National Water Strategy 2023-2040

National Water Strategy
2023–2040
TABLE OF CONTENTS
TABLE OF CONTENTS ...................................................................................................................................................... 1
LIST OF TABLES .................................................................................................................................................................... 4
LIST OF FIGURES.................................................................................................................................................................. 4
LIST OF ABBREVIATIONS ................................................................................................................................................. 6
FOREWoRD ........................................................................................................................................................................... 9
1 Introduction, Approach and Framework .............................................................................................................. 11
Introduction ................................................................................................................................................................ 11
Rationale for the National Water Strategy Update .......................................................................................... 11
Development Approach ........................................................................................................................................... 12
National Water Strategy Framework ................................................................................................................... 14
National Water Policies ........................................................................................................................................... 15
Alignment with National Visions ............................................................................................................................ 15
2 Pillar Goals - Water Sector Reform and Governance for Water Security .................................................. 18
3 ACHIEVING A SUSTAINABLE BALANCE BETWEEN Supply and Demand ............................................. 22
Current Situation ....................................................................................................................................................... 22
Key Challenges, Considerations, Opportunities, and Threats ........................................................................ 24
Future Water Demand ............................................................................................................................................. 26
Future Water Supplies.............................................................................................................................................. 29
Water Demand-Supply Deficit ............................................................................................................................... 31
Goal 1: Provide Sufficient and Sustainable Municipal Water Supplies to Meet Water Demand
Allocation Policy Equitably across All Governorates ............................................................................... 34
Goal 2: Reform Irrigation Practices by Reducing the Amount from Freshwater Resources Used to
Irrigate Crops While Increasing Total Water Allocations and Value from Non-conventional
Sources and More Efficient Irrigation .......................................................................................................... 37
Goal 3: Increase Non-Conventional Water Resources Supplies for Industrial and Other Uses ........... 39
Monitoring and Evaluation ....................................................................................................................................... 40
Conclusion................................................................................................................................................................... 40
4 INTEGRATED WATER RESOURCES MANAGEMENT (IWRM) AND ENVIRONMENTAL
PROTECTION ............................................................................................................................................................ 41
Goal 1: Sustainably Manage Groundwater Resources to Restore Safe Yield Levels and Protect
Groundwater Aquifers .................................................................................................................................... 48
Goal 2: Sustainably Manage and Protect Surface Water Resources and Its Infrastructure ..................... 50
Goal 3: Take Leadership in Regional Cooperation for Shared Water Resources to Protect Jordan’s
Water Rights and Improve Water Security ............................................................................................... 52
Goal 4: Increase the Efficiency of Water Use in Households, Tourism, Industry, and Other Key
Business Sectors ................................................................................................................................................ 53
Conclusion................................................................................................................................................................... 55
5 UTILITY MANAGEMENT AND SERVICES......................................................................................................... 56
Key Challenges, Considerations, Opportunities, and Threats........................................................................ 60
National Water Strategy 2023-2040 Page |1

Opportunities and Threats ...................................................................................................................................... 62
Goal 1: Deliver Effective, Efficient, and Responsive Water and Wastewater Services to All ................. 62
Goal 2: Reduce Non-Revenue Water (NRW) in All Municipal Water Systems to Increase Supply
Quantity and to Ensure that New Water Supplies from Desalination are Utilized to the Greatest
Extent Practicable ............................................................................................................................................. 64
Goal 3: Safely Manage and Treat Wastewater to Protect the Environment, Health and Nature While
Expanding Wastewater Services and Maximizing Reuse of Treated Wastewater ............................ 66
Conclusion................................................................................................................................................................... 69
6 IRRIGATED AGRICULTURE .................................................................................................................................. 70
Relevant National Initiatives .................................................................................................................................... 71
Goal 1: Holistically Manage Water for Irrigation as a Vital Need for Jordan’s Effective Integrated
Water Resources Management, Economic Growth, and Innovation in Partnership across the
Ministry of Water and Irrigation, Ministry of Agriculture, and Ministry of Environment ............... 74
Goal 2: Reduce Water Losses throughout the Irrigation Water Systems .................................................. 76
Goal 3: Increase the Amount of Non-Conventional Water Used for Irrigation to Reduce the Burden
on Freshwater Supplies Needed for Drinking Water.............................................................................. 77
Goal 4: Increase the Economic Return for Water Used in Irrigation to Maximize the Benefit of
Irrigation Water Allocations Given Jordan’s Water Scarcity................................................................. 78
Conclusion................................................................................................................................................................... 80
7 FINANCIAL SUSTAINABILITY .............................................................................................................................. 81
Goal 1: Achieve Full Cost Recovery of Municipal Water and Wastewater Service Operations and
Maintenance (O&M) And Build Operate Transfer (BOT) Costs .......................................................... 87
Goal 2: Improve efficiency to reduce cost for the Operation & Maintenance of Irrigation Water
Systems ................................................................................................................................................................ 89
Goal 3: Improve Cash Management ...................................................................................................................... 90
Conclusion................................................................................................................................................................... 92
8 SECTOR GOVERNANCE AND INSTITUTIONAL DEVELOPMENT ......................................................... 93
Goal 1: Restructure and Modernize Water Institutions to Ensure That They Have the Legal Mandates,
Staff Capacity, Resources, and Incentives to Enhance Accountability and Increase Public Trust . 99
Goal 2: Strengthen the Organizational Structures and Management Practices within Water Institutions
to Be Responsive and Resilient to Dynamic Sector Management Needs ........................................ 101
Goal 3: Strengthen Sector-Level Strategic Planning, Management, Monitoring, Evaluation, and
Reporting ......................................................................................................................................................... 103
Goal 4: Promote Gender, Inclusion, and Youth Empowerment throughout the Water Sector ........ 106
Monitoring and Evaluation .................................................................................................................................... 108
Conclusion................................................................................................................................................................ 108
9 ENERGY EFFICIENCY AND RENEWABLE ENERGY IN THE WATER SECTOR ............................... 109
Current Situation .................................................................................................................................................... 109

Key Challenges, Considerations, Opportunities, and Threats ..................................................................... 110
Goal 1: Improve Energy Efficiency in All Water Sector Operations through Better Energy
Management Practices in Order to Lower Costs and Improve Financial Performance of the
Sector ............................................................................................................................................................... 111
Goal 2: Expand the Use of Renewable Energy across Water Sector Operations to Lower Costs and
Improve Financial Performance of the Sector ........................................................................................ 112
Strategic Approach ................................................................................................................................................. 113
Institutional Roles, Responsibilities, and Requirements................................................................................. 113
Conclusion................................................................................................................................................................ 114
10 INNOVATION, TECHNOLOGY, AND PRIVATE SECTOR ENGAGEMENT ...................................... 115
Key Challenges, Considerations, and Opportunities ..................................................................................... 116
Goal 1: Utilize Technology across the Sector to Improve the Accuracy and Timeliness of Data
Collection, Strengthen Data Analysis, and Streamline Management Systems ................................. 117
Goal 2: Innovative and Efficient Technologies are Continuously Adopted............................................... 119
Goal 3: Private Sector Participation Increased to Improve Operational Efficiency and Sustainability,
Introduce Innovation and Technology, Access Higher Flexibility in Execution, Improve Risk
Management, and Access to Alternative Funding .................................................................................. 120
Conclusion................................................................................................................................................................ 121
11 WATER-ENERGY-FOOD-ENVIRONMENT NEXUS ................................................................................... 122
Goal 1: Institutionalize Effective Management of the Water-Energy-Food-Environment (WEFE) Nexus
to Drive Synergies, Leverage Investments, Develop Nexus Projects, Ensure Coherent Policies
and Regulations, and Conduct Complementary Planning across These Sectors ........................... 124
Conclusion................................................................................................................................................................ 126
12 CLIMATE CHANGE RESILIENCE ...................................................................................................................... 127
Current Status ......................................................................................................................................................... 127
Goal 1: Jordan’s Water Sector Is Resilient to the Changing Quantity and Quality of Water Resources
and to the Level of Threat to Sector Infrastructure and Operations from Climate Change...... 130
Goal 2: Jordan’s Water Strategy Fully Reflects the Need to Adapt to and Mitigate against the Impacts
of Climate Change ......................................................................................................................................... 133
Conclusion................................................................................................................................................................ 135
13 ANNEXES ................................................................................................................................................................. 136
ANNEX 1: SDG 6 – Clean Water and Sanitation .......................................................................................... 136

LIST OF TABLES
Table 1: Jordan’s Water Sector Strategic Areas .............................................................................................. 14
Table 2: Alginment with Economic Modernization Vision 2022-2033 ............................................................ 15
Table 3: Alignment with Public Sector Modernization Roadmap ................................................................... 16
Table 4: Pillar Goal (1): Reform the legal and institutional framework .......................................................... 19
Table 5: Pillar Goal (2): Restore balance between available water supplies and water demand................... 20
Table 6: Pillar Goal (3): Achieve financial sustainability.................................................................................. 20
Table 7: Pillar Goal (4): Ensure impartial and transparent regulation ............................................................ 21
Table 8: Water Sector Opportunities and Threats .......................................................................................... 26
Table 9: Resources Percentage of Contribution to the Total Supply, 2021 .................................................... 57
Table 10: SDG6 Achievements Until 2019 and Targets to 2030 ................................................................... 137
LIST OF FIGURES
Figure 1: National Water Strategy Development Schedule ............................................................................ 13
Figure 2: Strategy Framework and Structure .................................................................................................. 14
Figure 3: Jordan’s Annual Renewable Freshwater Resources Per Capita vs. Water Scarcity Lines ................ 22
Figure 4: Historic Pattern of Water Use by Sector .......................................................................................... 23
Figure 5: Water Use by Source and Sector in 2021......................................................................................... 24
Figure 6: Agricultural Area Changes 1998-2021 (DOS, 2022) ......................................................................... 25
Figure 7: Jordan’s Historical and Projection Population and Regional Influxes .............................................. 27
Figure 8: Municipal Water Demand Projection .............................................................................................. 27
Figure 9: Current Water Use and Projected Water Requirement for Irrigation (NWMP-3, 2021) ................. 28
Figure 10: Current Water Use and Projected Demand for Industrial Sector (NWMP-3, 2021) ...................... 28
Figure 11: Projected Water Demand for All Sectors ....................................................................................... 29
Figure 12: Current and Future Available Water Resources for Municipal Sector ........................................... 30
Figure 13: Current and Future of Water Resources for Municipal Sector (in MCM) ...................................... 30
Figure 14: Current and Future Water Resources for Irrigation (in MCM)....................................................... 31
Figure 15: Current and Future Water Resources for Industrial Sector (in MCM) ........................................... 31
Figure 16: Water Demand-Supply Deficit for Municipal Sector...................................................................... 32
Figure 17: Water Demand-Supply Deficit for Municipal Sector considering water quantities from PBL ....... 32
Figure 18: Water Demand-Supply Deficit for Irrigation Sector ....................................................................... 33
Figure 19: Water Demand-Supply Deficit for Industrial Sector ...................................................................... 34
Figure 20: Water Source Shares in Jordan (2021) ........................................................................................... 41
Figure 21: Water Resources in Jordan over 2008-2021 (MWI Annual Water Budget Reports) ...................... 41

Figure 22: Renewable and Non-Renewable Groundwater Abstraction to Safe Yield (MWI Annual Budgets) 42
Figure 23: Groundwater Use over 2008-2021 (MWI Annual Water Budget Reports) .................................... 42
Figure 24: Groundwater Level Decrease Between 1995 and 2017 (Source: BGR) ......................................... 43
Figure 25: Historical Surface Water Availability and Rainfall Fluctuation (MWI Annual Water Budgets) ...... 44
Figure 26: Surface Water Use over 2008-2021 [MCM] (MWI Annual Water Budget Reports) ...................... 44
Figure 27: Availability of Surface Water (SW) versus SW Utilization Inside Jordan........................................ 45
Figure 28: Historical Reclaimed Water Reuse over 2008-2021 (MWI Annual Water Budgets) ...................... 45
Figure 29: Economic Value of Water by Sector 2019...................................................................................... 47
Figure 30: Non-Revenue Water Percentages per Governorate and Water Company in 2021 ....................... 58
Figure 31: Agriculture % Contribution to GDP (1964-2020) (Central Bank of Jordan, 2022).......................... 70
Figure 32: Irrigated and Non-irrigated Areas by Crop Type – 2021 (Source: DOS, 2022) ............................... 71
Figure 33: Water Losses Estimation in KAC for 2021 (figures in MCM) .......................................................... 71
Figure 34: Return per Cubic Meter of Irrigation Water in Both Jordan Valley and the Highlands ................. 73
Figure 35: Annual Financial Deficit, Debt, and Support Provided by MoF to WAJ (WAJ Consolidated Income
Statements) ..................................................................................................................................................... 81
Figure 36: Development of Annual Deficit and Total Liabilities for the Water Companies (Income
Statements of Water Companies) ................................................................................................................... 82
Figure 37: Financial Situation of JVA over 2015-2021..................................................................................... 82
Figure 38: Historical Cost, Revenue and Subsidy of Water and Wastewater (WW) Services ......................... 83
Figure 39: Historical Change and Impact of Electricity Tariff on WAJ ............................................................. 84
Figure 40: Cost and Revenue of Irrigation Service in Jordan Valley ................................................................ 85
Figure 41: Financial Projection for Business as Usual (BAU) and All Proposed Interventions Scenario ......... 87
Figure 42: Capacity Development System .................................................................................................... 102
Figure 43: National Water Strategy Implementation, Monitoring, and Reporting Cycle ............................. 105
Figure 44: Electricity Use and Its Cost Ratio to O&M Cost over 2010-2021 ................................................. 109
Figure 45: Historical Trend of Rainfall Amount over 1937-2021 (2021 Annual Water Budget, MWI) ......... 127

LIST OF ABBREVIATIONS
4NC Fourth National Communication
AC Advisory Committee
AFTA ASEAN Free Trade Area
AW Aqaba Water
BAU Business As Usual
bJD Billion Jordanian Dinar
BOT Build Operate Transfer
CIS Customer Information System
CIP Capital Investment Plan
CG Consultative Group
CR Cost Recovery
CRWSP Climate Resilient Water Safety Plan
DMA District Metered Area
Disi Disi Water Conveyance Project
DMS Data Management System
DOS Department of Statistics
Du Dunum
EE Energy Efficiency
EMRC Energy and Mineral Regulatory Commission
EnMS Energy Management Systems
ERP Enterprise Resource Planning
GCF Green Climate Fund
GCMs Global Climate Models
GDP Gross Domestic Product
GESI Gender Equality and Social Inclusion
GHG Greenhouse Gas
GHI Global Hunger Index
GIS Geographic Information Systems
GIZ Gesellschaft für Internationale Zusammenarbeit GmbH
GoJ Government of Jordan
GW Groundwater
GWh Gigawatt-hour
ICT Information Communication Technology
ISO International Organization for Standardization
ISSP Institutional Support and Strengthening Program
ITC International Trade Center
JCI Jordan Chamber of Industry
JD Jordanian Dinar
JMD Jordan Meteorological Department
JSMO Jordan Standards and Metrology Organization
JV Jordan Valley
JVA Jordan Valley Authority

KAC King Abdullah Canal
KPI Key Performance Indicator
kWh kilowatt-hour
MCM Million Cubic Meter
MEMR Ministry of Energy and Mineral Resources
MENA Middle East and North Africa
mJD Million Jordanian Dinar
MoA Ministry of Agriculture
MODEE Ministry of Digital Economy and Entrepreneurship
MoEnv Ministry of Environment
MoF Ministry of Finance
MoFA Ministry of Foreign Affairs and Expatriates
MoH Ministry of Health
MoI Ministry of Interior
MoITS Ministry of Industry, Trade and Supply
MoLA Ministry of Local Administration
MoPIC Ministry of Planning and International Cooperation
MoTA Ministry of Tourism and Antiquities
MW Megawatt
MWI Ministry of Water and Irrigation
NA Not Applicable or Not Available
NAP National Adaptation Plan
NARC National Agricultural Research Center
NCCC National Climate Change Committee
NCP National Conveyance Project
NDCs Nationally Determined Contributions
NEPCO National Electric Power Company
No. Number
NRW Non-Revenue Water
NWIS National Water Information System
NWMP-3 Third National Water Master Plan – Prepared by MWI & GIZ (2019-2023)
NWS National Water Strategy
O&M Operating and Maintenance
PBL Prosperity Blue Line
Pop. Population
PPP Public-Private Partnership
PSE Private Sector Engagement
PSP Private Sector Participation
PVs Photovoltaics
PWD Persons with disabilities
R&D Research and Development
RCP Representative Concentration Pathway
RE Renewable Energy
RJGC Royal Jordanian Geographical Center

RO Reverse Osmosis
RSS Royal Scientific Society
SCADA Supervisory Control and Data Acquisition
SDG Sustainable Development Goal
SIF Strategy Implementation Framework
SW Surface Water
SWOT Strengths, Weaknesses, Opportunities and Threats
TBD To Be Determined
TWW Treated Wastewater
UN United Nations
UNFCCC United Nations Framework Convention on Climate Change
UPMU Utilities Performance Monitoring Unit
WAJ Water Authority of Jordan
WASH Water, Sanitation and Hygiene
WDZ Water District Zone
WEAP Water Evaluation and Planning
WEFE Water-Energy-Food-Environment
WFP World Food Program
WGA Water Governance Activity
WHO World Health Organization
WMI Water Management Initiative
WTO World Trade Organization
WTP Water Treatment Plant
WUA Water Users Association
WWTP Wastewater Treatment Plant
YWC Yarmouk Water Company

FOREWORD
The National Water Strategy 2023-2040 provides the vision and pathway to work across
government and in partnership with the people to achieve lasting water security for our health,
prosperity, and growth. This updated strategy is developed in response to environmental and calling
for devising a long-term strategy that addresses the challenges calling for devising a long-term
strategy that addresses the challenges facing Jordan.
This vision reflects the steps towards addressing our unprecedented water scarcity challenges.
Demographic changes, rapid population growth, climate change impacts, chronic overuse of
groundwater, and ongoing reliance on transboundary water are driving an urgent need to increase
available water supplies and better manage current water resources. Jordan currently has 61 cubic
meters of renewable fresh water available per capita per year, which is far less than the 500 cubic
meters per capita annually that is internationally recognized as the absolute water scarcity line.
As our existing renewable water resources are declining, increasing supplies through non-
conventional sources have become a critical necessity. The most important and vital supply will be
secured through the new National Conveyance Project, along with significant expansion of treated
wastewater for reuse in irrigation.
Increasing the supply alone does not ensure water security. We strongly commit to making the best
possible use of every drop of water we have by reducing losses from leakage and illegal use—called
non-revenue water—to 25 percent by 2040 while increasing efficiencies in water operations.
Additionally, work with water consumers and partners will be continued, aiming at improving water
use efficiency, and subsequently increasing economic value of each cubic meter of water used.
These actions are accompanied by measures to strengthen the financial performance of the sector
and improve cost recovery, especially as the cost of water development, treatment, and service
delivery continue to rise significantly.
Central to our strategy is to ensure that a strong foundation for sector governance, management
and operation is put in place. This strategy modernizes existing water sector institutions and
restructures them in order to streamline operations, ring-fence costs, and better allocate
institutional responsibilities. Greater corporate autonomy will be instituted for the water
companies while simultaneously strengthening corporate oversight through an independent
regulatory body that monitors and publicly reports on water and wastewater service levels.
People are at the center of our management and operations strategy which includes strengthening
career development and attracting youth and women to the sector as our next generation leaders.
This strategy introduces measures and technologies needed to ensure that accurate and validated
data is readily available, and information transparently disseminated, to decision makers and the
public.
This strategy is anchored in integrated water resources management to protect and preserve our
groundwater aquifers and surface water supplies. This will entail rigorous compliance and
enforcement with all relevant laws and guidelines for water use and protection.

There are also specific actions throughout the strategy to address critical cross-cutting issues for
water sector management which include financial performance and sustainability, data-driven
decision-making, innovation and technology, energy use, water use efficiency, and climate change.
Finally, this strategy is aligned with national governance reforms and development priorities along
with much greater cooperation across governmental institutions and with academia and the private
sector. It is produced in parallel with two other governmental initiatives: the Economic
Modernization Vision 2022 - 2033 and the Public Sector Modernization Roadmap. Collectively,
these efforts reflect the need for broader reform. The water sector is proud to be a part of these
collective efforts to meet the long-term needs for Jordan’s prosperity and ongoing development.
Eng. Mohammad Al-Najjar

Minister of Water and Irrigation

1 INTRODUCTION, APPROACH AND FRAMEWORK
Introduction
The Ministry of Water and Irrigation is pleased to present the Jordan National Water Strategy: 2023-2040.
This strategy presents the critical actions and commitments for the water sector to achieve the urgent
national need for lasting water security for the Kingdom. Jordan’s water resources are under unprecedented
threat that will require the combined efforts of the government, water sector entities, customers, water
users, the private sector, academia, civil society, and the donor community. Without water security the
health and prosperity of Jordan’s people is at risk, food security is unattainable, and economic growth is
severely limited.
Water security has been defined as “the reliable availability of an acceptable quantity and quality of water
for health, livelihood and production, at an acceptable level of water-related risks”1. Over the past decades,
Jordan’s water risks have rapidly increased due to both natural and human drivers, posing real challenges to
achieving water security. The natural causes include Jordan’s limited groundwater resources, shrinking
surface water flows, and climate change with increasing severity in temperature, evaporation, aridity, floods,
and droughts. The human drivers relate almost wholly to over-pumping of groundwater and overuse of
surface water which is having severe effects on water quality, available water quantities, and pollution levels
along with the storage, retention, and recharge capacity of aquifer and basin catchment systems.
Rationale for the National Water Strategy Update

The recently updated planning documents of the water sector revealed that many circumstances have
emerged, and several factors have changed since the last 2016-2025 National Water Strategy. This
enlightened the need to revisit the previous national water strategy and further clarify the vision, expected
outcomes, responsibilities, and strategic approaches. . These key circumstances and factors are as follows:
• Demographic changes and population growth have surpassed previous projections and are seriously
affecting water allocation needs for all purposes.
• Sources of water, particularly through large-scale seawater desalination, intended to be available by
now in accordance with current and past strategies, have not been developed, which is seriously
impacting water supply capacity.
• Climate change effects are becoming more apparent in decreasing rainfall and changes in rainfall
distribution and pattern across the Kingdom, resulting in sharp decreases in the volume of water
stored in dams and groundwater recharge.
• Drought impacts are intensifying water and food security challenges.
• Additional reliance on purchasing water from international sources has been necessary during recent
years, increasing the vulnerability of supply options.
• The need for all parties to abide by the concluded transboundary water agreements.
• Challenges continue in abiding by regional water agreements that secure Jordan’s rights to shared
water resources.
• Institutional separation between bulk and retail water supply is coming into action, which represents
an opportunity for ring-fencing the true cost of water at its various stages of operation and creating
the need to revisit the legal and regulatory framework.
• Increased conflicting and vagueness in the relationship between the Water Authority of Jordan and
its utilities, beyond bulk and retail functions, has surfaced making it imperative to revisit the existing
governance structure.
1
Grey, David; Sadoff, Claudia W. (2007). "Sink or Swim? Water security for growth and development". Water Policy. 9
(6): 545–571

• Recognizing that Non-Revenue Water (NRW) is an important issue that has not been sufficiently
addressed. Ongoing efforts to manage NRW have been challenging, prompting a serious review of
existing policies and legislations, together with their execution and enforcement methodologies.
• The rising cost of water and wastewater services, and the inability to cover such costs, is generating
increased attention to the subject of financial sustainability.
• The need for greater efficiency in service provision along with fluctuating energy costs requires
addressing these matters periodically.
• The global water sector is witnessing substantial leaps in the application of modern technologies,
thus urging Jordan’s water sector to stay innovative and abreast with these technologies and to
contribute to their development when addressing local needs.
• Significant water sector funding commitments by donors, multilateral agencies, and individual
governments, require coordination within the water sector around updated strategic goals.
Development Approach
The development of the National Water Strategy (NWS) commenced in November 2021 (Figure 1), to devise
a long-term water strategy to address the challenges facing Jordan in this sector, with a clear vision. His
Majesty emphasized:
• The importance of utilizing technology to address water challenges,

• Identifying the amount of wasted water and addressing this important issue, and
• Taking action to treat and reuse water in agriculture and industry, countering the impact of climate
change on the water sector.
The water sector started the process with preparing the strategy development guide, strategy vision, key
drivers, targets and high-level outline. And to maximize benefit from the sector’s local experiences, and in
adoption of the participation and transparency principles, the formation of Consultative Groups (CGs) took
place. The CGs’ members included representatives from the water sector, donors and key Ministries
including the Ministry of Agriculture (MoA), Ministry of Environment (MoEnv) and Ministry of Energy and
Mineral Resources (MEMR), academic sector and other key stakeholders. Eight CGs were formed covering
the strategy areas as listed in Table 1.
Following the preparation process, the strategy goals, objectives, and targets were developed and presented
to the Advisory Committee (AC), which is headed by the Minister of Water and Irrigation and formulated
from the water sector leaderships. During the development period, the CGs met bi-weekly to discuss, draft
and review the pre-draft chapters of the strategy, taking into consideration all valid master plans, relevant
strategies, official references, verified data and other substantial local and international documents and
conventions. Additionally, water policies were reviewed, and initial proposed amendments were developed.
After this, the core review and editorial team started the revision process by revising and editing the pre-
draft chapters received from the CGs with the aim to 1) streamline and merge goals and objectives to reduce
their number and focus them at the strategic level, 2) make the level of details consistent and unified among
all strategy chapters, 3) use strategic language and similar style, 4) integrate chapters and develop the
strategy framework and pillar goals, 5) add further in-depth analysis to clarify each chapter story.
Then, the draft strategy was revised and finalized by the water sector entities and shared with key
stakeholders for review including key ministries, donors’ agencies, academia, and private sector. Following
this, the strategy was finalized and moved into the approval and endorsement process by the Ministry of
Water and Irrigation and the Cabinet.
During the strategy development process, the water sector ensured following the following key principles
and approaches:

• Participatory: Around 200 individuals from water sector entities and key stakeholders participated in
developing and reviewing the strategy.
• Transparent: All from water sector entities and key stakeholders were welcomed to provide transparent
input and review.
• Accountability and ownership: Through applying a results-oriented approach with clear goals, objectives
and targets that can be measured and assigned to the right party for monitoring, evaluation, and
feedback.
• Comprehensive and integrated: Considering the water sector complex interactions among its entities
and with all other sectors; where the strategy development and management processes have been done
in a comprehensive and integrated way.
• Actionable strategy: By developing clearer results, goals, objectives, KPIs, targets and roles, that can be
easily transformed into action plans, executed, with monitored, evaluated, and reported progress.
• Objectivity: The current situation, challenges, and future assumptions are recognized based on facts and
evidence only.
• Sustainability and innovation: While the strategy aims to identify and clarify water sector challenges
weaknesses, and opportunities, it also tries to propose innovative and sustainable solutions that ensure
the sustainability of the water sector.
Revise pre-draft chapters received

Launching the development of a long-
from the CGs and develop pillar goals GoJ approved the
term water strategy
final strategy
Revise and re-draft strategy
Development plan and strategy chapters and discuss with CGs
vision, key drivers, targets & outline
Revise draft strategy
Strategy development and submit for key
guide and CGs formation stakeholder review
Kickoff CG meetings Finalize draft strategy Launching

and submit for water the strategy
Receive initial pre-draft sector internal review
chapters from the CGs
Finalize and approve strategy
Present goals, objectives and by the water sector and
targets to the AC and revise them develop a summary version
Preparation process Development process Revision process Approval process
Figure 1: National Water Strategy Development Schedule

Table 1: Jordan’s Water Sector Strategic Areas
Strategic Area Chapter
Consultative Group
No.
1. Achieving a Sustainable Balance between Supply and 3
Demand
Water Demand and IWRM
2. Integrated Water Resources Management (IWRM) and 0
Environmental Protection
3. Utility Management and Services Utility 5
4. Irrigated Agriculture Irrigation 0
5. Financial Sustainability Financial 7
6. Sector Governance and Institutional Development Governance 0
7. Energy Efficiency and Renewable Energy in the Water Sector Energy 0
8. Innovation, Technology, and Private Sector Engagement Private sector and research 10
9. Water-Energy-Food-Environment (WEFE) Nexus Energy 11
10. Climate Change Resilience Climate Change 12
National Water Strategy Framework

The Strategy presents the highest priority goals for water resources, related services, infrastructure, and
management areas for which the sector is responsible. The Strategy starts with Pillar Goals that frame and
drive all goals in each chapter and technical area. Each chapter details the current situation, key challenges
and strategic approaches needed to tackle major challenges and needs across the water sector in each critical
area. Each goal has corresponding objectives, indicators, and targets to ensure that progress is measurable.
This ensures that the water sector entities and national government authorities are accountable to progress
against these actions to better manage, protect, and sustain water resources and deliver safe and reliable
services to people. Water security requires integrated approaches and synergies as no single approach in
isolation will bring about significant effects. A combination of innovations, technical solutions and
organizational measures is more likely to result in faster steps toward sustainability. Figure 2 illustrates the
framework and structure of the Strategy and Table 1 lists the ten technical areas and their corresponding
chapter number.
Goals for Each Objectives for

Pillar Goals Strategic Areas
Strategic Area Each Goal
Goal 1 Objective 2.1

Water Sector 10 chapters
Reform and covering water
Governance for sector strategic
Water Security areas Goal 2 Objective 2.2
• Current situation • Strategic approach Objective 2.3

• Challenges • Roles & resources
Indicators and Targets (Quantitative and Qualitative)
Figure 2: Strategy Framework and Structure

Each technical area chapter from No. 3to No. 12 can be read as a stand-alone chapter. The Pillar Goals are
described in Chapter No 2 and the status and targets for the Sustainable Development Goals (SDGs) are
summarized in Annex 1.
National Water Policies

In addition to the NWS document that provides the comprehensive framework to achieve water sector goals
and objectives with clear targets, the water sector has updated the national water policies that provide key
principles and rules to guide the decision-making process. These policies are:
1. Groundwater Sustainability Policy

2. Surface Water Utilization Policy
3. Wastewater Management and Reuse Policy
4. Water Demand Management Policy
5. Water Reallocation Policy
6. Energy Efficiency and Renewable Energy Policy
7. Climate Change for a Resilient Water Sector Policy
8. Sector Policy for Drought Management
9. Water Sector Gender Policy
Alignment with National Visions

Development of the NWS has taken into consideration priorities set by the GoJ in 2022, through two national
strategic documents, the Economic Modernization Vision 2022-2033, and the Public Sector Modernization
Roadmap 2022-2025, as illustrated in Table 2 and Table 3 below:
Table 2: Alginment with Economic Modernization Vision 2022-2033
# Economic Modernization Vision (Water Sector) 2022- Linkage with NWS’s Goals and
2033 - Proposed Initiatives Objectives
1 Upgrade water supply/demand management IWRM area Goals 1 and 2 /
monitoring and control Utilize area Goal 2 Objective 2.3
2 Launch water efficiency and financial self-sustainability Financial sustainability area/ IWRM area,
Goal 4/ Irrigated agricultural area, Goal 4
3 Establish climate resilience and sustainable water use Climate change resilience area
(i.e., clean energy for water)
4 Launch national water desalination projects, including Supply-demand area, Goal 1, Objective
seawater desalination and national conveyance project 1.3
5 Launch water conservation awareness program IWRM area, Goal 4
6 Develop technological solutions for water sustainability Innovation, Technology, and Private
program Sector Engagement area
7 Launch National Innovation Center Innovation, technology, and private
sector engagement area, Goal 2
8 Establish public-private partnerships including specific Innovation, technology, and private
investment opportunities sector engagement area, Goal 3
9 Proper implementation and enforcement of water laws Pillar Goal 1 / IWRM area, Goal 1 and 2 /
and regulations Utility area Goal 2/
10 Establish Nexus Council (Water, Agriculture, Energy and WEFE Nexus area
Environment)
11 Reduce Non-Revenue Water (NRW) by 2% annually Utility area Goal 2
12 Improve energy efficiency in the water sector, increase Energy efficiency and renewable energy
renewable energy use, and exploit water dam energy and WEFE Nexus areas
storage

Table 3: Alignment with Public Sector Modernization Roadmap
Public Sector Modernization Roadmap Goals and Implementation Plan 2022-2025 Linkage with
Framework NWS’s Goals
Strategic Goal
Element and Objectives
Governmental Integrated and interconnected government services characterized by Utility area,
Services ease of access, speed of implementation and ease of procedures. Goal 1
An institutional culture centered on serving the citizen and their
experience obtaining services, based on training, qualification,
accountability, reward, and motivation.
Legislation Launching a fast track to review, update and align legislation to Governance
ensure the implementation of the public sector modernization area, Goal 1
program.
Enhancing compliance by activating laws, regulations, instructions,
and foundations for oversight and accountability.
Human Civil service and talent management: Access to a modern work Governance
Resources environment that provides opportunities for promotion and career area, Goal 1
and professional growth, and promotes a culture of accountability
and motivation related to performance
Leadership: Facilitating a supportive environment for leaders and Governance
enabling them to achieve expected goals and results by promoting a area, Goal 1
culture of performance linked to achieving results, adopting
performance-based accountability and motivation policies, granting
authority, and providing continuous development and education.
Leadership: Strengthening the ability to select those qualified to Governance
assume leadership positions and preparing the next generation of area, Goal 2
future and young leaders who possess the competencies and
practical experience required to compete for leadership positions, in
a way that ensures the sustainability of meeting the government’s
need for competent, prepared and trained leaders in line with the
government’s vision.
Leadership: Strengthening the role of women and their participation Governance
in various government departments and institutions and raising the area, Goal 4
percentage of women occupying leadership positions in the public
sector.
Organizational Enhancing the compliance of the regulatory authorities with the Governance
Structure and foundations of governance to ensure the prevention of duplication, area, Goal 1
Governance ensure integration in the control work and achieve government
compliance with agreed international standards.
Access to a flexible, uncomplicated, integrated, efficient, and citizen- Governance
centric organizational and government structure. area, Goal 2
Improving the public administration system to enhance individual Governance
and institutional performance and develop government services. area, Goal 2
Creating a monitoring system on the levels of government Governance
performance that links national, sectoral, institutional, and individual area, Goal 3
goals to the government's directions and strategic vision.
Establishing a governmental institutional framework that focuses on Governance
empowering women and providing the necessary resources and area, Goal 4
capabilities to enhance their political and economic participation.
Developing and amending the current system of legislation, laws, Governance
and regulations, in addition to developing the civil service system. area, Goal 1

Public Sector Modernization Roadmap Goals and Implementation Plan 2022-2025 Linkage with
Framework NWS’s Goals
Strategic Goal
Element and Objectives
Policy Making Involve citizens and stakeholders within and outside the public sector Governance
and Decision and develop partnerships with scientific and research centers and area, Goal 1
Making academic institutions to contribute to impact measurement.
Develop a comprehensive governmental framework for the strategic Governance
planning process and adhere to it and the requirements for its area, Goal 3
implementation.
Develop, computerize, and apply the unified government Governance
performance management system to ensure that indicators are area, Goal 3
linked at the individual, institutional, sectoral, and national levels,
and to enhance the principle of results-oriented management and
performance indicators.
Procedures Reengineering government operational procedures to simplify, Innovation,
and streamline and automate as much as possible within and between Tech. & PSP,
Digitization institutions. Goal 1
Empowering government agencies with existing joint services to WEFE Nexus
provide flexibility, improve quality, improve customer satisfaction, area, Goal 1
and achieve cost reduction.
Institutional Building an institutional culture and work environment that Innovation,
Culture enhances commitment and accountability and ensures the successful Tech. & PSP,
implementation of the modernization map. Goal 2
Achieving a participatory and cooperative approach between WEFE Nexus
government agencies to achieve and follow-up on common national area, Goal 1
goals, so coordination between ministries is carried out according to
tasks to achieve the priorities and needs of citizens and work to
harmonize the process of policy making and decision-making.

