UN-HABITAT United Nations Human Settlements Programme Regional Office for Africa and the Arab States...

UN-HABITATUnited Nations Human Settlements Programme

Regional Office for Africa and the Arab States

Rapid Urban Sector Profiling for Sustainability (RUSPS)Project Designed by UN-HABITAT,

Implemented By GOPP, Ministry of Housing, Utilities & Urban Development and Financed by Cities Alliance, UN-HABITAT & World Bank

ROSETTA

This report was prepared by the RUSPS team of Egypt, elaborating on information collected through interviews with key urban actors in Rosetta and a city consultation facilitated by the team members.

Ali El Faramawy managed and supervised this project and Hassanien Abouzeid, Abdelwahab Helmy, Moustafa Madbouly, Ghada Farouk Hassan, Hebatalla Abouelfadl, Mohab El Refaie, Doaa El Sherif, Alia El Mahdi, Anwar El Nakeeb, and Mohamed Eid provided important inputs.

Graphic editing by: Heba Aboul Fadl

The designation employed and the presentation of the material in the publication do not imply the impression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city, or area, or of its authorities, or concerning delimitation of its frontiers or boundaries, or regarding its economic system or degree of development. The analysis, conclusions, and recommendations of the report do not necessarily reflect the views of the United Nations Human Settlements Programme (UN-HABITAT), the Governing Council of UN-HABITAT, or its member states.

Excerpts from this publication may be reproduced without authorisation, on condition that the source is indicated.

© United Nations Human Settlements Programme (UN-HABITAT), 2006HS Number: N/AISBN Number: N/A

United Nations Human Settlements Programme Publications can be obtained from UN-HABITAT Regional and Information Offices or directly from:United Nations Human Settlements Programme P.O. Box 30030, GPO 00100Nairobi, KenyaFax:(25420)762 4266/7E-mail: [email protected] Website: http://www.unhabitat.org

TABLE OF CONTENTS

ROSETTA PROFILE – EXECUTIVE SUMMARY ….……………2ROSETTA PROFILE – INTRODUCTION ……….…………………3ROSETTA PROFILE – BACKGROUNG ……….....………………4ROSETTA PROFILE – HERITAGE OR HISTORIC AREAS ..…. 8

ROSETTA PROFILE – GOVERNANCE ………………………….10ROSETTA PROFILE – SLUMS & SHELTERS ………………...12ROSETTA PROFILE – GENDER AND HIV/AIDS ....................14ROSETTA PROFILE – ENVIRONMENT .................................16ROSETTA PROFILE – BASIC URBAN SERVICES .................18

ROSETTA PROFILE – LOCAL ECONOMIC DEVELOPMENT ..20

PROJECT PROPOSALS HERITAGE OR HISTORIC AREAS ....................................22

GOVERNANCE ................................................................24 SLUMS & SHELTER ..........................................................26 GENDER AND HIV/AIDS ...................................................28 ENVIRONMENT .................................................................30 BASIC URBAN SERVICES ................................................32

LOCAL ECONOMIC DEVELOPMENT .................................35

FOREWORD

As part of our drive to address this crisis, UN-HABITAT is working with the European Commission (EC) and other partners to support sustainable development around the world. Given the urgent and diverse needs, the agency found it necessary to develop a tool for rapid assessment to guide immediate and mid- and long-term interventions. In 2004, UN-HABITAT’s Regional Office for Africa and the Arab States took the initiative to develop the approach further for application in over 24 countries. This was achieved through collaboration with many departments within the agency. The implementation of RUSPS was supported by the Governments of Italy, Belgium, and the Netherlands as well as the Cities Alliance, the World Bank (WB), and the German Association for Technological Cooperation (GTZ) in Egypt.

The idea behind RUSPS is to help formulate urban poverty reduction policies at the local, national, and regional levels through a rapid, participatory, crosscutting, holistic, and action-oriented assessment of needs. RUSPS initially addressed four main themes: governance, slums, gender, and environment. It seeks to build a national profile and three city profiles.

In Egypt, RUSPS has been implemented in Alexandria and Suez and has extended to five

other cities. Two sectors – economy and infrastructure – have been added and in Rosetta an additional sector – heritage – was further required.

More importantly, RUSPS has been adapted to a variety of needs and served many national

programmes and projects.

I wish to acknowledge the contribution of the team in Nairobi with the leadership of Dr.

Mohamed El-Sioufi, the efforts of Dr. Ali El Faramawy, UN-HABITAT Programme Manager

in Egypt, and Dr. Hazem El-Koeidy, Chairman of the General Organization for Physical Planning.

Furthermore, I wish to thank the local team of experts implementing and adapting the RUSPS in

Egypt, namely, Dr. Ghada Farouk Hassan, Dr. Mohab El Refaie, Dr. Hebatalla Abouelfadl, Dr.

Moustafa Madbouly, Dr. Doaa El Sherif, Dr. Hassanien Abouzeid, Dr. Abdelwahab Helmy, and Dr. Mohamed Eid, Arch. Ahmed Rabye as well as

the many planners, architects and engineers supporting the team.

I would like to wish the Ministry of Housing, Utilities and Urban Development and all who

have participated in and supported this initiative success in implementing the various programmes that were based on the RUSPS method. I am also

looking forward to supporting further efforts in the development of Egypt’s urban sector.

Anna K. Tibaijuka

Under-Secretary-General of the United Nations and Executive Director, UN-HABITAT

Egyptian cities are confronted in the new

millennium with the problem of

accommodating rapidly growing populations and

providing them with tenure, infrastructure, and

shelter, while ensuring sustainability and

enhancing economic growth.

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IntroductionRapid Urban Sector Profiling for Sustainability (RUSPS) is an accelerated and action-oriented urban assessment of needs and capacity-building gaps at the city level. It is currently being implemented in over 20 countries in Africa and the Arab states. RUSPS uses a structured approach where priority interventions are agreed upon through consultative processes. The RUSPS methodology consists of three phases: (i) a rapid participatory urban profiling at national level, focusing on governance, slums, gender and HIV/AIDS, environment, and proposed interventions (due to the local conditions, the World Bank and the Government of Egypt added two issues of important local concern – local economic development and basic urban services); (ii) detailed priority proposals; and (iii) project implementation.

RUSPS in Egypt encompasses a national profile as well as profiles for Alexandria, Suez, Menia, Baltim, Tanta, and Rosetta, each published as a separate report. This is the Rosetta Urban Sector Profile and it constitutes a general background, a synthesis of the seven themes – heritage (or historic areas), governance, slums, gender and HIV/AIDS, environment, local economic development, and basic urban services – and priority project proposals.

BackgroundThe city of Rosetta is under the jurisdiction of Al-Beheira Governorate and is located 12 km away from the mouth of the Rosetta branch of the Nile River, along its western bank. The city is approximately 65 km east of Alexandria and 55 km away from Damanhour, the capital of Al-Beheira Governorate.

Heritage or Historic AreasThe city dates back to the ancient Egyptian era and is internationally known for the Rosetta stone, which led to the modern understanding of hieroglyphs. Although there was a law issued declaring Rosetta a tourism city, it does not fully use its tourist potential in a suitable manner. The city lacks adequate sanitation; this has led to an increase in the groundwater level, which in turn affected historic buildings. The city also has numerous informal peddlers and markets scattered throughout the streets of the historic area, which lead to traffic-clogged streets and the accumulation of garbage.

GovernanceThe local authority in Rosetta is clearly popular, and this is underpinned by a sustainable trust relationship between the society and the local authority officials.

However, among both citizens and local authority officials, there is a lack of understanding of what urban governance truly stands for (e.g. transparency, decentralisation, and accountability). This situation is applicable to most small Egyptian cities; progressive understandings of urban governance are quite novel in Egyptian cities, with wrong concepts often embedded in people’s minds.

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EXECUTIVE SUMMARY

Slums and SheltersFive slum areas are on the periphery of the old centre of the city (Ezbit Hassan Ali, Abou El Reesh, Katkat, El Kassara, and Behind Transformers) with a total area of 2.15 km².

The estimated population of the slum areas in 2005 was approximately 20,391, which represents 29 percent of the total population of the city.

The old city streets are crowded with peddlers and informal markets.

Gender and HIV/AIDSWomen in slum areas experience a poor quality of life, low standards of public services, and high rates of violence against them. Although the crime rate is high, religious and customary practices sometimes protect women from common violence. Generally, women in Rosetta suffer from poverty, social and economic problems, and weak political participation.

EnvironmentRosetta is privileged by a number of features that could help it to be an environmentally unique city. It is situated on the Nile River, with wonderful vistas; in addition, it has many unique heritage areas, which make it different from other cities in Al-Beheira Governorate.

Despite these features, Rosetta suffers from many environmental problems, including widespread pollution.

Basic Urban ServicesThe lack of drainage facilities in the city, coupled with the delays in completing the wastewater treatment plant (under the National Project for Sanitation) due to lack of mechanical equipment, has negatively impacted historic buildings in the city. The poor drainage leads to a high water table that, ironically, delays the operations of the National Project for Sanitation.

Local Economic DevelopmentAlthough there are huge economical potentials in Rosetta (e.g. tourism, agricultural land, shipbuilding), they are not fully taken advantage of. Basically, there is no investment map that shows potential investment areas.

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Rapid Urban Sector Profiling for Sustainability

Rapid Urban Sector Profiling for Sustainability (RUSPS) consists of an accelerated and action-oriented assessment of urban conditions, focusing on priority needs, capacity

gaps, and existing institutional responses at local and national levels. The purpose of the study is to develop urban poverty reduction policies at local, national, and

regional levels, through an assessment of needs and response mechanisms, and as a contribution to wider-

ranging implementation of the Millennium Development Goals. The study is based on analysis of existing data and a series of interviews with all relevant urban stakeholders, including local authorities and government, civil society, the private sector, development partners, academics, and others. This consultation typically results in a collective

agreement on priorities and their development into proposed capacity-building and other projects, all aimed at urban poverty reduction. RUSPS is being implemented in

over 20 African and Arab countries, offering an opportunity for comparative regional analysis. Once

completed, this series of studies will provide a framework for central and local authorities and urban actors, as well as

donors and external support agencies.

Methodology

RUSPS consists of three phases:

Phase one consists of rapid profiling of urban conditions at national and local levels. Small, medium, and large

cities, representing a wide range of local conditions, are studied to provide a representative sample in each country.

The analysis focuses on seven themes: heritage and historic areas, governance, slums, gender and HIV/AIDS,

environment, local economic development, and basic urban services. Information is collected through standard

interviews and discussions with institutions and key informants, in order to assess the strengths, weaknesses,

opportunities, and threats (SWOT) of the national and local urban set-ups. The findings are presented and refined

during city and national consultation workshops and consensus is reached regarding priority interventions.

National and city reports synthesise the information collected and outline ways forward to reduce urban

poverty through holistic approaches.

Phase two builds on the priorities identified through pre-feasibility studies and develops detailed capacity-building

and capital investment projects.

Phase three three implements the projects developed during the two earlier phases, with an emphasis on skills

development, institutional strengthening, and replication.

This report presents the outcomes of RUSPS Phase One at the local level in Rosetta.

INTRODUCTION

RUSPS in Rosetta

RUSPS in Rosetta is one of six similar exercises conducted in Egypt: Alexandria and Suez represent coastal cities; Baltim and Menouf represent small cities; Tanta is an

example of a delta city; and Rosetta is an example of a medium-sized city along the Nile in Lower Egypt. Rosetta

also serves as a representative of those cities in which cultural heritage is vulnerable. Each city profile is

published as a separate report.

In Rosetta, many national development projects are being implemented: there is the national development of rural

strategies and a national project for western expansion, as well as many pro-poor and slum-upgrading projects

financed and implemented by NGOs or foreign donors. The aim of RUSPS was to develop options for formal

inter-agency collaboration in order to create a coordination body integrating a wide range of stakeholders in a single

response mechanism.

