DRAFT Strategic Sustainable Regional Development Plan ... · Elaboration d’un schéma régional...

DRAFT

Strategic Sustainable Regional

Development Plan (SSRDP) for

Akkar

Votre partenaire

à la GFA Consulting Group GmbH est

Christian Rake

Chef d‟équipe de l‟assistance technique

Serge YAZIGI

Ricardo KHOURY

Rana ZBEIDY

Roula HAIDAR

Jean STEPHAN

Fadi DOUMANI

Carole ATALLAH

Alexandre CLUCHIER

Paolo VARESE

Rachad GHANEM

Joseph EID

Nathalie ANTOUN

Nathalie MEDAWAR

December 2014

Projet d’Appui au Développement Local dans le Nord du Liban

(ADELNORD)

DRAFT Strategic Sustainable Regional Development Plan (SSRDP) for

Akkar

Elaboration d’un schéma régional d’aménagement et

de développement durable du territoire (SRADDT)

en association avec: iii

TABLE OF CONTENTS

0 INTRODUCTION 6

1 DIAGNOSTIC STATUS: SECTORS AND ISSUES 8

1.1 State of the Infrastructure sector 8

1.2 State of the Economic Sectors 11

1.3 State of the Culture, Leisure and Tourism Sector 16

1.4 State of the Social Sectors 19

1.5 State of the Urban Planning Sector 23

1.6 State of the Environment Sector 26

2 TERRITORIAL ANALYSIS: SWOT AND PRELIMINARY

STRATEGIES 29

3 VISION AND STRATEGIC FRAMEWORK 30

3.1 Visions 30

3.2 Identification of Objectives 32

3.3 Strategic Development Axes 35

4 PROPOSED STRATEGIC PLAN 36

4.1 The Syrian Refugees Crisis 36

4.2 Enhancing Urban Structure and Mobility 38

4.2.1 Connectivity and Movement Networks 41

4.3 Improving Social Conditions 45

4.4 Enhancing Agricultural Practices 51

4.5 Diversifying the Economic Sectors 52

4.6 Valorizing the Natural and Built Heritage 55

4.6.1 Management of Natural Areas and Major Landscapes 56

5 PROPOSED ACTION PLAN 62

5.1 Prerequisites to the Strategic Plan 62

5.2 Priority Projects of the Strategic Plan 68

5.3 5.3. Major Infrastructure projects on the long term: 73

6 RECOMMENDATIONS FOR MASTER PLANS

DEVELOPMENT 74

APPENDIX 1: GENERAL SSRDP MAPS 84

APPENDIX 2: DETAILED PROJECT SHEETS 87

APPENDIX 3 : DETAILED LONG TERM PROJECT SHEETS 126

APPENDIX 3: SWOT MATRICES 131

APPENDIX 4: ALTERNATIVES NOTE 147



en association avec: iv

LIST OF TABLES

Table 1: Prevailing Cultivated Crops....................................................... 13

Table 2: Methodology for the transversal analysis of the region‟s SWOTs .... 29

Table 3: Objectives of Vision 1 ...................................................................... 32



Table 6: Prerequisites for the Strategic Plan ................................................. 63

Table 7: Action Plan for the Sustainable Strategic Development of Akkar ..... 70

Table 8: NPMPLT recommended regulations for construction, quarries and

industrial establishments in Agricultural and Natural areas ............................ 79


industrial sites, and infrastructures in natural hazards prone areas ............... 80


industrial sites, and infrastructures in and around distinguished sites ............ 82

LIST OF MAPS

Map 1: CDR planned projects for Akkar ........................................................ 10

Map 2: Location of natural and heritage assets .................................... 18

Map 3: Location of Poverty Clusters, Education and Health Facilities ... 22

Map 4: Three major tendencies of development in the study area ................. 25

Map 5: Natural areas and main ecological assets ......................................... 28

Map 6.Distribution of Syrian Refugees in Akkar ............................................ 37

Map 7: Proposed Urban Structure ................................................................. 40

Map 8: Connectivity and Movement Network ................................................ 44

Map 9: Priority Areas of Intervention at the Educational Level ....................... 49

Map 10: Priority Areas of Intervention at the Health Level ............................. 50

Map 11: Natural areas and main ecological assets ....................................... 61

Map 12: Location of Priority Projects within the Frame of the SSRDP ........... 72

Map 13: Recommendations/ guidelines proposed for the development of

Master Plans in Akkar ................................................................................... 78



en association avec: v

ABBREVIATIONS AND ACRONYMS

ADELNORD Project “Appui au développement local du Nord Liban”

CDR Council for Development and Reconstruction

ELARD Earth Link & Advanced Resources Development s.a.l.

GFA GFA Consulting Group G.m.b.H.

ICZM Integrated Coastal Zone Management

IT Information Technology

LARI Lebanon Agricultural Research Institute

MoA Ministry of Agriculture

NGO Non-Governmental Organisation

NPMPLT National Physical Master Plan of the Lebanese Territory

RE Renewable energies

SEA Strategic Environmental Assessment

SMEs Small and Medium Enterprises

SSRDP Strategic Sustainable Regional Development Plan

SWM Solid waste management

SWOT Strenghts, Weaknesses, Opportunities, Threats

TB Treasury Bill

WWM Wastewater management



en association avec: 6

0 I N T R O D U C T I O N

The Sustainable Strategic Development Plan for Akkar has been developed

within the context of the “Appui au Développement Local dans le Nord du

Liban (ADELNORD)” project which has three main components: 1) Agricultural

infrastructure, 2) Community development, and 3) Environment.

Sustainable land use planning is tackled through the development of a

Strategic Sustainable Regional Development Plan (SSRDP) for the

Governorate of Akkar along with Upper Hermel and Upper Minieh-Donniyeh

regions that will be part of the future National Park, with the objective of

providing a long term vision for the development of the area. The Plan will

contribute to inserting the study areas on the map and among the national

priorities of central administrations.

A Strategic Environmental Assessment of the SSRDP has been conducted in

parallel with the development of the SSRDP. The development of the SSRDP

and its relevant SEA was assigned to the Technical Assistance Consortium

GFA-ELARD responsible for the implementation of the ADELNORD project.

The SSRDP project is structured into the following five (5) main missions:

Mission 1: Preliminary Studies and Inception Workshop

Mission 2: Diagnostic and Objectives

Mission 3: Vision and Priority Sectors

Mission 4: Strategic Plan

Mission 5: Final Plan for Approval.

Mission 1 consisted in the preparation of a document summarizing the initial

state of the environment, the position of the territory in the National Physical

Master Plan for the Lebanese Territories (NPMPLT) in terms of economic

function, major projects planned, classification of land into urban, rural, natural

and agricultural areas and the presence of natural risks and heritage assets.

Local and national stakeholders (political, administrative, economic, social and

non-governmental) who need to be involved in the process were also

identified. This mission was concluded by a workshop held in Halba on April 6,

2013. The results of this mission were reported in an Inception Report.




Mission 2 aimed at identifying the competitive advantages that represent the

best basis for the socio-economic development of the region. It also identified

the ongoing mechanisms and trends as well as the ongoing projects and

initiatives in the region and evaluated their effects. The resources that could

be mobilized to serve regional development in the public sector as well as the

private sector were also identified. This mission was concluded by a set of

sectoral workshops held in Abdeh during the month of January 2014. The

results of this mission were reported in a Diagnostic Report.

Mission 3 aimed at building a consensus around the long-term visions, related

objectives, and early-action areas. The priority sectors that should be tackled

and the priority actions to be implemented in order to reach the visions were

also identified. This mission was concluded by a workshop held in Halba on

April 12, 2014. The results of this mission were reported in a “Vision and

Priority Sectors” Report.

Finally, Mission 4 corresponds to the formulation of the region‟s Strategic

Plan. The Plan is made up of three main parts. The first part consists in an

introduction to the territory including key figures, strengths, weaknesses,

existing mechanisms, challenges, opportunities and changes needed, and

finally the objectives and the vision for the future. The second part presents

and explains the proposed urban structure with the location of the major

functions; the proposed infrastructure organization; the proposed economic

activities distribution; and the proposed policy concerning the protection and

valorization of natural areas and major landscapes. Finally, the third part

corresponds to the action plan, with an outline of the projects to be examined

or implemented in the near future. The summary of the Strategic

Environmental Assessment of the SSRDP is included as an Appendix to the

present report. This mission was concluded by a workshop held in Halba on

December 20, 2014 to validate the proposed SSRDP with stakeholders and

attract major donors to support in the implementation of the proposed actions

based on their priorities and in coordination with local authorities.




1 D I A G N O S T I C S T A T U S : S E C T O R S A N D

I S S U E S

The main objective of the Strategic Sustainable Regional Development Plan

(SSRDP) is to provide a long term vision for the development of the

Governorate of Akkar along with Upper Hermel and Upper Minieh-Donniyeh

that will be part of the future National Park. In order to attain this objective, it is

necessary to have a diagnostic report that takes into account the current

situation of the study area in different sectors of development. The diagnostic

report was thus developed by the SSRDP technical team based on the

available studies, on interviews, and on questionnaires. The main objective of

this section, which was elaborated during the SSRDP Mission 2, is to highlight

the main strengths and weaknesses of the study area in the selected sectors

of development.

1 . 1 S t a t e o f t h e I n f r a s t r u c t u r e s e c t o r

The term infrastructure refers to the specific facilities and associated services

that are essential to sustain, or improve an economy and a society: roads,

bridges, airport, ports, water supply and sewage networks, power and

electrical grids, telecommunication networks, and solid waste management.

Technically, infrastructure facilitates the production and distribution of goods

and services and allows access to basic social services such as schools and

hospitals. Inevitably, the condition of a country or region‟s infrastructure

represents an important factor for gauging their development.

Akkar can be described as one of the most disadvantaged regions of the

country in terms of infrastructure. The region is witnessing a considerable

population growth non-coupled with proper upgrading of infrastructures and

public services. The main results being:

An inefficient transportation network. Some villages are still isolated

due to the poorly developed and non-maintained road network;

Absence of a proper wastewater management system and discharge

of untreated wastewater in the environment;

Prevalence in several areas of inappropriate solid waste management

practices including open dumping and burning of solid waste;

Incomplete and inefficient water supply infrastructure leading to loss

and pollution of water resources, overexploitation of groundwater

resources, and improper use in irrigation;




Absence of electricity coverage in many areas;

Absence of telecommunication coverage in many areas;

Lack of adequate firefighting infrastructure (adequate roads, difficulty

of access by civil defense, water intake points) resulting in loss of

forests and green spaces;

Shortage in agricultural infrastructure (irrigation networks, adequate

storage, etc.).

The lack of enforcement of regulations relating to the protection of water

resources, management of wastewater and solid waste, and overall

preservation of the environment is only aggravating the situation.

Yet, the region has several strengths that need to be highlighted and built-

upon to improve the infrastructure leading to better socio-economic conditions.

The principal strengths consist of the following:

Strategic location between Tripoli (Port and market) and Syria

(export/import route);

Natural conditions favorable to the implementation of renewable

energy projects;

Presence of two hydroelectric plants (need rehabilitation);

Abundant hydrological resources;

Presence of vast agricultural lands and basic infrastructure as a basis

(research institute, agriculture school, quarantine border posts);

Presence of one main fishing port in Abdeh (needs rehabilitation);

Presence of the René Moawad Military Airport (needs further studies);

and

Availability of studies and plans prepared by the CDR covering

transportation, water supply, waste and wastewater management (Map

1).




Map 1: CDR planned projects for Akkar




1 . 2 S t a t e o f t h e E c o n o m i c S e c t o r s

1 . 2 . 1 . 1 G e n e r a l E c o n o m i c I n d i c a t o r s

According to the CAS, average individual income in Akkar is the lowest in

Lebanon with 73% of individuals living on a monthly income below USD107,

compared to a national average of 38.9%, and 22.7% living on a monthly

income less than USD40, compared to a national average of 6.3% (World

Vision, 2010).

The dependency ratio in Akkar is the highest in Lebanon: 86.6% compared to

43.7% and 3.5% of children in Akkar work, compared to 1.9% at the national

level.

Akkar is the Lebanese Army reservoir since the 1960s as the Army represents

the main employment opportunity (13.8% of the active labor in Akkar)

especially for males (95% of recruits are males) and has a very competitive

salary for the Akkar region with USD757 per month on average.

1 . 2 . 1 . 2 A g r i c u l t u r e

The Mohafaza of Akkar has many assets that make of it the second major

area of production after the Bekaa valley. It is one of the most productive

agricultural regions of the country, mainly in its lower plain. Its agricultural

potential lies in the fertility of the soil and the gentle slopes, water abundance,

and agro-climatic zones diversity. According to the FAO, half of the total

surface area of Akkar is arable land (around 42,000 ha), out of which 43% are

irrigated .In terms of economy, agriculture comes second in Akkar ensuring a

source of income to 30% of households (UN, 2011). Agricultural activities are

more prevalent in the plain, accounting for 47% of family income (Mouchref,

2008).

Table 1 describes the eight prevailing cultivated crops in Akkar. Other

agriculture subsectors are also found, including pomegranate, forage crops,

walnut, chestnut, roses, and activities like beekeeping, and collection of

aromatic and medicinal plants, among others.

In terms of livestock production, Akkar is one of the most important producing

areas for broilers in Lebanon, with a farm capacity of 1,675,000 birds

(FAO/MoA, 2006). Akkar is also a major producer of dairy cow milk and

contributes to 14% of the national cattle livestock while goat and sheep are of

minor importance at the national level (MoA, 2010). Fishery activities are also

practiced in Akkar, the region includes four fishing seaports (Arida, Cheikh

Zennad, Hay el Bahr and Abdeh) with fish halls (auction). The fleet includes

320 boats serving 1.000 fishermen.

Although Akkar is an important agricultural production area, agro-industries

are of relatively low importance at the national scale. The major agro-




processing subsector is olive oil production. Olive oil mills are mostly

traditional and do not produce extra-virgin oil. Nevertheless, modern mills are

found in Beino and Deir Jannine. Oil production of these two villages meets

international standards and is exported. In addition, there is an olive pomace

fermenting factory in Bqarezla, funded by the UNDP.

The second important subsector is dairy production. The major dairy factory is

“Douroub” which collects milk from different farmers and absorbs alone

15t/day. Other small dairy factories are scattered in different villages (mainly

Qobayat).

There are two milk collection centers (Abdeh and Wadi Khaled/Mkaibleh)

established by IFAD several years ago however, they have not been

operational due to the lack of human and financial resources.

Other scattered subsectors include a winery in Zwerib, several small animal

feed plants, and a juice factory in Qobayat. Safadi Foundation has a storage

and grading and packaging facility for fruits in Abdeh.

The prevailing artisanal family processed products comprise “Shanklish” and

“Kishk” (dried yogurt), “arak”, orange water, rosewater, fruit jams and syrups,

carob and pomegranate molasses, tomato sauce and many others that are

produced for self-consumption. Some local associations tend to sell them in

Beirut as traditional homemade products. Fewer inhabitants produce organic

food recipes.

The main problems faced by the agricultural sector in Akkar can be

summarized as follows:

Remoteness from main markets affecting product quality and

transportation costs;

Unsuitability of land tenure system and land fragmentation hindering

investments in machinery and economies of scale;

Absence of adequate water distribution infrastructure and inappropriate

water rights laws;

Inefficient irrigation systems resulting in high water consumption and

inappropriate use;

Absence of specialized labor force and limited expertise for extension;

Limited facilities for storage, calibration and packaging for export

purposes;

Limited agro-processing units;

Absence of modern nurseries providing farmers with new varieties and

rootstocks; and

Absence of a suitable agricultural intermediation mechanism, resulting

in high dependency of farmers on input and service providers as well

as on market middlemen.




Table 1: Prevailing Cultivated Crops

CEREALS

Include wheat and barley as rainfed winter crops and to a lesser extent corn as a summer crop. The latter is irrigated and increasingly planted as a forage crop or as sweet corn for fresh consumption.

Mostly planted in the coastal plain and to a lesser extent on the gentle slopes of the middle plateau (Middle Dreib), Akroum area and Qammoua plain. In some cases, cereals benefit from complementary irrigation and are planted in crop rotations with irrigated crops such as potato and onion, rarely with sesame seed or forage legumes (vetch, alfa-alfa). The surface of the exploitation is relatively higher for these crops, and harvesting is mechanized.

Whenever irrigation is ensured, the farmers tend to shift to other higher yielding crops. Wheat is subsidized and sold to the Government, while barley and corn are locally sold to animal production farms.

VEGETABLES

Akkar is a major producing area for vegetables at a national scale covering 11,112 ha (FAO/MOA, 2006). Potato is the major winter crop (4,500 ha) (FAO/MOA, 2006), with 30% of the country‟s total production. Tomato is produced in all regions, mostly under greenhouses on the coastal plain. Cucumber, squash, bell pepper, eggplant and beans are generally planted in greenhouses, while onion, carrot, watermelon, fava bean, peanuts, and all leafy vegetables are planted as field crops. All vegetable crops are irrigated; nevertheless, water quality and quantity are both deteriorating.

Most of the production is concentrated in the plain, however summer vegetables (mainly tomato) in some areas (Upper Joumeh) are getting importance. Potato is usually planted in relatively big holdings while other vegetables dominate small exploitations. Products are sold at the gross markets of Tripoli and Beirut. Only quality products (i.e., organic products) and industrial crops (potato, sesame) are sold to niche markets. Conversely, other renowned products of geographical origins are lost (e.g., the onions of Chadra).

TOBACCO

Industrial rainfed crop cultivated over 2,400 ha (FAO/MoA, 2006). Subsidized by the Government, which buys it from farmers at a predefined - price. Currently it is more likely to be planted and sold directly on specific markets (Syrian workers).

IRRIGATED POME AND STONE FRUITS

Apple, pear (pome fruits) and cherry are cultivated on the terraces of the mountainous part of Akkar (Upper Joumeh, Jord el Qayteh), while peach, plum, and apricot (stone fruits) are mainly planted in the Joumeh area.

Stone fruits‟ relative importance is still low (410 ha) (FAO/MOA, 2006) while pome fruits although important for Akkar, are less significant at the national

OLIVE

This crop is predominant in the middle part of Akkar and Wadi Khaled/Akroum area, where irrigation water is not available. Olive orchards cover some 7,900 ha (FAO/MoA, 2006) but exploitations are small and fragmented.

Sometimes, it is alternated with other non-irrigated crops such as almond,




scale (1,100 ha) (FAO/MOA, 2006). These crops suffer from serious problems resulting in lower yields, lower quality and higher cost of production. Although these crops are irrigated, pressure on water demand for domestic use is hindering the development of these crops. Exploitations are small and fragmented. Product marketing is similar to vegetables.

fig, grape and carob. Olive cultivation has been increasing in surface at the expense of other crops (i.e. almond, pomegranate, cereals and grapes), since it is not a time-consuming and input-requiring crop.

Olives are mainly pressed and marketed as olive oil. The production is either for domestic consumption or directly sold to consumers. Despite the stagnating national olive market and increasing competition from Syria, emerging niche products with higher oil quality (extra virgin; organic) are nevertheless sold in Beirut and sometimes exported.

GRAPEVINE

Grapevine covers some 800 ha (FAO/MoA, 2006) in Akkar, mostly in the plain where table grapes are produced. These have a comparative advantage of arriving early on the market. Wine grape production is marginal and localized. Like other fruits, grapes are sold mostly on gross markets and rarely exported.

CITRUS CROPS

Citrus crops that are cultivated on a commercial scale mainly include orange and lemon and to a lesser extent Clementine/ Mandarine, and cover 2,610 ha (FAO/MoA, 2006). The Akkar plain constitutes the second area of production in the country. Citrus is marketed fresh along with other fruits in the gross markets of Tripoli, Nahr Ibrahim and Beirut. Export is limited.

ALMOND

Almond covers 1,700 ha (FAO/MoA, 2006), and is planted in the middle part of Akkar as a rainfed crop (mainly Joumeh and Qayteh). The trend in surface is regressing.

Almonds are sold green and semi-green on the gross markets of Tripoli, Nahr Ibrahim and Beirut, whereas dried almonds are sold to specific industries (pastry and roastery shops).




1 . 2 . 1 . 3 I n d u s t r y , B a n k i n g a n d T r a d e S e c t o r

Even though there are three industrial zones in Akkar (Halba, Andqet, and

Rmoul) as per the DGUP master plans, the industrial sector in Akkar is almost

inexistent and only 8.4% of the working population in Akkar is employed by

small to medium industries.

With 95% of economic institutions employing less than 5 people, Akkar has

12,296 economic institutions. These institutions are divided among three

major activities representing 81.6% of total activities: retail and wholesale

trade with 45.1%; agriculture and mining with 28.1%; and sale and

maintenance of vehicles with 8.4%. Hotels and restaurants is a distant 4th

representing only 2.7% of the activities.

Trade is confined to Al Abdeh and Halba, and employs 14.3% of the working

population in Akkar. Northern Akkar consists of small local shops and few

larger ones in some important locations on international roads and in the

Mohafaza centre, Halba.

With regards to the trade infrastructure, Akkar is at the cross roads of two

international roads reaching Syria. The port in Al Abdeh serves as a fishing

port.

There are 48 commercial banks operating in Lebanon, 11 of which are foreign

banks. Eight banks, with a total of 10 branches, are operating in Akkar. Yet

these branches seem to have excess liquidity with loans provided for

personal, agriculture, tourism, and construction purposes.

Micro-finance is provided in Akkar through 4 micro-finance institutions through

agents working through banks, independent institutions, projects such as the

EU-Economic and Social Development Fund with the aim to bridge the gap to

foster employment and poverty reduction, local NGOs and Foundations.

Micro-finance includes only micro-credit of mostly women and rural borrowers.

The main weaknesses regarding these sectors of development can be

summarized as follows:

Lack of trusted financial instruments not allowing to capture the retiree

income and put it towards better local investments;

Informal trade and commerce are outside the purview of the fiscal

system and reduce local public budgets;

Labor is unspecialized and cannot fit industrial, agro-industrial and

tourism needed skills;

Despite their liquidity, banks are not risk takers and clients do not trust

them due to former embezzlement (lack of confidence);




Micro-credit penetration in certain areas remains weak and

independent evaluation of micro-credit outcome is unavailable; and

Zoning is not respected and informal sand mining and quarries are

putting pressures on natural resources. The lack of construction

standards reduces small and medium industry efficiencies.

1 . 3 S t a t e o f t h e C u l t u r e , L e i s u r e a n d

T o u r i s m S e c t o r

The study area is endowed with several important touristic sites constituting its

identity and influencing its quality of life (Map 2).These sites include:

Various archaeological/historic monuments: religious places of

worship, citadels, old bridges, historical buildings and structures, the

national heritage sites of the Tell in Arqa, fortresses, and temples;

Rich and varied relatively preserved natural assets: natural coastline

dunes, large agricultural plains, caves and springs, three main rivers

(El Bared, Ostwan, and El Kabir), the protected natural sites and

forests of Bezbina, Qammouaa, KarmChbat, Wadi Jhanam and Sfineh;

and

Various picturesque landscapes and villages: the high valley of Nahr el

Bared, the forests, Qammouaa, and villages such as Menjez, El Bireh,

Beino, and Qobaiyat.

In addition to these physical assets comes the culture and traditions of the

hospitable inhabitants of Akkar to add the human value.

Figure 1: Aakar al-Aatiqa: Akkar’s fortress

Source: Carole Atallah




Figure 2: Arqa: the archaeological Tell


Figure 3: Sfireh: Roman Temples (left) and panorama towards the coast and Akkar plain (right)


In terms of tourism, eco-tourism, and related infrastructure and activities, the

region includes various arts and crafts facilities, restaurants and

accommodations throughout its territory, along with three sections of the

Lebanon Mountain Trail (LMT) both representing a route of 50.6 km.

Yet official number of tourists visiting the area is in decrease, as is the case at

the national scale. In April 2013, the MoT registered 101.898 tourists (17.6%

less than in April 2012).

If exploited and managed in a sustainable way and with the advantage of

being close to Tripoli, an already established touristic pole, these sites could

promote sustainable travel, advocate for conservation, trigger communities‟

uniting, and represent a considerable source of income for the inhabitants of

one of the most disadvantaged areas of the country.

The main constraints hindering the development of the tourism sector are the

absence of a cultural strategy at the national level, the lack of an exhaustive

inventory of the sites, the absence of local competencies and trained

personnel in eco- and agro- tourism, and the mismanagement of these assets.




Map 2: Location of natural and heritage assets




1 . 4 S t a t e o f t h e S o c i a l S e c t o r s

1 . 4 . 1 . 1 P o p u l a t i o n a n d D e m o g r a p h i c s

Akkar witnessed a demographic growth of 7.4% between 2007 and 2012 and

reached a registered population of 448,584 in 2012. As for population density,

it ranges around 248 persons/sq.km.

The population of Akkar can be characterized as being a young population

having the highest percentage of residents below the age of 15, the lowest

percentage of population in the age bracket of 15-64 and a percentage of

elderly lower than the national level: 5.4% compared to 6.9%

(MoSA/UNFPA(1996), Population and Housing Survey cited in Mouchref,

2008).

The average number of family members was estimated at 6.1 in 2010

compared to an average of 4.8 for Lebanon (ILO, 2010). Moreover, Akkar has

an average of 4 children per family, increasing to more than 8 in some areas

such as Fneideq, Bebnine and Sahel Akkar (ILO, 2010).

1 . 4 . 1 . 2 P o v e r t y

In terms of poverty, Akkar has always been classified as the most deprived

and poorest area in Lebanon. Several studies showed that Akkar had the

highest share of poor households in Lebanon with average poverty rates of

63% and reaching much higher rates in some regions such as the Sahel

where 85% of the population are considered poor, of which 50% are classified

as very poor. Moreover, within the framework of the CDR 2002-2008

Community Development Project funded by the World Bank, a socio-economic

study was conducted in 2005 and identified seven (7) poverty clusters in

Akkar.

1 . 4 . 1 . 3 E d u c a t i o n

Akkar is the governorate that has the highest number of schools (Educational

Center for Research and Development, 2012) with 274 schools distributed as

follows: 159 public schools, 83 private schools, and 32 free private schools. In

2012, the reported total number of students in Akkar was 67,959; mainly

enrolled at the primary level.

Nonetheless, public schools in Akkar are disadvantaged, neglected, often

rented and in bad conditions (cracked walls, humidity, absence of lighting and

heating, etc.). Akkar schools also suffer from the absence of playgrounds,

reception halls, auditoriums, science laboratories, properly equipped computer

centers, and modern teaching methodologies.




Illiteracy rates in Akkar have always been higher than the national average. In

2000, a study conducted by the MoSA estimated it at 30.5%. Moreover, these

rates increase with age and vary between villages.

Akkar also has the highest rate of schooling delay, with 14.1% of the students

aged 15-19 still enrolled at the primary level and rates of grade repetition are

very high, especially in the fourth grade, with 33.3%. (Mouchref, 2008). The

ratio of failing students in Akkar‟s public schools is 82% (Khalil et al, 2011).

The proportion of adults with higher education is lower in Akkar (3%) when

compared to Lebanon (9.4%) (MoSA/UNPF (1996), Population and Housing

Survey cited in Mouchref, 2008).

University students of Akkar are mainly enrolled in public institutions and

distributed among the branches of the Lebanese University (LU). The nearest

LU branch is in Tripoli, and as such, Akkari students face difficulties and

financial constraints in transportation and in accommodations. Furthermore,

classes held at the Tripoli campus are frequently canceled due to the security

problems in the region.

1 . 4 . 1 . 4 H e a l t h

Health indicators in Akkar show a lower incidence of chronic diseases (5.6%)

than the national average (11.6%) due to the young age structure of the

population. Yet it exhibits the lowest rates (74%) of pre- and post-natal care in

Lebanon, and the highest rate (9%) of traditional birth attendants.

Statistics of the MoPH between 1995 and 2000 reported a sharp increase in

the number of cases of typhoid fever, hepatitis A and dysentery in North

Lebanon – contrary to other Governorates due to water pollution.

Due, to the July 2006 war and Nahr El-Bared unfortunate events the number

of people suffering from physical disabilities and psychological problems

increased.

The MoPH has the area covered with vaccination campaigns in collaboration

with healthcare centers, schools, and even municipalities. For example, in

2010, 94% of Akkari children were covered by the National Immunization for

Polio (MoPH/WHO/USJ, 2012).

Akkar suffers from healthcare services of low quality, despite the presence of

healthcare facilities (hospitals, dispensaries, private clinics, pharmacies,

ambulances) and health professionals (doctors, nurses, and laboratory

specialists).

In terms of healthcare facilities, Akkar has a total of four operational hospitals

providing services for around 285,000 inhabitants; three of them are private




and only one is governmental in addition to only 10 licensed medical

laboratories. According to the MoPH office in Halba, 52 dispensaries are found

in the region, only 17 of which in 33 locations are public; however, the number

of dispensaries currently operational in the study area is much higher and new

ones are being established in areas where Syrian refugees are concentrated.

Map 3 below gives an indicative overview of the geographical distribution of

schools, health facilities, and poverty clusters.




Map 3: Location of Poverty Clusters, Education and Health Facilities




1 . 5 S t a t e o f t h e U r b a n P l a n n i n g S e c t o r

The study area is characterized by natural coastline dunes, salinas and

wetlands in Qlaiyaat, large agricultural plains, numerous caves and springs,

three main rivers (Nahr el Bared, Nahr el Ostwan, and Nahr el Kabir el

Janoubi), three picturesque villages (Halba, Qobayat, and Beino), and several

protected natural sites and forests. These valuable assets call for several land

use recommendations, each regarding a specific sector of concern.

The principal strengths related to the urban planning sector within the study

area consist in the following:

Climate conditions (potential for renewable energies, abundant

precipitation, snow and white cover during winter periods);

Position at the crossroad of several bioclimatic zones;

Biodiversity and variety of ecosystems, habitats and corridors: forests,

wetlands, coastal/ halophytic habitats, freshwater habitats, etc.;

Abundant hydrological resources;

Mosaic of iconic landscapes and exceptional viewpoints;

Topography and different altitudes;

Diversified heritage (natural, cultural, religious, architectural);

Existence of several protected areas;

Strong attachment of local populations toward their territory;

Increasing number of newly established municipalities and unions in

Akkar, as an empowering structure for development and improvement

of life conditions; and

Presence of three industrial zones in (Halba, Andqet and Rmoul) as

per the DGUP master plans.