2 PILLAR GOALS - WATER SECTOR REFORM AND GOVERNANCE
FOR WATER SECURITY
The pillar goals are the framework for all the goals in each chapter and technical area. These are the four
goals that must be achieved, without which the country cannot deliver water security or sustainable services
for Jordan’s economic prosperity and health. Every other goal in the strategy chapters can be linked to these
pillar goals, further highlighting the central importance of these as the foundation on which the sector will
be governed and basis for prioritizing investments and reforms. These pillars focus on addressing the way in
which Jordan’s water sector and resources are managed to protect this vital national resource, as follows:
• Pillar Goal 1: Reform the legal and institutional framework to modernize the sector, clarify roles and
responsibilities, enhance accountability, and increase public trust.
• Pillar Goal 2: Restore balance between available and sustainable water supplies and water demand to
sufficiently meet Jordan’s health and economic development needs to achieve lasting water security.
• Pillar Goal 3: Achieve financial sustainability for water sector operations through the balance of full
cost recovery and continued government support in critical infrastructure investment and pro-poor
protections for water security.
• Pillar Goal 4: Ensure impartial and transparent regulation of water sector services and costs.
To provide sufficient water for the many uses needed across the country, water security requires adaptive
management with planning, policies and strategies developed to enhance security, address uncertainty, and
close knowledge gaps. This is a serious matter that needs structural reforms in existing institutions, ensuring
the application of multi-tiered governance, and setting in place clear regulatory mechanisms. This
overarching conventional management approach is highlighted by the prominence of the Sustainable
Development Goals closely related to nutrition, health, and dignity, which are all critical elements for
livelihood.
To achieve water security, especially given the severity of the challenges and the current scarcity levels,
significant investments will be needed. Infrastructure upgrades and expansions are required to produce,
store, and transport water, and to collect, treat and reuse wastewater. Critical investment extends beyond
infrastructure, however, as it must include management capacity for robust institutions, information
gathering, and capacity building to predict, plan for, and cope with population growth and climate variability.
The utilities distributing and selling municipal water supplies report non-revenue water at a national average
of around 50% in 20202. This is a critical area for sector investment and management. Every percentage
reduction in non-revenue water, along with continued reduction year after year, has a direct and immediate
effect on available water quantity and revenue generation while being a direct reflection on operational
efficiency. Likewise, agriculture has a high-water footprint consuming around 50% of the available
freshwater3. Any degree to which irrigation’s consumption of fresh water can be reduced will directly benefit
and support municipal water needs and uses in other sectors for growth. The strategy presents several viable
pathways to do so without decreasing the total volume of water used in irrigated agriculture through a focus
on increased efficiency and substitution of reclaimed water for scarce freshwater.
Underlying the entire sector’s ability to function is the need to achieve financial sustainability. The sector’s
financial situation is significantly strained resulting from the high cost of operation mainly because of the
high energy consumption, and the low average revenue, which all is driven by the increased demands during
the pandemic and population surges from an influx of refugees while the country overall has faced severe
fiscal pressures. This situation must be stabilized and reversed. The sector, water utilities, and the
2
MWI (2022) National Non-Revenue Water Strategy 2022-2040.
3
MWI & GIZ (2021) Third National Water Master Plan, Volume C.

government must work together on several financial reforms to enable stronger cost recovery and financial
viability for efficient and sustainable service provision.
As these reforms take place, however, the Jordanian public need the assurance that consumer and citizen
interests are being met. For this reason, the final pillar goal is to establish and empower independent sector
regulation. Impartial, evidence-based monitoring, analysis, and reporting of sector performance against key
performance indicators and levels of service is essential to hold the sector’s institutions and companies
accountable to the public. Regulation will build public trust not just in the water sector but in the
government’s ability to deliver safe and reliable essential services.
Each pillar goal along with its objectives, indicators and targets is presented in tables 4 to 7 below.
Table 4: Pillar Goal (1): Reform the legal and institutional framework
Pillar Goal 1: Reform the legal and institutional framework to modernize the sector, clarify roles and
responsibilities, enhance accountability, and increase public trust
Indicator/Target: The water sector is recognized as effective and responsive with clear organizational mandates for
water authorities, independent utility companies, well-regulated services, and good governance
Objectives Indicators/Targets
Objective 1.1: Separate legal, institutional, and Legislative reforms, institutional restructuring, and subsequent
financial responsibilities of bulk water supply institutional strengthening are carried out to effectively:
production and transmission from the retail • Consolidate water production management functions under
service delivery of water and sanitation services one entity by 2025 with the development and management
operations and maintenance to clearly delineate of the water transmission system by 2026.
responsibilities and ring-fence costs. • Transfer all water and sanitation retail service delivery
operations and maintenance functions to the water
companies by 2026.
Objective 1.2: Strengthen the enabling Legal and regulatory reforms enacted and operationalized to
environment to ensure that utility companies are empower the utility companies to become independent service
constituted as service delivery companies delivery entities with the Articles of Association for them and
independent in management and operations the Assignment Agreements between utility companies and the
functions. Water Authority of Jordan (WAJ) all amended and enforced by
2024. Compliance is effectively monitored and regulated
through an independent regulator from 2025.
Objective 1.3: Develop and sustain independent An independent regulatory body for the water sector is
regulation of water and sanitation services in full established with a transparent, timely and accurate mechanism
transparency to ensure accountability for service for public reporting by 2025. The first independent, accurate,
performance, protect the rights of water sector and transparent water sector services performance report is
customers and companies, and lead to improved issued to the public by 2026.
public trust.
Objective 1.4: Separate legal, institutional, and Legislative reforms and institutional restructuring completed to
financial responsibilities of irrigation water supply, transfer all irrigation retail service delivery operation and
production, and transmission from provision of maintenance functions out of the Jordan Valley Authority and
retail irrigation water services in the Jordan Valley into appropriate retail entities by 2026.
to clearly delineate responsibilities and ring-fence
costs.
Objective 1.5: Consolidate sector policy, planning, Legislative reforms, institutional restructuring, and subsequent
and oversight within the Ministry of Water and institutional strengthening are carried out to effectively
Irrigation to strengthen overall sector governance. transfer all sector policy, planning, water resources
management, and oversight functions to the Ministry of Water
and Irrigation by 2024. The Ministry of Water and Irrigation has
the staff capacity, resources, and authority to develop and
enforce sector plans and water budgets.
Objective 1.6: Strengthen water sector capital Centralize capital investment planning, in close coordination
investment planning and management capacity to with utility business planning and donors, while simultaneously
improve and institutionalize responsibilities for strengthening management capacity for capital investment
financial and water security assets projects across all responsible entities.

Table 5: Pillar Goal (2): Restore balance between available water supplies and water demand
Pillar Goal 2: Restore balance between available and sustainable water supplies and water demand to
sufficiently meet Jordan’s health and economic development needs to achieve lasting water security
Indicator/Target: Water demand – supply balance is maintained from 2030
Objective 2.1: Manage renewable water resources as Raw water supplies are managed centrally with efficient
holistic national water supplies with groundwater transfers between governorates to convey available water
abstraction constrained to safe yield levels with supplies to high demand areas as needed. Uniform
controlling illegal abstraction and surface water is enforcement of abstraction limits. Groundwater
protected from illegal use and contamination to abstraction achieves safe yield by 2035. Elimination of all
protect Jordan’s declining water resources and illegal surface water use and contamination by 2030.
ensure lasting water supplies.
Objective 2.2: Improve water sector planning, water The Ministry of Water and Irrigation has accurate
supply policy determinations with respect to water groundwater abstraction figures and safe yield analysis.
supply needs, and water supply allocations for bulk National water allocations (municipal per capita
water supplies and the annual water budget to determinations, irrigation quantities, etc.) are set based on
eliminate the water supply deficit and achieve availability of sustainable supplies aligned to
sustainable water supply allocations. socioeconomic priorities. Annual water budget per use is
fair, matched to resource availability, reflects public policy,
and is effectively monitored and enforced from 2026 by
MWI.
Objective 2.3: Invest in developing additional Increasing diversity in sustainable water supplies, and
sustainable supplies, including large-scale seawater relying on resources within the Jordanian national
desalination, expanding reclaimed water supplies, sovereignty, that make up for decreasing groundwater and
and accessing regional transboundary water surface water availability along with climate change
resources to eliminate the deficit between growing variability in renewable water resources. These include
demand and declining freshwater supplies. large-scale desalination projects such as the National
Conveyance Project producing 300 MCM a year, deep
groundwater more utilized as possible, and accessing
regional transboundary water sources with bulk
transmission to demand centers by 2030. Wastewater
treatment optimized to produce reclaimed water suitable
for full allocation to productive uses.
Objective 2.4: Strengthen water use efficiency across Continuously improved levels of water use efficiency
all uses and with all consumers including public, practices across all Jordanian households, public and
agriculture, industry, business, and households to businesses. Growing adoption of on-site water harvesting,
make the most of every drop of Jordan’s scarce water wastewater treatment, and reuse practices within different
resources and share national responsibility for water businesses. Effective partnerships with high water-
security. consuming businesses to lower overall consumption and
pioneer water-saving practices.
Table 6: Pillar Goal (3): Achieve financial sustainability

Pillar Goal 3: Achieve financial sustainability for water sector operations through the balance of full cost recovery
and continued government support in critical infrastructure investment and pro-poor protections for water
security
Indicator/Target: Revenues equal the cost of operations and maintenance and BOT capital charges for all water and
sanitation services, and provision of national government budgets to achieve capital investment levels and sector
subsidies needed to expand water production, networks, and treatment
Objective 3.1: Increase revenues across the water Accurate calculation of the full cost of water production,
sector through management and operational transmission, treatment, and retail service delivery is
efficiencies and cost-reflective pricing restructuring available. Achieving cost recovery for operations and
that corresponds to improved services to improve maintenance and Build Operate Transfer (BOT) charges
cost recovery and to minimize the impact on the through water tariffs restructuring.
national debt.
Objective 3.2: Maximize the financial and economic Donor coordination is tied directly to capital investment
return and efficient management of donor support planning, in coordination with the Ministry of Planning and

to effectively target investment at critical International Cooperation, to reduce the time to develop
infrastructure and sector development needs. and complete donor projects. Target donor support at non-
revenue water reduction and network improvements that
improve cost recovery, protect, or improve water supplies,
or expand critical services.
Objective 3.3: Expand, attract, and effectively Jordan provides an enabling environment, incentives,
manage private sector investment to help meet responsive governance of PPP and PSP arrangements, risk
critical infrastructure and sector development management, and legal and regulatory compliance that
needs. attracts private sector investment to sector development.
Objective 3.4: Set and allocate national budget Financial budget allocations, and revenues from all water
levels that effectively reflect subsidies needed for entities, add up to reach break-even for water sector
the water sector and sufficient government operations from 2030.
investment in water security and essential services.
Objective 3.5: Develop and regularly review and Water tariffs include coordinated and regulated government
update appropriate pro-poor mechanisms to protect and utility protection measures for the poorest households
the most vulnerable households from the rising to ensure that basic water and wastewater services are
costs of water and wastewater services. maintained.
Table 7: Pillar Goal (4): Ensure impartial and transparent regulation

Pillar Goal 4: Ensure impartial and transparent regulation of water sector services and costs
Indicator/Target: Independent regulator is established separate from the Ministry of Water and Irrigation authority
that produces timely, high quality, accurate regulatory reports on water and sanitation services performance and
costs
Objective 4.1: Performance of water and Law enacted to establish an independent regulatory body
wastewater services is effectively and covering the water sector by 2025. The regulatory body has
independently regulated to ensure to the public and the staff capacity, resources, and authority to develop
responsible government authorities that costs for transparent, timely and accurate public reporting of water
services are reasonable and operators are and wastewater services, financial performance, and legal
accountable to their customers. compliance from 2026.
Objective 4.2: Service delivery performance is Regular independent, accurate, and transparent water
independently monitored and verified with reliable sector services performance report is issued at least semi-
data measured against key performance indicators annually from 2026 and is simultaneously available to the
to hold utility companies accountable public.
Objective 4.3: Regulatory reporting is fully Accurate performance data is used by the regulator to
integrated into sector planning and tariff setting to analyze and calculate the full cost of water production,
ensure transparency in setting consumer prices, transmission, treatment, and retail service delivery. Tariff
improve financial performance, and deliver accurate recommendations are provided based on accurate costs of
water budgeting to serve water sector objectives. water. Reliable water production and water loss data is used
in MWI planning and water budget development.
Objective 4.4: Build and sustain public trust in the Regulatory reports are published and available to the public.
quality, efficiency, and fairness of water and Consultations with public and key sector stakeholders are
wastewater services and tariffs through reliable held to present and discuss report findings and validate
public regulatory reporting to reassure the public against people’s lived experience with water and
that utility companies and government authorities wastewater services, prices, and accountability for any
are responsive and responsible to their needs while mismanagement.
making people aware of the real cost of services to
households and businesses.

3 ACHIEVING A SUSTAINABLE BALANCE BETWEEN SUPPLY AND
DEMAND
Current Situation
The water sector in Jordan has been facing a tremendous challenge in bridging the widening gap between
demand for water and available supplies. Demand is continuously increasing due to population growth and
the periodic influx of refugees fleeing instability in some neighboring countries. Demand is also increasing
for economic development activities and continuous pressure to expand agricultural areas. Total water uses
from all resources were about 1,093 MCM in 2021, including groundwater, surface water, reclaimed water,
and desalination. The average total renewable freshwater resources available was about 680 MCM which is
equivalent to only 61 m3 per capita for all purposes in 2021, in addition to around 167 MCM of reclaimed
water and less than 1 MCM of desalinated seawater. This puts Jordan as one of the poorest countries in
terms of conventional renewable available water resources, which does not include reclaimed water and
desalinated seawater), and by far below the absolute water scarcity level at 500 m3 per capita and the Middle
East and North Africa (MENA) median for 2019 at
about 800 m3 per capita as illustrated in Figure 3. Global Median-2019 8,915
However, due to the increase of the Jordan’s Jordan-1946 3,600
population and the reduction of the available Water scarcity line 1,000
surface and groundwater in 2040, the annual MENA Median-2019 797
renewable water resources per capita will reach
Absolute water scarcity line 500
to only 35 m3 despite the significant increase of
Jordan-2021 61
reclaimed water excluding desalinated water. If
Jordan needs to reach the absolute water scarcity Jordan-2040 35
level in 2021, then its total water resources 0 2000 4000 6000 800010000
should be 5.5 billion cubic meters, which is eight m3/capita/year
times the currently conventional renewable
available water resources, or five times the total Figure 3: Jordan’s Annual Renewable Freshwater
Resources Per Capita vs. Water Scarcity Lines4
water quantity used from all resources.
Groundwater contributes more than half of the annual water budget in Jordan5 but is rapidly depleting.
Overall groundwater supplies totaled about 619 MCM in 2021. Of this quantity, about 450 MCM was
abstracted mostly from renewable aquifers and about 169 MCM annually from non-renewable resources in
the Disi and Jafer Basins. The estimated safe yield, that is considered as the level safe, stable, and sustainable
abstraction from renewable groundwater can be done, is about 280 MCM annually.
Surface water consists of the baseflows of wadis and springs as well as runoff including the transboundary
water received from Tiberias and Yarmouk River. Dams are the main structure used to store and utilize
surface water. There are 13 main dams constructed on the main wadis with a total storage capacity of about
280 MCM (Excluding Karameh Dam’s capacity and not considering all sediment accumulation). Sediment
accumulation in dams is a major challenge that continues reducing the storage capacity of the dams. Storage
capacity lost in four major dams since construction constitutes 39 MCM or 27% of original capacity6.
Sediment accumulation in dams will continue impeding surface water use unless sediment removal programs
are implemented. For example, in 2020, the dams received only 30% of their total capacity due to diminished
rainfall.
4 MWI calculation, and FAO/AQUASTAT (2020) Global Information System on Water and Agriculture. Web:
http://www.fao.org/aquastat/en/
5 MWI (2021) National Water Budget
6 GIZ & MWI, Third National Water Master Plan, Volume B, Annex B-3, 2022

Small quantities of water collected in dams are used for domestic purposes after treatment, while most of it
is used for irrigation, with some quantities that are mixed with treated wastewater effluent and only used
for irrigation purposes. The total surface water used in 2021 reached around 307 MCM, compared with about
470 MCM of total discharge of surface water that includes transboundary water, which is equivalent to 65%
utilization of all surface water. A considerable portion of the surface water is of high salinity that is
desalinated and treated before supplying it.
Unconventional resources consist of reclaimed water (treated wastewater) from 32 wastewater treatment
plants (WWTPs) along with small-scale desalination plants of brackish groundwater and seawater, providing
about 220 MCM in 2021. The reclaimed water quantities that are used directly and indirectly are about 167
MCM from a total WWTP capacity of 225 MCM. The brackish groundwater and surface water quantities in
2021 were 53 MCM, whereas the seawater desalination quantities in Aqaba were about 1.2 MCM of which
0.7 MCM supplied to Aqaba area and the rest is used by the fertilizer industry.
Jordan’s different sectors are all competing for this limited supply from declining resources. While demand
is increasing rapidly, water resources are becoming even more limited. Figure 4 shows water used by each
of the economic sectors up to 2021 (MWI annual water budgets). Higher priority is always given to municipal
water supply as it relates to survival and human well-being. Municipal water consumption has increased
continuously over the years and by more than 23% over 2011-2021, at a time where water for agricultural
activities decreased slightly to 49% in 2021 instead of 55% in 2010.
80% 78% 75%

68% Municipal Irrigation Industrial Livestock
70% 65% 64%
60% 55% 53% 52%

50% 52% 51% 51% 50% 49%
50%
39%
40% 31% 46% 48%
27% 29% 45% 44% 45% 45% 45%
42%
30% 20%
18%
20%
10% 3% 4% 4% 5% 4% 5% 4% 4% 3% 3% 4% 3% 3% 3%
0% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1%
1985 1990 1995 2000 2005 2010 2014 2015 2016 2017 2018 2019 2020 2021
Figure 4: Historic Pattern of Water Use by Sector
MWI used remote sensing techniques to estimate actual irrigation water use by farming activities during
2017-2019, which was found to be higher by 24% to 28% of total registered irrigation water quantities used
from all resources because of illegal water use, equivalent to around 145 MCM/year. As well, the illegal
groundwater used for irrigation is estimated to be at least 40% of the recorded figures.
Different consumption sectors rely on different water resources. The irrigation sector is the highest water
consumer at over 56% of total water supplies; in 2021, 39% of irrigation water came from groundwater, 30%
from surface water, and 31% from reclaimed water. Municipal water is the second highest consuming sector
and is heavily dependent on groundwater resources which make up more than 70% of the total supply for
drinking water, while surface water makes up to 27%, and less than 1% currently comes from seawater
desalination in Aqaba. Of the total supplies allocated to the industrial sector, almost 80% came from
groundwater, about 12% from surface water, 9% from reclaimed water, and less than 1% from desalination
of seawater7 (see Figure 5).
7
MWI 2021 Annual Water Budget

Total use
Desalination
Reclaimed water
Groundwater
Surface water
0 100 200 300 400 500 600 700 800 900 1,000 1,100
Surface water Groundwater Reclaimed water Desalination Total use
Municipal 141.2 378.0 - 0.7 519.8
Industrial 4.2 28.5 3.2 - 35.8
Irrigation 157.3 209.8 164.0 - 531.1
Others 4.2 2.4 - - 6.6
Total source 306.9 618.6 167.2 0.7 1,093.4
Figures are in MCM
Figure 5: Water Use by Source and Sector in 2021
Key Challenges, Considerations, Opportunities, and Threats

Meeting increasing demand across all uses, coupled with limited resources, has always been a challenge to
Jordan’s water sector, and the gap between available water supplies is now rapidly widening, particularly for
municipal water, affected by some of the following main factors:
• Population growth. Jordan is reported to be among the world’s top five growing populations8,
almost tripling its population from 3.6 million in 1990 to 11 million in 2021 as reported by the
Department of Statistics (DOS). Further, Jordan is expected to continue to have a high population
growth rate, reaching about 17 million by 2040. This large population surge was the result of several
refugee influxes plus high natural population growth. This level of growth has major implications on
demand in all areas of drinking water, industry, and agriculture.
• Agricultural expansion. Irrigated land under cultivation in Jordan has boomed, with a very large
surge in the 1980s and steady year-on-year expansion, particularly in the highlands, as illustrated in
Figure 6. Historical rain feed lands have decreased due to urbanization leading to moving towards
irrigation practices in highlands, which placed significant stress on already limited water resources.
Bearing in mind that there is a discrepancy in the rainfall rate in some high areas with associated
overexploitation of groundwater.
2500 Irrigated area Non-irrigated area

Highlands Trend, irrigated area Trend, non-irrigated area
2000
1500
1000 Dunum
1000
500
8
UNICEF (2020), Drying Up Their Futures: The Impact of Water Scarcity on Children in The MENA Region.

400
350 Jordan valley
300
250
1000 Dunum
200
150
Irrigated area Non-irrigated area
100
50 Trend, irrigated area Trend, non-irrigated area
2500
Jordan
2000
1000 Dunum
1500
1000
500 Irrigated area Non-irrigated area

Trend, irrigated area Trend, non-irrigated area
0
Figure 6: Agricultural Area Changes 1998-2021 (DOS, 2022)
• Limited water resources availability. Jordan is classified as one of the most water scarce countries
in the world with internally renewable freshwater resources of around 61 m3 per capita per annum.
Jordan’s low rainfall levels mean that 92% of the country is considered arid to semi-arid, receiving
less than 200 mm of rainfall annually.
• Declining exploitability of water resources. Groundwater levels are declining strongly in recent
years9. Thus, the areas in which aquifers can be exploited are shrinking and exploitability is
continuously shifting further east. Strong groundwater level decline in the west leads to the
mobilization of brackish water from the east toward currently used wellfields. Salinities are therefore
increasing in many currently exploited wellfields and desalination will be required in many areas in
the future.
• Transboundary waters. Around a quarter of Jordan’s renewable water resources originate from
outside its territory10. Jordan has limited control of this supply, which is impacted by the actions of
other countries.
• Climate change. Jordan is facing a clear trend of reduced annual rainfall and increasing summer
temperatures that are responsible for less water availability while also spiking demand in hotter
summer months. Based on current climate change effects (reduced precipitation and increasing
temperatures), impacts on water resources were determined in the Third National Water Master
Plan (NWMP-3)11 based on UNFCCC (2014). Accordingly, annual groundwater recharge and surface
water runoff are estimated to decrease by 15% by 2040, i.e., groundwater recharge will be only 240
MCM/yr., while surface water discharge quantity (excluding transboundary water) will be only 340
MCM/yr.
9
GIZ & MWI, Third National Water Master Plan, Rapid Assessment, 2020 and Volume B, 2022
10
FAO. [2017]. AQUASTAT Core Database. Food and Agriculture Organization of the United Nations. Web:
http://www.fao.org/aquastat/en/.
11
GIZ & MWI, Third National Water Master Plan, Rapid Assessment, 2020 and Volume B, 2022

Despite these many challenges, there are some opportunities for the water sector to improve the situation
and achieve the national strategy goals, as well as threats that need to be considered, as shown in
Table 8.
Table 8: Water Sector Opportunities and Threats
Opportunities Threats
Current national bulk water infrastructure is sufficient Additional investment is needed to expand and upgrade
which gives Jordan the ability to manage effectively the current bulk system to reach changing demand
the bulk water supplies and distributing it to high centers in the future. Illegal uses and vandalism are a risk
demand centers and improving equitable water to the system and increase water losses.
allocations across the country.
Continued expansion of sewer services and Quality of reclaimed water varies in some plants which
wastewater treatment plant capacity has generated limits reuse options. WWTPs are not always located
increasing quantities of reclaimed water available for where there is demand for reclaimed water and
reuse in irrigation and industrial uses to replace distribution networks are still limited. Social acceptance
freshwater supplies. for use of reclaimed water still needs to be expanded.
Jordan has under-exploited brackish water resources Handling brine water resulting from the desalination
in the order of 37 MCM/yr, where the operational cost process could be a challenge and a limiting factor due to
of desalinating such water can reach below 0.3 JD/m³. the difficulties and cost of disposing the brine water. Also,
the presence of harmful elements in brackish water will
increase the cost of treatment.
Seawater desalination is a valuable source to Desalination of red sea water in Aqaba is expensive with
significantly increase drinking water supplies to meet high investment and running costs to build and operate
demand and provide relief to over-exploited treatment plants with significant added costs for piping
groundwater resources that can instead be restored as and pumping desalinated water to demand centers in the
strategic reserves for future generations. middle and north of the country.
Jordan understands water scarcity. Demand Current water tariffs are too low to be an effective
management plans are in place accompanied by incentive to conserve and harvest water and reduce
efforts such as public awareness campaigns, demand. Intermittent supply limits the effectiveness of
introduction of water saving technologies, practices some water-saving devices and appliances. Customs and
for households to conserve municipal water, and market barriers exist for importing water efficient
water harvesting practices. appliances.
Private sector participation has proven to be effective Risks allocation and management for PSP is critical to
in improving the efficiency of water operations and to ensure successful partnerships. The current limited
develop and operate advanced infrastructure capacity in managing PSP projects in the water sector
effectively and efficiently, through contracting resulted from the brain drain and hiring challenges, which
opportunities to reduce NRW to the minimal possible, must be addressed. Lack of a third party to regulate the
creating supply from existing resources that would relationship with the private and public sector increases
otherwise be lost due to leakage or illegal use. the reluctance for more PSP in water sector activities
particularly those that are performance based.
Future Water Demand

Municipal Sector Demand
Municipal demand is defined as the supplies needed to provide sufficient drinking water quantities for all
uses. To achieve water security, meeting municipal demand is the highest priority in developing water
allocation budgets. Municipal water demand is calculated based on the estimated per capita water demand
for domestic use and number of population, and by adding the non-domestic demand quantities, and then
estimates for physical losses is added up to calculate the total needed annual water supply. On top of this,
seasonal demand is accounted for to ensure that summer demand surges can be met, so that there is
sufficient capacity in the water resources and systems to meet municipal demand during the peak period.
Historically, population growth was high and reached up to 10% in some years due to population influxes
from regional countries and high natural population growth as illustrated in Figure 7. The Ministry of Water

and Irrigation (MWI) estimated the future population based on the latest population figures as reported by
DOS and adjusted high growth scenario, where Jordan’s total population is expected to reach around 16.8
million and 20.6 million by 2040 and 2050 respectively as shown in the Figure 8 below.
Pop. - Senses Estimated Pop. DOS Pop. Clock Projected Pop. Average annual growth rate
22.5 12%
20.6
20.0 10.3%
Influx after Influx after Influx of 18.6
10%
Gulf war Iraq war Syrians 16.8
17.5
8.5% 15.1
Million inhabitents
15.0 Influx from 13.6 8%
Growth rate (%)

Influx after 7.0%
palestinian Arab-Israel 7.7% 12.1
12.5 11.3
10.3 10.8 6%
9.6
10.0 5.9% 8.1
4.9% 7.0
7.5 4%
4.5%
3.9% 4.0% 5.2 5.6
5.0 4.1
3.1 3.5 3.2%
2%
2.1 2.6% 2.5% 2.4% 2.3% 2.3% 2.3%
2.5 1.5 2.2% 2.1% 2.1% 2.1%
0.6 0.9
0.0 0%
1952 1961 1970 1979 1989 1990 1994 2003 2004 2011 2013 2015 2018 2020 2022 2025 2030 2035 2040 2045 2050
Figure 7: Jordan’s Historical and Projection Population and Regional Influxes
Based on the projected population and the demand parameters explained above, the municipal water
demand quantities through 2040 are estimated as summarized in Figure 8. The seasonal peak demand
(during May to August) is the additional water supply requirement and system capacity needed to meet the
demand during the high consumption period of the year.
1000
800
600
MCM
400
200
0
2020 2025 2030 2035 2040
Seasonal Peak 92 101 112 123 135
Physical Losses 120 121 123 123 125
Non Domestic Water 72 81 91 102 114
Domestic Demand 398 446 499 556 617
Average Demand
590 649 713 782 856
(without Peak)
Total Peak Demand 682 750 825 905 991
Figure 8: Municipal Water Demand Projection
Irrigation (Agricultural) Sector Demand

Irrigation water demand is determined by actual consumption based on customers meters and estimates
based on total area under cultivation and crop-water requirements. The NWMP-3 has projected irrigation

water demand which is illustrated in Figure 9. The irrigation water demand is estimated for the Jordan Valley
(JV) and the highlands. Demand in the JV is considered stable as the total available land area for farming does
not change over time and is around 371,000 dunums. The estimated average annual water demand in the
JV is around 371 MCM per year. With adding the physical water losses in the JV estimated at 18 MCM in
2040, the total water supply requirement is calculated at 389 MCM as illustrated in the figure below. On the
other hand, the projection for the highlands was based on analyzing historical trends and current
consumption utilizing water sector records and a remote sensing assessment to validate current
consumption levels. The study estimated the expansion of irrigated areas in the highlands based on water
availability, land availability, groundwater availability, soil salinization, and changes in cropping patterns.
1000 932
Demand Trend 877 1000
900 821 Demand Projection 18
18
766 19
800 710 800 37
688 41 55
700 36
506 561
600 450
MCM
600 528 331 339 395
702 317
MCM
500 157
390 400 19
400
300 200 371 371 371 371 371 371 371 371 371
200
0
100 1987 2002 2018 2019 2020 2025 2030 2035 2040
0 Physical losses in JV Demand - Highlands
1980 1990 2000 2010 2020 2030 2040 Demand - JV Total demand with physical losses
Figure 9: Current Water Use and Projected Water Requirement for Irrigation (NWMP-3, 2021)
Industrial Sector Demand

Most industries rely on groundwater through privately licensed wells that are monitored by WAJ. The only
interaction between the water sector and the industrial 80 72
sector is through these licensed wells. There is also 70
67
62
coordination between the JVA and the potash and 60 56
bromine industries for oversight of surface water in 50 44 43 40
Southern Ghor. There is limited utilization of reclaimed 40
MCM
or small-scale desalination water in industry, and this is 30

limited to the Aqaba area. The 2021 NWMP-3, Volume 20
C, Annex C-3 has projected industrial demand by 10
around72 MCM by 2040 based on a simple trend 0
analysis and assumption of a percentage increase. 2018 2019 2020 2025 2030 2035 2040
Planned expansions and new projects were also taken
into consideration to come up with projected demands Figure 10: Current Water Use and Projected
as shown in Figure 10. Demand for Industrial Sector (NWMP-3, 2021)
Overall Demand Summary

Figure 11 summarizes the projected overall water demand through 2040, which will increase by around 35%
between 2021 and 2040, where the municipal sector will reach around 46% of overall water demand by
2040.