Report Structure

This report consists of:

1. A general background of the urban sector in Rosetta, based on the findings of the Rosetta

assessment report, a desk study, interviews, and a city consultation that was held in Rosetta in May

2006 (see back cover for a list of participants in the city consultation). The background includes data on administration, urban planning, economy, the

informal and private sector, urban poverty, infrastructure, water, sanitation, public transport,

energy, health, and education, at both government and city level;

2. A synthetic assessment of seven main areas – heritage or historic areas, governance, slums,

gender and HIV/AIDS, environment, local economic development, and basic urban services –

in terms of the institutional set-up, regulatory framework, resource mobilisation, and

performance. The second section also highlights agreed priorities and includes a list of identified

projects;

3. A SWOT analysis and an outline of priority project proposals for each theme (this is the third and final

section). The proposals include beneficiaries, partners, estimated cost, objectives, activities, and

outputs.

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ROSETTA IN DATA

The area of the city is approximately 5 km², which represents 2.6 percent of the county area; the county in turn represents 2.11 percent of the governorate area. The estimated population of the city in 2005 was 70,314.

Rosetta is located at south latitude 28° 35' and at longitude 34° 31', 65 km east of Alexandria and 55 km from Damanhour, the capital of Al-Beheira Governorate.

The city has a master plan that sets guidelines until 2022. The master plan identifies and allocates space for all activities that should be in the city; it particularly focuses on its tourism role by including areas for tourism and

its services.ROSETTA - Master Plan- 2022

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DROSETTA’S DEVELOPMENT

After the construction of the Aswan High Dam, which controlled the Nile floodwater, the sea started to cover the shores and 2 km of central Rosetta, with all its tourist buildings, were completely submerged.

Projects for tourism development have been initiated, including erecting seawater barriers to

protect the shores and enable the rebuilding of submerged tourist villages.

The importance of Rosetta as a tourist destination was confirmed in the law 113/1986, which identified

Rosetta as a tourist city. The Supreme Council of Antiquities started the first phase of preservation of

the city’s historic buildings in 1985.About 760 Feddans have been allocated to build a

new residential village, in addition to 2,000 Feddans for building a tourist city and summer vacation

housing on the Mediterranean Sea.

No population statistics have been gathered since 1996, but the population is estimated by calculating the growth rate as shown in the following table.

Estimated Population for 2005/2006 with a Growth Rate of 2.1

The city is internationally known for the Rosetta stone, which was the key to the deciphering of hieroglyphs. It also takes an impressive second place after Cairo in the number of Islamic heritage buildings it has; meanwhile, the number of historic residential buildings in Rosetta exceeds those in Cairo.

male female Total

2005

male female Total

2006

Rosetta 35,852 34,462 70,314 36,605 35,186 71,791

ElBorg Village 8,377 7,761 16,138 8,553 7,924 16,477

Mahlet Elamir Village 24,649 23,154 47,703 25,169 23,640 48,809

Edfina 16,647 18,029 34,676 16,997 18,407 35,404

El Sahel 13,929 13,654 27,983 14,221 13,940 28,161

Total of Centre 99,454 97,060 196,514 101,545 99,097 200,642

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ADMINISTRATION

The city is under the Local Authority of the County and City of Rosetta.

Administrative Divisions

3 local village units

15 main and secondary villages

3 police posts

police station

dependant villages

Edfina 6 (Edfina - Eastrn Amria - Western Amria - ElTaftish - ElMolkah - Manshaet Elwan)

- Edfina

2- ElTaftish

3- Borg Rosetta

1 71

El Sahel 4 (ElSahel - ElKom - Sidi Omar - ElGadeeda)

Mahalet El Amir

5 (Mahalet El Amir – Ehamad -ElGediah - Diby - ElShamasma)

Head of Neighborhood

StakeholdersStakeholders

Public council

Local Authority

GovernorNGOs/ CBOs

Private Sector

Experts

Local Government

Local Government and Main Stakeholders

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DEMPLOYMENT

Number of male and female employees in important administrative units:

LITERACY

Administrative Unit male female Total

Local Administrative Centre in Rosetta

531 115 646

Local Village Centres 202 57 259

Health Unit in Rosetta and Villages

346 570 916

Educational Authority and Schools

1,007

1,147 2,154

Village Schools 1,065

732 1,797

Social Unit 41 50 91

NGOs And Nurseries 3 95 98

Total 5,961

Number of illiterate persons in county for year 2006:

Number of illiterate persons in county

male female Total

City 2219 3311 5530

Rural Areas

7146 9092 16238

Total 9365 12403 21768

PUBLIC TRANSPORTATION

SOCIAL SERVICES

Rosetta is privileged to be located close to the International Coastal Road.

The city has poor railway tracks connecting it to Alexandria (single track).

The city also suffers from the problem of silt sedimentation in its strait, which often leads to a total

blockage, thus affecting the economy of the city.

The city lacks adequate social services (e.g. youth centres, playgrounds, clubs, culture centres, and

libraries).

Rosetta is known for its agricultural products: citrus and other fruits, vegetables, and different kinds of dates

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HERITAGE OR HISTORIC AREAS

•National policies support the upgrading of heritage cities. The government has issued law 13/1986 declaring Rosetta a tourist city.

•There is a lack of specific building codes for heritage areas that would enable the preservation of the old urban fabric of the city.

•Building codes concerning setbacks in heritage buildings are issued by the Supreme Council for Antiquities; the codes specify 2.5 meters for setbacks to give space to build a scaffold needed for preservation work.

•There is conflict among the three authorities responsible for the city and its historic area. First, Al-Beheira Governorate is responsible for issuing licenses for the erection of new buildings, or the alteration or clearance of existing ones, either inside or outside the historic areas. In addition, it solves problems related to housing, public buildings, and providing basic urban services. Second is the Ministry of Endowments, which is responsible for providing services to a number of historic mosques (maintenance, furniture, salaries for mosque employees). The ministry has also rented out space in historical buildings. Third is the Supreme Council for Antiquities, which is responsible for providing maintenance and restoration for historical buildings that are listed on the national registrar. The conflict among the authorities and their lack of coordination led to the decline of historic areas. Some rented stores in the ground level of the historic buildings have been used for such functions as raising cattle and poultry and keeping horses, activities that are not suitable for the nature and value of the area and have a negative impact on the buildings.

•Fifteen percent of the income from entry tickets at historic buildings is diverted to the local authorities for the purpose of cleaning the area and paving streets around the buildings.

•The Supreme Council of Antiquities faced problems when needing to temporary evacuate a rented building for preservation work. The tenants refuse to obey as they are renting the building from another authority which is the Ministry of Endowments. A legal mechanism for compensation is being studied.

•There is no participatory mechanism for the development of historic areas.

.

REGULATORY FRAMEWORK

“�ِ Abohoum” residency located in Dehliz El Molk street is considered a drastic example of the

lack of specific building codes for the historic district. The building stands alone in the middle of the street while all adjacent buildings have a

clear setback.

The number of heritage buildings has decreased from 52 in 1963 to 37 in 2006. The city has numerous informal peddlers and markets in the streets of the historic area, which lead to traffic jams and the accumulation of garbage.

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RESOURCE MOBILISATION

• Inadequate recourse is considered the main problem of historic building conservation.

• The Supreme Council of Antiquities depends on self-generated resources acquired from entry tickets, international exhibits, and replicas.

• Development of the area surrounding Qait Bey Fortress.

• Development of Dehliz El Molk Street in the heart of the city.

• Development of the city’s waterfront, from the city entrance to the brick workshops to the

north.

• Documentation of heritage in Rosetta.

• Public awareness for city residents.

• Preparing the city as a tourist destination by putting up signs and publishing a tourist

guide.

• Developing an effective institutional set-up for authorities responsible for heritage.

HERITAGE

AREAS

N° 2

Project proposal page 23

A project for developing Dehliz El Molk street

HERITAGE

AREAS

N° 1


A project for developing the area surrounding Qait Bey Fortress in Rosetta

DEVELOPMENT OF HERITAGE AREAS

• The historic area is provided with all basic urban services except a sanitation network.

• The lack of sanitation has led to an increase of the groundwater level, which directly affects historic buildings. An example: Zaghloul Mosque is undergoing a major preservation project to raise the mosque foundation level to one meter above ground after the floor was submerged in rising groundwater.

• Rosetta suffers from pollution caused by heavy vehicles; the vibrations also affect the structure of the historic buildings in the city.

• The city (municipality and local government) does not have any authority over centres operating under the supervision of ministries and central institutions.

• There is a shortage of trained technical workers in the conservation field.

• Weak public awareness about cultural heritage resources and their significance has led to low budget priorities and illegal acts of vandalism.

• Restoration of the Arab Kelly residence, which currently houses the Rosetta museum.

• The Tourism Development Agency provides direction signs for public streets

INSTITUTIONAL SET-UP AND CAPACITY BUILDING

• The stakeholders that cooperate with the local government in developing poor neighbourhoods are the non-governmental organizations (NGOs).

• Rosetta receives great attention from researchers in Egyptian universities as well as international researchers.

• An information system project has been completed; it was a collaborative project between the Supreme Council of Antiquities and the University of Lille in France and Italy (as well as other countries), with several research studies by the authority responsible for continuous development.

• There is a need for capacity building and training in the field of historic restoration.

AGREED PRIORITIES

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URBAN GOVERNANCE

The local authority in Rosetta benefits to a large extent from a clear popularity among the members of society,

despite the lack of resources and the deficiency in some of the services provided to the citizens.

This popularity is underpinned by a trust relationship between the society and the local authority officials.

Because of the historical position of Rosetta, there is a significant interest in the historical buildings and areas from foreign agencies and international NGOs. These actors desire to help the city council in preserving and

improving historical building, as well as enacting governorate policies to preserve Rosetta’s culture,

civilisation assets, and historical identity.

There is a lack of understanding of what urban governance truly stands for (e.g. transparency, decentralisation, and

accountability) among citizens and local authority officials.

RESOURCE MOBILISATIONIncome Resources (Revenues)

THE CITY’S ORGANIZATIONAL SET-UP

• Properties fees (real estate and building permits)

• Physical planning fees (land ownership)

• Entertainment fees (cafes, cinemas, cafeterias)

• Sanitary works fees

• Local commercial and industrial fees (workshops and commercial stores)

• Revenues from government land properties

• Revenues from the projects of the local authority (e.g. river transport, bakeries, services and local development funds, cleanliness funds, city

enhancement funds, gas project, road projects)

• The central government appoints the governor.

• The Minister of Local Development appoints the president of the city.

• The members of the governorate council are appointed according to law 47 of 1979.

• The members of the popular local council for the city and for the district are elected; they represent political

parties and the list of candidates is checked by security.

• The local city council consists of 24 men with no representation of women (the law does not specify a

specific minimum number of women).

• The city council has specialised departments: administration, technical, professional, and auxiliary

services.

INTRODUCTION

The first budget (which includes salaries of permanent workers plus promotions and bonuses) is part of the Al-

Beheira Governorate budget. It amounted to 1.054.942 $ (US Dollars) in 2005 – a 8.5 percent increase over the

2004 budget and a 17 percent increase over the budget of 2003.

The second budget (services and product fees) amounted to 668863 $ (US Dollars) in 2005, a 33 percent increase over

the 2004 budget and a 34 percent increase over 2003.

The “Urgent Plan” budget in 2005 was 541663 (US Dollars) , which was a 24 percent increase over 2003.

The sum of revenues from the local authority projects in 2005 was 237808 (US Dollars).