Similarly, the study area presents the following main weaknesses regarding

urban planning:

Internal population growth reshuffling Akkar‟s position vis-à-vis Tripoli ;

Increase in illegal constructions and environmental damage;

Poor and uncontrolled management of local forests, lack of

enforcement of related regulations;

Municipalities lack of financial resources and technical expertise,

notably regarding awareness of sustainable development and natural

resources management;

Increase in the uncontrolled urban development (linear expansion

along the main axes; urban sprawl and creation of urban continuum;




scattered sprawl on agricultural and/or wood lands and the

encroachment of construction projects into wooded areas) (Map 4);

Corruption, frequent dispute over elections;

Regulations do not cover all ecologically important areas in Akkar;

Unclear land ownership, notably over the forests;

Administrative/ political conflicts among the different villages;

Presence of unsustainable and illegal practices (hunting, cutting of

forest, cannabis plantations);

Zoning not respected, leading to pressure on natural resources;

Vegetation loss; and

Forest fires and lack of adequate relevant infrastructures (roads,

difficulty of access by civil defense, water intake points).




Map 4: Three major tendencies of development in the study area

Urban sprawl and

creation of urban

continuum

Linear expansion along

the main axes

Scattered sprawl on

agricultural and/or wood

land




1 . 6 S t a t e o f t h e E n v i r o n m e n t S e c t o r

In addition to the exceptional landscape and heritage features, the area is also

home to a rich biodiversity. It hosts three major and drastically different eco-

zones and embraces four Mediterranean vegetation zones. The morphological

differences between plain and mountains within the region lead to a diversity

of climate, hydrology, soil and vegetation; all of which are considered assets

for agricultural production and tourism.

Forests cover 21% of the Akkar-Hermel Caza area, an extent considered to be

the largest continuous forest cover in Lebanon. The area is also home to most

of the Lebanese flora, and exclusive to some type of ecosystems, namely the

fir forest of Qammouaa, which is the habitat of some species rarely found in

other natural ecosystems of the country (Abiescilicica, Juniperusfoetidissima,

Pyracanthacoccinea, etc.) and the Mount Tabor oak (Quercusithaburensis)

woodlands in Dreib area. Moreover, the study area shows no less than 294

bird species and is home to 69 species of mammals.

Map 5 below illustrates the main forests hot-spots, the wetland of Cheikh

Zennad, the important birds‟ areas and bottlenecks in addition to the

ecological corridors which include:

Riverine corridors along the main river systems, temporary or

permanent, going down from the northern Lebanese mountain system;

Forest corridors in this study area, in particular for Lebanese Cedar

and some Mediterranean communities;

Agricultural and grasslands corridors at all altitudes, particularly

important for specialized avifauna and flora species;

Coastal corridors, seriously degraded today, particularly important for

coastal fauna and halophytic species or communities; and

Migratory birds routes.

Although designated as a national hotspot for biodiversity, Akkar witnesses

unsustainable practices and a lack of environmental awareness which in turn

have led to various natural and anthropogenic misdeeds. These have turned

the area into one of the most ecologically threatened regions in the country:

uncontrolled over-hunting, overgrazing, land reclamation for agriculture, forest

fires, deforestation, groundwater table pollution, open dumping of solid waste

and the encroachment of construction projects into wooded areas. These

pressures are further aggravated by the following factors:




Limited control and absence of proper management plans on the

exploitation of natural resources (grasslands, water resources, forests

and woodlands, coastal and riparian ecosystems);

Obsolete water rights and water management laws and lack of

enforcement of regulations relating to the protection of water

resources;

Management regulations not covering all ecologically important areas

and not implemented when existent;

Insufficient in-house technical capacities and awareness of sustainable

development and natural resources management;

Demographic pressure, poverty and limited awareness increase the

negative impact and pressure on natural ecosystems;

Unclear land ownership, notably over the forests;

Lack of municipal funds and technical expertise for the implementation

and management of the Natural Park; and

Improper land management and zoning.




Map 5: Natural areas and main ecological assets




2 T e r r i t o r i a l A n a l y s i s : S W O T a n d

P r e l i m i n a r y S t r a t e g i e s

In order to better understand the region, a SWOT analysis was conducted.

The SWOT analysis allows an understanding of the region‟s internal

environment in terms of weaknesses and strengths and an identification of

external factors influencing it: the threats it faces and the opportunities to

benefit from.

A SWOT Matrix was derived from the analysis to serve as a tool used to

develop strategies for the region in a way to 1) Make the most of the

strengths; 2) Circumvent the weaknesses; 3) Capitalize on the opportunities;

and 4) Manage the threats. The different types of strategies are defined in

Table 2 while the developed SWOT matrices are detailed in Appendix 3.

Table 2: Methodology for the transversal analysis of the region’s SWOTs

STRENGHTS WEAKNESSES

- Helpful to achieving the objective

- Internal origin

- Harmful to achieving the objective

- Internal origin

OPPORTUNITIES SO (Strengths/

Opportunities) STRATEGIES

WO (Weaknesses/

Opportunities) STRATEGIES

- Helpful to achieving the objective

- External origin

Strategies to make use of

Opportunities, through the

Strengths

Strategies to make use of

Opportunities to minimize

Weaknesses

THREATS ST (Strengths/ Threats)

STRATEGIES

WT (Weaknesses/ Threats)

STRATEGIES

- Harmful to achieving the objective

- External origin

Strategies to prevent

Threats through Strengths

Strategies to minimize the

potential dangers lying in

sectors where Weaknesses

meet Threats




3 V I S I O N A N D S T R A T E G I C F R A M E W O R K

3 . 1 V i s i o n s

Based on literature review of similar projects and past experiences; the Vision

can either be formulated:

1- Prior to the SWOT analysis: this approach creates Vision-orientated

SWOTs. When the Vision is elaborated without having a full knowledge of

the territory‟s needs and potentialities, this method may oversee

potentially relevant issues;

2- Following the SWOT analysis: this approach allows: 1) identifying the

needs and potentialities of the territory, 2) recognizing its most relevant

issues, and 3) formulating a tailor-made Vision responding to these

issues.

Considering the size of the study area, the technical team adopted the second

approach, i.e., to formulate the Visions following the SWOT analysis.

In fact, the SWOTs (established during Mission 2) allowed the Team to

understand the entire territory and identify its most relevant issues; which

helped in the formulation of sound and relevant Visions.

For a territory of the size of Akkar, this approach has allowed to elaborate

challenging but also realistic Visions laying down development goals for the

next 20-30 years, as well as to quickly answer the important short-term needs

of the territory.

“A Vision is a statement of where a city [region] wants to be. The Vision

statement needs to be specific, internally consistent, and realistic but

challenging. It should stress what is unique about the city and be short

and easy to read. It has to not only inspire and challenge, but also be

meaningful to all the residents.A Vision should reflect the unique attributes

of the urban region: (i) its comparative and competitive advantages; (ii) its

values and preferences of its residents; (iii) its relationship to the global,

domestic, and regional economies; (iv) its history and culture; and (v) its

physical characteristics, such as location, climate, terrain, water supply,

and scenic attributes.”

Guide to City Development Strategies (Cities Alliance, 2006)




Three visions were developed for the territory:

Vision 1: Positioning Akkar on the map

Vision 1: Seeking to achieve a sustained and developed territory driven by an innovative economy that will allow forging a competitive regional edge in the areas of agriculture, industry, trade and tourism.

Sectors addressed: Industry, Banking, Trade, Agriculture, Culture,

Leisure and Tourism

Vision 2: Akkar, the authentic

Vision 2: A rich, accessible, safe region with healthy, educated, dynamic people, preserved, valorized natural resources, and varied vibrant economic activities in agriculture and small industries

Sectors addressed: Education, Social development, Administration,

Governance, Health

Vision 3: A sustainable and attractive Akkar serving as a model in

the sustainable management of natural resources

Vision 3: Seeking to sustainably manage the region’s natural resources (forests, water, wildlife, flora, landscape, habitats, etc.) through collective efforts between various stakeholders, while also addressing the needs of the local population

Sectors addressed: Environment, National Park




3 . 2 I d e n t i f i c a t i o n o f O b j e c t i v e s

The present section, which was elaborated during the SSRDP Mission 3, followed

the identification of the visions and consisted in determining the objectives.

The SSRDP technical team evaluated and analyzed the visions and developed a

first set of objectives covering all sectors of development and the three visions.

These objectives were selected according to their degree of priority with respect to

the region‟s vocation; and to their potential in triggering the economic and social

development of the region on the long run. They are presented in the tables below

according to the Vision they serve.

Table 3: Objectives of Vision 1

Vision 1 Objective

VIS

ION

TA

BL

E

“Positioning Akkar on the map”

Vision 1: Seeking to achieve a sustained and developed territory driven by an innovative economy that will allow forging a competitive regional edge in the areas of agriculture, industry, trade and tourism.

Sectors addressed: Industry, Banking, Trade, Agriculture, Culture, Leisure and Tourism

Objective 1-1: Develop mixed farming systems targeting dairy and poultry along with crop rotation integrating forage crops

Objective 1-2: Develop sustainable crop production intensification

Objective 1-3: Promote the production of crops reckoned as assets for Akkar and traditional local food processing

Objective 1-4: Promote sustainable use of water resources in Agriculture

Objective 1-5: Develop an environment conducive to entrepreneurial and industrial innovation

Objective 1-6: Preserve, promote and valorize natural and cultural heritage sites

Objective 1-7: Develop local competencies, adequate facilities and the needed infrastructures





Vision 2 Objective

VIS

ION

TA

BL

E

“Akkar, the authentic” Vision 2: A rich, accessible, safe region with healthy, educated, dynamic people, preserved, valorized natural resources, and varied vibrant economic activities in agriculture and small industries Sectors addressed: Education, Social development, Administration, Governance, Health

Objective 2-1: Provide health and social coverage to Akkar inhabitants, especially to its vulnerable groups working in construction, agriculture and fishing

Objective 2-2: Enhance all health services by building on existing primary health care centers, dispensaries and hospitals and by developing emergency services

Objective 2-3: Raise Akkar young people‟s educational level through drastically reforming public education programs, management and services in schools, technical schools and universities and widening professional choices by diversifying accessible technical specialties and majors in accordance with the economic vocation of the region

Objective 2-4: Alleviate extreme poverty by addressing Akkar vulnerable groups with adequate programs and services through strong coordination between NGOs, civil society and governmental institutions

Objective 2-5: Provide a safe environment and quality services by enhancing public institutions and their ability for effective inspection

Objective 2-6: Give Akkar priority at the administrative and national level in a shift from its long marginalization and deprivation to new opportunities for development

Objective 2-7: Awareness raising and emphasis on women‟s role in social development





Vision 3 Objective

VIS

ION

TA

BL

E

“A sustainable and attractive Akkar serving as a model in the sustainable management of natural resources” Vision 3: Seeking to sustainably manage the region’s natural resources (forests, water, wildlife, flora, landscape, habitats, etc.) through collective efforts between various stakeholders, while also addressing the needs of the local population Sectors addressed: Environment, National Park

Objective 3-1: Protect and promote sustainable management of forests, natural habitats, ecosystems and corridors, coupled with awareness campaign

Objective 3-2: Develop the National Park and promote ecotourism, while building local competencies needed

Objective 3-3: Preserve and protect water resources and increase water availability

Objective 3-4: Identify and control pollution sources, and rehabilitate damaged/polluted natural sites in order to ensure a healthy environment, protect public health and support tourism development

Objective 3-5: Promote a sustainable economy and support the creation of related businesses/ employment opportunities

Objective 3-6: Promote renewable energy (wind, solar, hydro, etc.) by developing innovative projects




3 . 3 S t r a t e g i c D e v e l o p m e n t A x e s

VISIONS

▼

► PROJECTS ◄

AXES

OBJECTIVES

▲

SWOT

Strategic axes of development were identified in order to guide the orientations of

the strategic plan, its proposed action plan, and future policies, plans, and

programs to be implemented in the region of Akkar.

These main axes of development support achieving the Visions and Objectives of

the region identified and developed through a collaborative work between the

experts and the local stakeholders.

Akkar has been known as the poorest and most neglected area in the country;

hence the following development axes that will help address the area‟s needs:

1) Axis 1: Enhancing Urban Structure and Mobility

2) Axis 2: Improving Social Conditions

3) Axis 3: Enhancing Sustainable Agriculture Practices

4) Axis 4: Diversifying the Economic Sectors

5) Axis 5 :Valorizing the Natural and Built Heritage

The five strategic development axes are further developed in the following sub-

sections.




4 P R O P O S E D S T R A T E G I C P L A N

The purpose of the Strategic Plan of Akkar (SSRDP) is to highlight the place

occupied by the region in Lebanon and strengthen the offer that this region can

provide to its inhabitants and to the rest of the country at a 10 to 20 years horizon.

To be successful, the Plan should: (i) establish the urban structure of the region

and its major functions; (ii) equally distribute the economic activities and social

services over the territory; (iii) protect the natural areas and major landscapes,

and (iv) valorize the major heritage sites, while also respecting the vocation of the

region in accordance with its surroundings.

Since the SSRDP constitutes an intermediate step between the NPMPLT and

future local master plans, it takes over the national guidelines elaborated in the

NPMPLT and tailors them to the regional scale. Linkages between the NPMPLT

and the SSRDP are further described in the subsequent sections.

4 . 1 T h e S y r i a n R e f u g e e s C r i s i s

In 2011, the influx of Syrian Refugees fleeing war zones in their home country

started towards Lebanon among other neighboring countries, and a significant

proportion of these fled to the governorate of Akkar specifically. On November 30,

2014 the total number of registered refugees in Akkar was 107, 349 (UNHCR,

2014). Their distribution is illustrated in Map 6. This influx has posed an additional

burden on social services (health, education, etc.), infrastructure (water,

wastewater, solid waste, etc.), natural resources, unemployment in an already

marginalized region suffering from poverty, unemployment, inadequate

infrastructure and social services, and a fragile environment threatened by

anthropogenic activity and pollution.

Several local and international organizations and NGOs have responded to this

crisis and provided relief and emergency aid and services to this displaced

population. The crisis is considered temporary, causing burden on the region of

Akkar and requiring a special emergency action plan that is of shorter term than

the SSRDP and targets specific immediate interventions such as housing, health

coverage and education. Such an emergency action plan is the responsibility of

the concerned ministries under a concerted governmental effort, and with foreign

relief aid. Therefore, the Syrian Refugees crisis has not been integrated into the

Akkar SSRDP that constitutes a long term, broader strategic development plan

targeting all sectors of development with a horizon of 10 to 20 years..




Map 6. Distribution of Syrian Refugees in Akkar

(source: UNHCR, 15 December 2014)1

1http://data.unhcr.org/syrianrefugees/documents.php?page=1&view=grid&Org%5B%5D=130




4 . 2 E n h a n c i n g U r b a n S t r u c t u r e a n d M o b i l i t y

Urban growth constitutes a major challenge for Akkar due to its potential impact

on the quality of life, landscape and natural resources of the area. The

management of the urban sprawl as well as major infrastructure and facilities that

could have an effect on urbanization and on natural and agricultural areas should

be carefully taken into consideration.

Thus, the SSRDP aims at rationalizing land use and resources use, especially in

agricultural, natural, urban and industrial areas. Land use management promotes

the unity of the territory, economy, and society. It is the major obligation required

to respond to economic and social challenges Akkar is facing.

The strategic approach toward the territory of Akkar includes fundamental choices

for the balanced development of the area and its unity.

Major guidelines for the urban development of the region are the followings:

Structuring the territory around major urban villages/ relay poles;

Uniting the territory with an efficient and developed transportation network;

Exploiting water resources in a sustainable way;

Resolving efficiently the problems of quarries, wastewater and solid

wastes management;

Providing continuous power supply in all areas; and

Developing the telecommunication grid with efficient service all over the

territory.

Accordingly, the development of the territory must be balanced and respectful to

the area and its characteristics.

The proposed urban structure for the region comprises all the major elements that

would make Akkar the place that it is envisioned to be through the three Visions.

These place making elements define the areas that are appropriate for

development as well as the infrastructure and public realm that would serve future

populations.

At a regional scale, the major structural elements of an urban system include the

general locations for mixed uses, employment areas, large open spaces, activity

areas, as well as the major linkages that connect these elements for a better

movement and connectivity.

Map 7 below provides a general overview of the proposed urban structure for

Akkar; the main elements of this proposed structure being:

1) Connectivity and movement networks through the development of relay

and capital relay villages as well as a multimodal transportation system

allowing for the inter and intra-regional connectivity;




2) Agricultural domains of national interest which exist in the area and need

to be further developed;

3) Industrial hubs consisting of creation of three main areas located over

non-productive lands but close to agricultural areas and main

transportation networks in addition to secondary zones encompassing the

area of licensed quarries which could allow for the development of a

dynamic economy;

4) Renewable energy areas including the existing hydropower plants and

the potential areas for the development of wind, solar, and geothermal

energy production facilities;

5) Domains of high ecological importance allowing the preservation and

valorization of the natural assets of the region while sustainably managing

them and developing eco-tourism, these mainly include the wetland of

Cheikh Zennad, the Akkar dunes along the coastline, and Natural Park

encompassing the forests and green spaces which Akkar is renowned for;

and

6) Major cultural and tourism assets to build upon, which are the

archeological Tell of Arqa, the picturesque villages of the region, and the

LMT.

The development of points 2 to 6 as part of the strategic plan are detailed in the

following sections (4.4, 4.3, and 4.4) while the connectivity and movement

networks are presented in the subsequent sub-section.




Map 7: Proposed Urban Structure




4 . 2 . 1 C o n n e c t i v i t y a n d M o v e m e n t N e t w o r k s

4 . 2 . 1 . 1 R e l a y P o l e s

In order to secure administrative, commercial and service functions at the local

level, the NPMPLT identified a network of relay-villages reinforcing the general

structure made of major agglomerations and boosting local development. This

“capillary” balanced structure ensures that rural regions benefit from sufficient

opportunities in terms of employment, trade and services, for their populations to

settle down in place. While these relay-villages should have priority in the

elaboration of policies related to their own economic development, administrative

and security functions, public services and trade functions should be developed

according to the needs of the whole region.

Creating an articulation between villages within the identified relay poles will

provide cohesion to the territory and a sustainable development of Akkar.

Their major role is to contribute in preserving the character of rural areas, the

natural zones and major agricultural areas, and to contribute in structuring the

activities and services. The interaction between them ensures stability and better

life conditions. According to the NPMPLT, the relay villages “secure

administrative, commercial and service functions for a number of villages”.

The villages are selected according to their economic role, the services that they

provide to the surrounding area, andin accordance to their geographic locations.

The NPMPLT had identified the following relay villages in Akkar: Beino; Fneideq;

Qobbayat; Chadra; and Halba. Halba was also designated as the administrative

center of the Caza.

Given that the situation in Akkar has significantly changed since the development

of the NPMPLT, Rahbeh is also proposed as a relay village in the Joumeh area

given its population, available services, economic activities and attraction towards

neighboring villages.

As for the status of Halba, given that Akkar is now a Governorate and no longer a

Caza, Halba should be considered a “Capital Relay City”.

The interconnections within the rural world are ensured through the network of

relay poles that would be the centers of services and commerce directly

accessible from the surrounding villages.

The concept of “poles” is used in contrast with the relay “villages” suggested in the

NPMPLT because some of the villages tend to „aggregate‟ as part of one “urban

pole” rather than a single village as such.




Relay poles will connect the villages through their geographical location and place

in the foreground a neighboring village which is also characterized by a dynamic

that is social, economic, urban, touristic or cultural.

The proposed relay poles will provide urban network planning and urban

coherence to promote a sustainable and stable development of the region:

1) Tell Abbas Charqi / Tell Abbas Gharbi / Al Hissa – Bellenet el Hissa

2) Beino / Tekrit / Rahbeh

3) Fnaydek / Mechmech / Hrar

4) Aandqet / Qobaiyat

5) Mashta Hassan / Chadra / Mashta Hammoud.

4 . 2 . 1 . 2 T r a n s p o r t a t i o n N e t w o r k s

The enhancement of the transportation networks in Akkar is critical to strengthen

the internal infrastructure and to secure connectivity with the surrounding areas.

The importance and benefits of adequate infrastructure are further detailed in

Table 6.

In terms of economic activities, well-designed and well-distributed transport

infrastructure reduces transportation (of humans and merchandises) and storage

costs; facilitates access to local and regional markets; facilitates access to

educational and health facilities; and encourage and facilitate tourism activities.

The road links between the villages of Akkar provide a unitary vision of the

territory by extending the existing roads or establishing the connectivity between

main villages, Tripoli, the surrounding area and the major equipment such as

hospitals, schools, etc.

In term of main roads, in reference to the relay cities section, the first step is to

restructure the road hierarchy and to provide new sections where needed for the

following main lines between the main poles of relay villages and the “Capital

Relay City”, the main center, which is Halba:

- Tell Abbas Charqi / Tell Abbas Gharbi / Al Hissa – Belenet el Hissa and

Halba

- Beino / Tekrit / Rahbeh and Halba

- Fnaydek / Mechmech / Hrar and Halba

- Aandqet / Qbayat and Halba

- Mashta Hassan / Chadra / Mashta Hammoud and Halba.

In addition, main connections should be established between the René Moawad

Airport and Halba. Enhancements in terms of enlargement and safety conditions

should be provided to these connections, mainly between Halba and Tripoli on




one hand, and between Abdeh and the relay pole: Fnaydek, Mechmech and Hrar

on the other hand.

In parallel, the option suggested in the NPMPLT for enhancing the connectivity of

the region with its surrounding should be retained:

“The development of the most deprived area is by reinforcing the connection

between Hermel and Tripoli through Akkar (highway project between Tripoli and

Halba, and improvement of the bypass between Qobbayat and Hermel), between

Baalbeck and Hermel (improvement of the existing itinerary), as well as

reinforcement of the links from Hasbaya towards North and South, and between

Sir-Donniyeh and the three neighboring regions: Tripoli, Ehden and Akkar”.

Most of the NPMPLT recommendations relating to infrastructure can be adopted.

There is a need to review the relay poles to connect them directly with Halba that

is potentially called to act as an urban center location for the entire area.

Also the main logistics centers are located around the airport. They are required

and intended for loading and unloading of industrial and agricultural products in

storage zones. The NPMPLT proposed, to that effect, the creation of a logistics

center connected to industrial zones that could equally serve storage and

unloading zones for the agricultural products of Akkar.




Map 8: Connectivity and Movement Network




4 . 3 I m p r o v i n g S o c i a l C o n d i t i o n s

In order to conserve Akkar‟s authenticity, cultural heritage, traditions and genuine

attractiveness while boosting its development, urgent interventions are needed at

different levels:

Satisfaction of the basic needs of this populated area in terms of health,

education and security;

Poverty alleviation in order to protect Akkar‟s young population from

extremism and delinquency;

Boosting the resilience of this region, hosting more than its population in

terms of refugees; and

Establishing strong efficient structures and institutions to end this region

marginalization.

Thematic national strategies have been established during the last five years by

ministries and national commissions, such as the national strategy for women in

Lebanon, the national education strategy, the national health strategy, the national

development strategy, etc. The implementation of these strategies in Akkar can

and must precede other Lebanese regions with adequate provision of resources

and efficient structures, due to the urgency of the situation and the aggravation of

its socio-economic problems.

The investment in human capital in Akkar is considered to be the key point in the

development of this region. Openness, awareness, appropriation of the cultural

heritage, valorization, resilience, pride and dignity, connectivity, access to

services, governance and control, citizenship are all guiding values, states and

conditions to any development plan in Akkar.

The four development components identified for the region of Akkar with the

guidelines and recommendations to achieving them are as follows. Map 8 and

Map 9 show a geographical distribution of health and education infrastructure,

poverty pockets, and areas of priority intervention.

1- Young skilled and educated human resources:

Development of a plan to determine the educational specialties (technical

and university levels) needed in the local market/economy to guide the

youth in their education and alleviate unemployment problems and

decrease the number of unemployed graduates;

Enhancement of the role of public schools in remote rural areas to become

a development and social alleviation tool not only to students but parents

and vulnerable groups as well;




Increase the number of high schools, technical schools, and of some

university branches and facilities (such as for agricultural specialization)

and their accessibility for Akkar students and expanding the technical

schools network with majors compatible with the local economic needs;

Provision of training and capacity building for graduates in their fields of

study to allow for a swifter employment process;

Employment of Akkar graduates in Akkar public institutions (existing and

planned) to fill the vacancies and create new job opportunities for Akkar

young people;

Provision of training and capacity building sessions for teachers in both

public and private schools along with financial incentives for the ones

giving satisfactory results;

Improvement of the conditions of schools and teaching tools (buildings,

laboratories, applied courses, etc.);

Promotion of “Creativity Classes” and extra curriculum activities through

activating school clubs; and

Establishment of public health and nursing faculties in the governmental

hospital.

2- Healthy population:

Provision of social security to every citizen, with the access of farmers to

health cards (صحيه خدمه بطاقات) and provision of elderly people pensions

;(الشيخوخة ضمان)

Enhancement of the roles and distribution of Social Affairs Centers;

Increase in the number, efficiency, and geographical coverage of the

PHCs through equipping already existing clinics and dispensaries with

needed material to meet the demands/needs, and establishing new ones

in deprived areas;

Increase the employment in the health service centers and provide training

to staff on medical technology and social development;

Provision of better access to good hospital services in Akkar through

increasing the number of private and governmental hospitals to cover the

needs in Akkar, especially in Wadi Khaled and Akroum, improving services

of existing hospitals, and provision of specialized hospitals (eyes, heart,

birth) in Akkar in general;

Provision of fully equipped ambulances especially for emergency medical

cases, in Akkar different geographic areas;




Application of the dispensaries classification system and closure of

inefficient ones; and

Improvement of the skills of the medical body through continuous medical

training.

3- Social cohesion and resilience:

Addressing development, service improvement, and educational

opportunities in Akkar with the same level of urgency as the Syrian

refugees interventions;

Protecting Akkar from the security and political crisis to attract and

motivate emigrants‟ positive input and contribution;

Monitoring of the works addressing the Syrian crisis in order to trigger an

efficient use and positive impact of newly established service structures,

institutions, and infrastructure projects;

Support of NGOs in implementing their projects;

Promotion of public-private partnerships in development initiatives;

Setting a law to protect vulnerable groups (elderly, orphans, daily wagers,

fishermen, special needs, disabled, etc.) and provide them with health and

social coverage and financial support;

Establishment of playgrounds and sports courts for young people and

children to encourage team spirit and social cohesion;

Promotion of partnership between municipalities and civil society to

implement life skills programs for women;

Encourage home occupations that allow women to increase their income

and independence through material support projects; and

Promotion of women‟s engagement in community (associations,

organizations, municipalities, etc.) by increasing their awareness and skills

through educational sessions (personality building, strategic planning,

intellectual awareness).

4- Active citizenship:

Enhancement of the role of the armed forces through an efficient

coordination and establishment of security centers with adequate human

resources and computerized systems to insure security in the region;

Promotion of proper political education and awareness (country above all,

problems of sectarian system, etc.);




Establishing control entities to monitor the work of municipalities and

relevant public institutions which receive donations for development

projects;

Application of the decentralized administrative system and provision of all

needed public institutions/units;

Provisions of trainings and capacity building workshops to municipal

councils (roles, responsibilities, legislations, etc.);

Lobbying for a transparent employment in public institutions and fighting

monopolization in high ranking positions;

Provision/Construction of administrative public units and buildings;

Creation of the “Akkar Development Fund” through the Council of

Ministers; and

Prioritizing Akkar at the administrative and national level in a shift from its

long marginalization and deprivation.

Each development component needs to be addressed at three levels: 1) the

services infrastructure, 2) the human resources in the services fields, and 3) Akkar

population:

Services facilities and infrastructure, mainly education and health, need

to be equitably distributed over the territory, located in suitable and decent

buildings and spaces, adequately equipped, and with access to

technological means and IT, especially the educational facilities;

Human resources working in education and health; such as doctors,

nurses, teachers, and administrative employees; need to reach a

quantitative and qualitative level satisfying the needs of the region. They

are expected to have adequate levels of competencies and qualifications

coupled with continuous knowledge and professionalism improvement.

Moreover, the number of employees, teachers and specialized doctors

need to be compatible with the needs of the growing population; and

Awareness and people empowerment, higher levels of education, and

technical/professional competencies and skills constitute a major

transversal part of any development intervention. Thus, a participative

approach can allow the people of Akkar the appropriation and the

implementation of any development initiative.




Map 9: Priority Areas of Intervention at the Educational Level




Map 10: Priority Areas of Intervention at the Health Level




4 . 4 E n h a n c i n g A g r i c u l t u r a l P r a c t i c e s

The availability of vast agricultural lands, reckoned Akkari products, exclusive soil

conditions, favorable climatic conditions, and long vegetation season in the

coastal plain constitute major opportunities for the development of the agricultural

sector in Akkar.

This first axis of development builds on an existing asset and economic sector and

promotes its development in a sustainable way to maintain the balance between

preservation and exploitation of the resources. Yet agricultural enhancement

should be coupled with the development of an adequate infrastructure fostering

the prosperity of the sector.