2,000
1,750
1,500
1,250
MCM
1,000
750
500
250
-
2020 2025 2030 2035 2040
Agricultural 765 802 840 895 950
Industrial 40 56 62 67 72
Municipal-average 590 649 713 782 856
Total Demand 1,395 1,507 1,615 1,744 1,878
Figure 11: Projected Water Demand for All Sectors
Future Water Supplies

Municipal Sector
To assess the supply-demand gap, analysis of existing supplies is done in combination with those planned
with projects already in the pipeline. Existing municipal water supplies include water resources extracted
from wells, springs, and purified surface water. Figure 12 includes a summary of projected water resources
in Jordan up to 2040, with the National Conveyance Project (NCP), which will desalinate water in Aqaba and
deliver an additional 300 MCM capacity, expected to come online by around mid-2028. Additionally, there
are other new water resources being developed including the Hisban brackish and East Aqeb Basalt well
fields, local wells, deep groundwater well fields, and scattered surface water sources of very small amounts.
Renewable groundwater resources are expected to steadily decline based on current analysis and historical
trends, with 2021 quantities at around 256 MCM (including purchase from private wells at 43 MCM). These
resources are expected to reach their lowest level by the time of operating the NCP.
Additionally, Jordan is cooperating with regional countries to bring additional water resources through
working together to meet climate change challenges on water and energy security. This cooperation is
expected to bring around 200 MCM by 2030 through the Prosperity Blue Line (PBL) which, with the NCP, will
allow Jordan to both further reduce the over-abstraction of groundwater resources and assist in sustaining
them.

1,000
900
800
700
600
MCM
500
400
300
200
100
0
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2035 2040
Prosperity Blue Line 0 0 0 0 0 0 0 0 0 200 200 200
National Conveyance Project 0 0 0 0 0 0 0 150 300 300 300 300
New groundwater 0 13 25 38 66 84 84 84 84 84 84 84
Existing Renewable Groundwater 254 241 229 216 203 195 153 145 137 128 105 87
Surface water 143 149 148 147 146 145 144 119 118 117 116 116
Non-renewable groundwater- Disi 123 135 135 153 153 153 153 153 153 153 153 153
Figure 12: Current and Future Available Water Resources for Municipal Sector
Due to anticipated new resources, the

2040 without PBL 333 116 300
contribution of groundwater resources in
municipal water will decrease from about 73% in
2040 with PBL 333 116 300 200
2021 to around 44% in 2040. Most new
Figues in MCM
resources will come from desalinated sea water, 2021 377 142 1
contributing around 40% of water supplies in
2040, and is expected to continue growing as no 0% 20% 40% 60% 80% 100%
other major resources are left for utilization in Groundwater Surface water
Jordan as illustrated in Figure 13. Seawater desalination External water purchased
Irrigation Sector Figure 13: Current and Future of Water Resources for
Municipal Sector (in MCM)
Progressively over recent years, the irrigation
sector is nearly equally reliant on groundwater
(39%), surface water (30%), and reclaimed water (31%), according to 2021 figures. Nonetheless,
groundwater is the major source of irrigation water in the highlands which contribute more than three-
quarters of total fresh and quality water resources. On the other hand, JV relies almost equally on surface
and reclaimed water at around 45% each in 2021 as illustrated in Figure 14.
By 2040, surface water is expected to decline by around 15% due to climate change (NWMP-3, 2021), at a
time when the quantities of treated water are increasing because of the expansion of sanitation services in
all regions of the Kingdom and the increasing use of municipal water. It is also expected that quantity and
quality of groundwater used for irrigation will deteriorate because of the over-abstraction and the illegal
wells drilling. By 2040, around half of future water resources for irrigation will come from reclaimed water
as shown in Figure 14.

Quantities in MCM
Highlands
2040 154 21 53
2021 181 24 31
2040 24 113 226

Jordan
Valley
2021 29 133 133
2040 178 134 279

Jordan
2021 210 157 164
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Groundwater Surface water Reclaimed water
Figure 14: Current and Future Water Resources for Irrigation (in MCM)
Industrial Sector
The industrial sector, specifically heavy industry, which is
not served by the municipal water network, has always
2040 25.0 7 11.2 28.8
heavily depended on groundwater resources
(representing around 80% of industrial water supplies in Qauntities in MCM
2021). The remaining resources include surface water
2021 28.5 4.2 3.2
and small amounts of reclaimed water. It is unanticipated
that industry will be able to continue using the same
quantities of groundwater in the future, this is due to the 0% 20% 40% 60% 80% 100%
declining groundwater levels are and reliability on Groundwater Surface water
currently available surface water is also declining due to
Reclaimed water Seawater desalination
climate change (Third National Water Master Plan,
Volume C, 2021). Future water resources to meet
Figure 15: Current and Future Water
industrial sector demand will come mainly from recycling Resources for Industrial Sector (in MCM)
industrial water to the extent possible and from seawater
desalination and reclaimed water as illustrated in Figure
15.
Water Demand-Supply Deficit

Municipal Sector
The new resources anticipated, including the NCP, will reduce the demand-supply deficit until 2035. After
that time, however, water supply is again anticipated to go into increasing deficit reaching more than 100
MCM annually by 2040, as illustrated in Figure 16. Therefore, the search for additional water resources, like
establishing additional desalination plants like the NCP will be needed before 2040 to fulfill water needs of
the growing population and the development requirements. It will be essential to continue exerting all
efforts to increase demand management efficiency by improving water use practices and by minimizing
water losses throughout the water systems.

900
Deficit/surplus - based
on average demand 800
National Conveyance 700

Project 600
Other new resources 500
400
MCM
Existing resources
300
200
Total resources
100
Average National 0
Water Demand -100 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2035 2040
Existing resources 520 513 500 486 472 463 454 387 377 368 344 326
Other new resources 0 25 37 68 96 114 123 123 123 123 123 123
Total resources 520 538 537 554 568 577 577 659 800 791 767 748
Average National Water Demand 519 529 540 550 571 582 594 605 616 628 688 753
Deficit/surplus - based on average
-70 -64 -76 -71 -81 -85 -98 -28 100 77 -15 -108
demand
Figure 16: Water Demand-Supply Deficit for Municipal Sector
With regional cooperation that may bring an additional 200 MCM by 2030 through the Prosperity Blue Line
(water for energy), which is anticipated to fill the water deficit beyond 2040 as illustrated in Figure 17. Such
situation will allow a reduction in the current over-abstraction from groundwater resources and giving it the
chance to recover and recharge its storage, thus availing surface water for irrigation in the Jordan Valley and
for other economic activities.
Deficit/surplus - based 1,000
on average demand 900
Prosperity Blue Line 800
(PBL) 700
National Conveyance 600
Project 500
Other new resources 400
MCM
300
Existing resources 200
100
Total resources 0
-100 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2035 2040
Average National -200
Water Demand -300
Existing resources 520 513 500 486 472 463 454 387 377 368 344 326
Other new resources 0 25 37 68 96 114 123 123 123 123 123 123
Prosperity Blue Line (PBL) 200 200 200
Total resources with PBL 520 538 537 554 568 577 576 659 800 991 967 948
Average National Water Demand 519 529 540 550 571 582 594 605 616 628 688 753
Deficit/surplus - Based on average
-70 -64 -76 -71 -81 -85 -98 -28 100 277 185 92
demand
Figure 17: Water Demand-Supply Deficit for Municipal Sector considering water quantities from PBL

Irrigation Sector
The major water deficit in the irrigation sector is anticipated to reach around 364 MCM/year by 2040
formulating around 38% of the total irrigation water demand. And when the NCP is operationalized,
increasing municipal water consumption, will provide additional treated wastewater for irrigation, and
deficit will be focused mainly in the highlands and reduced in Jordan Valley, as illustrated in Figure 18. Prior
to the NCP, the overall water deficit will continue to grow, and the agricultural sector will be under increased
stress particularly as climate change leads to less rainfall and increased fluctuation in rain frequency.
Nonetheless, this overall water deficit will urgently need to be managed with some structural changes to the
agricultural sector in terms of water allocation for irrigating low consumption crops to increase its economic
value, and enhance efficient irrigation practices, particularly in the highlands.
The recent remote sensing studies conducted by MWI show that the actual groundwater abstraction for
irrigation purposes is higher than the metered records by around 140 MCM/yr., which means that the
irrigation water deficit in 2021 is around 94 MCM, not 234 MCM (See Water Resources Management and
Monitoring under the IWRM chapter).
Jordan Valley 600

400
Highlands
18 24 29 500
120 100
300 400 334
272
MCM
208
MCM
200 300 114 161
200
100
100
0
2021 2025 2030 2035 2040 0
2021 2025 2030 2035 2040
Deficit Physical water losses
Supply Deficit Demand
Water delivered Demand
1000
900
All Jordan
Deficit
800 364
226 296
700 261
234 Physical water
600
MCM
losses
500
400 Water delivered
300
200
100 Water demand
0
2021 2025 2030 2035 2040
Figure 18: Water Demand-Supply Deficit for Irrigation Sector
Industrial Sector
The deficit in the industrial sector is anticipated to be reduced to zero after the NCP comes into operation
and sufficient desalinated water will be provided to the industries, as shown in Figure 19 below.

70 -
-
60 -
50 8.8 Deficit
MCM
40 4.2
67 72 Water supply
30 62
20 47 Water demand
36
10
0
2021 2025 2030 2035 2040
Figure 19: Water Demand-Supply Deficit for Industrial Sector
Goal 1: Provide Sufficient and Sustainable Municipal Water Supplies to

Meet Water Demand Allocation Policy Equitably across All
Governorates
The goal of providing sufficient and sustainable municipal water supplies reflects that Jordan’s need relies in
determining, delivering and distributing available water quantities in a way that meets international
standards for the per capita supply, recognizing sustainability of these supplies now and for future
generations so that not all country’s resources are consumed and depleted. To achieve the balance needed
for a lasting water security, the sector needs to manage the sustainability of the systems of governance,
infrastructure, and operations required to ensure that sufficient supplies are delivered as effectively and
efficiently as possible.
Objectives
Goal 1: Provide sufficient and sustainable municipal water supplies to meet water demand allocation policy
equitably across all governorates
Indicator/Target: Close the gap between water supply and demand in all governorates by 2030 and sustain it
Objectives Indicators Baseline (2021) Target Timeline
Objective 1.1: Reduce Non-Revenue NRW strategy implemented 52% 25% 2040
Water (NRW) across municipal water and national target of 25%
systems (see Utility Management and NRW in all water systems
Services chapter, Goal 2) achieved
Objective 1.2: Increase the amount of Volume of desalinated sea 1 300 2028
non-conventional water resources water for municipal water
contributing to municipal water supplies supply (MCM)
Volume of desalinated brackish 53 TBD Ongoing
water for municipal water
supply (MCM)
Volume of reclaimed water for <1 TBD Ongoing
municipal water use (MCM)12
Objective 1.3: Strengthen the Water supplies are managed in a holistic system that links Ongoing
management of bulk water as a national water production, treatment and transmission to
system to optimize any needed transfer distribution and supply networks as efficiently as possible,
of water between governorates to fairly including across governorates
and efficiently distribute water supply
to demand centers
12
This is mainly used for landscaping purposes

Objective 1.4: Improve the sustainable Improved sustainability and reliability of surface water 2030
utilization of surface water for quality supplied for municipal water
municipal water use
Objective 1.5: Responsibly develop Ongoing investigation and development of sustainable Ongoing
water resources, including viable groundwater, viable fossil aquifers, brackish water, and
groundwater resources, based on other alternative supplies where appropriate and
regular and reliable hydrological and environmentally responsible
environmental analysis
Strategic Approach
Reducing water losses from leakage and illegal use. Physical water loss that can be recovered is a major
source of water to fulfill water deficit. The NWS addressed the water losses for municipal water systems
under the utility management and service strategic area (Chapter 5) and for irrigation water systems under
the irrigated agriculture strategic area (Chapter 06).
Secure new water resources, including large-scale desalination. As existing groundwater needs to be
restored and surface water resources become less reliable, the water sector will continue to assess and
secure additional viable water supplies. These efforts need to be in parallel with efforts to improve
management and allocation. Sediment management and removal programs in dams will help to restore
some of the previous surface water storage capacities or at least save the current storage levels. NCP
development and sea water desalination will be the largest new water resource and will contribute to
bridging the gap between demand and supply. The sector will explore any new resources to utilize for water
supply including deep fossil waters, brackish groundwater, and any other alternatives, including coordination
with neighboring countries to secure additional water supplies and enhance transboundary water
management.
Develop bulk water systems’ capacity. Bulk water supply systems require continuous expansion and
upgrading to facilitate water allocation between different sectors and governorates. With the NCP
development, water supplies will be increasing in desalination facilities in Aqaba. This water should be
efficiently transferred throughout the country, calling for restructuring of WAJ and JVA in order to develop
bulk water management capacities through deploying technologies in monitoring and control of the national
carrier and integrated water supplies from surface and groundwaters.
Improve national water systems to deliver water effectively and continuously. The highest national priority
remains to supply municipal water while simultaneously ensuring sufficient water for key economic activities
to the greatest extent possible without jeopardizing water resources sustainability and long-term water
security. This means ensuring sufficient water allocations are also for agricultural activities to maintain the
socioeconomic development of the country and for industrial activities which contribute to workforce
development and overall economic growth. With the increase in the gap between the demanded water
quantities and the available ones, there is an urgent need for coupling allocation programs with the
agricultural sector and industry stakeholders to improve water use efficiency and increase the value and
productivity of every drop of water used in agricultural and industrial activities. The annual water budget
based on the available water resources and water allocation plan will be developed to ensure fair water
distribution among the water demand centers.
Protect water resources from illegal use, overuse, and contamination. An area that needs greater attention
is to improve the protection of water sources from contamination, pollution, and illegal use. This is essential
to ensure sustainability and continuity of supply. This requires developing and implementing groundwater
protection zones, protect surface water from dumping of pollutants or untreated wastewater, increase
efficiency and specifications of wastewater treatment and prevent illegal activities and use affecting all
groundwater and surface water systems as well as bulk water transmission systems.

Expand reuse of reclaimed water in different sectors. Reclaimed water is a particularly valuable resource for
Jordan as a critical tool in combating scarcity by replacing declining freshwater resources used in agriculture
and industry. The sector will continue to expand sewer systems and invest in wastewater treatment to
improve its quality within international standards to increase the volumes of treated effluent that is safe for
reuse in a variety of ways. This expansion is possible because Jordan’s growing population generates
correspondingly growing volumes of wastewater if it is effectively captured by service coverage of sewer
systems to convey it to the WWTPs.
Institutional Roles and Responsibilities, Resources, and Requirements

Institutional Roles and Responsibilities
Institutions Key Institutional Roles
WAJ - Develop national allocation plans and updated national bulk water infrastructure plans
to enable cross-governorate water allocation and distribution
- Manage executing the capital investment for water system restructuring
- Implement illegal use campaigns, in coordination with utilities, Ministry of Interior
(MoI), and other concerned parties
- Increase penalties on illegal use
- Secure additional water supplies on a national level
MWI - Consolidate nationwide capital investment plan
- Lead transboundary water coordination
- Assess progression of groundwater resources decline
- Participate in exploration of new additional water resources, including groundwater,
through studies and drilling projects
- Participate in implementing water protection zones and allocation plans for domestic
and irrigation uses
JVA - Implement sediment management and removal programs in dams
- Develop national irrigation water allocation plans and expand bulk water capacity
- Implement surface water protection
- Increase efficiency of surface water supply
- Reduce water losses in irrigation systems
Water - Improve wastewater treatment quality, as needed, and reclaimed water distribution
Companies - Implement water safety plans
- Delineate groundwater protection zones for springs and wells used for drinking water
supply and enforce related protection measures
- Reduce water losses in municipal water distribution systems
MoI - Empower campaigns to control illegal water use and train relevant water sector staff
Human and Financial Resources and Requirements

Human Resources Financial Resources Requirements
Qualified personnel to undertake Investment in bulk water Robust and consistent enforcement
needed national allocation and infrastructure expansion and of regulations and legal limits for
capital investment planning, O&M linkages, efficiency improvements, water abstraction and use and
mandates, and water source and wastewater treatment wastewater disposal along with
protection measures increased penalties for illegal use

Goal 2: Reform Irrigation Practices by Reducing the Amount from
Freshwater Resources Used to Irrigate Crops While Increasing Total
Water Allocations and Value from Non-conventional Sources and More
Efficient Irrigation
The country is confronting the reality that there are no longer enough freshwater resources, including water
needs for irrigation, forcing the water sector to find a way to continue to provide irrigation water and reduce
the overall volumes of freshwater. This will mean a concerted effort to continue expanding the search for
non-conventional water, such as treated wastewater, to replace freshwater. Simultaneously, the water
sector and agriculture sector need to work closely to increase efficiency across all agricultural production
through approaches such as more efficient irrigation systems and practices, switching to crops that require
less water, and expanding innovative production practices like hydroponics.
Objectives
Goal 2: Reform irrigation practices by reducing the amount from freshwater resources used to irrigate crops,
and replace it with non-conventional sources, while increasing total water allocations and value from non-
conventional sources and more efficient irrigation
Indicator/Target: Total volume of freshwater used in irrigation is steadily reduced
Objectives Indicators Baseline Target Timeline
(2021)
Objective 2.1: Continue to increase the use of Volume of freshwater used 36713 307 2040
non-conventional water resources in irrigation to in irrigation (MCM/Y)
reduce freshwater supplies used while increasing Volume of substitute water 0 60 2040
total quantities available for irrigation sources for irrigation
(MCM/Y)
Objective 2.2: Reduce water losses in irrigation Reduce water losses from leakage, illegal use, and billing and
transmission and distribution systems in JV (see metering inefficiency to less than 25 MCM by 2030
Irrigated Agricultural, Goal 2)
Objective 2.3: Maximize the use of reclaimed Amount of total agricultural 164 ~279 2040
water for agriculture (see Irrigated Agricultural, land irrigated by reclaimed
Goal 3) water (MCM/Y)
Objective 2.4: Control over-abstraction of Restore irrigation water abstraction to safe yield 2035
groundwater used for irrigation (see IWRM and levels through improved groundwater
Environmental Protection, Goal 1) management and enforcement of well licenses
and act upon illegally drilled wells
Strategic Approach
Achieving this goal requires the combined commitment and actions between all partners, including the water
sector, agricultural sector, farmers, agri-businesses, Water Users Associations, local leaders, water utilities,
government authorities, and key stakeholders. The main strategic approaches for the water sector to enable
the success of this goal are presented below.
Improve efficiency of irrigation systems. Efficiency of irrigation systems from bulk water transmission
through to farm-level distribution and operations needs to be increased and high levels of water loss needs
to be reduced. The need to reduce water losses in the King Abdullah Canal (KAC) and the irrigation
transmission and distribution systems that it operates are top priorities for JVA. The sector must work with
farmers and agri-businesses to identify on-farm irrigation inefficiencies and provide information on water
productivity as well as the latest options and innovations for improved techniques and technologies.
13
This figure represents the registered usage. However, MWI and GIZ estimated that around 140 MCM of additional
freshwater quantity is illegally used on an annual basis, either through illegal groundwater wells or illegal connections to
water systems

Commit to better reclaimed water quality and quantities. To optimize reuse opportunities for irrigation, the
sector will remain committed to the continued working on increasing wastewater quantities, expanding its
treatment scope, and improving its quality according to international standards, so that recycled water
becomes a viable replacement for freshwater. For this purpose, the sector will work on expanding
wastewater systems and ensure that wastewater treatment facilities plan for seasonal loads and future
expected loads as municipal water systems also continue to expand.
Improve integrated water resources planning. For the purpose of developing the water distribution plan
and the annual water budget, the sector will develop and implement a National Surface Water Master Plan
that integrates municipal water infrastructure planning. The sector will continue to conduct regular analyses
and assessments to identify the most critically depleting groundwater aquifers, update safe yield studies for
each of them, and develop comprehensive plans to steadily reduce abstractions while providing alternatives
to users such as reclaimed water or other economic opportunities with less water needs.
Cooperation and outreach to promote reclaimed water reuse. The sector has a responsibility to
communicate not only the need to optimize reclaimed water use but, more importantly, its benefits for the
agriculture sector and national water security. Formal and informal cooperation with the agricultural sector
officials and stakeholders must expand to jointly explore options and promote reclaimed water reuse,
identify shortcomings, and agreement on solutions, particularly in the highlands. The sector will also
promote all appropriate techniques and technologies to improve on-farm irrigation efficiency and rainwater
harvesting so that farmers can also take control of water-saving approaches themselves. Improved
coordination with JVA and farmers is also important to ensure TWW is accepted for reuse in agriculture and
actual reuse is truly expanded.
Review and update standards if needed to expand using reclaimed water. Standards and regulations for
reuse of treated wastewater effluent need to be continually updated to reflect the latest science and
research on safe and productive uses that pose no risk to human health or environment.

WAJ - Coordinate with JVA on irrigation water management to reduce freshwater supplies and
accelerate replacement
- Engage agricultural water users on improved irrigation techniques and technologies
MWI - Development and implementation of communication and outreach programs on reuse
- Identify and regularly assess critically depleting groundwater aquifers to prioritize reducing
abstractions, update safe yield numbers for each groundwater aquifer, and implement projects
and studies supporting this
- Lead the water allocation plan development and participate in the surface water master plan
- Act on illegal wells in coordination with MoI
JVA - Develop national irrigation water allocation plans and national surface water master plans in
coordination with WAJ
- Increase efficiency of water transmission and distribution systems
- Engage agricultural water users on improved irrigation techniques and technologies
Water - Improve wastewater treatment quality to expand volumes of safe reclaimed water
Companies - Comply with groundwater abstraction limits and protection measures
MoA and - Support review of reuse standards to optimize reclaimed water reuse for irrigation
NARC - Encourage and enforce continued replacement of groundwater with reclaimed water

Sufficient personnel with Infrastructure investments to reduce Continued political will to protect
qualifications to carry out planning system losses and increase wastewater dangerously depleted
and O&M mandates treatment levels groundwater
Goal 3: Increase Non-Conventional Water Resources Supplies for

Industrial and Other Uses
The industrial sector is another key sector that can expand the utilization of water reuse. The sector currently
consumes around 3% of the total water in Jordan but uses almost no reclaimed water despite several
applications within the sector being suitable for reuse. The sector relies mainly on fresh groundwater
resources, and industry provides another potential area in which the country can substitute reclaimed water
and save fresh water for municipal use, and ultimately reduce over-abstraction.
Objectives
Goal 3: Increase non-conventional water resources supplies for industrial and other uses
Indicator/Target: Increase total volume of non-conventional water supplies used for industrial and other needs,
such as on-site wastewater treatment, reuse, and water harvesting (see Utility Management and Services chapter,
Goal 3)
Objective 3.1: Increase reclaimed water Volume of reclaimed water 3.2* 11 2040
used for industrial and other uses used in industry and other
sectors (MCM/Y)
Objective 3.2: Increase desalinated Volume of desalinated sea 0.7* 29 2040
water used for industrial and other uses water used in industry and
other sectors (MCM/Y)
Objective 3.3: Increase harvested water Volume of harvested water 0 TBD 2040
used for industrial and other uses used in industry and other
sectors (MCM/Y)
* Source: MWI Annual Water Budget for 2021
Strategic Approach
Promote, expand, and incentivize local reuse and water harvesting. Work with the industries and other
potential users like road and building construction, mining, etc. to identify and introduce in-house reuse of
wastewater in production. MWI will work in cooperation with the Ministry of Environment (MoEnv) and with
the support of donors to conduct internal assessments of selected industries to demonstrate the economic
feasibility and highlight the contribution to the national water scarcity and propose measures to maximize
the reuse of wastewater as an input in the production process. Additionally, MWI will work with the
chambers of industry and commerce and the municipalities to encourage water harvesting for industrial and
other uses through enforcing the harvesting regulations.
Review and update current groundwater bylaw and relevant regulations. To correspond with the above
priority shifts to reduced groundwater abstraction and increased recycled water use, relevant water
legislation and regulations should be reviewed, updated, and modified, as needed, to accommodate
industrial uses. Incentives for industry should be also explored and adopted as needed.
Conduct a national assessment to identify potential industrial users and initiate water supply agreements.
The country needs a comprehensive assessment to consider the location of industrial users and the ways
and processes in which water is used as well as requirements for quality and quantities. This needs to be
matched against proximity to WWTPs to determine alignment with reclaimed water quality and quantities.
An economic feasibility will be developed to examine the current cost of water and its relation to the

industrial product costs in each industry to determine and propose appropriate tariffs for recycled water. An
improved coordination mechanism between MWI and the potential users is required. Supply agreements
can then be developed with industries to put long-term purchase agreements in place.

WAJ - Conduct national assessment of industrial uses and WWTPs in cooperation with utilities
- Promote water harvesting for certain industries’ use, in coordination with MWI
- Review and update Groundwater Bylaw to promote reuse, in coordination with MWI
MWI - Develop economic analysis of reuse opportunities for different sectors including industry
JVA - Coordinate with industries on utilizing surface water and water harvesting
Chamber of - Initiate dialogue on reclaimed water use and water efficiency practices
Industries - Participate in Groundwater Bylaw review on development of incentives for reuse

Water sector entities staffed with Infrastructure investments to expand Economic incentives or cost savings
qualified personnel to undertake wastewater treatment and recycled for industry to adapt operations to
planning mandates water distribution use recycled water
Monitoring and Evaluation

Goal 1 will be monitored by WAJ and its water utilities with support from MWI. The central operation
directorate of WAJ will report on bulk water management and allocation between governorates and utilities.
WAJ will coordinate with JVA on surface water use for municipal demands. The Central NRW Unit will lead
oversight of utilities’ NRW reduction plans and progress.
Goal 2 will be monitored primarily by JVA with support from WAJ. JVA Directorates will report on the
following: amounts of fresh water used for irrigation, reclaimed water amounts used in JVA areas, KAC water
losses, and progress on projects to reduce losses and optimize irrigation water transmission and distribution
systems. The Basins Directorate will report on groundwater abstraction for irrigation and progress against
illegal wells and over abstraction. WAJ and MWI will coordinate in the analysis of aquifer safe yields. The
Reuse Directorate will report on amounts of reclaimed water used for agriculture.
Goal 3 will be monitored by WAJ and MWI. The Reuse Directorate and water companies will report
volumes of reclaimed water used for industry uses. MWI will lead coordination efforts with the Chamber of
Trade & Industry to promote reuse and rainwater harvesting and regularly report on progress.
Conclusion
Achieving these goals is key to Jordan’s water security. The country cannot afford to sustain a supply-demand
deficit as the result will be irrevocable deterioration of national water supplies. These measures will not only
halt declines but also restore groundwater resources while still meeting demand projections for lasting water
security. This is vital for the continued economic growth of the country and the prosperity of all Jordanians.

4 INTEGRATED WATER RESOURCES MANAGEMENT (IWRM)
AND ENVIRONMENTAL PROTECTION
Jordan’s extreme water scarcity and growing demand on water and services require all the country’s
resources to be managed in a holistic and integrated way to maximize economic and social welfare in an
equitable manner, with close attention paid to viability and protection for long-term sustainability. Details
of the water institutions' management strategy for all water resources come to ensure sufficient water
provision and maintain or restore its quality on the long term.
Current Situation
Water Resources Management and Monitoring
The Strategy’s chapter on Achieving a Sustainable Balance 0% Surface water
between Supply and Demand showed that groundwater is
the most important source of water in Jordan, as it 28% Groundwater
15%
contributes more than half of the water used, as shown in
Figure 20. Surface water comes as the second source of Reclaimed
water, then treated wastewater, and finally desalination. water
Figure 21 summarizes Jordan’s water resources over 2008- 57% Sea water
2021 where the extracted non-renewable groundwater desalination
quantities were doubled, and reclaimed water was
increased by two third over this period. Surface water Figure 20: Water Source Shares in Jordan
quantities were fluctuating despite increasing the number (2021)
and storage of the dams and ranged between 239 MCM and 364 MCM due to the rainfall variation.
1200
1100
1000
900
800
700
MCM
600
500
400
300
200
100
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Seawater deasalination - - - - - - - - - - 2.7 1.8 1.4 0.7
Reclaimed water 101 102 94 103 103 109 125 133 136 147 149 160 170 167
Surface water 336 341 279 287 239 253 258 274 289 288 289 344 364 307
Non-Renewable GW 81.5 84 84 83 75 114.6 173 153 149 146.5 149 150 153 169
Renewable GW 417.5 410 427 434 433.5 425 415.5 448 470 472.3 475.5 451.7 441 450
Total water resources 936 938 884 907 851 901 972 1,008 1,044 1,054 1,065 1,107 1,129 1,093
Figure 21: Water Resources in Jordan over 2008-2021 (MWI Annual Water Budget Reports)
Groundwater (GW) is typically of high quality and prioritized as a drinking water source by the municipal
sector. Figures of year (2021) show that 57% of Jordan's total water supply comes from groundwater, totaling
619 MCM of water supplied, which includes 169 MCM of non-renewable groundwater, resulting in the
abstraction from renewable groundwater resources of 450 MCM. This is almost more than double the

groundwater average annual recharge rate or safe yield of 280 MCM, as shown in Figure 22. This causes
average groundwater level declines of up to 10 m/yr. in some areas with 4-5 m/yr. in most other areas14.
700 250%
225%
600
200%
500 175%
% of safe yield
400 150%
MCM
125%
300 100%
200 75%
50%
100
25%
0 0%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Renewable, average safe yield Renewable, over-abstraction
Non-renewable % of safe yield of renewable GW
Figure 22: Renewable and Non-Renewable Groundwater Abstraction to Safe Yield (MWI Annual
Budgets)
Figure 23 shows the changes in groundwater consumption pattern over the last 14 years. The increase in
municipal use since 2014, is attributed to the operation of many resources, most importantly the Disi aquifer
and transferring to Amman and other Governorates. Groundwater management is the responsibility of WAJ
mandated to develop bulk water supplies, license and monitor private wells and abstraction quantities from
them. The Groundwater Monitoring Bylaw was issued in 2002 to conserve and protect groundwater from
illegal use and over abstraction has been in place since 2002. The 2002 Bylaw defined the duties of the
competent authorities and amended licensing conditions and abstraction fees for private wells as well as the
enforcement thereof. This was followed by a comprehensive groundwater sustainability policy approved in
2016 along with new regulations to manage Jordan Valley groundwater. An e-Groundwater Monitoring
System and Telemetric Gauging stations platform were installed to feed into a National Water Information
System (NWIS) which was initiated in 2016. A system for groundwater quality monitoring is also in the
process of being established.
700
600
500
400
MCM
300
200
100
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Livestock 0.6 0.9 0.3 0.1 0.1 0.1 0.1 0.2 0.7 2.1 2.1 2.0 1.5 2
Irrigation 236 246 245 252 251 250 231 237 258 251 245 219 200 210
Industrial 34 33 34 32 27 33 32 31 27 27 27 25 25 28
Municipal 228 215 232 232 231 257 325 332 333 338 351 355 367 378
Total Uses 499 494 511 517 509 540 589 600 619 619 625 601 594 619
Figure 23: Groundwater Use over 2008-2021 (MWI Annual Water Budget Reports)
14
Third National Water Master Plan (NWMP-3), Rapid Assessment, 2020

Due to the presence of some unlicensed wells and the illegal water use in agriculture, the actual groundwater
use by the agricultural sector during the period 2017-2019 is estimated to be 40% higher and at around 100
MCM/yr (NWMP-3, 2020). As a result of this and groundwater over-abstraction practices, the groundwater
level has shown steady decrease over the years as illustrated in Figure 24, where many areas exceeded the
100 m decline making these aquifers out of production or nearing out of production.
Figure 24: Groundwater Level Decrease Between 1995 and 2017 (Source: BGR)
Surface Water (SW) supplies provide approximately 28% of Jordan's total water used across all sectors with
total developed local SW resources reaching 330 MCM in 2021 out of 470 MCM estimated SW discharge
volume, including transboundary water. The difference is either not captured or lost (including evaporated).
SW is supplied from local surface water flows mainly base flows, spring, floods in the local streams and wadis
and treated and recycled wastewater that is pumped in local water streams, which contributed to 70% of
the total available surface water in 2021. The long-term average of local surface water discharge flows is
estimated at 400 MCM. The transboundary flows mainly come from Yarmouk River (including Wehda dam),
Jordan’s water rights from Lake Tiberias, including the quantity of water that can be stored in the lake during
flooding periods, and water purchased from neighboring countries.
The surface water quantity is mainly dependent on the rainfall amount and its intensity and geographical
distribution, as well as on land use and soil type. Thus, the available SW is largely fluctuating due to rainfall
variations as shown in Figure 25 below. SW yearly discharge quantities could range from around 350 MCM
to around 650 MCM.