Though the first budget provides the most revenue for the city, this does not diminish the importance of the revenues

of the local authority projects, when the total share per person of all these budgets and revenues amounts to 12.06

(US Dollars).

Budgets

رئيسالمدينة

الخدمات فروعالشبابوالرياضة

الضرائبالعقارية

قسمالتخطيطوالمتابعةواإلحصاء

قسمالعالقاتالعامة

مكتبالشكاوي

قسمالشئونالقانونية

اإلقتصاديقسماإلنعاش

المدينة إدارةالشئونالهندسية سكرتير

قسمالمبانيوالمشروعات

قسمالتخطيطالعمراني والتنظيموالتراخيص

– مياه(قسمالمرافق )صرفصحي

قسمالحملةالميكانيكية

قسمشئونالمجالس واللجانوالمؤتمرات

قسمالشئونالمالية

قسمالشئوناإلدارية )الخدماتالداخلية (

قسمشئونالعاملين )اإلستحقاقات –التوظيف (

CITY PRESIDENT

Youth & Sports

Real Estate Taxes

Legal Affairs Dept.

Economic Development Dept.

Services Branches

Planning & follow up

Public Relations Dept.

Complaints Office

Engineering Dept.City Secretary

Administration Affairs Dept.

Human Resources

Council Affairs& Committees

InfrastructureDept.

Mechanical Dept.Financial Dept.

Building & Projects

Physical Planning& Permits

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• The constitution allows civilians the right to access basic services such as food, education, work, health

care, shelter, potable water, sanitation, and other basic needs for a decent life.

• In the decision-making processes, the actual vision for increasing participation in urban management is frail.• The percentage of women working within the city

council amounts to 21.6 percent of the total (646 employees).

• The executive bodies create the governing plans for development processes, despite the participation of the

people in the crediting processes (smaller districts receive credits which amount to 250,000 EGP).

• No adequate representation of women in the local city council and there are no women representatives in the

local governorate council.

• Training programmes in local development centres are used to empower women and help them to participate

in the decision-making processes concerning public and local issues. These programmes are not beneficial

and have no positive impact on actual participation because political parties choose the training

candidates.• The elected public councils initiate development issues

to be discussed. Strategies and plans are later shown to them for approval according to the local governing

law.• The resources of the city council are too limited to

fulfil the society’s needs. This emphasises the importance of NGOs.

INSTITUTIONAL SUPPORT• The strategy plans of the public councils are

announced to the public before approval.• The approval of the projects by the public councils is

the only available system for the inclusion of civil society.

• There is no adequate representation of women in the council or the decision-making circles.

• No clear/concrete partnerships or cooperation exist among the council, NGOs, and the private sector to

support and develop the services the council offers to the people.

• There is not a trained, qualified work force capable of providing a better standard of service.

• There is no direct relationship between employees’ skills and the increase of salaries.

• In the local city council, there is a special office dedicated to receiving citizens’ complaints, in order to

improve services.• There is no investment plan for the city that indicates

investment potentials that will support local economic development.

• Work should be done to raise the awareness of the public regarding the real issues affecting their society.

INCLUSIVE DECISION MAKING URBAN ADMINISTRATION

BUILDING CAPACITIES AND TRAINING• There is a significant lack of trained workers and an absence of effective training programmes to help create new young cadres qualified to bear the responsibilities.• The salaries are small with no adequate financial or

career incentives.

• There are no training plans for city council employees.• The local authority as a whole has only 4 computers

while the local council has 14. Computers and other electronic equipment should be provided to support the

different departments.

TRANSPARENCY AND ACCOUNTABILITYRESPONSIBILITY AND PERFORMANCE

• The local authority announces general tenders and bids through the contracts department according to the

governing law.• Budgets are not disclosed to citizens in a way that

would allow them to evaluate performance and adequately participate in modifying the approaches.

• Implementation of the participation process is clearly lacking in the urban management sector.

AGREED PRIORITIES Developing leadership skills in the local council.

Supplying the council in general and the physical planning department in specific with computers to

improve city management. Creating an urban development strategy that involves

all stakeholders in society. Initiating a dedicated centre for the management of

Rosetta’s heritage and history. Building capacities of local authority personnel to

implement partnerships with the private sector and NGOs.

Training the local authority on initiating budgets using a participatory process.

Building a tourist office dedicated to helping tourists and providing them with a high level of service.

GOVERNANCE

N° 1


Developing leadership skills in the local council

GOVERNANCE

N° 2


Initiate a dedicated centre for the management of Rosetta’s heritage &

history.

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SLUMS & SHELTERS

• The city contains five slum areas (Ezbit Hassan Ali, Abou El Reesh, Katkat, El Kassara, and Behind

Transformers), with a total area of 2.15 km².• The estimated population of slum areas in 2005 was

20,391,which represents 29 percent of the total population of the city.

• The streets of the old city are crowded with peddlers and informal markets.

SECURE TENURE

• Legal documents for securing tenure in slum areas include official records from the housing tax authority

or payment receipts for basic services, if available.

• Payments (between 1–1.5 EGP) are collected from peddlers and street markets; these are considered very low compared to the negative side effects of this kind

of activity (namely, the destruction of the image of the city and its historic areas). The money is used to

improve the services in the city.

POLICY AND REGULATORY FRAMEWORK

• National policies support the upgrading of slum areas through issuing laws that organize the

process of (informal) land ownership. The most well-known is law No. 1558, concerning slum

clearance or upgrading for the benefit of the public.

• Updating the master plan of the city until year 2022 has been finalised but this has not yet been

endorsed by the authorities. The plan identifies all activities that should take place in the city, but

there are no detailed schemes.

• There are problems resulting from the differences between the city limits and the urban boundary.

This is clear in Ezbit Hassan Ali, which is inside the city limits but at the same time outside the

urban boundaries.

• Land plots are mostly small and therefore, when applying the master plan, land will be lost.

• There is no central funding or even local funding to enable the implementation of the master plan

(e.g. compensating residents).

• The local authority encourages the development of slum areas through providing them with basic

urban services.

Slum Areas Area in m2

Location Planning Population

Male Female Total

ElKassara 37500 West Inside city limits/ urban

boundary

1805 1739 3548

Katkat 45000 West Inside city limits/ urban

boundary

2183 2099 4282

Behind Transformers

77000 South Inside city limits/ urban

boundary

3743 3598 7341

Abou El Reesh

45000 North Inside city limits/ urban

boundary

2183 2099 4282

Ezbit Hassan Ali

10000 North Inside city limits/outside

urban boundary

478 460 938

Total 214500 10397 9994 20391

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INSTITUTIONAL SET-UP AND CAPACITY BUILDING

• The stakeholders who cooperate with the local government in developing the poor

neighbourhoods are the NGOs.

• Rosetta receives much attention from researchers in all Egyptian universities, as well as

international scholars.

• There is an urgent need for capacity building and training in the field of slum upgrading.

• Relocating peddlers and informal markets to two proposed areas.

• Developing El Kassara area, as its condition is deteriorating.

• Training the local authority to deal with slum areas.

• Establishing an updated database for slum areas.

SLUMSN° 2


Rebuilding the area of El Kassara

SLUMS

N° 1Project proposal page 27

Constructing two market places


• Two slum areas have been upgraded (Katkat and Abou El Reesh).

• Narrow streets in the slum areas make it difficult to provide electricity cables; these are hung on poles in an

informal manner near windows, making it dangerous for residents.

• NGOs are involved in women-related issues.

• The city is free from homeless people.

• Road pavement lasts only for one year due to sanitation problems and groundwater flooding.

• The new residential city, which is about to be built on an area of 760 Feddans, is an opportunity to provide

homes for the youth and lower the population pressure on the city.

• Workshops producing baskets woven from palm fronds are commonly found in slum areas.

• There are problems between rope fabrication workshops and the employment and insurance office.

• Authorities interested in upgrading slum areas are NGOs, organizations for public works, and university

staff.

• The tourist city that is to be constructed on an area of 2,000 Feddans is considered the city’s chance to

increase its income and upgrade its services.

EL KASSARA AREA

The area of El Kassara is considered the

worst slum area in the city. Its houses are

lower than the surrounding ground level,

causing problems in winter with the rain

completely submerging the ground level;

therefore, it is at the top of the list for

upgrading.

It is considered one of the most crowded

areas – the population is 3,548 (887 families).

The position of its houses and its narrow

streets (2–4 meters) lead to poor ventilation

and a high level of humidity; in addition,

these factors increase the groundwater level

in walls and footings.

It represents a difficult area to penetrate for

services and security. AGREED PRIORITIES

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SGENDER AND HIV/AIDS

There is a good number of women leaders in the city and girls’ education reaches postgraduate

level.

Public institutions empower women to improve their sources of income through promoting

equality between men and women in economic activities, especially in accessing finance and

credit.

Childcare facilities for working women are presented through nurseries and other related

structures.

Women are well represented in the administrative hierarchy (46 percent of the workforce, which is 3.9 percent of the total number of women in the

county).

There is only one woman in the local public council and one elected woman from the county

level.

Local institutions dedicated to women’s affairs:

• National Democratic Party and National Council of Women

• Social Security Authority

• Private organizations and gender-related NGOs

NGOs are considered important agents for supporting gender issues: there are 24 NGOs working in this field, 19 in motherhood and childcare and 5 in community development.

EMPOWERMENT AND INSTITUTIONAL SET-UP

THE POLICY SUPPORTING GENDER ISSUES

Factors that hinder the progress of women in Rosetta:

• Customs and traditions.

• No specified seats in parliament for women.

• Women do not comprehend their rights.

• Economic deterioration.

• Weakness of awareness programmes.

Waterfront development of the city has had a positive impact by providing families with

security and minimising crime; it has also created a recreational area for Rosetta residents.

The government registers cases of violence against women through crime research centres

and complaints committees in family courts.

There are no known cases of HIV/AIDS at the county level but there is a specific policy for this

disease that is concerned with patient care, protecting infected children, and protecting the

caregivers.

Classified data of HIV/AIDS patients, including their employment and education details, are

collected but gender issues are not impacting the development plans of the city.

Rosetta is considered the north gate of Egypt. This

gives Rosetta opportunities in commerce and fishing-

related industries.

Women in slum areas have a poor quality of life and

experience inadequate public services and high rates of

violence. Although the crime rate is high, religious and

customary practices sometimes protect women from

common violence.

Women in Rosetta suffer from poverty, social and

economic problems, and limited political participation.

RESPONSIBILITY ISSUES

Steps that are being taken to secure women and decrease violence against them include increasing

the general awareness of gender issues and the importance of women in the community,

increasing religious awareness, improving street lighting, and clearing informal settlements on the

waterfront.

Family court and family consultant offices are the authorities responsible for violence issues.

Gender issues are considered a major challenge due to the entanglement of customs and cultural

heritage.

There are no organizations specialising only in gender issues; most deal with gender issues as an

additional activity.

A new law for childcare grants stipulate the amount of 50 pounds.

Working women face difficulties when using public transportation as there are no spaces

allocated for them.

The Ministry of Health distributes iron tablets to overcome anaemia problems facing women.

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CAPACITY BUILDING AND TRAINING

• Training is available for government officials to increase sensitivity towards gender issues

through community participation; ministries related to gender issues and women’s

organizations conduct this training.• The Ministry of Health and other concerned

organizations present awareness programmes.• The World Health Organization (WHO)

organizes some programmes.• The local authority offers some training.

• Constructing an exhibit for marketing productive families’ products.

• Establishing training centres for the handicapped.• Increasing the social security pension for all

categories.• Increasing incentives for trainers within the social

security authority.• Establishing technical projects for released

prisoners.• Establishing a training project for sewing,

needlework, and carpet weaving. • Establishing a fund to care for widows and

female-headed households with no income.• Establishing centres for pre-marriage medical

testing.• Increasing medical visits and health care for slum

dwellers.• Increasing culturally appropriate services for

birth control.