The main guiding principles for the development of the agricultural sector are as

follows:

1) Maintaining the fertile arable land, especially those that are located in the

plain and in irrigated schemes, and protecting them from conversion to

other types of land use;

2) Promoting the cultivation of crops existing in Akkar and ranking first in

terms of production between the Lebanese Governorates, namelypeanuts,

sweet corn, spinach, molokhia, squash and zuccini, radish, parsley, thyme,

mint, kiwi, pomegranate, persimmons, and ornamental flowers;

3) Promoting the development of agro-industries, poultry and dairy cattle

farms, due to the comparative advantage of Akkar in these subsectors,

through several incentive approaches (crediting facilities, incentivizing

fodder plantation, veterinary services and animal breeds, etc.);

4) Substituting crop-oriented subsidies (for tobacco and wheat) with practice-

oriented incentives, namely crop rotations involving the plantation of forage

legumes, along with wheat, barley and corn, no till practice, and organic

farming;

5) Providing agricultural incentives, which could be through facilitating access

to credits; support in inputs and agricultural equipment, certification cost,

seeds and seedlings;

6) Promoting the valorization of rainfed areas with mixed farming systems,

where olive is not cultivated as a monoculture, but within intercropping

systems including a diversity of crops (almonds, medicinal plants, vetch,

barley, wheat…) and animal production (poultry and dairy production);

7) Diversifying the production through the introduction of crops and varieties

in irrigated schemes that have a higher storage capacity and withstand




transportation (kiwi, nectarine, new varieties of plums, pear and apple,

soybean, potato);

8) Mobilizing funds for the treatment and reuse of wastewater in agriculture

as well as for the construction of small dams on Nahr el Kabir (Noura),

concrete closed channels, and pressurized irrigation systems;

9) Revising laws related to water management and plant resource

management, enabling a sustainable use of these natural resources; and

10) Promoting the establishment of agricultural facilities (storage and

packaging units, new varieties mother plants, etc.) and revitalize the

existing milk distribution centers.

4 . 5 D i v e r s i f y i n g t h e E c o n o m i c S e c t o r s

Priorities related to development of the economic sector can be summarized along

these lines: more competitiveness, more opportunities, improved governance,

more preservation of the commons and more social cohesion, jobs and improved

quality of life that will help reduce poverty.

Agriculture alone cannot play this role and considerably boost the economy of the

region; the development of other complementing economic sectors is needed for a

well-balanced and dynamic economy.

Redefining the roles and investment environments of the existing economic sub-

sectors (public administration, trade and commerce, banking and services, light

industry and local crafts, mid to heavy industry, banking, and construction)in the

context of Akkar‟s development strategy could help unlock Akkar‟s potential and

economic comparative advantages in the future. Promoting new economic sub-

sectors, which have a strong potential in the region, would increase the

importance and market potential of the local economy into a regional and

eventually a national one.

Nevertheless, an inclusive green growth strategy is also to be considered at the

macro level.

The main guiding principles for the diversification of the economic sectors are as

follows:

1) Creating a new form of social corporatization by involving all stakeholders

(banks, investors, entrepreneurs, insurance, equipment sellers,

management companies, marketing companies, locals, etc.) and by

targeting key high value-added investments to help capture local savings

and investments and improve social harmony, cohesion and trust;




2) Diversification and climbing up the value chain to increase formal

commerce and trade opportunities, i.e. reorganizing and streamlining agro-

cooperatives to develop transformation hubs (frozen vegetables, dairy

products, etc.) and where compliance, enforcement and penalty are

applied by the cooperative to maintain quality control, certification,

branding and markets;

3) Developing skills and knowhow for crafts, agro-business, energy farming,

small and medium enterprises and tourism to attract investors;

4) Regulating the microfinance institutions by the Central Bank of Lebanon

and introducing new lines of business such as micro-savings and micro-

insurance;

5) Regulating land use (cadastre with zoning), building form and function

standards (earthquake proof, energy smart, green buildings, etc.), and

natural resource extraction (sands and rocks) in order to reach a quality of

life and environmental balance while increasing small and medium industry

efficiencies;

6) Establishing a synergy between Akkar and Tripoli's infrastructures on the

one hand and Akkar and Syria's infrastructures on the other hand. This

synergy is a step towards transforming Akkar from a place of passage to a

hub having its own economical weight in the region;

7) Preparing an environment conducive to attract investments i.e., providing

incentives (tax breaks; soft loans, etc.), providing a marketing package that

presents the potential of Akkar, e.g., agricultural output potential in quality

and quantity, ensuring proper transportation for input and output,

determining the profile of the labor force and instituting training cycles, and

enforcing strict environmental standards for air, water and soil; and

8) Promoting the development of Eco-Industrial Parks. By definition, an Eco-

Industrial Park is a community of manufacturing and service businesses

located together on a common property and where members seek

enhanced environmental, economic, and social performance through

collaboration in managing environmental and resource issues (waste

minimization, use of renewable energy, etc.). Such parks would not only

create job opportunites for local communities while preserving natural

assets, but would also consitute a model to be followed in the country.

The aim of the SSRDP is to integrate the activities of all towns, villages and sub-

regions of Akkar into the heart of the national economic system in order to

improve the territorial offering. This is valid for industrial activities, commerce,




services, and also for tourism. The strategy is to capitalize on the assets of the

region (Map 4 and Map 5).

Industry and power

Since the Akkar Governorate is rich in water resources, the region is one of the

five regions disposing of hydropower plants in Lebanon and the nearby Deir

Aamar combined cycle gas turbine (CCGT) plant serves the whole region of the

North.

Akkar (the Akkar plain and east Akkar) is one of the three regions identified as

having the highest potential for the generation of wind power by the National Wind

Atlas of Lebanon published in 2011 published by CEDRO. Moreover, the area of

Upper Akkar/Upper Hermel is the only area considered as having a high

concentrated solar power and photovoltaic solar potential in Lebanon. Finally,

Akkar holds the small fraction of the economically exploitable geothermal

resources in the country. In addition to reinforcing the generation of electricity in

Akkar, the rehabilitation, enhancement and/or implementation of these renewable

energy structures will support the development of the region by attracting

investments and providing employment opportunities to the local population.

The Arab Highway, the North Highway and the system of link roads connecting

the relay-villages/poles to the coast, constitute a strong network for the distribution

of merchandises to/from and within the North of the country, the Hermel area, and

Syria. By reducing transportation and storage costs, this well-balanced and

diversified network will considerably benefit one of the main vocations of Akkar:

the agricultural sector and its products.

The proposed locations for industrial areas were identified based on the following

criteria:

1) On land identified as rural by the NPMPLT, outside the agricultural lands of

national interest (NPMPLT);

2) distant from the natural coastline;

3) outside the proposed area of the Natural Park;

4) outside the main residential area of villages;

5) safe from natural risks and vulnerabilities;

6) close to existing and planned transport infrastructures (airport, port,

highways, railways, link roads); and

7) close to water bodies.




Thus, three main industrial areas are proposed: 1) in the Bebnine area on the east

part of the Abdeh-Halba axis (Bebnine is already a site of small industries,

especially in wood carving and furniture), 2) in the Dreib area, west of Chadra,

and 3) between Koueikhat and Tleil, just outside of the agricultural domain of

national interest; this area is already industrial with large poultry farms. The

distribution of these areas is strategic given that:

1) The first one is located on the coast and serves the southern-western part

of Akkar, it is close to the highways, the railway and the port of Abdeh; and

is connected to the main agglomeration of Tripoli.

2) The second one serves the eastern part of Akkar and connected to the

Syrian border.

3) The third one serves the northern part of Akkar, is very close to the main

road of Halba-Qobaiyat, and the closest to the René Moawad Airport.

Since these proposed areas are located on actual agricultural land (as per the

2013 NCSR Land Use Map), the Consultants‟ team also proposes the following

existing non-productive lands as possible alternatives:

To the east of Chadra, in the Wadi Khaled area;

Between Beino and Qobaiyat, where licensed quarries already exist.

Here, an arbitrage will have to be made by the locals/decision makers in order to

select the most suitable proposed locations for industrial areas.

4 . 6 V a l o r i z i n g t h e N a t u r a l a n d B u i l t

H e r i t a g e

Nature and heritage sites in the region have important intrinsic value; in addition,

natural and heritage areas make communities more attractive, provide

recreational areas, and create marketing opportunities for new developments.

Additionally, the woodlands, grasslands, wetlands, streams, forests, temples,

sarcophagus, landscapes, castles, etc. of the region are aspects of its natural and

built heritage that would be difficult, if not impossible, to replace if they are lost.

Valorization of the natural and built heritage includes preservation and sustainable

use of these resources to achieve an ultimate goal of (1) protection and

enhancement of the natural and built heritage, (2) economic development through

supporting livelihood of local communities, and (3) social benefits.

The main guiding principles for the valorization of the natural and built heritage are

listed hereunder while guidelines for the management of the natural areas and

major landscapes are further detailed in section ‎4.6.1:




1) Understanding the significance of cultural and natural heritage which will

lead to increasing the respect and consideration of regulations, and

therefore the enhancement of its potential;

2) Encouraging ecotourism activities and publicizing the region and its assets

to allow for asustainable management of existing resourcesand assets and

also create job opportunities,attract tourists, and boost the local economy;

3) Developing the National Park to ensure sustainable management of

natural resources while boosting the local economy through the attraction

of tourists;

4) Developing a primary cultural site to become an attraction pole to the

region;

5) Developing renewable energy infrastructure along with the needed

technical, human and financial framework to sustainably use natural

resources, help alleviate poverty by providing access to services and new

job opportunities;

6) Promoting sustainable grazing and forest management, and reinforcing the

role of forest guards as a means of fire risk reduction and conservation of

resources; and

7) Reducing stresses and pressure sources over the natural and built

heritage: pollution and contamination, fires, quarrying, urban

encroachment, etc.

4 . 6 . 1 M a n a g e m e n t o f N a t u r a l A r e a s a n d M a j o r

L a n d s c a p e s

A major challenge for the region is to answer the urgent need for conservation of

its declining biodiversity and to call for the sustainable management of its

resources (ECO-MED, 2013). The designation of a protected area – the Natural

Park (NP) – within the region is an essential first step building the path towards

conservation efforts.

Policy recommendations for the protection and valorization of the natural areas

and the major landscapes in the region mainly relate to (1) forest biodiversity

management, (2) grazing management, (3) biodiversity reservoirs and ecological

connectivity, and (4) the sustainable management of the natural park area.




4 . 6 . 1 . 1 F o r e s t B i o d i v e r s i t y M a n a g e m e n t

In order to manage the forest biodiversity, operational tools such as an adapted

and complete forest typology should be developed together with an extensive

mapping of all forest and vegetation types occurring in the region.

Conservation priorities and management actions should then focus on the

conservation and management of the identified hot-spots (such as the sporadic

population of Mount Thabor's oak or relict populations of Syrian Serin) and their

ecological corridors linking them to one another.

Improving the existing forest biodiversity is also possible by implementing

conservation actions for some of the minor tree species such as thinning,

selective cuts, charcoal cuts and firebreak treatments during forestry operations.

In the absence of an operational forestry institution, it is necessary to set realistic

perspectives in forest management. The development of a “local sustainable

economic policy for the forestry sector” is the best way to preserve forests and

create resources for forest improvement.

The priority themes for forestry management are:

Charcoal production with sustainable stand treatments for which it is

recommended to restrain grazing from young copses, conserve older

reserve trees and locate charcoal pits away from forested areas;

Forest fire risk management through simple actions and the

implementation of best practices such as keeping shrubs down and clean

along major roadsides by means of ovine grazing; maintaining agricultural

and pasture zones on plain ridges and in the thalwegs in the largest forest

zones at low altitude is also to be encouraged where pasture management

best practices need to be implemented outside forest stands or at forest

edges;

Natural regeneration of selected forest stands by reducing grazing

pressure in forests and moving pasture lands to open lands and forest

edges; preserving established regeneration with enclosures in the

deteriorated stands; facilitating forest species diversity in forest stands and

educing branch-cutting practices for forage.

4 . 6 . 1 . 2 G r a z i n g M a n a g e m e n t

In the past, grazing issues were mostly managed by Himas. The current

mismanagement induced both under-grazing and over-grazing of lands leading to

problematical situations. The sustainability best practices should today be re-

instated and supervised on a long term basis either by Himas or other local

establishments, ideally through a participative approach involving shepherds, local




community groups and all concerned stakeholders. The aim is to implement

alternatives to forest grazing, to reduce the impact of forest grazing when

alternatives are not an option and to adapt the pastoral methods to the local

constraints and objectives.

A contract system is recommended for managing changes in the agri-environment

which should reward the positive changes in attitude and would involve simple

and flexible measures which will aim to encourage the shepherds to avoid grazing

in forest stands, cooperate with Himas, Waqfs, municipalities and other

organizations, obtain previously concerted results (for example in firebreaks),

switch from goat to sheep herding, improve sanitary conditions of their families

and herds, and adjust to more sustainable grazing periods.

Finally, the evaluation by means of medium and long term monitoring of the

effects of this grazing management transition on biodiversity and the socio-

economic status of the local population is most important in order to adjust the

management to the actual situation.

4 . 6 . 1 . 3 B i o d i v e r s i t y R e s e r v o i r s a n d C o r r i d o r s

Besides forests, conservation of other open habitats is also crucial: the greater the

diversity of habitats, the greater the inherent biodiversity is revealed.

A precious natural resource for wildlife that seems to be very scarce in the natural

park region is water points of acceptable quality. The conservation and

development of the territory should focus on the preservation/restoration of all

existing ponds and rocky river banks.

In the Mediterranean eco-zone, the alternation of open, shrub and forest habitats

should be preserved in order to allow the persistence of vulnerable species such

as the Terrestrial tortoise and many threatened breeding birds such as the

European Roller.

In the Alpine area above 1,800 m, focus should be on open areas with cushion-

like vegetation (phrygana) that shelter strictly endemic species.

More globally and in an ecologically sustainable development concept,

development of the territory should avoid breaking the identified major wildlife

corridors in order to ensure the up keeping of local populations that depend on the

long term on genetic exchanges with other adjacent or neighboring populations.

In addition to the above-mentioned measures, education and awareness

promotion in schools and among the local population is crucial to enhance

knowledge of ecological issues, promote and develop sustainable eco-tourism in

this exceptional natural landscape.




4 . 6 . 1 . 4 E s t a b l i s h m e n t a n d S u s t a i n a b l e

M a n a g e m e n t o f t h e N a t u r a l P a r k

As already stated previously, the designation of the Natural Park (NP) in this

region is crucial for its long term socio-economic and sustainable development.

The delineation of the NP is mainly to be determined by the municipalities willing

to be part of it. Apart from the cities and large urban areas, the entirety of the

Upper Akkar region can be included within the NP, provided that the territory of

the NP (Cluchier, 2013):

Covers a large rural area including exceptional natural, cultural, and

heritage assets requiring conservation;

Presents promising opportunities in reconciling its economic development

and the conservation of its natural, cultural, and heritage assets;

Includes one or several areas under supervised management, one or

several areas respecting the principles of sustainable development and

one or several areas dedicated to conservation.

Proper waste disposal by the community, farmers and tourists should be

ensured; segregation, recycling, composting and waste valorization should

be promoted and adopted in the area as part of sustainable development

principles.

The tool to plan the NP should consist in a single planningdocument that

determines, at the scale of the entire concerned territory, urban planning, housing,

and mobility policies. The management plan of the NP should be developed in a

specific self-standing document which will have to be evaluated and updated

following a 10-year frequency. For the success of the NP, the involvement and

appropriation of the NP management plan by the local population has to be

unreserved. Besides, a strong involvement of the central government on the legal

and enforcement framework but also on the allocated resources to implement the

project is essential.

The creation of the NP will be possible only after the municipalities will have

reached a written agreement (Charte) and, following the enactment of the recent

Law and application decree on protected areas, it shall be proposed to the MoE.

The Charte will then be annexed to the Local Planning Plans.

East Mediterranean-European cooperation in restoration ecology, conservation

ecology, forestry and pasture management, land suitability, professional and

technical training will constitute an asset for the establishment and management

of the NP.

The NP area, upon its establishment, shall serve as a scientific site for research

on the interaction between human presence and ecology. The results of such




research studies shall be communicated to the NP management committee to

orient and improve the NP management plan.




Map 11: Natural areas and main ecological assets




5 P R O P O S E D A C T I O N P L A N

5 . 1 P r e r e q u i s i t e s t o t h e S t r a t e g i c P l a n

Akkar needs to be given priority at the administrative and national level in

a shift from its long marginalization and deprivation to new opportunities of

development. In order to do so, the SSRDP technical team stresses on the

fact that three elementary prerequisites have to be provided on the

national level. Only then will Akkar be able to reach the level of regional

development targeted in this Strategic Plan. These prerequisites are

elaborated in the following tables:




Table 6: Prerequisites for the Strategic Plan

Implementing the governance measures needed to launch the setup of the Mohafaza of Akkar (implementation of the Law n°522)

IMPORTANCE

When studying sustainable development, it was found that the local level is the best level for tackling development and thus

decentralization has become the building block on which successful sustainable development strategies should always

repose.

Decentralization is defined as the transfer of responsibility for planning, management, resource-raising, and allocation from

the central government to field units of central government ministries or agencies; subordinate units or levels of government;

semi-autonomous public authorities or corporations; area-wide regional or functional authorities; or NGOs. Decentralization

gives local authorities more responsibilities and freedom of action without having to refer to central institutions.

Decentralization and local governance are inseparable factors that contribute strongly into the efficiency of local development

attempts. Enhanced local governance allows the establishment of strategies that better cope with local needs, reduces

opposition and corruption, and increases cooperation between local actors.

In the case of the SSRDP, the plan was developed in close coordination and cooperation with the local actors but there

remains a need to establish an implementation unit that will be responsible for translating this strategic plan into actions at the

regional and local levels.

The only existing decentralized local governance units are municipalities and federations of municipalities. Most municipalities

are too small, have weak administration, are understaffed and short on resources, constrained by excessive procedures to

deliver services, and concentrate on small “housekeeping” projects in the absence of strategic and sustainable planning.

Federations face similar problems and only few are working on a regional scale with long-term objectives and projects. Many

face the problem of coherence and geographical connectedness. Federations have no tax authority, and mainly rely for their

budgets on the Independent Municipal Fund (IMF) and on the contributions of member municipalities that are not a reliable

source.

After consulting with pioneers in the field of local development and decentralization, notably the LCPS (Lebanese Center for

Political Studies), the following two (2) scenarios are proposed. Both scenarios are inspired from the Draft Decentralization





Law (مشروع قانون الالمركزية االدارية) published in 2014 by the LCPS but not yet approved and enforced by the Lebanese

Government.

Scenario 1, the hypothetical scenario, is a direct application of the Draft Decentralization Law of 2014 whereby the

Federations of Municipalities, Qaimmaqam (قائمقام), and Governor (محافظ) are replaced by an elected (as opposed to appointed)

Regional Council (مجلس قضاء) of 12 members representing villages with a population size inferior to 5,000 and which would be

responsible for implementing the SSRDP.

The draft law strengthens decentralization by transforming the Qadas into key developmental actors instead of being headed

by central government appointed Qaimmaqams and Governors. The Qadas would have a council directly elected by the

people and would be endowed with a mandate to provide a wide range of services as well as the fiscal resources to do so.

The application of this scenario would require the enactment of the Draft Decentralization Law and the creation of all needed

legal and administrative set-ups: establishing Regional Councils along with their election process; re-thinking the roles,

responsibilities, and fiscal authority of municipalities and unions; transferring the roles and functions of Qaimmaqams and

Governors to the Regional Councils; provision of fiscal resources through a decentralized fund; etc.

Scenario 2 is a more realistic scenario highlighting the best available options given the current circumstances and until the

adoption and enactment of the Draft Decentralization Law. The proposed set-up consists of creating a Committee for the

Development of Akkar, similar to the Regional Council proposed in the Draft decentralization Law, created for the

implementation of the SSRDP as a first step and for regional and strategic plans and projects in the long term.

The committee members would include:

Representatives of the existing Federations of Municipalities of the Akkar Governorate;

Representatives of the CDR and MoIM;

Representative(s) of donors/funding agencies;

Eventually representative(s) of consultant(s) who prepared the SSRDP.





The committee would be divided into two units: the Implementation Unit (composed of Representatives of Federations of

Municipalities and CDR) and the Supervision Unit (remaining members) in charge of overseeing and guiding the

Implementation Unit‟s work and preventing unjustified deviation from set goals. Each committee member should have defined

roles and responsibilities and equal weights while voting for any decision.

The Implementation Unit would consist of employed technical personnel responsible for all aspects of the SSRDP‟s

implementation (funding, tendering, sub-contracting, work phasing, etc.). The qualified personnel can be members of the

committee or external Experts if the required qualifications are not available, but should strictly consist of locals. Salaries of

the Implementation Unit‟s personnel would be procured from the Federations‟ budgets or the donors and funding agencies

investing in the SSRDP‟s implementation.

The Supervision Unit would consist of unpaid administrative personnel responsible for supervising the work of the

Implementation Unit‟s personnel.

STAKEHOLDERS Local/National International

Federations of Municipalities, CDR, MoIM Donors/funding agencies:AFD, World Bank, EU, EIB, UNDP, etc.

Completing the cadastral coverage of Akkar

IMPORTANCE

The cadaster helps establishing the land use regulations for territories with high urban pressure or for zones concerned by

public irrigation or expropriations projects; it ensures the protection and conservation of the public domains. Moreover, the

cadastre also constitutes a tool that incites investments and facilitates the property registration procedures for citizens and the

management of real estates.

The lack of land registry (cadastre) leads to unclear ownership and tenure, inaccurate location and dimensions and incorrect

value of the land. It also prevents the tracking of long-term changes over time for geological or ecological studies. In some

regions, it can provoke illegal practices of appropriation of others‟ properties or public domains.




Completing the cadastral coverage of Akkar

In the study area, the lack of cadastre particularly causes conflicts between the various localities over the management of the

forests (in particular the Qammouaa forest) and constitutes an obstacle towards the creation of the Natural Park.

STAKEHOLDERS

Local/National International

MoF, DGUP, DG of Geographic Affairs, Mokhtars, Wakefs,

Ministries affected by the landed properties (MoA, MoPWT,

etc.)

Providing the adequate fundamental infrastructures required for the development of the region (main roads and links, airport, railway, electricity, sewage network, wastewater treatment plants, solid waste management, water supply and irrigation systems, etc.)

IMPORTANCE

The term infrastructure refers to the specific services and facilities indispensable to sustain or improve an economy and a

society: roads, bridges, airport, ports, water supply and sewer networks, electrical grids, telecommunication networks, and

solid waste management. Technically, infrastructure facilitates the production and distribution of goods and services, allows

access to basic social services such as schools and hospitals, and contributes to the wellbeing of a society. Inevitably, the

condition of a region‟s infrastructure represents an important factor for judging its development. Akkar being one of the most

disadvantaged regions of the country, only a strong „skeleton‟ – or infrastructure network – will trigger efficiently its

development and facilitate the improvement of the other sectors( transport infrastructures), trigger trade and tourism and

facilitate education and access to health facilities; water and wastewater infrastructures decrease the risk of disease

outbreaks, reduce agricultural and industrial imprints, and protect water resources; energy infrastructures benefit the

agricultural and industrial sectors and, when renewable, are sustainable and preserve natural resources while reducing health

impacts of air pollution; telecommunications infrastructures trigger education and social development and facilitate

governance; and finally solid waste infrastructures reduce air, soil and water pollution, decrease the risk of disease outbreaks,

and help preserving natural resources.

On the national scale, adequate infrastructures are fundamental; for Akkar, a region that is underdeveloped compared to the

rest of the country, it is an emergency. In fact in Akkar, infrastructures do not match population growth;several villages are

isolated due to poorly developed and poorly maintained road networks; the region lacks public transportation; there are no

proper wastewater networks nor wastewater treatment systems; there are no proper solid waste management systems; the

infrastructures for water supply are incomplete/inefficient; irrigation networks are outdated/inefficient and insufficient; water is




Providing the adequate fundamental infrastructures required for the development of the region (main roads and links, airport, railway, electricity, sewage network, wastewater treatment plants, solid waste management, water supply and irrigation systems, etc.)

excessively and inefficiently used for irrigation; there is a lack of infrastructures dedicated to prevent forest fires (roads, water

intake points, adequate facilities, etc.); the electricity network is incomplete/inefficient and frequent power outages and weak

supply induce a considerable profit-loss (i.e.: like in the food processing activities which rely heavily on cooling rooms); the

telecommunications network is incomplete/inefficient. Moreover, the Akkari municipalities strongly lack budget to carry on

infrastructure projects within their boundaries.


MoPWT, MoEW, MoA, CDR, DGCA, DGHER, NLWE UNDP




It is not recommended to have the SSRDP limited to infrastructure

projects. As much as they are of strategic importance to the

development of the Akkar region, they are considered as prerequisites

to lay the ground and accompany the suggested actions within the

SSRDP.

In reference to the Map 1, several infrastructure projects are being

planned / executed by the CDR. These projects are considered part of

the prerequisites needed for the implementation of the SSRDP.

The Action Plan is composed of 11 projects detailed in the next section

(5.2. Priority Projects of the Strategic Plan) that represent the core of

the SSRDP.

On the longer term, it is recommended to consider the three main

infrastructures projects developed in section ‎5.3 as potentialities for the

development of Akkar. They could only be considered on the longer

run as they are interrelated to decisions at regional and national level

that cannot be taken currently due to the prevailing situation in

Lebanon at the time of the elaboration of the SSRDP.

5 . 2 P r i o r i t y P r o j e c t s o f t h e S t r a t e g i c P l a n

Project identification responds to two approaches:

1) An approach stemming from the identified Visions and Objectives

developed in collaboration with the local stakeholders and includes the

formulation of projects that will put the region on the right track towards

achieving these objectives and visions; and

2) A second approach stemming from the Strategic Axes of Development

developed by the experts that corresponds to the formulation of

projects in line with these strategic axes.

The first approach is mainly based on the understanding of Akkar residents

and main stakeholders of the roles of their region sought during several

workshops and discussions the experts had with them.

The second approach is more related to the analysis conducted by the

multidisciplinary team of experts, mainly on the data collection, and the SWOT

analysis conducted.

The meeting points of these two approaches guided the formulation of elven

priority projects, which constitute the starting point of the implementation of the




Strategic Plan and without which further projects cannot be implemented

and/or function. The projects were thus identified based on the following

criteria:

Answering several objectives and presenting multi-sector benefits;

Corresponding to concrete actions that can be clearly defined,

budgeted, financed and implemented; and

Beyond reinforcing and covering the three visions, these projects were

among the most discussed projects during the Mission 3 Workshop.

The ten identified priority projects are presented in Table 7 and geographically

schematized in Map 12, while Appendix 2 presents a detailed Project Sheet

for each project detailing the following:

Context and rationale;

Description and objectives;

Expected results and environmental impacts;

Requirements, prerequisites, and estimated implementation period;

Responsible parties, stakeholders, and beneficiaries;

Potential risks and challenges;

Indicators for follow-up and evaluation; and

Possible funding sources and estimated financial cost.




Table 7: Action Plan for the Sustainable Strategic Development of Akkar

General prerequisites

Implement the governance measures needed to launch the setup of the Mohafaza of Akkar (implementation of the Law n°522)

Complete the cadastral coverage of Lebanon

Provide the adequate fundamental infrastructures required for the development of the region

# Project Time frame Specific prerequisites

1

Corporatize cooperatives for reckoned traditional Akkari products within

a complete circuit including management, labeling, quality control and

compliance, and marketing

Medium term

− The presence of an active cooperative producing Akkari reckoned products as mentioned above

− The existence of a building, edifice or premises enabling food processing, packaging and storage.

− Minimal land, water, plant and animal resources allowing the production at commercial scale

− Minimal human resources and skills allowing the proper functioning of the cooperatives

2

Establish sustainable agriculture systems that include conservation

agriculture, crop rotation and mixed farming system for major crops in

Akkar

Medium term

− The acceptance of farmers to participate in trainings, field days and farmer field schools

− The availability of staff to constantly support the farmers and monitor progress

3 Enhance water efficient irrigation systems in the irrigated schemes of

Akkar Medium term

− The existence of a legal framework for water user associations (on track between CDR and MOEW)

− The existence of well-defined irrigation schemes in fruit orchards (water source and adequate distribution network as well as energy source to pressurize water)

− The availability of minimal human resources and skills allowing the proper functioning of water users‟ associations

− The availability of space for water storage facility (reservoir) at farm level

4

Develop B.P. (Brevet Professionnel) and C.A.P. (Certificat d‟Aptitude

Professionnelle) dual programs in construction, agriculture, technology

and small industries in public technical schools, according to market

demand

Medium term

− Enhance the quality of premises, equipments and laboratories of public technical schools in Akkar

− Ensure the existence of qualified human resources to deliver TVE in these schools

− Supply financial support to both trainees and trainers for on the job trainings (as incentives for both, and to cover transportation expenses for trainees)

− Stress on the role of the coordination committee and of its responsible person to enable it to impel all stakeholders towards the accomplishment of the project objectives

− Develop transversal trainings on personal skills for all trainees in the dual

system and in the CAP vocational training

5 Develop the main actions, measures and recommendations into a

“charter” laying the ground for the creation of the Natural Park Medium term

− Delimitation of the cadastral boundaries of the villages within the Park

− Ensuring the willingness of the concerned villages to adhere to the Park

− Enactment of the Protected Areas Law and its Application Decree

− Availability of adequate infrastructure (transport, energy, telecommunications, water, waste, wastewater, etc.)

− Availability of minimal human resources and skills allowing the management of the Park, which requires capacity building

− Regulating the construction sector

− Promoting the development of policies and plans for the Mohafaza of Akkar




in order to promote its sustainable development, alleviate poverty and consequent pressures on its environment

− Controlling quarrying activities and mandate their rehabilitation

− Complete the zoning and develop land use management guidelines for the Mohafaza of Akkar, Upper Donniyeh and Upper Hermel.

6

Develop and strengthen primary health care centers while ensuring a fair

and sufficient geographical distribution while also diversifying their health

services

Short term

− Allocation of resources from the government in a sustainable way

− Linkage between the MoSA National Poverty Targeting Program and PHC services

− Health Card initiation in Akkar, along with an effective information system, linking PHCs and referral institutions

− Accessibility of PHCs with a good geographic distribution and coverage

− Technical education programs in Akkar to prepare qualified human resources in all health related fields (at all levels of health and social services)

− Provision of resources to municipalities to be able to allocate health expenses in their budgets

− NGOs and dispensaries assessment to be able to select most effective ones

7 Revalorize Tell Arqa as the primary cultural site in Akkar Medium term

− Promote the archaeological site as a touristic destination, and attract national and international tourists

− Preservation and conservation of the site on long term

8 Launch a feasibility study to be conducted for a Thermal Spa in Akkar

(potential site: Semmaqieh)

9

Support the Directorate General of Urban Planning (DGUP) in the

development of local Master Plans for Akkar including areas deserving

preservation (coastal zone, forests, wetlands notably used by migratory

birds, etc.)

