada type, which com prises about 50 per cent of the total area. Three subdivisions of hamada can be recognized: 1. Run-off hamada; 2.Gravel hamada; 3. Pebble hamada. 0.43 10 Tropical 424.16 It occurs in the Sudanian region which extends from Dair ‘Alla in the North down to Aqaba Gulf in the South, but it is concentrated more in the regions close to the Dead Sea, lower Jordan Valley, as well as in Southern Ghor, Ghor Safi and Ghor Fifa. The vegetation is confined to the alluvial soils of the Rift Valley, most of which have been destroyed and used for vegetable agriculture. 12.37 11 Acacia and rocky vege tation 2621.44 This vegetation is confined to the granite mountain bases and to the rocky parts of Wadi Araba, Wadi Al-Yutum and Wadi Rum in the Sudanian Region. It is characterized by the presence of scattered Acacia trees which get to be denser at the hard rocks of the mountain bases and have formed pure stands of Acacia woodlands. 6.94 12 Hydrophytic 674.23 This vegetation is confined to the granite mountain bases and to the rocky part of Wadi Araba, Aqaba, Wadi Al-Yutm, and Wadi Rum in the Sudanian region. Acacia trees are scattered through Wadi Araba, but they get denser toward the hard rocks of the mountain bases until they form a pure stand of Acacia woodland especially 20-40 km. 5.34 13 Mud flats 642.1 This occurs around the streams and river banks and around the water pools in Azraq. The vegetation does not occur much in Jordan but still it is clear around Jordan River; Yarmuk River; Zarka River; Wadi Shuaib, Wadi Mujeb; Wadi Al-Hasa and in Azraq Oasis. 1.4 The below map demonstrates the different vegetation types in Jordan6 : 6 Source: RSCN, 2014. Terrestrial Flora The flora of Jordan constitutes a very important com ponent of Jordan’s biological diversity. Conservation of such a national resource to ensure sustainability and development is listed high on the priorities of Jordan. Flowering Plants: As mentioned earlier in the report, Jordan’s plant diversity is remarkably high consider ing its size and aridity. The total number of recorded vascular plant species in Jordan is now over 2,622 species belonging to 113 families and around 810 genera. At least 100 species of endemic plants are now confirmed for Jordan comprising about 2.5% of the total species recorded, including species of the genus Crocus, Colchicum, Iris and Verbascum, while 375 are rare or very rare, including species of the genus Orchis, Romulea, Biarum and Globularia, forming about 14% of the total flora of Jordan. More than 70 species are considered extinct. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 20 7Source: IUCN Red List, 2014. Gymnosperms: The total number of gymnosperms does not exceed three species, confirming some of the most important forest ecosystems in Jordan, especially the Aleppo pine forest (Pinus halepen sis) in Northern Jordan and the Phoenician Juni per (Juniperus phoenica) in the South. The Juniper and Cupressus species are considered threatened species due to the human impact on their natural habitat. Pteridophyta: The total number of ferns in Jordan is estimated to range from 5 to10 species. The sta tus and distribution of these species are not well known. Bryophytes: Few studies were made on the bryo phytes of Jordan. About 150 species have been recorded so far. Information related to their distri bution is not well known. Lichens: An estimated number of about 150 spe cies of lichen has been recorded. Complete and extensive surveys and specific studies have not been carried out so far. Terrestrial Fauna According to the IUCN Red List (2014), Jordan has 103 globally threatened species of fauna. The proportion of threatened species to the total num ber of species is very high, especially for mam mals, where 13 out of 83 mammals (15.6%) are considered globally threatened. Jordan’s location by the Great Rift Valley makes the country one of the most important flyways and resting points for migratory birds in the spring and autumn. Hun dreds of thousands of birds cross the area yearly, some of which are globally. In addition to mammals, a total of 106 species of reptiles occurred in Jordan where 6 of them are threatened. The high number of birds (436) is ex pected because of Jordan’s location along the migratory route between Eurasia and Africa. The invertebrate fauna of Jordan is unique in many as pects since its composition is a mixture of several faunal origins; but due to lack of comprehensive research, the exact number of invertebrate spe cies is unknown. Several assessments published tackled Jordan’s fauna on the national, regional and international levels. Mammals were assessed in the Mediterra nean region including species from Jordan where a single species was listed as a critically endan gered; Gazella subgutturosa. In addition, two spe cies are endangered and eight are vulnerable. Moreover, several assessments from the Arabian Peninsula were published including snakes, birds, reptiles, and carnivores. Below is the table of ma jor groups with examples of the species7: No Category Total Species Number of Red List Species Key Species 1 Mammals 83 8 Capra Nubiana, G. subgutturosa, Ga zella gazella, Oryx leucoryx, Myotis capaccinii, 2 Reptiles 107 6 Varanus griseus, Uromastux aegyp tia, Testudo graeca, Chalcides guen theri, Telescopus hoogstraali 3 Amphibians 3 0 Hyla savignyi 4 Birds 436 8 Acuila heliaca, Geroticus eremita, Neophron percnopterus, Serinus syri acus, Torgos tracheliotos 5 Freshwater Fish 15 3 Aphanius sirhani Garra ghorensis Aphanius richardsoni 21 Marine and Freshwater Biodiversity The Jordanian coastline covers about 27 km at the northern tip of the Gulf of Aqaba, which ex tends for about 180 km off the Jordanian shore in the north of the Straits of Tiran in the south. It has an average width of 20 km and an average depth of 800 m. The Gulf of Aqaba consists of a series of embayments, each comprising comparatively similar communities including: rocky shore, reef flat, reef face, fore reef, sandy shore, sandy bottom and seagrass ecosystems. There is a discontinu ous series of coral reefs and reef flats, never more than 150m wide, over a length of 13km. The Gulf of Aqaba’s global importance stems from its geographical location, as it is the only inland connection between Africa and Eurasia. The ma rine environment maintains more than 510 ma rine fish species, 5% of which are endemic. It is estimated that there are 25 endemic species of fish occurring only in the Red Sea, and these are profoundly found in reefs of the Gulf of Aqaba. In cluded here is the Indo-Pacific Humphead Wrasse (Cheilinus undulates) which is listed by IUCN as endangered, and three species of the Marine Tur tle (Chelonia mydas, Caretta caretta, and Eretmo chelys imbricate) which are globally endangered. There are also species of high economic value, including tuna and sardine. Coral and Reef Fish: The Gulf of Aqaba sustains about 270 species of coral. In terms of relative abundance on Jordanian reefs, the five most abun dant fish species are: Pseudanthias squamipinnis, Chromis viridis, Dascyllus aruanus, Paracheilinus octotaenia, and Dascyllus marginatus. Seagrass: Seagrass meadows form the bulk of the biomass upon which other organisms in the ben thic community depend, and are globally accept ed as a good indicator of water quality. At least 3 species of seagrass occur here: including Halodu leuninervis, Halophila ovalis, and Halophilas tipu lacea. Bacteria and Phytoplankton: Bacterial and pi co-phytoplankton biodiversity surveys in the Gulf of Aqaba are very rare, due to the lack of infra structure and human capacity. However, in 2014, Aqaba witnessed the commissioning of the first marine microbiology and molecular biology labo ratory at the University of Jordan- Aqaba Branch, Laboratory for Molecular Marine Ecology (LaMME). The first set of DNA barcoding for marine life in the Gulf of Aqaba will be presented during the Aqaba International Conference on Marine Sciences and Environment in 2014. Zooplankton: A total of 82 species of different me sozooplankton groups and larval stages of various other organisms have been identified. Copepods are, by far, the most abundant and ubiquitous mesozooplankton organisms. The seasonal and spatial distribution of mesozooplankton in the Gulf of Aqaba has implications for fishing, ecosystem health, as a baseline to gauge impacts for future developments along the Jordanian coast, and to predict the most polluted site within the coastal stations. Freshwater Diversity: The freshwater fish fau na of Jordan is very characteristic. It was formed from five different faunal origins; the Palaearctic, Indoasiatic, Afrotropical, Tethys relict and Mediter ranean. This uniqueness attracted ichthyologists and biologists already in the 18th and 19th cen turies to survey the area of Jordan basin and Yar mouk basin. A total of 15 species of fresh water fish belonging to six families and represented in 12 genera have been recorded in Jordan. All of these species are primarily fresh water fish except the cyprinodontid and cichlid fishes that are consid ered as secondary fresh water fish. There are three endemic freshwater fishes in Jor dan, one of which Aphanius sirhani is only found in Azraq and no where else, while the other two Garra ghorensis and Aphanius richardsoni are found in the Dead Sea basin. The first two species A. sirhani and G. ghorensis are identified as crit ically endangered at the global level, which pro motes their conservation. A detailed study carried on both species including their life history traits was of great help to build those species conser vation plan in Azraq and Dead Sea basin respec tively. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 22 Genetic Diversity The national efforts on genetic resources in Jor dan are focused on plant resources as they form the priority for national food security and human well-being. This focus is accompanied with the presence of a specialized national center in the field, namely, the National Center for Agricultural Research and Extension (NCARE). Many of the plant species in Jordan are adapted to desert ar eas. Therefore, these species are of extreme im portance as a primary vegetation element due to their use as food for humans and animals; and for other uses including: medicinal; soil fixing; nitro gen fixing; as parents of cultivated species; and as disease, drought and saline resistant plants. Plant genetic resources of Jordan are a national and international heritage; therefore, they should be conserved and utilized for the benefit of humanity. Individual efforts have led to the collection, con servation, evaluation and utilization of a sizable part of these resources. Jordan harbors a vast diversity of landraces, old cultivars, wild species and wild relatives of wheat and barley. For example, there is the cultivat ed durum (Triticum durum), the cultivated bread wheat (Triticum aestivum), the old wheat (T. mon occocum), the wild einkorn (T. beoticum, poulard wheat), the T. turgidum wild relatives (T. dicoc coides, T. Urartu and Agliops spp.), the cultivated two and six-row barley and the landraces old and improved cultivars (Hordeum vulgare), and wild barley (Hordeum spontaneum and other species). Comprehensive evaluations have been carried out on the Triticum spp. in Jordan. Triticum di coccoides is confirmed resistant to drought and diseases of Septoria blotch, common bunt, yel low rust, stem rust and barley yellow dwarf vi rus. Protein content of T. dicoccoides was found to be higher than the cultivated wheat varieties ranging from 13% to 27% Further, accessions of T. dicoecum represent important genetic charac ters such as earliness, short stem, high number of fertile tillers, long spikes, kernel weight per spike, protein content and drought tolerance. Wild relatives of fruit trees are found in Jordan in the highlands from the north to the south and in the west. These include Ceratonia siliqua, Ziziphus lotus, Ziziphus spina-christi, Caratagus aronia, Prunus mahaleb, Pistacia spp., Ficus palmata and Olea europaea. Ten accessions of Prunus have been collected since the early 1990s. These spe cies and genera have adapted to harsh conditions including extremes in temperatures coupled with extended drought and low soil fertility. They are ex cellent resources for future research after identifi cation of rootstocks like dwarfism, drought and cal careous soil tolerance. Medicinal plants are widely distributed in Jordan and are massively used by local people in folk medicine as hot or cold syr ups, and as chewed fresh or dry raw materials. Many plants are under collection pressure to be used for domestic use and grazing, or for hous ing and industrial projects (such as projects that package and market wild and medicinal plants). Species collected include: Artemisia, Achilla, Sal via, Paronychia, Ecballium, Ephedra, Ajuga, Mar rubium, Origanum, Alcea, Thymus, Sarcopoteri um, Hyoscyamus, and many others. Many of these plants are endemic such as: Iris nigricans, Cous inia dayia, Plantago maris-mortui, Crucianella tran sjordanica, Scrophularia nababeorum, Silene hus sonii and Tamarix arvensis. Collection often occurs in areas known for beauty and richness of flora, and is causing serious threats to natural habitats. Finally, Jordan herbaria include those at Jordan and Yarmouk Universities (which are the largest with 60,000 and 20,000 specimens respective ly); and the Royal Botanic Garden has launched a virtual herbarium The National Virtual Herbari um (NVH) was launched on January 12, 2012, to allow online consultation of specimens from all of Jordan’s herbaria. Specimens are now available onscreen at the NVH, and specimens will contin ue to be added until the entire flora of Jordan is represented. The mission of the National Herbar ium at the Royal Botanic Garden is to provide in stitutions, scientists, students and other interested parties with a collection of high-quality herbarium specimens for all the flora of Jordan. The National Herbarium of Jordan will preserve important native specimens and relevant material, and make the specimens available throughout the country. 23 Protected Areas Network The first national system plan for protected areas was developed in Jordan in the late 1970s under a cooperation program between Jordan (represent ed solely by RSCN) and IUCN and WWF. Being the lead national agency, RSCN led the first national assessment for Jordan’s biodiversity priority areas thus including them in a proposal for a national protected areas network. The pioneering proposal represented the national framework for the in situ conservation of biological diversity for Jordan. Twelve sites were proposed, and were later re viewed by RSCN and MoEnv to include 4 addition al sites, totaling 16 sites. Today, the number of pro tected areas established is 10, with a total surface area of 1,443.5 sq km. Today, what could be categorized as proper pro tected areas according to the definition adopted by IUCN since 1994, and the sites included in the 2009 protected areas review, are the protected areas managed by RSCN and the Aqaba Special Economic Zone Authority (ASEZA). Other emerg ing protected area governance systems do fall un der the globally accepted protected areas defini tion (such as the RBG Special Conservation Area); however, they lack the needed recognition as part of the national system plan adopted by the gov ernment of Jordan. This table illustrates the updated national list of protected areas according to the IUCN guidelines: No Name of Protected Area Date of Establishment Area (km2) 1 Shomari Wildlife Reserve 1975 21 2 Azraq Wetland Reserve 1978 12 3 Mujeb Biosphere Reserve 1985 212 4 Ajloun Forest Reserve 1987 12 5 Dana Biosphere Reserve 1989 292 6 Wadi Rum World Heritage Site 1997 729 7 Aqaba Marine Park 1997 2.5 8 Dibbin Forest Reserve 2004 8.5 9 Yarmouk Forest Reserve 2010 21 10 Qatar Nature Reserve 2011 110 11 Fifa Nature Reserve 2011 26 Total 1,420 The total size of protected land and water systems in Jordan (less than 1.5% of the total area of the country) remains very modest when compared to the global current global targets, the latest being 17% of terrestrial properties and 10% of coastal and marine areas as per the Global Biodiversity Strategy under the Aichi Target 11. It is also important to note that the national numbers presented in earlier CBD reports were highly inaccurate and quite misleading. For example, the third CBD report stated that more than 11% of Jordan’s land and sea area is under protected areas. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 24 nance arrangements, include numerous add-on sites with the primary objective of establishing and maintaining ecological connectivity between core sites and establishing ecological corridors with other unprotected sites, and finally safeguarding specific ecological hotspots (often smaller in size and lower in diversity) which were not included in the national system plan. These new sites are re ferred to officially as Special Conservation Areas (SCAs). This represents a positive development in the national governance system of the network, however with many challenges and questions emerging on the need for their national integration and management effectiveness. The 5th CBD re port included a more detailed description of the SCAs network. The map below demonstrates the protected areas of Jordan including the established and proposed ones8 : The various changes to the national network of protected areas reflect a major develop ment in the national and local contexts relat ed to the network in terms of governance ar rangements, local stakeholder involvement, and site level impacts; all calling for a nation al consideration of a second review of the network starting possibly in 2015. It is important to report that several changes were introduced to the national protected areas network since the 2003 NBSAP, including the establishment of the Ministry of Environment as the national agen cy mandated to designate, oversee and monitor the protected areas network. The MoEnv signed an agreement with RSCN (in 2005), giving the lat ter the capacity to initiate the declaration of new protected areas, manage the established ones and strategically follow up the national network development. Another legal arrangement (a spe cial economic zone law in 2000) granted ASEZA the authority over all protected areas lying within its area of jurisdiction. Further, the active protected areas bylaw gives the Minister of Environment the authority to declare what is referred to as “special conservation areas” as a complementary network supporting the national system plan, although not fully recognizing them as proper protected areas. As a result of the above, the first review of the na tional protected areas network was concluded in 2009 with an official endorsement by the Jordan ian Cabinet. Further, the national network of protected areas incurred several changes pertaining to the sites included in the original system plan. This includes, for example, the removal of Masuda protected area as a the government’s disapproval and local opposition, the addition of Shobak protected area as an alternative to the Masuda deletion, and the proposal for the inclusion of the Petra Archeolog ical Park in the network starting from 2015. A set of specific technical reports on the main chang es mentioned are available at RSCN, MoEnv, and PDTRA. The special conservation areas represent another major transformation in the national governance system related to the protected areas. During the last five years or so, new governance arrange ments have arisen in the designation and manage ment of other types of protected areas across Jor dan. In addition to the core set of nature reserves established and managed by RSCN and ASEZA, other protected areas are being declared by the Ministry of Environment and their management is mandated to other government, nongovernment and often community based organizations. These protected areas, with their specific gover 8Source: RSCN. 2014. 25 A. Improve PAs management effectiveness No Update and Complete Gap Assessment of PAs Deadline Achieved 1 Update and complete Gap Assessment of PAs 2015 80% 2 Assessment of PAs integration 2014 50% 3 Prepare and update management plans of PAs 2016 60% 4 Continue assessing threats and opportunities for restoration 2014 60% 5 Conduct and update management effectiveness assessment every five years 2015 100% 6 Continue research programs on PAs 2020 60% 7 Continue assessing and introducing technologies 2014 40% 8 Develop mechanisms for documenting lessons learned 2020 70% 9 Conduct studies on climate change and incorporate with PAs 2014 80% 10 Establish an M&E system for PAs 2013 60% B. Improve policy environment for establishing and managing the PAs No Update and Complete Gap Assessment of PAs Deadline Achieved 1 Assess the policy environment for establishing and managing protected areas 2016 90% 2 Hold national workshops to discuss outputs 2016 50% 3 Conduct an assessment on values of PAs 2016 80% 4 Assess MPA establishment 2013 90% 5 Conduct a study on sustainable financing of PAs 2014 30% C. Improve public awareness No Update and Complete Gap Assessment of PAs Deadline Achieved 1 Conduct public awareness campaigns on PoWPA 2020 20% 2 Conduct public awareness on values of PAs 2013 60% The above numbers show an adequate level of follow up on the implementation of the PoWPA for Jordan. However, it is well recognized by the key national stakeholders (namely MoEnv, RSCN, ASEZA, and the National Biodiversity Committee) that the CBD PoWPA needs to become better integrated into the national planning and reporting systems. The success of the required stream lining falls within the mandate of the MoEnv as a primary regulator of the national protected areas program. Jordan has successfully submitted the CBD Pro gram of Work on Protected Areas, being one of the 108 contracting parties signatory to the conven tion out of 194. The PoWPA covers the period from 2012 to 2020, and includes three thematic focuses as follows. The percentage of achievement was estimated based on the initial discussions with the MoEnv, RSCN and ASEZA as well the information available for the national team. The percentages and numbers are subject of review based on the extended consultation as part of the NBSAP up dating process. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 26 9Source: RSCN, 2014. The following table summarizes the key characteristic of the SCAs: Special Conservation Areas During the last five years or so, new governance arrangements have arisen in the designation and management of protected areas across Jordan. In addition to the core set of nature reserves es tablished and managed by RSCN, other protected areas are being declared by the Ministry of Envi ronment and their management mandated to other government, nongovernment and often commu nity based organizations. These protected areas with their specific governance arrangements in clude several prime national sites such as Wadi Rum and the Aqaba National Park which are man aged by ASEZA, while others represent numerous add-on sites with the primary objective to establish and maintaining ecological connectivity between core sites and establishing ecological corridors with other non PA sites, and finally safeguarding specific ecological hotspots (often smaller in size and lower in diversity) which were not included in the national system plan. A lot of these new sites are known as Special Conservation Areas (SCAs). This represents a positive development in the na tional governance system of the network, however with many challenges and questions emerging on national integration and management effective ness. The map below includes the SCAs estab lished until June 20149. 27 No Site Size Location Vegetation Type Lead Agency Main Man agement Interventions 1. Al-Shuleh SCA 20 km² Irbid (Yarmouk) -Deciduous oak-Water vegetation Al-Shuleh Municipality Recreation and ecotour ism 2. Tal Al Arba’ in SCA .5 km² Northern Ghor Region -Saline vegetation Bab Al Salam Women Cooperative Sustainable agriculture 3. Khyouf SCA 20 km² Al Balqa region -Water vegetation-Steppe Al Khair and Wafa Society Sustainable agriculture Recreation 4. Homret Ma’in SCA 40 km² Dead Sea region Water vegetation Tropical and saline Steppe Development Zones Company (JDZ) Tourism Eco-tourism Agriculture 5. Ibn Hammad SCA 15 km² Karak region Water vegetation Tropical Bateer Women Society Wadi Ibn Hammad Society Ecotourism Sustainable agriculture 6. Aqaba Bird Observatory 1 km² Aqaba region -Saline vegetation ASEZA -Ecotourism 7. Hima Layath-neh SCA 2 km² Petra region Mediterranean non-forest Traditional agriculture Recreation Nearby cultural tourism PTDRA -Ecotourism 8. Al Ma’awa SCA 1 km² Jerash region Pine vegetation Wildlife sanctuary Natural Forest (pine and oak) PAF -Wildlife sanc-tuary 9. Rahma SCA 30 km² Aqaba region Sand dune vegetation Desert landscape Livestock grazing NA (currently) NA (currently) 10 Royal Botanic Garden 2 km² Jerash region Pine forest RBG Plant conser vation Rangeland rehabilitation Important Bird Areas The BirdLife International IBAs program aims to guide the implementation of national conserva tion strategies, through the promotion and devel opment of national protected-area programs. It is also intended to assist the conservation activities of international organizations and to promote the implementation of global agreements and regional measures. In Jordan, the BirdLife International’s partner is RSCN since 1995. Through their long terms coop eration, a regional assessment of IBAs including Jordan was undertaken and published in 1994, and as a result, 27 IBAs were identified with their associated number of bird species. The below tables summarize the key attributes of Jordan IBAs10: Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 28 Red List Species The IUCN species conservation program and com mission have been assessing the conservation status of species, subspecies, varieties, and even selected subpopulations on a global scale for the past 50 years in order to highlight taxa threatened with extinction, and in response promote their con servation at all levels. Jordan started early on tak ing part of such assessments. These were initially related to bird and animal species. During the last five years or so, national efforts on Red Lists were extended to cover plants as well. One important development with regard to this national program is related to the specialization of organizations in addressing the different national red lists and their integration into the global Red Lists of IUCN. The Royal Botanic Garden (RBG) has taken the lead in the classification of Jordanian plant spe cies and assessing more than 1,000 plant species so far. The red list of the Jordanian Flora aims at supporting the creation of conservation strategies which, in turn, will help protecting Jordan’s plant diversity and will serve as a reference for future studies and monitoring programs. It will be updat ed whenever new information is available. The Jordanian National Plant Red List Assessment has five main objectives: • To contribute to national conservation planning through provision of a baseline dataset reporting the status of Jordanian vascular plants. • To identify those geographic areas and habitats in need of conservation to prevent extinction and ensure that Jordanian vascular plants reach and maintain a favorable conservation status. • To Identify the major threats to plant diversity in Jordan and propose mitigation measures and conservation actions to address them. • Strengthen the network of national plant expe rts focused on conservation of vascular plants in Jordan (and the region) and ensure they have a role in regional and international initiatives, so that the assessment information can be kept cur rent, and expertise can be targeted to address the highest conservation priorities. • Strengthen the relationship between national and international plant experts focused on con servation of vascular plants in Jordan and ensure activities are fully integrated. Further, the assessment seeks to achieve three main outputs: • A summary report on the status and distribution of Jordanian vascular plants, their main threats and recommendations for their conservation measures. • A gratis database holding the baseline data for monitoring the status and distribution of Jordani an vascular plants. • A website and data portal showcasing these data in the form of species factsheets for all Jordanian plants that were assessed, along with back ground and other interpretative material. 10 Source: BirdLife/RSCN, 2014. Total Number of Birds 329 Globally threatened birds 10 Landbirds 226 Seabirds 24 Migratory 270 Waterbirds 100 Number of IBAs 27 Number of EBAs 1 Levantine mountains 29 Volume One of the Jordan Plant Red Data Book has been prepared. Volume Two, which will include the assessment of all species, is being initiated along with a strategy to continuously monitor and update data. A comprehensive bird red list is continuously upd ated by RSCN through its partnership with BirdLife and other national institutions, and a new marine biodiversity red list is being developed for the Gulf of Aqaba under a partnership between ASEZA and JREDS. Wetlands The Convention on Wetlands which was con vened in 1971 in Ramsar, known as the “Ramsar Convention”. It is an intergovernmental treaty that embodies the commitments of its member coun tries to maintain the ecological character of their Wetlands of International Importance and to plan for the “wise use”, or sustainable use, of all of the wetlands in their territories. The Convention on Wetlands came into force for Jordan on 10 May 1977. Jordan presently has one site designated as a Wetland of International Im portance, with a surface area of 7,372 hectares. The Jordan Ramsar site is the Azraq Oasis and Qa’a, inscribed on the list in July 1990. Azraq is formerly a permanent, spring-fed wetland and ex tensive (6,127ha) seasonally-flooded mudflat of a large drainage basin. Under natural conditions, the lush oasis supported reed and sedge commu nities restricted to the area. It is a valuable staging area for migrating birds and serves as an import The following table includes an extract from the IUCN World Database for Red List Species presenting numbers under the various taxa for Jordan and as compared to some countries from the region. The table below shows how Jordan compares strongly with many countries of the region in spite of its small size. This is a reflection of the geography and topography variations in addition to the quality and quantity of scientific research undertaken over a long period of time11. ant water supply for local communities, as well as one of the main water sources for the capital city, Amman. Azraq suffers from unsustainable ground water extraction which led to the almost complete desiccation of the site. This site has been almost totally destroyed except for a very limited part which is manually fed by water to maintain this ecosystem. This destruction resulted from severe water abstraction that exceeds many fold of its annual recharge. Accord ingly, within the last twenty years, at least 50% of the plant biodiversity recorded in 1995 survey has been lost. Among these lost species are very rare and endemic species that do not occur anywhere else in Jordan. A rehabilitation program has been implemented for Azraq since mid-1990s including the establishment of the Azraq Wetland Reserve (around 10% of the Ramsar site) by RSCN in coop eration with the MoEnv, MoWI and international do nor agencies such as GEF, World Bank and GIZ. Country Mammals Birds Reptiles Amphibians Fishes Mollusks Other Inver-tebrates Plants Total Jordan 13 8 6 0 12 5 55 1 100 Iraq 14 14 3 1 17 1 16 1 67 Lebanon 10 8 7 0 20 8 6 2 61 Oman 10 8 8 0 25 2 29 6 88 Palestine 3 8 4 1 0 2 2 0 20 Saudi Arabia 10 13 3 0 24 1 58 3 112 Yemen 9 12 6 1 24 2 66 162 282 11 Source: IUCN Red-list database 2014. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 30 Forests Jordan has limited forest resources, with less than 1.5% of the country being classified as forests. Of this forest land, only 26% have forest cover with a canopy density of 10% or more and the rest is mostly composed of land sparsely covered with vegetation. The forests in Jordan, especially natural forests, are fragmented, open in density, slow growing, of degraded conditions and, thus, of low commer cial value. Commercial forests are only expected in areas receiving more than 400 mm of precipita tion annually. Such lands constitute only 9% of the total forestlands. Afforestation activities can be im plemented in areas receiving more than 250 mm/ year which constitute 8.3% of the total forestland. The forest vegetation in Jordan can be divided into the following categories: Natural forests that are composed of evergreen shrubs, pine and juniper forests as well as broadleaf forests. Artificial or man made forests, are areas afforested artificially by the Forestry Department since the 1950s. The afforested areas are found in all registered forest lands in Jordan. They are planted mostly with Pinus halepensis and Acacia saligna. The survival rate varies from 0 to 75%. Bare forest lands, are areas registered as forest land in the name of the government treasury but being presently bare of forest cover. They are character ized by rough topography, poor site conditions, soil erosion hazards, over grazing or over harvesting. Unsettled forest areas, areas covered completely or partially by forest trees, but still un-surveyed or un registered. The total area of unregistered forest area is estimated at 12,200 ha. These areas are in princi ple governmental land at the disposition of the forest ry administration. Roadside plantations cover about 2,500 km of road sides. Trees planted along the roads belong to the government and are managed by the Forestry Department. All these are government forests either registered in the name of the Jordan government Treasury as forestland or declared as forestland according to the 1973 Agricultural Law no. 20 and to the 1974 Gov ernment Property Owned Management Law no. 17. Private forests are registered in the name of their private owners and are found mostly in the north ern part of Jordan where higher rainfall is pre vailing. They include natural forest vegetation and tree plantations on farms, in the form of wind breaks and shelter-belts. Private forests account for less than 4% of the total declared forestland. 31 The Jordan biodiversity remains exposed to ma jor threats which have led and continue to cause sharp destruction of natural ecosystems and loss of their functions and services, and severe de clines in the flora and fauna numbers and distri bution, including the threatening and extinction of flagship habitats and species for the terrestrial and aquatic ecosystems. The threats of biodiversity in clude a set of direct threats and other underling causes. Direct Threats to Biodiversity The following presents a summary of the main fac tors directly threatening biodiversity and causing its loss. These factors represent the symptoms of the biodiversity challenge in Jordan. They com prise mainly human-induced factors which rep resent the direct impacts of mal-consideration of biodiversity in all development processes in the country starting from planning, to management, all the way to performance monitoring and judgment of success in the eyes of the government, the civil society and the private sector. Habitat Destruction Uncontrolled urban expansion occurs in the form of deforestation, rangeland degradation, and transformation of forests into agricultural and ur ban areas, all due to the increase of Jordan’s pop ulation and industrial development accompanied with inadequate planning and management con trols of land and sea. Overgrazing and excessive woodcutting, in addi tion to intensive agricultural practices, are major threats to biodiversity in Jordan as they result in soil erosion and destruction of natural habitats. Unplanned mining and quarrying are leading to further habitat destruction especially in and around areas of significance to biodiversity such as established and proposed protected areas, important bird areas, genetic resources areas, areas of rangeland diversity and all fragile forest ecosystems. The challenge of mining increases in the case of strategic resources and minerals such as water, oil, oil-shale, gold and copper upon which all conservation as well as human well-being agendas and priorities would easily be compro mised due to Jordan’s pressing economic needs and priorities. Several clear cases are evident of the above including the ongoing threat on Dana Biosphere Reserve form the copper industry, and the inability to activate the management of the Qa tar Protected Area for the anticipated Red-Dead water conduit project. Uncontrolled vehicles movement associated with the lack of ecosystem based transportation infra structure safeguards have led to serious habitat destruction in many biodiversity hotspots –like in the case of northern forests and the rift valley re gion- and have caused major disturbance to ar eas of migratory species importance, leading –for example- to decrease in successful breeding and numbers of migratory birds visiting Jordan. Unbalanced water use and unplanned water ex traction from surface and underground water re sources threaten many areas of Jordan and con sequently the habitats and micro ecosystems of both animals and plants. The impacts of water use on biodiversity are still highly understudied and not understood at the macro and micro levels. Pollution of surface and underground water re sources and aquifers due to agro-chemicals, sew age discharge and solid waste disposal causes further threat to the presence and reproduction of many faunal species. The increasing development pressures represent ed by the above factors, combined with popula tion growth, are accelerating habitat degradation, climate change, species loss and the general de pletion of key natural resources, especially water as well as biodiversity. They are also affecting the livelihoods of local pastoral and agricultural com munities, who now find traditional grazing areas, agricultural lands and hunting areas dissected and degraded by infrastructure and urban expan sion. As a result, overgrazing, overhunting and de forestation are widespread, adding more pressure on the remaining natural areas. The above ongoing and often accelerating challenges reinforce the need for improved land use planning and management capacity. A national land use plan was a clear focus of 1.4 Threats to Biodiversity Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 32 Despite the above, several progressive land use planning efforts were and are being made by re spective national and regional institutions. This includes the efforts implemented by the Ministry of Municipal Affairs (MoMA) on the development of the national land use plan which was concluded in 2006 and its ongoing follow up program on the governorate levels. The initiative includes the development of the natural heritage layer as one of the foundations for development planning. It has also introduced a specialized unit at the Ministry for natural heritage planning, and equipped it with required infrastructure and technical competencies. MoMA has been making concrete efforts to involve and coordinate the program with relevant ministries including the Ministry of Environ ment, civil society organization such as RSCN, and local communities’ organizations especially at the governorate level. Other land use planning and management initiatives include the following: • The ongoing implementation and monitoring of the 2004 land use plan of the Jordan Rift Valley, implemented by the Jordan Valley Authority. This included the designation of two new protected areas in the valley, Yarmouk and Fifa and several SCAs such as the Khyouf SCA in Balqa Gover norate downstream of the King Talal Dam. • The ongoing review and implementation of the ASEZA (2000) land use and master plans by ASEZA. This includes the review and update of the buffer zone around the Wadi Rum as a World Heritage Site and a Protected Area with particular focus on biodiversity conservation and sus tainable tourism development. • The ongoing implementation of the Dead Sea master plan by the Development Zones Company associated with the Development and Free Zones Commission. This includes a set of biodiversity guidelines and safeguards in addition to the establishment of an eco-park as the backbone for coastal development and protection. • The ongoing updates and finalization of the Petra Region land use plan including the development of the heritage based buffer zone and the declaration of the Petra World Heritage Site as a Nat ural Protected Area. several national policies and strategies since the 1991 National Environment Strategy. All succes sive strategies continued to address such a need, however with little detail on ways of specifically integrating biodiversity conservation into broader land use strategies. 