GENDER HIV/AIDS

N° 2


Increasing medical visits and health care for slum dwellers

GENDER HIV/AIDS

N° 1


Establish a fund to care for widows and women headed households with no income

GENDER-BASED SUPPORT

First: Productive Family projects increase the income of men and women, elevate the standard of

living, and make good use of professional skills and provision of services (training services and

marketing services).

Second: Training projects contribute to combating poverty and improving the rural woman’s ability to

increase her income (carried out by the special administration for women’s affairs).

Third: Projects carried out by donors (Social Development Fund).

AGREED PRIORITIES

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INTRODUCTIONThe city of Rosetta is privileged to have a number of

features that could help it be an environmentally unique city. It is situated on the Nile River with wonderful vistas;

in addition, it has many unique heritage areas, making it different from other cities in Al-Beheira Governorate.

Despite all these features, Rosetta suffers from many environmental problems and one result is widespread

pollution.

URBAN ENVIRONMENTAL ISSUES Main Issues in Rosetta:

• Lack of working sewage networks: all city establishments rely on septic tanks and city dwellers

make use of trucks owned by Rosetta City Council to empty these tanks.

• Lack of a solid waste landfill specified for the local authority, which is temporarily using a piece of land in

west Rosetta as a dumpsite. • Equipment for solid waste collection is not sufficient

and this is hampering the local authority’s collection of solid waste. Most members of the unit’s labour force

are temporary labourers coming from adjacent villages. The reasons behind this are the limited financial profits

gained from such work and the refusal of Rosetta dwellers to work in this field.

• The medical waste incinerator in Rosetta’s public hospital is not operating. This incinerator – established

in 2000 – is considered the only incinerator at the Rosetta city level. It is essential for stopping open-air

burning of medical waste. • There is an interpenetration of industrial and residential

activities. For example, there are mechanical, carpentry, and ironsmith workshops, which cause

polluting emissions as well as noise and annoyance. • There are numerous fish cages in the Nile. These cages

were allocated in an ad hoc manner, without any monitoring. They are destroying the aesthetic scenery along the main street in the city. In addition, they are

hampering navigation along the river.• High rates of air pollution, due to vehicle emissions

and smoke from burning coal.

URBAN ENVIRONMENTAL ISSUES Main Issues in Rosetta:

• Lack of working sewage networks: all city establishments rely on septic tanks and city dwellers

make use of trucks owned by Rosetta City Council to empty these tanks.

• Lack of a solid waste landfill specified for the local authority, which is temporarily using a piece of land in

west Rosetta as a dumpsite. • Equipment for solid waste collection is not sufficient

and this is hampering the local authority’s collection of solid waste. Most members of the unit’s labour force

are temporary labourers coming from adjacent villages. The reasons behind this are the limited financial profits

gained from such work and the refusal of Rosetta dwellers to work in this field.

• The medical waste incinerator in Rosetta’s public hospital is not operating. This incinerator – established

in 2000 – is considered the only incinerator at the Rosetta city level. It is essential for stopping open-air

burning of medical waste. • There is an interpenetration of industrial and residential

activities. For example, there are mechanical, carpentry, and ironsmith workshops, which cause

polluting emissions as well as noise and annoyance. • There are numerous fish cages in the Nile. These cages

were allocated in an ad hoc manner, without any monitoring. They are destroying the aesthetic scenery along the main street in the city. In addition, they are

hampering navigation along the river.• High rates of air pollution, due to vehicle emissions

and smoke from burning coal.

LEGISLATIVE FRAMEWORK• Law 4/1994 and its charter constitute the current legislative framework for addressing environmental

issues. • This law is applied through the Rosetta Environmental

Management Unit (EMU). The Rosetta EMU files citations for inhabitants who are not complying with

environmental conditions. • Although high fines are specified by law, during

implementation they are usually reduced and- because of the centralization- directed to the central government thus the city doesn’t benefit from those collected fines.

• The system is based on centralization; collected fines go directly to the central fund for environmental preservation at the Egypt Environmental Affairs

Agency (EEAA) in Cairo.

INSTITUTIONAL SUPPORT

• A successful partnership was established between the Rosetta Local Authority Unit and factory owners.

Through this partnership, all factories complied with environmental regulations under the supervision of the

Rosetta EMU. • Rosetta’s EMU inspects and monitors brick factories to

ensure the proper operation of burning units. In addition, the EMU supervises medical waste collection

from clinics and laboratories and the safe disposal thereof.

• More than 80 percent of industrial plant owners responded to Rosetta’s EMU and complied with

environmental regulations. They consequently contributed to solving environmental problems.

• Local community associations in Rosetta city have no activities concerning the environment.

• There is a lack of coordination between Rosetta’s EMU and the Industrial Safety Department.

• The local authority incorporated a number of environmental issues into city development plans.

Thus, some procedures have been created to address the problems (e.g. solid waste and sewerage problems).

Role of Rosetta’s Environmental Management Unit (EMU):

• The EMU is continuously inspecting establishments and monitoring their compliance with environmental

regulations. It closes non-compliant establishments with the support of other specialised departments in the

Rosetta local unit. • Rosetta’s EMU addresses environmental issues through

cooperation and coordination with a number of key departments: the EMU at governorate level, the

licensing department, the engineering department, and the occupations department.

• Rosetta’s EMU also follows up all incoming complaints and assures legal removal of their causes.

• Currently, the Rosetta EMU is affiliated to Al-Beheira Governorate administratively and to the Ministry of

Environment technically. This situation is not effective and EMU staff are requesting to be autonomous from

the governorate and affiliated only to Ministry of Environment.

THE ENVIRONMENT

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AGREED PRIORITIES

• Support decentralisation of environmental management and develop the institutional set-up of the Rosetta Environmental Management Unit.

• Support partnerships among different stakeholders.

• Support local community associations’ capacities for working in the environmental field.

• Support the Rosetta EMU financially and provide it with essential equipment.

• Develop effective financial mechanisms to mobilise finance at the local level.

• Support effective cooperation among Al-Beheira Governorate, businessmen, and community associations.

• Implement awareness-raising programmes for city inhabitants.

• Develop training programmes for Rosetta EMU officials to improve their performance.

• Increase recycling programmes to decrease pollution.

RESOURCE MOBILISATION The Environmental Management Unit in Rosetta

does not have autonomy, since it is part of the local authority. As such, no budget is allocated for the Rosetta EMU.

No incentives are paid to Rosetta EMU officials (as EEAA officials and officials of other units at governorate level receive).

The Rosetta EMU lacks measurement equipment. It requests it when needed from the Damanhour EMU but there is usually a long delay.

CAPACITY BUILDING AND TRAINING Current training activities are very scarce; the last

training course for Rosetta EMU officials took place two years ago. The course addressed the inspection of brick factories.

Most training activities are directed to the Damanhour EMU at governorate level.

EEAA organizes a number of training courses for EMUs in Cairo; however, Rosetta EMU officials are rarely nominated to attend such courses.

Scarcity of training courses is the main reason behind the lack of good environmental management skills.

Key Requirements for Capacity Building:

There is a need for training in the following topics: • Environmental Impact Assessments for different

establishments; response to different environmental complaints; identification of key environmental issues;

• Environmental inspection; • Supporting the improvement of institutional and

administrative capacities of EMUs.

There is also a need for measuring equipment (e.g. devices to measure emissions and noise intensity) and computers.

BEST PRACTICE (2)In Urban Environmental ManagementEfforts in solid waste management: The Rosetta local authority takes care of 90

percent of waste collection from city streets and houses. City dwellers dump their waste in containers located at special points, to be collected by the authority.

The local authority purchased a special truck to collect medical waste and dispose of it through open burning at a site located to the west of Rosetta.

A partnership was established with a medical syndicate, through which a medical waste collection project was initiated.

A chicken waste collection project was implemented to collect waste from chicken stores in order to avoid waste disposal in the streets. The local authority hired a private contractor to collect the waste and transfer it to fodder factories. Unfortunately, the project stopped due to concerns about bird flu.

BEST PRACTICE (1)

In Urban Environmental Management

Compliance of Rosetta factories with

environmental regulations:

The Local Authority Unit of Rosetta listed all city

factories (in cooperation with the licensing section) and

obliged their owners to improve their performance to

comply with environmental regulations. Results are as

follows:

Clay brick factories were provided with complete

burning units; as a result, black smog and pollution were

reduced.

Tile factories that dispose of their liquid waste in the

Nile River were forced to demolish pipelines reaching

the river and to treat and recycle wastewater in a closed

internal cycle.

In the year 2000, improvement of the last factory took

place. Since that date, no factory is polluting the

environment and inspection is taking place periodically.

ENVIRO-NMENT

N° 1


Establish a solid waste recycling plant

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INSTITUTIONAL SET-UP

The city encourages slum upgrading by

delivering public services such as drinking water,

sanitation, and electricity.

There is no support from investors, the private

sector, or any foreign partnerships for providing

or upgrading existing facilities.

Old partnership with a Chinese company to erect

barriers to protect the beach from waves and

erosion. This project will be completed through

an Egyptian company (Arab Contractors).

Uncompleted drainage networks and delayed

completion of the wastewater treatment plant, due

to the lack of mechanical equipment.

Current drainage networks dump waste directly

into the Nile without treatment.

Lack of equipment for collecting solid waste in

the city.

The absence of an integrated system to manage

the solid waste and the lack of a suitable

dumpsite.

Inadequate drainage, the high water table, and

operational delays in the national sanitary project

have made a negative impact on historic

buildings in the city.


Provision Sources for Infrastructure

and Services

First: the state budget and the investment plan of

the government.

Second: : the replacement, renovation, and

upgrading of transformers through the Electricity

Distribution Company – for informal as well as

formal sectors.

BASIC URBAN SERVICES

PROVISION OF BASIC URBAN SERVICES – Main Issues

BEST PRACTICE

The efforts of Al-Beheira Governorate in

Rosetta in the field of facility management

• An integrated sewerage project that covers the city treatment plant was established and 70 percent of the network was completed. The project is now stalled because of a lack of funds.

• The local administration (city council) is responsible for 90 percent of the city waste collection (from streets, houses, and existing waste containers). The Department of the Environment is mandated to collect and dispose of the waste.

19


The Training Programme:

There is an urgent need for training programmes

for workers and professionals in the management

of the city's electricity.

Training cadres in facility management and

maintenance.

Providing equipment and spare parts (for waste

sweeping and clearing) and ensuring a level of

expertise in mechanical sweeping and

disinfecting.

Acquiring sufficient allowances for trainees from

the city utilities sector.

AGREED PRIORITIES

Accelerating the implementation of the

delayed sanitation project in the city.

Constructing a new fishing dock.

Facilitating regulations for the provision of

services and utilities in new residential areas.

Expanding the current city entrance road and

constructing a new one at the Nile corniche.

BUS


Construction of a fishing dock

BUS


Solid waste recycling

BUS


Financing of the current delayed Sanitation project to complete implementation and operation.

BUS


Expand the current city road entrance, and constructing other new city entrance through the beach.

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INTRODUCTION

Rosetta is both a city and a district in Al-Beheira

Governorate; it is an old port at one of the Nile

branches that flows into in the Mediterranean Sea.

Rosetta city has a unique group of Islamic buildings

and is second only to Cairo in terms of the quantity

of its Islamic monuments. The city’s most famous

piece of heritage is the Rosetta stone, now exhibited

in the British Museum. The per capita share of gross

domestic income in Rosetta was 5,518 EGP in the

year 2000/2001. The population is estimated to be

65,000 and unemployment in Rosetta is 8.4 percent.