Medium term

10 Propose recommendations for the development of large scale renewable

energy projects in the Mohafaza of Akkar Medium term

− A clear legal and institutional framework governing the development of large scale RE projects in Lebanon

Development of basic infrastructure in the region to facilitate access, implementation and connection to the grid.

N.B.: The numbers (column [#]) are used only for identification purposes. The priority actions are not arranged by order of priority since they all have the same level of priority.




Map 12: Location of Priority Projects within the Frame of the SSRDP




5 . 3 M a j o r I n f r a s t r u c t u r e P r o j e c t s o n t h e L o n g

T e r m

The territory of Akkar offers a unique development urban potential. The presence of two

main multimodal transports plays a strategic role in the development of the area.

Their current state needs to be enhanced and/or rehabilitated for future recommendations

for a long term period:

1) Putting back into minimum service the existing railway network will ensure as a first

step cargo transportation and will reinforce the transit role between the territories of

the North of Lebanon and Syria. The link is established between Tripoli and

Abboudiyeh, and will be linked to the Arab railway network passing through Syria,

Iraq and Turkey.

Recently, the Council of Ministers has tasked the CDR with conducting a feasibility

study and search for grants and funds to rehabilitate the railway linking Tripoli to

Abboudiyeh, on the northern border at a cost of $25 million.The 25 km-long railway

will be linked, at a later stage, to the Arab railway network passing through Syria, Iraq,

and Turkey. It will first be used to transport cargo, then passengers.The CDR is

working with the General Directorate Railways and Public Transport at the Ministry of

Public Works and Transport to prepare the terms of reference, in order to hold a

public tender for the project.

2) The René Moawad Airport has its strategic location and is the second national

airport. Through its rehabilitation, this airport is capable of receiving 1 million

passengers and 200,000 tons of freight per year (NPMPLT Final Report, Chapter 4 -

The perspectives of the National Physical Master plan, Page 29). The preliminary

background pitch for transforming the Airport into a commercial airport should be

conducted, and options for financing management and having an industrial area/free

zone planned over 45 hectares as per the NPMPLT should be assessed. The airport

will be developed to support the economic reform and act as a “pressure valve” to

alleviate growing unemployment; to serve as experimental labs for the application of

new policies and approaches; and to attract Foreign Direct Investment.

A Long Term Project Sheet in appendix 3 details the descriptions of this project

along with its prerequisites, mainly:

- The acceptance of communities (to be ascertained during the Environmental and Social Impact Assessment Framework)

- Transparent and participatory process.

With regards to the Port of Abdeh, currently a small fishing port, it is recommended that the port gets rehabilitated while maintaining its fishing aspect and developing its touristic assets on the preserved coastline of Akkar.




6 R E C O M M E N D A T I O N S F O R M A S T E R P L A N S

D E V E L O P M E N T

The recommendations and guidelines to be given for the elaboration of local master

plans constitute a major part of the SSRDP. These recommendations should consider

first of all, all the suggested priority projects recommended previously (taking into

account their geographical location) as well as the consequences (direct and indirect)

that might result from their implementation.

Moreover, some general guidelines are suggested in this section, knowing that the

elaboration of these master plans should constitute a priority project and as such a

detailed project sheet (number 9) has been elaborated in this regard. It is

recommended to finalize the cadastral mapping of the area in parallel as mentioned in

the project sheet (number 9) under the pre-requisites heading.

By outlining comprehensive guidelines adapted to the scale of the region, the SSRDP

aims at transposing development guidelines from a national scale (that of the

NPMPLT) to a local scale (that of local master plans). While these guidelines tackle

every sector of development, project no. 9 addresses in particular the urban planning

sector.

Creating the green and blue networks for Akkar will protect biodiversity in the area and

limit urban expansion.

The idea is to connect ecological corridors to a green infrastructure and to sustainably

manage water resources. Through local Master Plans, the urban sprawl will have to be

limited to specific areas (to be further identified and delineated in details; e.g., Halba)

and the natural resources and landscape of the territory will have to be protected.

Referring to the Map 4, we can see that the linear expansion along the main axes

toward villages like Abdeh, Bebnine, Kouikhat, Khraibet el-Jundi and Halba shows a

considerable urban density. The expansion is horizontally munching green fields

connecting the villages through a ribbon-like development.

Similarly, the urban sprawl between Halba and Miniyara and along the main roads

should be controlled. Future expansion should be prevented in order to mitigate

congestion, slow traffic, and encroachment on agricultural and / or wooded lands.

Problems are further aggravated by governance resulting from understaffed and

underequipped larger municipalities.

Moreover, urban expansion should be restricted at the urban areas of relay-villages in

order to 1) mitigate the effects of linear sprawl and scattered invasion of agricultural

land, 2) offer good local services throughout the territory, and 3) focus and promote

local development.




The NPMPLT recommends the preservation of the coastal dunes of the Akkar plain,

the Salinas, and the wetland of Qleyaat and the establishment of an ambitious project

of a National Park in the North, including the mountain block of Qornet es-Sawda and

the natural and forest areas of the North in the perimeter of Karm Chbat, Qammouaa

and Fissane. Future settlements will be forbidden in areas subject to protection by the

MoA and MoE in order to preserve the ecological and biodiversity wealth of the

coastline.

The SSRDP has answered all these recommendations and tailored them to the region

by providing actual park limits and highlighting all ecological features of the region in

terms of local spots and connectivity corridors.

Moreover, sustainable economic development is sought through the creation of the

Park, enhancement of local agricultural and artisanal production, and the creation of

Eco-Industrial Parks (EIP).

The implementation of the proposed eventual extended Natural Park should follow

different levels of protection: 1) supervised management, 2) sustainable development

and 3) conservation.

To preserve forests, particularly the hot spots identified only zero impact construction

and restoring areas damaged by anthropogenic activities and threatened by erosion

will be authorized.

The development of the agricultural domain of national interest should respect the

principles of sustainability and avoiding soil sealing caused by the covering of land by

housing, roads or other construction work.

The main proposed industrial zones are identified in three areas; two of them are

directly related to the coastline, the airport and the port of Abdeh. The third zone will

serve the neighboring area. Other industrial zones are suggested on non-productive

lands.

The establishment and the study of those zones are developed in the “Industry and

Power” section.

The NPMPLT has proposed a set of recommendations for the mountains and the

vulnerable lands:

To preserve the flora of the high mountains and its role of water tower by

forbidding any construction.

To protect the biological corridor of the Cedars by authorizing only very low

densities (G+1), promoting reforestation and allowing minimal constructions in

private agricultural lands.

To protect the continuity of the ecological zones and valleys by authorizing only

low densities and (G+2) and by respecting a minimum radius form river beds.




For vulnerable lands subject to flood and landslide risks, recommendations

state that future projects should not present any threats to future dwellers by

authorizing only very low densities (G+1) and maintain 80% of the land as

garden or forest for infiltration (Table 10 develops this section and Map 13

shows the location of high risk areas).

The aim of the SSRDP is to integrate the activities of all towns, villages and sub-

regions of Akkar into the heart of the national economic system in order to improve the

territorial offering. This is valid for industrial activities, commerce, services, and also for

tourism. The strategy is to capitalize on the assets of the region (Map 4 and Map 5).

Schematic and geographic illustration of these requirements are further presented in

Map 13.

The following table is suggested to define the density of some urban areas in the

context of the preservation of green spaces:

ZONING DENSITY RECOMMENDATIONS

Main Roads Zones Control linear urban sprawl and prevent

future expansion.

Relay Villages Zones Restrict urban expansion to urban areas

and mitigate the effects of linear sprawl

and scattered invasion of agricultural land.

Such restrictions should be developed in

the local masters plan to be elaborated

given their case by case sensitiveness.

The Waterfront Zone /

Coastline Zone

Forbid future settlements in order to

preserve the ecological and biodiversity

wealth of the coastline and the coastal

dunes.

The Quarries Zones Submit the quarries to complete

environmental impact assessment studies

and ban implementation within a

perimeter of 500 m around classified

nature reserves, protected sites and

monuments, inhabited zones, coastlines,

rivers, dense forest areas, Cedars corridor




and mountain peaks. Mandate the

rehabilitation of quarries and ensure strict

monitoring and enforcement of legislation.

Forest Zones Preserve forests by authorizing only

constructions with very low impact on

existing natural assets and restoring

damaged areas.

Landslide and Flood

Zones

low density

(G+1)

Maintain 80% of the land as garden or

forest for infiltration.

The Biological Corridor

of the Cedars

low densities

(G+1)

Promote reforestation and allow minimal

constructions in private agricultural lands.

The Ecological Zones

and Valleys

low densities

(G+2)

Respect a minimum radius from river beds

(500 m).

And the Tables following Map 13 include NPMPLT recommended regulations for

construction, quarries and industrial establishments 1) in agricultural and natural

areas, 2) in areas prone to natural hazards, and 3) in and around distinguished sites.

These guidelines should be respected in any master plan including one of the three

areas/sites mentioned.




Map 13: Recommendations/ guidelines proposed for the development of Master Plans in Akkar




Table 8: NPMPLT recommended regulations for construction, quarries and industrial establishments in Agricultural and Natural areas

Agricultural domain of

natural interest High mountains Corridor of the Cedars Valleys and links

Compactness of urbanization

Mandatory Not applicable (no urbanization possible)

Mandatory Mandatory

Density

(Built up surface areas)

Average in towns, low on outskirts, very low on distant areas, in forest areas and in large agricultural entities

Construction limited to military and technical installations (pylons)

Very low except for ski resorts (average density)

Low, except in center of cities and villages (average) and prohibition on slope > 30%

Heights

G+3 in centers of towns, G+2 in suburbs, G+1 in sensitive areas (forests, groundwater intakes)

Not applicable

G+1, except in center of towns (G+2) and ski resorts (considered in large scale projects)

G+3 in center of towns, G+2 in suburbs, G+1 in forest, agricultural and natural areas

Classification of housing parcels

Only in continuity of villages No Only in continuity with villages

Only in continuity with villages, over 20,000 m

2, otherwise for tourist projects only; with

landscape compatibility study

Large scale projects outside agglomeration

Only in continuity with villages No Ski resorts; only with Environmental Impact Assessment

Tourist projects; with compatibility study

Quarries

Yes; with an Environmental Impact Assessment and reclamation of agricultural lands

No No

Prohibited in woods. Accepted within a min. distance of 500 m away from streams and villages; with an Environmental Impact Assessment

Industries Only for industries not polluting agricultural soils

No Only for mineral water industries; with study of landscape compatibility

Only for industries not polluting the agriculture, streams and forests




Table 9: NPMPLT recommended regulations for construction, quarries and industrial sites, and infrastructures in natural hazards

prone areas

Flood risk

(regulations for lands classified as flood prone areas by NPMPLT and for which no technical study has been carried out proving that the project and its road are safe from any flood hazard and that the

project itself does not worsen the situation on the premises)

Landslide risk

(regulations for lands classified as landslide prone areas by NPMPLT and for which no technical study has been carried out proving that the

project does not present any threat to its future dwellers, nor that it provokes the aggravation of this hazard all around)

Urban agglomerations

Expansions accepted only at the edge of existing villages No particular limitation

Density


Very low Very low, and prohibition on slope > 10%

Heights G+1 including eventual floor on piles No construction in N1

G+1 including eventual floor on piles in U, R, A, N2 and N3

Construction setbacks

80% of the land should stay as garden to help water infiltration 80% of the land should stay as garden


On immediate borders of cities and villages and via a technical analysis that proves absence of flood hazard on the project and nonexistence of hazard aggravation on the surroundings

In immediate border of cities and villages and via a technical analysis that proves the absence of danger on the project and the nonexistence of hazard aggravation on the surroundings

Large scale projects outside agglomeration

No No

Isolated constructions

No No

Quarries

Prohibited in U, N1, and N2;

In A, R and N3, a technical analysis proving the absence of flood hazard on the project and the nonexistence of hazard aggravation on the surroundings

Prohibited in U, N1, and N2;

In A, R and N3, a technical analysis proving the absence of danger on site and the nonexistence of landslide hazard aggravation on the surroundings




Flood risk

(regulations for lands classified as flood prone areas by NPMPLT and for which no technical study has been carried out proving that the project and its road are safe from any flood hazard and that the

project itself does not worsen the situation on the premises)

Landslide risk

(regulations for lands classified as landslide prone areas by NPMPLT and for which no technical study has been carried out proving that the

project does not present any threat to its future dwellers, nor that it provokes the aggravation of this hazard all around)

Industries Accepted only for industries that do not release toxic and dangerous chemicals that could be spread into the ground in case of floods

Prohibited for all categories

Public facilities No No




Table 10: NPMPLT recommended regulations for construction, quarries and industrial sites, and infrastructures in and around distinguished sites

Within large

landscape perimeter In picturesque villages

500 m around remarkable natural sites

(inland and coastal) In forests

500 m around

classified historical

and archeological sites

Urban agglomerations

Required (in continuity of cities and villages)

Mandatory

Study of lands cape compatibility showing the absence of a negative impact

Study of landscape compatibility showing the absence of a negative impact

Study of landscape compatibility showing the absence of a negative impact

Density


Low, except in relay-villages

Low, except in relay-villages

Nil within a radius of 50 m, very low between 50 and 500 (except in urban areas, to adapt according to each case)

Very low if authorized (5%)

Nil outside cities and villages; very low in rural, agricultural and natural areas; to adapt according to each case in urban areas

Heights

G+1 in flat terrain and max. 5 m above natural terrain slope>15%, except in relay-villages (G+2 and 10 m)

G+1 except picturesque

relay-villages (G+1 or G+2 according to cases)

G+1 except relay-villages (G+2 or more according to cases)

G+1 if authorized

G+1 within a radius of 500 m in rural, agricultural and natural areas, and within a

radius of 50 m in urban areas; to adapt for each case between 50 and 500 m in urban areas

Construction setbacks

No particular limitation

Study of landscape compatibility showing the

absence of a negative impact

Minimum 50 m from the edge of the sites

No particular limitation

Minimum 50 m from the edge of the sites


Submitted to landscape impact assessment study

Submitted to picturesque character impact assessment study

To avoid No Submitted to analysis showing no negative impact




Within large

landscape perimeter In picturesque villages

500 m around remarkable natural sites

(inland and coastal) In forests

500 m around

classified historical

and archeological sites

Large scale projects

Submitted to landscape impact assessment study

Submitted to picturesque character impact assessment study

No No No

Isolated parcel construction

No except in immediate continuity of villages

Submitted to compatibility study

Study of landscape insertion showing the absence of a negative impact

No Study of landscape insertion showing the absence of a negative impact

Quarries No No No No No

Industries Submitted to landscape compatibility study

Only harmless activities No No Only harmless activities




A P P E N D I X 1 : G E N E R A L S S R D P M A P S




A P P E N D I X 2 : D E T A I L E D P R O J E C T S H E E T S




PROJECT #1 Corporatize cooperatives for reckoned traditional Akkari products within a complete circuit including management, labeling, quality control and compliance, and marketing

SECTORS ADDRESSED BY THE

PROJECT

Infrastructure Health Governance Agriculture Urban planning Education Social development Culture/ Tourism

Industry Trade and services Environment

TIME FRAME Short term Medium term Long term

PROJECT CONTEXT AND

RATIONALE

Akkar has reckoned assets of different food products (i.e., shanklish, organic products, peanuts, sesame, sweet corn, onion, etc.). However, the added-value of these products has

no major return on producers. Product quality is not guaranteed or not following any specific standards. Market fluctuation and failure is frequent, despite the quality of the

product. Farmers produce and market their products individually and rarely are organized into market oriented cooperatives. The existing cooperatives are mostly based on geo-

political characteristics, and not often based on the type of production. In all cases, cooperative concept is reduced to the procurement of inputs and the delivery of different kind

of assistance from external funds. As a result, producers are not capable to acquire alone the necessary technical assistance or infrastructure to meet with international and

national quality standards. Moreover, they are subject to indebt due to higher cost of production from one hand and market failure from another. Being in a remote area from

major markets, they are controlled by middlemen and Tripoli gross market traders. Their limited volume of production hinders them from accessing better and diversified markets

at both national and international scales.

DESCRIPTION OF THE PROJECT

This project suggests consolidating producers into cooperatives which would be able to be financially viable and active within a complete value chain from the production,

procurement of inputs and technical assistance, to processing, packaging, conducting quality control and further labelling and marketing their products. Consequently, the core of

the project consists of technical assistance and outsourcing services to enable the producers to group themselves under a sustainable cooperative, and to manage it.

GENERAL OBJECTIVE(S)

ADDRESSED BY THE PROJECT Enhance and promote agriculture and food value chains of reckoned products of Akkar, through the revitalizing of cooperatives.

SPECIFIC OBJECTIVES OF THE

PROJECT

In order to achieve the general objective, the following specific objectives are foreseen:

- Capacity building for cooperative members to conduct best practices from production to marketing

- Develop sustainable intensification of production on farm level, for different required raw products

- Promote the production of crops reckoned as assets for Akkar, either at local or regional levels

- Develop an environment conducive to entrepreneurial and industrial innovation

- Develop local competencies, adequate facilities and infrastructure

- Outsource private companies for quality control, and marketing the products

EXPECTED RESULTS OF THE

PROJECT

The expected results are:

- Cooperatives of producers of reckoned products of Akkar are revitalized and marketing their products - Cooperatives have direct linkage with food distributors or shops or exporters and with certification and compliance bodies - Akkari reckoned products are produced under a certified label guaranteeing their compliance to national standards

ENVIRONMENTAL IMPACT

Since agriculture production and food processing are implemented on small and medium sized scale, the negative impact is negligible, and mostly could be attributed to

overexploitation of natural resources (water, aromatic and medicinal plants collection) and pollution (eventual over-usage of fertilizers and pesticides). Yet, these negative impacts

could be overcome through proper management, and compliance with best or good agriculture practices, which has a defined threshold of chemical inputs so as to control the

environmental impact. GHG emissions are negligible and almost restricted to enteric fermentation from livestock and the application of manure and fertilizers on agriculture soils.

REQUIREMENTS AND ESTIMATED Activities/phases Time Content





IMPLEMENTATION PERIOD

Phase I

Creating the

enabling

environment

1 year

This phase embeds the assessment of cooperatives producing Akkari reckoned products and their needs. Accordingly, a technical

assistance will provide the necessary capacity building for strengthening these cooperatives, including legal, organizational and

financial aspects, in order to develop an environment conducive to entrepreneurial and industrial innovation. The procurement of

necessary basic or essential material may also be envisaged.

Phase II Production 2 years

The selected cooperatives will be assisted to produce following best practices accounting national standards of the selected

products. Technical assistance will tackle sustainable intensification of the production at farm level, through different approaches

(field days, farmer field schools, etc.). A similar approach is conducted for post-harvest practices and for a quality control mechanism.

Phase III Marketing 2 years

In this final phase, the cooperatives will be assisted in order to secure their compliance to quality standards, by linking them to a

quality control and certification body. In addition, the project will ensure the linkage of the cooperatives to interested partners from

the private sector to market the products. Technical assistance will also include the necessary capacity building on product

traceability, packaging, financial management and the development of a marketing strategy for the different products.

RESPONSIBLE PARTY(IES)

Leading party:

- Ministry of Agriculture / Directorate General of Cooperatives / Directorate General of Agriculture (extension service, agro-industry service for both animal and plant production) as a hosting ministry

- Ministry of Economy (Geographic Nomination)

Other responsible parties:

- FAO (both national and HQ) as leader of the project

STAKEHOLDERS


- LIBNOR - Certification bodies (Libancert, Veritas, etc.) - Service providers (Agriculture and food industry companies) - Private marketing companies (i.e. Biomass, Biobox, supermarkets, fruit and vegetable shops) - Tourism tour operators and Akkar National Park

Potential donors or partners: USAID, World Bank, EU, etc.

BENEFICIARIES/TARGET GROUPS

The beneficiaries are agriculture and food processing cooperatives in Akkar that are producing or potentially capable to produce reckoned Akkari products (i.e., shanklish, sesame,

peanut, sweet corn, onion, organic products). The targeted groups are farmers, including women active in the production of these commodities and affiliated to cooperatives. Five

cooperatives covering Akkar with at least a total of 100 producers are targeted.

IDENTIFICATION OF POTENTIAL

RISKS OR CHALLENGES

Potential risks are mostly related to the willingness of the producers or cooperative members to adopt the project with its approach. Additional risks could include the absence of

basic infrastructure to process, package, store and transport the products, the absence of the basic skilled human resources, the unreliable energy or water sources, legislative

constraints and political and security unrest.

PRE-REQUISITES

- The presence of an active cooperative producing Akkari reckoned products as mentioned above - The existence of a building, edifice or premises enabling food processing, packaging and storage. - Minimal land, water, plant and animal resources allowing the production at commercial scale - Minimal human resources and skills allowing the proper functioning of the cooperatives

POSSIBLE FUNDING SOURCES Local National International





Public Private Public Private Public Private

INDICATORS FOR FOLLOW UP

AND EVALUATION

Execution Indicators Impact Indicators

- Number of cooperatives and producers actively involved in the project - Number of training sessions and trainees in the different phases of the project - Number of labelled certified products - Number of contracts with private sector to market products

- Number of barcodes showing the number of items per farmer and per cooperative

- Annual turnover and benefit of each cooperative

ESTIMATED FINANCIAL COST

Phase I US$ 250,000

Phase II US$ 200,000

Phase III US$ 350,000

TOTAL US$ 800,000

PRELIMINARY ECONOMIC

ANALYSIS RESULTS

Indicators Economic Analysis

Discount rate at:

Sensitivity Analysis

Discount rate at 10%

8% 10% 12% Switch off Point

Cost/Benefit Analysis

NPV/20 years (US$M) 1.7 1.3 1.0 0.0

IRR/20 years 29% 29% 29% 10%

Present value Benefit/Cost Ratio/20 years 4.0 3.4 2.9 1.0

Project viability Yes Yes Yes Yes

>Cost = <Benefit (±%) ±54%

Cost Increase (±%) +230%

Benefit Decrease (±%) -70%

Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (producer surplus)

needed to cover Phase I to III investments which amount to US$ 0.57 million over 20 years. Still, in depth economic analysis needs to be performed when the detailed feasibility study is commissioned.

-----------------




PROJECT #2 Establish sustainable agriculture systems that include conservation agriculture, crop rotation and mixed farming system for major crops in Akkar


PROJECT




PROJECT CONTEXT AND

RATIONALE

Mainstreaming sustainability into agriculture, through conservation agriculture and mixed farming is an important objective for the preservation of this priority economic sector

and for the achievement the agreed vision of putting Akkar on the map. Sustainability is threatened by intensive production, absence of crop rotation, over-use of pesticides and

irrigation with raw wastewater leading to reduced soil fertility and productivity and increased soil erosion and pollution. Climate change will exacerbate the threats and further

reduce land productivity unless adaptation measures are implemented to climate proof farming.

Mixed farming systems improve sustainable agriculture practices through the diversification of income streams derived from mixed crop and animal production with the added

possibility of developing agro-tourism. Diversified income streams reduce the dependence of farmers on fluctuating markets negatively affecting economic returns. In addition,

mixing crop and animal production improves the natural fertility of the land and decreases costs and pollution from excessive reliance on fertilizers.

The nearly flat topography and the availability of large areas of arable land in Akkar are suitable for mechanized production of field crops and mixed farming. Additional

comparatively abundant and cheap factors of production are the availability of water for irrigation and labor.

Finally, in the age of the Water, Energy, Food and Ecosystems Nexus, agriculture development should be planned in conjunction with its impact on other resources.


This project aims at enhancing sustainable agriculture practices in Akkar through conservation agriculture and mixed farming systems. The main components include assessment

of the level sustainability (on farm and for the region) of agriculture using standard assessment methods, develop the capacity of farmers in agriculture conservation and mixed

farming and finally support farmers in introducing sustainable practices on their farms.

GENERAL OBJECTIVE(S)

ADDRESSED BY THE PROJECT Enhancing sustainable agriculture practices in Akkar.


PROJECT


− Raise the awareness of farmers on the importance of agriculture sustainability.

− Assess the sustainable agriculture practices and on farm processing using standard assessment methods.

− Develop the capacity of farmers for sustainable agriculture practices(conservation agriculture, mixed and climate proof farming)

− Support the farmers in implementing sustainable agriculture practices.

− Monitor the implementation of sustainable agriculture practices and inform famers of progress.

EXPECTED RESULTS OF THE

PROJECT


- The environmental, economic and social sustainable agriculture practices in Akkar are enhanced. - Farmers practice conservation and climate proof agriculture. - Mixed farming is introduced on most farms. - The productivity of land is increased. - Costs and the negative impacts market fluctuations are reduced and incomes are improved accordingly. - Pollution from fertilizers and pesticides is reduced.





- Soil fertility will increase and soil erosion will decrease. - Adaptation of agriculture to climate change is enhanced.

ENVIRONMENTAL IMPACT Sustainable/conservation and mixed agriculture and its derivatives aim at reducing the environmental footprint of agriculture through reduced chemical inputs and use of

machinery.

REQUIREMENTS AND ESTIMATED


Activities/phases Time Content

Phase I

Raising the awareness of the Akkari

population on the importance of

sustainable agriculture practices especially

its impact on their livelihoods

1/2 year

Evidence based awareness raising using demonstration and data from similar locations will help famers

grasp the need to change their traditional agricultural practice and be convinced of the need for

adopting sustainable agriculture practices.

Informative brochures and field tests will be organized to show the famers the benefits of sustainable

agriculture practices in its different declinations

Phase II Assessing sustainable agriculture practices

in Akkar as a region and at the farm level 1 year

Standard sustainability assessment methods such the French tools IDEA and IDERICA or other tools, will

be used to assess the sustainability of agriculture in the region of Akkar as a whole and at the individual

farm level. The methods will identify gaps and needed interventions.

Phase III

Capacity development of farmers on

different aspects of sustainable agriculture

practices

1/2 year

Based on a training needs assessment, theory sessions, field days and farmer field schools will be

organized to train farmers on the different practices related to sustainable agriculture practices, crop

rotation, IPM, GAP, mixed farming, etc.

Phase IV Support to farmers in the implementation

of sustainability enhancement practices 2 years

Famers will be provided on-going and on-demand assistance in implementing sustainability practices as

identified in Phase II above. Support will be provided in on farm practices and investment planning

such as procurement of seeds/seedlings/laying hens/dairy heifers, etc. or support in the basic

infrastructure for mixed farming (silos, milk coolers, seeders/harvesters, etc.).

Phase V Monitoring of sustainability 3 years

Using the same tools as in Phase II above, an assessment of changes should be organized on a yearly

basis on a regional and farm levels in order to monitor the progress towards enhanced sustainability

and its impacts on agriculture in Akkar and on the livelihoods of the farmers. Such assessments and if

positive, encourage farmers to further proceed with proper practices.

RESPONSIBLE PARTY(IES) - Ministry of Agriculture: Directorates of crop protection, animal production and studies. Agriculture extension services - Ministry of Environment: Climate Change Unit


LARI, municipalities, cooperatives , universities Potential donors or partners: FAO, EU, USAID, World Bank, etc.

BENEFICIARIES/TARGET GROUPS The beneficiaries of this project are the farmers of Akkar

IDENTIFICATION OF POTENTIAL The risk in this project lies in the famers’ unwillingness to stop intensive production practices and accept using new sustainable agriculture practices. Sharing of information with





RISKS OR CHALLENGES the farmers to assess on farm sustainability might be a sensitive issue that will affect the results of the assessment.

PRE-REQUISITES - The acceptance of farmers to participate in trainings, field days and farmer field schools - The availability of staff to constantly support the farmers and monitor progress



INDICATORS FOR FOLLOW UP

AND EVALUATION


- Number of farmers actively involved in the project - Number of training sessions and trainees in the different phases of the project

- Positive change in sustainability indicators - Number of farms practicing crop rotation and/or mixed farming - Number of farmers practicing conservation agriculture


Phase I US$ 50,000



Phase IV US$ 300,000

Phase V US$ 100,000

TOTAL US$ 700,000

PRELIMINARY ECONOMIC

ANALYSIS RESULTS


Discount rate at:


Discount rate at10%



NPV/20 years (US$M) 1.2 0.9 0.6 0.01

IRR/20 years 21% 21% 21% 10%






Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (farmer surplus)





needed to cover Phase I to V investments which amount to US$ 0.63 million over 20 years. Still, in depth economic analysis needs to be performed when the detailed feasibility study is commissioned.

-----------------




PROJECT #3 Enhance water efficient irrigation systems in the irrigated schemes of Akkar


PROJECT




PROJECT CONTEXT AND RATIONALE

Akkar has four permanent streams; one of them is bordering Syria. In addition natural water springs occur in different parts of the Governorate. The underground aquifers are

significant on the coastal and Boqayaa plains. Nevertheless, water availability is unequal among different regions. The high demographic pressure and the expected decrease in

precipitations and snow cover will have a negative impact on water availability. Higher depletion rates are expected, with an increased pumping from underground aquifers. The

agriculture sector, which is the major consumer of water resources more than 70%) is already facing many challenges as the dramatic increase in water demand for domestic

use amplified by the flux of Syrian refugees, water scarcity due to prevailing climatic conditions and water pollution. No dams are foreseen in the near future, but several

projects and local initiatives are targeting the increase of water harvesting from surface run off, or to upgrade water distribution systems, to cope with water scarcity. First

initiatives for the creation of water user associations are also carried out. The treatment and reuse of wastewater is crucial on the long run, yet public investments are lacking.

Irrigation systems with high efficient water use (drip irrigation) are promoted by different parties, yet the prevailing poverty in rural communities and the difficult access to

credits hamper the deployment of such systems. In addition, the deployment of such irrigation systems is not coupled with proper capacity building or extension service to

secure the proper utilization of the system, according to climate and crop demand, and consequently obtain the expected benefits from it.


This project aims at increasing water use efficiency at farm level. Drip irrigation systems will be deployed in irrigated orchards where water for irrigation is secured from surface

water (harvested or natural springs), through an existing distribution network. The project will procure irrigation equipment, and provide the necessary technical assistance for

farmers to organize themselves into water users associations, and to properly maintain the system and schedule their irrigations and monitor water quantity.