33 Persecution of Wildlife, Trade and Spread of Disease Illegal hunting has caused the extinction of several species of Jordanian wildlife, and is considered to be one of the main factors threatening faunal bio diversity of the country. The impact of this threat further increased after the introduction of modern hunting techniques. Illegal trade of native species directly affects fau nal populations. Additionally, the illegal dissemina tion of non-native species causes severe stress on some species and is a threat to their presence. Little is known about the status and transmission of diseases in wild animals. Increased contact with wildlife has lead to the transmission of some dis eases from livestock to wild animals and vice-ver sa, either through direct contact or predation. Further, several wild animal species in Jordan are thought to be vectors or reservoirs for some dis eases. These diseases may affect both humans and wild fauna and could be a real threat to the distribution and relative abundance of certain spe cies. Invasion of Alien and Exotic Species and Genetic and Living Modified Organisms Introduction of alien species is a major threat to native animal and plant species. Alien species and invasive exotics can become pests by adapt ing to habitat changes and causing destruction to natural habitats and agricultural areas. On the oth er hand, feral species, which invaded the country long ago, might affect their wild relatives through competition and interbreeding. On the other hand, the accelerating trend on bio technology, although foreseen to improve the qual ity of life and economic development, includes an increasing level of risk on national biodiversity es pecially in relationship to the transfer and applica tion of Living Modified Organisms (LMOs). Jordan, being a center for genetic resources associated with food security at the national –and more impor tantly– the global levels, needs to address such a potential risk and its consequent threats with the maximum level of caution and readiness in terms of legislative frameworks, technical and logistical capacities as well as monitoring and inspection. Tourism Development The tourism sector already poses a major threat to biodiversity, and given the planned exponen tial growth of the sector, this threat is expected to grow significantly. Although few of Jordan’s current visitors are nature tourists per se, tourists do visit protected areas and high biodiversity areas. Biodi versity is being threatened by mass tourism across the landscape as a whole, and the tourism foot print on biodiversity is expected to grow over time. Threats posed by tourism may be divided into two categories: direct threats and indirect threats. The prime direct threats from tourism activities to biodiversity are the following: Hotel and tourism infrastructure development: Development of hotels and other tourism infra structure in ecologically sensitive areas is leading to fragmentation and loss of habitat. High visitor numbers: High visitor numbers lead to disturbance of habitats. Visitors’ activities have exerted extensive pressure on biodiversity from trampling, hunting, plant collection, uncontrolled trekking and climbing, etc. Effluent discharges: Effluent discharges, litter accumulation and extensive abstraction of water have had an impact on animal behavior and also resulted in the accumulation of toxic compounds in the ecosystem, in addition to threatening the biodiversity of important habitats. The indirect threats of tourism to biodiversity in clude: Roads development: Roads provide easy access to ecologically important areas. Unless planned to incorporate biodiversity values, this could have the inadvertent effect of increasing other threats (e.g. poaching). Encroachment by local population: Local pop ulations encroach on natural resources and prac tice intensive resource use to support their liveli hood needs. A further increase in agricultural and pastoralist activities is expected as the local pop Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 34 ulation will aim to meet increased demand for food products from tourism establishments, causing additional pressure on biodiversity by overgrazing, loss of the vegetation cover, wood-cutting, etc. Climate Change There is a “very high confidence” (as laid down by the IPCC) that climate change is already affect ing living systems. The responses of both fauna and flora span an array of ecosystems and or ganizational hierarchies, from the species to the community levels. Recent scientific research on global meta-analyses revealed significant range shifts averaging 6.1 km per decade toward the poles (or meters upward), and a significant mean advancement of spring events by 2.3 days per decade. Jordan is vulnerable to climate change, and some features of projected climate change in Jordan include: (i) increase in temperature of 1-2 degrees centigrade by 2030-2050; (ii) increase in evaporation accompanied by soil moisture reduc tion; (iii) diminished recharge of aquifers and oa ses, (iv) projected shrinkage of grasslands (which extend over 10% of Jordan); and (v) projected shift of semi-arid rangeland (which extends over 80% of Jordan) to become arid desert. Improved and continued conservation planning and manage ment in Jordan; based on an assessment of cli mate change implications on biodiversity is both prudent and necessary. Climate change has progressively become a key national development agenda item triggered by the increasing international recognition following the confirmation of its global impacts and response strategies, as well as the rapid development of the global instruments and mechanisms targeting the enhancement of national capacities with regard to climate change adaptation and mitigation, the first being a priority in the Jordan context. In line with the global movement, Jordan has taken several strategic steps in its engagement and con tribution to this global priority. The national efforts in response to the global movement on climate change comprise the legal and institutional devel opments adopted by the Ministry of Environment, including the establishment and activation of the climate change department as a key functional unit at the Ministry. The development above coincides with the de velopment and adoption of the national climate change policy in 2013, and the current process of the preparation of the third national communica tion report on climate change. The policy document includes specific national objectives: • To advance the understanding of climate change impacts on biodiversity as well as on the green house gases’ mitigation of ecosystems poten tials, in particular those of protected areas; • To improve the monitoring of encroachment of urban and rural development on prime agricul tural lands, green spaces, open spaces and for ests; • To facilitate adaptation of biodiversity to climate change by increasing resilience of, the protect ed areas in particular; and • To develop capacity within responsible institutio ns and communicate to relevant stakeholders. Further, the policy document identifies several cli mate change priorities, main measures and instru ments for the biodiversity sector as follows: • Design and manage Jordan’s protected areas in light of the emerging and increasing challeng es related to climate change and global warming; • Introduce and strengthen eco-system based adaptation. • Research, monitor and address impacts of clim ate change on biodiversity. In particular, climate change sensitive environmental and socio eco nomic monitoring and evaluation systems needs to be put in place parallel to Jordan’s protected areas planning; The national climate change policy rep resents a key milestone in the development of the national legislative frameworks related to climate change in general including the aspects related to biodiversity and ecosys tems which are well-recognized in the policy document. 35 • Address socioeconomic concerns resulting from climate change impacts on biodiversity; • Enhance climate change resilience within terres trial ecosystems and their services and enhance the resilience of coastal and marine ecosystems and associated vulnerable species; • Support restoration of degraded forests, using diverse conservation areas governance forms, and building on the special conservation areas approach. • Raise awareness and mobilize stakeholders for conservation of biodiversity and ecosystem services; and • Promote a common working definition of sus tainable land use and planning, and encour age public participation in land use policies and management. Further to the above, Jordan ratified the United Na tions Convention Framework on Climate Change UNFCCC in 1993 and prepared and submitted two national communication reports to the convention till this date. The communication reports include major sectors emissions and major sectors im pacts resulting from climate change. Biodiversity and ecosystems were not fully investigated as a sector in the first two national communication re ports to the UNFCCC; therefore, there was a need to include biodiversity and ecosystems sectors in the third Jordan’s UNFCCC communication report to cover this sensitive and important sector. Another important national initiative addressing the climate change impacts on biodiversity and related adaptation strategies has been imple mented by RSCN since 2007 at the strategic level, including the development of the protected areas based scenario building, a national stakeholders communication platform, a protected areas cen tered climate change adaptation strategy and a set of pilot initiatives of climate change adaptation on the ecosystem and habitat levels. It is import ant to note that the provisions, objectives and ob ligations addressing the climate change theme as associated with biodiversity and protected areas will be reflected in sectoral as well as the national strategies addressing biodiversity, in this case the NBSAP. The NBSAP will act as a tool for the imple mentation of the national climate change policy. The Issue of Refugees More than one million Syrian refugees have entered Jordan during the last three years. They escaped the crisis in their country, leaving behind their live lihoods and most of their resources. The majority of these refugees were integrated into the Jorda nian society, while a substantial number remained in designated refugee camps such as the Zaatari camp in the Mafraq area. The northern governor ates of Jordan have received the majority of the refugee populations, with a significant percentage distributed in the northern parts of the Rift Valley area. More specifically, this includes the western parts of the governorates of Irbid, Mafraq, Ajloun, Jerash, and Balqa. It is not an easy task to assess or quantify the spe cific impacts of the refugees on the various natural resources and ecosystems in the host regions; nonetheless, some of these impacts are easier to estimate than others. These impacts include pres sures exerted on water resources, agricultural ar eas, rangelands, and open spaces. In the case of the refugee camps, most of the impact on natural resources is represented by water use (mostly for domestic purposes). As confined territories, the camps have limited impact on rangeland and oth er natural resources, especially noting that they are mainly supported through international subsi dies for the provision of food and other ecosys tem-related goods and services. The Third National Communication report highlights the climate change impact on bio diversity and ecosystems and assesses the vulnerability of biodiversity and ecosystems sector in Jordan toward climate change and suggested adaptation measures in the form of best fit local and national projects. The Third National Communication Report has just been finalized by the MoEnv in cooper ation with GEF/UNDP and its submission is expected before the end of 2014. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 36 The case for the refugees outside the designated camps is much more complex to assess in regard to interaction with ecosystems and their associ ated biodiversity. Nonetheless, evidence could be established on a number of associations be tween the influx of refugees and the impacts on natural resources. For example, many refugees who come from nomadic or rural backgrounds got involved with livestock husbandry and agricultural activities, mainly through employment by Jordani an residents who utilized the refugee work force to support their agriculture related activities, as well as the operation of tourism enterprises. It could also be noted that the skilled labor introduced by the refugees created an opportunity to improve the quality of services related to agriculture, livestock, and tourism. Consequently, this would also mean increasing pressures on ecosystem goods and services in addition to increasing the demand on consumption associated with the direct socioeco nomic needs of the refugees themselves. From another point of view, the influx of refugees has increased competition with host communities on a large set of income sources and jobs. Further, the wave of refugees caused a sudden increase in the cost of services and real estate which impact ed the purchasing power of host Jordanian com munities, thus forcing them to exercise more direct and indirect pressures on natural resources. Clear examples include the increasing trend of illegal tree cutting to compensate for increased fuel pric es, overgrazing of livestock in response to inability to secure high cost fodder, and illegal wildlife hunt ing as a reflection of reduced ability to procure do mesticated sources of meat such as chicken and lamb. The economic valuation of the direct and indirect impacts of the refugees on the ecosystems of host regions of Jordan requires an in-depth scientific research which would lead to a clear policy doc ument needed to support decision making with regard to the sustainability of ecosystems, their goods and services, as well as their biodiversity, under crisis conditions such as the Syrian refugee case. The Underlying Causes of Biodiversity Loss The above direct threats to biodiversity are a result of a series of root causes: Lack of Public Awareness on Biodiversity The main root cause in the decline of Jordan’s bio diversity can be attributed to the fact that biodiver sity is not sufficiently recognized by the Jordanian public including policy and decision makers all the way to end users. For the biodiversity to be well protected and conserved for the future, it needs to become integral to the overarching set of national values and patriotic principles. A national culture of respect, appreciation and action towards the biodiversity is a primary requirement for the suc cess of all strategic and operational efforts to con serve it and sustain its use. The general public in Jordan is not aware of the importance of biodiversity for our lives and future. Biodiversity is perceived by the majority of Jorda nians an elitist sector which is highly disconnected from national realities related to the political, social and economic constraints and priorities. Many na tional and local efforts were made to bridge the awareness gap and clarify the concrete relevance of biodiversity to peoples’ well-being and prosper ity. These include several long terms programs developed and implemented by government and nongovernment organizations; nevertheless, the level of success is not at all satisfactory. This strategy addresses the issue of awareness from a governance perspective, with the hope that improved public participation in the environmental processes and decision making frameworks would yield better national understanding and more own ership and thus stronger support to biodiversity conservation and environmental sustainability. 37 Weak Governance Good governance is built on three fundamental pillars, a clear legislative framework, an effec tive decision making structure and strong culture based on the principles of equity, participation and accountability. In the case of biodiversity in Jor dan, the legal frameworks have been significantly improved especially in light of the establishment of the Ministry of Environment (2003) and the adoption of the Environment Protection Law (52) 2006 which enhanced the overall national recog nition of the environment protection sector as a whole. The law included provision for two bylaws, namely, the protected areas and national parks, and the environmental impacts assessment by laws, which were instrumental in the application of the law. Further, the historic role of the Ministry of Agriculture in the protection of forests, rangelands and genetic resources since the establishment of the State of Jordan provided the needed founda tion for a successful introduction of the emerging environment legislation. Another positive aspect of the legislative set up is related to the delegation of some of the responsibilities and authorities of the two ministries to the long-established RSCN with regard to the establishment and management of protected areas (by MoEnv) and the enforcement of wildlife protection and hunting regulations (by MoA). In spite of the above, the chronic weak enforce ment of laws remains a perennial issue for biodi versity in particular. The problem of enforcement is mainly related to the ineffective application of the bylaws and regulations by the juridical sys tems. This is often justified in recent years by the argument related to the sensitive regional political conditions which require a more lenient approach to law enforcement in general and to the enforce ment of environment laws in particular. Secondly, the decision structures related to biodi versity have been poorly established until recent ly. Public participation including civil society, local communities and private sectors remains below accepted standards; however, one important stra tegic improvement was initiated few years back by instituting the National Biodiversity Committee (NBC) in 2005 which is gradually becoming an ac tive platform for improved involvement of civil soci ety in the decision making process with regard to biodiversity. It is important to note that the NBC as a good governance initiative is highly emphasized in this strategy document. Thirdly, the public culture for governance in Jordan in general, and to a lesser extent in the environ ment sector, is not supportive of good governance principles and applications. This is a root cause of many of the shortcomings related to the mal-func tioning legislative systems and their associated regulations. Disconnect between Scientific-base and Development Agendas Sound decision making requires a strong linkage with science and knowledge. Biodiversity related knowledge in Jordan is well advanced and is con sidered among the pioneering examples at the re gional level. Nonetheless, the level of investment and support given to this very important sector is still below the required levels. Linkages between the government and the academic institutions had been developing in the last decade or so. One good example is the strongly positioned role of the Marine Science Station (MSS) with the Aqaba Spe cial Economic Zone Authority (ASEZA). The MSS represents the scientific advisor of ASEZA with re gard to all marine environmental aspects related to the different development projects. Although oc casionally constrained by the sensitivities and pol itics of some initiatives, the set up remains among the success stories where the science-base in forms and guides more sustainable decision mak ing and actions. For an adequate level of decision support to be provided by the various specialized scientific entities concerned with biodiversity, a set of supportive legal instruments needs to be put in place, supported by adequate levels of technical and logistical capacities of such institutions, also coupled with clear lines of separation of duties and lines of authority. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 38 Inadequate Knowledge Management There has been a tremendous amount of accumu lative knowledge on Jordan’s biodiversity which was collected and archived by numerous govern ment agencies, NGO’s, and academia. Never theless, there is no single national platform which compiles all the gathered knowledge; thus, it re mains scattered in the archives of many individual organizations. This represents a major challenge, as knowledge is not being shared adequately or updated systematically or based on previous ef forts. This results in the loss of valuable efforts and time which are expended in gathering information and developing knowledge products. The lack of knowledge sharing is often related to possessive approaches adopted by the relevant organiza tions, justified by the protection of their source of power and influence. Another missed opportunity is the mal-utilization of new technology solutions for knowledge manage ment, which allow proper mechanisms for gather ing, storing, disseminating, updating, and quality controlling of knowledge. Another missed oppor tunity is represented by the use of knowledge in enhancing public understanding and participation in biodiversity related efforts and problem solving. It is evident that there are several good initiatives on the development of knowledge databases re lated to biodiversity, especially relevant to NGOs. A very good example is that of the RBG which has recently established a national database on native flora species associated with a national red list on threatened flora and a virtual herbarium, with the latter considered to be a pioneering initiative and success story. On the other hand, the Ministry of Environment is currently establishing a clearing house mech anism (CHM) on biodiversity with the purpose of establishing a centralized and well harmonized national database on biodiversity information, ac cessible to the public and practically useable to support decision making with regard to conser vation and development projects of relevance. This strategy includes strong emphasis on the enhancement of knowledge management frame works and strengthening of knowledge sharing and collaboration. Lack of Systematic Financing Framework Lack of adequate and sustainable financing is a global constraint facing the sustainable develop ment agendas in general and biodiversity conser vation in particular. The level of national govern ment investment of Jordan on biodiversity was less than .0.05% of the GDP in 201312. The financial challenge includes the government institutions, NGOs and the local Community Based Organiza tions (CBOs) as well. For example, the RSCN annual budgetary turnover is around 5 million dollars covering –on behalf of the government- the cost and operation of over 300 staff and 8 protected areas. Out of this amount only less than 10% is provided by the government in return of RSCN’s mandate. RSCN –in an interna tionally recognized model– secures its operational costs through utilizing a set of innovative sources of income including endowment funds, ecotourism and donations. A third of its budget still however comes from international aid projects and exter nal support. Similar models are applied by other emerging NGOs such as the RBG and JREDS, nonetheless with more dependence on aid proj ects and private sector sponsored activities. Although innovative and successful, these models cannot be applied to line ministries and programs addressing biodiversity protection as they are constrained by legal obligations related to access to nonconventional funding sources. For a financing framework to be effective it re quires a proper legal setting enabling a multi-re source financing approach from internal and external sources (i.e. government fiscal budget allocations, and bilateral and multilateral aid and credit projects) as well as innovative mechanisms such as climate change funds, biodiversity off-sets and private sector CSR programs. 