LOCAL ECONOMIC DEVELOPMENT ISSUES

Although there are big economic advantages in

Rosetta, as yet there is no investment map that

shows potential investment areas. There is no

industrial zone in Rosetta; as a result, investors

face many difficulties in getting licenses to

establish projects, as all recommended land is

agricultural and not valid for industrial projects.

A new 720 Feddans housing city and a 2,000

Feddans tourist city have been drafted, but until

now no physical planning has been done.

Although there are big possibilities in Rosetta in

the fishing sector, the city has no fishing port.

Also, for four months out of the year, there is

the Al-Bogaz lock problem to contend with.

No location for the fisheries association, which

is comprised of 12,000 members (40 percent of

Rosetta inhabitants are fishermen).

No efficient guarantees to get loans from donors

for setting up income-generating projects and

small businesses – one of the many obstacles the

poor face when seeking employment. Illiteracy

rates are high, with many youth dropping out of

school. This leads to a lack of appropriate

qualifications for the labour market; in addition,

the prevailing traditions and conventions of the

society affect women's ability to work.

LOCAL ECONOMY DYNAMICS Rosetta has a unique location, as it lies at the

meeting point of the Nile River and the Mediterranean and is located on the International

Coastal Road.

There are agricultural lands in Rosetta and it has good quality agricultural products, including

vegetables, fruits, and all kinds of dates. However, there are no agro-industrial factories related to these products and various elements

(including fruit flies) threaten to destroy the wealth of fruit and palms in Rosetta. The city also

lacks good agricultural drainage because there is no drainage system in western Rosetta (it is

currently being prepared). Moreover, agricultural wastes are not being re-used.

Rosetta has a very good international reputation in yacht construction.

In spite of the existence of many tourist sites, they are not exploited as tourist resources. In

addition, there is an inadequate number of public parks for spending leisure time (only one small

one).

The numerous fish cages in the Nile which are destroying the aesthetic scenery along the main

street in the city can be relocated ( not cleared) in the same waterway but in the 28 km long

between Rosetta and Edfeena, this would save the 7000 workers in this sector from unemployment

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The poor face many obstacles when trying to get

credit. There are no efficient guarantees, there are

high interest rates, and the social fund only finances

existing projects, not new ones.

AGREED PRIORITIES

Economic development of Rosetta mainly

depends on the existence of resources, both

natural and manmade (e.g. fishing wealth and

tourism capabilities). Therefore, the first step of

economic development in Rosetta will focus on

exploiting these resources. Establishing a fishing

port is a very important step towards benefiting

from the fishing wealth. Meanwhile, reviving

tourist interest in Rosetta city depends on

restoring old Islamic and historic buildings and

promoting Rosetta both inside and outside Egypt.

ANALYSIS OF MARKET FLOW

Wood products, clothes, glass products, and car

spare parts are purchased from outside the city, as

they are not available therein.

LED


The project of tourist refreshment of Rosetta city

LED


Establishing fishing port and widening the river waterway

INDUSTRIES

• Agriculture

• Shipbuilding

• Sea fishing

• Fish farms

• Brick factories

• Palm tree industries

• Handicrafts (weaving)

• Tourism

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REGULATORY FRAMWORK and INSTITUTIONAL SET-UP

• National policies support the upgrading of heritage cities.

• Rosetta is uniquely located on the Nile.

• The heritage potential of Rosetta, in addition to it taking second place to Cairo in its number of Islamic heritage buildings.

• The city is internationally recognised for discovering the Rosetta stone

• The lack of adequate sanitation, which directly affects the heritage buildings.

• There is no clear plan for developing the tourism sector in the city.

• Contradiction of authorities responsible for the city and for its historic area. The city in general is not fit to receive tourists (number of hotel rooms, level of cleanliness, number of recreational facilities).

• There are no tourism agencies in the whole city and the Tourism Development Authority has no representative in Rosetta

• Adding the city to the UNESCO World Heritage Sites list.

• Adding the city to the list of historic attractions in Egypt.

• An agreement between Rosetta and Figeac, the birthplace of Jean-François Champollion.

• Continuous transgression over historic area will lead to the loss of its unique identity.

• The negative impact on the city’s historic buildings if the national drainage project is delayed.

• Develop the tourism sector in the city.

• Establish an office for tourism development in Rosetta.


• Most of the historic houses have been restored through previous projects.

• Inadequate recourse for historic building conservation.

• The Supreme Council of Antiquities is the only agency that funds the conservation process and it relies on self-generated resources acquired from entry tickets, international exhibits, and replicas.

• Opportunity to mobilise resources for conservation from international organizations interested in heritage.

• Weakness in attracting investment.

Preparing the city for tourism.

DEVELOPING HERITAGE AREAS

• The lack of specific building codes for heritage areas.

• Each historic building is dealt with separately and not within its context.

• Weak public awareness about cultural heritage resources and their significance, which might lead to the loss of the unique old city image.

• Poor railway tracks, which cannot be depended on for tourist transportation.

• Opportunity to connect Rosetta to the city of Fuwa and together form an attractive Islamic heritage area.

• Lost of identity of the historic area due to the lack of building codes specified for historic areas.

• Building codes for the historic area.

• Development of the historic city centre.

• The completion of the national drainage project.

• Development of the railway tracks.


• Rosetta received great attention from researchers in all Egyptian universities as well as international researchers.

• Deficiency of data related to historic buildings.

• Weak coordination among different authorities responsible for historic buildings.

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HERITAGE

N° 2

Project proposal

A project for developing Dehliz El-Molk Street

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HERITAGE

N° 1

Project proposal

A project for developing the area surrounding Qait Bey Fortress in Rosetta

LOCATION: : Dehliz El-Molk Street, one of the historic streets of the old centre of Rosetta (it lies

between Masjid El-Arabi Street and Amasyalli Street).

DURATION: 36 months

BENEFICIARIES: City inhabitants.

IMPLEMENTED PARTNERS: Local authority, Ministry of Waqf (Religious Trust), the Supreme Council for Antiquities, NGOs, and architectural

consultant offices and their affiliations.

ESTIMATED COST : : US$1 million

BACKGROUND: With its particular historic background, Dehliz El-Molk Street is considered

one of the most important streets in the historic district and is seen as the entrance to the historic

area of the city.The street has a concentration of historic buildings

(Orabi Mosque, Ramadan residence, Abohoum residence, Kohie residence, Bassioni residence,

Elgamal residence, and Moharam residence).

OBJECTIVES: Developing the street while respecting its historic background and preparing it to

receive tourists.

ACTIVITIES: : 1) Transformation of Dehliz El-Molk into a pedestrian street, with all the requisite changes

(viewing the street as the gateway into the historical area). 2) Adaptive re-use of historic buildings with suitable

functions (e.g. arts workshops, galleries). 3) Façade treatment of existing buildings alongside the street. 4) Façade treatment for commercial shops alongside the

street and standardisation of signs, colours, and pavilion design. In addition, transformation of the shops into

bazaars, gift shops, and exhibits for handmade carpets and crafts.

OUTPUTS: The street developed and prepared for receiving tourists; the project implemented in such a way that it can be duplicated in other historic streets.

LOCATION: Qait Bey Fortress in Rosetta.DURATION: 36 months

BENEFICIARIES: City inhabitants.

IMPLEMENTED PARTNERS: Local authority, Ministry of Waqf (Religious Trust), the Supreme Council for Antiquities, NGOs, and architectural

consultant offices and their affiliations.ESTIMATED COST : US$4 million

BACKGROUND: The fortress goes back to the year 1472 when it was built on the west bank of the Nile

River, north of Rosetta. The place is directly connected to the Rosetta stone, which was said to be discovered in this

location during the French expedition in 1799.

OBJECTIVES: The main objectives of the project are to develop the area surrounding the fortress and provide services in order to prepare it for receiving

tourists.

ACTIVITIES: : 1) Plan the surrounding area to accommodate parking areas for buses and vehicles. 2) Build restaurants and cafeterias. 3) Improve the façades of surrounding buildings. 4) Add bazaars, gift shops, and exhibits for handmade carpets and

crafts.

OUTPUTS: The area surrounding the fortress developed and services provided in order to prepare

it for receiving tourists.

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INSTITUTIONAL SET UP – LOCAL ATHOURITY RESOURCES AND CAPACITY

• Various departments exist in the city council and they serve all sectors.

• In the city council, a special office is dedicated to receiving citizen complaints.

• The low level of resources in the council reduces the level of performance; this is mainly with regard to electronic equipment, which might help improve service provision.

• The number of trained, qualified cadres is very low.

• There is no clear training plan for employees.

• Decentralisation is frail at the decision-making level

• Improving the standards of the already existing training programmes.

• Creation of effective training programmes to empower young cadres bearing responsibilitie.

• The effectiveness of the council in responding to the citizen complaints.

• The centralised policies hinder the scale of development and impede rapid decision-making processes.

• The lack of young, qualified cadres in the council capable of bearing responsibilities.

• Developing leadership skills in the local council.

• Supplying the council in general and the physical planning department in specific with computers to improve city management.

EQUITY AND PARTICIPATION IN DECISION MAKING

• A strong trust relationship exists between the citizens and the NGOs because of the success of existing small-scale projects.

• The implementation of the concepts of transparency and accountability is frail.

• In the decision-making processes, there is a lack of clear vision for the actual implementation of participation in urban management sector.

• There is no adequate representation of women in the council.

• Women working in the city council constitute less than 25 percent of the total number of employees.

• The public participates and is willing to participate more, whether in the public councils or the NGOs.

• There is good successful representation of women in social work.

• Encouraging NGOs to participate in the decision-making processes.

• Individuals question the effectiveness of their participation to improve the current situation.

• Building capacities of local authority personnel to implement partnerships with the private sector and NGOs.

• Building a tourist office dedicated to helping tourists and providing them with a high level of service.

RESOURCE MOBILISATION - ISSUES OF RESPONSIBILITY AND PERFORMANCE

• Independent sources of revenue exist for the local authority.

• No partnerships exist with the private sector.

• No partnerships with NGOs.• No actual partnerships in the

disclosing and planning of budgets.

• There is no investment plan for the city that highlights potential investments that support local economic development.

• Budgets are not disclosed to citizens in a way that would allow them to evaluate performance and adequately participate in modifying the approaches.

• There are several successful projects whose revenues represent additional income for the local authority.

• The success of the existing small-scale project by the NGOs.

• The elected public councils initiate the issues to be discussed and the resolving plans are later shown to them for approval according to the local governing law.

• The centralised policies hinder the scale of development and impede rapid decision- making processes.

• Create a development strategy that involves all stakeholders of society.

• Train the local authority on initiating budgets using a participatory process.

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LOCATION: The city of Rosetta.

DURATION: 12 months

BENEFICIARIES: Al-Beheira Governorate, the local authority, the citizens of Rosetta, businesses, and investors

in the tourism sector.

IMPLEMENTING PARTNERS: The governorate, Rosetta City Council, the Ministry of Tourism, and the

Egyptian Tourist Authority.

ESTIMATED COST : US$200,000 (this is the cost if a new, independent building is built; if an existing building

is used, the cost will decrease by 30–40 percent)

BACKGROUND: : The city of Rosetta benefits from a long, rich history that goes back to the discovery of the

Rosetta stone, which enriched the city with a distinctive character and an important collection of antiquities.

Unfortunately, these antiquities are neglected and unattractive to tourists, despite their importance. The

tourism and antiquities sector in Rosetta is deteriorating and neglected because there is no clear organizational body to serve that sector. This diminishes the strong potential in

the city to improve the preservation of such antiquities.

OBJECTIVES: Initiate an organizational managerial body to be directly responsible for the antiquities in the

city and manage them efficiently.

ACTIVITIES: : Construct a building independent from the city council that will host an antiquities centre (or use one of the existing historical buildings). Identify and train

cadres to manage such a centre, which will enhance the existing antiquities, market them to the tourism sector, and improve the level of services for tourists and other visitors.