GENERAL OBJECTIVE(S) ADDRESSED

BY THE PROJECT Improve water efficiency in irrigated fruit orchards to cope with water scarcity


PROJECT


- Deploy pressurized efficient irrigation system at farm level in fruit orchards (pome fruits, stone fruits, citrus, etc.)

- Implement capacity building activities to farmers on water management according to crop and climate demand through a water advisory unit, targeting around 1,000 farmers

- Support the local water establishments

- Create a maintenance system (Water User Associations)

EXPECTED RESULTS OF THE PROJECT

- Improved water efficiency in 1000ha of fruit orchards with at least 30% reduction in water resources allocated for irrigation - Improved livelihood of farmers, due to higher quality of products and lower cost of production - Improved knowledge in irrigation according to climate and crop demand of 1000 farmers - Reduced conflicts on water due to proper management through the created water users’ associations


The improvement of water efficient use will have a positive impact on water resources and the environment. Leaching of fertilizers and herbicide residues into the soil and

streams is reduced as well. Ploughing is unnecessary under drip irrigation, and therefore, GHG emissions from soils and machinery are reduced. Yet, the deployment of drip

irrigation system which has a defined shelf life will create in the future a solid waste problem, requiring recycling when possible, and proper disposal.








Phase I

Needs assessment and

preparation of an enabling

environment

1 year

This phase embeds the assessment of potential irrigation schemes for the deployment of drip

irrigation as well as their needs in terms of equipments (Bill of Quantities), and water distribution

management. Setting of the basis for the creation of water users association is also included in this

first phase.

Phase II Deployment of drip irrigation

systems 2 .5 years

The farmers who agreed on their corporation in water user associations in the selected irrigation

schemes will be selected. Accordingly, Bills of Quantities are prepared, and irrigation systems

procured and established meaning a contract with service providers.

Phase III Capacity building 2 years

In this final phase, the created water user associations and beneficiaries will be assisted through a

technical advisory unit while provide the necessary trainings on irrigation efficient use (scheduling,

quantity of irrigation according to crop and climate demand, maintaining the drip system, managing

water distribution, etc.).


Leading parties:

- Ministry of Agriculture/ Directorate General of Agriculture (extension service and rural engineering services) as a hosting ministry - Ministry of Energy and Water/ Directorate General of Water Resources (services responsible for the decentralized regional water establishments)


- FAO (both national, regional and HQ) as a leader of the project - Other donors and organizations

STAKEHOLDERS


- Green Plan - Lebanese Agriculture Research Institute - CDR - Municipalities - Service providers (Agriculture equipment companies)

Potential donors or partners: FAO, World Bank, EU, USAID

BENEFICIARIES/TARGET GROUPS The beneficiaries are fruit tree growers and potential water user associations in irrigated schemes, specifically pome fruit, stone fruit, citrus and table grape growers. The

targeted group is 1000 farmers holding an area of 1000 ha of irrigated orchards.

IDENTIFICATION OF POTENTIAL RISKS

OR CHALLENGES

Potential risks are mostly related to the legislative aspects related to the establishment of autonomous water user associations, capable of managing their resources. In

addition, the willingness of water users to adopt the project with its approach and surpassing ancestral water distribution systems (water turn) and providing inputs into the

association. Additional risks include the absence of basic infrastructure and energy to secure pressurized water at farm level, and climate adverse and difficult access allowing

the deployment of irrigation systems on time.

PRE-REQUISITES - The existence of a legal framework for water user associations (on track between CDR and MOEW) - The existence of well-defined irrigation schemes in fruit orchards (water source and adequate distribution network as well as energy source to pressurize water) - The availability of minimal human resources and skills allowing the proper functioning of water users’ associations





- The availability of space for water storage facility (reservoir) at farm level



INDICATORS FOR FOLLOW UP AND

EVALUATION


- Area of orchards covered by drip system - Number of beneficiaries from drip system establishment - Number of water user associations created - Number of training sessions conducted

- Amount of water used for irrigation (m3/ha) - Percentage of reduction in cost of production - Number of farmers affiliated to water users associations - Annual turnover of water user associations budget


Phase I US$ 50,000

Phase II US$ 5,700,000


TOTAL US$ 6,000,000

PRELIMINARY ECONOMIC ANALYSIS

RESULTS


Discount rate at:


Discount rate at10%



NPV/20 years (US$M) 1.3 0.6 -0.0 0.0

IRR/20 years 12% 12% 12% 10%


Project viability Yes Yes No Yes




Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (yield) needed to

cover Phase I to III investments which amount to US$ 4.29 million over 20 years. Still, in depth economic analysis needs to be performed when the detailed feasibility study is commissioned.

-----------------




PROJECT #4 Develop B.P. (Brevet professionnel) and C.A.P. (Certificat d’aptitude professionnelle) dual programs in construction, agriculture, technology and small industries in public technical schools,

according to market demand


PROJECT





Half of Akkar young people are suffering, on the one hand from low education levels, from the lack of personal professional skills, and on the other hand, from the highest rate

of child labor with no technical preparation. However, the demand for technicians in the workforce has increased dramatically both in number and in variety. In Akkar, the

number of technical students is increasing, but is still below needed levels. Lebanon government has begun reacting by reforming the vocational and technical education system

since 2010. The linkages with the market demand, the development of entrepreneurial skills and of relations with SMEs, are key points for the success of these reforms, to

prepare a skilled workforce ready to enter and be promoted in the market. Akkar young people future is threatened by complex and unfavorable conditions at the social,

educational and economic levels i:

- Highest rate of poverty and deprivation with average poverty rates of 63% in some of its region

- 7.4% demographic growth rate between 2007 and 2012, with a young population, having the highest percentage of residents below the age of 15

- Highest number of children per family, an average of 4 children, versus 2.6 for Lebanon

- Average individual income in Akkar is the lowest in Lebanon with 73% of individuals living on a monthly income below USD107, compared to a national average of 38.9%, and 22.7% living on a monthly income less than USD40, compared to a national average of 6.3%

- 3.5% of children in Akkar work, compared to 1.9% at the national level. This percentage is the highest for boys between 12-14 years

- 63.7% Out of the 33% Lebanese households that do not have access to education are in Akkar

- School dropout rates in Akkar reach 25% before the 9th grade, and almost 56% for the age group 14-18, 47% of students in Akkar do not complete their secondary education

Facing this dramatic situation, the technical education, presenting a substitute of the general education system in Akkar, few percentages of young Akkarian students have the

privilege to complete, is witnessing some improvements,. The total number of students in the 22 private technical schools and in the 32 public ones is 6,190 (2011-2012) with a

favorable increase in the past six years. However, these schools only offer a limited variety of specializations: 29 specialties distributed over six sectors, with no real linkage to

the market demand and to the economic and technological challenges. Despite the fact that BP (Brevet professionnel) is a relatively small program, with only 15 specializations

the number of students opting for this qualification, at a national level, is rapidly increasing. In Akkar, only eight of these specializations at the BP level exist with 23% of the

technical students, and only one in the CAP (Certificat d’Aptitude professionnelle), with less than 2% of the students. Thus, this execution or vocational level, most needed in

Akkar, since it’s opened for students dropping out of school at the EB7 or the seventh grade is not well developed. Another aspect of the problem is the lack of linkages with

SMEs where it’s most needed, since practical training represents 80% of the programs at this level (apprenticeship and practical sessions), where most skills are still obtained

through informal apprenticeships and on-the-job training in small workshops. There are not many programs offering training for those working in informal enterprises, despite

the encouraging effort of some NGOs. In 2012, the government of Lebanon prepared a TVET strategy. It divides the technical education between vocational or execution level,

the middle technical level, and the higher technical level. The execution level comprises the CAP, BP, and the Dual System. The last one has been developed since 2007 by GIZ

(The German association for International Cooperation) in collaboration with DGVTE (Directorate General of Vocational and Technical Education) ii. In Akkar, only three technical

schools, Qobayat, Tekrit and Akroum apply five specializations following the dual system program; Car mechanic, industrial electro-technique, heating and sanitary, and






production cook.

i All Data references can be found in the Diagnostic Report in the Elaboration d’un schema regional d’aménagement et de développement durable du territoire (SRADDT) de

Akkar- CDR

ii UNESCO-UNEVOC, World TVET Database, Country information Lebanon published: 2012-11-10 Validated by Dr.Sobhi Abou Chahine and Issam Abi Nader


The project aims at preparing young men and women in Akkar, who couldn’t pursue normal or general education cycles to continue their education, to find suitable jobs

through the development of their professional skills, matching their low education and income levels, and to enter the market professionally ready as quickly as possible.

Through public technical schools and through vocational training programs, conducted by NGOs, the project’s ambition is to develop specializations needed in the market and

suitable to dual programs and on the job trainings in partnership with the private sector and with SMEs. A well designed geographical distribution of these services is essential.

The main sectors where skilled workers are needed in Akkar are: construction, agriculture and agro industry, hospitality, technology and green energy. Workplaces can expend

from Akkar to Tripoli and Beirut. Thus, the collaboration between public, private and associative sectors is essential in designing, implementing and readjusting the project.

From the market demand, assessed through the private sector and its representatives, the DGVTE can develop at least 6 new specializations in the dual system at the BP level

and give incentives and adequate resources to more technical schools in different parts of Akkar to apply them in their institutions. The National Employment Office (NEO),

Ministry of Labour, can develop in collaboration with NGOs and local community centers vocational on the job training programs (equivalent to CAP) where child labor can be

tackled in a pragmatic and efficient way, reversing an unfair situation for children into a positive constructive one. The vocational training in NGOs if certified and accredited can

be linked to the VTE, and allow the trainees to continue their technical studies if possible, after passing the exams. Finally, the Ministry of Agriculture, responsible of Abdeh

Technical school is expected to develop new specializations, following the dual system program, especially in the agro food industry, with better linkage with the market, and

organized apprenticeship programs. The relationship with the market and with SMEs is clearly an important part of the project, where they become real trained partners with

financial compensation to the structured role they are playing with the trainees. The Higher Council of VTE (HCVTE) is a consultative body which can orchestrate the whole

process and provide the financial resources and the legislative background, with an executive body assigned for this purpose.


BY THE PROJECT

Develop B.P. (Brevet professionnel) and C.A.P. (Certificatd’aptitude professionnelle) dual programs and on the job trainings, in construction, agriculture, technology and small

industries in public technical schools, and accredited NGOs according to market demand in order to increase Akkar young people chances to find suitable jobs with their

acquired professional skills, in five years.


PROJECT

a) To provide technical knowledge, practical skills, and awareness for the youth, through BP dual system programs with the DGVTE, and through vocational training programs at the CAP level by the NEO, in partnership with NGOs and SMEs in specializations with high economic potential in Akkar

b) To widen Abdeh Agriculture Technical school specialization through dual system programs in both CAP and BP levels with structured linkages to the market c) To create a coordination and executive committee between all involved stakeholders and organize their relationship with the private sector at all levels, from planning and

evaluating programs to young trainees insertion in the market d) Establish an employment unit in Akkar for all skilled young men and women graduates, in partnership with the private sector representatives


- Diversified and accessible technical specializations and majors offered to young male and female in Akkar - Wider geographic implementation of dual system programs, distributed over 30% of the public technical schools in Akkar instead of 10% - Increasing number of technical students in Akkar in the Dual system and in the CAP level, by 100% in five years (currently the number for both levels is 1530 students) - Strong linkages built with the private sector at all stages of the project - Controlled and supported child work by on the job training programs and other awareness programs - Network of accredited NGOs applying vocational training programs in diversified specializations with the control of NOE - Network of SMEs implicated in apprenticeship and trained partners in vocational training programs - Increased market insertion of graduates by 30%






ENVIRONMENTAL IMPACT No direct environmental impact is anticipated, except for the increase in skilled labour force numbers and the ability to implement green energy projects in the region and

elsewhere.




Phase I Preparation 18 months

- Establishment of an executive unit to coordinate between all stakeholders and manage and conduct all project component

- Market assessment in specified sectors to determine new specializations based on already existing studies

- Elaboration of programs for identified specializations in Dual system and in on the job training CAP level

- Identification of favourable public technical schools, NGOs and SMEs to include in the project in respect to a wide geographic coverage

- Acquirement of needed resources to implement the project

- Legislation and national policies reforms to include the informal apprenticeships and on-the-job training in small workshops in the technical education system

Phase II Implementation 42 months

- Equipment of at least one to two public school in Dreib El Awsat, in Jord el Quayteh, in Sahel and in Chafat for implementing the dual program

- Signing contracts with qualified NGOs and SMEs to implement the on the job training program, in respect to a fair geographical repartition

- Training of trainers on the new programs in both dual system and on the job training in all sectors, from NGOs, public technical schools and from the Abdeh Agriculture school

- Establishment of the employment unit to create a data base on job offers to trainees and freshly graduates

- Coordination between all stakeholders and partners to cover all possible issues

- Transversal training on personal skills in communication, work ethics, entrepreneurship, and foreign languages

- Organize events and job fairs to promote the graduates insertion in the market

Phase III Readjustment 12 months

- Market assessment of entrepreneurs’ feedback regarding graduates enrolled in their companies to evaluate the program adequacy and the degree of acquired skills of the trainees

- Identification of new specializations needed in the market

- Assessment of the process, the organization and the relationship between all partners

- Evaluation of SMEs and NGOs implicated in the project implementation


Leading party:

The Higher Council of VTE (HCVTE) with the direct involvement of:

- Directorate General of Vocational and Technical Education (VTE) – DGVTE The Ministry of education






- The National Employment Office (NEO), Ministry of Labour

- The Ministry of Agriculture


- Ministry of Social Affairs; NGOs; Chambers of Commerce, Industry, and Agriculture of the North

STAKEHOLDERS


- The Centre for Education Research and Development (CERD);

- The Investment Development Authority of Lebanon (IDAL);

- The Council for Development and reconstruction (CDR)

- Association of Lebanese Industrialists (ALI)

- Specialized Industry Syndicates

- Professional Groups representing the interests of their members

- Labour Unions

- EU (European Union)

- ETF (European Training Foundation)

- OIF (International Organisation of La Francophonie)

- UNESCO

- ILO (International Labour Organization)

- IECD (Institut Européen de Coopération et de Développement)

- AFD (Agence Française de Développement)

- GIZ (Deutsche Gesellschaft Internationale Zusammenarbeit - German association for International Cooperation)


- Students dropouts in Akkar representing 56% for the age group 14-18, with an educational level below the ninth grade, both males and females from deprived and poor families, especially the ones living in Akkar remote areas.

- SMEs in Akkar by having the opportunity to enhance their professional human resources skills and their own knowledge. Those SMEs joining the project, will benefit from a professional, technical and financial support

- Local NGOs working in education and informally in the VTE, through the training, accreditation and financial support the project will give


OR CHALLENGES

- Challenge of effective cooperation between ministries and official stakeholders to plan, implement and manage the program

- Underequipped technical schools, especially in remote areas, unable to apply the dual system

- Cost of transportation becoming an obstacle, student face while attending courses or going to the on the job training in enterprises

- Economic regression demotivates both SMEs and student to enhance their professional skills

- Existence of inefficient NGOs joining the program for their own benefit only

- The challenge to maintain a quality level of technical and vocational education for undereducated students

- Lack of transversal competence and skills in the trainees which are needed in the market, in terms of professional personal attitude, ethics, communication and relation skills, foreign languages...

- A challenge to engage a positive shift in the entrepreneur/worker relationship towards a more professional one, where the former plays the role of a coach and a mentor rather than a boss

PRE-REQUISITES

- Enhance the quality of premises, equipments and laboratories of public technical schools in Akkar

- Ensure the existence of qualified human resources to deliver TVE in these schools

- Supply financial support to both trainees and trainers for on the job trainings (as incentives for both, and to cover transportation expenses for trainees)

- Stress on the role of the coordination committee and of its responsible person to enable it to impel all stakeholders towards the accomplishment of the project objectives






- Develop transversal trainings on personal skills for all trainees in the dual system and in the CAP vocational training




EVALUATION


- Number of public technical schools applying dual system

- Number of new specializations related to the market demand

- Number of new formalised on the job training vocational programs

- SMEs number involved in apprenticeship programs

- Number of technical students in the BP and CAP levels

- Geographical coverage of the TVE dual programs

- Number of dropouts students following vocational training programs

- Number of graduates from the projects finding jobs

- Satisfaction level of SMEs from the acquired skills of the graduates

- Income improvement of individuals who had followed the dual system and the on the job training program

- SME creation in related fields


Capital Cost Recurent Cost

Phase I US$ 300,000 US$ 3,000

Phase II US$ 700,000 US$ 70,000

Phase III

Total

US$ 50,000

US$ 1,050,000

US$ 100,000


RESULTS


Discount rate at:


Discount rate at10%



NPV/20 years (US$M) NA NA NA NA

IRR/20 years NA NA NA NA

Present value Benefit/Cost Ratio/20 years NA NA NA NA

Project viability

>Cost = <Benefit (±%) NA

Cost Increase (±%) NA

Benefit Decrease (±%) NA

Note: Preliminary social benefits cannot be calculated at this stage.




PROJECT #5 Develop the main actions, measures and recommendations into a “charter” laying the ground for the creation of the Natural Park


PROJECT

Infrastructure Health Governance Agriculture Urban planning

Education Social development Culture/ Tourism Economy/ Trade Environment



In 2005 the NPMPLT identified the forests of Akkar, Upper Hermel and Upper Donniyeh as an entity with exceptional landscape and biodiversity assets and very low urbanization rate; thus its

establishment as a Natural Park was advocated. The area encompasses as well the largest continuous forest cover in Lebanon (21% of the Park area) and several important touristic sites

(exceptional natural sites, heritage, archaeology) constituting its identity and influencing its quality of life. If exploited and managed in a sustainable way, these sites could promote sustainable travel,

advocate for conservation, trigger communities‟ unity, and represent a considerable source of income for the inhabitants of one of the most disadvantaged areas in the country.


The project aims at laying the ground and developing the prerequisites for the establishment of the Natural Park of Upper Akkar, Hermel and Donniyeh. The main steps include a detailed diagnostic

of the Park area at the locality level, defining the strategic orientations and activities within the area of the Park in line with the SSRDP, outlining the legislative, institutional, and financial framework

for the establishment and management of the Park, and developing and validating the “Charter”. The Charter will include the main actions, measures, recommendations, and engagements of the

signatory parties reflecting the establishment of the Park while promoting sustainable local development.

The NGO MADA has already worked on setting a framework for the establishment of the Park over a pilot area; their work should serve as a basis for proposed actions for this project.


BY THE PROJECT Develop the National Park and promote ecotourism, while building needed local competencies and promoting sustainable development.


PROJECT

Promote opportunities for the understanding, valorization, and enjoyment of the special qualities of the NP by the Public at the local, regional, and national scales

Conserve, valorize, and enhance the natural and cultural heritage of the area

Conserve ecological continuities and corridors

Promote sustainable use of the natural resources (water, forests, biodiversity, etc.)

Promote and enhance the region in general, that has been long forgotten and deprived

Rehabilitate damaged/polluted sites (quarries, waste dumps, wastewater discharges, rivers, valleys, forests etc.)

Seek to foster the economic and social wellbeing of local communities within the NP and reach financial sustainability through:

o Enhancing local and sustainable economy (agriculture, tourism, crafts, sustainable grazing, etc.)

o Promoting the production of crops reckoned as assets in the Park area

o Creating a “Park Label”

o Promoting different types of tourism (ecotourism, religious, cultural, historic, etc.) and developing adequate facilities and infrastructure

o Developing local competencies and building capacities

o Public education and awareness in the social, environmental, economic, and cultural sectors.


Detailed diagnostic and SWOT analysis of the Park area conducted

General consensus reached between the different stakeholders over a vision and strategic orientations for the Park area

Several villages haveadhered to the Natural Park

Enhanced local economy from tourism and related expenditure on local and regional services and products

Reduced conflicts between neighbouring villages over water use and land property/management


Protection of natural resources (water, forests, biodiversity, soil, etc.)

Rehabilitation of damaged/polluted sites

Sustainable waste management





Reduction in air quality emissions (promotion of renewable energy in areas with less stringent protection)

Reduction in the risk of forest fires

Increased awareness and environmental sensitivity

Construction and operation of tourist facilities (e.g. visitor centres, trails, etc.) might cause adverse environmental impacts and requires screening for the potential need for IEE/EIA studies

Risk of overexploitation of forests and other natural resources




Phase I Diagnostic and Challenges 6 months

This phase includes conducting a detailed diagnostic of the Park area covering the environmental, social, and

economic aspects at the locality level within the preliminary area defined in the SSRDP, in addition to lobbying for

the enactment of the legislative and institutional framework for the management of protected areas (including

Natural Parks) at the regional and national levels. This phase will allow to define, characterize and analyze the park

territory in order to understand its challenges, assets, and development trends.

Phase II Objectives and Strategic

Orientations 6 months

This phase includes a transversal and multidisciplinary approach to define the strategic orientations in line with the

different expectations of local stakeholders while meeting the objectives of sustainable development and

conservation through a balanced and integrated management approachof the Park territory. Specific objectives and

projects should also be developed declining from the strategic orientations of the Park. These could include:

Publicizing the region and its assets and attractions;

Developing winter sports such as cross-country skiing and snowshoeing to attract winter tourists;

Promoting cultural and religious tourism within the area as a means of diversification;

Developing and marketing Park labeled agro-food products;

Developing decentralized RE infrastructure in the inhabited peripheral zones of the park;

Promoting sustainable grazing and forest management, reinforcing the role of forest guards as a means of fire risk reduction and conservation, and developing and strengthening the fire fighting infrastructure;

Promoting partnership between local unions of municipalities and South European Mediterranean local authorities for strengthening local capacities for the sustainable management and development of the Natural Park;

Promoting multifunctional, sustainable forest management respecting the dynamics of forest regeneration;

Informing and educating the local population about environmental protection, sustainable management of natural resources and their benefits.

This phase should also shape the Park management structure and define adhering communities as well as.

Phase III The Charter 6 months

This phase includes the development of the “Park Charter” The charter is the management tool fora defined time

period (5-10 years) to be developed in coordination with the Park Committee and in consultation with relevant

stakeholders (local and national).

The Charter is a commitment under the form of a contract signed by all adhering partners, defining the vision,

promoting the organization of shared responsibility, describing the individual and collective commitments, the

engagements, as well as the projects and activities to meet the set strategic orientations of the Park. The degree of

protection of various areas within the park should also be the outcome of this phase.

RESPONSIBLE PARTY(IES) Leading party: Park Committee (building on the technical and administrative committees previously formed)

Other responsible parties: Local Authorities (Mohafez, Federations of Municipalities, Municipalities), Ministry of Environment, Ministry of Agriculture; Ministry of Tourism






Municipalities

Local Communities

Ministry of Environment

Ministry of Agriculture

Ministry of Energy and Water

Ministry of Transport and Public Works

Ministry of Interior and Municipalities

Council for Development and Reconstruction

Non-Governmental Organizations

Potential donors or partners: World Bank, EU, AFD, National Parks in Mediterranean South

European countries, etc.


Local communities residing within the Park area

Regional communities residing/ located around the Park and on the way to the Park (e.g., Tell Arqa)

The country in general through the creation of a regional circuit destination at the national level, which will also include archaeological and thermal spa venues (see Fiches 6 and 8), and the

conservation of the natural and cultural heritage


OR CHALLENGES

Possible difficulties in the understanding, acceptance, motivation and adherence of communities / localities within the Park area

Negotiation difficulties with divergent and vested interest parties

Political instability in the region

Location in a remote rural area with poor accessibility

Unclear land ownership and absence of cadastral limits

Social and political differences between villages(within Akkar and between the 3 regions: Akkar, Hermel, Donniyeh)

Conflicts between neighbouring villages and difficulties with conflict management

Poverty and high rates of illiteracy and school dropouts

Urban expansion onto forested areas, including illegal constructions in forest areas

Unsustainable activities such as quarrying and woodcutting

Improper land management

Absence of effective protections, including the lack of enforcement of regulations and of decentralization of public authorities.

PRE-REQUISITES

Delimitation of the cadastral boundaries of the villages within the Park

Ensuring the willingness of the concerned villages to adhere to the Park

Enactment of the Protected Areas Law and its Application Decree

Availability of adequate infrastructure (transport, energy, telecommunications, water, waste, wastewater, etc.)

Availability of minimal human resources and skills allowing the management of the Park, which requires capacity building

Regulating the construction sector

Promoting the development of policies and plans for the Mohafaza of Akkar in order to promote its sustainable development, alleviate poverty and consequent pressures on its environment

Controlling quarrying activities and mandate their rehabilitation

Complete the zoning and develop land use management guidelines for the Mohafaza of Akkar, Upper Donniyeh and Upper Hermel.







Municipalities

Federations of Municipalities

Private investors

NGOs

Ministries

CDR

Private investors

NGOs

Funding agencies and donors: AFD, World Bank, EU,

etc.


EVALUATION


Adoption of the PAs law and its application decree

Number of villages adhering to the Park

Percent adhering villages with official delineation

Number of members in the Park management body/council and frequency of its meetings

Number of established partnerships between Unions of Municipalities/Entity in charge of the Park

Management and Mediterranean local authorities

Number and budget of internationally/ locally funded projects within the Park

Number of local products generated within the Park area

Number of Park labelled products on the market, including forest by-products

Number of Park visitors per year

Total annual income for official National Park body

Volume of local products sold in the Park area

Forest areas catching fire annually.


Phase I US$ 75,000



Total US$ 350,000


RESULTS


Discount rate at:





NPV/20 years (US$M) NA NA NA NA

IRR/20 years NA NA NA NA

Present value Benefit/Cost Ratio/20 years NA NA NA NA

Project viability

>Cost = <Benefit (±%) NA

Cost Increase (±%) NA

Benefit Decrease (±%) NA

Note: Social benefits cannot be calculated.

-----------------




PROJECT #6 Develop and strengthen primary health care centers ensuring a fair and sufficient geographical distribution while also diversifying their health services


PROJECT





The socio economic figures in Akkar impelling a quick and effective intervention on primary healthcare services are as followed:

- Demographic growth of 7.4% between 2007 and 2012 with the highest number of children per family, an average of 4 children, versus 2.6 for Lebanon, and the highest percentage of residents below the age of 15

- The highest rate (9%) of traditional birth attendants,

- Maternal death rate in the North is much higher than the national average

- An alarming increase in abnormal births has been raised by several health practitioners in Akkar

- Average individual income in Akkar is the lowest in Lebanon with 73% of individuals living on a monthly income below USD107, with average poverty rates of 63%, and the highest share of poor households in Lebanon

- 66% consisting of the poorest population lack any form of health insurance, while the national average is 58%

Currently, around 75 centers including 16 Primary Healthcare Centres (PHC) and 59 dispensaries are operating in Akkar. Yet, only 50% of the dispensaries are considered

effective; an estimation of 45 PHCs and dispensaries are working in an acceptable way in Akkar.

Considering Akkar estimated population is 250.000 inhabitants, each center covers 5.555 people. In general, every center can cover 15 km around it and a community of 10,000

habitants. Thus, the problem in Akkar is not the number of centers but rather the kind of services, their quality, and their geographic distribution.

In addition, provided services in these centers are more curative than preventive. However, they include some preventive programs and services: general medicine, school

health program, essential drugs, reproductive health, management of chronic illnesses, oral/dental health.

Lately, child nutrition and mental health have been introduced in some centers

At a national level, Only 5% of the public health sector expenditure is allocated to primary health care services, and the use of the primary health care network is extremely low.

It seems to be motivated by the availability of free medications, neglecting two of its most important roles; prevention and awareness.

The major source of health funding remains family budgets, constituting 60% of overall health spending. This poses a heavy burden on low-income families. Expenditure on

health services and goods constitutes an average 14% of family budgets. However, this percentage varies between 20% for poorest families and 8% for high-income families.

Still, the Ministry of Public Health (MoH) has contributed to improving the access of the poor to treatment, which led to an increase in life expectancy to 72.6 years and a

decrease in infant mortality rate to 5.1 per 1000, despite regional disparities and the uneven provision of health. Akkar is suffering from this uneven provision whilst it exhibits

the highest rates of poverty, with the heaviest burden on the poorest family budgets.

Thus, the role of PHC in health improvement on the curative, preventive and emergency levels are essential to the broad area of Akkar and to its citizens, especially in remote

area.


PHCs need to be more effective in order to make a positive shift in health indicators in Akkar. The aim of this two year project is to fairly distribute comprehensive and

accessible, preventive and curative basic health services with a concern of quality and efficiency.

For the geographic coverage, five more regions need additional centres; Akkroum, Machta Hassan, Sahel, Kayteeh, Sahel El Kayteh.

The services that mainly need to be strengthened are:





Health awareness and education, school health program, essential drugs, ante-post pregnancy monitoring, well-baby care, reproductive health, management of chronic

illnesses, oral/dental health.

New services are required in all PHC. Some of them has already begun but still at an early stage and need to be developed: elderly health, disabled people’s health, child

nutrition, mental health, Health cards system, epidemiological surveillance, emergency preparedness, and comprehensive basic emergency services.

The quality management, incentives and human resource capacity building go along with strengthening all services and creation others to reach an improvement in health

indicators in Akkar.

A partnership between MoH and MoSA to strategically plan and monitor the project will allow building a network including contractual agreements with NGOs and

municipalities, on the operational level. Adequate resource availability and allocation is the responsibility of the government through the MoH.