12 Source: Ministry of Environment, 2014. 39 40 © RSCN – Dibeen Forest Reserve Part II: NBSAP 41 National Biodiversity Strategies Environmental planning and policy formulation in Jordan prior to the 1990s was based on a sec tor-specific approach with little consideration of environmental concerns. It can be said that envi ronmental planning and policy formulation came to age in 1991 when the National Environmental Strategy (NES) was formulated by a national con sultation process led by the Ministry of Municipal, Rural Affairs and the Environment. Based on the NES, Jordan was in a good politi cal and strategic position to sign and then ratify the Convention on Biological Diversity (CBD) and the UN Framework Convention on Climate Change (UNFCCC) in 1993 during the Earth Summit. Two years later Jordan signed and then ratified the UN Convention to Combat Desertification (UNCCD). Completing most of its international obligations and on the foundations of the NES, Jordan opted to develop a practical environmental action plan in 1995. The National Environmental Action Plan (NEAP) was prepared through a national con sultation process coordinated by the Ministry of Planning; and it included a prioritized action plan based on results. The NEAP remained to be the environmental guidebook in Jordan, with most of its proposed projects either implemented or start ed to be implemented. In 2000, Jordan launched its multi sectoral Nation al Strategy for Sustainable Development which was called “National Agenda 21”. The National Agenda 2007–2017 represents an ambitious ef fort to create a master plan for the reform, future growth and development of Jordan. The Agenda initiatives were developed in three key areas: 1- Government & Policies. 2- Basic Rights & Freedoms. 3- Services, Infrastructure & Economic Sectors. The third theme above includes the environmen tal identified several challenges with regard to the environmental sustainability sector, recommend ing several initiatives to address them, as follows: • Improve the management of natural reserves and develop a master plan for land use and ensure its implementation. • Formulate a long-term comprehensive policy to combat desertification and integrate it in national sustainable development policies. Two performance indicators were established to monitor progress on the establishment of protect ed areas and the protection of genetic diversity, with the latter receiving more attention and elab oration. The National Biodiversity Strategy and Action Plan (NBSAP) was launched in 2003 while the Nation al Action Program (NAP) to combat desertification was launched in 2006, both currently being re viewed and updated by the MoEnv. This strategy document represents the first update of the 2003 NBSAP as part of Jordan’s commitment towards the global obligations as set in the CBD implemen tation and the associated Global Biodiversity Strat egy 2011-2020. Legal Framework and Associated Institu tional Setup Biodiversity is addressed through three main legal frameworks in Jordan. The first one is represent ed by the Environment Protection Law (Number 52 for the year 2006). The law gives the Ministry of Environment national mandate and authority over environmental management and protection whilst obliging all official and civic constituencies to ad here to the legislations, bylaws, regulations, and decisions associated with the implementation of the law. The law further designates the Ministry to be the national, regional and international focal point for the whole of the environment sector, including collaboration and coordination with and on inter national conventions and treaties. A specific re sponsibility of the Ministry is related to the protec tion and sustainability of biodiversity in the forms of ecosystems, species and genetic resources, among many other strategic roles and responsi bilities. The strategic position of the Ministry as adopted by its successive senior management is based on its role as a regulatory body responsible for the development of the policy frameworks, sector strategies and programs portfolio, followed by a 2.1 The National Strategic and Legal Frameworks for Biodiversity Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 42 strategic monitoring and quality assurance role on the performance of executive entities delegated by the Ministry to undertake specific tasks and re sponsibilities. The capacity of the Ministry to fulfill its two primary mandates on biodiversity remains very limited. It is an inevitable necessity that the building of the technical, human resource, logistical, monitoring, and associated financial capabilities must be a prime focus of this strategic document with the aim to empower the Ministry to guide the nation al program on biodiversity and provide adequate levels of support backstopping to partners and stakeholders. Further, the Ministry adopted two bylaws which are directly related to biodiversity namely the Bylaw on Protected Areas and National Parks (Number 29 for the year 2005), and the Bylaw on Environmen tal Impact Assessment (Number 37 for the year 2005). It is important to note that the Ministry is currently working on amending of its general law. The new amended law is foreseen to enhance the legal framework on biodiversity, as it will include the de velopment and adoption of several bylaws, specif ically on protected areas, genetic resources and biodiversity, and species conservation. The law will also include the revision of the EIA Bylaw, in troducing improved legal tools and mechanisms on biodiversity safeguards and management. RSCN is mandated by the Ministry of Environment to implement the Bylaw on Protected Areas and National Parks in what is considered a unique mod el for the region and globally, whereas an NGO is mandated to implement government mandates. This is attributed to the long established experi ence of RSCN as a pioneering nature conservation agency active in Jordan since the mid-1960s. Such an innovative governance arrangement could be applicable to other subsectors of biodiversity pro tection, hence will be a focus of the current strategy. The second main legal framework for biodiversity is represented by the law of the Ministry of Agricul ture, the long established legal provisions of the Ministry of Agriculture which owns the historical precedence in the protection of wildlife, forests, and rangelands, as well as genetic resources. This mandate is currently mandated by the appli cation of the Agriculture Law (Number 44 of the year 2002), which includes a series of articles ad dressing the sustainable use of natural resources, including genetic diversity and the protection of wildlife species inside and outside their natural habitats. RSCN is also mandated by the Ministry of Agriculture to enforce the regulations related to wildlife protection and hunting control. The Min istry has recently been developing its technical capacities in relation to biodiversity protection in an increasing trend of recognition of the modern approaches tackling ecosystem management and biodiversity conservation. The two strategic roles of the two line ministries often overlap and a concerted effort is required to ensure synergy, complementarity, and coordination. This strategy briefly addresses the need to enhance inter-min isterial dialogue and coordination towards a more effective program on biodiversity. The third legal framework is represented by the special setup associated with the Aqaba Econo mic Zone Authority and its sub-national mandate over environmental protection and management. ASEZA was established in 2000 and enjoys a special law (Number 32 for the year 2000) which entitles the Authority to implement its autonomous legal systems and regulations, including provi sions related to environmental protection and bio diversity conservation. ASEZA enjoys its own set of bylaws addressing environmental protection, environmental impact assessment, as well as the special bylaw addressing the Wadi Rum Protect ed Area. The ASEZA case, although representing a success story in applying a decentralized ap proach towards environmental protection, entails a number of strategic and operational challenges re lated to the alignment of its regional legal arrange ments with the national setting. Further, the auton omous setup is often constrained by the potential for conflicts of interest in balancing the develop ment agendas with the conservation obligation. This strategy calls for the initiation of a strategic dialogue between ASEZA and the Ministry of En vironment on the national alignment of ASEZA’s environmental legislations and the facilitation of knowledge exchange, reciprocal support and col laboration. 43 It is well established that the update of the National Biodiversity Strategy and Action plan is an integral component of the global process related to the de velopment and implementation of the Global Bio diversity Strategy 2011-2020. The NBSAPs are the principal instruments for implementing the Con vention at the national level (Article 6). The Con vention requires countries to prepare a national biodiversity strategy and to ensure that this strate gy is mainstreamed into the planning and activities of all those sectors whose activities can have an impact (positive and negative) on biodiversity. To date, out of 194 contracting parties that ratified the convention, 180 parties have submitted their post convention NBSAPs. By updating its NBSAP before the end 2014, Jordan will likely remain among the leading countries in the region to follow up and implement the Convention, especially the 2020 Global Biodiversity Strategy and its associat ed targets (the 20 Aichi Targets). In essence, Article 6 creates an obligation for na tional biodiversity planning. A national strategy will reflect how the country intends to fulfill the objec tives of the Convention in light of specific national circumstances, and how the related action plans will constitute the sequence of steps to be taken to meet these goals. Article 26 and Article 10(a)of the Convention are closely linked to Article 6. The first calls upon Parties to present, through their national reports, information on measures which have been taken for the implementation of the provisions of the Convention and their effectiveness in meeting the objectives of the Convention. The latter en courages Parties to integrate consideration of the conservation and sustainable use of biological re sources into national decision-making. As for the Global Biodiversity Strategy 2011-2020, adopted in Nagoya, Japan in 2010, twenty strategic targets were adopted globally and referred to as the Aichi Targets. Out of these, the Aichi Biodiversity Target 17 specifically addresses the contracting parties’ obligations to develop and adopt adequate policy and strategic instruments dedicated to Biodiversi ty in their respective countries. The CBD global database shows that since COP 10, the CBD Secretariat has only received 30 NBSAPs (23 revised, 7 first) which reflect varying degrees of compliance with the Nagoya outcomes. Parties whose post-2010 NBSAP takes the Strate gic Plan for Biodiversity (2011-2020) into account are 21 parties, while the remaining 9 do not. To date, 150 parties have not yet submitted a post 2010 NBSAP, also noting that 14 parties have not yet submitted an NBSAP. To support the contract ing parties in the process of updating their respec tive NBSAPs, the Conferences of Parties (COP 9 and 10, held in Germany and Japan, respective ly) adopted two key decisions that provide direct guidance for NBSAPs, decision IX/8 and decision X/2. Parties were encouraged to review these de cisions for consolidated guidance on the NBSAP process, substance, components, support sys tems, and monitoring and review systems. The table below provides a quick reference to rele vant COP 10 and COP 11 decisions, and the vari ous themes/topics included in the guidance notes. The decision parts which are most relevant to Jor dan based on the preliminary country assessment are highlighted in blue. 2.2 Synthesis on the CBD Provisions and Obligations Article (6) of the Convention on General Mea sures for Conservation and Sustainable Use states that each Contracting Party shall, in accordance with its particular conditions and capabilities: • Develop national strategies, plans or pro grams for the conservation and sustain able use of biological diversity or adapt for this purpose existing strategies, plans or programs which shall reflect, inter alia, the measures set out in this Convention rele vant to the Contracting Party concerned. • Integrate, as far as possible and appropri ate, the conservation and sustainable use of biological diversity into relevant sectoral or cross-sectoral plans, program and pol icies. Target 17 stated that, by 2015, each Party has developed, adopted as a policy instru ment, and has commenced implementing, an effective, participatory and updated na tional biodiversity strategy and action plan. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 44 Topic/Issue13 Decisions/Articles NBSAP Content Target-setting, National Biodiversity Targets X/2 paras 3(b) and (c) Mainstreaming X/2 paras 3(d) and (f); XI/8 para 4 Biodiversity for Development X/2 para 3(d); X/33 para 8(k) Resource mobilization; funding priorities and needs X/3 para 2; X/26 para 3; X/31 para 11; XI/4 paras 5, 17, 25; Cooperation with other conventions, international organi zations, and initiatives X/5 para 3; XI/6 paras 10 and 11 Article 8(j) and related provisions X/16 para 3(a) Global Strategy for Plant Conservation X/17 para 6(a); XI/26 paras 4, 5, 5(a) Gender X/19 para 5; XI/9 para 7 Marine and Coastal Biodiversity X/29 paras 7, 18, 67 Mountains X/30 paras 4 and 8 Protected Areas X/31 paras 1(c), 11, 26(b); XI/24 para 1(a) Sustainable Use of Biodiversity (Bushmeat) X/32 paras 2 (e) and (h); XI/25 para 13(d) Ecosystem Services, Valuation X/32 para 2(g); X/44 para 6; XI/30 para 9 Climate Change X/33 paras 8 and 8(k); XI/19 para 1(a) Agricultural Biodiversity X/34 para 7 Dry and Sub-humid Lands X/35 para 2(b) Bio-fuels and Biodiversity X/37 para 5; XI/27 para 2(a) Global Taxonomy Initiative X/39 para 8; XI/29 para 3, Annex B para 5 Incentive Measures X/44 para 6; XI/30 paras, 3, 6, 7, 9 Bio-safety XI/5 Appendix II para 4(d) Island Biodiversity XI/15 para 4(b) Technology Needs Assessments X/16 para 3(a) NBSAP Revision Process and Stakeholder Involvement National Reporting; Monitoring X/10 para 9(b); XI/3 para 6 Clearing-House Mechanism (CHM) (funding) X/15 para 2(c) Business Engagement X/21 para 1(e) and (g) Sub-national Governments, cities and other local author ities X/22 para 2; XI/8 A para 4 Children and Youth XI/8 B paras 1, 2 Civil Society XI/8 C paras 1, 2 Indigenous and Local Communities XI/14 B para 17 Cooperation with other Conventions, International Organizations, and Initiatives XI/6 paras 10 and 11 13 Details on the texts of the various decisions are readily available on the CBD website. 45 Jordan ratified the Convention on Biodiversity in 1993 and developed its first national CBD report in 2002, followed by the finalization and the official publishing of the NBSAP in May 2003. Jordan also submitted the 3rd National Report in 2006, the 4th in 2009 and has submitted the 5th in September 2014. As mentioned earlier, the joint MoEnv IUCN/ROWA project addresses updating the NBSAP for Jor dan. It is expected for conclusion before the end of 2014 with the anticipation to have the revised NBSAP fully aligned with the Global Biodiversity Strategy 2011-2020. It is important to highlight the fact that there has not been any systematic follow up on the imple mentation of the 2003 NBSAP by the various na tional stakeholders since its finalization in 2003. Modest attempts were made by the Ministry of En vironment to report on the status of the NBSAP im plementation as part of its periodic CBD reporting, specifically in CBD 3rd and 4th reports. The 2003 NBSAP included over 70 priority proj ects related to the measures identified in Jordan’s Convention on Biological Diversity Implementation Strategy. A preliminary unsystematic assessment was done to measure the percentage of the projects imple mented since 2003. The analysis indicates that above 50% of the projects were implemented un til 2014. The rest of the projects are either under consideration for funding or deferred due to lack of financial resources or changes to the conditions related to their implementation. It is noteworthy that many of these projects were delivered through national funding. Further, the tentative assessment identified key challenges and constraints which faced –and of ten are still facing– the implementation of the proj ects portfolio initially intended in 2003, as follows: • Absence of clear resource mobilization strategy. • Lack of a unified knowledge management and data processing system specific to biodiversity. • The ineffective national communication and coor dination framework on biodiversity. • The NBSAP was not well incorporated into other national sectoral plans and projects. • The projects identified in the NBSAP do not adeq uately address the private sector and local com munities in their planning and delivery. • The NBSAP was not accompanied with a contin uous national outreach program. • Lead implementing agencies were not clearly identified for each of the proposed projects. The updating process of the NBSAP is planned to follow the methodology set by the CBD and elabo rated by IUCN, and a set of guiding principles are considered for the development of the updated NBSAP, as follows: • NBSAP is the prime national strategy for the Conservation of Biodiversity in Jordan; and for that to be effective and sustainable, it is required to become integral to the environmental gover nance system in Jordan as part of the national mandate of the Ministry of Environment. So far, the NBSAP is perceived as an external obliga tion distinctive from the national planning and executive programs. • NBSAP is the principal instrument for implement ing the Convention on Biological Diversity which is an obligatory convention ratified by the gov ernment of Jordan and reflects on its global im age towards environmental protection and sus tainability. • NBSAP needs to be updated in light of the new Strategic Plan for Biodiversity 2011-2020 and the Aichi Targets to develop a clear set of national indicators. • NBSAP strives to mainstream biodiversity into all national sectors and cross-sectoral strat egies including economic planning sector. • NBSAP development process must include provisions for its implementation, monitoring and Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 46 evaluation, hence ensuring an effective frame work for the national agenda on biodiversity. • NBSAP’s development, implementation and moni toring must be based on sound scientific re search, effective knowledge management sys tems and an inclusive stakeholders participation and involvement process. Further, the process of updating the NBSAP ad opted the following steps: • Formulation of a national working group for the update of the NBSAP comprising all key stake holder and interest groups. The working group was convened by the Ministry of Environment and was guided by the National Biodiversity Committee. This working group includes repre sentatives from the following national entities: o Ministry of Environment (MoEnv). o The Forestry Department/Ministry of A griculture (FD/MoA). o National Center for Agricultural Re search and Extension (NCARE). o The Royal Botanic Garden (RBG). o Royal Marine Conservation Society of Jordan (JRDES). o Royal Society for the Conservation of Nature (RSCN). • Rapid review of the national progress made on the implementation of the 2003 NBSAP, includes: o Update of situation analysis of key biodiversity values and attributes. o Revision of the main threats to nati onal biodiversity. o Analysis of the key direct and indir ect drivers of biodiversity loss. o Review of the NBSAP projects imple mentation and the lessons learnt. • Development of a revised vision statement for biodiversity in Jordan. • Review of the strategic goals for biodiversity alongside their midterm outcomes. These will be aligned with the Global Biodiversity Strategy and the Aichi Targets. • Development of a revised national action plan for biodiversity. • Development and adoption of a revised gov ernance framework for the implementation of the NBSAP and its monitoring using global best prac-tices and guidelines. • Design of a national outreach and awareness ness raising campaign to promote national en gagement in the NBSAP implementation. • Development of a strategic framework for finan cing the updated plan from national and external sources. Overall, Jordan has been relatively success ful in the fulfillment of the various provisions and obligations related to the CBD including the NBSAP; however, recently, and due to the increasing regional turbulence and transfor mations, substantial divergence has been taking place in the national biodiversity agen da thus shifting the country’s focus away from the optimal levels sought for biodiversity con servation, mainstreaming and sustainability. 