OUTPUTS: : The creation of an antiquities management centre for Rosetta, while working on remarketing the city

with a modern, civilized image that is worthy of the historical riches the city holds.

STAFF REQUIRED: An engineering firm to design the new building or remodel and refurbish an existing building

to fit the purpose; a principal coordinator for the project, with a managerial team to coordinate among stakeholders

in the governorate: the city council, the Ministry of Tourism, the Egyptian Tourism Authority, and the

Supreme Council for Antiquities.

LOCATION: • Official training centres (Sakkara) and/or Leader

Development Centre.• On the premises of the local council in Menouf (meeting

halls), using independent/external trainers.

DURATION: : Phase 1 (urgent) is six months; the long-term plan is to sustain the training programmes.

BENEFICIARIES: : The leaders of the local council and, in the long term, young cadres that would improve

the efficiency and the effectiveness of the services provided.

IMPLEMENTING PARTNERS: Specialised training centres, institutes, and the department of human

resources in the council, which will directly affect all departments (engineering, urban planning, contracts,

planning, legal affairs, information, and decision support).

ESTIMATED COST : US$100,000 Broken down as follows:

10 percent administration fees40 percent training programmes30 percent institutional support

20 percent office equipment

BACKGROUND: : The city of Rosetta endures a low standard of services provided to its citizens from the local authority. There is a lack of actual implementation of the principals of urban governance in terms of participation,

decentralisation, transparency, and accountability. Decision making is centralised, and management processes

are often inefficient. This is due to the inadequacy of existing training programmes as well as the insufficient resources such as electronics and office and managerial

tools.

OBJECTIVES: Adequate implementation of the principles of urban governance on all levels, starting from

the level of decision makers and leaders and ending with the inclusion of all stakeholders in society in the decision-

making processes. Stakeholders will also participate in creating concrete training plans and delivering specialised

training programmes. In addition, providing the local authority with some electronic resources to enhance the

managerial level and raise the efficiency of service delivery.

ACTIVITIES: Condensed training programmes, providing the local authority with resources that would

allow the trainees to implement what they learn; organizational consultancies and institutional support for

the council.OUTPUTS: Capacities of leaders built and an improved

level of services provided.

STAFF REQUIRED: Specialised consultancy body in building capacity and institutional support.

GOVERNANCE

N° 1

Project proposal

Developing leadership skills in the local council

GOVERNANCE

N° 2

Project proposal

Initiate a dedicated centre for the management of Rosetta’s heritage and history

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REGULATORY FRAMEWORK AND INSTITUTIONAL SET-UP – SLUM-UPGRADING STRATEGIES

• The city has an updated master plan.

• There are organizing laws for urban planning in the city.

• No detailed scheme for implementing the master plan.

• Twenty-nine percent of the city population are slum dwellers.

• No population statistics have been gathered since 1996, but the population is estimated by calculating the growth rate.

• There are obstacles in implementing the master plan due to the long period of endorsement.

• Problems resulting from the differences between city limits and the urban boundary.

• Opportunity to encourage tourism investment in the city.

• Danger of the deterioration of slum areas, especially those below ground level.

• Updated population statistics.

• Endorsement of master plan.

• Updated database for the slum areas.

SECURE TENURE

• High levels of secure tenure due to the non eviction policy.

• Slum dwellers are not keen to formalise their tenure.

• Opportunity to secure tenure through decrees and laws for the poor.

• Although feeling a high level of secure tenure, slum dwellers are afraid of any change of policy.

• Secure tenure

• Legalisation of slum dwellers.

RESOURCE MOBILISATION – ECONOMIC DEVELOPMENT

• Rosetta has natural and historic potential, which increases its chance in economic development.

• The local authority encourages slum development through providing them with basic urban services.

• NGOs are interested in slum dwellers’ affairs.

• The lack of sanitation in the city deteriorates its urban environment, especially in the slum areas (narrow roads and an unhealthy environment).

• There is no central funding or even local funding to enable the execution of the master plan, e.g. compensating residents.

• Slum areas are on the historical city’s periphery, threatening the city’s touristic future.

• The city has numerous informal peddlers and markets scattered throughout the streets of the historic area, causing the accumulation of garbage.

• Weak city financial resources.

• Opportunities for income generation and improving the local economy (various unique activities).

• Opportunities for youth in the tourism field.

• The new residential city that is about to be built will provide homes for the youth and lower the population pressure on the city.

• Slums behind electrical transformers may experience catastrophe if they are not improved or relocated.

• The threat of losing the old city image.

• Providing proper shelter.

• Resource mobilisation.

• Funding income-generating projects.

INSTITUTIONAL SETUP - CAPACITY BUILDING AND TRAINING

• Rosetta receives much attention from researchers in all Egyptian universities and from international researchers.

• No capacity-building support received from bilateral and multilateral agencies in slum upgrading.

• Weak follow-up by the engineering department for the implementation of the master plan.

• Opportunity to find a participation mechanism in capacity building for slum development.

• Capacity building for the engineering department to follow up the implementation of the master plan.

• Weak capabilities of personnel in the slum development programmes.

• Mechanism for information updating.

• Improve capabilities of authorities dealing with slum areas.

• Mechanism for coordination.

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SLUMS

N° 2

Project proposal

Rebuilding the area of El-Kassara

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SLUMS

N° 1

Project proposal

Constructing two market places

LOCATION: West of Rosetta, the limits of El-Kassara are as follows: the eastern limit is El-Edfini Street and the

current transportation hub; the western limit is the urban limit or the city boundary; the northern limit is El-Hardi

Street; and the southern limit is the old cinema street.

DURATION: 33 months

BENEFICIARIES: Residents of the area (estimated to be 3,548).

IMPLEMENTING PARTNERS: The local authority, Social Services Department, Educational Building Authority, and the health administration.

ESTIMATED COST : US$15.6 million

BACKGROUND:

El-Kassara is a slum area inside the urban and residential mass of the city. Its houses are lower than the surrounding ground level. Its juxtaposition of houses and its narrow streets (2–4 metres) lead to poor ventilation and a high level of humidity. There is inadequate sanitation and an increasing level of groundwater in the walls and footings. It represents a difficult area to penetrate for services and security.

OBJECTIVES: Rebuilding the area after elevating it to ground level to avoid the problems caused by rainwater in winter. The rebuilding process will include providing streets

of suitable width and services for residents of the area.

ACTIVITIES: 1.Social-oriented study of the slum dwellers.

2.Study of their needs.3.A detailed plan for rebuilding the area.

4.Feasibility study for implementing the rebuilding plan.5.Implementing the plan with all its phases.

OUTPUTS: Getting rid of a slum area with all its social and health

problems, and providing a suitable living area for residents of El-Kassara.

LOCATION: In the location of the old transportation hub (bellow the Kassara area - and

the other location is the old garage (near Abou El-Reesh area)

DURATION: 32 months

BENEFICIARIES: City inhabitants

IMPLEMENTING PARTNERS: Local authority, Businessmen

ESTIMATED COST : US$10 million

BACKGROUND: : Numerous peddlers and informal markets in the streets of the historic area

lead to several problems:• Fire danger.

• General lack of cleanliness of the city centre.• A deteriorating aesthetic, touristic, and cultural

image.• Less control over the slum areas and the informal

markets.

OBJECTIVES:

Remove scattered peddlers and informal markets from the historic district.

Provide an alternative market that is suitable for the new tourism image of the city.

Concentrate all similar activities in the same place so as to be able to present the customers with more accessible services.

Use the income of the markets to fund slum upgrading.

Get rid of the garbage and dispose of it in a clean and secure way, with full control over the process.

ACTIVITIES: Constructing two market places (first level: units and shops for selling fish and meat; second

level: units and shops for selling groceries and equipment).

OUTPUTS: Upgrading of historic areas after removing the peddlers and informal markets.

PROJECT PROPOSALSPROJECT PROPOSALSPROJECT PROPOSALS

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THE POLICIES SUPPORTING GENDER ISSUES

• Local and central policies support the elimination of violence against women.

• Classified data of HIV/AIDS patients.

• There are no known cases of AIDS/HIV in the county.

• Multiple constraints impede women’s advancement, especially customs and traditions and weak support in this field.

• The dispersion of income-generating projects due to the success of the current projects and the increase in the number of settlements of accounts.

• The disregard of gender problems and the deterioration of women’s living conditions are due to their withdrawal and minimum participation in decision and policy making.

• Increase awareness of the importance of women in the community.

RESPONSIBILITY ISSUES

• Multiple education programmes quelling violence against women are diversified through NGOs and the social affairs administration; to decrease violence, offices provide social counselling and family courts as quick mechanisms to settle disputes within or between families.

• Attention given to projects addressing female-headed households and simplifying access to funds for income-generation activities.

• Difficulty in registering cases of violence against women.

• The city lacks police patrols that protect inhabitants.

• Rigid specialisation between family courts and family council offices and the absence of a mechanism for their integration.

• No publication of information related to the number of crimes in the city.

• Difficulty in dealing with the phenomena of domestic violence and female circumcision due to customs and traditions.

• Opportunity under the national policies to address violence cases.

• The danger of an increased occurrence of violence against women through the invasion of different cultures and a cultural conversion in the community.

• Activating the role of awareness programmes

INSTITUTIONAL SET-UP – EMPOWERMENT ISSUES

• There is an interest in women’s empowerment through organizations and female leadership in Rosetta.

• High representation of women in the organizational system (46 percent of the total employment in the local administration).

• Multiple institutions and organizations promoting women’s affair (19 organizations for childcare and motherhood, and 5 for community development).

• A good percentage of social services projects deal with gender affairs.

• Weak women’s representation in the local councils and their withdrawal from decision making; in addition, discarding the natural women leaders in the branch of the National Council for Women.

• Opportunities for women’s empowerment through international support in this field.

• The threat of the continuous weakness of gender representation in decision making.

• Increasing the level of women’s empowerment in organizational systems.


• A number of supporting organizations (NGOs, social services, the National Council for Women).

• There is no organization specialising in women’s affairs.

• Opportunity to increase the number of NGOs and efforts supporting gender issues.

• The danger of the continuous weakness in representation of women in decision making in councils.

• Increase in the cultural services for birth control.

• Encouraging NGOs specialising in gender issues.

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GENDER HIV/AIDS

N° 2

Project proposal

Increasing medical convoys and health care for slum dwellers

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GENDERHIV/AIDS

N° 1

Project proposal

Establish a fund to care for widows and female-headed households with no income

LOCATION: Rosetta

DURATION: 12 months

BENEFICIARIES: Slum dwellers, particularly women.

IMPLEMENTING PARTNERS: Ministry of Health, medicine factories, and specialised doctors from

government universities.

ESTIMATED COST: US$50,000

BACKGROUND: Slum dwellers live in areas where they inherit poverty, unemployment, malnutrition,

common diseases, and generally bad conditions. There is a lack of environmental services, as well as a lack of

social and health services. Thus there is a drastic need for medical convoys to serve the area, in order to diagnose

and treat difficult cases.

OBJECTIVES: Offering medical services for slum inhabitants, especially women.

ACTIVITIES: (1) Medical check-ups for women in slum areas. (2) Diagnosing and categorising. (3)

Distribution of medicine to patients. (4) Surgery for patients in need. (5) Lectures about health awareness.

OUTPUTS: Developed and improved health conditions of needy slum dwellers.

STAFF REQUIRED:: Doctors (with different specialisations) and nurses.

LOCATION: Rosetta

DURATION: 12 months

BENEFICIARIES: Widows and female-headed households with no income.

IMPLEMENTING PARTNERS: Related NGOs, the social affairs administration, the Social Development

Fund, and the private sector.