700 12
Long-term average 600 10
Rainfall volume (Billion m3)

for local SW
500
8
400
Surface water (MCM)

6
300
4
200
100 2
0 0
20 20 20 20 20 20 20 20 20 20 20 20 20 20
08 09 10 11 12 13 14 15 16 17 18 19 20 21
Lake Tiberias & purchased water 46 42.6 45.5 44 56 53 55 48 52 48 50 47 56 92
Yarmouk river & Wheda Dam 18 10 13.5 13 18.5 28 57 60 57 77 73 77 84 47
Trans-
Baseflows & springs 198 187 209 210 234 262 225 250 212 173 132 231 262 213
Floods 115 127 210 119 139 187 180 245 266 167 128 257 273 117
Local
Total SW 377 367 478 386 448 530 517 603 587 465 383 612 675 470
Rainfall (billion m3) 5.2 6.4 8.7 6.5 5.9 8.1 7.2 8.9 9.5 8.2 7.1 9.6 10. 5.4
Figure 25: Historical Surface Water Availability and Rainfall Fluctuation (MWI Annual Water Budgets)
Surface water storage is managed primarily through a series of dams, sediment builds up in these dams and
is becoming increasingly problematic significantly, reducing surface water storage capacities. Accumulated
sediments15 in four out of 14 main dams represent an estimation of about 27% of the original storage (39
MCM out of 142 MCM total). Sediment accumulation also causes problems for dams’ operations as many
offtakes could be blocked and water cannot be released.
Figure 26 below shows how total surface water supplies are used across different sectors from 2008 to 2021.
Two main features are noted in the figure. One relates to the municipal water annual quantity which
continues to grow gradually to meet the increased demand. The second feature is the decrease of irrigation
water quantities used in 2008 to 2013, during which period more reclaimed water was used. However, the
irrigation water quantities started increasing gradually again and even peaked in 2019 and 2020 before
returning to the 2016 level. Climate change, droughts, and expansion of reclaimed water reuse are also main
factors affecting the use of surface water for irrigation.
400
350
300
250
200
MCM
150
100
50
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Livestock 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 5.0 5.0 8.1 8.4 4.2
Irrigation 238 237 151 155 104 118 143 139 155 149 147 188 201 157
Industrial 3.9 3.1 6.4 5.1 5.5 4.9 4.8 4.0 3.0 2.4 10.4 7.7 6.2 4.2
Municipal 87 94 115 120 122 123 103 124 124 131 126 141 149 141
Total uses 336 341 279 287 239 253 258 274 289 288 289 344 364 307
Figure 26: Surface Water Use over 2008-2021 [MCM] (MWI Annual Water Budget Reports)
15
GIZ & MWI, Third National Water Master Plan, Volume B, Annex B-3, 2022

Overall, surface water has been increasingly used over the last years due to the ability to harvest more water.
Utilization ratio of all surface water has increased from around 42% in 2013 to nearly 57% in 2021, as
illustrated in Figure 27. There is only a small room left for using more SW as technical issues have become
more complex requiring costly investment rendering it less feasible. This is compounded by the trend of
reduced rainfall and fluctuation in SW availability making utilization of SW more uncertain and less
dependable.
700 70%
Total SW inside
SW utilization ratio (%)

600 60% Jordan
57%
500 42% 50% Used SW inside
MCM
400 40% Jordan

300 30% SW inside Jordan
200 20% utilization ratio
100 10% Trend SW

utilization ratio
- 0%
2013 2014 2015 2016 2017 2018 2019 2020 2021
Figure 27: Availability of Surface Water (SW) versus SW Utilization Inside Jordan
Administratively, most of the surface water resources are managed by the JVA. There is an effective quantity
and quality monitoring system in place utilizing SCADA systems at both King Abdullah Canal and the dams.
However, these systems are not working properly in many dams due to weak communication signals and
those dams are now monitored manually.
The Surface Water Utilization Policy 2023 has specified the utilization, protection, management, and
optimum use of surface water along with specific measures that need to be followed toward a successful
implementation of said policy.
Treated wastewater, (also called reclaimed water) is the third main water resource which is continuously
increasing with more than 90% of Jordan’s safely treated wastewater being reused particularly in irrigation.
In 2021, around 186 MCM of wastewater were treated, and 167 MCM of which were reused for irrigation
and industrial purposes contributing 15% to the national 2021 water budget compared with 11% 2011.
Around 20% of the reclaimed water is directly reused and it varies from year to year. Figure 28 shows the
steady increase in using reclaimed water over the past years. Administratively, the treated wastewater
resources management is the responsibility of WAJ, while uses are shared between WAJ and JVA.
180
160
140
120
MCM
100
80
60
40
20
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Industrial 1.2 1.2 1.5 1.5 1.4 1.7 2.0 2.2 2.1 2.5 2.5 2.5 3.4 3.2
Irrigation-Highlands 46 46 37 40 50 49 40 40 33 27 27 43 32 31
Irrigation-JV 54 55 55 61 52 58 83 91 101 117 120 114 135 133
Total reclaimed water 101 102 94 103 103 109 125 133 136 147 149 160 170 167
Figure 28: Historical Reclaimed Water Reuse over 2008-2021 (MWI Annual Water Budgets)

Desalination is mainly used for treating small quantities of brackish ground and surface water resources with
a production level reach to around 53 MCM in 2021 and for seawater desalination, which is still a limited
resource is in Jordan with minor contribution to the overall resources with produced quantities of less than
1 MCM. Small-scale desalination plants were initially installed for treating brackish GW and then expanded
to SW. Starting in 2017, a sea water desalination plant was installed in Aqaba in partnership with the
industrial sector with an annual capacity of around 5 MCM. However, the desalination plant faced technical
operational problems which prevented it from producing the expected quantities. Desalinating brackish GW
also faced a large decline mainly because of the limited availability of brackish GW and technical difficulties
with drilling and maintaining wells. There are 31 desalination plants out of which 21 are currently operating
(1 seawater and 20 brackish water). Desalination of sea water will be a priority in the related plans for future
water resources, due to the unsustainability of groundwater, which represented an easy alternative for fresh
water supply especially with the decline in resources of this water which does no longer meet the required
demand.
Shared water resources are those water supplies that come from or stretch beyond Jordan’s borders. This
creates several additional resources management challenges on this water. Many of Jordan’s water sources
are located within neighboring countries. For example, groundwater basins in the North (Yarmouk, Badia,
Ruqban), the Wadi Araba in the West, and in the Southeast (Sirhan) and in the South (Disi), as well as Jordan
River and its tributary; the Yarmouk River; which are also shared with the neighboring countries.
There are three international and bilateral agreements covering some of these resources with the
neighboring countries, while others are governed by precedent and practice. The water sector
institutionalized Joint Water Committees with members comprised of its counterparts from the neighboring
countries to cooperate and coordinate on issues related to shared water resources.
Water Quality
Quality is a critical element of water resources management as it ensures that water treatment meets
Jordan’s quality standards to be safe for the intended uses. The quality of drinking water is subject to the JAS
286 Jordanian Drinking Water Standard and its amendments, applied to “water for drinking purposes” which
is based on World Health Organization (WHO) Guidelines (Water Yearbook 2019-2020). Drinking water
quality is monitored daily by several entities to assess compliance with these standards, where compliance
is always above 99% for all different water system components. WAJ and the water utilities assess water
samples using state-of-the-art laboratories accredited to ISO 17025:2017. In addition, the Ministry of Health
(MoH) provides regulatory oversight on approvals, verification, monitoring and auditing according to Public
Health Law No 47 for the year 2008 and JAS 286. The water quality monitoring data of WAJ and the water
companies are regularly published and provided to MoH. The sector has implemented a laboratory
information management system (water quality data bank) that is used to manage and share the water
quality data among the laboratories of WAJ and the water companies.
WAJ and the water companies started on a voluntary basis to apply the water safety planning framework,
developed by the WHO, as a risk management approach to water quality management, for several water
supply systems to further strengthen quality control. Given the increased challenges on water quality that is
impacted by climate change, WAJ and the water companies will implement the Climate Resilient Water
Safety Plan (CRWSP) as a regulatory requirement as per the national preventative water quality management
framework.
Treated wastewater quality is regularly tested against the Jordanian Standard for Reclaimed Domestic
Wastewater No. 893/2021 to ensure it is safe for reuse in irrigation, but this capacity needs to be further
developed as volumes of treated wastewater for reuse grow.

Water Use Efficiency
Efficient water use is particularly important in Jordan due to the major economic and environmental effects
given the severe water scarcity. Water use efficiency is often discussed in terms of productivity of water use
or in terms of economic return (value) per cubic meter of water used (see Figure 29). Compared to other
regional countries Jordan can greatly improve its water use efficiency in the irrigation and services sector.
Jordan has many research and technology transfer institutes that work on testing and introducing new water
efficiency technologies, especially in agriculture, that need to be further developed and deployed.
4 Agriculture 175
3.4 150
125
JD/m3
3 100
75
50
JD/m3
2 1.7 25
0
Industry Services Average
1 0.8 Jordan 180.8 37.3 23.4
0.6
Palestine 55.2 35.4 22.7
0 Lebanon 4.0 108.7 16.8
Jordan Palestine Lebanon Cyprus Cyprus 109.0 111.2 51.7
Figure 29: Economic Value of Water by Sector 201916

Water resources management. Sustainable water resources management to achieve water security relies
on a complex and highly interrelated series of factors. The key considerations range from policies,
hydrological data on the characteristics of water resources and their utilization, sector capacity to meet the
changing nature of challenges facing the sector, and the legal and institutional framework responsible for
water resources. Key challenges include:
- The legal framework is comprehensive but needs to be updated to reflect the changing needs of the
sector and the severe threat facing rapidly dwindling water resources.
- Enforcement of water management provisions is weak and both compliance and enforcement measures
need to be significantly strengthened.
- Overlaps or conflicting roles and responsibilities across entities. The Public Sector Modernization
Committee, formed by the honorable Cabinet in 2021, offers a unique opportunity to align needed
institutional reforms within the water sector to broader national reform efforts.
- Several fundamentals of water resources management need to be strengthened, particularly as Jordan
faces the reality that steadily and rapidly rising demand for water, in combination with climate change,
are placing unsustainable strains on water resources that are already declining in productivity.
- Reliable data is a fundamental requirement to effective resources management and significant efforts
are needed to ensure that accurate, timely, and reliable data is generated and used as the basis for
decision-making and fed into existing tools like the National Water Information System (NWIS). For
example, currently the volume of surface water runoff is not measured due to a lack of functional
gauging stations, a reliable hydrological model that would produce correct results for runoff does not
exist yet, and water quantities from some dams cannot be measured accurately.
16
FAO (2019). AQUASTAT Core Database. Food and Agriculture Organization of the United Nations. Web:
http://www.fao.org/aquastat/en/. Accessed Oct 2022.

- Planning and decision-making processes are not coordinated nor comprehensive and are too often in
reaction to an emergency rather than long-term strategy and investment plans.
- Brain drains and departure of trained and experienced staff for opportunities outside of Jordan or in the
private sector.
- Despite strong research institutes and academic expertise, linkages with the water sector management
and operations are weak.
- The private sector can contribute to advanced management and infrastructure development, but
capacity in developing and managing private sector partnerships is in need for enhancement.
Water quality. Jordan sustains global standards in drinking water quality and carries out thorough and
regular testing on treated drinking water supplies with oversight from the Ministry of Health. This rigor is
also needed in the management and protection of water supplies and treated wastewater for reuse.
Groundwater resources are vulnerable to pollution and contamination from urban development and urban
planning, discharge of brine from privately owned desalination facilities, and illegal dumping of waste in
wastewater systems. This requires enforcement of water safety plans and water protection programs.
Water use efficiency. The industrial sector is a promising new sector in which to expand the use of treated
wastewater and industrial water as a replacement for freshwater supplies. As the private sector prioritizes
efficiency and cost savings in all operations, it can also be a catalyst for the application and advancement of
more efficient water use technologies and practices. The challenge in realistically assessing the degree of
savings and benefits resulting from efficiency enhancement, and water-saving technologies are mostly
imported, and within Jordan, the scientific research for improving these technologies is limited. Equipment
to monitor water use within the sector and across sectors is still incomplete or insufficient, and low water
prices all limit the financial incentive to improve the efficiency of water use, especially treated water for
industrial and agricultural purposes.
Shared water resources management. The regional political situations and conflicts affect the level of
cooperation among the regional countries, their commitment to implement the terms and conditions of the
bilateral agreements the exchange of information between them, and the ability to overcome difficulties
related to the exploitation of shared water resources.
Goal 1: Sustainably Manage Groundwater Resources to Restore Safe

Yield Levels and Protect Groundwater Aquifers
Groundwater resources are witnessing a significant decline in water level and deterioration in terms of
quality. Significant increases in water demand, paired with aquifer over abstraction beyond safe yields, has
over-stressed Jordan’s most important water resources and risks expanded permanent drying up of aquifers.
Water security will only be possible with a rapid shift in how groundwater is managed to enable aquifer
systems to recover and be sustained at safe yield levels and to provide protection from contamination.
Objectives
Goal 1: Sustainably manage groundwater resources to restore safe yield levels and protect groundwater aquifers
Indicator/Target: Annual abstraction reaches and sustains safe yield levels from 2035
(2021)
Objective 1.1: Reduce groundwater over- Percentage of wells abstraction 61% ~0% 2035
abstraction through the regular and reliable exceeding safe yield17
abstraction
17
Safe yield of a groundwater basin or aquifer system is defined as the amount of water that can be withdrawn from it
without producing an undesired effect (Todd, 1959, Groundwater Hydrology).

analysis of safe yield levels linked to licensing Number of illegal wells NA ~0 2035
and the water budget for all aquifers % of wells with licensed NA 90% 2030
abstraction limits enforced
Objective 1.2: Protect groundwater quality by Raw water supplies are free from harmful ongoing
minimizing pollution risks, as well as control on contamination that exceed treatment capacity
the release of untreated wastewater, and
dumping of hazardous chemicals and materials
Strategic Approach
Strengthening enforcement of regulatory measures. To limit groundwater over-abstraction, the sector
needs to begin effectively and consistently enforcing the groundwater protection bylaw provisions. There
should be specific emphasis on closing illegal wells in operation, enforcing maximum water abstraction limits
from all licensed wells, and limiting agricultural expansion. Remote sensing should be expanded to allow for
more continuous and impartial monitoring of well abstraction levels. Groundwater abstraction fees
restructuring is also needed to better incentivize conservation and efficiency. It is also important to regularly
review and update the groundwater policy based on the latest data around the safe yield of aquifers with
abstraction limits established accordingly.
Shift to groundwater conservation. The country needs to fully pivot from overexploitation to groundwater
conservation through several complementary measures. In addition to enforcement of abstraction
regulations, the process needs to be accelerated to replace current substitute groundwater use with treated
wastewater wherever it is possible and practical for irrigation, and introducing treated wastewater on a wide
scale for industry will conserve groundwater supplies. Awareness and knowledge should be better developed
on the current severe situation of groundwater resources, and the more efficient use of water, particularly
in agriculture, such as use of irrigation technologies, shift in cropping patterns, and water saving devices, in
addition to a systematic behavior change of all water users and key stakeholders.
Strengthening implementation of municipal groundwater resources safety plans and water resources
protection guidelines through operationalization of existing protection zone regulations that restrict
activities within defined zones for different water sources such as well fields and privately owned wells. This
will guarantee a better protection of Jordan’s aquifers as pollution of a single well can affect the quality of
the broader aquifer system. Municipal groundwater resources protection legislation and regulations must
be fully and regularly enforced. The water authorities should also focus on areas that are at high risk for
illegal dumping of waste or untreated wastewater, through implementing decentralized wastewater
management systems.
Investigate new groundwater resources and enhance aquifers recharge and exploitability of fossil
groundwater where feasible. Adopt innovative desalination technologies for brackish groundwater, and
increase its quantities. Investigate and utilize deep groundwater aquifers where it can be feasible and
sustainable. Introduce artificial groundwater recharge projects in pilot areas to increase the safe yields of
the aquifers.

WAJ/ - Launch a nationwide campaign on water resources and to eliminate illegal wells
Water - Strengthen groundwater monitoring scheme and expand remote monitoring
utilities
MWI - Implement Groundwater Sustainability Policy
- Work closely with all relevant parties to enforce the groundwater related legislations

- Monitor achievements against targets to effectively manage and sustain groundwater resource
through implementation of water resources protection guidelines
MoA - Work with famers to improve water use efficiency and enhance crops productivity
MoEnv - Further enforcement of the environmental protection related regulations

- Additional staff and capacity - Capital investment in expanding - Effective and efficient partnership
development in water quality and automating telemetric with stakeholders to minimize
testing, groundwater management, systems for remote well illegal exploitation of groundwater
enforcement actions monitoring - Commitment to enforce
- Staff to maintain the telemetry - Provide sufficient fund for groundwater management and
system maintaining the telemetry protection measures
systems
Goal 2: Sustainably Manage and Protect Surface Water Resources and

Its Infrastructure
Surface water supplies make up about one-third of Jordan's total water supply and are also a vital source of
water used for irrigated agriculture. Surface water systems, comprised of a series of dams, conveyance
networks, and the King Abdulla Canal are strongly impacted by weather and climate by their very nature.
Dams are losing storage capacity due to sediment accumulation over time. Sedimentation also creates
operational problems in many of the existing dams with many offtakes that might be blocked so water cannot
be released in a systematic manner. Surface water is vulnerable to illegal use and pollution given that they
are open and accessible to anyone, but surface water systems are also a significant mixing network for
treated wastewater used for irrigation and are critically important to achieving water security. To achieve
this, more investment and stronger management is needed of surface water supplies and infrastructure.
Objectives
Goal 2: Sustainably manage and protect surface water resources and its infrastructure
Indicator/Target: Increase the volume of surface water stored
(2021)
Objective 2.1: Increase surface water available Available dams storage 280 300 2030
storage capacity through both improvements to capacity (MCM)18
existing facilities and new capacity Water harvesting systems 12219 TBD 2030
(ponds and desert dams)
storage capacity (MCM)
Objective 2.2: Increase the capture of treated Wastewater quantity diverted 133 220 2030
wastewater to better manage allocation of these to allowable water surface
resources for a variety of purposes bodies (MCM)
Objective 2.3: Protect surface water resources Full compliance with environmental management From
against pollution from dumping of untreated practices and regulations for all bulk water supply 2030
wastewater, and release of hazardous materials surface water facilities
18
The available dam storage is already partially modified based on the sedimentation level in the main dams and
excluding Karamah Dam
19
This is the design quantity and there is no estimation of the current available storage for those systems

Strategic Approach
Increase investment in maintenance and upgrade of surface water facilities. An immediate priority is to
increase the capacity of existing dams by treating sedimentation or increasing their heights if possible. New
desert dams will need to be built to ensure that renewable surface water resources are developed to the
highest extent practicable and advisable, while also being constructed to maximize groundwater recharge.
Yet, these expansions in desert dams will be based on real hydrological studies, feasibilities and locations
that serve groundwater recharge to the main well fields and water demands centers. The sector should
encourage water harvesting systems at household, business, and farm levels to enable surface water
collection that will contribute to reducing water supply demand. Expanding and constructing wastewater
collection and treatment systems should take into consideration the need to protect surface water resources
from flooding risks which can cause pollution as a result of untreated wastewater.
Protect surface water infrastructure. Stronger enforcement of legislative measures’ implementation is

needed and limitation of illegal use from surface water facilities. These are vital national resources and
facilities that need to be fully protected in accordance with their value to the country and the economy.
Public awareness campaigns can help educate about the harm to the overall water situation from vandalism
and illegal water use to create public responsibility against these activities.
Establish comprehensive monitoring and management programs for surface water quantity, quality, and
protection. Monitoring surface water runoff and developing reliable hydrological models are urgent
requirements to analyze the surface water quantities and further related investment possibilities. Sediment
accumulation in dams needs to be measured annually and sediment management and removal programs
need to be designed. An integrated development and conservation program, that increases the number and
degree of freshwater resources protection zones and assesses surface water development viability within
the broader ecosystem context, is needed. This must be accompanied by legislation that allows for effective
enforcement and penalties for violations of protection zones and development conditions. Water quality
monitoring, analysis and data exchanging for treated effluent discharged into surface water facilities must
improve and expand to ensure that standards are met. This will require additional funding, facilities, training,
and coordination mechanisms with WWTPs and user groups. Particular attention must be given to adopting
and enforcing sludge standards for municipal and industrial wastewater treatment plants with much more
tightly regulated and enforced discharges from laboratories, hospitals, slaughterhouses, and similar
businesses. The sector needs to more closely cooperate across government to strengthen urban planning
and land use, ensuring surface water is considered and protected.
Water reallocation plan. The comprehensive annual and long-term water reallocation plan for all available
water resources that are established will be improved, made more evidence-based and allowed for
maximizing the socioeconomic benefits to water users and Jordan. The plan development is led by MWI in
close coordination with all sector entities and in guidance of the Water Reallocation Policy and master plans.
Institutional Roles, Responsibilities, Resources, and Requirements

JVA - Conduct studies to explore the opportunities to develop and sustain surface water resources.
- Work closely with all relevant parties to enforce the surface water-related legislation
- Put adequate operation and maintenance plans to sustain capacities of dams and treat its
sediments to restore capacities of these dams
- Mobilize resources to finance the development, maintenance, and operation of projects
MWI - Review, update and implement Surface Water Utilization Policy and other related policies and
plans.
- Develop and implement monitoring plans for measuring achievements and targets

- Staffing plan to recruit qualified staff - Capital investment for - Effective and efficient partnership
and to improve the knowledge developing/investigating and coordination with all
transfer mechanism new resources stakeholders to protect surface
- Capacity development plan to - Maintenance and water resources against pollution,
enhance the staff capacity in terms of rehabilitation budget for the vandalism, illegal usage, etc.
technical and administrative aspects existing dams and systems - The relevant legislations and policies
of surface water management are fully enforced and applied
Goal 3: Take Leadership in Regional Cooperation for Shared Water

Resources to Protect Jordan’s Water Rights and Improve Water Security
Jordan is not blessed with abundant water resources and the groundwater and surface water resources it
does have are largely shared with neighboring countries. This reality is further complicated by the fact that
Jordan is “downstream” for many of these resources and so it is reliant, to a certain extent, on the compliance
and cooperation of its neighbors for adherence to existing bilateral agreements and responsible resources
management. Since Jordan is most adversely affected if the signed bilateral agreements for water rights are
not executed, it is imperative that the water sector takes a leadership role in convening and strengthening
the Joint Water Committees established to manage these shared resources. Regular efforts need to be
carried out to enhance regional cooperation and coordination as competition and demand for these
resources is only becoming more intense among the regional countries.
Objectives
Goal 3: Take leadership in regional cooperation for shared water resources to protect Jordan’s water rights and
improve water security
Indicator/Target: River basins and aquifers are managed as a holistic resource, irrespective of national borders
Objectives Indicators/Targets Timeline
Objective 3.1: Strengthen shared Maintain the agreed upon water supplies available to ongoing
groundwater basin management Jordan from shared aquifers with neighboring countries
Objective 3.2: Maximize sustainable Maintain and ensure sufficiency of the agreed upon water ongoing
allocations and productive use of supplies available to Jordan from surface water flows with
shared surface water in the Yarmouk neighboring countries
and Jordan River basins
Objective 3.3: Strengthen Continue to implement and develop joint projects with ongoing
transboundary water mechanisms to neighboring countries
improve cooperation and shared Ensure the continuation of regional coordination and ongoing
resources management cooperation in relation to shared waters, search for
additional resources that enhance the existing ones, and
enter into new agreements as possible.
Strategic Approach
Transboundary water management must be addressed both at the political and technical levels.
Cooperation platforms with neighboring countries to ensure effective coordination and compliance with
international agreements must be steadily and regularly strengthened and nurtured. The Joint Committees
are already established in principle with water ministry counterparts in other countries and provide the ideal
platform for building better cooperation. As such they need to be activated and empowered urgently. At the

technical level, the sector needs to ensure that it has accurate and reliable data and evidence around the
changing quality and quantity of shared resources as the basis for management discussions as well as any
needed negotiations and revisions to bilateral and multilateral agreements. Cooperation can also be
enhanced through careful development, investment, and management in projects that provide multilateral
or bilateral benefits. The sector needs to actively promote and identify the economic, social, and political
feasibility of the projects to mobilize resources and public support to finance them.

JVA - Continue with organizing, activating, and convening the Joint Water Committee
- Investigate technical issues with partners and enable information exchange platforms
- Coordinate across relevant ministries such as MoEnv, MoA, public security, and MoFA
MWI - Provide the legal umbrella for the shared water resources strategy
MoFA - Provide political support for the executive entities

- Dedicated staff with experience - Donor funding support for joint - Water Management Information
related to international water law and projects System is fully functional.
negotiation capacity - Public budget, local financing, - The water quantity and quality
- JVA Regional Water Resources Unit is and private sector participation measurement and monitoring
fully institutionalized and operational investment in joint projects systems are improved
Goal 4: Increase the Efficiency of Water Use in Households, Tourism,

Industry, and Other Key Business Sectors
Although water efficiency in the service and industry sectors is reasonably high, every drop counts, and more
work is still needed to improve overall efficiency and expand the utilization of water-saving technology.
Objectives
Goal 4: Increase water use efficiency in households, tourism, industry, and other key business sectors
Indicator/Target: Increase in water use efficiency and adoption of water-saving measures
Goals/Objectives Indicators/Targets Timeline
Objective 4.1: Work closely with related Cooperation mechanisms are strengthened and a Ongoing
authorities to implement, regularly review, and process of regular review and update of standards
update (as needed) legislation and regulations and technical regulations for water efficient
for water use efficiency and water harvesting appliances, plumbing products, water harvesting,
and grey water systems and grey water systems is implemented
Objective 4.2: Promote consumer efficiency Increase in proportion of households and Ongoing
measures and provide guidance for improved consumers adopting water efficient practices,
water use practices, water-saving appliances and appliances, technologies, water harvesting systems,
technologies, and utilization of water harvesting and grey water systems
and grey water systems
Objective 4.3: Collaborate with business Increase in number of businesses with updated Ongoing
partners and industry to adopt improved water water-use practices or technologies, water
use practices, water-saving technologies, and harvesting, and grey water systems adopted, year-
water harvesting and grey water systems on-year

Objective 4.4: Increase the use of water-saving Increase in overall volume of water recycled in Ongoing
practices, reuse, harvesting and recycling in industry; volume of water harvested; number of
industries to reduce the amount of freshwater facilities with improved water use efficiency
used
Strategic Approach
Increase awareness and adoption of water-saving practices. The water sector needs to be a strong advocate
and information source for the range of the most viable, impactful, and appropriate water-saving practices
and efficiency measures for households and each main type of business and industrial use. This can include
awareness raising programs, demonstration platforms, technology transfer tutorials, and publicly available
guides to efficiency. The sector also needs to take the lead in enabling rainwater harvesting in households,
business, and industrial facilities.
Incentive programs for industry. The sector can also consider implementing incentive programs for industry
to expand the use of treated wastewater as well as to promote on-site water treatment and recycling. Water
use efficiency regulations need to be regularly updated and consistently enforced. This encompasses water
use efficiency standards in building and plumbing codes, water use ratings for appliances and similar
products, and clear guidance on rainwater harvesting.
Improve and enforce plumbing and water appliances codes and standards. The sector will work with the
different parties who oversee revising the plumbing and water appliance codes and standards to be stricter
for saving water as well as to enforce them in the market and in new property development.

WAJ - Outreach and awareness raising for water use efficiency
MWI - Continuously review, update, and implement relevant policies
- Enforce existing/new legislations related to water use efficiency
Water - Partner with high water use customers on water efficiency approaches and outreach to
companies publicize benefits and return on investment
MoITS - Develop an incentive program to promote water recycling technologies in the industrial
sector
- Improve and enforce the water appliances codes and standards toward more efficient ones
Municipalities - Enforce the plumping codes and rainwater harvesting regulation in the new property

Capacity development in range - Investment in testing and knowledge Clear financial benefits to
of appropriate and viable transfer for innovative technologies businesses and industry to
efficiency measures and - Budget for incentive schemes for adoption adopt efficiency measures
technologies of efficiency measures including tax
exemptions, new tariffs, rebates, etc.

MWI will continue leading the overall monitoring and evaluation of the water resources use and efficiency
within each economic sector and direct the national planning and policies to ensure sustainable utilization

of the existing and new water resources as well as increase the water use efficiency. Currently, WAJ is
responsible for monitoring groundwater resources, and JVA is responsible for monitoring the surface water
in JV including the regional transboundary water. However, once the bulk management entity is established,
the operational monitoring and evaluation of both groundwater and surface water resources will be
consolidated. It is essential to automate data collection processes and treating it, providing timely and
accurate data.
Conclusion
Effective management and protection of Jordan’s water resources is a complex and critical function of the
water sector. The national strategy recognizes this, and its goals reflect the need for holistic and integrated
strategies that address supplies, uses, and improvements on the part of all elements of society from water
authorities to business leaders and households. It also reflects that the water sector alone cannot deliver
this goal on its own as a much stronger and consistent enforcement of existing water management and
protection provisions is the responsibility of many parts of the government as well as the water companies.
Achieving these goals is essential to the country’s economic growth and to people’s prosperity and quality
of life. A running theme throughout each goal and objective is the need to have better and more reliable
data on Jordan’s water resources to improve every aspect of management, planning, and oversight.
Furthermore, the water use efficiency and water quality objectives are directly linked to achieving the SDG
targets.

5 UTILITY MANAGEMENT AND SERVICES
Service provider organizations in the water sector (utilities) are responsible for the production, treatment,
distribution, delivery of water to customers, and wastewater collection, treatment and reuse. This chapter
addresses the specifics of O&M and management throughout this system from the bulk and retail supplies
of water and the wastewater treatment and reuse, identifies the problems and ways to be addressed
essentially around five components (a) bulk water supply, (ii) wastewater treatment, (iii) water and
wastewater infrastructure, (iv) use of reclaimed water (v) and sludge management. The ultimate level of
services is measured by customers satisfaction, as the process of management and service operations is a
complicated one, calling for high professionalism and accountability with clear identification of roles and
responsibilities; achieving goals pertaining to the provision of water and sanitation equally, to reduction of
Non-Revenue Water (NRW) in all water systems, and to safely manage wastewater treatment within public
health requirements, and to protect the environment while maximizing supplies available for reuse.
Current Situation
Bulk Water Supply
The bulk water system is defined as the system responsible to produce, treat, and transfer municipal water
to the three regional utilities (Jordan Water Company - Miyahuna for Amman and the middle governorates,
Yarmouk Water Company (YWC) for the northern governorates, and Aqaba Water Company (AW) for the
southern governorates).
Jordan’s bulk water system consists of the following key systems:
Disi Aquifer Transfers water from Disi to Amman, Zarqa, and the northern governorates. Consists of
System wells in Disi aquifers and pumping stations; and terminal reservoirs in Dabouq and Abu
Alanda
Zai Transfers water from the King Abdullah Canal (KAC) in Balqa governorate and purifies it in
Treatment Zai Treatment Plan then transfers it to Amman so it is mixed with Disi Water in Dabouq
Plant Reservoir. Consists of intake, pumping stations at Dair Alla, multiple branches that feed
System Balqa area, and a Water Treatment Plant (WTP) terminal reservoir in Dabouq, Amman
Zara Maeen Transfers water from Moujeb Dam after purification to Amman and is then mixed with
System Disi Water in Abu Alanda Reservoir. Consists of reverse osmosis (RO) treatment and
pumping stations and delivers the water to Abu Alanda reservoir, and also feeds areas in
the Jordan Valley
Za’tary Transfers water from Zarqa and Mafraq Governorates to Irbid, Jerash, and Ajlun
System Governorates (YWC)
Wadi Al Transfers water from several sources, including Wadi Al-Arab well fields, Tabqat Fahl, and
Arab King Abdullah Canal after purification at Wadi Al-Arab station, and then transfers it to
System Irbid, Jerash, and Ajloun Governorates. Consists of two parts; the first: Wadi Al- Arab and
Tabaqet Fahel well fields from which water is transferred through several pumping
stations to Zabdah reservoir in Irbid, and the second: withdrawal of water from King
Abdullah Canal to a water treatment plant in Wadi Al-Arab and several pumping stations
on the pathway of the first part.
The existing bulk water supply system facilities are managed by WAJ, JVA, and water utilities through a
variety of different arrangements. For example, Disi is a BOT overseen by WAJ; Zai and Zara Maeen are
managed by Miyahuna; and Za’tary and Wadi Al Arab systems are managed by YWC. There are also water
supply systems managed directly by the utility companies.