47 The review of the 2003 NBSAP has revealed many strengths, and also shortcomings, which were as sociated with the Strategy in terms of stakehold ers, approach, structure, content, implementation and follow up. It is established that the process of the 2003 NBSAP was a very inclusive one in volving a wide range of national stakeholders who were engaged through an elaborate platform of participation. The 3-year 2003 NBSAP project was perceived to be a very important document representing the national direction for Jordan with regard to Bio diversity Protection and Sustainability. This was strongly aligned with the strong global movement on environmental sustainability triggered by the Rio Summit 1992 and the adopted Millennium Development Goals (MDGs) in 2010. The caliber of the 2003 NBSAP significance was reflected in the numerous structures adopted for the process, including the Royal Patronage of Queen Noor Al Hussein, and the Establishment of a Project Steer ing Committee comprising a number of renowned politicians and officials from more than 15 insti tutions representingnon government parties, the nongovernment, the private sector, the social sec tor, and the academia. The NBSAP was coordinat ed by a 5-member fulltime coordination team and 18-member project team representing the spec trum of environment and development sectors in the country. Further, the NBSAP process was sup ported by a team of five senior advisors on aware ness raising, advocacy and outreach. On the other hand, the involvement of the numer ous stakeholders seems to have not continued long after the completion of the strategy docu ment. There is no evidence that any mechanism was established nationally for the follow up on the NBSAP implementation. It is proven that there was no tangible attempt to activate the implementation of the NBSAP after its adoption nationally and sub mission to the CBD. The approach and content adopted for the 2003 NBSAP were very comprehensive, covering all the matic areas directly or indirectly associated with biodiversity. For example, the document included a strong component on protected areas (which are defined as a key global instrument for biodiversi ty conservation) and then at the other end of the spectrum urban based factories and their indirect impacts on ecosystems and species. As a result, the document came out very ambi tious, requiring extensive resources and collab oration, including 71 strategic projects to be im plemented by the various stakeholders over a span of 10 years. Nonetheless, it is evident that no clear financing mechanism was adopted nation ally for the implementation of the vast majority of these projects. The project team tracked several examples of the 2003 projects, and concluded that most of the follow up on these projects was done individually by institutions according mainly to their strategic priorities and available financial resources. The contents of the 2003 strategy followed a clear logical sequence: a brief on the CBD was intro duced, followed by an elaboration of the nation al and global importance of Jordan’s biodiversity, then linked to a thorough analysis of the factors influencing biodiversity both directly and indirect ly covering all sectors, leading to strategic frame work including an overall vision governed by a set of guiding principles. The vision was divided into a set of strategic targets, for which a set of strate gic objectives, operational objectives and priority actions were identified. The overall strategic direc tion was associated with a set of clear recommen dations on the NBSAP implementation, monitor ing and reporting. Finally, the strategy document included the 5-theme series of priority projects aimed at its 10-year implementation program. It is clear that the 2003 document was rather ency clopedic, including almost everything which needs to be done, could be done, or even would be good to be done in the field of biodiversity protection and sustainability. The vision statement was more of a vision for Jordan towards environmental pro tection and sustainability rather than specifically for biodiversity conservation. The guiding princi ples –although value driven– were not associated with effective governance and legislative frame works; the strategic goals were too stringent and included a wide range of strategic involvements in 2.3 Strategic Reflections on the 2003 NBSAP Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 48 a national development phase where biodiversity is still new, and translated into a long list of strate gic objectives; operational objectives and priority actions resulted in a rather complicated structure for the strategy leading to a very challenging task for their monitoring and follow up. The immense list of strategic projects requiring tremendous financ ing and collaboration represented a mere wish-list rather than an applicable set of achievable tar gets. In essence, the highly ambitious content of the strategy seems to have not been adequately aligned with the level of national capacities for im plementation. It also seems to have been “project driven” mostly, and much of the momentum estab lished by the project gradually faded soon after its conclusion. The 2003 NBSAP had no clear ownership frame work after its development. It was developed as a national strategy with the prime coordination responsibility of the General Corporation for En vironment Protection (GCEP). GCEP was reengi neered –soon after the NBSAP development- into a fully fledged, albeit embryonic, Ministry of Envi ronment. This institutional transformation, although triggered by the NBSAP process, was not fully successful in adopting the needed thrust for the implementation and follow up of this key strategic document as part of the core program of the Minis try during its early stages of development. Finally here, it is important to note that the current NBSAP update process was implemented in a mere three calendar months, with little technical and financial resources. This translated into a sig nificant challenge for the assignment team which needed to ensure the anticipated quality of the update strategy and the adequate engagement of stakeholders, including raising their awareness and fostering national ownership of the adopted document. The updating process is required to reflect on the good (and often difficult) lessons learned from the 2003 NBSAP, and seek to adopt a more effective approach to the strategy document in terms of ap proach, structure and content, and foremost, its implementation modality. Overall approach: Updating the NBSAP does not represent the development of a new strategy doc ument. Rather, it will be perceived as a proper review of the existing one mainly geared towards updating the strategic directions in light of internal and external changes and the arrangement need ed for improved implementation and more effec tive achievement of set targets. This represents a national choice as well as a decision aligned with the global guidance on the NBSAPs update as it advises the different nations to seize the global process and mechanism to update their national priorities based on past experiences and lessons learned. The updated NBSAP will be developed based on a balanced consideration of the follow ing strategic questions: What are the practical biodiversity targets which can be achieved nationally until 2020? What needs to be done to achieve the national targets and with what resources? What can be achieved by the key biodiversity related stakeholders as part of their ongoing and foreseen strategic programs and initiatives? How can the updated NBSAP be aligned into national governance, strategies and priority proj ects and initiatives? 2.4 The Approach for the Updated NBSAP 2020 49 Based on the above questions, the updated NBSAP will likely be a strategic collation of key strategies and programs adopted by the main stakeholders, encapsulated within an effective governance sys tem and aligned with the Global Biodiversity Strat egy and priorities. The strategy will most probably cover a period of six years starting from 2015 and ending in 2020. Stakeholders: The 2020 NBSAP will be tailored around the key stakeholders and national players mandated for biodiversity conservation, who are concerned with its sustainability or interested in dealing with its emerging challenges and oppor tunities. The selection of the key stakeholders ad heres to the following set of criteria: The legal mandates of the various stakeholders with regard to biodiversity conservation and sus tainability. The proven commitment documented since the 2003 NBSAP including the quantity and quality of delivered programs. The level of confidence with regards to human and financial resources available or those that could practically be available for the implementation of the priority actions and initiatives towards 2020. The primary ownership of the updated NBSAP will be for the MoEnv through an agreed upon gov ernance system. The governance system will be made effective through participation, transparen cy, accountability, capacity building and monitor ing. The primary mechanism for insuring that such a system be efficient is foreseen to be the National Biodiversity Committee (NBC) and its associated structures and tools. Structure: The 2020 NBSAP will adopt a more simplified structure compared to that of 2003. The updated document will include a revision of the status of Jordan’s biodiversity and its significance, and a synthesis on the main factors influencing bio diversity as the basis for the rationale of the strate gic framework which is anticipated to be designed around a long term vision statement inspired by the 2050 vision of the global strategy 2011-2020. The vision statement will be pursued through a set of strategic goals. Each of the strategic goals will be measured by a set of national strategic targets (aligned with the Aichi Targets), and each of the strategic targets will be achieved through a series of priority actions/operational objectives. The strat egy document will have a specific section on the modality for its implementation and monitoring as the foundation for its governance system. A logi cal framework will be included in the final chapters of the strategy including the vision, the strategic goals, and the operational objectives - along with their Key Performance Indicators (KPIs), and an ticipated milestones, deadlines and responsible authorities. Implementation: There is a national consensus that the lack of an agreed upon governance struc ture for the implementation and monitoring of the 2003 strategy was its key shortcoming, leading to weak national mainstreaming, alignment and systematic follow up. The enhanced governance of the biodiversity is proposed to become fully in tegrated into the strategic framework as part of its midterm strategic goals, supported by a set of operational objectives and priority actions. It is well accepted that having a concise and pragmat ic (however nationally aligned and coordinated) strategy is a much better scenario than having a comprehensive strategy which is over-ambitious and has limited national ownership and align ment. It is highly recommended that the NBSAP update give specific focus to building the institu tional capacities of the Ministry of Environment as the means to enhance the governance of national biodiversity. MoEnv’s improved capabilities for in ter-institutional coordination, national mainstream ing, public engagement, knowledge management and effective monitoring will drastically enhance the effectiveness of the NBSAP implementation. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 50 2.5 Strategic Directions towards an Improved NBSAP Global Alignment This 2020 NBSAP proposes a revised set of gover nance arrangements related to the national coordi nation, communication and reporting on the nation al biodiversity program. The lessons learned from the 2003 NBSAP are numerous, including some hard ones related to ineffective national follow up, lack of communication and coordination on the im plementation of the adopted projects, lack of ad equate reporting related to the periodic progress made on the achievement of the strategic vision and goals coupled with a total lack of performance indicators at all levels, thus preventing a straight forward update process of the NBSAP. The below direction represents a set of actions which were applied for the improvement of the NBSAP update process as well as its alignment with the Global Strategy and targets: • Further enhancement and strengthening of the role of the national coordination mechanisms, primarily the National Biodiversity Committee. The committee could play as the national gov erning board for the implementation of the NBSAP and communication with the CBD Sec retariat. • Encourage and facilitate the inter-institutional collaboration in the various fields of biodiversity while allowing for more specialization. This can be done through the improved understanding of the core competence and mandates of each of the key national players in the field of biodiver sity from the government and nongovernment organizations as well as academia and possibly the private sector. • Develop a clear financing strategy for the NBSAP implementation from local and external sources. The ongoing sustainable financing initiative im plemented by MoEnv found a strong basis for a more effective financing program for the differ ent priorities under the NBSAP. • Adopt a national capacity building program for the Ministry and its associated partners and stakeholders from the government, civil society, local communities and private sector. • Enhance the participation and involvement of national stakeholders -and particularly local communities- in the design, implementation and evaluation of national biodiversity strategies and programs as the central and site base levels. • This should include a clear policy on sharing the benefits of biodiversity across all relevant stake holders and interest groups. • Enhance the role of media and public opinion on the necessity of biodiversity protection and sustainability as part of the national agenda set for development in the Kingdom. A new social contract needs to be defined with regard to safeguarding in adequate proportion the nation al natural resources for the use and enjoyment of future generations. The update of the NBSAP required a careful revisiting of the arrangements adopted for its implementation and monitoring. The central role of the MoEnv on this cannot be overem phasized. 51 52 © IUCN ROWA - Aqaba Part III: Plan 2020 53 The update of the national targets adopted the following logical flow: Brief recap on the 2003 projects portfolio with particular focus on the period from 2009 (the fourth CBD report) to 2014 (the foreseen dead line for the NBSAP update), and its relevance to the 2020 Aichi Targets. This will allow the national team to assess how relevant the national efforts were to the global trends and priorities during the last five years or so. For example, protected areas-related efforts will fall under the Aichi Tar get 11. Review of the main factors directly affecting biodiversity as defined by the key national stake holders addressing the various themes of biodi versity. The revised list of factors will set the ba sis for the updated strategic directions towards 2020. For example, the increasing pressure of tourism is a factor, and although identified in 2003, it was not adequately addressed in the 2003 program of work in ecologically sensitive areas such as the coastal zone. Synthesis of the strategic goals adopted individually or collectively by the key national stakeholders as part of their organizational strat egies, programs and adopted action plans. One good example here is the merging of the Royal Botanic Garden as an institution and also a pro gram for plant conservation. Rapid assessment of any gap area within the current program portfolio for biodiversity which may need to be addressed in the NBSAP up date. Examples of this are the issues of climate change and refugees. The list of key factors influencing biodiversity were reviewed and updated to include: Severe levels of land degradation and habitat destruction. This is a recurrent key factor, mainly caused by urbanization, land conversion for ag riculture, grazing, wood collection, poaching, fishing, and infrastructure development (includ ing in coastal zones). Climate change and its direct and indirect imp acts on ecosystem services and livelihoods. This includes the elements related to mitigating climate change and/or adapting to its impacts, thus enhancing resilience and promoting best practices. Natural hazards are also included in the discussion on climate change. Regional conflicts, political instabilities and social transformations. This includes the continuing impacts of past refugees’ influx as well as the current and emerging impacts of more recent re gional crises such as the Syrian case. Tourism has an increasing trend of impacts on biodiversity, especially in areas where weak gov ernance and lack of law enforcement are high est. This includes the impacts on ecologically sensitive areas outside protected areas as well as areas where tourism pressure increases with increased global recognition (e.g. the Wadi Rum World Heritage Site). Weak governance systems and structures relat ed to biodiversity. This includes lack of adequate policies, ineffective legislative frameworks, and absence of proper national communication and coordination. Weak national awareness at all levels with regard to the value of biodiversity. This stems from poli cy and decision making bodies all the way to the local user and schools. Lack of a coherent and systematic financing frame work for biodiversity. This includes all types of financing, internal, external and innovative. Ongoing disconnect between scientific research and development programs. This includes all sust ainability related research in the various develop ment sectors. Lack of adequate documentation and knowledge management leading to suboptimal levels of de cision support and informing policy. This also includes the lack of academic alignment of bio diversity in the national education systems from pre-school to post-graduate levels. The above list includes recurrent factors still valid since 2003 (e.g. habitat destruction), factors in curred and increasing since 2009 (e.g. tourism), and a number of emerging factors which were not addressed in the first strategy (e.g. refugees and climate change). 3.1 Setting the National Targets Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 54 also gives primary focus on the global targets re lated to the enhancement of biodiversity gover nance, in-situ and ex-situ conservation, as well as knowledge development and sharing. Thematically speaking, the vision statement guides the strategic directions on mainstreaming biodiversity values and priorities into national strat egies and policies; enhancement of governance including legislative frameworks; participative de cision making structures and tools, and a strong culture of support and ownership; improved deci sion making based on sound science; reduction of human induced pressures on biodiversity; pro tected areas management; equitable sharing of genetic resources; provision of adequate financial resources; capacity enhancement of biodiversity related stakeholders including local communities and finally the implementation of appropriate poli cies and legal instruments. On the other hand, the vision statement tackles the thematic areas of production, restoration, and pol lution to a lesser extent. 