ESTIMATED COST : US$50,000

BACKGROUND: Female-headed households refer to situations in which a woman takes total responsibility for

her dependents and the maintenance of the household. The absence of a breadwinner is an economic crisis

(sudden in many cases) and women are forced to work at an age that might not be suitable, particularly if she has

inadequate qualifications in terms of skills or certificates. This reality increases the psychological pressure of a

sense of inferiority, reinforced with economic pressure.

OBJECTIVES: Providing income for widows, divorced women, and female-headed households to help

them in facing life’s responsibilities and raising their children.

ACTIVITIES: (1) Social survey to calculate the number of women benefiting from this fund. (2) Studying

their needs. (3) Establishing a database for women benefiting from the fund. (4) Specifying a place for

money dispersal and follow-up of beneficiaries.

OUTPUTS: Developed living conditions of female-headed households with no income, allowing them to face life’s responsibilities and raise their children in a healthy environment.

STAFF REQUIRED: Social workers and accountants.

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REGULATORY AND INSTITUTIONAL FRAMEWORK

• Governorate is concerned about environmental issues, incorporating them into city development plans and exerting efforts to improve environmental conditions. On top is the sewage problem since 70 percent of the sewage generated remains outside of the sanitation system.

• The Rosetta Environmental Management Unit cooperates with a number of key departments: the EMU at governorate level, the License Department, the Engineering Department, and the Occupation Department.

• Non-resistance of private sector owners of big plants to comply with environmental regulations – 80 percent of them complied already and the Rosetta EMU is capable of enforcing the laws with the rest.

• Rosetta EMU has the capability to carry out partnerships with different stakeholders to perform environmental improvement projects (factory development is the best practice).

• Rosetta EMU suffers from a lack of essential instruments and measurement equipment. It requests them when needed from Damanhour EMU; the response is usually delayed for a long time.

• Currently, Rosetta EMU is affiliated to Al-Beheira Governorate administratively and to the Ministry of Environment technically. This situation is not effective and EMU staff are requesting to be autonomous from the governorate and affiliated only to the Ministry of Environment.

• The EMU in Rosetta is not an autonomous entity; it is part of the local authority. Consequently, no budget is allocated for it.

• Local community associations in Rosetta city have no activities related to the environment.

• The availability of financial resources from the central government to support environmental projects.

• Readiness of a large community association to work in the environmental field in the future. This opportunity could be used to implement awareness programmes and/or to implement projects in cooperation with the Rosetta EMU

• Slow court procedures in finalising environmental cases and limited fine collection discourage people from complying with laws.

• Lack of measurement equipment results in reducing monitoring and inspection activities.

• Because of centralisation, collected fines go directly to the central fund for environmental preservation in EEAA in Cairo.

• Support decentralisation of environmental management and develop the institutional set-up of the Rosetta EMU.

• Support partnerships among different stakeholders.

• Build local community associations’ capacities to be able to work in the environmental field.

RESOURCE MOBILISATION – FINANCE

• To support environmental improvement projects, some resources are mobilised from the state budget; there are some resources from local stakeholders, but these are very limited.

• The possibility of dependence on private owners for environmental improvements, but within their projects’ limitations only.

• Lack of financial resources from the state and EEAA allocated for environmental projects.

• EMU does not obtain any financial resources and has no allocated budget because it is mainly a coordinating unit.

• No incentives are paid to Rosetta EMU officials, unlike with EEAA officials and officials of other units at governorate level.

• There is no budget allocated for environmental awareness. Thus the Rosetta EMU does not have any awareness-raising activities, in spite of residents’ weak environmental awareness.

• Businessmen are not contributing to any environmental activities outside the confines of their private plants.

• Law 38/1967 is an opportunity to force people to remove their dissent and pay fines. The collected fines, via this law, could go to the local unit’s environmental cleaning fund and/or could be distributed as incentives to EMU officials.

• Readiness of businessmen to support environmental projects serving the city.

• Financial resources from the centre to support some environmental projects such as sewage – however, these are not sufficient.

• Donor agencies (such as UN-HABITAT and the World Bank) are ready to coordinate or provide donations.

• Collected revenues from environmental fines go directly to the environment preservation fund in Cairo.

• Lack of financial resources allocated for the EMU results in the lack of equipment, thus reducing inspection activities.

• Support the Rosetta EMU financially and provide it with essential equipment.

• Develop effective financial mechanisms to mobilise finance at the local level.

• Support effective cooperation among Al-Beheira Governorate, businessmen, and community associations.

PERFORMANCE – REDUCING POLLUTION

• The good performance of the local authority in solid waste collection (covering 90 percent of the city), despite very limited resources.

• Readiness of school headmasters and mosque imams to cooperate in raising residents’ environmental awareness; however, this will happen only under EMU request.

• Current training activities are very scarce. Most training activities are directed at the Damanhour EMU at governorate level.

• EEAA organizes a number of training courses for EMUs in Cairo; however, the Rosetta EMU officials are rarely nominated to attend such courses.

• Dependence of the whole city on septic tanks because of noncompletion of the sewage network.

• Disposal of sewage in the Nile, resulting in contamination.

• Interpenetration of industrial and residential activities, producing harmful emissions as well as noise and annoyance.

• The existence of numerous fish boxes in the Nile River contaminates the water and destroys the aesthetic scene along the main street in the city.

• Solid waste management system lacks a landfill and a recycling plant. In addition, it lacks proper equipment and sufficient labourers.

• Completion and operation of the sewerage network project in the future will decrease contamination of the Nile water resulting from sewage disposal.

• The availability of a piece of land for the recycling plant (allocated by the planning department) is a good opportunity to decrease pollution in the future.

• Continuation of sewage disposal in water streams will increase water contamination in the future and thus increase the spread of disease.

• Continuation of open burning of medical waste and non-operation of the incinerator at the Rosetta public hospital will increase air pollution.

• Sewage drainage in the Nile near fish boxes will increase the spread of diseases.

• The intermingling of industrial and residential areas will lead to high rates of noise and air pollution for residents.

• The absence of awareness-raising programmes for residents will increase pollution rates in the future.

• Implement awareness-raising programmes for city inhabitants.

• Develop training programmes for Rosetta EMU officials to improve their performance.

• Increase recycling programmes to decrease pollution.

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ENIRO-NMENT

N° 1

Project proposal

Establishment of a solid waste recycling plant

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LOCATION: RosettaDURATION: 24 months

BENEFICIARIES: Local authority of Rosetta, inhabitants of Rosetta city, businessmen, and investors.

IMPLEMENTING PARTNERS: Local authority of Rosetta, a businessman society, investors, the Social Fund

for Development, UN-HABITAT, and the World Bank.

ESTIMATED COST: US$150,000

BACKGROUND: The Rosetta local authority collects 90 percent of the waste from city streets and houses. City dwellers dump their waste in containers located at special points to be collected by the authority. The unavailability

of a landfill is a problem that hinders Rosetta local authority work. There is a temporary dumpsite located to

the west of Rosetta.

OBJECTIVES: •Solve the problem of land unavailability for landfills.•Minimise the amount of waste dumped in the landfill.

•Create job opportunities for the youth. •Recycle most of the sorted waste materials, thus

producing cheap products.

ACTIVITIES: (1) Prepare the architectural design for the plant building, to be implemented on the allocated

piece of land. (2) Estimate the cost and various partner contributions. (3) Construct the building. (4) Purchase the

required equipment. (5) Provide the required labourers and give them proper training. (6) Develop awareness-raising programmes for city inhabitants that introduce the idea of sorting waste products at source. (7) Create local channels

for marketing recycled products.

OUTPUTS: A number of job opportunities created for the youth; businessmen mobilised to invest their money;

recycling industry in Rosetta city activated; and cheap products marketed to low-income people.

STAFF REQUIRED: An architectural firm (or the engineering department of Al-Beheira Governorate) to

create the architectural design, a contractor for implementation, key coordinator/facilitator of project implementation activities, a specialized technician to

purchase equipment, a factory director, administration staff, a marketing department, trained labourers, and

secondary staff.

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Strengths Weaknesses Opportunities Threats

PROVISION OF BASIC URBAN SERVICES

Water:• The new main Edfina

purification station.• The network has been changed

and new line has been installed using PVC.

• The water pressure improved during the last period.

Drainage Facilities:• A descending 45 km network

had been implemented.• The treatment station

foundation has been laid and five pumping stations in the city have been set up.

• Currently, expulsion lines are being installed for the city drainage network.

Solid Waste:• The collecting and

transporting process is carried out by cleaning department labourers using city council vehicles.

• Existence of a healthy dumping site 6 km outside the city.

Electricity:• The electricity network covers

the whole city.• Currently the transformers

support 500 volts-amperes.Transportation and Roads:• There is variety in the

available means of transportation inside the city, whether private sector or public sector.

Drainage Facilities:• The lack of drainage facilities in the city;

until now, the new treatment station under the national project for drainage facilities does not work due to the lack of equipment.

• The current drainage line is inadequate, leaving some areas of the city to drain waste directly into the Nile without treatment.

• The other areas of the city have a pump system, but still drain the waste into the Nile.

• Manual sweeping of sanitation trenches results in overflows into the street.

Solid Waste:• The absence of an integrated system to

manage solid waste and the dumpsite.• Insufficient workers for waste collection

and transportation at the city level.• The private sector is unable to continue

offering the services because it is incapable of getting the service fees from inhabitants.

Electricity: • Bare electrical components present

danger in rain.Transportations and Roads: • The narrowness of roads in urban areas

that obstruct passage.• The existence of permanent markets on

some main roads (El-Malek tunnel, Zaghlol Street) and the consequent obstruction of commuters in the city.

• The improvement of drainage services represents an opportunity.

• Reduction of drinking water quality due to fish farms in the river.

• The delay in the sanitation project affects heritage buildings negatively.


• The state budget and the investment plan of the government provide partially for services.

• Insufficient government resources for high-end systems.

• Low-cost systems are to be considered.

INSTITUTIONAL SET-UP

• Old partnership with a Chinese company to erect barriers to protect the beach from waves and erosion. Project will be completed through an Egyptian company (Arab Contractors).

• The private sector has not been able to continue to provide the service because it is unable to collect garbage collection fees from homeowners.


• Only a small number of workers exist at the city level for collecting and removing garbage.

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BUS

N° 2

Project proposal

Solid waste recycling

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N° 1

Project proposal

Establishment of a fishing dock

LOCATION: Rosetta

DURATION: Six months

BENEFICIARIES: People of Rosetta.

IMPLEMENTING PARTNERS: NGOs, the local administration, and the Egypt Environmental Affairs

Agency.

ESTIMATED COST: Undefined

BACKGROUND: Rosetta has no operating system for the collection and recycling of solid waste.

OBJECTIVES: Collection and disposal of waste through recycling and other environmentally sound methods; preparation of an integrated management

system for such a process.

ACTIVITIES: (1) Determining the appropriate place for the project. (2) Preparing a document showing

different ways to recycle and the kind of equipment required. (3) Creating a timetable for implementation.

OUTPUTS: The city’s solid waste disposed of in a proper way;

increased employment opportunities, either in the recycling process or in the sale of recycled products.

STAFF REQUIRED: Coordinator of stakeholders, director of employment, and labourers.

LOCATION: Rosetta

DURATION: 36 months

BENEFICIARIES: Fishermen and all the people of Rosetta.

IMPLEMENTING PARTNERS: Local government, the Ministry of Housing and Utilities,

and the Ministry of Irrigation.

ESTIMATED COST: US$20 million

BACKGROUND: Rosetta’s fishermen have been severely affected by the closure of the Al-Bogaz estuary

(accumulated sand deposits were the cause of the closure). The area requires clearance periodically for fishermen to go about their business. However, such a process is very

expensive and there has been no financial support for it. To rectify the problem, a fishing dock is required to

facilitate the movement of the fishing vessels.