Table 9 shows the percentage contribution from each system in 2021 in relation to the total supply at a
national level.
Table 9: Resources Percentage of Contribution to the Total Supply, 2021

Supply Source Supply (MCM/Year) Percentage to Total Supply
(a) Bulk System Supply
Disi 100 19.2%
Zai 83.5 16.0%
Zara Maeen 28 5.4%
Wadi Al Arab 26.2 5.0%
Za’tary 25.2 4.8%
Total Supply from Bulk System (a) 262.9 50.4%
(b) Supply from other local resources 259 49.6%
Total Supply 521.9 100%
The current bulk water system allows for allocation between the different Governorates except for the
southern ones, which will be supplied by local resources (its share will be increased through the National
Conveyance Project. The bulk system facilities are connected to SCADA allowing for more flexibility and
reliability of operations.
Wastewater Treatment
There are 31 wastewater treatment plants (WWTPs) across the country managed by the sector entities, six
of which are septage plants. The current capacity of the WWTPs is around 600,000 m3/d, which is expected
to be expanded to 800,000 m3/d over the next five years after completing ongoing and committed projects.
As Samra WWTP has the largest hydraulic capacity of 365,000 m3/d, followed by South Amman WWTP with
a capacity of 52,000 m3/d.
As Samra WWTP which is in Zarqa serves both Amman and Zarqa. And in 2021, As Samra WWTP absorbed
nearly 68% of the wastewater flowing across the country. Studies are currently ongoing to establish a new
plant in addition to As Samra to increase treatment capacity for Amman and Zarqa. Expansion and
rehabilitation of some WWTPs will be studied in some Governorates, including the construction of two new
WWTPs in Deir Alla and Naour areas, and Ain Al Basha WWTP in Baqa’a area instead of Balqa WWTP.
Most of the WWTP are SCADA operated and utilize relatively new technologies (activated sludge, trickling
filter, etc.). And after the completion of the ongoing and planned expansions and rehabilitation of these
stations, it is expected that the quality of the treated water will be improved to be used in agriculture within
the Jordanian standard specifications. For this purpose, a strict quality monitoring scheme is applied by WAJ
and the utilities to ensure treated wastewater quality is compliant with the Jordanian Standard JS 893-
Reclaimed Domestic Wastewater. Jordan Standards and Metrology Organization, MoH and MoEnv (through
the Royal Scientific Society) also apply a quality monitoring program for effluent of wastewater treatment
plants.
Water and Wastewater Distribution Infrastructure

Water Supply Distribution Infrastructure
The water supply infrastructure in each governorate consists of local wells, reservoirs, pumping stations, and
the primary and distribution piping systems. The national coverage of the water system is high, reaching
around 94% of the population. In 2021, total water quantities supplied through the national system was
about 522 MCM.

Miyahuna manages the middle governorates water systems covering Amman, Zarqa, Balqa, and Madaba
which constitutes more than 63% (330 MCM in 2021) of the consumption quantities in the Kingdom. Except
for the capital, Amman, the infrastructure systems of the water networks within Miyahuna's service areas
suffer aging and high-pressure variance, causing increased NRW quantities and low operational energy
efficiency. In 2021, NRW ranged between 47% (Amman) up to about 72% (Balqa), with a weighted average
NRW of 52% as illustrated in Figure 30.
YWC manages the northern governorates water systems for Irbid, Mafraq, Jerash, and Ajloun which generally
consist of old distribution networks that are not pressure zoned. This makes managing NRW more difficult.
House connections are also mostly old and cause high leakage levels in the tertiary system. In 2021, the
northern governorates water system supplied around 21% of Jordan’s total water supply at 112 MCM. NRW
ranged between 40% (Irbid) to about 68% (Mafraq), with a weighted average NRW of 50%.
As for Aqaba Water Company (AW), in addition to Aqaba, it manages the southern governorates water
system covering Karak, Tafilah, and Ma’an which is an old system and its transmission and distribution mains
are worn-out with no pressure management, additionally most customers meters are inoperative. The water
system in Aqaba governorate within Aqaba Special Economic Zone Authority (ASEZA) is very advanced and
highly automated, including smart metering solutions. In 2021, the southern governorates water system
supplied around 15% of Jordan’s total water supply at 80 MCM. NRW ranged between 33% (Aqaba) up to
about 74% (Ma’an), with a weighted average NRW of 58%.
Miyahuna YWC AW
80% 71.8% 73.8%
68.4% 70.9% 69.3%
70%
57.4% 57.7%
60% 52.2% 52.5%
48.5% 49.7% 49.8%
50% 46.7%
39.7% 42.4%
NRW %
40% 33.3%
30%
20%
10%
0%
Figure 30: Non-Revenue Water Percentages per Governorate and Water Company in 2021
To overcome the key challenges facing the water utilities in reducing the high level of NRW, the water sector
developed in 2022 the National NRW Strategy for Jordan’s Water Sector (2022-2040). This strategy becomes
a part of the NWS.
Wastewater Distribution Networks

The wastewater networks in the Kingdom’s Governorates consist of wastewater collection networks,
pumping stations, transmission mains, and treatment plants which transferred and treated around 190 MCM
of wastewater in 2021. At a national level, Jordan has relatively high sewerage network coverage connecting
66% of population20. Sewer system coverage in the middle governorates has relatively good due to the
highly urban nature of the service area and this will further increase upon completion of ongoing and
committed projects in all areas of the Kingdom. The system currently collects and transfers 81% of the total
wastewater produced in Jordan. There are some overloaded trunk lines in Amman and Zarqa which
20
MWI / Wastewater Department Data including septage WWTPs

experience some overflow issues, especially in winter due to illegally connecting rainwater collection to the
wastewater networks in building and some roads, instead of connecting and discharging it in a separate
rainwater collection system. Several wastewater networks in the Kingdom, including Amman, Zarqa, and
Balqa are old and need to be renewed and rehabilitated within priorities that are set for this purpose.
For the northern governorates sewer system, coverage ranges from 17% of population for Mafraq to about
50% for Irbid, served by five WWTPs21, forming in total about 12% of wastewater quantities produced in
Jordan. Expanding the scope of coverage into new unserved areas through connection to the existing transfer
sewer could be an issue considering the current limited system capacity.
In southern governorates, except for some immediate improvements required in both Ma'an and Tafilah,
the existing sewage system has a good capacity, covering about 20% of the population in Tafilah and 85% in
Aqaba. The quantities of produced water constitute about 6% of the total wastewater produced in Jordan.
Since the system covers only the governorate centers in the south, the sector needs huge investments to
expand its coverage to include the most widespread population centers, especially in Ma'an governorate.
Projects to expand the coverage of the network will be carried out based on a study and analysis of the
expected cost, return and environmental impact, especially on groundwater.
Reuse
The quality of treated wastewater in Jordan is high enough to provide a range of reuse opportunities.
Currently, reuse systems are mostly localized to the areas surrounding the WWTPs due to lack of
transmission infrastructure for the recycled water to other areas. In 2021, the total amount of treated
wastewater was about 186 MCM with around 130 MCM produced from As Samra WWTP and discharged
into Wadi Zarqa and flowing into the King Talal Dam and then to King Abdullah Dam for reuse as irrigation
water in the Jordan Valley.
The main reuse area currently is the southern part of the Jordan Valley, where freshwater is scarce. In the
northern Jordan Valley, current major projects are ongoing to upgrade WWTPs and connect them to
distribution systems which will also require some modification to the existing reuse distribution system.
Though there are no major reuse activities in the highlands, MWI is considering expanding reclaimed water
reuse in those areas. And excluding the Jordan Valley, Aqaba is among the highest users of treated
wastewater due to the high quality of reclaimed water produced and the strong industrial demand for it,
instead of the fresh water supplies which are needed for drinking water.
Sludge Management
Sludge is a biological solid byproduct resulting from the wastewater treatment process at treatment plants.
Most wastewater treatment plants in Jordan rely on sludge drying beds and either store the dried sludge at
the WWTP facilities or transfer it to landfills22, 23. An inaccurate approximate quantity of about 100,000 ton
of dried sludge was produced in 2020 from all WWTPs across Jordan, and it is forecasted to increase to
around 135,000 ton by 203524. Standard JS 1145 (2016) regulates the production, transportation, and reuse
of biosolids. It classifies biosolids into three classes and restricts reuse options of each class. Type I and Type
II sludge can be used as soil amendment in the rangelands, and Type III sludge can only be transported to
sanitary landfills. The standard defines the reuse in rangelands as uncultivated non-irrigated rangelands, so
crop cultivation is not allowed25.
21
Excluding Septage WWTPs
22
USAID Water Reuse and Environmental Conservation Project Kingdom-Wide Biosolids Management Plan 2014
23
Reuse of Treated Wastewater and Biosolids in Jordan | Nationwide Evaluation
24
SSM Project Fact Sheet, GIZ 2021
25
ICARDA, 2020 - Focus Group Discussion Report Farmers' Attitudes Towards Biosolids use in Agriculture: Evidence from
Jordanian Badia (cgiar.org)

Bulk Water Supply
• The current bulk water systems are operated by a combination of WAJ and the utilities, requiring
well-coordinated planning and operations. These systems are using different SCADA versions that
are not integrated, which requires WAJ to coordinate through the command center manually
receiving operational data from each water utility and determining water shares accordingly, in
coordination with the three utilities.
• Water quality management sometimes requires mixing supplies from different resources, where
their quantities and qualities fluctuate due to seasonal and environmental variations.
• The current staff capacity is suitable to operate and maintain the level of complexity of the system.
• Funding required to expand or upgrade the bulk system is high as it involves lengthy pipes and high
pumping capacities, as well as water treatment and storage facilities.
• Increasing energy costs due to advanced treatment and pumping over long distances (e.g., Disi to
Amman) and high elevation difference between demand centers such as Amman and water sources.
• Various impacts of climate change on water system capacity to deliver stable water supply as output
levels of the water sources are fluctuating.
• Illegal use and networks vandalism contribute to increasing system losses and cause regular supply
interruptions.
Wastewater Treatment
• WWTPs are mostly overloaded and expanding sewerage system is costly as it requires establishment
of networks and treatment plants. Some WWTP locations face growing environmental and
operational barriers due to urban development and growing encroaching on facilities, in addition to
the challenge faced in reaching an agreement on the location of the new WWTPs in a way that
satisfies majority of area inhabitants which can delay finalization of those projects.
• Low efficiency of some existing WWTPs as they operate above their capacity, , which generates
operational problems and disturbance to neighboring populations, and release of unpleasant odors,
as well as not meeting the environmental requirements.
• Capacity limitations of onboard staff and insufficiency of required skills in O&M, which requires
continuity in training and development to effectively operate and maintain newer and more complex
WWTPs.
• The need to increase energy use efficiency and comply with standards that allow operational cost
reduction, and taking advantage of renewable energy and/or energy production, such as biogas.
• Industrial wastewater treatment is limited and part of it is managed on-site within industrial cities.
Remaining quantities are discharged into the sewer system that increases the biological and
chemical loads on treatment plants.
• Sludge management practices in most WWTPs are weak. Better management will improve the
environmental standards and create opportunities for reusing sludge for energy production and in
other uses like soil conditioner and fertilizer if it does not contain toxic industrial chemicals.
• Both Illegal connections and stormwater runoff into wastewater networks in the rainy season
overload or disrupt the treatment process, at times requiring untreated effluent discharge into
Wadis, and must be avoided.
• Illegal industrial waste and Zibar disposal into the sewer systems is an environmental threat,
deteriorating effluent quality and creating treatment challenges.
• Energy regulations limit renewable energy development and options from wastewater treatment
operations, such as biogas, have not been widely developed so far.

Water and Wastewater Infrastructure
• High NRW is the largest operational challenge for the sector and requires significant investments
coupled with continuous water supply, rigorous management systems, and capacity to control and
reduce.
• Weakness of existing systems due to unavailability of funds required for operations, maintenance,
and investment, in addition to insufficiency of human resources qualified for these operations.
• Minimal levels of automation in the distribution system limit O&M and NRW improvements.
• NRW management is challenged by high variations in pressure in water networks as a result of the
inconsistent development in supply networks at some Governorates.
• Overflow from wastewater networks in some areas creates environmental and health risks.
• Addressing the illegal connections to water and sewer networks requires improved coordination
with security agencies to enforce the law.
• Some households and facilities do not benefit from sewer networks constructed in their areas as
they cannot afford the cost of connection to those networks.
• Some wastewater systems face operational challenges related to reaching the end of their
operational lifetime, the quality of materials used, and the limited capacity of those systems.
• Funds are prioritized for water projects, limiting expansion in wastewater services and the
development of their systems.
• The management of the water institutions needs to consistently prioritize, and coordinate with other
government authorities to increase funding for maintenance activities in the water utilities when
preparing annual budgets.
Reuse
• Normally, wastewater treatment plants are established near population localities, which could have
some social and environmental impacts on that area. Locating WWTPs far from demand areas
creates challenges related to the increased costs of the infrastructure needed to transport
wastewater to these plants, and in some cases, the additional costs of transporting treated water to
remote locations for reuse.
• Fluctuations in quality and quantity of treated wastewater throughout the year, because of the
inefficient operation and maintenance of treatment plants and the difference in quantities between
summer and winter, limit reuse opportunities; as reuse of treated wastewater in industrial and
agricultural sectors require set quality standards and reliable quantities.
• Reduced demand for treated effluent during winter season, put limitations to discharge the
reclaimed water, which creates a critical challenge.
• Groundwater is always a favored source unless legislation is adopted to promote use of reclaimed
water and limit abstractions from current licensed wells.
Sludge Management
Sludge management has not been sufficiently recognized in Jordan, as it is facing a number of challenges
related to its existing basic treatment and utilization methodologies, along with its disposal to landfills that
cause several key issues as following:
• Reduction in quality of surface and groundwater and soil contamination due to leachate.
• Missed opportunities for potential energy generation from sludge such as biosolids reuse in cement
production or in incineration plants for energy recovery.
• High GHG emissions due to high methane formation during biodegradation26.
• High drying cost of sludge.
26
GIZ, 2014 - “Preliminary Assessment of Environmental Health & Safety Aspects of Current Sludge Handling Practices”

• High disposal costs associated with transportation from WWTPs to landfills (costs differ depending
on the distance); estimated costs range between 7-28 JD/m3 for dry sludge, and in the range of 2-4
JD/m3 for liquid sludge (slurry)27.
Opportunities and Threats

The following table summarizes the opportunities and threats in the management and operations of water
utilities.
Major area for PPP, especially in the context of bulk a. Network expansions require major investment
water, WWTPs O&M, and NRW b. Energy cost’s reflection on project costs
c. Illegal connections and vandalism limit
development and private sector’s interest
Renewable energy generation; energy efficiency Limiting regulations and absence of incentives for
utilizing renewable energy and sludge as an energy
source in the industry
Available donor funds, specially under the climate change Unclarity in prioritizing projects and weakness of
funds feasibility studies that address climate change
a. Reclaimed water use for agriculture and industry can a. Social and cultural reservations on reuse of
replace fresh water, allowing resources to recover treated wastewater
b. The level of reclaimed water reuse vs. treated b. Inability to update the current regulations needed
wastewater quantity is already substantial even to limit freshwater usage and expand reuse
though, it can be further increased c. The presence of some restricted regulations on
c. Potential of benefiting from carbon credit through utilization of treated sludge as soil amendments
land application of sludge and its products (biochar)
Goal 1: Deliver Effective, Efficient, and Responsive Water and

Wastewater Services to All
This goal reflects one of the top priorities for the sector in ensuring that water and wastewater services are
as effective, efficient, and responsive to customers as possible. Achieving this goal requires addressing
coverage levels, service levels, water quality, and reaching continuous supply for all.
Objectives
Goal 1: Deliver effective, efficient, and responsive water and wastewater services to all
Indicator/Target: National customer satisfaction levels sustained at international benchmark levels from 2035
Goals/Objectives Indicators Baseline (2021) Target Timeline
Objective 1.1: Expand utility % of households connected to 94% 98% 2030
water and wastewater services to safely managed drinking water
achieve full coverage for cities services through water network
and towns and access to safe % of households connected to 66% 80% 2040
water for villages sewered sanitation services
% of people living in Jordan with 89% 100% 2040
access to safe wastewater services
(sewered and non-sewered)
Objective 1.2: Improve efficiency Install all needed network upgrades to prepare for and then 2033
of network operations and adjust to the receipt of additional quantities from the national
maintenance to achieve desalination and conveyance projects
continuous supply with minimal Provide continuous supply of municipal water to all customers 2030
water losses connected to the water network
27
UFZ, 2020 - Reuse of Treated Wastewater and Biosolids in Jordan | Nationwide Evaluation

Execute 100% of legislative actions against illegal water From 2028
connections and water network attacks to ensure fair water
distribution to the rest of the customers
Execute 100% of legislative actions against illegal wastewater From 2028
connections and wastewater network attacks to protect
customers and the network from contamination and
environmental harm
Strategic Approach
Switch to continuous supply operations. The water sector works on achieving and maintaining continuous
water supply across the country from 2030. Water infrastructure master plans will continue to be updated
against this criterion, addressing the full system of services from drinking water production, transmission,
and distribution to customer connections. The developed master plans will be updated in 2024 and reviewed
every three years or whenever needed. Investment priorities will be determined around improving network
efficiency and expanding service coverage, and reflected in utility annual investment budgets. Achieving
continuous supply in 2030 comes in time with gradually expanding service in new areas and improving
networks efficiency, so they are able to support it and additional water comes from the National Conveyance
Project. The plan will also address commitment to national, comprehensive, and continuous water supply
rationing to achieve equality. The water sector will also continue its steady efforts in improving the
infrastructure through 2030.
Build O&M capacities of water utilities. Management and operation of water and wastewater systems
require qualified and trained human resources along with an incentive program that is aligned to the
complexity and scale of operations and management. The water sector entities will work on increasing staff
capacity development to improve operational efficiency and extend the life of infrastructure and assets. Each
entity will develop a plan for continuous assessment of networks and facilities to determine rehabilitation
or upgrade needs by 2024 and will update it annually. In addition, robust O&M asset management practices
will be implemented for preventive and predictive maintenance activities by 2025.
Regulate water companies and monitor their performance. Performance management, accountability, and
transparency are cornerstones of effective service delivery and customer confidence. For this purpose, the
water entities will give attention to regulatory functions through enabling the Utility Performance
Management Unit to expand performance monitoring to cover all governorates and bulk water supply by
2024. Utilities will develop their performance improvement plans, focusing on achievable targets based on
their capacity, available resources, and financial performance. Sector water and wastewater services
performance reports will be developed and published annually.
Enforcement of laws and regulations. Illegal use and over-pumping of private wells create immense harm
for the sector and are essentially depleting the already very limited water supplies for different uses. Further,
it costs the Government of Jordan and taxpayers tens of millions of JD in water that they have paid to
produce, treat, and deliver to customers. Capacity development of human resources will target enabling
them so they could identify methods for planning and implementation of campaigns to counter illegal
connections. This will include both public outreach and methods to detect and correct illegal connections
and wells. The sector will expand the use of advanced technologies like remote sensing to identify hot spots
and undertake remedial actions. Workers will also be trained to strengthen their ability to collect appropriate
evidence needed to successfully prosecute illegal water users. Additionally, the different governmental
bodies will need to support the water sector entities in dealing with illegal cases and practices.
Increase rates of connection on wastewater networks. Innovative approaches will be introduced to

encourage households to connect to sewer networks in the served areas. Additionally, reviews and updates

on existing regulations will continue in order to support water sector institutions and companies in increasing
sewer network connections in the served areas.

Water - Develop utility-level infrastructure plans in coordination with WAJ
companies - Plan and implement switch to continuous supply on water system level
- Strengthen and improve O&M activities
- Implement illegal use campaigns in coordination with WAJ and MoI
WAJ - Develop national-level infrastructure plans to address water allocation and distribution
- Carry out necessary and planned capital investments for water system restructuring
- Implement illegal use campaigns in coordination with utilities and MoI
MWI - Consolidate nationwide investment plan
- Donor coordination and planning for capital investment
MoI - Support implementation of illegal campaigns
- Training of water sector staff and jurisdiction officers
MoH - Monitor water quality

- Water companies need to be staffed - Capital investment for - Increase penalties on illegal use
with qualified planning, operational, water system restructuring - Support enforcing illegal use
maintenance, customer services and - Sufficient O&M budget regulations by Ministry of Interior
technical employees - Introduce proper incentives to the staff
Goal 2: Reduce Non-Revenue Water (NRW) in All Municipal Water

Systems to Increase Supply Quantity and to Ensure that New Water
Supplies from Desalination are Utilized to the Greatest Extent
Practicable
NRW reduction is essential for water security and one of the biggest sector challenges. This is a top priority
for the sector particularly before starting the operation of the National Conveyance Project of high cost,
which will lead to an increase in supply periods and a rise on water losses in the absence of effective control
of the water supply systems. NRW reduction, both administrative and physical, will be addressed through
improving operational efficiency, network upgrades, strengthening operations and maintenance, and
developing human resources capabilities. The illegal use of water (whether it is illegal water connections or
tampering with water meters), the inaccuracy of the meters and the errors related to the billing processes
are among the most important causes of administrative loss, while the physical loss represents water leakage
from pipelines, networks and other facilities.
Administrative loss will be addressed by replacing the old meters, automating them, improving billing
processes, raising collection efficiency, and intensive work to reduce illegal uses. The water institutions will
also put great efforts to reduce physical losses through a wide range of measures that will improve operation
and maintenance, strengthen infrastructure and prudent management of operational pressures at pumping
stations and in all water systems and distribution networks, and increase metering on main lines with the
aim of measuring the quantities of water transported in those lines. In addition to working on reducing the
response time for maintenance and handling complaints. The water institutions will expand automation and
the use of smart systems and link them to the primary and secondary administrative and operational

processes to control water flows and pressure levels and integrated asset management with full linkage
between the various functions of maintenance, operation, stores and customer service.
Objectives
Goal 2: Reduce Non-Revenue Water (NRW) in all municipal water systems to increase supply quantities and to
ensure that new water supplies from desalination are utilized to the greatest extent practicable
Indicator/Target: NRW reduced from around 50% to 35% nationally when operating the national conveyance
project, and to 25% nationally by 2040
Goals/Objectives Indicators/Target Timeline
Objective 2.1: Reduce • Ensure that 100% of municipal water customers are billed Ongoing
administrative losses across all • Reach 100% municipal water customers’ billing generated and
municipal water systems to ensure from reliable meter readings by 2026 continuous
that water that is treated and • Installation of accurate meters on water sources and
distributed reaches customers transmission mains is 100% completed by 2026
• Continue work to reduce illegal water use and take legal
actions against them
Objective 2.2: Upgrade municipal • Restructure water networks to achieve 100% isolated Ongoing
water system management District Metered Area (DMA) coverage with verified
practices to reduce physical losses metering by 2030
by controlling and rapidly repairing • Water network regularly surveyed for invisible leaks
leakage and more effective when continuous supply is achieved
maintenance and pressure • Steadily reduce the number of pipe breaks per km of
management network while significantly improving the response time
repair reported leaks and breakages, with appropriate
timelines and targets set for each utility
• Improved operational pressure management and
continuous monitoring
Objective 2.3: Increase automation Control primary and bulk water transmission operations 2033
of water supply system operation through SCADA by 2033
Objective 2.4: Improve asset All utilities improve their asset management through an 2030
management automated and integrated asset management system by 2030
National NRW Strategy for Jordan’s Water Sector (2022-2040) released in 2022 is considered part of this
NWS, providing more details on the comprehensive strategic step towards managing NRW with key
outcomes and investment needs to reduce to the targeted NRW. The implementation of this strategy has
started immediately upon its endorsement.
Strategic Approach
Switch to continuous supply operation to better manage NRW. To reach the NRW target, the water system
must be under continuous supply, which enables leak detection and management of operational pressure in
a continuous way, such that physical losses can be detected early and repaired quickly. This will take into
account that the application of continuous supply will be in water systems and isolated distribution areas
subject to monitoring and controlling.
Develop, update, and implement utility-level NRW reduction plans. The national NRW Reduction Strategy
clearly articulates the priorities, strategic direction, and specific actions for NRW reduction in all water
systems. Each of the water sector institutions shall have to correspondingly develop its utility-level NRW
reduction plan that aligns with the water sector Infrastructure Water Master Plans. These plans shall identify
priorities and investment needs to achieve NRW reduction targets.
Build NRW management capacities of water utilities. Build operational and management capacities of
human resources and set appropriate programs for motivating them to plan and implement effective
operations to address NRW and to conduct leak detection surveys. This will include development of plans

for installing the required meters and implementing operational pressure management. Asset management
practices will be improved to carry out effective and ongoing maintenance.
Implement PPP in NRW management. PPPs can be a valuable tool in NRW reduction. Water institutions will
define appropriate and feasible PPP cases and design the appropriate projects. capacities will also be built
to develop and manage PPP contracts, building on previous cases, including the identification of areas for
improvements.
Ensure effective and continuous monitoring and measurement. It is vital to put in place monitoring
measures to assist in managing the NRW and setting priority actions, and in measuring, monitoring and
analyzing flows and the operational pressure levels across the water system.

Water - Develop utility NRW reduction plans
companies - Implement automation and SCADA for primary and secondary systems with effective monitoring
- Planning and gradual implementation of transition to continuous supply at the overall water system
level
- Implement proper O&M activities
- Implement illegal use campaigns in coordination with MoI
- Implement performance-based plans
WAJ - Implement illegal use campaigns in coordination with utilities and MoI
MWI - Consolidate nationwide investment plan
- Seek funds for capital investment
- Institutionalize a PPP unit to develop future PPPs and support utilities in overseeing current PPPs
MoI - Support implementation of inspections on illegal use of water
- Train staff of water institutions and jurisdiction officers on legal procedures and requirements
related to inspections on illegal water use

- Water sector institutions - PPP investment planning - Agreement with related
staffed with qualified NRW - Budget allocations for system Governmental bodies on PPP
management, planning, leak restructuring and O&M cases and its feasibility,
detection, operational, - Funding for meter installation and contractual terms, and financing.
maintenance, customer replacement - Increase penalties on illegal use
services and technical - Budget for SCADA implementation - Enforce illegal use regulations by
employees - Performance-based incentive programs related Governmental bodies
to be self-financing from the gains
Goal 3: Safely Manage and Treat Wastewater to Protect the

Environment, Health and Nature While Expanding Wastewater Services
and Maximizing Reuse of Treated Wastewater
This goal reflects the importance of wastewater treatment for the environment and public health, and for
securing additional water supplies through recycling and reusing in some fields of industry and irrigation.
The water institutions will work on improving treated water quality and minimizing pollution of water
resources with wastewater and hazardous chemicals. For this purpose, securing safe containment, transport,
treatment of municipal and industrial wastewater, and efficient management of sludge (biosolids resulting

from wastewater treatment operations) to expand options for reuse and energy generation from biosolids.
This will then enable further expansion in the use of reclaimed water in agricultural and industrial uses.
Objectives
Goal 3: Safely manage and treat wastewater to protect the environment, health and nature while expanding
wastewater services and maximizing reuse of treated wastewater
Indicator/Target: Safe containment and treatment of all wastewater
(2021)
Objective 3.1: Ensure that all % connected to a sanitation system that 88.5% 100% 2030
households, businesses, and is compliant with all relevant standards (2020)
government facilities within areas and regulations28
serviced with wastewater networks % of detected illegal waste discharge into NA ~100% 2026
are connected wadis and public sewers that are
corrected
Objective 3.2: Improve sludge % of sludge disposed in landfills from NA ~0% 2030
management to reduce environmental total sludge produced
impacts and seek opportunities for % biosolids reused NA TBD 2030
productive reuse (such as soil % sludge used to generate Combined ~0% TBD 2030
improvement, fertilizers, cement kilns Heat Power (CHP)
or incineration with energy recovery)
Objective 3.3: Expand reuse of Volumes of reclaimed water used in irrigation and industry are Ongoing
reclaimed water increased to at least 95% of all reclaimed water
Strategic Approach
Implement sustainable sludge management. The sector will build capacity and implement projects for
sustainable sludge management from 2025. This will include integrating PPPs in WWTP operation and sludge
management. The focus will be on improving sludge treatment to allow for reuse including options to adopt
advanced technologies. Some potential opportunities can be: biosolids as fuel in cement kilns as an
alternative energy source, use in incineration plants for energy recovery, biosolids converted to biochar
(carbonaceous material) as a soil amendment and fertilizer, and introducing a sludge digestion system to
produce biogas and generate energy in wastewater treatment plants. These efforts will need to be
accompanied by updates to current regulations to expand internationally applied options for reuse and
renewable energy generation. More advanced ideas could be upcycling solutions such as pyrolysis and
pelleting which would allow the valorization of treated sludge as an alternative industrial fuel, industrial raw
material, or as compost additive.
Revise current legal and regulatory framework and improve compliance and enforcement. Standards
related to wastewater treatment need to be revised consistently with international best practices to expand
sludge and reclaimed water reuse, respectively. Building relevant staff capacity across the sector and
securing the required support for regulations’ enforcement and implementing campaigns on illegal
connected properties to sewerage system and discharge of wastewater is essential. Deploying appropriate
technologies (e.g., tankers tracking systems) to identify and redress hot spots for illegal dumping and build
capacity of water sector institutions’ staff is vital to undertake their role as jurisdiction officers and build
successful cases to take to court.
Use communication and behavioral change campaigns to build public awareness and support. The sector
needs to engage in outreach and campaigns with agriculture sector stakeholders to explore the most viable
options and build understanding of the benefits of biosolids reuse. Similar engagement with industries is
28
This indicator is based on the SDG target 6.2.1

needed to develop agreements for reclaimed water sales to shift their water use away from groundwater
resources.
Expand coverage of wastewater networks. The sector will develop an action plan that emerges from the
National Wastewater Infrastructure Master Plan and define priority areas to expand sewer systems. New
WWTPs are proposed for the areas with population centers over 5,000 people. The expansion of the sewer
network will fully utilize the available WWTPs. Priority will be given to areas with high vulnerability of
groundwater to prevent contamination.
Develop and execute plans to expand the use of reclaimed water. Expanding the wastewater collection and
treatment system will generate additional reclaimed water, which will raise the need to develop and execute
action plans to expand opportunities for reuse in different sectors, along with the conduction of an
assessment to determine viable opportunities to expand reuse for agriculture and industrial sectors.
Expand PSP in the management and operation of WWTPs. Building on the existing fruitful experience in As
Samra BOT, WAJ, and the water companies will expand deploying partnership with the private sector in
management and developing existing and future WWTP through the different PSP forms.
Build capacities of water utilities. Build staff and capacities to plan and implement proper analysis to identify
hot spots on sewer systems which could affect the treatment capacity. The target is to define spots of illegal
wastewater discharge and update it annually.

Water Companies - Develop wastewater network expansion master plans
- Search for PPPs opportunities in WWTP and sludge management
- Identify wastewater reuse opportunities in agricultural and industrial sectors
- Implement improved sludge management in WWTPs
- Implement illegal use inspections on wastewater discharge and illegal use of wastewater
networks in coordination with WAJ and MoI
- Increase connection rates to the wastewater systems in serviced areas
WAJ - Develop wastewater expansion master plans at national level
- Implement PPPs in WWTPs and sludge management in coordination with water companies
- Increase penalties on illegal use in coordination with concerned parties
MWI - Revise legislations for reuse of reclaimed water and sludge reuse
- Seek funds for capital investment
- Implement communication and behavioral change campaigns
MoA - Revising standards of sludge reuse in fertilizers and agriculture, in coordination with WAJ
JSMO - Revising standards of wastewater treatment, sludge reuse and reclaimed water reuse in
coordination with WAJ
MOITS, Chambers - Advocating for wastewater reuse in industry, and the possibility of sludge reuse in energy
of Industry, MoEnv intensive industries

- WAJ and water companies need to - Investment planning for O&M - Updated standards for reuse
be staffed with qualified, contracts and PPPs - Understanding of safety and
operational, maintenance, customer - Sewer system expansion funding benefits for reuse of reclaimed
service and technical employees - Budgets to upgrade WWTPs and water and sludge
- Improve ability to attract and retain sludge management systems - Accountability for illegal
qualified staff - Increase O&M budget wastewater discharge with
Ministry of Interior support

The UPMU (or the future regulator) and Central NRW Unit should follow up with the water companies on
their progress in achieving the goals of this strategic area.
Conclusion
Achieving the three goals of the utilities’ service management and operations is key to support Jordan’s
water sector to achieve water security through improving water use efficiency and protecting resources to
achieve sustainability.
Key impacts include:
• Improving the level of service provided to all customers to support fostering social and economic
development in the Kingdom.
• In addition to increasing operational efficiency and reducing costs; achieving reduced NRW helps
improve water supply service through increasing water supplies and reducing service interruption.
• Protecting resources and preventing their contamination and getting more reclaimed water for
reuse will help achieving water supply security.