3.2 The 2050 Vision Jordan adopts the following vision for its biodiversity: “By 2050, the biodiversity of Jordan is valued for its national heritage vitality, conserved for the well-being and enjoyment of people, and sustainably used for the benefits of current and future generations.” The above vision statement was adopted through a participative national dialogue incorporating key national stakeholders involved and concerned with biodiversity. The vision statement is inspired by the vision of the Global Biodiversity Strategy; however, tailored to the Jordanian context and priorities. The strategic components of valuing and conserv ing biodiversity are strongly emphasized in the ad opted statement, however with less emphasis on the restoration component of the global direction. This is mainly due to the pragmatic approach ad opted by Jordan for the formulation of the state ment incorporating what actually can be done within the strategic scope. The vision statement 55 Jordan adopts the following strategic goals to achieve its 2050 vision: VI- On good governance and mainstreaming: Enhance the national governance of biodiver sity as a main mechanism for national main streaming, integration and participation. This strategic goal primarily addresses the uderly ing factors affecting biodiversity which are related to the lack of good governance accompanied with low level of national awareness of the importance of national biodiversity at the local and global lev els. It also addresses streamlining biodiversity into the line ministries’ legislative frameworks, strate gies, program portfolios and technical capacities. Further, the goal focuses on the strengthening of participative planning approach with particular fo cus on empowering the National Biodiversity Com mittee and its members as well as the local com munities and their respective CBOs. The goal also adopts a specific set of targets related to achiev ing sustainable financing of effective monitoring program to ensure the effectiveness of the NBSAP implementation. VII- On the response to human-induced pressures: Reduce the impacts of pressures on biodi versity including habitat destruction, political conflicts, and tourism. This strategic goal focuses on the needed national response to the human induced pressures on bio diversity form the various development sectors in cluding agriculture, urbanization, tourism, coastal zone development, regional political conflicts, and other unsustainable activities such as overgrazing, illegal hunting and wildlife collection, alien and in vasive species, excessive tree logging, infrastruc ture development and mining. VIII- On protected areas, priority species and genetic resources: Conserve and protect pri ority ecosystems, species and genetic re sources of Jordan at the in-situ and ex-situ levels. This strategic goal tackles the in-situ and ex-si tu conservation priorities of ecosystems, species and genetic resources. It includes provisions on the enhancement of the national protected areas network for terrestrial, marine ecosystems as well as genetic resources. Special emphasis is given to the national strategies on key species of flora and fauna from terrestrial and aquatic biota and in contrast, the combating of blacklist species from all taxa. IX- On ecosystems services and climate change: Enhance the national understanding of dry land ecosystem benefits to national resilience, economic sustainability and local livelihoods. This strategic goal pilot a national program on the ecosystems services and the response to climate change. It focuses on improving the understand ing of the two relatively new topics to Jordan and proposes a series of actions testing ecosystems resilience, explores pilot phasing the adaptation to climate change, and the initiation of the program on the Nagoya protocol. X- On knowledge management and monitoring: Develop biodiversity knowledge as the main tool for cultural reform, informing policy and decision making support. This strategic goal handles the knowledge man agement program of work with regard to the CHM program, specialized vocational capacity build ing, educational curricula development, and the documentation, dissemination, revitalization, and promotion of traditional knowledge. The approach adopted for the update of the NBSAP with regard to the review of the action plan is based on the translation of the vision statement into the five strategic goals mentioned earlier, with each of the strategic goals addressing a key the matic area of strategic focus. The strategic goals were then deconstructed into a set of national tar gets addressing the various direct or underlying factors influencing biodiversity. The national tar gets were also designed to be aligned with the global Aichi Targets to ensure the highest level of national integrations into global priorities and di rections. The achievement of each of the national targets was then reflected in the achievement of a set of key performance indicators. 3.3 The 2020 Strategic Goals Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 56 The KPIs are essentially a strategic collation of all existing, planned and foreseen programs and ini tiatives by the key stakeholders involved in the im plementation of the NBSAP. Each of the KPIs was translated into a series of logically coherent actions which were associated with a specific stakeholder and a projected deadline. The intention from the above is to create a pragmatic action plan which is strategically linked to the mandates, strategies, and programs of respective organizations, with the condition as related to the national needs and global priorities. The action plan elaborated below includes a total of 29 national targets, over 100 KPIs, and over 300 strategic actions, all due to implementation within the strategic period from the beginning of 2015 to the end of 2020. 3.4 The 2020 Action Plan The table below summarizes the 2015-2020 action plan matrix: No Strategic Goal Number. of National Targets I- On good governance and mainstreaming 7 II- On the response to human-induced pressures 8 III- On protected areas, priority species and genetic resources 6 IV- On ecosystems services and climate change 4 V- On knowledge management and monitoring 4 57 Matrix of National Targets, KPIs and Strategic Actions Strategic Goal One: Governance of Biodiversity Enhanced No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 1 By 2016, the MoEnv strategy and its executive program are developed and operational. biodiversity is a prime constituent of the MoEnv strategy. biodiversity is integrated into key development sector strategies. MoEnv No KPI Priority Actions Deadline 1.1 Biodiversity is a prime constituent of the MoEnv strategy. 1.1.1: undertake a review of the existing strategy with regard to biodiversity components and devel op strategic recommendations. 1.1.2: endorse the recommendations by the Minis ter in an action plan form. 1.1.3: set up a periodic performance assessment of MoEnv with regard to biodiversity targets. 2015 2015 2016 1.2 Biodiversity is integrated into key development sector strategies. 1.2.1: undertake a review of all relevant secotral strategies. 1.2.2: define a MoEnv focal point for each sector and adopt a set of biodiversity objectives and en gagement action plans. 2015 2015 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 2 By 2016, the National Biodiversity Committee (NBC) is the prime governance mechanism for biodiversity. the regulations of the Committee are integrated into the new environment law. adequate financial resources allocated to the Com mittee by the MoEnv. MoEnv, Committee chair Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 58 No KPI Priority Actions Deadline 2.1 NBC regulations developed and integrated into the new MoEnv governance system. 2.1.1: review the new MoEnv structure and NBC regulations and prepare a set of recommendations to be endorsed by the Minister. 2.1.2: conduct regular NBC action plans on priority issues. 2.1.3: establish a secretariat for NBC at the MoEnv. 2.1.4: nominate an NBC representative for every priority sector, issue, program concerning biodiver sity. 2.1.5: undertake periodic performance review of NBC. 2015 Ongoing 2016 2015 Ongoing 2.2 Adequate financial resourc es allocated to the Commit tee by the MoEnv. 2.2.1: prepare a strategic business plan for the NBC including a sustainable financing model. 2.2.2: adopt the business plan by the Minister including annual budget allocations. 2.2.3: undertake periodic monitoring of allocated budget. 2016 2016 Ongoing No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 3 By 2017, the new environment protection law is endorsed and effective. adequate biodiversity articles are included in the new law. the nature conservation and protected areas bylaw is developed and effective. MoEnv, NBC No KPI Priority Actions Deadline 3.1 Adequate biodiversity articles are included in the new law. 3.1.1: undertake national stakeholders’ consultation process and compile recommendations. 3.1.2: adopt recommendations by the Minister and incorporate into the new law. 3.1.3: set up an NBC working group to lobby the parliament and follow up on the law developments and endorsement. 2014 2014 2015 3.2 Nature conservation and protected areas bylaw is developed and effective. 3.2.1: set up a technical and legal working group to prepare the bylaw. 3.2.2: establish an NBC working group to follow up the bylaw endorsement by the government. 3.2.3: review all bilateral agreements on the en forcement of the bylaw. 3.2.4: undertake regular monitoring of the bylaw related performance. 2015 2015 2016 Ongoing 59 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 4 By 2016, the new structure of the Nature Conservation Directorate of MoEnv is effective. Directorate mandate and program are in place and operational. Directorate comprises sufficient technical capaci ties for biodiversity. adequate financial resources are made available for the Directorate program. national biodiversity monitoring system is in place. MoEnv No KPI Priority Actions Deadline 4.1 Directorate mandate and program are in place and operational. 4.1.1: undertake a comparative review of relevant international best practices on institutional frameworks. 4.1.2: prepare the Directorate vision, objectives, goals and action plan. 4.1.3: prepare the Directorate structure. 4.1.4: prepare an operational manual for the Directorate. 4.1.5: undertake period reviews of the Directorate performance involving NBC. 2015 2015 2015 2016 Starting 2017, ongoing 4.2 Directorate comprises sufficient technical capacities for biodiversity. 4.2.1: based on 4.1, procure needed human resources. 4.2.2: implement a human resource training program. 4.2.3: undertake periodic monitoring of staff performance. 2015 Starting 2016 Starting 2017 4.3 Adequate financial resources are made available for the Directorate program. 4.3.1: prepare the Directorate business plan based on a five-year budget. 4.3.2: prepare the program portfolio for the Directorate in the form of internal and external proposals. 4.3.3: secure core program funding from MoEnv and national and international partners. 2015 2016 Starting 2016 4.4 National biodiversity monitoring system is in place. 4.4.1: establish a permanent NBC led working group on biodiversity monitoring. 4.4.2: prepare annual biodiversity reports and response action plans. 2016 Starting 2017 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 5 By 2020, a participative bio diversity planning protocol is developed and adopted nationally. NBSAP management unit established and opera tional at MoEnv. 6th national CBD report prepared and submitted. national targets for beyond 2020 developed and adopted and NBSAP reviewed. MoEnv Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 60 No KPI Priority Actions Deadline 5.1 NBSAP management unit established and operational at MoEnv. 5.1.1: prepare unit TORs and endorse by Mminister. 5.1.2: recruit/assign and train core unit staff. 5.1.3: produce periodic NBSAP monitoring reports. 2015 2016 Starting 2017 5.2 6th and 7th national CBD reports prepared and submitted. 5.2.1: prepare CBD reports’ TORs. 5.2.2: secure reports funding nationally/ internationally. 5.2.3: establish NBC working groups for each report. 5.2.4: implement a national stakeholders’ engagement process for each report. 5.2.5: submit report within global deadlines. Starting 2016 Starting 2016 Starting 2016 Starting 2016 2016, 2018 5.3 National targets for beyond 2020 developed and adopt ed and NBSAP reviewed. 5.3.1: establish an NBC working group on NBSAP review. 5.3.2: implement a national consultation process for NBSAP review. 5.3.3: secure funding for review and recruit experts. 5.3.4: prepare the new NBSAP, endorse nationally. 2018 Starting 2018 2019 2020 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 6 By 2015, a national biodi versity financing strategy is developed and adopted by the Cabinet. multi-resource financing strategy is developed and implemented. national biodiversity program portfolio established and maintained. MoEnv No KPI Priority Actions Deadline 6.1 Biodiversity program portfolio established and maintained. 6.1.1: establish a program database for priority projects involving all key stakeholders (including donors and executing agencies). 6.1.2: undertake regular projects financing progress monitoring. 6.1.3: undertake regular updates of the program portfolio. 6.2 Multi-resource financing strategy is developed and implemented. 6.2.1: develop a program portfolio financing strategy and endorse by minister. 6.2.2: implement pilot financing tools on innovative sources such as PES, Offsets, green funds, and climate change funds. 6.2.3: prepare a proposal for the increase of national budget allocation, endorse by the minister and lobby the government for approval. 6.2.4: implement a targeted capacity building program for MoEnv on sustainable and green financing mechanisms. 2016 2017 2015 2017 61 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 7 By 2015, a national aware ness program for the NBSAP is developed and operational. NBSAP adopted under Royal Hashemite Court auspices. legislative and juridical councils are supportive of the NBSAP implementation. NBSAP endorsed by the Cabinet. MoEnv No KPI Priority Actions Deadline 7.1 NBSAP adopted under Royal Hashemite Court auspices. 7.1.1: prepare an appeal proposal for the Royal Hashemite Court. 7.1.2: present NBSAP to His Majesty’s office. 7.1.3: secure royal patronage/support for NBSAP endorsement. 2015 2015 2015 7.2 NBSAP endorsed by the Cabinet. 7.2.1: submit the updated NBSAP to the Cabinet through the Minister. 7.2.2: present the NBSAP to the Prime Minister’s office. 7.2.3: secure official endorsement of updated NBSAP by the Cabinet. 2015 2015 2015 7.3 Legislative and juridical councils are supportive of the NBSAP implementation. 7.3.1: establish an NBC communication group to lobby the Parliament. 7.3.2: present the updated NBSAP to the concerned committee at Parliament. 7.3.3: secure a support letter for the updated NBSAP from the Parliament. 2015 2015 2015 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 62 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 8 By 2016, a sustainable national tourism strategy is finalized, adopted and implemented. biodiversity conservation articles adopted for tour ism master-planning and development. regulations for ecotourism development adopted at all levels. MoTA, JREDS, RSCN, ASEZA No KPI Priority Actions Deadline 8.1 Biodiversity conservation articles adopted for tourism master-planning and development. 8.1.1: review the existing sector and institutional strategies documents and submit recommendations to MoTA. 8.1.2: establish an NBC focal point/working group for tourism. 8.1.3: prepare an annual strategic report on tourism and biodiversity to support MoTA decisions and inform its policies. 2015 2015 Starting 2016 8.2 Regulations for ecotourism development adopted at all levels. 8.2.1: provide technical advice to MoTA on the new green unit development and capacity building. 8.2.2: provide technical advice on the green aspects of the tourism activities certification and licensing regulations. Starting 2015 2015 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 9 By 2020, development pressures from anthropo genic sources are reduced to sustainable levels for both terrestrial and marine ecosystems. national EIA bylaw is effective and integrated into related national and sub-national development planning. strategic environmental assessments as integral to the EIA bylaw. national database for biodiversity hotspots updat ed. national and sub-national land use plans ade quately address biodiversity. all impacts of development projects associated with the biodiversity hotspots eliminated or at least minimized. MoEnv, NBC Strategic Goal Two: Impacts of Key Pressures Reduced 63 No KPI Priority Actions Deadline 9.1 National EIA bylaw is effective and integrated into related national and sub-national development planning. 9.1.1: undertake a review of the EIA bylaw, prepare a strategic report and endorse by the Minister. 9.1.2: establish an EIA working group from NBC. 9.1.3: prepare periodic EIA fact sheets on the bylaw implementation and enforcement. 2015 2016 Starting 2017 9.2 Strategic environmental assessments as integral to the EIA bylaw. 9.2.1: review the existing/draft EIA bylaw and pro pose SEA specific articles. 9.2.2: implement an advanced training program for MoEnv on SEAs and their application for biodiver sity. 9.2.3: implement a set of pilot studies on SEAs application with focus on biodiversity. 2015 2016 Starting 2017 9.3 National database for biodiversity hotspots updated. 9.3.1: establish an NBC working group on the data base for biodiversity hotspots and endorse by the Minister and the Cabinet. 9.3.2: disseminate the biodiversity sensitivity map with government and private sector stakeholders as part of the national CHM program. 9.3.3: undertake periodic update of the database. 2016 Starting 2016 Starting 2017 9.4 National and sub-national land use plans adequately address biodiversity. 9.4.1: undertake a review for key national and sub-national land-use and master plans, and pro duce a strategic report. 9.4.2: establish a land use planning working group from the NBC. 9.4.3: undertake dialogue and discussions with rel evant authorities on biodiversity related standards, regulations, and specifications. 9.4.4: implement a set of pilot initiatives on biodiver sity sensitive land use planning. 9.4.5: prepare a set of case studies on successes and failures in biodiversity and land use planning. 2016 2016 Starting 2016 Starting 2017 Starting 2016 9.5 Impacts of development projects associated with the biodiversity hotspots eliminated or at least minimized. 9.5.1: implement a screening study on priority projects with biodiversity implications, prepare a strategic report, and endorse by the Minister. 9.5.2: implement an advocacy campaign on im pacts of strategic projects on biodiversity hotspots. 9.5.3: provide technical advice to relevant authori ties on alternative biodiversity-sensitive approaches for development projects. 9.5.4: prepare and disseminate a guidelines manu al on biodiversity integration for strategic develop ment projects. 9.5.5: implement a specialized training program for relevant stakeholders on biodiversity-based solu tions and approaches. 2015 2016 Starting 2016 2017 2018 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 64 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 10 By 2020, a national strategy for forest conservation and sustainable use is devel oped and effective. national forests inventory is developed. forestry bylaw reviewed and adopted. capacities of the biodiversity unit enhanced and equipped with adequate resources. ecosystem based approach to forest management tested. FD/MoA No KPI Priority Actions Deadline 10.1 National forests inventory is developed. 10.1.1: develop inventory proposal and secure needed funding. 10.1.2: implement a specialized capacity building program on forests inventories for MoA/FD and key stakeholders. 10.1.3: undertake a gap analysis of inventory data. 10.1.4: prepare the first comprehensive national forest inventory report and endorse by the Cabinet. 10.1.5: prepare a national action plan for forest inventory update and management. 2015 Starting 2015 2015 2017 Starting 2015 10.2 Forestry bylaw reviewed and adopted with regard to biodiversity. 10.2.1: undertake review of the proposed/existing forest bylaw and prepare a strategic report for MoA endorsement. 10.2.2: provide political and institutional support to MoA/FD on the new bylaw. 10.2.3: provide technical advice to MoA/FD on bio diversity related applications of the new bylaw. 10.2.4: establish a forestry working group from NBC. 10.2.5: prepare periodic strategic reports on the bylaw implementation of biodiversity articles. 2016 2016 Starting 2016 2015 Starting 2017 10.3 Capacities of the biodi versity unit enhanced and equipped with adequate resources. 10.3.1: undertake a needs assessment for the biodiversity unit. 10.3.2: implement a capacity building program for the unit including institutional, technical and logisti cal aspects. 10.3.3: lobby MoA on the provision of adequate financial and human resources for the unit program. 10.3.4: prepare a biodiversity protocol for forest management and endorse by MoA. 2015 2016 Starting 2015 2017 10.4 Ecosystem based approach to forest management tested. 10.4.1: implement a set of site-based pilot initiatives on ecosystems approaches to forest management. 10.4.2: prepare and implement a national forests biodiversity monitoring system. 10.4.3: prepare and adopt a proposal for the re structuring of the national afforestation program for biodiversity. 10.4.4: implement a program for restructuring the national network of forestry nurseries using biodi versity guidelines and standards. Starting 2016 Starting 2017 2015 2018 65 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 11 By 2016, national strategy for rangeland development and managements devel oped and effective. biodiversity conservation articles integrated into the new rangeland strategy. key wild/native rangelands species conservation programs initiated. impacts of grazing and wood collection on bio diversity assessed and clear mitigation actions adopted. RD/MoA No KPI Priority Actions Deadline 11.1 Biodiversity conservation articles integrated into the new rangeland strategy. 11.1.1: undertake review of the new rangeland strategy, identify biodiversity gaps and prepare a set of recommendations for MoA. 11.1.2: provide technical advice to MoA/RD on bio diversity guidelines and approaches on rangeland management. 11.1.3: implement a set of pilot initiatives using community based approaches to biodiversity con servation and sustainable rangeland management (Al Hima). 11.1.4: prepare a series of case studies on partici pative rangeland management and biodiversity. 2015 Starting 2015 Starting 2016 Starting 2017 11.2 Key wild/native rangelands species conservation pro grams initiated. 11.2.1: undertake a national screening study on rangelands species and prepare an indicative sen sitivity map of their distribution. 11.2.2: construct a key rangeland species data base and implement a periodic monitoring pro gram. 11.2.3: assess the technical capacities of the MoA/ RD and implement a specialized training program supported by needed IT and equipment. 