OBJECTIVES: Facilitating the movement of fishing vessels, thereby

saving about US$8 million annually (the cost of clearing sand deposits at Al-Bogaz).

ACTIVITIES: (1) Determining the appropriate place. (2) Providing the required operational drawings. (3)

Creating a timetable for implementation.

OUTPUTS: The number of fishing vessels increased and the fishing industry improved in the city. The annual cost of clearing sand at Al-Bogaz reduced or eliminated.

STAFF REQUIRED: Coordinator of stakeholders, director of employment, and labourers.

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N° 4

Project proposal

Expand the current city road entrance, and constructing new city entrance through the beach.

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N° 3

Project proposal

Financing of the current reluctant Sanitation project to complete implementation and operation.

LOCATION: RosettaDURATION: 6 months

BENEFICIARIES: People of Rosetta

IMPLEMENTING PARTNERS: Local Administration and the Ministry of Housing and

Infrastructure-NGOs.

ESTIMATED COST : US$ 500 000

BACKGROUND: The narrow entrance to the city, which is not commensurate with the importance of the

city and tourism development planned in addition to the absence of another entrance required to facilitate the

traffic movement from and to the city.OBJECTIVES:

Facilitate the movement of traffic from and to the city of Rosetta

ACTIVITIES: Identifying areas to expand the current road.

Identifying the best locations for new entrance to the city.

Establish timetable for implementation.

OUTPUTS: Increase the number of visitors to the city either for

commerce or tourism by facilitating the movement from and to the city.

STAFF REQUIERED : Coordinator with stakeholders - director-employment

and labors.

LOCATION: RosettaDURATION : 12 months

BENEFICIARIES: People of Rosetta.

IMPLEMENTING PARTNERS: National Authority for Water and Sanitation, the local

administration in the city.

ESTIMATED COST : undefined

BACKGROUND: Lack of drainage facility in the city & the wastewater treatment plant, that is following the

National Project for Sanitation, hadn’t worked yet due to the uncompleted equipment.

OBJECTIVES: Operating the wastewater treatment plant installed.

City heritage preservation threatened as a result of direct discharge in the soil.

ACTIVITIES: Identification of equipment required for the operation of

the plant. Document preparation for the introduction of such a

tender for the supply of equipment. A timetable for delivery and the start of implementation

of the project.

OUTPUTS: Supply city residents with access to unavailable

sanitation. Operating the treatment plant and lines of the network

that have been established and not operated yet.

STAFF REQUIERED : Coordinator with stakeholders - director-employment and

labors.

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LOCAL ECONOMY DYNAMIC & ISSUES OF LOCAL ECONOMIC DEVELOPMENT

• A unique location at the meeting point of the River Nile with the

Mediterranean, and it is located through the

international road of the coast.

• The tourism capabilities and Rosetta stone

The existence of agricultural areas and

production such as vegetables fruits and

dates.• Existence of well

exploited large areas.• Rosetta has good

international reputation in the yachts

manufacturing.• The existence of

waterway in the Nile with length 28 Km from

Edfeena to Rosetta which can be used as

natural fisheries .

• No industrial zone, and till now no decision

issued specifies an industrial area for

Rosetta.• Till present time the

housing and tourist cities have not been implemented.

• The agricultural drainage is bad due to the non -

existence of a drainage western Rosetta.

• The palms' liquorices will damage the main crop

which is palms’ heritage, and the fruit fly which

will negatively affect the fruits.

• No public facilities for spending interesting time• The exploitation of the city doesn’t cope with its

history.• No exploitation for the

agricultural wastes.• No fishing port.

• No investment map shows the potential

investment areas.• No location for the fisheries association,

which is compromised of 12 thousands members

• No efficient guarantees for the individuals to

obtain loans.

• The possibility of issuing presidential decree to set up

industrial area.• The expedient of terminating the drainage western Rosetta as it will

increase the quality of the agricultural lands.

• Purification and covering Bogaz form two sides to prevent the sand

from blocking it , and studying the sea waves that move the sand to

eliminate thereof ,or putting waves walls , because opening

this Bogaz will create many special investment opportunities in the

fishing ships.• Establishing fishing port in:

"Marays“ which is the best place as it is 27 feddons, as it is behind the Bogaz which lies on the Nile and

the Mediterranean.• Establishing a private firm where Rosetta's youth can subscribe to set

up large fishing in Rosetta, so the laborers will be owners, this will

help in creating many job opportunities.

• Establishing an arsenal to gather the ships and yachts manufacturers,

this is very useful for Rosetta, due to it is famous in manufacturing

yachts.• Establishing a factory to freeze fishes, and a refrigerators project

for vegetables and fruits due to the overabundance of production, and refrigerators will be rented outside

Rosetta.• Preparing wide parks , finishing

the Cornish project ,setting up coffee shops at it, and planting the

streets with trees.• The fast termination of constructing

"Zaglool mosque “ , as it will develop the religious tourism .

• Codifying the fish bases after scientific confirmation of an

independent scientific committee that such bases do not pollute the

environment or the River Nile , in particularly, there are more than 7000 workmen work at it which

help in solving the unemployment .

• Ignoring the spiritual and economical

advantages of Rosetta

squander resources that

can be exploited to magnify the economical revenues at

the local and national levels of Rosetta .

• Unemployment• Unexploited

economic resources in

Rosetta

CURRENT PROGRAMS AND INSTITUTIONAL FRAMEWORK

• The local authority support the

development of the local economy through

simplifying the procedures of issuing

licenses

• capacity of local authority to manage local

economic development• The obstacles by the poor

to obtain credit are inefficient guarantees ,

no efficient experiences and no areas allow

establishing enterprises

• LED Training for Local authority and NGO

• Many projects ideas for the city

• Continuous isolation of

city

ANALYSIS OF ECONOMIC & MARKET OUTFLOWS – CAPACITY BUILDING & TRAINING

• The small volume of the local market, weakness of the

purchase power

• Wooden products , cloths, glass products and spare parts are

purchased from outside Rosetta due to its un availability therein

• Investment attraction

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LOCATION: Rosetta

DURATION: 4 Months

BENEFICIARIES: Rosetta people

IMPLEMENTING PARTNERS: Ministry of Culture, UNISCO and International Aid Agencies.

ESTIMATED COST: US$ 0.9 billion

BACKGROUND: Rosetta has a unique location, it lies at the meeting point of the River Nile with the Mediterranean, and it is located through the international road of the coast Rosetta city has a unique group of the Islamic buildings, it is the second city after Cairo in view of Islamic monuments, in addition to the existence of Rosetta stone. In spite of the existence of many tourist places, they are not exploited as a tourist source and there are no public parks for spending interested time (there is a small and inefficient one).

OBJECTIVES: the projects aims at encourage the tourism in Rosetta through restoration 0f old Islamic and historic buildings, Preparing wide parks and let Rosetta stone go home from London. ACTIVITIES: (1) restoration of old Islamic and historic buildings, (2) Preparing wide parks , finishing the Cornish project ,setting up coffee shops at it, and planting the streets with trees

OUTPUTS: encourage local and international tourism to Rosetta, put it on tourism map locally and internationally and create job opportunities for Rosetta’ People.

STAFF REQUIERED : Fine and decorative artists, skilled builders and carpenters.

LOCATION : Rosetta

DURATION: 2.5 years

BENEFICIARIES: Fishermen, owners of boats, owners of fisheries-related industries

IMPLEMENTING PARTNERS: The State, Private sector investors (BOOT investment system)

ESTIMATED COST: US$ 1.3 billion

BACKGROUND: Although there are big possibilities in Rosetta in the field of fishing and fish wealth, there is no fishing port therein, in addition to Bogaz lock problem for four month per year. Therefore , Establishing of fishing port in: "Marays area” will help to boost fisheries industry as a main profession Rosetta people. The project will enhance the living standards of people there through creating job opportunities and decreasing unemployment.

OBJECTIVES: the projects aims at exploit Rosetta’ comparative advantage, Rosetta has a huge of fishing wealth. The project has direct effects such as create new jobs for fishers as well as indirect effects such as encouraging of establishment of fisheries feed industries such as boats industries (nets) industries, ice factories and cargo companies……..etc. OUTPUTS : accelerate economic development process in Rosetta and encourage the fishing sector to be one of the most important leading sector of the Rosetta economic development.

STAFF REQUIERED : many skilled and unskilled workers, many contractors companies, many engineering consultants……etc.

LED

N° 1

Project proposal

The project of tourist refreshment of Rosetta city

LED

N° 2

Project proposal

Establishing fishing port and widening the river waterway

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ROSETTA CITY CONSULTATION - 30 APRIL 2006

ATTENDANCE LIST

Mr. Mohamed Kamal Anwar NGOMr. Ahmed Shaltout Head of Investment dept.Eng. Mohamed Elsaid Gouda Head of Information centerEng. Essam Aboumosaed Urban design dept.Eng. Sekina Shahat Head of Engineering dept.Eng. Fulla I. Elkheuoty Head of urban planning & Amlak dept.Eng. Mohamed Farahat Head of environment Mrs. Sit Elsaid Manea Organization dept.Eng. Ahmed A. Esmail Environment affair specialistDr. Hassan Kass Head of technical dept.Mr. Ibrahim M. Elzein technical dept.Mr. Hassan A. Nour technical dept.Eng. Ahmed M. Elbarrawy Head of plnning dept.Mr. Adelkarim El Gabas Head of Development dept.Mr. Hafiz Elmounofy Head of educational authority Mr. Mohamed H. Othman Social authorityMr. Abdelnaser N. Elseidy Head of employees affairs dept.Mr. Mazhar M. shalaby Financial auditor

Dr. Hassan Shetta

Head of Health dept. -RosettaMr. Hassan Nour

Information center

CONTACTS:

Alioune Badiane, Chief, Regional Office for Africa and the Arab States, e-mail: [email protected] El Sioufi, Senior Human Settlements Officer, RUSPS coordinator, e-mail: [email protected] El Faramawy, Program Manager, UN-HABITAT National Office, Egypt, e-mail: [email protected]: [email protected]

EGYPT RUSPS TEAM

Hassanien Abouzeid, Abdelwahab Helmy, Moustafa Madbouly, Ghada Farouk Hassan, Hebatalla Abouelfadl, Mohab El Refaie, Doaa El Sherif, Alia El Mahdi, Anwar El Nakeeb and Mohamed Eid

Lieutenant General / Fathalla H. El Guindy Head of Rosetta Mohamed A. Abd El Latif General manger of Behiera Heritage Mr. Mahmoud Ahmed El Fanawany Secretary of local authorityMr. Yakout M. Gameel Head of product families dept.Mr. Nasr M. Hebala Member of local council Mr. Mohamed Hassan Ahmed Member of local council Mr. Bassuiony Roushdy Deputy director of Eng. Dept.Mr. Ahmed Bahie El Din Director of Agricultural land protection agencyMr. Mohamed M. Hassan Head of prevention Dept.Nadia Andraous NGO

Mrs. Ekhlas M. Hassan

Secretary of women affairs

Dr. Soheir El Meniawy NGO

MR. Mohamed H. El Azazi Member of local council

Mr. Mohamed Kamal El Farargy NGO

Mr. Abdallah A. Berish

NGO

Mr. Mohamed TAha Zeid Malek Head of Social security affairs

Mr. Maged H. Othman

Head OF NGO Dept.

Mr. Ibrahim Mohamed

Auditor –medical dept.

Name and Position

UN-HABITAT United Nations Human Settlements Programme Regional Office for Africa and the Arab States...

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Transcript of UN-HABITAT United Nations Human Settlements Programme Regional Office for Africa and the Arab States...