6 IRRIGATED AGRICULTURE
Current Situation
The agriculture sector has a unique significance for the National Water Strategy. Agriculture relies on water
supply and all stakeholders involved must ensure that these supplies are sustainable, efficiently managed,
and protected. The Ministry of Agriculture, farmers, and agri-businesses are responsible for agricultural
production, policy, and sector management. Supplying irrigation water for agricultural production, however,
is the responsibility of the water sector. Collaboration and alignment between the water and agriculture
sectors is essential, combined with support from across the various Governmental entities, to create the
balance between a vibrant agricultural sector and water security. This chapter addresses the national water
sector strategy and priorities for managing, delivering, and protecting water supplies to ensure sustainable
allocations to the agriculture sector for irrigation.
Despite its everlasting significance for the economy 100%

and society, the contribution of the agricultural
sector to the national GDP has varied widely since 80%
the mid-1960s (See Figure 31). In the sixties, 60%
agriculture contributed up to 15% of the GDP and
this contribution decreased to 3% during the period 40%
of 2000-2005. From 2015 and onward, the %
20%
contribution started to rise again and reached 5.2%
in 202029. Despite its modest contribution to the 0%
GDP, agriculture is an important sector in Jordan due 1976 1985 1995 2005 2011 2013 2015 2017 2019 2021
to its role in water security and in providing the GDP AG-GDP
country with large volumes of the domestic food Figure 31: Agriculture % Contribution to GDP
needs, especially fresh fruits and vegetables, and its (1964-2020) (Central Bank of Jordan, 2022)
role in employment and income creation particularly
for the seasonal and the small size agricultural activities in the rural and Badia areas30.
Currently, Jordan is more than self-sufficient in many types of vegetables and most “indigenous” fruits. In
addition, vegetables constitute the largest portion of agricultural exports. Most of the vegetables and fruits
are produced using irrigation either from surface or groundwater. Figure 32 shows that field crops such as
cereals and legumes are widely produced in Jordan, mainly under rainfed conditions. The data shows that
the total cultivated area of field crops in the Kingdom in 2021 was 960,000 thousand dunums in 2021, of
which 91% is cultivated under rainfed conditions and only 9% under irrigation, mainly producing barley,
wheat, and clover.
Figure 32 also shows that the total area cultivated for vegetables is around 392 thousand dunums, with 92%
produced under irrigation, mainly producing tomatoes, cucumbers, eggplants, squash, potatoes and other
vegetables. The total cultivated area of fruit trees in 2021 was about 798 thousand dunums, of which around
55% are cultivated under irrigation and the rest are rainfed. The main rainfed fruit tree cultivated in Jordan
is olives, which could also be irrigated.
In the Jordan Valley (JV), the available lands for farming are considered steady and reach around 371,000
dunums, including 60,000 dunum in the South Shouna region, and 11,000 dunums in South Ghor that are
not farmed due to the water unavailability. The water losses in all irrigation water systems in the Jordan
Valley is significant and estimated in 2021 at around 27% of total water allocated for irrigation (about 108
29
Central Bank of Jordan, 2022
30
Ministry of Agriculture (2020) National Strategy for Agricultural Development for 2020-2025

MCM). These losses represent the total water lost starting from resources and dams and through the
conveyance system, in the King Abdullah Canal (KAC), and the irrigation distribution networks.
Jordan Jordan Valley Highlands

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Non- Non- Non-
Total Irrigated Total Irrigated Irrigated
Irrigated Irrigated Total Area Irrigated
Area Area Area Area Area
Area Area Area
Vegetables 392 361 32 163 162 0.3 230 198 31
Field Crops 957 84 873 29 26 3.1 928 58 870
Trees 818 451 367 119 118 1.2 698 333 366
(1000 Dunum) (1000 Dunum) (1000 Dunum)
Figure 32: Irrigated and Non-irrigated Areas by Crop Type – 2021 (Source: DOS, 2022)
In KAC, the water losses in 2021 are estimated to be 100% 157 66 223
15.8 28
around 19% and 30% of the water flow in the northern 90% 12.0
12.4 20
and southern parts31 respectively. The physical losses 80% 1.2
1.5
7.5
(seepage) in the KAC, which are estimated to be about 70% 0.3
40% of total losses (around 20 MCM in 2021), is a 60%
major challenge that requires a large investment cost 50%
to reduce it, while in the irrigation distribution system, 40% 128 174
there is no reliable estimation for its value (USAID 46
30%
WMI, 201832). The administrative losses from KAC and 20%
irrigation distribution systems represented by illegal 10%
offtake and use, reaches around 57% of total losses in
0%
KAC with a quantity estimation of about 28 MCM in North KAC - South KAC - Total KAC
2021 as illustrated in Figure 33. Reducing this requires Fresh water Blended water
Supplied Evaporation Seepage
stronger regulations and enforced penalties for
Illegal use Total inflow
vandalism and illegal use. As for the remaining 3% of
the water losses in the KAC, it is water evaporation Figure 33: Water Losses Estimation in KAC for
from the Canal, which is less than 2 MCM annually. 2021 (figures in MCM)
Relevant National Initiatives

National Food Security Strategy (2021-2030)33
According to the United Nations (UN) World Food Program (WFP), Jordan is classified as an upper middle-
income country and as a food secure country with a score of 11.2 on the 2018 Global Hunger Index (Grebmer,
et al., 2016)34. This indicates that the level of hunger in the country is moderate. Jordan’s National Food
31
The Northern part of the KAC is used to transfer the fresh water alongside the first 65 km of the KAC’s length, while
the Southern part is used to transfer the blended water alongside the remaining length of KAC (65-110 km).
32
USAID WMI (Water Management Initiative) (2018) Determination of Water Losses in the KAC Conveyance System.
33
GOJ, National Food Security Strategy (2021-2030) – in Arabic only, May 31, 2021
34
The Global Hunger Index (GHI) is a tool that is calculated every year to measures and tracks hunger globally as well
as by region and by country. A scale of 9.9 is considered low, while it is considered moderate if it is between 10-19.9

Security Strategy highlights that Jordan faces many challenges in attaining food security. These challenges
range between structural and political factors including unemployment, high cost of living compared to
income levels, high poverty rates, and sluggish economic growth. This strategy does not address, however,
the fact that agriculture is the biggest consumer of Jordanian water resources. Food security needs to be
managed in the context of the availability of water resources and should maximize the use of alternative
water resources and prioritize ways to minimize freshwater consumption in agriculture.
In line with the Economic Modernization Vision, the National Food Security Strategy concluded that there is
tremendous potential for improving the food value chain at all stages, from production through to trade,
distribution, and consumption. This can be achieved through advanced technical solutions and good
production practices such as hydroponics, effective irrigation systems, and shifting to high-value crops which
will help to continue improvements in the productivity and competitiveness of Jordan’s food industries, both
domestically and internationally.
The National Food Security strategy does refer to water resources in a few locations. The Sectoral Priorities
section (page 8) states, “Maximize the efficient use of available natural resources, particularly water, using
modern irrigation systems, and the utilization of rainwater mainly through water harvesting”. Also, under
Complementary Strategic Intervention(s) (page 9), it states “Stop and or reverse the degradation and misuse
of natural resources, i.e., land, water, flora and fauna”.
Agriculture in Jordan’s Economic Modernization Vision

The “Jordan’s economic modernization vision”, launched in June 2022, revolves around the slogan “a better
future” and is based on two strategic pillars: accelerated growth through the release of full economic
potential, and the improvement of the quality of life for all citizens, with sustainability as a cornerstone of
this future vision. The vision states that through the first pillar, Jordan can achieve qualitative leaps in
economic growth and job creation over the next decade. Through the second pillar it can tangibly improve
the quality of life so that Jordan can be at the forefront among other countries in the region. The economic
growth for the vision is based on eight guiding principles: concentration, competitiveness, alignment,
investments, exports, bonding, innovation, and inclusivity.
The vision included eight economic growth goals, among which are the water and agricultural sectors under
the first and the fifth goals. Goal 1 is “Develop Jordan to be a center for industry in the region by supplying
high-value industries, fast-growing exports, with distinguished and high-value products. Goal 5 is Improving
the use and sustainability of Jordan’s natural resources to launch sustainable resources-inclusive sectoral
growth and improve the quality of life”.
Economic Return of Irrigation Water

The concept of the economic value of irrigation water has also become a key factor. The economic returns
per cubic meter of water refers to the money generated in JDs per one cubic meter of water used for
agricultural production. The same way is used to calculate water used in other sectors such as the industrial
or tourism sector.
In 2021, the updated water economic valuation study concluded the following results concerning economic
returns per cubic meter of water. The detailed results are shown in Figure 34:
• The economic return per cubic meter of water for the current local agricultural activities in the highlands
is estimated at an average of JD 0.63/m3 for all crops produced including vegetables and fruits.
• The economic return per cubic meter of irrigation water in the Jordan Valley is estimated at JD 0.97/m3.

2.5
2
JD/m3
1.5
1
0.5
0
Winter Summer
Citrus Olive Field crop Average
vegetables Vegetables
Jordan valley 2.2 1.1 1.2 0.4 0.45 0.97
Highlands 1.8 0.75 0.3 0.3 0.4 0.63
Average (Jordan) 2 0.92 0.75 0.35 0.42 0.8
Figure 34: Return per Cubic Meter of Irrigation Water in Both Jordan Valley and the Highlands35

As indicated in the National Agricultural Strategy of 2020, agriculture plays an important economic and social
role, especially in rural areas, and contributes significantly to Jordanian exports. According to the
International Trade Center (ITC) figures in 2020, the export of fresh vegetables and fruits amounted to JD
147 million and JD 101 million, respectively. Much of these fresh products are produced under irrigation in
both the Jordan Valley using surface water and, in the Highlands using groundwater. The 2020 ITC statistics
also show that total agricultural exports (including animal products) amounted to JD 818 million,
representing 15% of Jordan’s total exports.
Agriculture is considered one of the main sources of income for about 80,000 families in Jordan’s rural areas.
It provides approximately 10% of total employment for both Jordanians and non-Jordanians. Additionally,
agriculture serves an important role in preserving biodiversity, vegetation, and soil properties. The sector
can also help reduce the danger of desertification. Other major strengths of Jordan’s agriculture sector
include the ability to achieve self-sufficiency and food security in several products including vegetables and
fruits, poultry, olive oil, and table eggs; but many agricultural products, such as wheat, barley, and red meat,
are mostly imported.
A number of challenges related to the water sector face the agricultural sector and need to be addressed to
achieve the goals of the National Agricultural Strategy of 2020. Overall, the economic return per one cubic
meter of water in Jordan’s agricultural productivity is low, and there are high post-harvest losses. There is
limited use of the more efficient irrigation practices, in part because the irrigation water tariff has remained
artificially low since decades, and farmers do not seek to rationalize water saving due to absence of
incentives. Education has not kept pace with evolving market needs and has not enabled innovations needed
in the agriculture sector. There is no comprehensive agricultural database with information on crop options,
economic returns except for some new types of farming such as hydroponics, and other resources that could
enable the irrigated agriculture sector to modernize and tackle water scarcity simultaneously.
Despite all these threats and faced limitations, there are still several opportunities for change and
development of more effective and sustainable irrigated agriculture.
35
Source: Water valuation for Key Farming Systems in Jordan: General Policy Considerations for Water Resources,
USAID Water Innovation Technologies project

• Wide range of irrigation efficiency technologies • Lack of awareness within the sector. Outreach to
available in the local market, along with many farmers on the latest technologies, practices, and
farmers and agri-businesses already using innovative extension services do not target irrigation efficiency
solutions that could be more widely adopted • Limited support to small farmers to make changes
• Achieving progress in using non-conventional water • Limitation of distribution networks for treated
sources for irrigation including treated wastewater effluent, which limits the areas in which reuse is
and small-scale desalination of brackish water possible
• Quality levels need to be raised at some WWTPs
• High demand for Jordanian agricultural exports • Limited freshwater resources
• Free trade agreements in place (World Trade • Poor water quality resulting from blending treated
Organization, ASEAN Free Trade Area, etc.) water and freshwater
• Government focus on economic growth and • Traditional practices are low value crop patterns
development opportunities – new production • No formal incentives or policy shift to promote
approaches and water-smart cultivation of high-value water-smart cultivation, high-value crops, or low-
crops can be one solution water production
• Donor support for more effective and efficient • Enabling environment needs to be updated to
agricultural production can be leveraged to pilot or promote and facilitate these approaches and market
accelerate new approaches or develop new markets development efforts
Goal 1: Holistically Manage Water for Irrigation as a Vital Need for

Jordan’s Effective Integrated Water Resources Management, Economic
Growth, and Innovation in Partnership across the Ministry of Water and
Irrigation, Ministry of Agriculture, and Ministry of Environment
Agriculture is a vital sector for Jordanian society and economic growth, and its prosperity is dependent on
water availability for irrigation. Current freshwater use for irrigation is among the major effects on water
security. This is a shared problem between the water and irrigation sectors, which requires solutions that
can be addressed through responsible management, innovation, and close cooperation, whereby the water
sector works on NRW reduction, updating and expanding of irrigation water transmission and distribution
networks to deliver supply more efficiently to agricultural users, while the agricultural sector supports the
implementation of market mechanisms to create incentives for achieving water efficiency. The water and
agricultural ministries need to continuously coordinate and facilitate needed reforms to agricultural policies
and practices. Finally, the sector needs to focus on growing research capacity and technological knowledge
within academia, research institutes, and the private sector.
Objectives
Goal 1: Holistically manage water for irrigation as a vital need for Jordan’s effective integrated water resources
management, economic growth, and innovation in partnership across the Ministry of Water and Irrigation,
Ministry of Agriculture, and Ministry of Environment
Indicator/Target: Limit reliance of irrigation on freshwater by increasing use of reclaimed water for irrigated
agriculture, more efficient irrigation systems and expanded rainfed agriculture and rainwater harvesting
Goals/Objectives Indicators/Target Timeline
Objective 1.1: Implement mechanisms Gradual implementation of mechanisms and regulations Ongoing
and regulations to encourage plant lower to incentivize planting lower water-requirement crops
water-requirement crops and recognize and disincentives planting high water-requirement crops
water value as an economic input
Objective 1.2: Continuously coordinate Coordination mechanisms in place with regular, ongoing Immediate
with the Ministry of Agriculture to consultations on key shared policy and planning issues
manage irrigation water allocations, including irrigation water allocation, irrigation water
policy, and incentives

pricing, crop-water requirements, and drought
management
Objective 1.3: Institutionalize Increased research projects, pilot technology pioneering From 2023
communication channels with academia, projects, and regular exchanges between the water sector
research institutions, the private sector, and academia, research institutions, private companies,
and donor programs to drive innovation and donor-funded programs
and technology adoption in water and
agriculture sectors
Strategic Approach
Apply incentivizing market tools to increase productivity of irrigated agriculture. In coordination with MoA,
the water sector will work on applying different market and pricing regulations that contribute to motivating
and changing agricultural practices for better utilization of water resources. These can include incentives to
plant lower water-requirement crops and minimize planting high water-requirement crops.
Establish sustainable institutional mechanisms to strengthen the relation with research institutions and
private sector innovation. The water sector will seek to develop and institutionalize formal relations in the
water and agricultural sectors on one side, and with research institutes, academia, and the private sector on
another side, to develop joint solutions to meet farmers’ needs, achieve water and food security, and
improve agricultural and water use productivity.
Promote innovative approaches and technology adoption. New technology transfer and adoption depends
on farmers and investors initiatives, with no support and motivating mechanisms in place. Therefore, the
sector will seek to be an advocate for new approaches and technologies. This should include supporting
national research centers to apply and transfer water-saving technologies and irrigation techniques.
Additionally, incentives can be introduced to accelerate using new water-saving technologies.
Manage expansion of cultivated lands. MWI, in cooperation with MoA, will work on organizing the increase
of agricultural land areas ensuring its sustainability, and limit expansion that is not well organized and whose
source of water is not sustainable. At the same time, responsible agriculture will be encouraged in the areas
that utilize sustainable water sources, like replenishable or a non-conventional source.

Institution Key Roles
MWI - Coordinate and lead effort on improving market regulations
- Lead development and institutionalization of networks with research institutions, private sector,
and donors
JVA - In collaboration with MoA, apply agreed market incentive and disincentives to improve water
use, increase its efficiency, and select better crops
MoA - Collaborate to develop and support updated water allocations and freshwater management
regulations
- Extension services to target shifting to lower water-requirement crops
- Manage the expansion of agricultural land areas in close coordination with MWI

Improved staffing capacity of MWI - Research funding and investment in - Update market regulations, and
and JVA with economists, financial financial management systems water allocations in coordination
analysts, and researchers with different stakeholders
- Establish water innovation center

Goal 2: Reduce Water Losses throughout the Irrigation Water Systems
Reducing water losses in the irrigation water systems is critical for a water scarce country like Jordan, and it
is one of the key challenges facing JVA. Reduction of the water losses in the King Abdullah Canal and the
irrigation distribution network will be done mainly through:
- Reducing the water losses in KAC from its current level estimated in 2021 at 19% (29 MCM/year) in the
northern part and at 30% (20 MCM/ year) in the southern part to be around 10% (15 MCM/ year) and
5% (3 MCM/ year) respectively.
- Reducing water losses in the irrigation distribution systems by around 60% (From 37 to 15 MCM/ year).
Objectives
Goal 2: Reduce water losses throughout the irrigation water systems

Indicator/Target: Reduce water losses from leakage, illegal use, and billing and metering inefficiency to less than 25
MCM/year
Objective 2.1: Identify and reduce water Volume of water losses in 29 15 2030
losses in King Abdullah Canal (KAC) Northern KAC (MCM/year)
Volume of water losses in 20 3 2030
Southern KAC (MCM/year)
Objective 2.2: Identify and reduce water Volume of water losses in 37 15 2030
losses in the irrigation water system in irrigation water systems in the
the Jordan Valley Jordan Valley (MCM/year)
Strategic Approach
Build NRW management capacities of JVA. Current operational and management capacities of JVA staff
need to be strengthened to be able to plan and implement effective water losses reduction actions across
the operational units of JVA. This starts with improving the irrigation systems’ monitoring to identify high
loss areas and determine the causes of such losses. Then, asset management improvements must become
routine to carry out effective and ongoing maintenance to repair and prevent leakage and other losses.
Stronger regulation and enforcement on illegal use. Illegal use in the Jordan Valley is estimated to be the
largest contributor to water losses. Regulations and associated compliance and enforcement actions need
to be strengthened to minimize vandalism and illegal water use across the system, in addition to the
significance of empowering JVA staff to improve their ability to monitor and control illegal use.
Expand adoption and use of technologies in managing the water systems. The Jordan Valley Authority will
start prioritizing actions related to the management of water systems and introducing advance metering and
measurement technologies that will provide accurate and reliable data and information to quickly identify
water losses. Additionally, better automation systems will be enhanced, and irrigation networks control and
operational pressure management systems will be installed and maintained to improve their efficiency which
further reduces NRW.
Improve and maintain irrigation water infrastructure. The Jordan Valley Authority will work on updating
O&M plans for irrigation systems in the Jordan Valley and steadily convert them into continuous supply
systems, which allows for better management, more effective leak detection, and improved water supply
services.
Improve farmer cooperation irrigation systems management. The JVA has a long history of productive and
collaborative partnership with farmer groups from working closely with the Water Users Associations
(WUAs) throughout the Jordan Valley. A thorough review and an updated partnership approach with farmers
is needed to manage their irrigation distribution systems more effectively and fairly, which will also empower
JVA in controlling illegal use from the KAC.

JVA - Reconsider and enforce existing regulations and illegal use penalties, and build staff capacity
in effective water losses management, monitoring, and enforcement
- Implement automation and SCADA for irrigation systems
- Strengthen O&M and NRW reduction program
- Rehabilitate the existing main and tertiary networks
WUA - Work as a partner with JVA to reduce water losses and support controlling illegal use
MWI - Facilitate donor support for irrigation water systems’ water losses management
MoI - Support illegal use enforcement campaigns and train JVA staff and jurisdiction officers

JVA staff qualified in water Provide the needed financial resources for Increase penalties for illegal use
losses management, planning, irrigation systems improvement, O&M, meter with consistent enforcement
leak detection, and O&M installation and replacement, and SCADA
implementation
Goal 3: Increase the Amount of Non-Conventional Water Used for

Irrigation to Reduce the Burden on Freshwater Supplies Needed for
Drinking Water
The water sector is fully committed to maintain the current water supply level for agriculture, with the need
to reduce the volumes of freshwater used in irrigation and replace it with treated wastewater in order to
protect aquifers in a way that maintains abstraction safe yield. The water sector will continue to expand
wastewater treatment efficiency to increase both the quantities and quality of treated effluent that can be
allocated for irrigation.
Objectives
Goal 3: Increase the amount of non-conventional water used for irrigation to reduce the burden on freshwater
supplies needed for drinking water
Indicator/Target: Increase non-conventional water for irrigation to 45% relative to freshwater by 2030
Objective 3.1 Substitute non- % of cultivated areas irrigated 31% 45% 2030
conventional water resources, such as by non-conventional water in
treated wastewater and brackish water, the Jordan Valley and
for fresh groundwater in irrigation Highlands
Objective 3.2: Increase the use of non- Amount of non-conventional 164 279 2040
conventional water resources in water used for irrigation
irrigation, particularly for any expansion (MCM/year) in the Jordan
in cultivated areas Valley and Highlands
Strategic Approach
Improve treated wastewater quality. The sector will steadily and continuously increase treated wastewater
amounts and ensure that it meets quality standards for irrigation use.
Substitute non-conventional water resources for groundwater. The Ministry of Water and Irrigation, in
coordination with the Ministry of Agriculture, will conduct research and coordinate with stakeholders to
identify options for expanding the use of brackish water in irrigation, taking into account the negative

environmental impacts. This will include identifying vital, salinity-tolerant crops that can be irrigated with
brackish groundwater, and identifying appropriate, cost-effective and efficient technologies and their use in
some selected areas.
Work on mitigating increasing soil salinity. As soil salinity affects crops’ productivity, MWI will work with its
partners, particularly MoA and NARC, to develop and implement effective solutions to reduce the soil
salinity, and to prevent soil salinization.
Support expanded extension services and research around utilization of non-conventional water. The water
sector will coordinate with MoA and NARC to ensure up-to-date information is available around the
utilization of non-conventional water sources.

MWI - Support research around utilization and technologies to optimize non-conventional water
sources and inform targeted extension services for non-conventional water usage
WAJ - Increase treated wastewater quantity and improve its effluent quality
Water companies - Develop needed infrastructure to transfer treated wastewater to farmers in the highlands
JVA - Maintain and expand irrigation systems infrastructure to increase transfers of non-
conventional water to farmers
MoA and NARC - Target extension services toward use of non-conventional water
Research centers - Research and development for use and treatment of non-conventional water
and academia

Knowledgeable and trained staff in non- Provide the needed financial Effective and active
conventional water uses and treatment resources for expanded distribution coordination with MoA and
technologies in water sector and of treated wastewater into NARC
agriculture extension services irrigation water distribution
systems
Goal 4: Increase the Economic Return for Water Used in Irrigation to

Maximize the Benefit of Irrigation Water Allocations Given Jordan’s
Water Scarcity
While this goal is not wholly within the responsibility and authority of the water sector, it is vitally important
to work on maximizing return of every drop of water used, and taking the economic value of water as a key
determinant for agricultural policy, crop selection, and the type of water supply that is most appropriate for
a specific crop. This requires focus on water use efficiency, switching to cultivation of high value crops, and
annually reassessing the economic value of water for crops to enable evidence-based policy formulation,
planning, and decisions.

Objectives
Goal 4: Increase the economic return for water used in irrigation to maximize the benefit of irrigation water
allocations given Jordan’s water scarcity
Indicator/Target: Economic return per cubic meter of water used for irrigation to steadily reach at least JD 1.1/m3
Goals/Objectives Indicators Baseline Target Timeline
(2020)
Objective 1.1 Improved water use % of water consumed efficiently per unit 60% 75% 2032
efficiency (at farm level) of product (ton) in reference to the (1.5%
standard water requirement of the each
crop36. year)
Objective 1.2: Increase cultivation of Irrigated area cultivated by lower water TBD TBD 2040
lower water-requirement and higher requirements crops (1000 m2)
value crops
Objective 1.3: Regularly update the Update and publish annual reports with reliable analysis of Annually
economic value of water used per disaggregated economic value of water by crop type, irrigation
crop annually to inform irrigation water type, and region grown, which is widely disseminated to
and agricultural policy and planning farmers and policymakers
Strategic Approach
Build knowledge and promote adoption of innovative technologies and on-farm practices in irrigation
water management. The proposed institutional collaboration between the water sector and universities and
research centers (as further outlined in Chapter 8: Innovation, Technology, and Private Sector Engagement,
Goal 2), includes targeted research on irrigation and water use efficiency, in collaboration with the private
sector to test innovative technologies and accelerate technology transfer.
Develop evidence in support of changing cropping patterns to less water consuming and high-value crops.
The water sector needs to carry out regular analysis of the economic value of water to provide the evidence
base for the Ministry of Agriculture and farmers on how to maximize economic return and lower water
consumption. This evidence can be used to facilitate behavior change related to crop selection, cropping
pattern, irrigation practices, and water conservation, as well as to develop incentives that attract more
water-saving crop production.
Enable farmers’ engagement in management of irrigation water. Farmers’ understanding and support are
essential for achieving lasting and sustainable transformation of cultivation patterns and practices. The water
sector can leverage existing WUA relationships to work in partnership to introduce new business models and
engage WUAs as advocates for more sustainable agriculture and higher income generation.

MWI - Provide the human resources needed at the Water Demand Unit to lead economic research on
value of water
- Institutionalize collaboration with academia and research institutes
JVA - Leverage farmer relationships to advocate for new cropping patterns and efficiency measures
MoA - Target extension services to move to high-value crops; determine and calibrate crop-water
requirements; promote shifts to lower crop-water requirement cultivation
NARC - Help in introducing innovative irrigation solutions and technology transfer and adoption
36
e.g., If tomato crop water requirement per one dunum is 600 cm per year while the actual (current) water applied is
1,000 cm, then the efficiency is 600/1000= 60%). The objective is to reduce applied water per dunum to 800 cm (i.e.,
the efficiency will increase to 600/800 = 0.75%) over the next 10 years.

Academic - Link science and advanced data analysis to the evidence-based decision-making process in the
institutions water and agriculture sectors

Economic analysis capacity within the Funding for research and Collaboration mechanism with
water sector and extension staff in MoA development academia and research institutes

Achieving the goals of irrigated agriculture requires collaborative monitoring among MWI, MoA, WAJ and
JVA, in their respective responsible areas. Additionally, the Water-Energy-Food-Environment (WEFE) council
should play a key role in ensuring that all parties are implementing their actions in harmony and in an
integrated manner.
Conclusion
Irrigated agriculture will continue to be one of the largest water users, which is why urgent irrigation reforms
are needed in order to reduce the use of freshwater resources, increase irrigation water efficiency, and
reduce the NRW in the infrastructure of irrigation systems, in addition to considering the importance of the
joint stakeholders’ collaboration at a national level, particularly in water and agriculture sectors, in order to
achieve this goal and achieve both food security and water security in Jordan, and subsequently the national
security.

7 FINANCIAL SUSTAINABILITY
Current Situation
Jordan’s water sector has been facing chronic financial deficits. Despite many attempts to suppress it, the
consolidated financial deficit of the Water Authority of Jordan (WAJ) grew even larger over the years (to
reach to 3,559 mJD in accumulated losses as reported in 2021 (WAJ consolidated income statement of 2021).
In parallel, the reported total financial debt and support provided by the MoF also grew by more than double
over seven years (from 1,667 mJD in 2015 to 3,806 mJD in 2021) resulted from the annual financial deficit
ranged between 200 and 300 mJD over the last years as shown in Figure 35.
4,000 350
3,500 300
3,000 250
Million JD
Million JD
2,500
200
2,000
150
1,500
1,000 100
500 50
0 0
2015 2016 2017 2018 2019 2020 2021
Cumulative MOF support 0 0 0 208 678 985 1,135
Total debt 1,667 2,057 2,399 2,560 2,523 2,568 2,671
Total debt & support 1,667 2,057 2,399 2,768 3,201 3,553 3,806
Annual deficit 204 230 268 277 311 292 197
Figure 35: Annual Financial Deficit, Debt, and Support Provided by MoF to WAJ (WAJ Consolidated
Income Statements)
Operating expenses also outstripped total direct and indirect revenues by 37 mJD in 201537. Over the years,
this operating deficit increased; in 2019 it reached 91 mJD and dropped to around 61 MJD in 2021 due to
enforced mobility and movement restrictions during COVID crisis. As part of an electricity sector reform
program, the government gradually started de-subsidizing the energy rate applied to the water sector in
2011, as the rate was increased in substantial yearly increments and with these, the water sector has become
heavily burdened with electricity costs. In addition, the operation of Disi project in 2014 supplying water at
substantially increased marginal costs was another factor that added more financial burden to this operating
deficit.
WAJ stockpiled debt and liabilities even further, which in 2018 led the Ministry of Finance (MoF) to disallow
WAJ to independently borrow additional funds from the local market. WAJ now relies on transfers from MoF
to cover the deficit and manages delays of such transfers through a build-up of arrears to creditors.
At the utility level and with varying degrees, the three water companies face an almost similar situation,
where annual deficits and liabilities are growing from year to year as illustrated in Figure 36.
37
Excluding amortization of deferred revenues

60 300
Annual Deficit Total Liabilities
50 250
40 200
mJD
30 150
mJD
20 100
10 50
0 0
2015 2016 2017 2018 2019 2020 2021 2015 2016 2017 2018 2019 2020 2021
-10
Miyahuna YWC AW Miyahuna YWC AW
Figure 36: Development of Annual Deficit and Total Liabilities for the Water Companies (Income
Statements of Water Companies)
The Jordan Valley Authority (JVA), which oversees managing surface and irrigation water in the Jordan Valley,
is also facing a chronic operating deficit. JVA’s financial situation shows an annual operating deficit of 9 mJD
in 2015 that has progressively increased to around 12 mJD in 2021, as illustrated in Figure 37. This deficit is
expected to grow if no actions are implemented to increase revenues. Moreover, JVA’s key revenues from
the water sales to the industrial sector dropped during the last years by more than half.
Financial Deficit Revenues Breakdown

14
19.2 19.1 19.4 18.9 19.3 12.1 12.3
20 18.5
12 10.8
18 10.1 10.4
2.8 3.3
16 7.3 10
8.7 8.1 6.2 2.6
14 9.1 2.2 3.3 7.8
11.5 8
mJD
12
2.2
mJD
10 6 6.5
5.1 3.9 6.9
8 6.3
4 3.5
6 12.1 12.3
10.1 10.4 10.8
4 7.8 2
2.9 3.2 2.8
2 0 0 1.9 2.1 2.1
0 0 0
0
2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020
‫مجموع التكلفة العجز مجموع اإليرادات‬ ‫أغراض الري‬ ‫أغراض صناعية‬ ‫أغراض أخرى‬ ‫مجموع اإليرادات‬
Figure 37: Financial Situation of JVA over 2015-2021
Cash collections in water sector entities have been in the 90th percentile but noticeably dropped into the
80th percentile in 2020 due to COVID-related restrictions. Against this drop, the receivables are building up
and reached 335 mJD for WAJ and the water companies (water and wastewater services) in 2021. This
receivable balance is more than 2021 total revenues.
The above clearly demonstrates that the sector’s financial position is not on a sustainable path. The
combined water sector operational cost including WAJ, water companies, and JVA amounted to 209 mJD in
2021. Therefore, and for the sector to continue providing and improving its services, it is necessary to
expedite the necessary measures to address this deficit and increase revenues.

The water sector confronts complex and interrelated challenges, where one of the most important
challenges is its heavy reliance on operational and capital subsidies because of the inability of low water and
wastewater revenues to cover the cost of service and rarely even cover including the cost of operation and
maintenance. This effects on the development and maintaining of water and wastewater systems, lagging
of physical infrastructure behind the current and future needs, deterioration of service quality, and not
sustainably maintaining water and wastewater assets reducing their operational lifespan.
All the above are symptoms of unviable loss-making utilities that can still recover to a healthy situation
provided the sector’s challenges are properly addressed. Below is a deep dive into the sector’s main financial
considerations.
• Unit cost and revenue: According to 2021 financial data and billed water quantities, O&M cost of
one cubic meter of water and wastewater services (including O&M cost for BOT projects) is around
1.48 JD/m3 billed against a revenue of 0.76 JD only, while total cost including capital cost of one cubic
meter is around 2.17 JD/m3 billed. This means that each cubic meter of water and wastewater
services received around 1.4 JD/m3 billed as illustrated in Figure 38.
3.0 40%
Billing revenue to total cost of

2.61 2.68 35%
2.5
2.44 2.36 30%
2.13 2.17
2.0 2.07
JD/m3 billed
25%
1.89
service
1.60 1.79
1.5 1.55 20%
1.33 1.43 1.40
15%
1.0
10%
0.5 0.84
0.74 0.81 0.82 0.79 0.69 0.76 5%
0.0 0%
2015 2016 2017 2018 2019 2020 2021
Water & WW billing revenue Subsidy
Total cost of water & WW service Billing revenue to total cost of service
Figure 38: Historical Cost, Revenue and Subsidy of Water and Wastewater (WW) Services
• Electricity cost (Estimated at around half of O&M costs): The water sector is highly dependent on
electricity use to provide its services for mainly spatial reasons of distant water sources and the
variant topographic elevations between demand centers and production sources. The increased
electricity rates over the last several years made the energy costs a heavy burden on the sector, and
its deficit exposed to volatile monthly energy rates. It has even exceeded the total billing revenues
(water and wastewater bills) over 2018-2020 because of the sharp and continuous increases of
electricity tariff, as illustrated in Figure 39, while water tariff has almost not changed since 2016. As
a mitigation measure, the Ministry of Water and Irrigation (MWI) embarked on projects to introduce
renewable energy to operations, where just two large projects came online before putting
restrictions on renewable farms of more than 1 MW.