2016 2016 2015 11.3 Impacts of grazing and wood collection on range land biodiversity assessed and clear mitigation actions adopted. 11.3.1: undertake a strategic impact assessment of grazing and wood collection on rangeland biodiver sity using MoA/RD reserves. 11.3.2: implement a set of pilot initiatives address ing biodiversity conservation in rangeland reserves. 11.3.3: prepare and disseminate a series of prac titioners’ best practice guidelines manual on biodi versity and rangeland management using national case studies (e.g. Al Hima). 2016 Starting 2017 2018 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 66 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 12 By 2016, renewable energy and mining strategies are reviewed and biodiversity safeguards adopted and enforced. renewable energy (wind) regulations adequately address biodiversity conservation. mining protocols and master-plans address biodiversity concerns. MoE, MoEnv No KPI Priority Actions Deadline 12.1 Renewable energy (wind) regulations adequately address biodiversity conservation. 12.1.1: undertake a review of best practices in renewable energy and prepare a strategic report. 12.1.2: finalize the renewable energy regulations and endorse by the Minister. 12.1.3: implement a national training and awareness raising program on renewable energy and biodi versity targeting government and private sector stakeholders. 12.1.4: establish an NBC working group on renew able energy; undertake periodic assessment and produce strategic reports. 12.1.5: prepare wind energy and solar energy guidelines and endorse by the Minister. 2015 2015 2016 Starting 2017 2016 12.2 Mining protocols and master-plans exclude/avoid key biodiversity hotspots. 12.2.1: undertake a strategic review of existing mining priorities and prepare a strategic report on biodiversity related impacts. 12.2.2: prepare and disseminate a biodiversity protocol for mining activities based on international best practices and guidelines. 12.2.3: implement an awareness raising and train ing program on biodiversity safeguards and mining. 12.2.4: implement a set of pilot initiatives on ecosys tem rehabilitation/restoration in mining areas. 2016 2017 2017 Starting 2016 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 13 By 2016, sustainable coastal zone development master-plan developed and implemented. status of coastal and marine ecosystems and anthropogenic impacts assessed. biodiversity sensitive regulatory frameworks ad opted for the coastal zone development including a biodiversity oriented spatial zoning plan. AZESA, JREDS, MSS, MoEnv 67 No KPI Priority Actions Deadline 13.1 Status of coastal and marine ecosystems and anthropogenic impacts assessed. 13.1.1: establish the marine biodiversity database (baseline inventories including terrestrial biota) and disseminate results. 13.1.2: prepare the marine and coastal zone report. 13.1.3: implement a marine biodiversity monitoring program. 13.1.4: implement a specialized capacity building program for the MSS on integrated biodiversity management and monitoring including needed human resources, logistical requirements and equipments. 2015 2015 Starting 2016 Starting 2016 13.2 Biodiversity sensitive regulatory frameworks ad opted for the coastal zone development including a biodiversity oriented spatial zoning plan. 13.2.1: prepare the sea use plan for the coastal zone and endorse by ASEZA and the Cabinet. 13.2.2: implement periodic monitoring of the imple mentation and enforcement of the sea plan. 13.2.3: prepare a set of marine biodiversity guide lines for coastal zones management. 2015 Starting 2016 2016 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 14 Wildlife hunting impacts on terrestrial fauna minimized and wildlife utilization sus tainable. status of key wildlife and game species assessed. wildlife hunting regulations reviewed. law enforcement capacities of key stakeholders enhanced. national awareness of hunters and collectors raised. MoA, RSCN, MoEnv., Env. Police Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 68 No KPI Priority Actions Deadline 14.1 Status of key wildlife and game species assessed. 14.1.1: undertake a strategic review of key wildlife/ game species and produce a strategic report. 14.1.2: prepare a national wildlife/game species sensitivity map. 14.1.3: design and implement a wildlife monitoring program addressing trends and losses. 14.1.4: publish a national biannual report on wildlife/ game species status. 2015 2016 2017 Starting 2018 14.2 Wildlife hunting regulations reviewed. 14.2.1: conduct a review of the MoA wildlife pro tection regulations, prepare a strategic report, and endorse by MoA. 14.2.2: review the national hunting regulations (based on 14.1) and endorse by MoA. 2015 2015 14.3 Law enforcement capac ities of key stakeholders enhanced. 14.3.1: conduct a needs assessment study for key stakeholders on wildlife related law enforcement. 14.3.2: implement a comprehensive capacity building program (including customs/CITES) for key stakeholders including logistical needs and equipments. 14.3.3: establish an NBC working group on wild life protection and prepare periodic performance reports. 2015 Starting 2016 Starting 2016 14.4 National awareness of con cerned stakeholders raised. 14.4.1: undertake a stakeholders mapping study on wildlife/game activities. 14.4.2: implement a national outreach, education and awareness raising program on wildlife protec tion and sustainable hunting/collection. 14.4.3: establish a pilot game reserve and training center targeting awareness raising for hunters and stakeholders. 2016 Starting 2015 2018 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 15 Regional political conflicts impacts on biodiversity are understood, and national response advocated. impacts of refugees assessed in priority areas. response to refugees impacts on biodiversity piloted. national guidelines for biodiversity safeguards adopted. MoEnv. 69 No KPI Priority Actions Deadline 15.1 Impacts of refugees as sessed in priority areas. 15.1.1: undertake a targeted review of refugees’ hotspots and their potential impacts on biodiversity, and prepare a strategic report. 15.1.2: implement a national awareness program on the impacts of refugees on national biodiversity. 15.1.3: disseminate the strategic report with inter national stakeholders as part of Jordan’s claims for compensation. 2015 2015 2015 15.2 Response to refugees impacts on biodiversity piloted. 15.2.1: identify a pilot area for mitigating and adapting to refugees impacts on biodiversity as an integral component of their relief program. 15.2.2: implement an integrated ecosystem approach pilot initiative in a selected hotspots (e.g. Azraq region). 15.2.3: prepare a set of case studies on refugees and biodiversity. 2015 Starting 2016 2016 15.3 National guidelines for biodiversity safeguards adopted. 15.3.1: based on 15.1 and 15.2, prepare a set of biodiversity guidelines for refugees host areas and communities. 15.3.2: implement a pilot training program on the application of the guidelines in the selected sites. 2016 2016 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 70 Strategic Goal Three: Key Ecosystems, Species and Genetic Resources Conserved No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 16 By 2018, the national protected areas program reviewed and effectively imple mented. country assessment of key biodiversity and agro-biodiversity areas finalized and adopted nationally. national protected areas network reviewed and its implementation continued. terrestrial protected areas cover 2% of the total area of the country. marine protected areas cover 10% of the marine and coastal ecosystems in the country. all protected areas are effectively managed and financially sustainable. regulations of special conservation areas and agro-biodiversity hotspots are identified and are incorporated into the new environment law and its bylaws. MoEnv, RSCN, ASEZA, PTDRA, NBC No KPI Priority Actions Deadline 16.1 Country assessment of key biodiversity and agro-biodiversity areas finalized and adopted nationally. 16.1.1: design and implement a national survey on key areas. 16.1.2: implement a comprehensive stakeholders’ consultation process with focus on local communities. 16.1.3: prepare and disseminate a country report on key biodiversity areas. 2016 2016 2017 16.2 National protected ar eas network reviewed and its implementa tion continued. 16.2.1: design and nationally adopt the process framework for the protected areas network review. 16.2.2: undertake comprehensive academic review including priority field investiga tions. 16.2.3: establish an NBC working group on the review. 16.2.4: prepare the review report, seek public opinions and endorse by the Cabinet. 2016 2017 2015 2018 16.3 Terrestrial protected areas cover 2% of the total area of the country. 16.3.1: prepare and update the designation files for Burqu and Petra protected areas. 16.3.2: secure official designation for Burqu and Petra by the Cabinet. 16.3.3: secure local communities consent on the protected areas designation. 16.3.4: initiate integrated management programs for both sites including the moni toring system. 16.3.5: prepare and adopt participative site governance and benefit sharing frame works. 16.3.6: install needed human and infrastructure capacities for both sites. 2015 2016 2016 2016 2016 2018 16.4 Marine protected ar eas cover 10% of the marine and coastal ecosystems in the country. 16.4.1: finalize the design of the marine protected area. 16.4.2: prepare the site designation file and secure official approval by the Cabinet. 16.4.3: initiate an integrated management program for the site including the monitor ing system. 16.4.4: prepare and adopt participative site governance and benefit sharing frame works. 16.4.5: install needed human and infrastructure capacities for the site. 2015 2015 2015 2016 2016 16.5 All protected areas are effectively man aged and financially sustainable. 16.5.1: prepare and update the management plans for all sites. 16.5.2: undertake a national management effectiveness assessment and dissemi nate report. 16.5.3: assess the effectiveness of the participative governance frameworks and benefit sharing. Starting 2015 2017 2017 16.6 Regulations of special conservation areas and agro-bio diversity hotspots are identified and are incorporated into the new environment law and its bylaws. 16.6.1: review the existing special conservation areas regulations incorporating genetic resources areas. 16.6.2: prepare a biannual SCAs effectiveness report. 16.6.3: prepare and implement integrated management plans for the SCAs. 2015 2016 Starting 2015 71 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 No KPI Priority Actions Deadline 16.1 Country assessment of key biodiversity and agro-biodiversi ty areas finalized and adopted nationally. 16.1.1: design and implement a national survey on key areas. 16.1.2: implement a comprehensive stakeholders’ consultation process with focus on local communities. 16.1.3: prepare and disseminate a country report on key biodiversity areas. 2016 2016 2017 16.2 National protect ed areas network reviewed and its implementation continued. 16.2.1: design and nationally adopt the process framework for the protected areas network review. 16.2.2: undertake comprehensive academic review including priority field inves tigations. 16.2.3: establish an NBC working group on the review. 16.2.4: prepare the review report, seek public opinions and endorse by the Cabinet. 2016 2017 2015 2018 16.3 Terrestrial protected areas cover 2% of the total area of the country. 16.3.1: prepare and update the designation files for Burqu and Petra protected areas. 16.3.2: secure official designation for Burqu and Petra by the Cabinet. 16.3.3: secure local communities consent on the protected areas designation. 16.3.4: initiate integrated management programs for both sites including the monitoring system. 16.3.5: prepare and adopt participative site governance and benefit sharing frameworks. 16.3.6: install needed human and infrastructure capacities for both sites. 2015 2016 2016 2016 2016 2018 16.4 Marine protected areas cover 10% of the marine and coastal ecosystems in the country. 16.4.1: finalize the design of the marine protected area. 16.4.2: prepare the site designation file and secure official approval by the Cabinet. 16.4.3: initiate an integrated management program for the site including the monitoring system. 16.4.4: prepare and adopt participative site governance and benefit sharing frameworks. 16.4.5: install needed human and infrastructure capacities for the site. 2015 2015 2015 2016 2016 16.5 All protected areas are effectively man aged and financially sustainable. 16.5.1: prepare and update the management plans for all sites. 16.5.2: undertake a national management effectiveness assessment and dis seminate report. 16.5.3: assess the effectiveness of the participative governance frameworks and benefit sharing. Starting 2015 2017 2017 16.6 Regulations of special conservation areas and agro-bio diversity hotspots are identified and are incorporated into the new envi ronment law and its bylaws. 16.6.1: review the existing special conservation areas regulations incorporating genetic resources areas. 16.6.2: prepare a biannual SCAs effectiveness report. 16.6.3: prepare and implement integrated management plans for the SCAs. 2015 2016 Starting 2015 72 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 17 By 2020, national strate gies and action plans for plant species at risk devel oped and implemented. national plant conservation strategy adopted na tionally and implemented. national plant red list updated and addressed in all relevant strategies and action plans. blacklist is initiated, and management plans for species of high impact developed. RBG, NCARE, MoA/FD No KPI Priority Actions Deadline 17.1 National plant conservation strategy adopted nationally and implemented. 17.1.1: finalize the plant strategy and prepare for national adoption. 17.1.2: implement a national outreach program for the adoption of the plan. 17.1.3: secure the plan adoption by the Cabinet. 17.1.4: publish and update the flora of Jordan book. 2015 2015 2016 Starting 2018 17.2 National plant red list updated and addressed in all relevant strategies and action plans. 17.2.1: update the national plant red list on a shared database. 17.2.2: prepare and publish volumes 1, 2, 3 of the national red list plant book. 17.2.3: prepare and adopt red list documentation and update protocol. Starting 2015 Starting 2015 2016 17.3 Blacklist initiated, and man agement plans for species of high impact adopted. 17.3.1: undertake desktop review of all blacklist species and publish report. 17.3.2: implement a national awareness raising and outreach program on the blacklist. 17.3.3: prepare and adopt a national action plan for combating the blacklist species. Starting 2015 2016 Starting 2016 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 18 By 2020, national strategies and action plans for faunal terrestrial and freshwater species at risk developed and implemented. status of key terrestrial and freshwater fauna assessed and conservation action plans imple mented. national database for terrestrial and freshwater fauna red list established, updated and addressed in all relevant strategies and action plans. RSCN 73 No KPI Priority Actions Deadline 18.1 Status of key terrestrial and freshwater fauna assessed and conservation action plans implemented. 18.1.1: undertake comprehensive review of data on target biota. 18.1.2: publish the first “status of national biodiver sity report”. 18.1.3: prepare and initiate the implementation of priority taxa conservation action plans. 2015 2016 2017 18.2 National database for terrestrial and freshwater fauna red list established, updated and addressed in all relevant strategies and action plans. 18.2.1: establish a national database on terrestrial and freshwater fauna red list. 18.2.2: publish the red list data book for target taxa. 18.2.3: implement a national awareness raising and outreach program on red list conservation. 18.2.4: prepare and adopt a priority red list species monitoring program. 2015 2016 2016 2017 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 19 By 2020, national strategies and action plans for marine species at risk developed and implemented. status of marine species assessed and conserva tion action plans initiated for species at risk. national database for marine red list developed and addressed in all relevant strategies and action plans. ASEZA, JREDS, MSS No KPI Priority Actions Deadline 19.1 Status of marine species assessed and conservation action plans initiated for species at risk. 19.1.1: undertake comprehensive review of data on target biota. 19.1.2: publish the first “status of national biodiver sity report” including marine species. 19.1.3: prepare and initiate the implementation of priority taxa conservation action plans. 2015 2016 2017 19.2 National database for ma rine red list developed and addressed in all relevant strategies and action plans. 19.2.1: establish a national database on marine red list. 19.2.2: publish the red data book for target taxa. 19.2.3: implement a national awareness raising and outreach program on red list conservation. 19.2.4: prepare and adopt a priority red list species monitoring program. 2015 2016 2016 2017 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 74 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 20 By 2020, national strategies and action plans for genetic resources developed and implemented. national assessment of key genetic resources de veloped and action plans adopted nationally. institutional and technical capacities of the relevant organizations developed and adequate human and financial resources allocated. network of pilot genetic resources reserves estab lished. genetic resources specific bylaw developed and adopted legally. NCARE No KPI Priority Actions Deadline 20.1 National assessment of key genetic resources developed and action plans adopted nationally. 20.1.1: establish an NBC working group on genetic resources. 20.1.2: publish the first state of the plant genetic resources for food and agriculture report. 20.1.3: construct, harmonize and update the nation al database on genetic resources. 2015 2015 20.2 Institutional and technical capacities of the relevant organizations developed and adequate human and financial resources allocated. 20.2.1.: undertake a review of institutional and tech nical capacities of relevant organizations on genetic resources conservation and publish a strategic report. 20.2.2: design and implement a specialized capac ity building program for target organizations. 20.2.3: implement development plans of national herbaria and seed and gene backs. 20.3 Network of pilot genetic resources reserves established. 20.3.1: based on 20.1, prepare a national sensitivity map for plant genetic resources. 20.3.2: harmonize the genetic resources map with the national protected areas and SCAs networks. 20.3.3: establish a set of pilot plant genetic resources reserves. 20.4 Genetic resources specif ic bylaw developed and adopted legally. 20.4.1: prepare the draft genetic resources bylaw and endorse by MoA. 20.4.2: design and implement a national advocacy program on plant genetic resources. 20.4.3: lobby the government and endorse the bylaw by the Cabinet. 75 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 21 By 2020, sustainable tourism development is achieved in all protected areas and their peripheries. national assessment of tourism impacts undertak en for all protected areas and their peripheries. tourism development protocols for protected areas developed and adopted nationally. business plans for all protected areas developed and implemented. RSCN, ASEZA, NBC No KPI Priority Actions Deadline 21.1 National assessment of tourism impacts undertaken for all protected areas and their peripheries. 21.1.1: carry out tourism impact assessment in all established protected areas and publish report. 21.1.2: undertake economic valuation of tourism in protected areas and produce a national report. 21.1.3: implement a national awareness raising and outreach program on protected areas’ economic values. 2016 Starting 2016 2017 21.2 Tourism development pro tocols for protected areas developed and adopted nationally. 21.2.1: prepare and adopt a best practice guidelines manual for tourism development in protected areas. 21.2.2: prepare and publish a set of case studies on tourism and protected areas. 21.2.3: prepare and adopt a benefit sharing protocol for tourism revenues with focus on local communities. 21.2.4: prepare and implement visitors’ manage ment plans for all relevant sites. 2016 Starting 2016 2015 Starting 2016 21.3 Business plans for all protected areas developed and implemented. 21.3.1: prepare a strategic protected areas sustain able financing framework for Jordan. 21.3.2: prepare and implement site specific busi ness plans for all relevant sites. 21.3.3: prepare and adopt a guidelines manual for business planning and sustainable financing for protected areas. 2016 Starting 2015 2017 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 76 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 22 By 2020, benefits of key na tional ecosystems assessed and conservation actions taken. country assessments on ecosystem services valu ation undertaken for all key ecosystems. national awareness of ecosystem services and benefits raised for all relevant stakeholders. national protocols for ecosystem valuation adopted. MoEnv, IUCN, NBC No KPI Priority Actions Deadline 22.1 Country assessments on ecosystem services valua tion undertaken for all key ecosystems. 