N.B.: This project is in alignment with the objectives and the recommendation of the MoH Strategic Plan of January 2007


BY THE PROJECT

Improve health indicators in Akkar by strengthen at least 25 primary health care center services, while ensuring a fair and sufficient geographical distribution and diversifying a

service package with good quality control and management


PROJECT

- Develop a comprehensive range of new services addressed to all citizens, especially children, women and people with special needs, emphasizing on prevention care in 25 PHC and dispensaries covering all Akkar and its remote areas

- Widen the prevention and treatment services provided by PHC with emergency services in at least one PHC in each of Akkar main 5 regions (Kayteeh, Dreib, Sahel, Joumet and Chafat) while providing adequate equipments and human resources

- Expand human resource skills and knowledge through capacity building project and trainings, with specialised tools, manuals and guides, while providing incentives to implement acquired skills

- Implement a health information system to automate the administrative and medical information in Akkar primary healthcare centres in order to initiate the ‘Health Card’, also allowing an appropriate referral system and follow up through a network system

- Insure Continuous Quality of Primary Healthcare Centres through appropriate management and monitoring leading to Accreditation


- All citizens in Akkar have access to basic healthcare services, especially the poorest living in remote areas (around 150,000 citizens)

- Decrease of 50% in percentages related to traditional birth attendants, Maternal death rate and abnormal births in Akkar in three years

- Awareness and prevention of diseases by acquiring healthy habits and healthy nutrition, with less food and water contamination

- Efficient 25 PHC with a maximisation of services improvement and a good management of all resources

- Dynamic network of all involved stakeholders, including municipalities, NGOs and MoSA centres with the general guidance of MoH


The awareness campaigns and education outcomes in acquiring healthy habits are expected to lead to environment-friendly habits. They could have a positive impact on

environmental issues, related to wastewater and water management, waste management and on decrease of pollution. On the other hand, primary health care centres are

associated with negative environmental impacts during their construction and operation phases. Impacts during construction should be addressed through the implementation

of general construction environmental management plans. During operation, careful attention must be given to the adequate management of medical waste and wastewater

that require proper treatment and disposal.

REQUIREMENTS AND ESTIMATED Activities/phases Time Content






Phase I Preparation 6 months

− Expansion of the PHC network to include 25 Healthcare, basing the choice on geographic location, and the capacity of chosen dispensaries to expand their services

− Selection of NGOs and municipalities to sign agreements and contracts, and other specialized NGOs for the referral system

− Rehabilitation of chosen PHC centers: physical restructuring and provision of medical and office equipment

− Training of staff to implement campaign awareness and community health projects

− Development of a health information system that helps plan and evaluate programs and activities

− Creation of a PHC committee in Akkar representing the key stakeholders in the field of PHC, at the Mohafaza level, monitored by the MoH office

Phase II Implementation 24 months

− Provision of primary health care with adequate drugs (chronic and basic drugs) accompanying the early detection of diseases

− Capacity building of human resources in a continuous learning process on all related matters that would lead to better serving the citizens

− Provision of maternal and child health care including ante-post natal care and child development safe pregnancy and delivery

− Implementation of social and preventive programs, targeting women, children and youths

− Establishment of epidemiological surveillance and emergency preparedness at the Mohafaza level

− Equipment of at least five emergency units geographically distributed in Akkar PHC, with proper means of transportation, to assist citizens in danger, before they can be transferred to other adequate facilities

− Development of school health program follow-up as a tool of early detection and prevention, especially for the poorest and for vulnerable groups.

− Application of the referral system to people in need, through an effective information system, with a follow-up of cases

− Quality management and Monitoring with strong incentives, based on relevant indicators, to both successful PHC and its employees

− Application of the “Health Card” in Akkar in order to cover all citizens needs in basic health services in an efficient way

Phase III Assessment and future

action plan 6 months

− Development of performance Indicators, related to the improvement of the health status of the served community

− Assessment of results and citizen coverage, and health indicator monitoring

− Assessment of the efficiency and of the quality of services of each centres

− PHCs accreditation and reward system to successful ones

− Revision of the coordination procedures, the follow-up and monitoring of all directly involved stakeholders

− Development of comprehensive action plans in each PHC in alignment with a broader Mohafaza





one, focusing on yearly targets

− Allocation of funds in a sustainable way from the government and from other funding agencies

RESPONSIBLE PARTY(IES) Leading party: MoH

Other responsible parties: MoSA, municipalities, NGOs

STAKEHOLDERS


MoH, MoSA, NGOs, Municipalities

International agencies: WHO, UNDP, UNICEF

INGOs: IMC, PU

EU, USAID


− All citizens in Akkar, especially vulnerable ones

− Low income families in Akkar (around 125,000H)

− Pregnant women and children at early ages

− Disabled and mentally challenged people

− Communities covered by PHCs

− Remote areas in Akkar

− NGOs and municipalities working on health issues


OR CHALLENGES

− Lack of competent human resources in community health intervention, and other related health services

− Lack of motivation and incentives of the public sector employees

− Unstable interest of INGOs and of international agencies and of project funding in Akkar, and its current linkage with the Syrian refugee crisis

− Significant long distances between health facilities in different regions of Akkar and lack of access to decent transportation

− Absence of effective control on food and water safety with high rates of pollution and contamination in Akkar

PRE-REQUISITES

− Allocation of resources from the government in a sustainable way

− Linkage between the MoSA National Poverty Targeting Program and PHC services

− Health Card initiation in Akkar, along with an effective information system, linking PHCs and referral institutions

− Accessibility of PHCs with a good geographic distribution and coverage

− Technical education programs in Akkar to prepare qualified human resources in all health related fields (at all levels of health and social services)

− Provision of resources to municipalities to be able to allocate health expenses in their budgets

− NGOs and dispensaries assessment to be able to select most effective ones



INDICATORS FOR FOLLOW UP AND Execution Indicators Impact Indicators





EVALUATION − Number of qualified PHCs

− Percentage of Geographical coverage

− Percentage of population covered by PHC

− Number of new services implemented per center

− Emergency coverage of PHCs

− Number of monitored referrals

− Number of accredited PHCs

− Existence and use of information system in PHC

− Life expectancy at birth

− Mortality by cause

− Percentage of attended birth with ante-post pregnancy follow-up

− Contraceptive use prevalence rates

− Food control and security through regular checks

− Population size and growth rates


Phase I US$ 6,000,000

Phase II US$ 2,000,000

Phase III

Total

US$ 200,000

US$ 8,200,000


RESULTS


Discount rate at:


Discount rate at10%



NPV/20 years (US$M) 6.6 4.5 2.9 0.05

IRR/20 years 18% 18% 18% 10%






Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (forgone mortality

valued in terms of value of statistical life and morbidity in terms of cost of illness) needed to cover Phase I to III investments which amount to US$ 7.6 million over 20 years. Still, in depth economic analysis needs to be performed when

the detailed feasibility study is commissioned. Investment considered is a lower bound US$ 6 million with an annual 3% of total investment for operations and maintenance.

-----------------

PROJECT #7 Revalorize Tell Arqa as the primary cultural site in Akkar






PROJECT





Tell Arqa is located 12 km North of Tripoli, in the Akkar plain, on the main road leading to Halba. The study of the Tell started in 1972 and is still ongoing. The excavation

campaigns led to uncover remains from the Medieval periods till Early Bronze Age settlements (2,900 B.C.). The excavated area is of approximately 1400sqm. The Bronze Age

settlements are represented by a group of urban houses and the city walls. Surveys in the surrounding plain revealed artefacts that date back to the Neolithic period. These

studies are well documented and published. Artefacts uncovered during excavations well dated, complete, and can be part of exhibitions. Some of the discoveries are displayed

in the National Museum in Beirut, and Tell Arqa is one of the sites that will be presented in Tripoli’s future Museum.

Furthermore, a preliminary study for the preservation and enhancement of Tell Arqa was conducted in 2011 by “arc en ciel”, upon the request of the Minister of Culture at that

time.

DESCRIPTION OF THE PROJECT This project aims at planning a site development by preserving the excavated area, presenting it to the public, and constructing a site museum.


BY THE PROJECT

− Preserve and valorise Cultural Heritage Sites

− Develop local competencies


PROJECT

− Raise the awareness of local communities on the wealth and importance of their heritage

− Develop the capacity of local communities to house national and /or international tourists

− Involve local communities through the development of local traditional products

EXPECTED RESULTS OF THE PROJECT − Drain tourists towards the region

− Create job opportunities for the local population

ENVIRONMENTAL IMPACT No direct environmental impact expected




Phase I Planning and

preparation 1 year

During this phase, the responsible parties should review the project proposed by “arc en ciel”, put up a

plan to implement the different components of the project, set up the scenography and museography

of the museum.

Phase II Implementation and

capacity building 4 years

This phase is the construction phase of the site museum, commissioning of the museum furniture

(showcases, etc), covering of the excavated area, and preparation of the visitor’s trail.

Phase III Capacity building 4 years

This phase should be conducted in parallel with Phase II, since the personnel should be ready to start

working on the site as soon as the implementation is done. Different types of personnel should be

trained: guides for the museum and the site, employees for the ticketing, security staff, etc.





RESPONSIBLE PARTY(IES) Leading party: Ministry of Culture / Directorate General of Antiquities

Other responsible parties: Municipalities, NGO’s


Municipalities, NGO’s, Universities World Bank, UNESCO, GCI

BENEFICIARIES/TARGET GROUPS The beneficiaries are the local population, villages near the site and in the Akkar region on a wider range


OR CHALLENGES

The potential challenges raised by such a project would be :

− Develop the interest of local communities

− Promote the archaeological site as a touristic destination, and attract national and international tourists


PRE-REQUISITES − Promote the archaeological site as a touristic destination, and attract national and international tourists





EVALUATION


− Number of visitors (national and international tourists)

− Number of school field trips


Phase I

Investments

US$ 30,000

Recurrent Cost

US$ 3,000

Phase II US$ 1,000,000 US$ 100,000

Phase III US$ 30,000 US$ 3,000

TOTAL US$ 1,060,000 US$ 106,000


RESULTS


Discount rate at:


Discount rate at10%



NPV/20 years (US$M) 2.3 1.8 1.4 0.01

IRR/20 years 38% 38% 38% 10%










Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (direct (fees) and

indirect (guides, tourism occupancy, etc. benefits) needed to cover Phase I to III investments which amount to US$ 0.85 million over 20 years. Still, in depth economic analysis needs to be performed when the detailed feasibility study is

commissioned. Investment considered is a lower bound US$ 0.9 million with an annual 3% of total investment for operations and maintenance.

-----------------




PROJECT #8 Launch a feasibility study to be conducted for a Thermal Spa in Akkar (potential site: Semmaqieh)


PROJECT

Infrastructure Health Governance Agriculture Urban planning

Education Social development Culture/ Tourism Trade and services Environment

Industry



The first thermal bathes in the Middle East were built during Roman and Byzantine times between the 2nd

and 6th

century A.D. with archeological landmarks notably in Beirut, Deir el Qal’a, Jouret

et Thermos and Yammouneh. The Ummayad period perpetuated the Roman bath that evolved into a hamam that was notably introduced in Anjar and was adopted by the successive rulers that

followed the Ummayad period including the Ottomans who left this social footprint in most major cities in Lebanon. Until the beginning of the Civil War, the Beirut and Tripoli hamams were still

operational but were closed down since. Despite the recent renovation of the Tripoli hamam, the latter remains unfortunately closed. However, a number of new modern hamams exist in hotels

and spas.

Offshore and onshore geothermal water exist in Lebanon but the hot spring of Semmaqieh seems to be the most promising according to some citations.Located almost next to the Syrian border

in northern Akkar, Semmaqieh has the potential to becoming a thermal spa in Lebanon thanks to its hot spring in this basaltic area. The justification for the development of the thermal spa is 3

fold:

Creating a critical mass of attractions in Akkar in terms of eco-tourism (see Fiche 6 on the Natural Park --eco-lodge and gitesruraux), cultural tourism (see Fiche 8 on the revitalization of Tell Arqa) and rejuvenation tourism (thermal spa) so that local and international tourists have the right incentive and accommodations to spend at least one extra night in Akkar so that the region captures some of the tourist expenditures (most recent expenditure figures are US$ 359 per dayon average per international tourist) in terms of fiscal and private revenues;

Reviving the concept of the hamam while combining it with a thermal spa formula that could be integrated into a spa lodge where accommodations and terroir-based healthy food diets could be offered; and

Local job creation and training as staff will be needed to run the lodge spa.

DESCRIPTION OF THE PROJECT This project aims at reviving the traditional hamam and converting it into a new thermal spa lodge formula so that this new rejuvenation attraction, coupled with the natural park and the

archeological attractions, will increase local and international tourism to the region and create new jobs.


BY THE PROJECT Develop a thermal spa lodge in Semmaqieh.


PROJECT


Determine the chemical composition and spa properties of the Semmaqieh hot spring water to see if it is appropriate.

Take stock of international and regional spa that could help better establish the contours of the thermal spa lodge.

Determine the demand for such services and the best combination comprising a hamam, a thermal spa, a dietary restaurant serving healthy food from the terroir and lodging.

Assess the cadastre, area and infrastructure needed to set up the thermal spa lodge.

Assess potential private sector interest for such a project.



- A pre-requisite to gather data on previous test performed and perform the hot water test over a year to see if the spring site is appropriate to move forward on the thermal spa lodge project. A go ahead will allow performing the following activities.

- Produce a feasibility study to implement the thermal spa lodge. - Produced the feasibility study for legal, institutional and regulatory framework as well as public infrastructure needed to operate the thermal spa lodge. - Produce a job needs assessment and associated training to run the thermal spa lodge.





- Produce a strategy to attract funding, entrepreneurs, management companies (explore the possibility of a franchise) and marketing the spa locally and internationally.

ENVIRONMENTAL IMPACT An Environmental and Social Impact Assessment will be conducted to provide the positive, negative and mitigation framework for implementing the spa.




Phase I

Pre-requisite by testing

the hot water chemicals.

If the Pre-requisite results

are positive, proceed with

the feasibility studies

1 year

Compile all the existing data on the Semmaqieh spring chemical parameters. Sample the Semmaqieh spring

chemical parameters over a year. Tabulate the existing and collected results and compare them to internationally

recognized spa/health guidelines to decide whether to proceed or stop the project. Prepare the terms of

reference of Phase II and Phase III.

Phase II a Feasibility study of the

project

Phase II a, b, c

are

implemented

in parallel

1 year

Produce a detailed feasibility study to implement the thermal spa lodge by looking at the best combination

including a hamam, a thermal spa, a dietary restaurant and a lodge. Assess the cadastre where the hot spring

exists and prepare options to combining the lots in order to have one single estate that could serve to set up the

thermal spa lodge. Perform the ESIA and elicit the mindset that could prevent the development of the thermal

spa lodge due to cultural sensitivities.

Phase II b

feasibility study for what

is needed from the

Government

Produced the detailed feasibility study for legal, institutional and regulatory framework (suggest the gaps, what is

needed and how to go about it) as well as public infrastructure needed (water, electricity, roads, wastewater,

solid waste, etc.) to operate the thermal spa lodge in a sustainable way.

Phase II c Job needs assessment and

training

Produce a detailed needs assessment for the job profiles needed for each of the 4 sub-activities (hamam, spa,

restaurant and lodging). Assess the training needed (locally and internationally) and cost associated with the 4

sub-activities. Assess the possibility and terms to set up a joint venture with a university/Ecolehotelière or

specialized spa (e.g., Dead Sea in Jordan) that could provide the training.

Phase III

Strategy for funding,

management companies

and marketing

6 months

Based on the feasibility study results, produce a strategy to determine the company structure (shareholding

where local landowners could be shareholders, etc.) attract funding, entrepreneurs, management companies

(explore the possibility of a franchise) and marketing the spa locally and internationally in conjunction with the

nature park and the archeological assets. The strategy will help sell and promote the spa idea locally and

internationally. Sample tender document options will be prepared (e.g., BOT basis and project management basis,

etc.).

Phase IV

Launch the Tenders for

the thermal spa lodge

and the associated public

infrastructure investments

2 years After selecting the company structure to run the thermal spa lodge, launch the tenders for the thermal spa lodge

and the associated public infrastructure investments.

RESPONSIBLE PARTY(IES) Leading party: To be determined







Ministry of Tourism

Ministry of Health


Chamber of Commerce, Industry and Agriculture

Ecolehotelière

Universities

IDAL


Municipalities, universities, NGOs, Banking system, etc. Potential partners: Spa franchise, Specialized spa companies, etc.

BENEFICIARIES/TARGET GROUPS The beneficiaries of this project are job seekers in Akkar.


OR CHALLENGES

The risk in this project lies in the lack of political and economic stability, project commitment by government (existing legal framework, infrastructure and permit), demand for these services in

this specific area, and citizen unwillingness to accept these kinds of services in their region due to cultural sensitivities. More importantly, a lead institution needs to be designated to implement

the project.

PRE-REQUISITES

Testing of the water chemical parameters and results are acceptable according to international guidelines.

The acceptance of citizens of the thermal spa lodge that is validated by the participatory ESIA.

The acceptance of the government to implement the necessary infrastructure investments.

The local and international demand for the thermal spa lodge services is not secured.




EVALUATION


Number of conducted and approved studies Final Tenders prepared

Legal, institutional and regulatory environment is conducive to operate the thermal spa lodge

Increased local and international tourist stay in Akkar Local staff improved income and increased fiscal revenues of municipalities


Phase I US$ 75,000

Phase II a US$ 100,000

Phase II b US$ 100,000

Phase II c US$ 100,000

Phase III US$ 25,000 (for the tender preparation only)

Phase IV Launch the Tenders





Total US$ 400,000


RESULTS


Discount rate at:





NPV/20 years (US$M) 1.9 1.1 0.5 0.04

IRR/20 years 14% 14% 14% 10%






Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (direct (fees,

products, etc.) benefits) needed to cover Phase I to IV investments which amount to US$ 4.3 million over 20 years. Still, in depth economic analysis needs to be performed when the detailed feasibility study is commissioned. Investment

considered is a lower bound US$ 4.5 million with an annual 3% of total investment for operations and maintenance.

-----------------




PROJECT #9 Support the Directorate General of Urban Planning (DGUP) in the development of local Master Plans for Akkar including areas deserving preservation (coastal zone, forests, wetlands notably

used by migratory birds, etc.)

SECTORS ADDRESSED BY THE PROJECT Infrastructure Health Governance Agriculture Urban planning Education Social development Culture/ Tourism



PROJECT CONTEXT AND RATIONALE By outlining comprehensive guidelines adapted to the scale of the region, the SSRDP aims at transposing development guidelines from a national scale (that of the NPMPLT) to a

local scale (that of local master plans). While these guidelines tackle every sector of development, project #10 addresses in particular the urban planning sector.


This project aims at supporting the DGUP in the development of Master Plans in line with: the recommendations of the SSRDP; the existing and planned infrastructure projects

(transport, water, wastewater, solid waste management, health, education, etc.); the NPMPLT recommendations; the CNRS 2013 land use maps; the existing DGUP regulations

and zoning; existing geographical distribution of large facilities; existing protected areas, forest hot spots and communal lands; the area of the future Natural Park; etc. in order

to ensure the sustainable development of Akkar.

To that end, the following principles should be respected by the decision-makers:

− Develop local urban plans for the relay-villages in priority − Control linear urban sprawl along the Abdeh-Halba and Abdeh-Bebnine axis and prevent future expansion in order to mitigate congestion, slow traffic, reduction of

agricultural and/or wood lands and governance difficulties resulting from understaffed and underequipped larger municipalities − Restrict urban expansion to the urban areas of relay-villages in order to (1) mitigate the effects of linear sprawl and scattered invasion of agricultural land (degradation

of rural landscape, costly expansion of network and services, and increased travel and associated energy consumption), (2) offer good local services throughout the territory and (3) focus and promote local development

− Forbid future settlements along the coastline in order to preserve its ecological and biodiversity wealth − Submit the quarries to complete environmental impact assessment studies and ban implementation within a perimeter of 500 m around classified natural reserves,

protected sites and monuments, inhabited zones, coastlines, rivers, dense forest areas, Cedars corridor and mountain peaks (NPMPLT) − Implement various levels of protection within the area of the Natural Park: (1) supervised management, (2) sustainable development, and (3) conservation − Preserve forests (hot spots in particular) by authorizing only zero impact constructions and reforesting areas damaged by anthropogenic activities and threatened by

erosion − Develop agricultural domains of national interest while respecting the principles of sustainability and avoiding soil sealing

These guidelines are represented in section ‎6

Additional constructions regulations should also be observed in the mountains and vulnerable lands, in hazard prone areas and around distinguished sites. These regulations are specified in the NPMPLT and are recalled in the present document (section ‎6)

GENERAL OBJECTIVE(S) ADDRESSED BY

THE PROJECT Ensuring a healthy environment, protecting public health, supporting and galvanizing tourism and economic development

SPECIFIC OBJECTIVES OF THE PROJECT Seeking to sustainably manage the region through collective efforts between various stakeholders, while also addressing the needs of the local population






EXPECTED RESULTS OF THE PROJECT Ensuring and achieving the sustainable growth of the region in all the sectors of development

ENVIRONMENTAL IMPACT The project is beneficial for the environment since it will control urban sprawl, the location of polluting activities, and will contribute to the preservation of natural assets and

landscapes.




Phase I --- --- ---

Phase II --- --- ---

Phase III --- --- ---

RESPONSIBLE PARTY(IES) Leading party: DGU



DGU, MoE, municipalities, MoPWT, CDR

BENEFICIARIES/TARGET GROUPS The whole region and its inhabitants. Lebanon on the larger scale.


OR CHALLENGES A challenge can be encountered during the application of these guidelines, especially with regards to the inspection and monitoring phases.

PRE-REQUISITES Complete the cadastral coverage of Akkar region and the detailed inventory of social, natural, etc., resources.




EVALUATION


--- ---


Phase I ---

Phase II ---

Phase III ---

Total estimated cost for the Master Plans studies covering all the municipalities : US$ 1,000,000


RESULTS


Discount rate at:










NPV/20 years (US$M)

IRR/20 years

Present value Benefit/Cost Ratio/20 years

Project viability

>Cost = <Benefit (±%)

6.1.1.1 Cost Increase (±%)

Benefit Decrease (±%)

Note: Preliminary social benefits are intangible

------------------




PROJECT #10 Propose recommendations for the development of large scale renewable energy projects in the Mohafaza of Akkar


PROJECT

Infrastructure Health Governance Agriculture Urban planning Education Social development Culture/Tourism




At present, 90% of the electricity sector in Lebanon relies on Thermal Power Plants fuelled either by HFO in steam turbines or by diesel in CCGT/OCGT plants, while renewable energy (RE) sources

have been exploited to a very limited extent and only in the field of hydropower(agency/private/concessions hydro-electric power plants). The electricity sector is facing several key obstacles including

insufficient generation capacity, substantial level of losses and deficit resulting from the large gap between generation cost and selling price, as well as the lack of an appropriate legal, regulatory,

institutional and policy framework.

Lately, the Government has stepped up its efforts in promoting the deployment of renewable energies and developed actions aiming to substantially increase the penetration of RE in the energy mix.

Specific initiatives include:

The implementation of technology specific studies for potential estimation or identification of techno-economic viability of selected measures in the Lebanese economy as well as the

implementation of several demo projects on small scale RE deployment under the CEDRO project;

The setting of a target of 12% of RE by 2020, through a policy paper for the electricity sector released in 2010; and

The drafting of a National Energy Efficiency Action Plan (NEEAP) for the period 2011-2015, which includes specific measures for the development of wind, solar, geothermal and waste to

energy with specific targets.

The various studies under the CEDRO project showed that Akkar has high potentials allowing the development of large scale renewable energy projects in terms of wind, solar, hydropower, and

geothermal energy:

Akkar (plain and East Akkar) is the area most technically and financially viable for wind farm development onshore in addition to offshore potential facing the coast;

The main areas identified as having considerable concentrated solar power potential include Upper Akkar; and

Akkar (Semmaqiyeh area) is the most promising area for the implementation of a geothermal power plant and has been selected for first cost estimation scenarios.

Moreover, there are two hydropower plants in Akkar: Bared 1 and Bared 2 located along Al Bared River that can produce up to 62 GWh/year if rehabilitated.


The project aims at laying the ground for the development of large scale RE projects in Akkar. The first and most important step is conducting detailed investigations and studies for the development of

single and combined type(s) of RE technology in terms of: potentials, location, technical specifications, capital needs, operations and maintenance, environmental constraints, and socio-economic

impacts.

The second step in the project includes the prioritization and siting of the potential large scale RE projects in terms of techno-economic, environmental, and social factors.


BY THE PROJECT

Develop an environment conducive to entrepreneurial and industrial innovation

Promote a sustainable economy and support the creation of related businesses/ employment opportunities

Promote renewable energy (wind, solar, hydro, etc.) by developing innovative projects.


PROJECT

Conduct detailed studies to determine specific sites for the deployment of wind, solar and hydropower, and potential generation capacity;

Conduct an in-depth feasibility study for the exploitation of geothermal energy in Semmaqiyeh;

Develop relevant recommendations in order to achieve the following:

o Increase the supply of electricity to reduce and progressively eliminate blackout periods;

o Reduce the costs and increase the reliability of electricity service;

o Promote the exploitation of renewable energy resources (wind, water, irradiation, etc.) to reduce generation costs and reduce ambient air pollution and carbon emissions;

o Promote and enhance the region in general, that has been long forgotten and deprived, by promoting pilot projects with benefits at the country-level;

o Seek to foster the economic and social wellbeing of local communities;

o Enhance the sustainability of the local economy to achieve macroeconomic stability (new markets, new job opportunities, spillover effects from new investments, etc.);





o Create new attraction sites (dam locations);

o Develop local competencies and build capacities; and

o Help achieve the national 12% target of total electricity supply from renewable energy sources by 2020.


Exact RE potentials in Akkar are determined per RE technology;

Best suitable locations for RE developments in Akkar are determined per RE technology;

Development needs for each RE technology with potential in Akkar are identified: technical, human resources, financial resources, land, etc.

The relevant legal, regulatory, institutional and policy gaps and needs are followed up upon with authorities and the legislative body;

Environmental and socio-economic impacts related to the development of RE projects along with their adequate mitigation measures are identified through requesting EIA studies;

Priority ranking for the development of RE projects is conducted;

Rehabilitation plans for the existing hydropower plants are developed;

The first step in the deployment of large-scale renewable energy projects is initiated;

A sustainable green economy is promoted; and

Public-private partnerships in RE generation are promoted.


Promotion of clean, renewable energy;

Reduction in air pollutant and carbon emissions;

Reduction of the cost of environmental degradation at the national level especially in terms of cardio-pulmonary and cancer illnesses;

Increased environmental awareness.




Phase I Detailed Assessments 1 year

The first step comprises conducting detailed investigations and studies for the development of single and combined

type(s) of RE technology in Akkar (wind, solar, hydro, geothermal, and eventually biomass) in terms of: potentials,

location, technical specifications, capital needs, operations and maintenance, environmental and socio-economic

constraints, impacts and benefits.

The scope of the studies should cover:

The single/combined technology development;

The penetration into the grid;

The service network;

The gradual development of an adequate legal, regulatory, institutional and policy framework, including notably

cost-reflective tariff and billing system, assets and operational management involving the private sector; and

The tendering and implementation procedures.

Phase II Projects Prioritization 3 months

In order to prioritize RE projects, a multi-criteria ranking system will be developed based on the identified techno-

economic, environmental, and social factors; such as production capacity, proximity to the grid, availability/need of

network, environmental impacts, socio-economic benefits, capital investment and operation and maintenance costs,

etc.

This process will allow a ranking of the single/ combined RE technologies with potential in Akkar in order to develop

an action plan and implementation schedule.

Phase III Phased Tendering and

Implementation TBD TBD

RESPONSIBLE PARTY(IES) Leading party:MoEW and Private Project Proponents

Other responsible parties:Local Authorities (Mohafez, Federations of Municipalities), Ministry of Environment, Ministry of Finance





STAKEHOLDERS



Electricité du Liban

Litani River Authority

Council for Development and Reconstruction

Lebanese Center for Energy Conservation

CEDRO

ALMEE

Municipalities and Federations of Municipalities

Local Communities


Ministry of Agriculture

Non-Governmental Organizations

Potential donors or partners: World Bank, EU, EIB, AFD, etc.


Communities residing in Akkar

The country in general through decreasing the dependence on conventional fuel, the reduction of the gap between electricity supply and demand, the generation cost , and the improvement of air

quality and reduction of carbon footprint at the national level from the promotion of RE technologies.


OR CHALLENGES

Negotiation difficulties with partieshaving diverging views and interests with respect to RE projects

Political instability inthe region

Remoterural area with poor accessibility

Unclear land ownership and absence of cadastral limits

Land expropriation and potential associated difficulties/ opposition

Deficiencies in the legal, regulatory, institutional and policy framework governing the development of large scale RE projects in Lebanon.

PRE-REQUISITES A clear legal, regulatory, institutional and policy framework governing the development of large scale RE projects in Lebanon

Development of basic infrastructure in the region to facilitate access, implementation and connection to the grid.

POSSIBLE FUNDING SOURCES

Local National International


Federations of Municipalities

Private investors

Local and international NGOs

Ministries

CDR

Private investors

Local and international NGOs

Funding agencies and donors: AFD, World Bank, EU,

EIB, UNDP, etc.


EVALUATION


Potential wind energy capacity that can be exploited and relevant costs

Potential solar energy capacity that can be exploited and relevant costs

Potential geothermal energy capacity that can be exploited and relevant costs

Additional hydropower capacity that can be secured from the rehabilitation of existing hydropower

plants.

Prevalence of cardiopulmonary illnesses (and correlation with air pollution levels)

Air Quality (average daily and monthly concentrations of PM10, NOX, CO2 and SO2)

ESTIMATED FINANCIAL COST Phase I US$ 400,000





Phase II US$ 50,000

Phase III TBD

Total US$ 450,000


RESULTS


Discount rate at:





NPV/20 years (US$M) 5.8 4.6 3.8 0.05

IRR/20 years 47% 47% 47% 10%






Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the project viable. This point allows determining the present value of the benefits (direct (marginal

fees, carbon credits, etc.) benefits) needed to cover Phase I to II TA over 20 years, which is US$ 0.7 million. Still, in depth economic analysis needs to be performed and accounts for capital investments when the detailed feasibility study is

commissioned.