225 225%
Electricity cost vs. billed revenues
Cumulative change in tariffs (%)

200 200%
175 175%
150 150%
125 125%
(mJD)
100 100%
75 75%
50 50%
25 25%
0 0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Billing Revenues 102 124 125 138 146 161 180 185 187 183 172 189
Electricity Cost 53 62 82 99 134 152 154 162 205 213 191 178
% change in water tariff 0% 20% 20% 25% 25% 25% 40% 40% 40% 40% 40% 44%
% change in electricity tariff 0% 32% 61% 85% 112% 144% 129% 129% 195% 207% 159% 150%
Figure 39: Historical Change and Impact of Electricity Tariff on WAJ
• Maintenance: The sector is under-maintained with most maintenance going to emergency repairs
with no preventive or predictive maintenance being undertaken and there is not sufficient funds for
maintenance in the annual financial budgets.
• Non-Revenue Water (NRW): The sector has been experiencing persistently high levels of NRW
(around 50%) despite many attempts to reduce it, which causes the sector to lose about half of its
revenues, despite the expenses that are already incurred. NRW is an important item that does not
appear in financial statements but is a critical indicator that is closely associated with the
performance and governance of the sector.
• Tariffs to cover service costs: Customer revenues from water and wastewater quarterly bills
represent around 63% of total revenues, where 70% of these revenues comes from residential
customers that has low subsidized tariff by GoJ and represent 95% of the total number of customers.
While the non-residential customers that consume 16% of water have a flat rate that is not
subsidized.
The structure of an increasing block tariff is supposed to incentivize conservation and subsidizes the
lower consumers, but the current tariff structure does not cover except 75% of the operating cost of
service, as 80% of the residential customers pay a tariff ranging from 0.4 – 0.6 JD/m3 that covers only
30% of the O&M costs per cubic meter. This means that everyone is subsidized by the government
equally, even those who can easily afford to pay.
The block tariff structure also provides variable revenues that depend on consumption, while the
sector faces fixed costs given the need to continuously make the service available. For example,
electricity cost is normally deemed variable in nature, but its same quantity is continuously
consumed by the sector at full capacity because of the operational necessities that do not depend
on billed water quantities. The mechanism of quarterly billing and collection reduces the financial
costs but is not aligned with customers’ monthly income when bills are due. This may have negative
impacts on collections and public acceptability to pay their dues on time. As a result of this situation,
the current water and wastewater billing revenue (the average tariff of both residential and non-
residential customers) affects the cashflow and increases the government subsidy by around two-
thirds of the total cost of services as illustrated in Figure 38.
In the irrigation sector, where the current irrigation tariff averaged at around 0.012 JD/m3 is way below the
total cost of service, which is around 0.07 JD/m3 as illustrated in Figure 40.

0.08 30%
Billing revenue to total cost of service

0.07
0.07 0.07 0.07 0.07
0.06 25%
0.06 0.06 0.06
20%
JD/m3 billed
0.05
0.06
0.04 0.05 0.05 0.06 0.06 15%
0.05 0.05
0.03
10%
0.02
5%
0.01 0.017 0.017 0.016 0.012 0.012 0.012 0.012
0.00 0%
2015 2016 2017 2018 2019 2020 2021
Irrigation billing revenue Subsidy
Total cost of irrigation service Irrigation billing revenue to total cost of service
Figure 40: Cost and Revenue of Irrigation Service in Jordan Valley
• Other revenues items (sewerage tax (makes up 13% of total revenues), connections fees (6% of
total revenues), etc.): Details of each item vary in terms of frequency (one-time, annual, etc.), as
well as the basis of calculation (mostly capital in nature). Sewerage tax is being collected by
municipalities with an absent mechanism to check the validity of amounts or their collection
efficiency. On the other hand, billings, and collections-related wastewater connection fees for “After
issuance of work permits by municipalities38” are currently not well enforceable.
Although different in nature, JVA also faces similar challenges. Until recently, revenues covered more than
50% of O&M costs, while cost recovery has currently dropped to around 40%.
JVA financials can be summarized as follows:
• Expenses39: Staff salaries represent more than 50% of total O&M costs while electricity represents
around 20%. The remaining items represent other costs like costs of water purchased from Lake
Tiberias as well as costs of supplies and spare parts (both around 15%).
• Revenues: Revenues are retail in nature and are classified into industrial, agricultural, power, and
others. The industrial customers consume low quantities with a tariff recovers the whole cost. The
agricultural customers are the major consumers, where the irrigation tariff is subsidized that was set
in 1994. Power revenue comes from the sale of hydropower generated at King Talal Dam. Finally,
there are other revenues that come mainly from leasing JVA lands for investment purposes.
• NRW: This is currently around 26% in irrigation systems in JVA and there is a good potential to reduce
it and have more water available for sale to different users.
The journey toward financial sustainability is a lasting one, and until operation and maintenance cost
recovery is achieved in 2023, the sector needs to work on increasing energy use efficiency, reducing NRW,
continuously review the tariff structure in collaboration of other direct stakeholders, and establish and
develop capital projects needed for achieving that. MWI needs to actively propose and implement proper
and developed mechanisms in project implementation, investments management, and PSP wherever
possible.
38
In many cases, buildings connected to the wastewater system obtain work permits to add extra floors but do not pay
the wastewater connection fees for these additional floors.
39
Includes some expenses of Wadi Araba Company

Opportunities Related Threats/Limitations
1. Reduce NRW a. Lack of technical and human capability
b. Lack of proper incentives
c. Shortage of financial resources for sustaining activities
d. Absence of institutional enablers
2. Increase flexibility in electricity a. Lack of technical and human capability
supplies and shielding from b. Shortage of financial resources for sustaining operational
rate volatility (Renewable activities
Energy (RE), Energy Efficiency c. Insufficient coordinated joint efforts between the water and
(EE), and indexation) energy sectors
3. Improve maintenance of a. Shortages of financial resources and inadequate budget
assets b. Lack of technical know-how
c. Unplanned emergency responses
4. Restructure revenues and a. Unwillingness to impose additional financial burdens
improve connection rate to b. Reluctance of some beneficiaries to pay
the wastewater networks and c. Weak regulatory enforcement
legalize illegal connections d. Lack of qualified staff to support
e. Lack of staff incentives
5. Improve cash collections a. Weak and differentiated enforcement of regulations
b. Lack of human and supporting resources and incentives
c. High transactional costs of collecting arrears
d. Weak performance and limited financial reporting
6. Manage relation with MoF: a. Transparency and Communication
timely transfers and debt b. Performance and Financial reporting improvements (satisfying
management KPIs and covenants)
Future Financial Situation

The water and wastewater services are highly subsidized, which led to an increase in the total debit and
support provided by the MoF to around JD 3.8 billion until 2021. If the situation continues to be as is, then
the total debit of the sector will reach around JD 14 billion by 2040. However, with all the interventions
planned to be implemented to reach the targeted cost recovery (CR) levels, including reducing NRW to 25%
by 2040, enhancing energy efficiency including expanding renewable energy by 15%, and other revenue
improvements as detailed in Goal 1, the sector debit will even reach around JD 9 billion by 2040, as shown
in Figure 41.

130% 14.3 15
NCP is in full operation
120% 14
110% 13
100% 100%
100% 12
90% 11
80% 10
Debit (Billion JD)

9.2
Cost recovery (%)
70% 9
60% 8
50% 7
40% 6
30% 5
20% 4
10% 3
0% 2
2027
2019
2020
2021
2022
2023
2024
2025
2026
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Debit - All Debit - BAU O&M CR - BAU
O&M + BOT Captial CR - BAU O&M CR - All interventions O&M + BOT Capital CR - All interventions
Figure 41: Financial Projection for Business as Usual (BAU) and All Proposed Interventions Scenario
Goal 1: Achieve Full Cost Recovery of Municipal Water and Wastewater

Service Operations and Maintenance (O&M) And Build Operate Transfer
(BOT) Costs
This goal focuses on having the municipal water and wastewater service providers (WAJ and its water
companies) able to recover their capital cost, O&M and BOT costs, including the National Conveyance Project
(the future desalination project), by 2040. The O&M costs include the O&M of retail services, the water
resources development, and wastewater treatment either operated by the sector entities or by the private
sector like the BOT contracts. Achieving this goal will ensure that the water and wastewater service providers
can sustain their infrastructure and provide better services to the customers.
Objectives
Goal 1: Achieve full cost recovery of municipal water and wastewater services, operations and maintenance
(O&M), and Build-Operate-Transfer (BOT) costs
Indicator/Target: Increase Municipal services recovery of O&M costs (including O&M cost for BOT) to 100% by 2030
and of O&M cost and BOT Capital charges to 100% by 2040
(2021)
Objective 1.1: Reduce NRW in the NRW quantity to water supplied ratio 37% 2030
52%
municipal water system 25% 2040
Objective 1.2: Increase energy % of energy efficiency and renewable 0% (year 15% 2025
efficiency and renewable energy energy savings to total consumption 2019)
initiatives to generate cost savings
Objective 1.3: Allocation and % Maintenance cost to asset value 0.25%40 3% 2025
optimization of sufficient funds for
maintenance of assets
40
Estimated based on maintenance to assets value per 2021 financial statements

Objective 1.4: Regular update and Restructure revenues in an ongoing and progressive process to From 2024
review of tariffs and fee structures better reflect the costs of services provided, enable utilities to
for all water and wastewater effectively finance required levels of O&M, while continue
services to ensure equity and cost- maintaining protections for the poorest households
coverage
Objective 1.5: Reduce electricity Average electricity tariff is reduced as potentially possible in Continuous
tariff for water sector close coordination with MEMR
Strategic Approach
Optimize operation, maintenance, and BOT costs
- Review annual financial budgets, and activate the architecture of cost and revenues centers, taking
out off-balance sheet costs, and other information to better reflect the cost of service
- Prepare budgets for the medium term (3-5 years) and monitor deviations while actualizing the
budget
- Avail suitable funds for maintenance
- Establish performance indicators to monitor cost optimization and better service such as the number
of staff per connections, NRW, EE, etc.
Restructure revenues
- Review existing level of water sector revenues, including water and wastewater tariff, and analyze
areas for improvement and potential restructuring to better reflect cost of services
- Analyze and implement mechanisms to protect the poor
- Investigate feasibility and potential for monthly billing and indexation
- Analyze and study the groundwater abstraction fees structure and provide better monitoring and
metering
- Investigate better mechanism to collect sewer tax that is carried out by the municipalities
- Restructure connection fees and enforce fees for extensions after issuance of work permits
Negotiate electricity tariff for the water sector

WAJ and water companies consume more than 90% of electricity for water pumping purpose, where
about 80% of it is used in five major water schemes: Disi water system, Zai Treatment Plant, Zara-
Ma’in Treatment Plant, Wadi Arab Station, and Mafraq pumping system. Such major schemes are
powered directly by National Electric Power Company (NEPCO), wh4ich can save around 15% of the
electricity cost.
Institutional Roles and Responsibilities, Resources, and Requirements41

WAJ and Water - Provide information and support MWI in efforts to restructure revenues
Companies - Implement a scheme of continuous cost optimizations with gain/pain sharing
MWI - Initiate and lead the efforts of restructuring revenues
- Obtain support of Government of Jordan (GoJ), MoF, MoPIC, and others in restructuring
revenues and the financial sustainability plan
- Discuss, negotiate, and secure resources for cost optimization efforts
MoF - Ensure providing the agreed financial support on time to WAJ and the water companies
41
It is assumed in this section that NRW reduction and Energy savings initiative (RE and EE) are not included here and
are addressed in other sections

- Provide MWI/WAJ with qualified human - Investment in Enterprise Resource - Data and information
resources to institutionalize data and Planning (ERP) financial systems for analytics system to
information analytics for revenues an accrual-based integrated system support details for
restructuring options - Capital funding for NRW, RE and EE revenues
- MWI to negotiate and secure funding for cost - Allocation of funds for maintenance restructuring, cost
optimizations and improved financial optimizations, etc.
reporting initiatives
-
Goal 2: Improve efficiency to reduce cost for the Operation &

Maintenance of Irrigation Water Systems
Similarly, this goal aims to reduce O&M costs of irrigation services for retail and bulk water systems toward
reducing financial deficit. The main contributors to achieve this goal are reducing water losses in the different
irrigation water infrastructure, reducing energy cost and increasing revenues to better recover the O&M cost
of service. By achieving this, JVA shall be able to sustain its irrigation and bulk resources infrastructure and
provide better services to the farmers and other sectors.
Objectives
Goal 2: Improve efficiency to reduce cost for operation & maintenance of irrigation water systems
Indicator/Target: Reduce irrigation water systems’ cost continuously
Objective 2.1: Reduce water Volume of water losses in KAC 49 18 2030
losses throughout the (MCM/year)
irrigation water systems Volume of water losses in irrigation water 37 15 2030
systems in the Jordan Valley (MCM/year)
Objective 2.2: Optimize Convert to supply water by gravity and improve pumping performance From
electricity use efficiency and to reduce energy consumption. 2023
expand using renewable Expand renewable energy projects including hydropower and exploit
energy water dam energy storage
Objective 2.3: Increase Restructure revenues, including the development of land lease, sold From
revenues to ensure equity hydropower prices, and link tariff with crops productivity, to better 2023
and cost-coverage reflect the cost of services
Strategic Approach
Restructure revenues
- Analyze and investigate revenues, such as charges on bulk water sales, restructuring of
hydropower rate and others
- Analyze and investigate potential to develop more lands for lease and investment
- Analyze and investigate potential to attract investors for development
Explore cost reduction options

- Optimize electricity efficiency of irrigation water systems
- Expand using renewable energy and storage of water dam energy
- Collaborate with famers to reduce operational cost of the irrigation water systems

Institutional Roles and Responsibilities, Resources, and Requirements42
JVA - Provide information and support MWI in efforts to restructure revenues
- Implement a scheme of continuous cost optimizations with gain/pain sharing
MWI - Coordinate and lead effort on restructuring revenues
-
MEMR - Facilitate expanding the use of renewable energy and water dam energy storage

- MWI/JVA need to be staffed with qualified Investment in ERP financial - Data and information analytics
staff to institutionalize data and information systems for an accrual- system to support details for
analytics for revenue restructuring options based integrated system revenue restructuring and cost
- Secure the necessary financing for the optimizations
establishment of projects aiming at cost
optimizations
Goal 3: Improve Cash Management

In addition to improving cost recovery levels by reducing costs and increasing revenues, this goal aims to
reduce the accounts receivable (arrears) on the sector customers and reduce additional interests, fines, and
fees paid due to the delays in paying sector invoices. Better cash management should allow the water sector
entities to have sufficient funds available to cover the day-to-day operational activities and thereby ensure
effective service provision to customers and proper maintenance of water, wastewater, and irrigation
infrastructures.
Objectives
Goal 3: Improve cash management

Indicator/Target: Reduce and sustain accounts receivable balances on all customers to be less than a billing cycle
(or period according to regulations) and reach timely due payments by 2030
Objective 3.1: Reduce account Receivables balance of water and 199 <100 2030
receivables balance wastewater customers (mJD)
Receivables balance of private 136 <75 2030
wells (mJD)
Receivables balance of revenues 23 <10 2030
(mJD) for JVA
Objective 3.2: Eliminate additional Strengthen cash management procedures and coordination From
interests, fines, and fees for delays on with the governmental entities including Ministry of Finance, 2025
cash outlays (electricity, BOT Energy and Mineral Regulatory Commission (EMRC), etc. to
payments, etc.) eliminate all additional interests, fines, and fees for delayed
payments from 2025
Objective 3.3: Ensure timely transfers Eliminate delays in government cash transfer and reduce From
from the Ministry of Finance and apply annual service payments on water sector debt 2025
central debt management procedures
42
It is assumed that NRW reduction is addressed in other sections

Strategic Approach
Maximize cash position in entities
- Incentivize cash collections (discounts for customers on early payment, penalties on customers for
late payments, balanced incentives for collection staff, etc.)
- Establish reporting system on the aging of receivables, penalties, discounts, etc. to support the
objectives
Manage interface with MoF

- Agree on a financial sustainability plan with MoF
- Establish a mechanism to ensure timely transfer from MoF, such as enhancement of coordination
- Investigate ways to create working capital in cases of forced delays of transfers
- Hand over the legacy debt to MoF for better management and potential refinancing options

Institutions Key institutional roles
WAJ and - Propose incentive schemes to maximize cash flow
Water - Negotiate grace periods with vendors and contractors
companies - Communicate public campaigns on incentives
- Establish clear and transparent disciplined cash waterfall
- Improve debt recovery to reduce receivable balance
JVA - Improve debt recovery to reduce receivable balance
MWI - Coordinate with MoF mechanism for timely transfers
- Create central unit to develop projects and coordinate donors support
MoF - Positively respond to timely transfers, or otherwise provide options to avoid delay fines and
cascading effects to delays
- Support management of legacy debt and accumulation thereof

Human resources Financial resources Requirements
- Staff the water sector with qualified individuals for project - Working capital in - Legal
development and appraisal case of delayed institutional
- Expert support to carefully structure incentives and waterfall schemes transfers from MoF enablers

The Finance Directorates within MWI, WAJ, JVA and each of the water companies, will be the owners of
these goals and their related objectives and will be responsible for following up with other units and
departments on the status of progress toward achieving them. These directorates will develop and approve
periodic reporting systems (either quarterly or annually) to assess progress in achieving the goals and
objectives.
Within the water sector, the UPMU (or the future regulator), as well as MWI, will follow up with WAJ, JVA,
and the water companies on the progress of the goals.

Conclusion
Securing more funds and investments into the water sector is crucial but is not the sole objective. This
strategy aspires to improve the financial health of the sector and promote its sustainability as a means to
look beyond money and instead enable enhanced service standards and quality, efficiency in its provision,
and improvements to the governance of the water sector.
Achieving these cost recovery commitments for WAJ, JVA and water companies will help all sector entities
be less dependent on government subsidies and/or foreign subsidies. This is critically needed to improve and
sustainably operate and maintain the systems. Otherwise, the sector will be continuously captive to
fluctuations in electricity rates and restrictions imposed by the annual government budgetary cycle. This
independence will result in better service provision that will in turn lead to better willingness to pay from
users. The cycle of funding challenge for service provision and management efficiency will be interrupted
and replaced with the financial sustainability one.

8 SECTOR GOVERNANCE AND INSTITUTIONAL DEVELOPMENT
A pillar goal for the sector is to “reform the legal and institutional framework to modernize the sector, clarify
roles and responsibilities, enhance accountability, and increase public trust". This chapter addresses the
specific goals, objectives, strategies, and targets to meet and achieve this. This is to ensure that the water
sector is perceived to be effective and responsive, with clear organizational mandates for water authorities,
independent utility companies, well-regulated services, and good governance. Achieving this pillar goal
requires a thorough examination of existing governing laws, bylaws, functions, and responsibilities to identify
the needed reforms. This includes an examination of where the current framework has created gaps,
overlaps, conflicts, or is simply no longer appropriate for the needs of the sector today which require that
water services become financially viable and significantly more efficient, reliable, and responsive to customer
needs.
This chapter addresses the sector’s specific priorities, goals, and strategies for strengthening water sector
governance through continued implementation of ongoing sector reforms, sector restructuring, and critical
institutional development activities. Sector governance encompasses how the legal, policy, and institutional
structures, roles, responsibilities, incentives, and administrative mechanisms across the sector work to
effectively manage water resources, deliver water and wastewater services, and ensure that the sector is
responsive, and accountable. The reason that sector governance is a pillar goal is that evidence around the
world, as well as in Jordan, has demonstrated that sustainable water security is simply not possible without
good governance.
As was reinforced in the 2022-2033 Economic Modernization Vision, these responsibilities are entrusted to
a multi-institutional public service entity (MWI) accountable to the public as a government entity. It has been
guided through this vision to consider “adopting comprehensive plans and programs with clear goals and
KPIs, operating transparently, clarifying its work mechanisms openly and responsibly, to dispel destructive
rumors with convincing facts and replace futile argumentation that feeds on the lack of information with
informed debates.” The vision has also focused on accountability, being “a must for those who are derelict
in performing their duties towards citizens, for public service is about offering solutions, not placing obstacles
before citizens.”43
The ambitions of the 2022-2025 Public Sector Modernization Vision, are “a governmental structure that is
designed to serve the priorities of the citizen and comply with the foundations of good governance to
enhance transparency, oversight and accountability", and “achieving an agile, uncomplicated, integrated and
efficient organizational and government structure, that is citizen-centric”.44
Current Situation
Management of the water sector is facing intense pressures due to several technical, administrative,
legislative, and financial causes. In the context of such severely limited water resources, worsening water
quantities and quality, high water losses, significant demographic changes, and noticeable climate change
impacts, these scarce resources are under increasing threat. Water and wastewater service levels vary across
cities, towns, and even neighborhoods with widespread customer dissatisfaction and continued erosion of
public trust. Such variations are also attributed to limitations and variability in supplies, additionally stressing
the need for effectively managing the resources, and the availability of the right institutions, resources, and
capacity to manage the sector.
43 Economic Modernization Vision, Royal Message (jordanvision.jo), January 202 ,302

44
Public Administration Modernization Vision, Public Sector Modernization Road Map, Governance and Organizational
Structure Concept Note, 2022

Institutional Framework
There are several public and private institutions with key roles and responsibilities for sector governance:
Ministry of Water and Irrigation (MWI)

MWI, based on its Administrative Regulations bylaw No. 52 of 199245, is the official body responsible for the
overall monitoring of the water sector, water supply and wastewater systems and related projects, planning
and management, formulation of national water strategies and policies, research and development, and
information systems and procurement of financial resources. Its role also includes the provision of
centralized, standardized, and consolidated water-related data.
The establishment of the Ministry of Water and Irrigation was in response to Jordan’s recognition of the
need for a more integrated approach to national water management, clearly delineating the separation
between developing the water policies and executing the operations. Despite these extensive sector-level
responsibilities, MWI has more limited legal authorities than WAJ and JVA, and there are some kind of
overlaps between MWI’s responsibilities and WAJ and JVA’s responsibilities.
Jordan Valley Authority (JVA)

JVA was established in 1977 with responsibility over the socioeconomic development of the Jordan Rift
Valley including the development, utilization, protection, and conservation of water resources. While this
mandate remains, since this time the JVA’s role has shifted emphasis to now be primarily focused on
managing the water resources within the Jordan Valley which encompass the dams to manage river flows
and seasonal runoff, bulk irrigation water, distribution, and drainage systems, the King Abdullah Canal (KAC),
and development of irrigation lands. The KAC, which is constructed alongside the eastern side of the Jordan
River, is a major irrigation canal and transports water from the North of the Valley. It is downstream to water
coming from highlands and dams constructed on the eastern wadis.
Water Authority of Jordan (WAJ)

WAJ was established in 1983 as a semi-autonomous government entity with broad authorities in charge of
water and wastewater management. These responsibilities include investment, ownership, and
management for: bulk water development, water treatment, water utility services, sewer systems, and
wastewater collection and treatment. Most water and wastewater services have been assigned to the three
water service companies: Aqaba Water in the south, Jordan Water Company (Miyahuna) in the middle, and
Yarmouk Water Company in the north. WAJ retains ownership of the country’s water and wastewater
infrastructure.
Water Utility Companies

Aqaba Water, Miyahuna, and Yarmouk water companies were each established to operate on a commercial
basis governed by the Companies Law. Tailored Assignment Agreements with WAJ assign each the authority
of WAJ over all water and wastewater service functions within its designated areas, except where such
authority is governed by contracts with third parties, specifically in Disi water supply and As-Samra
wastewater treatment plant BOTs. The objective of devolving water and wastewater services to companies
was to enable the companies to leverage the flexibility and efficiencies that can accrue as a private sector
company. This has been successful to varying degrees, however, as over time the government has continued
to play a significant management role and applying its regulations, resulting in the water companies
becoming more like O&M companies with continued erosion of autonomy.
45
Ministry of Water and Irrigation (jordan.gov.jo), June 6, 2022

Other Water Entities
Some internal sub-entities within the governance structure also play a significant role in sector governance.
Water Users Associations (WUA) were established across the Jordan Valley. These associations of local
farmers were established by JVA as a partner to improve irrigation management. WUAs can be assigned
responsibility for irrigation water distribution to individual farmers. The WAJ Program Management
Directorate (PMD) at WAJ has primary responsibility for managing part of the infrastructure projects funded
by donors and As Samra BOT. The Utilities Performance Monitoring Unit (UPMU) was established to monitor
the performance of the three public water service companies. The UPMU is intended to provide a level of
regulatory oversight in the hopes that these functions could be steadily and rapidly strengthened to pave
the way for the establishment of independent sector regulation.
Key Stakeholders
At the national level, government stakeholders include the Ministry of Finance (MoF), Ministry of Planning
and International Cooperation (MoPIC), Ministry of Agriculture (MoA), Ministry of Health (MoH), Ministry of
Environment (MoEnv), Ministry of Tourism and Antiquities (MoTA), and the Ministry of Energy and Mineral
Resources (MEMR). Water is fundamentally important beyond the government as well, and other major
stakeholders include academia, research institutes, business interests, the donor community, and NGOs.
Legal Framework
The sector is governed by a complex, and at times contradictory, set of major water laws, bylaws, policies,
and regulations. Laws have the most legal authority over sector management and operations. For the water
sector, the most significant legal framework derives from the following three laws:
• Water Authority of Jordan Law No. 18 and Amendments of 1988 which established WAJ and its legal
roles, rights, and responsibilities, amended over time.
• Jordan Valley Authority Law No. 19 and its amendments of 1988 which established JVA and its legal
roles, rights, and responsibilities, amended over time.
• Ministry of Water and Irrigation Bylaw No. 14 of 2014 that describes MWI’s organizational structure
and clarifies its responsibilities and roles.
• Underground Water Control Bylaw No. 85 of 2002 that describes and entails the different
procedures that are needed for controlling groundwater resources in Jordan.
• Jordan Valley Authority Administrative Bylaw No. 27 of 2022 that describes the organizational
structure of JVA and its roles and responsibilities.
• The National Water Policy Advisory Council Bylaw No. 54 of 2011 established the Council chaired by
the Minister, which is an advisory body to MWI.
The sector is required to operate in compliance with a wide range of regulations from within and outside of
the sector. These regulations include the following: Regulation No. 76 for Groundwater Protection and its
amendments (2003), Wastewater Regulation No 66 (1994), Subscribing to Drinking Water Regulation No 67
(1994), Regulating and Controlling Irrigation Water Use Instruction for year 2003, Jordanian Standard No.
893 Water- Reclaimed Wastewater (2002), Jordanian Standard No 287, Drinking Water – Method of Sampling
(1998), Jordanian Standard No. 286 on drinking water quality, Drinking Water Standards (1997), Jordanian
Standard No. 1145 on applying treated sludge, Using Sludge in Agriculture (1996), and Administrative
Regulation No. 54 of MWI and the amendments of those regulations and standards. Most of these
regulations relate to water quality, wastewater treatment, and sludge management quality, testing, and
reuse requirements.
Finally, the sector manages most of its institutions for financial and administrative independence through a
range of specific policies, plans, strategies, and regulations to ensure that everyone within the sector has a
clear understanding of the overall vision, and specific actions needed to achieve sector goals. In the past
several years, there has been a major effort to update this policy framework and develop corresponding

action plans that provide clear, measurable, and time-bound implementation plans to tackle the major issues
facing the sector. The planning and policy documents are not legally binding, but they are very important
sector management tools, ensuring clear guidance and directives.
Since the legislative framework is based on the laws that established the sector’s institutions, significant
challenges have been created in ensuring that sector reform, water resources management, and oversight
needs are addressed at a holistic cross-sector level. There have been several different efforts over the past
ten years in attempts to develop a comprehensive Water Law with no success.
Timely enough, however, among the strategic goals of the 2022-2025 Public Administration Modernization
Vision, “developing the current system of legislation, laws and regulations, especially with regard to
responsibilities, roles and bodies concerned with following up on the enforcement of laws” has been
prioritized.46
Human Resources
The water sector has continued to struggle to attract, train, develop, and retain staff with the right
qualifications to meet the rapidly changing demands of planning for and effectively addressing Jordan’s
water scarcity and optimizing its national water systems and the level of services. Water entities’ staff needs
to be enabled to professionally manage a modern, efficient water sector that is held accountable in achieving
its strategic goals, makes its decisions and operates based on accurate and verified data, data analytics,
process automation, commercial principles, private sector participation, sound planning, and continuous
improvement against a clear vision and according to measurable KPIs. The sector has seen a steady siphoning
off talented and experienced staff because of brain drain and mandatory retirements, while being unable to
rebuild and develop the next generation of water sector leaders due to halting recruitment. Hiring is
regulated by the Civil Services Bureau, which has outdated and overly prescriptive requirements that do not
allow for the flexibility required to recruit the much wider range of expertise needed beyond engineering
such as finance, communications, IT, management, contracts, and marketing.
Sector Structure
The current structure of the sector institutions shows challenges in the legal, technical, and financial relations
between them and the need to address the gaps, overlaps in functions and roles, and conflicts of interest
among them. Within each water entity, organizational development and restructuring plans rarely address
the corresponding execution and staff training and development needed for evolving functions, staffing, and
systems.
Sector reform efforts have been slowly implemented over the past ten years. This work is important and
necessary, but the pace and extent of reform needs to be accelerated to ensure that the sector can transform
into the modern, responsive, and evidence- and commercial-based entities needed to achieve water sector
and financial sustainability. Sector restructuring must be based on the following core results:
• Separate the legal, operational, and management responsibilities for bulk water supply from retail
water and wastewater services for municipal and irrigation water.
• Ensure that water companies have the independence and enabling environment to function as
commercial entities, within amended assignment agreements, legal frameworks, well-defined
accountability systems, and efficient, modernized methodologies and automated processes that
together support the implementation of its duties in a way that contributes to achieving the higher
strategic goals of the sector as a whole, relevant national goals, in addition to those related to
sustainable development.
• Independent regulation of water and wastewater services and cost of services.
46
Public Administration Modernization Vision, Public Sector Modernization Road Map, Governance and Organizational
Structure Concept Note, 2022

• Consolidated sector-level planning and oversight within the MWI.
Women in the Water Sector

The 2018 Gender Study that the percentage of females in water sector institutions47 represents about 11%
of water sector staff; in WAJ and the water utilities it ranges between 8% and 13% while in MWI females
constitute 32% of staff, and in JVA 8.8% of staff are females. Notably, when excluding the lowest job
categories in WAJ and the water companies which accounts mainly for the operational and field staff, the
percentage of women rises to 43%.
MWI has a well-established Gender Unit responsible for strengthening women’s participation in the sector
as a vital component of development and performance improvement. Despite this, there is still significant
work to be done to fully enable effective gender inclusion through capacity building programs which enhance
gender equity and representation in leadership and decision-making.