22.1.1: undertake a national assessment on key ecosystems. 22.1.2: conduct a set of strategic ecosystems ser vices valuations for priority ecosystems. 22.1.3: publish the first national strategic report on dry-lands ecosystems values for Jordan and endorse by the Minister. 2015 Starting 2016 2016 22.2 National awareness of ecosystem services and benefits raised for all rele vant stakeholders. 22.2.1: conduct a national stakeholders mapping exercise for ecosystem valuation. 22.2.2: implement a national advocacy and aware ness raising program on ecosystems values. 22.2.3: prepare and disseminate a set of case studies on the role of ecosystems in sustainable livelihoods and economic development. 2015 2016 Starting 2016 22.3 National protocols for eco system valuation adopted. 22.3.1: establish an NBC working group on ecosys tems. 22.3.2: prepare a national protocol and best prac tice guidelines manual on ecosystems valuation approaches and methodologies. 22.3.3: implement a specialized training program in ecosystems valuation for key stakeholders. 2015 2016 Starting 2017 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 23 By 2016, national climate change adaptation strategy and action plan is devel oped and implemented including mainstreaming of biodiversity and ecosystems. understanding of climate change impacts on biodi versity improved. ecosystems resilience to climate change strength ened. national capacities on climate change adaptation enhanced. national awareness on climate change raised. MoEnv, NBC Strategic Goal Four: Ecosystem Values and Benefits Appreciated 77 No KPI Priority Actions Deadline 23.1 Understanding of climate change impacts on biodi versity improved. 23.1.1: undertake vulnerability studies for key eco systems (e.g. forests, rift valley). 23.1.2: develop and adopt scientific protocols for climate change assessments based on internation al standards. 23.1.3: publish a series of case studies on climate change impacts on biodiversity. Starting 2015 2016 Starting 2017 23.2 Ecosystems resilience to climate change strength ened. 23.2.1: identify key protected areas showcasing climate change resilience. 23.2.2: adopt climate change specific management programs on selected protected areas. 23.2.3: prepare and publish a national report on protected areas and resilience. 23.2.4: design and enforce participative planning and management systems on pilot protected areas. 23.3 National capacities on climate change adaptation enhanced. 23.3.1: identify a national center of knowledge on climate change and biodiversity. 23.3.2: establish a climate change working group at NBC. 23.3.3: prepare and implement a climate change adaptation financing model and endorse by the Cabinet. 23.4 National awareness on climate change raised. 23.4.1: undertake a stakeholders mapping on climate change and biodiversity. 23.4.2: implement an advocacy program for the climate change policy focusing on biodiversity and ecosystems. 23.4.3: design and implement a national awareness program on biodiversity and climate change. No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 24 By 2015, the Nagoya Pro tocol on Access to Genetic Resources and the Fair and Equitable Sharing of Benefits Arising from their Utilization is nationally adopted. national awareness on the Nagoya Protocol raised. pilot initiatives on the implementation of the Na goya Protocol implemented. national regulation for the enforcement of the Nagoya Protocol developed and legally adopted. MoEnv, RBG NCARE Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 78 No KPI Priority Actions Deadline 24.1 National awareness on the Nagoya Protocol raised. 24.1.1: undertake a rapid stakeholders mapping with regard to the Nagoya Protocol. 24.1.2: design and implement a stakeholders’ awareness program on the Nagoya Protocol. 24.1.3: launch a national advocacy campaign on the Nagoya Protocol’s importance. 2015 2015 2016 24.2 Pilot initiatives on the im plementation of the Nagoya protocol implemented. 24.2.1: identify possible success stories on the implementation of the Nagoya Protocol with stakeholders. 24.2.2: design and implement a set of pilot proj ects on the implementation of the Nagoya Protocol involving local communities and private sector. 2016 2017 24.3 National regulation for the enforcement of the Nagoya protocol developed and legally adopted. 24.3.1: establish an NBC Nagoya Protocol working group. 24.3.2: draft a national regulation for the Nagoya Protocol and endorse by the Minister. 24.3.3: prepare a national assessment report on the response to Nagoya Protocol. 2015 2016 2018 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 25 By 2015, a national pro gram on the implementation of the Cartagena Protocol on Biosafety is effective. national awareness on the Cartagena Protocol raised. national bylaw on the Cartagena Protocol devel oped and adopted by the Cabinet. MoEnv, RBG NCARE No KPI Priority Actions Deadline 25.1 National awareness on the Cartagena Protocol raised. 25.1.1: undertake a rapid stakeholders mapping with regard to Cartagena Protocol. 25.1.2: design and implement a stakeholders’ awareness program on the Caratagena Protocol. 25.1.3: launch a national advocacy campaign on the Protocol importance. 2015 2015 2015 25.2 National bylaw on the Cartagena Protocol devel oped and adopted by the Cabinet. 25.2.1: establish an NBC Cartagena Protocol work ing group. 25.2.2: draft a national bylaw for the Caratagena Protocol and endorse by the Cabinet. 25.2.3: prepare a national assessment report on the response to Cartagena Protocol. 2015 2016 2017 79 Strategic Goal Five: Biodiversity Knowledge Enhanced No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 26 By 2017, a centralized na tional environment informa tion system (JEIS) is estab lished and operational. national initiatives on biodiversity information sys tems harmonized and integrated. state of national biodiversity report (GIS enabled) published. series of scientific research protocols on biodiver sity research developed and updated regularly. MoEnv, NBC No KPI Priority Actions Deadline 26.1 National initiatives on biodi versity information systems harmonized and integrated within the CHM. 26.1.1: establish the centralized CHM at MoEnv. 26.1.2: integrate all biodiversity databases into the central CHM. 26.1.3: implement a specialized training program on CHM management and operation. 26.1.4: prepare and implement CHM maintenance and update protocol and sign bilateral MOUs with national partners. 2015 2016 Starting 2015 2017 26.2 State of national biodiver sity report (GIS enabled) published. 26.2.1: establish an NBC working group on biodi versity knowledge. 26.2.2: prepare the comprehensive map of Jordan’s biodiversity. 26.2.3: design and implement a national protocol for centralized database update and maintenance. 2015 2016 2018 26.3 Series of scientific research protocols on biodiversity research developed and updated regularly. 26.3.1: establish an NBC based research group on biodiversity. 26.3.2: undertake a strategic review of biodiversity research and publish a national report. 26.3.3: prepare and adopt a national biodiversity research action plan for priority research. 26.3.4: prepare and publish a thematic series on biodiversity research protocols. 26.3.5: carry out an outreach program on agreed research priorities and methodologies. 2015 2015 2016 Starting 2017 2016 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 80 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 27 By 2020, national higher education curricula on biodiversity conservation developed and maintained. nature academy of RSCN established and opera tional. national capacity assessment on the higher educa tion undertaken. a set of pilot biodiversity specific curricula devel oped with academia. pilot capacity building programs for selected aca demic institutions developed. MoEnv, Academia No KPI Priority Actions Deadline 27.1 Nature vocational training academy of RSCN estab lished and operational. 27.1.1: design the required curricula on different biodiversity themes. 27.1.2: secure international certification for devel oped curricula. 27.1.3: establish a network of advanced biodiversi ty trainers. 27.1.4: undertake periodic quality assurance pro gram on delivered courses. 27.1.5: implement a business plan for the academy. 2015 2015 Starting 2015 Starting 2016 Starting 2016 27.2 National capacity assess ment on the higher educa tion undertaken. 27.2.1: establish an NBC thematic working group with academia. 27.2.2: compile a database for all biodiversity relat ed courses. 27.2.3: identify curricula gaps and implement a response plan. 2015 2016 Starting 2017 27.3 Set of pilot biodiversity spe cific curricula developed with academia. 27.3.1: undertake a quality assessment of the cur rent curricula. 27.3.2: design and adopt a biodiversity curricula certification protocol. 27.3.3: design and implement a series of special ized TOT training programs for academic lecturers. 2016 2017 Starting 2016 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 28 By 2020, national basic education program on biodiversity conservation developed and maintained. basic education curricula reviewed on biodiversity knowledge. pilot capacity building programs for school teach ers implemented. MoEnv, Academia 81 No KPI Priority Actions Deadline 28.1 Basic education curricula reviewed on biodiversity knowledge. 28.1.1: establish a biodiversity education working group at NBC. 28.1.2: undertake a strategic review of basic edu cation curricula and produce a report. 28.1.3: implement a biodiversity curricula develop ment action plan. 2015 2016 Starting 2017 28.2 Pilot capacity building pro grams for school teachers implemented. 28.2.1: conduct a national capacity assessment of school teachers on biodiversity conservation. 28.2.2: design and implement a school teachers TOT program on biodiversity related education. 28.2.3: design and adopt a national biodiversity award for school teachers. 2016 Starting 2017 Starting 2018 No National Target Key Performance Indicators (KPIs) Potential Lead Agency (ies) 29 By 2020, traditional know ledge on biodiversity pro moted and maintained. national assessment of traditional knowledge un dertaken and a country report published. research protocol for biodiversity traditional knowledge documentation developed and adopted nationally. national action plans for biodiversity traditional knowledge adopted. MoEnv. NBC No KPI Priority Actions Deadline 29.1 National assessment of tra ditional knowledge under taken and a country report published. 29.1.1: organize a national conference on traditional knowledge and biodiversity. 29.1.2: establish an NBC working group on tradi tional knowledge. 29.1.3: construct a national database on traditional knowledge and biodiversity. 2016 2015 2017 29.2 Research protocol for biodiversity traditional knowledge documentation developed and adopted nationally. 29.2.1: undertake a review of international and re gional best practices on traditional knowledge and biodiversity research. 29.2.2: design a practitioners’ guidelines manual and toolkit on traditional knowledge. 29.2.3: implement a specialized training program on biodiversity and traditional knowledge. 2015 2016 Starting 2016 29.3 National action plans for biodiversity traditional knowledge adopted. 29.3.1: design and construct a national field center on traditional knowledge (RBG). 29.3.2: identify documentation gaps on traditional knowledge and adopt a response plan. 29.3.3: publish a thematic series of knowledge products on traditional knowledge and biodiversity. 2015 2016 Starting 2016 Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 82 1 Ministry of Environment (MoEnv) overall ownership of NBSAP. strategic guidance for NBSAP implementation. monitoring of NBSAP implementation. financing of NBSAP implementation. national information management. mainstreaming NBSAP in other sectors. providing political support to other organizations. All NBSAP organizations, other line ministries and authorities. 2 National Biodiversity Committee (NBC) the key governance mechanism for national biodiversity. advocacy, outreach and awareness raising for NBSAP. monitoring of NBSAP implementation. platform for knowledge sharing and learning. Royal Court, Cabinet of Ministers 3 Forestry Department/ Ministry of Agriculture (FD/MoA) lead on the forest ecosystems conservation and management. support law enforcement. lead on national forest inventories. RSCN, NCARE, RBG 4 National Center for Agricultural Research and Extensions (NCARE) lead on genetic resources conservation and management. lead on scientific research of genetic resources. co-lead on Nagoya Protocol. MoEnv, RBG, FD/MoA 5 Royal Marine Conser vation Society of Jordan (RSCN) lead on protected areas program development and implementation. lead on terrestrial and freshwater fauna conservation and management. lead on ecotourism development and monitoring. co-lead on community based management of rangelands. MoEnv 6 Royal Botanic Garden (RBG) lead on plant conservation and management. lead on traditional knowledge and plant diversity. co-lead on community based management of rangelands. MoEnv 7 The Royal Marine Conservation Society of Jordan (JREDS) lead on marine species conservation and management. co-lead on marine and coastal areas conservation and management. co-lead on tourism development and monitoring. ASEZA, MoEnv 8 Aqaba Special Economic Zone Authority lead on coastal zone and marine diversity conservation and manage ment. lead on marine park management. MoEnv 9 Rangeland Department (Ministry of Agriculture) lead on rangeland biodiversity and the Hima initiatives (community based management of protected areas) MoEnv 10 Marine Science Station -lead on marine research and studies informing policy and decision making. ASEZA 11 Royal Administration of Environment Protection (RANGERS) lead on law enforcement and support for national stakeholders. MoEnv., NBC 3.5 NBSAP Implementation Arrangements Stakeholders Engagement The following table summarizes the roles of the key national stakeholders with regard to the de velopment, implementation and monitoring of the NBSAP. The roles below are tentative, subject to full review and ratification by the National Biodi versity Committee (NBC). The roles are proposed based on the following rationale: Existing legal and institutional mandates of the different agencies. Strategic frameworks of each of the agencies according to their set goals and priorities. Past experiences of the agencies with regard to NBSAP development and implementation. Future outlook of agencies towards their percei ved roles and goals with regard to biodiversity. Institutional gaps identified by the project team with regard to some components of the NBSAP. 83 Financing Framework The effective implementation of the updated NBSAP is organically linked to the adoption of a clear financing framework needed for the achieve ment of the national targets. The proposed ap proach for the framework follows a two-fold strat egy. The first component of the financing strategy is based on the fact that the financing mechanisms of the strategic targets are a reflection of the lead agency (ies) sources, tools and mechanisms. The financing of the NBSAP targets implementation is as shared by the Ministry with its partners as does their responsibility and accountability for the im plementation of the program itself. For example, the RBG lead on the development and implemen tation of the national plant conservation strategy will entail its lead responsibility on securing and mobilizing the needed human and monetary re sources. The second part of the financing strategy is tai lored around the commitment and obligation of the Ministry of Environment, in its capacity as the national umbrella for the NBSAP implementation, to support the various lead agencies’ access to adequate financing through multiple resources in cluding internal, external and innovative sources, tools and mechanisms. It is well-established that the NGOs are proving to be successful in developing and adopting ef fective and often sustainable financing models for their programs portfolios. They have been very successful in adopting a multi-resource approach to program financing. This includes mainly engag ing with civil society, external donors, private sec tors, small and medium size businesses, as well as endowment funds with less dependence on government funding and allocations. To give a few examples, RSCN has a widely recognized funding strategy based on a mosaic yielding form endow ment funds, ecotourism, and externally funded project of all sizes. JREDS has developed an in teresting model in engaging with private sector’s CSR programs for environmental campaigns and events in addition to specialized projects funding partnering with external organizations. Further, RBG has been very effective in mobilizing funding from bilateral donors active in Jordan in addition to civil society based donations and support. Needless to say, the NGOs remain greatly chal lenged by the financial sustainability question and require a clearer and stronger support program from the government through fiscal allocations and other internal funding mechanisms such as the en vironmental fund. The case above does apply to the government agencies involved on the implementation of the NBSAP such as the Forestry Department, the Rangeland Department and the NCARE. The gov ernment’s human and financial resources alloca tions for biodiversity programs are very limited and represent a major constraint for these organi zations to fulfill their programmatic obligations and ambitions on biodiversity conservation under the NBSAP. The additional external funding from bi lateral and multilateral sources is also considered inadequate and insufficient. To achieve the above, the following arrangements will be put in effect by the Ministry: 1- The adoption of a resource mobilization frame work for the NBSAP based on a three-layer mechanism from internal, external and innova tive sources and mechanisms. 2- The framework above will include the establish ment of an NBC working group on program fi nancing and resource mobilization with the pri mary mandate to lobby the government for more resources allocations as part of the national budget planning process. This will also include working with the juridical councils from the Par liament. 3- A specialized database for the NBSAP program portfolio –with focus on priority projects as agreed by the NBC- will be developed by the Ministry including information on potential do nors and their funding eligibility. 4- A specialized resource mobilization, fund raising and project development training program will be implemented for all NBSAP partners. 5- A strategic monitoring -based on the above database– will be put in place to document and share trends, patterns, successes and chal lenges associated with the NBSAP financing. Th e N ational B iodiversity Strategy and A ction Plan 2015 2020 84 The table below represents a checklist of existing and potential sources of funding for the NBSAP programs and projects: Financing Mechanisms Internal Sources External Sources Innovative Sources 1. General Budget (Parliament, Councils, Municipalities, Minis tries, Budget Reserve) 2. Treasury Operations (Trust Funds/Guar antees, National Funds, Eco-Tourism Charges,etc.) 3. Local Credit Unions, Banks, and Private Investments 4. Private Sector Local Markets 5. Nonprofit Organiza tions (NGOs, Conservation Foundations, and Academic Institutions) 6. Endowment vs. Revolving Funds 1. Aggregated Financial Flows (i.e., ODA-Bilateral & Multilateral) 2. Regional Development Banks (The World Bank, The European Bank for Reconstruction and Development) 3. Private Sources (Foreign Direct Investment (FDI), Commercial Green Loans, etc) 4. International NGOs 5. International/Multinational Partnership Cooperation’s (i.e., GEF) 6. Expatriate Funds 7. International Philanthropic Organizations 8. Sector-Wide Approaches (SWAPs) 9. Debt Relief Instruments 10. Common, Pooled, or Basket Funding Arrangements 11. South to South and North to South Cooperation 1. Environmental Fiscal Reform Removing environmentally harmful sub sidies &-offering soft credits/ waivers 2. Payments for Ecosystem Services Tradable Quota Systems Tradable Development Rights 3. Biodiversity Offsets (Compensatory Conservation) One-Off Approach, In-Lieu Arrange ment, & Bio banking 4. Markets for Green Products (Organic, Gluten-Free, Eco-Labeling) 5. Biodiversity in Climate Change Funding Global Climate Change Alliance UN-REDD Programme Forest Investment Program (FIP) Forest Carbon Partnership Facility Amazon Fund International Climate Initiative Bio carbon Fund ICFI The Green Climate Fund 6. Biodiversity within Financial International Development (Solidarity, Public–Private Partnership, and Catalytic Mechanisms) Green Bonds Conservational Leasing/Trusts Public-Private Partnerships Long Term Concessional Contracts Removing Investment Barriers Grants, Loans, and Equity Invest ments (i.e. Microfinance Loans) 7. 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Box 1408, Amman 11941, Jordan Tel.: +962 6 5560113 Fax.: +962 6 5560288 Email: info@moenv@gov.jo Website: www.moenv.gov.jo Th e N ational Biodiversity Strategy and A ction Plan 2015 - 2020