A P P E N D I X 3 : D E T A I L E D L O N G T E R M P R O J E C T S H E E T

The René Moawad Airport

Project

Conduct the preliminary background pitch for transforming the René Moawad Airport into a commercial airport and options for financing, management and having an industrial area/free

zone


PROJECT





Lebanon has one international airport located 9 km south of Beirut over a 7 million m2 area and started operations in 1954. Constrained with high mountains from the east, only

the north-western, western and south-western coastal façade constitutes the airport airspace. Several improvements took place over the decades with the most ambitious one

taking place after 1990 where the Government had a master plan with a capacity of 16 million passengers in 2035, a free zone, cargo handling buildings, hangars, etc. The

phased approach was being pursued with US$ 450 million spent in 1998 for the latest improvements which led to the expansion of its runways to 3 with a completely revamped

terminal, tower and facilities. However, the runways are surrounded with construction and populated areas as a setback was not enforced since the Civil War, leaving the

airport with only 2 runways being regularly used for takeoff and landing; the third one being used for emergency purposes. Moreover, air and noise pollution (62,980 landing

and takeoff in 2013) has been a growing concern with traces of critical pollutants being monitored at street level in mainly southern Beirut due to the canyon effect. The

airport, which used to be a hub for especially Lebanese passengers and cargo carriers before the Civil War, handled 6.2 million passengers in 2013 and a fluctuating cargo

volume over the last decade with 105,811 tonnes in 2013 or less than 5 percent of the top ten air cargo airports in the Middle East. Despite the Government granting the MEA

exclusive rights for passenger air transport and monopoly at the airport, adopting open skies in 2000 and approving market access to all airlines, the airport has not regained its

pre-Civil War hub status. This would require political and economic stability, and a competitive airline to operate in fiercely regulated and subsidized regional markets.

The 2004 SDATL suggested that a second airport should be contemplated when Beirut airport passengers would exceed the 8 million passenger mark per year. This threshold

could be attained in the near future provided the political and economic situation improves.

Initially built by the Iraqi Petroleum Company in the early 1960s for corporate use, the existing coastal René Moawad military base in northern Lebanon (25 km north of Tripoli

and 5.5 km south from the Syrian border), which was transferred to the Lebanese Air Force in 1966, is built on a 5.5 million m2 area that is mainly surrounded with agricultural

land and has one 3,000 m long runway. The airport has been considered since the late 1980s as an existing potential airport that would economically benefit Akkar if it is turned

into a commercial and cargo airport to which a free zone could be added. The Civil Aviation Directorate General in conjunction with IDAL conducted in the late 1990s a

preliminary site assessment that was complemented by a new assessment in 2012 where they confirmed that the René Moawad airport was suitable for commercial operations

provided a phased investment plan was implemented to rehabilitate the runway, and rebuild and equip the airport terminal and tower. One of the conclusions was that unlike

western takeoff and landing (towards the sea), eastern takeoff and landing would use Syrian airspace hence requiring a preliminary authorization from the Syrian Government.

The assessment gave several use options including an international/charter airport, a cargo/free zone airport and a secondary/training/recreational airport with a 4 year

implementation timeframe and a US$ 200 million investment cost excluding the cost for acquiring 2 million m2 additional land. A feasibility study conducted following the

assessment suggested a preliminary US$ 90 million investment cost with the creation of 6,000 to 9,000 jobs and probably more in the future.

Given Beirut airport limited land expansion as the only potential expansion (especially for the runways) is towards the sea, a second airport could be justified on the basis of

decongesting Beirut airport so that the second airport could specialized in cargo handling, charter flights, recreational flights and could be connected to a free zone.





Project


zone

DESCRIPTION OF THE PROJECT This project aims at enhancing the sustainable development of Akkar by providing northern Lebanon with a regional air transportation outlet and linking it to productive

facilities specialized with export-oriented semi-finished and finished goods including agro-industrial products that could notably be produced in the free zone.


BY THE PROJECT

To determine whether the transformation and upgrading of the René Moawad military base into a commercial airport to standard that aligns with current and future aviation

demands by providing sustainable development solutions which at its core also addresses the environmental and socio-economic issues directly impacting the population of

Northern Lebanon in general and Akkar in particular.


PROJECT


− Take stock of the existing studies

− Determine the market demand for airport alternatives

− Determine the market demand for free zone alternatives

− Determine the most economically beneficial alternative

− Determine the legal, institutional and regulatory framework, capacity needed as well as financing and management options

− Produce a choice matrix and an action plan



− Stocktaking of the existing assessment and feasibility studies (2008 onward)

− Market demand for the airport alternatives and determine the most suitable option combinations.

− Feasibility and economic study on the free zone and its location (Tripoli Port and/or René Moawad Airport) and the necessary investment costs needed

− Economic analysis that would provide the most beneficial alternatives.

− Study on Legal, institutional and regulatory framework, capacity building, financing and management options of the airport and the free zone.

− Choice matrix for decision-makers and the community at large with a choice matrix that will help select the most appropriate alternative in a transparent way and formulate an action plan.


An EIA should be conducted with an emphasis on assessing the actual impact on the Cheikh Zennad wetland and preserving it; mitigating air pollution, noise pollution, soil

pollution; and preserving migrating birds stopover in Cheikh Zennad (south of the Airport) during the month of March, whereby air traffic should be suspended for a few days

per year. Moreover, safety measures should be emphasized and land use regulations should be duly enforced to maintain a setback from the airport premises.




Phase I

Taking Stock of existing

studies and prepare the

TORs for Phase II

1 month Take stock and analyze the results and compare them later to the other specific objectives.

Prepare the Terms of Reference for Phase II, IIIa/b, IV and V

Phase II Demand and safeguard

studies 1 year

− Conduct a detailed market demand and for airport alternatives such as international/charter

airport and/or a cargo/free zone airport and/or a secondary/training airport/recreational airport

− Conduct a detailed market demand for a free zone (tap the demand for industrial investments in

conjunction with IDAL), its comparative advantages and its location





Project


zone

− Conduct a detailed feasibility study for the free zone alternatives (located at the port or airport) to

determine the investments needed including associated investments such as railway link between

the port and airport; labor transportation, infrastructure including electric generation, etc.

− Conduct the Environmental and Social Impact Assessment Framework that will provide the

positive, negative and mitigation framework for all the airport and free zone alternatives

Phase IIIa Economic Study

1 year

Phases IIIa

and IIIb are

implemented

in parallel

− Conduct an economic analysis that would underline the social benefits in terms of economic

growth, job creation (nationals vs. foreigners) for each of airport and free zone alternatives, and

the negative impacts (include the costing of environmental degradation) and their remediation.

Phase IIIb

Set up, capacity,

financing and

management

− Conduct a detailed legal, institutional and regulatory framework/capacity building/

financing/management integrated study that will give the options and needs for each alternative

while spelling out needs, implementation timelines and capacity needs:

o Legal, institutional and regulatory framework (Airspace, cies, etc.)

o Technical and staff requirements

o Financing options (BOT, BTO, etc.) and governance

o Management options and governance

Phase IV Matrix choice policy

note 2 months

− Prepare a matrix choice policy note synthesizing all the results of the previous phases and calling

on decision-makers and the community at large to select the most appropriate option in a

transparent and participatory way.

− Adopt (nationally and locally) and proceed with the selected alternative by formulation an action

plan

Phase V Pre-Implementation 3 months

Based on Phase IV:

− Adjust laws, institutions and regulations as deemed necessary

− Prepare tender documents for detailed studies and safeguards

− Prepare tender documents for legal, institutional and regulatory framework

− Prepare tender documents for capacity building

− Prepare tender documents for financing

− Prepare tender documents for management

− Prepare tender documents for contractors

− Prepare tender documents for supervision

Phase VI Implementation and

monitoring 4 years

Sequence implementation so that the airport could be operational in a timely manner and determine

monitoring indicators and milestones

RESPONSIBLE PARTY(IES) Ministry of Transport and Public Works: Civil Aviation Directorate General; Tripoli Port Authority ; Urban Planning DG – Ministry of Interior and Municipalities – Ministry of Economy and Trade – Ministry of Finance – Ministry of Industry – Ministry of Agriculture – Ministry of Environment – Ministry of Education and Higher Education: Higher Education Directorate General – CDR – IDAL





Project


zone



Mohafaza, municipalities, universities, communities, Civil Aviation Directorate, IDAL, etc. Potential donors or partners: EU, USAID, World Bank, EIB, IFC, OPIC, etc.

BENEFICIARIES/TARGET GROUPS The beneficiaries of this project are communities in general, agro-industries and industries in Akkar and Northern Lebanon


OR CHALLENGES

The risk in this project lies in the lack of political and economic stability, high market competition, un-gauged market demand, lack of funding and the Syrian Government not

granting permission to use its airspace. More importantly, a lead institution needs to be designated to implement the project.

PRE-REQUISITES − The acceptance of communities (to be ascertain during the Environmental and Social Impact Assessment Framework) − Transparent and participatory process




EVALUATION


− TORs prepared − Number of conducted and approved studies − Tenders prepared and launched

− Transparent and participatory selection of the alternative − Action plan formulated and implementation timeline sequenced


Phase I US$ 20,000


Phase IIIa US$ 85,000

Phase IIIb US$ 190,000

Phases IV and V US$ 30,000

Study/Tender total US$ 515,000

Phases VI Implementation US$ 90 to 200 million (based on preliminary assessment)


RESULTS


Discount rate at:





NPV/20 years (US$M) 15.3 5.9 0.8 0.0





Project


zone

IRR/20 years 12% 12% 12% 10%






Note: These are preliminary results that help derive the switch off point (Benefit Decrease) to determine the benefits needed to make the p r o j e c t viable. This point allows determining the present value of the benefits (traffic

volume) needed to cover Phase I to VI investments which amount to US$ 65.2 million over 20 years. Still, in depth economic analysis needs to be performed when the detailed feasibility study is commissioned. Investment considered is

a lower bound US$ 90 million with an annual 3% of total investment for operations and maintenance.




A P P E N D I X 4 : S W O T M A T R I C E S




SWOT matrix for sector I – Infrastructures

INFRASTRUCTURES

STRENGTH (S) WEAKNESSES (W) SO STRATEGIES WO STRATEGIES

- S1: Strategic location between Tripoli and Syria

- S2: Presence of 4 fishing ports (Arida, CheikhZennad, Hay el Bahr, and Abdeh);

- S3: Favorable weather conditions to implement renewable energy projects

- S4: Vast agricultural lands

- S5: Abundant hydrological resources

- S6: Proximity to the port of Tripoli

- S7: Presence of the René Moawad Airport

- W1: One of the most disadvantaged regions of the country

- W2: Lack of efficient public transportation

- W3: Several isolated villages due to poorly developed and poorly maintained road network

- W4: Absence of a proper wastewater treatment system

- W5: Alteration in the landscape assets of the region; damage of the agricultural areas

- W6: Pollution of the water resources by anthropogenic activities

- W7: Decrease in the availability of water resources, notably due to excessive use for irrigation

- W8: Population growth combined with inadequate infrastructures

- W9: Salinization of coastal aquifers from excessive pumping of groundwater in coastal areas

- W10: Several projects related to water and water management are on hold due to security reasons, expropriation problems or water "ownership" conflicts

- W11: Absence of a proper solid waste management system

- W12: Lack of adequate relevant infrastructure (roads, difficulty of access by civil defense, water intake points) to prevent forest fires

- W13: Incomplete water supply infrastructure and lack of enforcement of regulations relating to the protection of water resources

- SO (Strengths/Opportunities) strategies

- SO1: A synergy can be established between Akkar and Tripoli's infrastructures on the one hand and Akkar and Syria's infrastructures on the other hand. This synergy is a step towards transforming Akkar from a place of passage to a hub having its own economical weight in the region (O1, O6 + S1, S2)

- SO2: Take advantage of the favorable weather conditions (powerful winds and important yearly amount of sunshine) and implement renewable energies (notably wind turbines and solar panels) in Akkar. The electricity produced can feed Akkar and the excess can be sold to the neighboring regions/country (O2, O3 + S1, S3)

- SO3: Take advantage of the numerous water streams and implement additional hydropower plants in strategic locations in Akkar. The electricity produced can feed Akkar and the excess can be sold to the neighboring regions/country (O2, O4 + S1, S4)

- WO1: Alleviate poverty by implementing public transportation and reinforcing the existing road network (O1, O6 + W1, W2, W3)

- WO2: Alleviate poverty by establishing Akkar as a well-managed tourism and agricultural hub (O1, O6, O7 + W1, W5, W6, W7, W9, W12)

- WO3: Promote the enforcement of the available national plans and schemes regarding water management in order to preserve water resources and decrease risks of water contamination (O4, O5 + W4, W6, W7, W9, W10, W13)

OPPORTUNITIES (O) THREATS (T) ST STRATEGIES WT STRATEGIES

- O1: National plans for the implementation of a railway between Tripoli and Syria, the reopening of Qleyaat airport, the extensions of the Arab Highway and the North Highway and for the implementation of the Halba-Qobaiyat connection

- O2: Establishment of a National Wind Atlas for Lebanon in 2011 and

- T1: No incentives for the development of green energies and sustainable practices

- T2: Inefficient/incomplete electricity network, frequent power outages and weak supply (this particularly induces a considerable profit-loss for the food processing activities heavily relying on cooling rooms)

- T3: Inefficient/incomplete telecommunications network - T4: Inefficient/incomplete water and wastewater

networks

- ST1: Raise awareness on the urgent necessity of developing the infrastructure sector in order to take advantage of Akkar's strategic position and its benefits towards poverty alleviation (T2, T3, T4, T6, T7, T8 + S1, S2)

- ST2: Raise awareness on the opportunities offered by the favorable weather conditions regarding the implementation of green

- WT1: Promote the improvement of transport, electricity, telecommunications, water, and wastewater networks covering a broader area. Only a strong backbone can help Akkar towards poverty alleviation (T2, T3, T4, T5 + W1, W2, W3, W4, W8, W11, W12, W13)

- WT2: Account for the numbers of Syrian




identification of East Akkar as an area of powerful winds

- O3: Quick development of the solar water heaters market in Lebanon

- O4: Available MoEW schemes related to dams, lakes, and irrigation

- O5: Available plans and decrees for the management of solid wastes and initiation of execution of governmental plans relating to wastewater and solid waste management

- O6: National plan for the strategic use of the land: the NPMPLT approved by Decree no.2366

- O7: Availability of local and international funds for development projects

- O8: Rehabilitation of the René Moawad Airport as a key project for employment, tourism, agriculture and industry

- T5: Lack of funds and allocated budget to the region - T6: Slow, inefficient and insufficient implementation of

infrastructure projects - T7: Large population of Syrian refugees shuffling any

future short-term and mid-term strategic vision for the region, pressure on already inefficient infrastructures, combined with the inexistence of a national plan addressing the situation

energies and its benefits towards poverty alleviation (T1, T6 + S3, S4)

refugees in the implementation of infrastructure projects (T2, T3, T4, T5, T6, T7, T8 + W1, W8)

- WT3: Propose incentives encouraging inhabitants/public facilities/industries, etc., to adopt sustainable practices and opt for green energies (T1 + W1, W5, W6, W7, W9)

SWOT matrix for sectors II, III, and IV – Social Sectors

SOCIAL SECTORS


- S1: A highly young populated area with 7.4% growth in 5 years

- S2: Increasing number of newly established municipalities and unions in Akkar, as an empowering structure for development and improvement of life conditions

- S3: Akkar's mixed population with minimal religious conflicts

- S4: Major role of local civil society and local leaders in development initiatives

- S5: An increasing number of schools (public, private and technical), social centers, health centers and hospitals in Akkar with a better geographical distribution

- S6: New establishment of high schools,

- W1: High rate of poverty along with the highest number of children per family and the highest dependency rate, and the lowest average of individual income

- W2: Negative effect of poverty on the access to health and education services combined with a general lack of awareness towards health, education and parental guidance for children

- W3: Bad quality, lack of adequate equipments and insufficient geographical distribution of services on the educational and health levels.

- W4: Insufficient specialized and skilled human resources working in education, health services and other public institutions

- W5: Limited choices to improve job opportunities through technical and universal available and accessible majors and specializations for youth and young women

- W6: High rate of: school dropouts, schooling delay,

- SO1: Application of national health education and social strategies can boost a young healthy educated population towards developing human resource capital (O1, O6, O3 + S1, S5, S6, S7)

- SO2: New investment incentives and IT availability can encourage attached emigrants to Akkar in creating economic activities and job opportunities, and capitalizing on young skilled human resource(O8, O7, O2 + S6, S7, S9)

- SO3: The growing interest on Akkar by NGOs, universities, private schools and international organization can boost a vivid civil society and have a positively impact on the role of municipalities in development (O3, O5, O6 + S2, S4, S5)

- WO1: Development and service improvement, and educational opportunities would leave Akkarian with the same poverty and deprivation problems if not addressed with the same level of urgency as the Syrian refugee issue (O5, O2, O3 + W1, W2, W3, W4, W7, W9)

- WO2: Available resources in IT, education and technical specialization would not improve the human resource capital unless more diversification, accessibility and link between education and market demand is acknowledged (O1, O2, O3, O4 + W4, W5, W6, W8)

- WO3: Investments, opportunities to improve services in health, education, work opportunities, and social development can




private schools and universities in the area with younger specialized staff

- S7: A higher number of educated young women involved in different aspects of life

- S8: An increasing number of covered citizens by NSSF in Akkar

illiteracy and failing students. Weakness in foreign languages and absence of English as a second language in Akkar public schools

- W7: Deterioration of the overall situation with the large influx of Syrian refugees, on health and education services and on all infrastructure

- W8: High rate of unemployment among youth and women

- W9: Low rate of health and social coverage and insurance especially for the most vulnerable groups

- W10: Municipal lack of financial and skilled human resources is weakening its role in development

- W11: Corruption, frequent dispute over elections, and the traditional hierarchal social structure hindering life improvement

be implemented if a strong dynamic local structure with dedicated local leaders can do the lobbying and the follow up (O1, O5, O7, O8 + W10, W11)


- O1: National strategies for health, education and social development, to improve service accessibility and quality, people protection and empowerment

- O2: IT and available connectivity

- O3: Diversification and expansion of technical and universal facilities in Akkar and in Tripoli (UOB Institute of Technology, existence of a land plot for an agriculture university in Abdeh, etc.)

- O4: Increasing market demand for technical labor force

- O5: Growing interest of NGOs and international organizations, and implementation of centers, programs and services in Akkar, with a better geographical distribution

- O6: School health program reinforcement as a mean to strengthen MoPH preventive programs

- O7: Large number of successful emigrants from Akkar spread in different continent and help their families through social, educational and financial support

- O8: Classification of Akkar as Zone C as per the Law 360 for Encouraging Investments in Lebanon with a complete

- T1: General economic crisis and people impoverishment creating a vicious circle between education, health and poverty

- T2: Negative effect of security problems on access to health education and work opportunities

- T3: The Syrian crisis negative effect, impeding trade and other forms of economic activities, access to cheaper services and goods, and its effects on the uncontrollable influx of refugees with an increase of unemployment for Lebanese

- T4: Alarming consequence of 2008 clashes and the general political and sectarian conflicts on the security level and on relationship in Akkar. Group affiliation to extremists and a tendency to arm and violence use, with a loss of values and ethical attitude

- T5: The inefficient reactivity of all governmental institutions and ministries in addressing problems, enforce laws and implementing national strategies (infrastructure projects for water and waste water, energy)

- T6: Absence of national health coverage laws benefiting to all citizens and inefficiency of NSSF social security programs and coverage, along with the inaccessible prices of private insurance to the majority of Akkari citizens

- ST1: Minimize the effect of security, economic and sectarian crisis in presence of high demographic growth to avoid a generation of young armed, violent extremists changing the pacific and social cohesion characteristics of Akkar (S1, S3, S7 + T1, T2, T3, T4)

- ST2: Address the Syrian crisis by NGOs and governmental adequate response in order to trigger an efficient use and positive impact of newly established service structures and institutions, and infrastructure projects (S2, S5, S6 + T3, T5, T6)

- ST3: Establish social and health coverage policies and enforce their implementation to keep up in terms of services coverage with a fast growing population (S1, S8 + T5, T6, T7)

- ST4: Protect Akkar from the security and political crisis to attract and motivate emigrants positive input and contribution

- WT1: Target most vulnerable groups with adequate programs and social and health coverage in Akkar to alleviate poverty with an external financial support to establish internal resources and institutions to avoid security issues surrounding Akkar (T1, T2, T3, T4 + W1, W2, W3, W7)

- WT2: Improve accessibility and quality of education and widen technical specialization to give Akkari youth a competitive advantage in the market and better access to work opportunities (T1, T3 + W5, W6, W7, W8)

- WT3: Give priority to Akkar governmental project and strategies' implementation (infrastructure, education, health, women…) to support Akkar in hosting Syrian refugees

- WT4: Establish a local eligible structure to compel governmental support to Akkar (municipalities, unions, and local civil society and political leaders), to activate lobbying, follow-up and management of Akkar development projects (T5, T6 + W10, W11)




exemption for ten years from any income tax and tax on profits of the investor, with other incentives

- O9: Rehabilitation of the René Moawad Airport creating employment opportunities

SWOT matrix for sector V – Culture, Leisure and Tourism

CULTURE, LEISURE, TOURISM


- S1: Presence of various archaeological/historic sites and monuments;

- S2: Proximity to Tripoli, an already established touristic pole;

- S3: Rich and varied relatively preserved natural assets (coastal dunes, forests, water streams, caves…etc.);

- S4: Presence of various picturesque landscapes and villages;

- S5: Hospitality of the inhabitants

- S6: Local women have academic level of education in History and Geography

- W1: Absence of Cultural strategy on National Level

- W2: Lack of an exhaustive inventory of Cultural/Natural Heritage

- W3: Archaeological/historic sites, monuments and natural assets are not highlighted;

- W4: Relatively unknown historical background for the region;

- W5: Lack of cultural/sports equipment and facilities;

- W6: Low level of awareness in the community on the importance of protecting the archaeological/historic sites and monuments and natural assets;

- W7: No particular local competencies and trained personnel in eco and agro tourism;

- W8: Lack of adequate accommodation facilities for national/international tourists;

- W9: Overprotection of historical/archaeological/natural sites can challenge their appropriation by local populations and visitors;

- W10: Mismanagement of natural resources and cultural heritage;

- W11: Desertification notably due to accidental fires and random cutting of forests.

- W12: Lack of coordination between the different governmental authorities

- W13: Absence of a primary site that attracts tourists to the region

- W14: Education and social levels are highly variable in the region

- SO1: Facilitate access to the region, and position it on the local and international touristic market (O1 / S1, S3, S4, S5 S6)

- SO2: Offer quality and well organized cultural and natural tourism (O2, O3 / S1, S3, S4, S5 S6)

- SO3: Create new opportunities and market related possibilities (O5 / S1, S3, S4, S5 S6)

- WO1: Promoting what is already known and documented will lead to revitalizing the region and therefore opening up for new opportunities (O2, O4, O5 / W1, W2, W3, W4)

- WO2: Use existing skills to mend lack of local competencies and adequate facilities (O4, O5 /W7, W8)

- WO3: Minimize the negative impact by increasing consciousness on the importance of preserving/conserving Cultural and Natural sites (O7 / W3, W6, W10, W14)

- WO4: Existing Natural and Archaeological sites could become primary sites to drain tourists toward the region (Tell Arqa is studied, documented. The existing museum project for Arqa will enhance it to become a primary National / International touristic attraction) (O6 / W13)





- O1: Development of the roads network; promotion of green transports;

- O2: Development and promotion of ecotourism; enhancement of existing facilities

- O3: Development of sports/leisure activities on a national/international scale

- O4: Development of traditional tourism

- O5: Increasing demand on national and international level for eco-tourism and touristic products (Trend for healthy and quality lifestyle)

- O6: Valorize existing Natural / Cultural sites

- O7: Raise public awareness and strengthen bonds with Cultural / Natural sites

- O8: Rehabilitation of the René Moawad Airport increasing the touristic potential of the region

- T1: Vulnerable and unprotected sites;

- T2: Incomplete and inefficient road connections with the rest of the country;

- T3: Uncontrolled tourism can lead to the deterioration of natural sites and the negligence of local traditions

- T4: Disrespected regulations regarding heritage related practices (restoration, conservation of old houses, etc.)

- T5: Underestimation of the potential of Cultural/Natural tourism as a revenue/employment generator on local (and national) level

- ST1: The variety of proposed eco and cultural tourism should minimize the impact of high tourism rates, and therefore help protect sites from touristic deterioration. Nevertheless, locals should be well prepared to absorb potential risks on those assets (T1, T3, T5 / S1, S3, S4)

- ST2: Educate local population about the benefits of positive behavior and conservation / protection of Natural / Cultural heritage (T1, T4 / S1, S3, S4)

- WT1: A decision should be taken on National level regarding the Cultural policy of the country, since these threats/weaknesses cannot be addresses only on a regional level (T1 / W1, W2, W3, W4)

- WT2: Understanding the significance of Cultural and Natural heritage will lead to increase the respect and consideration of regulations, and therefore the enhancement of its potential (T4, T5 / W6, W10)




SWOT matrix for sector VI – Agriculture

AGRICULTURE


- S1: Availability of relatively large area of arable land and of pastures, enabling the development of animal production and field crops

- S2: Easy landscape and topography, enabling mechanization of harvesting and planting of field crops

- S3: Availability of water for irrigation - S4: High soil and climatic diversity, enabling

the diversity of products and exclusivity of some others (sesame seed, peanut)

- S5: Availability of labor force - S6: Close to border facility for export - S7: Reckoned products (i.e. Shanklish) - S8: Possibility of early production with no

competition on the market (potato, table grapes)

- S9: Availability of small investors in the agriculture sector (retired military officers)

- W1: Remote area from main local markets, affecting quality and transportation costs

- W2: Unsuitable land tenure system and land fragmentation, hindering investments in machinery and economy of scale

- W3: Absence of adequate water distribution infrastructure, resulting in water shortage, leakage and pollution

- W4: Inefficient irrigation systems, resulting in high water consumption and inappropriate use

- W5: Inappropriate water rights laws

- W6: Non specialized labor force, with limited expertise available for extension

- W7: Limited facilities for storage, calibration and packaging for export purposes

- W8: Limited agro-processing units

- W9: Absence of modern nurseries providing farmers with new varieties and rootstocks

- W10: Absence of a suitable agricultural crediting system, resulting in high dependency of farmers on input and service providers as well as on market middlemen

- SO1: Promoting mixed farming and crop rotation which includes forage cropping along with cereals and vegetables would increase mutual profitability of farmers and herders (O1-O5-O6/S1-S2-S3-S9)

- SO2: Enabling environment for the development of competitive industrial crops and agro-industries (economy of scale) (O2/S1-S2-S3-S4-S5)

- SO3: Increased potential to export both fresh and processed food products through Tripoli seaport or Abboudiyeh (O2/S4-S6-S8)

- SO4: The notion of "terroir" and labeling is a potential for several niche reckoned products (onion, shanklish, organic products…) while the expansion of exclusive products to Akkar (peanut, sesame, kiwi…) is possible if triggered by agro-tourism and the presence of the park. Development projects should conduct capacity building to farmers willing to invest in agri or eco tourism (O3-O4-O6/S3-S7)

- SO5: Harnessing researchers with pioneer farmers and extension technicians should enhance research and development activities into diversified agriculture production systems and could be potentially linked to a future establishment of a faculty of agriculture (O7-O8/S1-S2-S3-S4)

- WO1: Allowing the development of animal production, forage cropping and food processing should enable overcoming transportation costs through the development of internal market for forage crops, lower volumes through processing and increase the added value of the end products. Developing eco and agri tourism would allow selling fresh products onsite (O1-O2-O3/W1)

- WO2: Animal production with direct contracts between farmers and service providing companies (i.e. Hawa example), the creation of farmers' groups and associations dealing with input providers and marketing would reduce the cost of production and improve equity and competitiveness. The protection of agriculture fertile land from further fragmentation and from urbanization is also a milestone (O1-O6/W1)

- WO3: The development of pressurized water distribution systems and the deployment efficient irrigation systems should be enhanced. Capacity building to famers to establish water users associations to system the distribution system is a must. An appropriate legislative framework for water user associations is to be adopted (O6/W3-W4-W5)

- WO4: Harnessing research institutes, extension technicians and pioneer farmers with unqualified labor force in extension activities like farm field schools, demonstration plots, field days, and the creation of a faculty of agriculture and empower the agriculture technical school in Abdeh are essential (O6-O7-O8/W6)

- WO5: An enabling environment should be




created for the banking sector in order to encourage investors towards medium to large processing units and storage/packaging facilities, through crediting facilities (O1-O2-O6/W7-W8-W10)

- WO6: Linking LARI with potential nurserymen to encourage them upgrade their nurseries and join the Lebanese Nurseries Association which is monitored by the institute and MoA allowing them to produce plant material of a higher quality (O7-O8/W9)


- O1: The presence of mixed farming and the production of forage crops are essential for the developing animal production sectors, mainly poultry and dairy products

- O2: The availability of large volumes of diverse crops, the relatively low cost of land and labor should trigger the development of agro-industries (dairy, poultry, potato chips, sesame oil, jams…)

- O3: The presence of touristic attractions and the creation of a natural park are an opportunity to develop agro-tourism and high quality labeled products

- O4: The exclusive soil conditions (basaltic soils) in some parts are an opportunity to grow specific high value products (kiwi, chestnut, cut flowers, organic products…)

- O5: The long vegetation season in the coastal plain is an opportunity to diversify the crop rotation and introduce soybean for fodder

- O6: The priority of Akkar at a national scale in development projects related to agriculture

- O7: The presence of LARI and other institutes and organizations is an opportunity to promote good agricultural

- T1: Security failures near the border with Syria and in Tripoli which is the major gross market, and a necessity for a route to Beirut

- T2: Prevalence of smuggling activities on the border (when security is assured), which can sometimes negatively affect the marketing of local products

- T3: The high demographic pressure over natural resources with an increasing trend, reducing fertile arable land and irrigation water

- T4: Mismanagement and malpractices (i.e., intensive production, absence of crop rotation, inappropriate field operations, furrow irrigation...) affecting crop quality (untreated sewage used for irrigation, pesticide residues…) and yield, depleting fish resources, pastures and increasing soil erosion and salinity.

- T5: Increasing trend of climate extremes (floods, drought, heat waves, wind and snow storms), with subsequent impacts affecting the agricultural sector. The limited preparedness of the Government and minimal resilience of agricultural communities to such risks

- ST1: Orientation of small investments as well as production towards agro-processing and towards higher shelf-live dairy products (shanklish, kishk, cheese), products for internal consumption in Akkar (fresh milk, forage crops) or for processing (potato chips, fruit jams, syrups, sauce, etc.). A peripheral road surpassing Tripoli and linking Akkar to Beirut should be envisaged (T1/S1-S2-S6-S8-S9)

- ST2: Develop zoning plans and strategies accounting the preservation of arable lands and natural resources (T3/S1-S2)

- ST3: Develop and implement an action plan for treatment and reuse of wastewater in agriculture sector to increase water resources. Improve irrigation techniques and deploy water efficient irrigation systems (T3-T4/S3)

- ST4: Empower extension service and prioritize development projects that enhance good agriculture practices and enable farmers to acquire better know how and the necessary infrastructure to improve product and environmental health in both crop and animal production as well as in processing (T4/S3-S4-S7-S8)

- ST5: Promote climate proof development projects which would prioritize resilient crops to climate change (varieties with low chilling

- WT1: Establishing a crediting system framework prioritizing the development of SMEs developing food processing enterprises, storage and packaging plants, and related para-agriculture industries (forage silos, agriculture equipments, etc.). Support to such SMEs could target the installation of renewable (or alternative) energy appliances. The crediting system would also prioritize climate resilient production systems (mixed farming, conservation agriculture equipment, drip irrigation system, drought tolerant plant material, modern nurseries, etc.) (T1-T5/W7-W8-W9-W10)

- WT2: Prioritize Akkar in National development strategies and for the establishment and rehabilitation of agriculture infrastructure (with CDR, Green Plan, MOPW, MOEW, MOF, etc.) which would allow increasing the resilience to climate change (adaptation measures) (T3-T4-T5/W3-W4)

- WT3: Achieve the cadastre delimitation in Akkar and update the existing legislative framework for land tenure and land use as well as for water laws and rights, reinforce hunting and fishing laws, through the empowerment of public institutions officers




practices, conservation agriculture and other new agricultural systems

- O8: The presence of some active farmers' groups, extension centers and projects as a means of information dissemination and capacity building

- O9: Rehabilitation of the René Moawad Airport boosting the agriculture sector by generating additional exchanges and merchandising's exportations

requirements, drought tolerant crops, winter crops…) as well as appropriate practices (conservation agriculture, crop rotation, integrated pest management, drip irrigation, etc.) through capacity building, crediting and incentives (subsidies, in kind distribution of plant material, etc.) (T5/S3-S4-S8)

(i.e. forest guards, municipality police, etc.). Strategies at national level should aim at the effective decentralization process in Akkar, to reach a higher autonomy and efficient functioning of public institutions, by developing sub-regional offices in different Akkar areas (future cazas) (T3-T4-T5/W2-W5)

- WT4: Capacity building for civil servants and local authorities' staff, awareness raising for the general public (water users, shepherds, hunters, etc.). A strategy to develop the capacities of human resources in Akkar should be implemented, specifically for the establishment of vocational and technical schools and branches for the faculty of agriculture and other academic centers related to public administration, etc. (T4-T5/W6)

SWOT matrix for sector VII – Industry, Trade and Banking

INDUSTRY, TRADE, BANKING


- S1: Retirees from the public sector are important local economic agents (housing, investments, etc.) and stimulate demand

- S2: Trade and commerce are important activities that are tailor-made to needs, demands and opportunities

- S3: Availability of cheap labor force for the industrial and agricultural sectors

- S4: Close to border crossings and ports facilitate export

- S5: Potential for tourism, recreational areas and restaurants

- S6: Banking branches are available and seem to have excess liquidity with loans provided for personal reasons, agriculture, tourism and construction

- S7: Microfinance institutions are active in Northern Lebanon

- W1: Lack of trusted financial instruments does not allow to capture the retiree income and put it towards better local investments

- W2: Entrepreneurship seeking to invest in high value added agricultural products and agro-industrial products is the exception that confirms the rule

- W3: Informal trade and commerce are outside the purview of the fiscal system and reduce local public budgets

- W4: Labor is unspecialized and cannot fit industrial, agro-industrial and tourism needed skills

- W5: Tourism (natural, archeological and religious) and recreational sector is almost non-existent in a very well endowed region

- W6: Despite their liquidity, banks are not risk takers and clients do not trust them due to former embezzlement (lack of confidence)

- SO1: Harnessing capital, human and social assets to piloting social corporatization to develop a new form of economic drivers (O1-O2-O7/S1-S3-S4-S6)

- SO2: Climbing up the value chain will increase skilled employment and increase Bank profitability (marginal financial rates of return must however exceed the TB rates of return) (O4/S3-S6)

- SO3: Building skills will help diversify the economy and make it more resilient to shocks (internal and external) (O5/S3-S5)

- SO4: Creating new opportunities and trickledown effect of new laws and regulations (O9/S5-S8)

- WO1: Main ingredients for an environment conducive to attract investments are not available (O1-O2-O7/W1-W2)

- WO2: Without the rule of law, there is little possibility in increasing trust, attracting investor/tourists and improving the public finance stance (O3/W3-W5)

- WO3: The lack of skills is hampering the attraction of competitive industries and innovative approach to develop the region's edge (O5-O6/W4-W5)

- WO4: Regulators must enforce the law to re-establish the trust between the banking system and their clients (O7-O8/W6-W7)

- WO5: Vested interest is preventing any preservation of the commons and introducing incentives to greening the construction sector (O8/W8)




- S8: Construction, as in all of Lebanon, is booming and is one of the drivers of the economy. A number of small industries are associated with the construction sector

- S9: Presence of three industrial zones in Halba (Decisions n°49 of 15/12/2010, n°21 of 26/05/2011 and n°5 of 01/02/2012), Aandqet (Decisions n°10 of 17/03/2010, n°44 of 02/11/2011 and n°6 of 06/02/2013) and Rmoul (Decisions n°13 of 26/03/2008 and n°11 of 14/03/2012) as per the DGUP master plans

- W7: Micro-credit penetration in certain areas remains weak and independent evaluation of micro-credit outcome is unavailable

- W8: Zoning is not respected and informal sand mining and quarries are putting pressures on natural resources. Lack of construction standards reduce small and medium industry efficiencies


- O1: Creation of a new form of social corporatization by involving all stakeholders (banks, investors, entrepreneurs, insurance, equipment sellers, management companies, marketing companies, locals, etc.) and by targeting key high value-added investments will help capture local savings and investments and improve social harmony, cohesion and trust

- O2: Reorganizing and streamlining agro-cooperatives that will develop transformation hubs owned by cooperative members (frozen vegetables, dairy products, etc.) and where compliance, enforcement and penalty is ensured by the cooperative on its members to maintain quality control, certification, branding and markets

- O3: Reducing smuggling could improve the fiscal stance

- O4: Diversification and climbing up the value chain could increase formal commerce and trade opportunities (see above)

- O5: Development of skills and knowhow for agro-business, small and medium enterprises and tourism help attract investors

- O6: Involving farmers in harnessing renewable energy could help increase the

- T1: Risk of nobody taking the lead given the current situation in Northern Lebanon

- T2: Risk of nobody taking the lead as the structure was not tested in Lebanon

- T3: Lack of governance and rule of Law is maintaining very cumbersome cooperative activities

- T4: Security failures near the border with Syria and in Tripoli are still occurring

- T5: Security concerns are hampering any entrepreneurship

- T6: Development of skills and knowhow will continue on a piece meal (e.g., offered by development partners based on available supply for specific development skills and not needs) instead of strategic basis

- T7: Risk of elite capture/monopoly for future financial and political gains

- T8: Banks are usually conservative in their approach and Lebanese TBs have been their largest share of their investments

- T9: Without banking authorities' regulations on the micro finance sector, it will be difficult to build the trust of savers

- T10: Lack of commitment and governance at the central level to seriously deal with setting and enforcing standards/resource extraction on one hand and the chaotic construction boom that is driven by greed and quick gains on the other hand with its disfiguring impact on natural sceneries

- ST1: Infusing more risk-taking among local investors as they believe in developing the economy, the heritage and the natural beauty of the region and among regional investors by introducing attractive incentives (T1-T2-T5/S1-S2)

- ST2: Improving governance to open up markets to be preceded by a process of confidence building between the producers and new markets/clients (T3-T4/S2)

- ST3: New economic drivers, which will define and require new skills, should not infringe upon the rights and assets of the citizens (T6-T7/S3-S5)

- ST4: The banking sector could boost the development process by becoming a necessary partner in ensuring the "fuels" for economic drivers (T8-T9/S6-S7)

- ST5: Regulating the construction sector is a sine qua non condition to put the sector on a sustainable footing (T10/S8)

- WT1: Redefine and reassert the various Government tier sovereign prerogatives (attribution) and make sure that the Government tiers have clear responsibilities and functions as well as the capacity to execute their obligations (public services and utilities in terms of provision, compliance and enforcement) (T1-T2-T3-T4-T5-T7-T10/W1-W2-W3-W5-W8.)

- WT2: A lack of balance between economic drivers that will be seeking qualified skills and the lack of a skilled labor market can prevent entrepreneurs and investors from "moving in". Matching the needs with the skills is imperative to create an attractive labor market for investors (T6/W4)

- WT3: The lack of trust in banks to provide equal opportunity credits and micro-credits could derail the development process, build social unrest and increase migration. Rebuilding the trust between the banking system on the one hand, and depositors and investors on the other is imperative to create a environment conducive to increasing savings and loans (T8-T9/W6-W7)




redistribution effect of the sustainable management of natural capital

- O7: Banking should spearhead the new social corporatization stance by being more inclusive and sharing the investment risk with other shareholders

- O8: Microfinance institutions should be regulated by the Central Bank of Lebanon and introduce new lines of business such as micro-savings and micro-insurance

- O9: Regulating land use (cadastre with zoning), building form and function standards (earthquake proof, energy smart, green building, etc.), and natural resource extraction (sands and rocks) could help reach a quality of life and the environment balance while increasing small and medium industry efficiencies

- O10: Rehabilitation of the René Moawad Airport boosting the industrial sector by generating additional exchanges and merchandising's exportations

SWOT matrix for sector VIII – Urban Planning

INDUSTRY, TRADE, BANKING


- S1: Climate conditions (potential for renewable energies, abundant precipitation, snow and white cover during winter periods

- S2: Position at the crossroad of several bioclimatic zones

- S3: Biodiversity and variety of ecosystems, habitats and corridors: forests, wetlands, coastal/ halophytic habitats, freshwater habitats, etc.

- S4: Abundant hydrological resources - S5: Existence of a mosaic of iconic

landscapes and exceptional points of views - S6: Topography and different altitudes - S7: Diversified heritage (natural, cultural,

religious, architectural) - S8: Existence of several protected areas

- W1: Internal population growth reshuffling Akkar's position vis-à-vis Tripoli

- W2: Increase in illegal constructions and environmental damage

- W3: Bad and uncontrolled management of local forests, lack of enforcement of related regulations

- W4: Municipalities lack financial resources and technical expertise, notably regarding awareness for sustainable development and resources management

- W5: Increase in the uncontrolled urban development (linear expansion along the main axes; urban sprawl and creation of urban continuum; and scattered sprawl on agricultural and/or wood lands and the encroachment of construction projects into wooded areas)

- W6. Corruption, frequent dispute over elections

- SO1: Application and enforcement of the various existing strategic plans and decrees can preserve the great natural diversity and biodiversity of Akkar (O1, O2, O3 + S2, S3, S4, S5, S8)

- SO2: Encourage ecotourism activities and publicize the region and its assets to allow for a sustainable management of existing resources and assets and also to create job opportunities, attract tourists, and boost the local economy (O4, O5, O6 + S2, S3, S5, S7, S8, S9)

- SO3: Development of renewable energy infrastructures along with the needed technical, human and financial framework to sustainably use natural resources, help

- WO1: Promote the official delineation of villages and land at the village level in order to clearly define land ownership, resolve relevant conflict and encourage municipalities to assume their responsibilities with respect to the management of the future National Park (W3, W4, W7, W8, W11 + O1, O4)

- WO2: promote partnership between local unions of municipalities and South Mediterranean local authorities for strengthening local capacities for the management and sustainable development of the Natural Park (W4 + O1, O4, O6)

- WO3: Promote sustainable grazing and forest management, and reinforce the role of forest guards as a mean of fire risk reduction (W3,




- S9: Strong attachment of local populations towards their territory

- S10: Increasing number of newly established municipalities and unions in Akkar, as an empowering structure for development and improvement of life conditions

- S11: Presence of three industrial zones in Halba (Decisions n°49 of 15/12/2010, n°21 of 26/05/2011 and n°5 of 01/02/2012), Aandqet (Decisions n°10 of 17/03/2010, n°44 of 02/11/2011 and n°6 of 06/02/2013) and Rmoul (Decisions n°13 of 26/03/2008 and n°11 of 14/03/2012) as per the DGUP master plans

- W7: Regulations do not cover all ecologically important areas in Akkar

- W8: Unclear land ownership, notably over the forests

- W9: Administrative/ political conflicts between the different villages

- W10: Presence of unsustainable and illegal practices (hunting, cutting of forest, cannabis plantations)

- W11: Zoning not respected: pressure on natural resources

- W12: Vegetation loss

- W13: Forest fires and lack of adequate relevant infrastructures (roads, difficulty of access by civil defense, water intake points)

alleviate poverty, and preserve forests (O1 + S1, S6, S8, S10)

- SO4: Promote cultural and religious tourism as a means of diversification and boosting the local economy (O1, O3, O4, O5, O6 + S7, S9, S10)

W4, W7, W10, W13 + O5, O6)


- O1: National plan for the strategic use of the land: the NPMPLT approved by Decree no.2366, which also defined the legal framework for the creation of the Upper Akkar Natural Park

- O2: Decree-Law no.60-83 for the implementation of local master plans and detailed urban plans

- O3: National plan for the strategic sustainable development for Lebanon's north coast: the IMAC (Integrated Management of East Mediterranean Coastlines) project

- O4: High touristic potential and various types of tourism: religious, cultural, ecological, etc.

- O5: Presence of a large number of active CBOs (community based organizations)

- O6: Interest of some international donors in the area

- O7: Establishment of Akkar as a Mohafaza by Law n°522 issued on July 16th, 2003

- T1: Delay in law preparation and implementation of main infrastructure projects and national strategies and the inefficient reactivity of all governmental institutions and ministries in addressing problems and enforcing laws

- T2: Large population of Syrian refugees shuffling any future short-term and mid-term strategic vision for the region, pressure on already inefficient infrastructures

- T3: Discrepancies between the DGUP zoning maps and the NPMPLT recommendations

- T4: Unstable security and political conditions in the region and the surrounding regions and countries

- T5: Insufficient human, technical and financial resources to implement public policies and plans

- T6: Environmental issues are not a priority on the local and national political agenda

- T7: Not all areas are surveyed

- T8: Illegal quarrying activities and lack of rehabilitation of quarries

- T9: Incomplete zoning and lack of construction standards (earthquake proof, energy smart, green building)

- T10: Negative impact resulting from tourism related activities

- T11: Delay in implementation of necessary decrees to apply Law n°522 establishing Akkar as a Mohafaza

- ST1: Regulating the construction sector (S3, S5, S6, S10 + T1, T2, T3, T7, T8, T9)

- ST2: Promote multifunctional, sustainable forest management respecting the dynamics of forest regeneration (S2, S3, S10 + T1, T2, T8)

- ST3: Inform and educate the local population about environmental protection, sustainable management of natural resources and their benefits (S3, S4, S5, S7, S8, S9, S10 + T1, T5, T6, T8)

- ST4: Promote the development and implementation of policies and plans for the Mohafaza of Akkar in order to promote its sustainable development, alleviate poverty and consequent pressures on its environment (S1, S3, S4, S7, S8, S9 + T2, T4, T8)

- WT1: Complete the zoning and develop land use management guidelines for the Mohafaza of Akkar as well as for Upper Donniyeh and Upper Hermel in support of the creation and management of the National Park (W2, W3, W4, W5, W7, W11 + T2, T4, T7, T8)

- WT2: Development and strengthening of firefighting infrastructure to preserve forests and vegetation cover (W3, W4, W12, W13 + T1, T6, T10)

- WT3: Control quarrying activities that increase the vulnerability of groundwater, vegetation loss, pollution and negatively impact the landscape; and mandate their rehabilitation (W3, W4, W7, W12 + T1, T3, T6, T8, T9)

- WT4: Establish a local eligible structure to compel governmental support to Akkar (municipalities, unions, and local civil society and political leaders), to activate lobbying, follow-up and management of Akkar development projects (T1, T3, T4, T5, T6, T9 + W4, W6, W9)




SWOT matrix for sector IX – Environment

ENVIRONMENT


- S1: Climate conditions, abundant precipitation, snow and white cover during winter periods


- S3: Biodiversity and variety of ecosystems, habitats and corridors: forests, wetlands, coastal and halophytic habitats, freshwater habitats, etc.

- S4: Topography and different altitudes

- S5: Karstic caves

- S6: Diversified heritage (natural, cultural, religious, architectural)

- S7: Renewable energies potential: wind, solar, hydro, and geothermal


- S9: Existence of several protected areas

- S10: Existence of a mosaic of iconic landscapes and exceptional points of views


- S12: Initiation of a participatory approach with local populations in the Park area

- S13: Initiation of some ecotourism activities

- S14: Existence of a large pristine coastal stretch rich in agricultural land and natural biodiversity, significantly less densely urbanized and with less polluted coastal waters than the rest of the Lebanese coast



- W3: Vulnerability to natural risks: floods, erosion, earthquakes

- W4: Grazing and over-exploitation of forest resources

- W5: Forest fires and lack of adequate relevant infrastructure (roads, difficulty of access by civil defense, water intake points)

- W6: Incomplete water supplyinfrastructure and lack of enforcement of regulations relating to the protection of water resources

- W7: Lack of enforcement of regulations relating to protected areas and forest resources in general

- W8: Regulations do not cover all ecologically important areas

- W9: Insufficient in-house technical capacities and awareness for sustainable development and resources management

- W10: Poverty

- SO1: Development of the National Park to ensure sustainable management of natural resources while boosting the local economy through the attraction of tourists (S1, S2, S3, S6, S9, S10, S11 + O1, O2, O3, O4)

- SO2: Encourage ecotourism activities and publicize the region and its assets to allow for a sustainable management of existing resources and assets and also to create job opportunities, attract tourists, and boost the local economy (S3, S5, S6, S9, S10, S12 + O1, O3, O4, O5)

- SO3: Development of RE infrastructure along with the needed technical, human and financial framework to sustainably use natural resources, help alleviate poverty, and preserve forests (S2, S4, S7 + O4)

- SO4: Protection of the coastal stretch and valorization of the coastal plain as an agricultural area with the enhancement of tourism throughadequate land use planning and consideration of an integrated rural development program for the plain where pro-poor policies could be designed to alleviate poverty and introduce organic farming to fit an ICZM sustainable drive (S13, S14 + O1, O7, O8).

- WO1: Rehabilitation of river banks (pollution prevention, provide access roads, flood prevention) to promote tourism/resort activities along the rivers in order to attract investors, tourists, promote nature-leisure activities for the inhabitants of the area and help boost the local economy (O1,O3, O4, O5 + W1, W2, W3, W6, W7, W8)

- WO3: Control illegal dumping of solid and liquid waste through giving priority to the implementation of national SWM and WWM plans, (O3, O4, O5 + W1, W2, W6)

- WO4: Promote sustainable grazing and forest management, and reinforce the role of forest guards as a means of fire risk reduction and conservation of resources (W4, W5, W7, W8, W9 + O3, O4, O6)


- O1: Very high touristic potential and various types of tourism: religious, cultural, ecological, etc.

- O2: The NPMPLT defined the legal framework for the creation of the Upper

- T1: Drought and desertification risk

- T2: Vegetation loss

- T3: Influx of Syrian refugees and pressure on quasi-absent infrastructure

- ST1: Regulating the construction sector (S3, S11 + T2, T3, T5, T10, T15)

- ST2: Promote multifunctional, sustainable forest management respectingthe dynamics of forest

- WT1: Limit sources of pollution, especially pollution of surface water and groundwater and optimize water distribution networks (W1, W2, W6 + T1, T3, T5, T8, T13)




Akkar Natural Park

- O3: Presence of a large number of active CBOs


- O5: Initiation of execution of governmental plans relating to wastewater and solid waste management

- O6: Previous experience with local Himas that contributed to sustainable forestry and grazing

- O7: The NPMPLT has defined the legal framework for the preservation of the Akkar coastal stretch due to its ecological wealth, presence of sand dunes, and saline and wet areas in the Qleyaat area

- O8: The Integrated Management of East Mediterranean Coastlines (IMAC) andtheIntegrated Coastal Zone Management (ICZM) of Northern Lebanon project sets preservation and management guidelines for the Akkar coastline

- T4: Insufficient governmentalpolicies for Akkar

- T5: Weak enforcement of regulations

- T6: Corruption


- T8: Insufficienthuman, technical and financial resources to implement public policies and plans


- T10: Encroachment of construction projects into wooded areas



- T13: Health problems/outbreaks caused by pollution

- T14: Presence of unsustainable and illegal practices (hunting, cutting of forest, cannabis plantations)

- T15: Spatial competition between urbanization, tourism and agriculture over the pristinecoastal stretch ofAkkar

regeneration (S2, S3 + T1, T2, T3, T5, T12)

- ST3: Inform and educate the local population about environmental protection, sustainable management of natural resources and their benefits (S3, S5, S6, S9, S10, S11, S12 + T2, T5, T8, T9, T11, T12, T13)

- ST4: promote the development of policies and plans for the Mohafaza of Akkar in order to promote its sustainable development, alleviate poverty and consequent pressures on its environment (S1, S3, S6, S8, S9, S10, S12 + T1, T2, T3, T4, T7, T10, T12, T13)

- WT2: Development and strengthening of firefighting infrastructure to preserve forests and vegetation cover (W4, W5, W7, W9 + T1, T2, T5, T6, T11)

- WT3: control quarrying activities that increase the vulnerability of groundwater, vegetation loss, pollution and negatively impact the landscape; and mandate their rehabilitation (O3, O4 + W3, W7, W8, W9)

- WT4: find urgent temporary solutions to the significant additional load caused by the influx of Syrian refugees on water, wastewater and solid waste management infrastructure projects(W1, W2, W6 + T3, T4, T6, T7, T13)

: SWOT matrix for sector X – Natural Park

NATURAL PARK


- S1: Climate conditions, abundant precipitation, snow and white cover during winter periods


- S3: Biodiversity and variety of ecosystems, habitats and corridors: forests, wetlands, coastal and halophytic habitats, freshwater habitats, etc.

- S4: Topography and different altitudes

- S5: Karstic caves

- S6: Diversified heritage (natural, cultural, religious, architectural)

- S7: Archeological Tell of Arqa

- S8: Renewable energies potential: wind, solar,



- W3: Vulnerability to natural risks: floods, erosion, earthquakes

- W4: Grazing and over-exploitation of forest resources

- W5: Forest fires and lack of adequate relevant infrastructure (roads, difficulty of access by civil defense, water intake points)

- W6: Incomplete water supplyinfrastructure and lack of enforcement of regulations relating to the protection of water resources

- W7: Lack of enforcement of regulations relating to protected areas and forest resources in general

- W8: Regulations do not cover all ecologically important

- SO1: Development of winter sports such as cross-country skiing and snowshoeing to attract tourists and boost the local economy (S1, S2, S4, O1)

- SO2: Development of the National Park to ensure sustainable management of natural resources while boosting the local economy through the attraction of tourists (S1, S2, S3, S6, S10, S11, S12 + O1, O2, O3, O4, O7, O8, O9, O10, O11)

- SO3: Encourage ecotourism activities and publicize the region and its assets to allow for a sustainable management of existing resources and assets and also to create job opportunities, attract tourists, and boost the local economy (S3, S5, S6, S7, S10, S11, S13 + O1, O3, O4, O5,

- WO1: Rehabilitation of river banks (pollution prevention, provide access roads, flood prevention) to promote tourism/resort activities along the rivers in order to attract investors, tourists, promote nature-leisure activities for the inhabitants of the area and help boost the local economy (O1,O3, O4, O5 + W1, W2, W3, W6, W7, W8)

- WO3: Control illegal dumping of solid and liquid waste through giving priority to the implementation of national SWM and WWM plans, (O3, O4, O5 + W1, W2W6)

- WO4: Promote sustainable grazing and forest management, and reinforce the role of forest guards as a means of fire risk




hydro, and geothermal


- S10: Existence of several protected areas

- S11: Existence of a mosaic of iconic landscapes and exceptional points of views


- S13: Initiation of a participatory approach with local populations in the Park area

- S14: Initiation of some ecotourism activities

areas

- W9: Insufficient in-house technical capacities and awareness for sustainable development and resources management

- W10: Poverty

- W11: Unclear land ownership, notably over the forests - W12: Lack of municipal funds and technical expertise for

the implementation and management of the Natural Park

- W13: Improper land management and zoning of the upper regions.

O7, O8, O11)

- SO4: Promote cultural and religious tourism as a means of diversification and boosting the local economy (S6, S7, S11, S12 + O1, O3, O4)

- SO5: Development of decentralized RE infrastructure in the inhabited peripheral zones of the park, along with the needed technical, human and financial framework to sustainably use natural resources, help alleviate poverty, and preserve forests (S2, S4, S8, + O4)

reduction and conservation of resources (W4, W5, W7, W8, W9 + O3, O4, O6)

- WO5: Promote the official delineation of villages and land at the village level in order to clearly define land ownership, resolve relevant conflict and encourage municipalities to assume their responsibilities with respect to the management of the future National Park (W7, W8, W9, W11, W13 + O2, O9, O10).

- WO6: Push for the adoption of the latest protected areas law of 2012 and its application decree that define the legal, financial and institutional framework for the management of the National Park.

- WO7: promote partnership between local unions of municipalities and South Mediterranean local authorities for strengthening local capacities for the sustainable management and development of the Natural Park (W12 + O1, O2, O4)


- O1: Very high touristic potential and various types of tourism: religious, cultural, ecological, etc.

- O2: The NPMPLT defined the legal framework for the creation of the Upper Akkar Natural Park

- O3: Presence of a large number of active CBOs


- O5: Initiation of execution of governmental plans relating to wastewater and solid waste management

- O6: Previous experience with local Himas that contributed to sustainable forestry and grazing

- O7: Potential for attraction of donors and investors

- O8: Attraction of tourists - O9: Potential for sustainable development of

- T1: Drought and desertification risk

- T2: Vegetation loss

- T3: Influx of Syrian refugees and pressure on quasi-absent infrastructure

- T4: Insufficient governmentalpolicies for Akkar

- T5: Weak enforcement of regulations

- T6: Corruption


- T8: Insufficienthuman, technical and financial resources to implement public policies and plans


- T10: Encroachment of construction projects into wooded areas



- ST1: Regulating the construction sector (S3, S11 + T2, T3, T5, T10)

- ST2: Promote multifunctional, sustainable forest management respectingthe dynamics of forest regeneration (S2, S3 + T1, T2, T3, T5, T12)

- ST3: Inform and educate the local population about environmental protection, sustainable management of natural resources and their benefits (S3, S5, S6, S9, S10, S11, S12 + T2, T5, T8, T9, T11, T12, T13)

- ST4: promote the development of policies and plans for the Mohafaza of Akkar in order to promote its sustainable development, alleviate poverty and consequent pressures on its environment (S1, S3, S6, S8, S9, S10, S12 + T1, T2, T3, T4, T7, T10, T12, T13)

- WT1: Limit sources of pollution, especially pollution of surface water and groundwater and optimize water distribution networks (W1, W2, W6 + T1, T3, T5, T8, T13)

- WT2: Development and strengthening of firefighting infrastructure to preserve forests and vegetation cover (W4, W5, W7, W9 + T1, T2, T5, T6, T11)

- WT3: control quarrying activities that increase the vulnerability of groundwater, vegetation loss, pollution and negatively impact the landscape; and mandate their rehabilitation (O3, O4 + W3, W7, W8, W9)

- WT4: find urgent temporary solutions to the significant additional load caused by the influx of Syrian refugees on water, wastewater and solid waste management infrastructure projects (W1, W2, W6 + T3, T4, T6, T7, T13)




the area - O10: Potential for sustainable management

of natural resources and resulting income generation

- O11: Potential for the creation of job opportunities and income generation

- T13: Health problems/outbreaks caused by pollution

- T14: Presence of unsustainable and illegal practices (hunting, cutting of forest, cannabis plantations)

- T15: Absence of a MoE-MoI consensus, essential to support the NP and to attract the necessary funds for its implementation and management

- T16: Administrative and political conflicts between the different villages

- WT5: complete the zoning and develop land use management guidelines for the Mohafaza of Akkar, Upper Donniyeh and Upper Hermel in support of the creation and management of the National Park (W7, W8, W9, W13 + TT7, T10, T12)




A P P E N D I X 5 : A L T E R N A T I V E S N O T E

Several aspects within the SSRDP should be subject to further discussions,

studies and clarifications; among these:

The René Moawad Airport: The scale and activities to be embedded within

the Moawad airport still require further studies. Some are purely technical (as

indicated in the related project sheet), while others are related to Regional

(political and economic) stability in order to define the potential role(s) of the

airport in connection with other similar infrastructures (in Lebanon and Syria).

The Industrial Zones: in general, their scale and their program requires further

analysis in relation to a National Industrial Master Plan. Currently the

understanding of industrial activities, especially in the Akkar region, is still

unclear even though agro-industrial activities may take the lead. Shifting from

heavy polluting industries toward a clean sustainable production will be more

adequate for the region and for the valorization of its assets and natural

heritage.

Oil and Gas extraction will have a major impact on the environment and will

lead to substantial modification in the socio-economic activities of the region.

The perimeter along the littoral zone and the agriculture zones should be

preserved. Through an SEA study, the risks related to the extraction (offshore

and onshore) should be identified and mitigation strategies formulated

accordingly. Some activities in the Plan, such as the Moawad airport and the

industrial zones will also have to be reconsidered in line with the potential

offshore and onshore extraction activities.

The National Park, raises several issues that can only be clarified once the

agreement on the „CHARTE‟ is settled: the level of protection, the type of

activities to be allowed in the various areas, knowing that levels of restriction

can have an impact on economy in the mountainous areas of Akkar.

DRAFT Strategic Sustainable Regional Development Plan ... · Elaboration d’un schéma régional...

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