The water sector has seen significant structural changes to its operating environment, water supplies,
operating costs, fiscal position, and water demand due to several factors like the COVID pandemic, climate
change, changes in national priorities, and the financial situation. These factors have reinforced the need to
accelerate sector reforms and restructuring, as the current institutional and legal framework does not enable
the sector and its water entities to adapt, anticipate, and effectively manage with the speed, scope, and scale
of these changes. Good sector governance in Jordan faces several challenges and key considerations which
are outlined below.
Institutional framework. The current breakdown of water entities and their corresponding responsibilities
does not work to achieve the goals for the sector. Restructuring is needed to transform the current water
entities into bulk water suppliers, corporatized O&M utility companies, independent agricultural retail
associations, and an overarching planning and management authority that works to protect, manage,
allocate, and sustain all water resources as national resources. This must be complemented with an
independent regulator to achieve strong accountability and transparency throughout the sector.
Lack of regulation. Regulation of services and sector performance is a core component of a well-managed
water sector. It is also a known fundamental principle of regulation that you cannot regulate yourself, as
there is an inherent conflict of interest in overseeing your own performance. Currently, not only is the UPMU
the only unit with any regulatory responsibilities, but its role is limited to reporting on a set of KPIs for the
utilities and providing recommendations for improvement. As such, there is an urgent need to strengthen
regulation to have independent, reliable, and available reporting on utility services, financial performance,
and sector operating costs. Effective regulation and accountability also serve a very valuable role in
enhancing performance and strengthening public trust.
Financial and commercial management. The sector has very clear goals and priorities to reach financial
sustainability, while achieving this requires more than restructuring tariffs and improving operational
efficiencies to see cost savings. It requires qualified and sufficient staff within the water entities to have the
established management systems, capacity, and experience to reduce losses and strengthen accountability
and financial controls. In addition, the water companies are not given independence in financial
management. For example, their proposed budgets are negotiated with the General Budget Department,
despite being established under the company’s law. These budgets are then reviewed and reduced by budget
47
The 2018 Gender Study on Women Working in the Water Sector identified some limitations in data collection and
data management which made comparative analysis more difficult as the six water sector institutions (MWI, WAJ, JVA,
YW, AW and Miyahuna) used different systems for classifying and managing data.

department staff with no sufficient insight into status of the water sector operational challenges, and the
lowered allocations then reduce O&M spending for maintenance of assets.
Staffing. Many functional areas within the sector suffer deficiency in experienced staff, while the sector is
unable to hire, transfer, and fire them when needed, and lacks the flexibility in determining competitive
salaries that can attract the required competencies due to the restrictions imposed and obligating the
institutions and companies of the sector to carry out these tasks according to the civil service regulations.
Management systems. Despite the new ERP systems being rolled out at WAJ and the water companies, with
extensive training and institutional development support, it remains insufficiently utilized. And as this system
has been shown to greatly improve performance data collection and analysis and provide high level reporting
across technical, operational, and financial areas for managers and decision makers, the sector needs to fully
optimize the ERP system within its institutions and departments, especially the ones that can perform quick
and reliable analysis.
Data-driven decisions. Governance requires information to manage, adapt, and ensure responsiveness and
transparency. Currently, the needed data is scattered throughout each entity. There is weak central
monitoring of this data, which weakens accountability on whether data is submitted on time, or not.
Therefore, the sector is making resource management decisions that have huge and long-term financial and
sustainability implications, with the absence of accurate, timely, and reliable data.
Gender and inclusion48. Women remain insufficiently represented in leadership positions and requires more
work to ensure giving equal opportunities in hiring, retention, compensation, promotion, and capacity
building opportunities. Data and plans in the sector are still not fully gender disaggregated and gender
sensitive. In terms of other areas of inclusion, youth and persons with disabilities in the workforce present a
unique set of both challenges and opportunities. The water sector minimally complies with government
regulations49 regarding the inclusion of persons with disabilities (PWDs) and there needs to be concentrated
efforts to target hiring PWDs across the sector wherever possible50.
Despite all the explained challenges, there are good opportunities related to the Complementary
Government reform efforts. The national government has a renewed focus to promote transparency,
empower citizens, enhance communications, and harness new technologies to strengthen governance. The
Public Sector Administration Modernization Committee was formed in 2021 as a national initiative “aimed
at improving the quality of services provided to citizens and raising the efficiency and effectiveness of public
sector institutions.” MWI is one of the ministries that are included in this initiative, and the goals of this
strategy are aligned with the initiative’s priorities and roadmap. This creates a powerful opportunity to align
long overdue and difficult sector reform initiatives to this broader government effort with the support of the
Prime Ministry and other key government institutions.
48
Gender Study on the Women Status Working in the Water Sector, USAID Water Management Initiative, 2018.
49
The law states that organizations of 25 to 50 employees should have at least 1% PWD employment and organizations
with over 50 employees should have 4% PWD employment.
50
The Gender Study on the Women Status Working in the Water Sector reported there were around 9,359 total
employees in 2018. A rapid assessment carried out by the MWI Gender Unit in 2022 determined that only 47 PWDs
were employed across WAJ, JVA, MWI and the three water companies, less than 1% for the whole sector.

Goal 1: Restructure and Modernize Water Institutions to Ensure That
They Have the Legal Mandates, Staff Capacity, Resources, and
Incentives to Enhance Accountability and Increase Public Trust
The sector will move forward with institutional and legal restructuring to clarify, separate, and distinguish
the key functional responsibilities and roles for the sector, of which the most important ones are those
related to water resources management, water production, transmission, distribution, and regulation. This
will enable much more streamlined and integrated sector management with clear oversight and public
reporting to increase transparency and accountability. Through restructuring and separating government
interference from utility companies, there will be stronger service delivery and commercial management
mandates to improve customer service and financial performance. This will rebuild public trust through
action, better and more reliable services and information, and regular and reliable performance reports from
an independent regulator.
Objectives
Goal 1: Restructure and modernize water institutions to ensure that they have the legal mandates, staff capacity,
resources, and incentives to enhance accountability and increase public trust
Indicator/Target: The water sector is perceived to be effective and responsive, with clear organizational mandates
for water sector entities, independent utility companies, well-regulated services, and good governance
Objective 1.1: Update legal and Update laws and bylaws to separate bulk water production from 2025
institutional structures for all retail services, ensure utilities are independent, establish
water entities to enact sector independent regulation, and consolidate sector policy and
reform and restructuring oversight in the MWI
Update and enforce Assignment Agreements with water From
companies and their functions in accordance with the Articles of 2024
Association and applicable provisions of the Company Law, in
order to clarify legal rights, institutional responsibilities, financial
obligations, and regulatory requirements
Objective 1.2: Regular and reliable Annual Report published by the Ministry of Water and Irrigation From
public reporting on sector within three months of the end of the year to assess progress 2024
performance, and water and against achieving goals of the National Water Strategy, SDGs, and
wastewater service levels government priorities
Objective 1.3: Expand public Establish regular public engagement platforms to discuss major From
participation to build citizen policy priorities and solicit input into annual sector planning 2023
partnership processes
Strategic Approach
Legal framework update and development. Sector restructuring will require a holistic review and
amendment of existing laws, bylaws, and policies that are taken as a whole to allow for the changes needed
across all water entities. WAJ and JVA water development responsibilities will be separated out to form bulk
water supply entities with all retail responsibilities passed on to utility companies or irrigation associations.
Assignment Agreements and Articles of Association for the water companies must be updated in parallel
with this effort to ensure that their corporate responsibilities are clearly delineated and defined. The MWI
must be empowered to carry out its responsibilities in formulating policies, national plans, water resources
management and monitoring, and managing donor funding and attracting investments. Alongside these
reforms to existing entities, the sector will work on establishing an independent regulatory body that
regulates the sector and monitors the level of water and wastewater services and provide its
recommendations in relevant financial and tariff matters. The changes to the proposed legal framework must

then be executed through comprehensive institutional development plans accompanied with significant
training programs to staff and improvements to new operations and systems that will be activated.
Performance reporting. The water sector must report on the overall performance evaluation against the
National Water Strategy targets, SDGs, and national priorities. This reporting is beyond just utility services
reporting, which is a regulatory function. Instead, this reporting is the responsibility of MWI, as the national
party tasked with looking at the overall health and ability of the sector to meet the needs of the public and
the imperatives of sustainable water security. It is essential that MWI releases an annual report to the public
along with regular formal and informal progress reporting.
Public participation and engagement. Water is the concern of every person within Jordan. The sector must
expand public participation in the planning process to ensure that key public needs are heard and addressed
in national water budgets, especially those of marginalized and underrepresented groups. The sector should
also increase citizen access to information, analysis, policy documents, and accessible materials to support
improved understanding of the public and easy engagement of key stakeholders.

GoJ - Enable establishment of the regulatory body
- Ensure proper functioning and independence of the regulatory body in carrying out its
missions
- Propose legal reforms and work on their endorsement
MWI - Adopt strategic planning in the sector reform process
- Expand sector-level reporting and public engagement
- Propose amendments on current legislations or propose new laws
Parliament - Review and approve proposed reform legislations
MWI, WAJ, water - Work closely throughout the sector reform process to co-develop and update strategies
companies, and action plans for sector reform, agree on sector wide KPIs, and integrate investment
JVA planning
WAJ and water - Update, implement, and comply with Assignment Agreements and Articles of Association
companies - Provide accurate performance data on-time to regulator
Donors - Build capacity on result-based strategic management and planning
- Conduct a sector wide governance assessment
Regulator - Agree on and monitor performance against KPIs and targets
- Collaborate with water institutions to develop Monitoring, Evaluation and Learning (MEL)
plans and reporting mechanisms
- Annually determine actual cost of water and recommend governmental subsidy levels
based on the actual cost and financial targets
- Report publicly on sector performance

- Conduct change management programs - Capacity development and - Political will to finalize and pass
to raise staff’s awareness and introduce training budgets in all water comprehensive legal reforms
them to their responsibilities and roles entities - Available human and financial
in institutional reform and sector - Allocation of financial resources
restructuring resources to cover cos of - Successful capacity building
- Organizational development and establishing the proposed conducted and sustained
capacity building for new roles, regulatory body - Administrative stability of top
processes, and operating in new - Donor support to reform and management
structure build capacity

Goal 2: Strengthen the Organizational Structures and Management
Practices within Water Institutions to Be Responsive and Resilient to
Dynamic Sector Management Needs
In general, the public sector, including the institutions of the water sector, is suffering from weak
responsiveness and resilience in processes and decision making, despite being imperative for the sector’s
institutions. The needs and nature of activities of the sector are changing, and the organizational structures
and management institutions must respond at the required speed and adapt to this change accordingly. This
change must start with amending the hiring and human resources management practices. Incentives across
the sector, for water companies as well as water entities, must become aligned with performance in a fully
accountable and transparent manner. The sector must again be able to rebuild its ranks, attracting early
career professionals and steadily building the next generation of sector leadership that is equipped for the
dynamic nature of the current and future water sector. All of this must be accompanied by much more
deliberate, extensive, and routine capacity development, training, and institutional development.
Objectives
Goal 2: Strengthen the organizational capacity and management practices within water institutions to be
responsive and resilient to dynamic sector management needs
Indicator/Target: Sector staffing is aligned to functional needs with appropriate capacity, training, resources, and a
clear path for professional development and advancement on the basis of performance
Objective 2.1: Attract and retain qualified - Effective deployment and attraction of qualified staff Urgent
and inclusive staff throughout the water who match the required experience levels, technical and
sector who are empowered and expertise, and performance to carry appropriate roles, ongoing
incentivized to perform at a high level responsibilities, and advancement opportunities
- Performance management systems and incentive
schemes that regularly review and reward staff
performance against clear goals and targets
Objective 2.2: Update hiring procedures, - Hiring procedures are transparent, impartial, and From
organizational charts, human resources updated to reflect new technical needs for the sector 2024
policies, position descriptions, and staff - Accurate organizational charts in place for each of the
performance management to ensure high water sector institutions, reflecting its policies and
quality, accountable, and well-run regulatory mandates
institutions - Succession planning and continuity of hiring practices to From
fill critical roles and develop long-term leadership 2025
capacity
Objective 2.3: Attract youth, women and - Equality in recruitment of women and allowing Ongoing
PWD to work at the sector opportunity for underrepresented groups to increase
their share of the workforce to 40% by 2040
Objective 2.4: Invest in placing and - Give a pioneering role to the Water Authority of Jordan From
maintaining staff training and capacity Training Center and leadership to all sector staff 2024
development, particularly in critical areas training programs. Training programs established,
of project management, contracts ranked, updated and linked to staff advancement
management, climate change, NRW,
financial management, and PSP
Objective 2.5: Strengthen corporate - All water utilities to adopt business basis in annual From
governance and leadership skills across all planning and performance management against KPIs 2024
water sector entities with annual public reporting.
- MWI to manage sector master plans, Strategy
Implementation Framework (SIF), and the national
strategy goals with annual public reporting

Objective 2.6: Strengthen internal - High level of awareness and engagement among all From
communication and sector-level sector staff in the development of policies, strategies, 2024
coordination across all water sector major reforms, sector restructuring plans, and other
entities major issues affecting overall operation and
management of the sector
Strategic Approach
The objectives and indicators for this goal are very straightforward. The strategic approach to execute and
achieve them is also straightforward. Sector leadership and managers across the sector must change the way
in which staff and management are selected and hired, and in developing procedures of their management,
incentivizing, rewarding, and advancing them.
Human resources systems and processes. Implement structural changes to human resources with a renewed
commitment to training and professional development. Specific requirements and conditions must become
requirements for certain jobs and advancement with the requisite trainings being offered to create an even
playing field for promotion. Each entity needs updated organizational charts aligned to the NWS and key
sector commitments, through which clear job descriptions and standard operating procedures are outlined.
Capacity development to ensure that staff can fulfill their assigned roles needs to be addressed within an
integrated capacity development system (see Figure 42).
Succession planning. The sector needs to work closely with relevant stakeholders to remove hiring
restrictions and job replacement so that to help rebuilding units, departments, and institutions, and to
provide long-term job succession options, as well as to provide the sector with competencies of modern
science and practices.
•Objectives
•SOPs & PIs •Training material
•Administrative •Trainers/ instructors
Training
guidelines Procedures programs/ •Training venue &
•Needs assessment development courses logistics
•Resources •Training evaluation
availability Plans / programs Certification
Job Competency programs/
Framework courses
Monitored
Actions and implementation
activities (jointly) •Mentoring/
coaching
Performance Real practice •Pre/ post evaluation
•Impact assessment improvement •Validate resources
•Knowledge transfer Competencies •Lessons learnt
•QA/ QC Enhanced •Procedural manual
•Institutional
development
Figure 42: Capacity Development System
Training. Regular training in management and operations skills must be developed, as the newly refurbished
WAJ Training Center is an ideal venue for staff trainings for all water entities and companies.
Corporate governance. Sector management needs further professional development in the principles and
institutionalization of good corporate governance principles as another key component in building a
responsive and resilient water sector.

Governmental - Support sector in hiring of staff needed
Institutions - Delegate needed authority regulation including recruitment and procurement
concerned in hiring
MWI - Implement the restructuring related to updating organizational charts, roles and
WAJ responsibilities, job competency and job descriptions, etc.
JVA - Develop human resources relevant plans, procedures, and guidelines
Water Companies - Develop capacity building plans and trainings, including skills development in corporate
governance and leadership
- Develop and implement quality assurance/quality control mechanisms and performance
monitoring tools
Donors - Align support to human resources and capacity development priorities

- Trained Human Resources (HR) staff - Providing financial resources - Leadership commitment to new
- Training technical staff - Training budgets HR systems and structures
- Develop and implement job - Civil Service Bureau support
replacement plans - Release hiring constraints
Goal 3: Strengthen Sector-Level Strategic Planning, Management,

Monitoring, Evaluation, and Reporting
The complexity and interconnected nature of Jordan’s water resources, coupled with the added challenges
from the extreme water scarcity and changing composition and contributions from different and new
supplies, such as desalination project that requires high investment levels, makes it essential that there is
strong planning and management, in paired with effective and routine monitoring and evaluation of
management metrics and progress against plans and strategy targets to create incentives for performance
and accountability across the sector. The sector will invest in developing systems and building staff capacity
to integrate robust and reliable data into sector and institution-level planning and strategies, as well as
regular updating of capital investment plans and linkages with the master plans, as an essential tool to better
advocate and coordinate across the government for water sector priorities.
The sector will work on developing well-informed, results-based, and time-bound action plans that keep
pace with developments, and link to a well-structured Monitoring, Evaluation, and Learning (MEL) system.
Reliable data, information sharing, systems compatibility, and clear responsibilities for collection and
reporting are all pre-requisites for the success of this strategy. Timely reporting allows for progress analysis,
dynamic adjustments and updates of strategic decisions, and future planning. It also results in accurate and
evidence-based identification of challenges and opportunities for increased responsiveness.

Objective
Goal 3: Strengthen sector-level strategic planning, management, monitoring, evaluation, and reporting
Indicator/Target: Sector strategies and plans are updated and implemented against clear milestones, targets, and
indicators
Objective 3.1: Manage water sector Strategy Implementation Framework (SIF) are From 2023
institutions according to corporate developed and institutionalized as a management
governance principles on the basis of results- framework within each water sector entity
based plans and performance management
against targets
Objective 3.2: Institutionalize the monitoring - Reliable water resources data and operational Ongoing
and evaluation procedures within all indicators are regularly collected development,
institutions and reflect them as annual plans - Monitoring, Evaluation, and Learning (MEL) MEL systems
and budgets systems are in place in all relevant water sector by 2024
entities. Relevant data analysis capacity is
institutionalized within each water institution,
fully integrated to data collection systems
Objective 3.3: Regular coordination across Active formal platforms for coordination and Immediate
government to align sector planning and consultation on water sector policy in place and
water budgets to national strategic priorities, regularly utilized
such as Ministry of Finance, Ministry of
Agriculture, Ministry of Energy, Ministry of
Environment, Ministry of Planning and
International Cooperation, municipalities,
and Ministry of Health
Objective 3.4: Maintain updated capital Capital Investment Plans (CIP) are current and By 2023
investment planning for sector infrastructure linked directly to sector master plans.
needs and critical systems investments CIPs are updated quarterly. From 2024
CIPs provided on demand to donors. From 2024
Objective 3.5: Ensure effective donor - Coordination of projects with donor agencies is From 2024
coordination to leverage the support of consolidated
international partners, match donor funding - Developed and updated systems track all From 2025
to critical sector needs, and avoid duplication donor-funded activities, CIP, and generate
regular pipeline for donor support
Strategic Approach
This goal requires a sector-wide commitment to effective implementation. It is too easy to have policies and
strategies developed and left unimplemented. The key is to follow planning implementation, decision making
and continuous updating within executive plans that are institutionalized into day-to-day operations and
management procedures. Figure 43 below presents the implementation, oversight, and adaptation cycle for
strategy implementation.

National Water Strategy and Water
depending on available / required

Vision & Guidance
financial and human resources

Direction / Supervision
Review and updated planning

Policies
Agreed Outcomes,
Targets, and
Responsibilities Strategy Implementation Framework (SIF)
Reporting
Activities &
Projects Strategic and Business Plans for
Executing Entities
Figure 43: National Water Strategy Implementation, Monitoring, and Reporting Cycle
Strategy Implementation Framework (SIF). Develop a unified roadmap for the water sector through
translating this strategy into achievable and measurable results, with preidentified performance indicators,
time-bound targets, and responsibilities. The water sector must work on developing its institutions’ annual
plans are derived from the SIF and are structured toward the achievement of the overall pillar and strategic
goals and objectives.
Institutionalize Monitoring and Evaluation against annual plans and budgets. Formulate a Monitoring,
Evaluation, and Learning (MEL) Framework, and activate the MEL functions through a MEL Action Plan with
clear data flow channels and responsibilities along with reporting mechanisms. Ensure that effective and
continuous learning from the MEL findings is in place through highlighting and building on success, while
identifying gaps and converting them into future opportunities in project planning and funding allocations.
Communicate findings and recommendations with the donor community, private sector, and other major
stakeholders and establish initiatives and future partnerships.
Maintain updated Capital Investment Planning. WAJ, JVA, and MWI need to consolidate and then
institutionalize a mechanism for joint capital investment planning and annual updating of a sector-wide
Capital Investment Plan (CIP). With a regularly updated plan, the CIP becomes the basis for coordinating
donor and national budget infrastructure investments. It further facilitates the ability to prioritize
investments as they can be assessed against overall sector and national priorities, reflecting ongoing
investments and donor commitment.
Donor coordination. Donor support is a vital resource for the sector, enabling significantly higher levels of
infrastructure and institutional development than would be possible if fully self-financed. Therefore, the
sector must work on institutionalizing and consolidating it, through MWI’s continuous communication with
the donor community and existing support to include a document and systems review and stakeholder
consultations to better define donor coordination and project tracking needs, and updating and linking the
donor coordination information system to new donor coordination procedures that are evidence-based and
aligned to master plans and the NWS.

MWI - Develop and operationalization of Strategy Implementation Framework (SIF)
WAJ - Improved data collection, sharing, analysis, and reporting
JVA - Joint capital investment planning
- Integrated donor coordination reporting and planning
MWI - Update donor coordination information system and procedures

- Consolidate and follow up the capital investment planning
- Update and upgrade the National Water Information System (NWIS)
Utilities - Link business plans, annual plans, and budgets to SIF
Regulator - Link water services MEL framework to national policy MEL mechanism
MoPIC - Ensure sector’s plans and donors support are in line with the national plans, targets, and priorities
Donors - Cooperate across donors to enable effective donor coordination
- Prioritize support against CIP and national strategies and plans

- SIF development taskforces - Annual budget - Leadership commitment and mandates
created allocations for IT systems for new approaches
- Capacity development in maintenance and - Change management and process
planning and MEL upgrades, as needed reengineering to facilitate integration of
- Information technology (IT) continuous planning, management,
systems development and monitoring and evaluation
operations capacity
Goal 4: Promote Gender, Inclusion, and Youth Empowerment

throughout the Water Sector
Jordan is committed to supporting the efforts accomplished under the Global Sustainable Development
Goals (SDGs), including the efforts achieved under SDGs 5 which calls for achieving gender equality and
empower all women. Therefore, the water sector takes into account in the recruitment processes attracting
female competencies and giving them a stronger role in various fields, where women in Jordan comprise
over half of the universities graduates, and their participation rate in labor force was only 14% in 2021
(Department of Statistics).
To enhance women’s participation in the water sector for the coming 20 years, Goal 4 will focus on provision
of sector plans, policies, and tools that would; 1) encourage women and freshly graduated youth to enter
the water sector, and 2) promote gender mainstreaming and women empowerment for leadership positions
in the water sector. This section describes the gender inclusion objectives that also target inclusion of youth
and PWD’s, indicators, timeline, and the strategic approach to implement and assess the efforts under this
Goal.
Objectives
Goal 4: Promote gender, inclusion, and youth empowerment throughout the water sector
Indicator/Target: Growing numbers of women in leadership roles, youth hires, and representation across all
segments of Jordanian society in sector employment
Objectives Indicators/Target Timeline
Objective 4.1: Strengthen gender - All sector strategies, master plans, business plans, and action From
mainstreaming in sector plans, plans explicitly address gender considerations and gender 2024
strategies, programs, outreach, equity.
engagement, and activities. - Sector performance monitoring and evaluation systems and
reporting disaggregated by gender to track progress, promote
learning, and identify areas for improvement.
- Annual report on gender and inclusion published publicly.
Objective 4.2: Increase women’s - Increase women’s participation in leadership roles by 25% by Ongoing
participation at all levels of the 2030 and 30% occupation of management/leadership roles
water sector, with specific held by women by 2040.

representation in decision-making - Equitable representation of women on utility Boards of
and leadership positions Directors.
Objective 4.3 : Increase youth - Youth groups engaged in public participation for sector Ongoing
engagement and hiring within the planning and increase their employment.
sector to develop the next - Professional development and training opportunities provided
generation of water sector leaders to high-performing early career staff.
and operators. - Linkages with research centers and universities that provide
opportunities for youth to be more engaged in research,
cutting edge technologies and innovation.
Objective 3.54.4: Persons with - Persons with disabilities engaged in public participation for 2040
disabilities engaged in the water sector planning and execution.
sector at all levels, and employment - Persons with disabilities employed and integrated as possible
increased
Strategic Approach
Achieving gender mainstreaming integration at all levels, starting with the sector strategies and plans, as
well as the policies and procedures to ensure equity for women’s role in the water sector, a special focus
needs to be placed on increasing women’s representation in decision-making and leadership. The sector
should work on equally attracting qualified men and women to vacant positions, and current female staff
are equally offered technical and leadership skills training opportunities that would build a career path for
women toward leadership.
Implementation of the current Gender Policy for the Water Sector, adopted in 2020, must continue. Activities
of strategic planning, institutional development, HR, and financial management are required to include
budgeting and programming for gender, inclusion, and youth engagement activities along with efforts to
increase PWD hiring and professional development. Effectiveness of the sector in improving equity and
inclusion will be tracked through the gender disaggregation and inclusion metrics in data collection tools and
human resources data and records. The sector will also rigorously enforce a zero-tolerance policy toward all
forms of harassment or violence at work, including verbal or physical abuse and sexual harassment.
The water sector entities will also work on including in contracts’ provisions of its consultants and contractors
to enforce gender equity, and even to define certain participation percentages of women in the work force
for each contract.

The MWI restructured the Gender Unit in 2018 with a clear scope of work and released the Gender Policy
for the Water Sector in 2020. The Gender Policy draws the road map for gender mainstreaming in the water
sector, and provides clear goals, objectives, and key performance indicators to achieve it in general.
Institution Key Institutional Roles

MWI Gender Unit - Implementation of Gender Policy for the Water Sector
- Convene Gender Focal Points Network
- Work with gender focal points to mainstream gender and Gender Policy Action Plans
- Regularly review and update, as needed, gender equality and social inclusion (GESI) KPIs
- Develop and provide training on gender mainstreaming and tools
Water entities - Establish a Gender Focal Point
- Support the Gender Focal Point’s Network
- Monitor consultants and contractors’ commitment to include women in their work force
- Collect and report on GESI KPIs

- Gender Focal Points - Budget allocations for - Leadership commitment and
- Training staff training and gender support for GESI principles
- Empower the Gender Unit through proper mainstreaming and priorities
training

There is a crucial need to adopt a monitoring and evaluation mechanism for the NWS, and to institutionalize
MEL against sector master plans and SIF. Data collection must be timely and reliable with regular reporting
of findings and results that are easily and publicly accessible. In addition, a data quality assurance mechanism
will be introduced, collection procedures reviewed, and sharing of information assured. With the advent of
the Sustainable Development Goals (2015-2030) and the greater emphasis on country reporting,
performance indicators will be linked with the global indicators. The NWS will be reviewed, with targets and
indicators updated, at a minimum of every five years.
Conclusion
Effective sector governance is a fundamental prerequisite to sustainable its management and lasting water
security. However, there has not yet been enough attention paid to governance as the priority has always
been on operations and services. This strategy reflects the understanding and reality that it is very hard to
improve operations and services without there being a sound foundation of effective, accountable, and
transparent sector governance. These will not be easy goals to achieve. Overall sector restructuring will be
required along with a transformation within water entities in terms of how they manage the sector, as well
as their staff, systems, and resources. In addition, achieving these goals is also a responsibility shared by the
institutions of the Government of Jordan as a whole. The national government needs to become a supporter
and advocate for the institutional restructuring, regulation, and management and legal changes needed.
Good governance alone cannot provide absolute assurance that objectives will be met, but it provides
reasonable opportunity and the tools and approaches needed for leadership, managers, and sector staff to
better fulfill their mandates and carry out their roles and responsibilities. This is vital.
Water affects everyone in the country and must be governed and managed with the level of care, capacity,
and investment required to do that effectively. This also further emphasizes why the sector itself needs to
reflect society in its staffing, planning, and policies. The representation of women, youth, and PWDs in sector
staffing must be tackled. Sector facilities and jobs need to become more accessible to PWDs and equity must
remain a core commitment for the sector.

9 ENERGY EFFICIENCY AND RENEWABLE ENERGY IN THE
WATER SECTOR
Energy accounts for around half the operational budget of WAJ and water companies, and 20% of the
operational budget of JVA. The energy consumption required for the expansion in producing additional water
supply sources continue to grow, like seawater desalination and deep aquifers which have become the
remaining new sources, and both consume energy higher than the need of one cubic meter from the current
conventional resources. Additionally, these new resources are at farther away locations from demand
centers, which significantly increases the need for operational energy. Therefore, it became imperative for
the water sector to maximize energy efficiency at every stage from production to delivery at subscribers’
meters. The fact that tariffs remain well below cost recovery levels only further enforces the need for
lowering energy cost on the sector, implementing investments in renewable energy, and finding operational
solutions that lead to cost reduction, sustainability enforcement and services enhancement, due to its vital
role in the long-term water security and financial sustainability.
Current Situation
The water sector in Jordan consumes substantial amounts of energy to produce and deliver potable water
to consumers all over the country. This is due to the use of groundwater, the natural topography through
which water pipelines pass for water delivery to demand centers, and geological features of the water
bearing strata. Natural fresh surface water sources are very limited and among the available ground water
is the deep one, and continuously diminishing with over abstraction. Water pumping is required against a
head of 1,400 m for some places which results in high energy consumption. Even seawater desalination
requires pumping treated water for hundreds of kilometers as Aqaba is Jordan’s only access to the sea, but
water is needed in Amman and other middle and northern cities. The high energy consumption has also
intensified because of the increase in water demand and searching for new resources due to an
unprecedented growth in population resulting from the influx of refugees from neighboring countries. Figure
44 shows percentage of energy cost to the total O&M cost, which has increased from less than 50% in 2010
to more than 50% during the recent years. The Figure also shows the progressive increase in energy use for
water and wastewater services over 2010-2021, which increased by 38%.
1800 65%
1600 60%
Electricity cost to O&M cost
1400 55%
1200 50%
1000 45%
GWh
800 40%
600 35%
400 30%
200 25%
0 20%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Electricty consumed Electricity cost to O&M cost
Figure 44: Electricity Use and Its Cost Ratio to O&M Cost over 2010-2021
Country wide energy consumption by the water sector was reported in 2021 to be around 3.3 kWh/m3 (MWI,
2021). This is quite high compared with average values in the USA and Germany, for example, where energy

consumption is 0.42 kWh/m3 for surface water, 0.55 kWh/m3 for groundwater, and about 3.17 kWh/m3 for
desalinated water (Voltz, T. and Grischek, 2018).
On the other hand, the issue of energy efficiency of the water pumps still needs more work, as their efficiency
is still low in some cases due to the lack of analysis and evaluation of yield power consumption, incorrect
operating practices, and poor preventive maintenance. As high as it is now, unfortunately, the energy
intensity of water sector operations in Jordan is poised to become even higher and more challenging in the
future due to the following factors:
• deteriorating water quality of available resources requiring further treatment operations
• groundwater current over-abstraction leading to searching for deeper resources, and
• inevitable need for desalinating water and conveying it to demand centers
Therefore, sustainable and long-lasting changes in energy utilization in the water sector have become a
national priority. All public and private sector entities must work hand in hand to achieve this objective as
water is clearly the backbone to national health and sectoral development. To achieve the desired changes,
two national strategy goals have been developed with corresponding objectives that are measurable and
time bound against a combination of quantitative and qualitative indicators.

The following key challenges have impeded energy efficiency efforts and implementation of new sector
goals:
Limited national-level planning to shift to renewable energy in Jordan over the coming ten years. In 2021,
the energy mix in Jordan51 remained overwhelmingly oil and natural gas, with renewable energy supplies
contributing about 14%.while, the plan calls for modest shifts to increase natural gas to 25% and keep the
same share of renewable energy at 14% and reducing oil to 51%. This means that most sectors in Jordan will
not be able to increase their share of renewable energy significantly and that sectors will all compete for this
small additional increase.
Limited data availability and accuracy. As the water sector has tried to better understand, manage, and
plan for energy-related improvements, it faced significant challenges in relation to the collection of energy
and associated data. This includes insufficiency of data related to energy consumption and quantities of
water pumped. Although a lack of data should not prevent identification and implementation of energy
saving opportunities, it does, however, make it difficult to develop effective energy performance indicators
for the water sector that allow to study the feasibility of projects and investment in its cost saving. The sector
will aim at availing a national database that compiles digital data for energy consumption and for relevant
variables affecting energy consumption.
Roles and responsibilities not clearly defined. Although the water sector, including MWI, WAJ, and utilities
agree on the importance of energy efficiency and renewable energy, there seems to be a need for identifying
roles and responsibilities. Energy management in a sector as complex as the water sector requires a
systematic and integrated approach with clear identification of who is responsible for what. Items that
should be well defined include alignment of energy objectives at all levels, proper planning to identify
available energy saving opportunities in a systematic manner, connecting planning outcomes with
operational tasks, in addition to training to continuously build on practical examples and demonstrations.
Resource allocations. In some instances, there are no budget lines allocated at financial budgets of water
institutions that are related to energy saving opportunities. Therefore, the sector needs to work on availing
sufficient financial resources in order to implement renewable energy projects and energy efficiency.
51
MEMR, Jordan National Energy Strategy, 2020 and Energy Balance Data of 2021

Goal 1: Improve Energy Efficiency in All Water Sector Operations
through Better Energy Management Practices in Order to Lower Costs
and Improve Financial Performance of the Sector
Objectives
To achieve the goal of improved energy efficiency, the sector commits to implementing three main objectives
that target a range of pathways to improve energy efficiency in water supply operations, particularly in
production, transmission, treatment, and recycling. MWI has a strategic objective of reducing total energy
consumption by 15% by 2025 from 2019 figures, estimated and set at 6.6 kWh/m3 billed and 3.4 kWh/m3
supplied, provided that the achievement in relation to this goal is evaluated in the year 2025, and then new
goals are set, taking the 2025 data as the baseline. Since the achievement of this goal will be monitored from
2022 to 2025, setting new goals until 2040 will depend on actual statistics. It is expected that sufficient data
will be available by 2025 to set a realistic and applicable target based on accurate information. A standard
model will be employed to accurately represent the relationship between variables and energy consumption,
considering current plans and projects and all achievements to date in the energy management system.
Goal 1: Improve energy efficiency in all water sector operations through better energy management
practices in order to lower costs and improve financial performance of the sector
Indicator/Target: Energy used for each m3 of water produced, distributed, and treated is steadily reduced
(2019)
Objective 1.1: Improve energy efficiency in kWh/m3 of water 3.4 kWh/m3 2.9 2025
bulk water production and transmission and produced kWh/m3
supply (WAJ/JVA) through optimized
operations
Objective 1.2: Improve energy efficiency of kWh/m3 of water NA TBD From
water supply, treatment, and distribution distributed by each utility 2025
through optimized network operations
Objective 1.3: Improve energy efficiency in kWh/m3 of wastewater NA TBD From
wastewater treatment and transmission of treated 2025
treated effluent
Objective 1.4: Implement energy management Implement Energy Management System (EnMS) for 2030
systems to gradually cover the entire water all energy-using water sector facilities.
sector • EnMS covering 60% of water sector by 2025
• EnMS with 100% coverage by 2030 measured by
kWh consumed by water sector activities
Objective 1.4: Implement energy management systems to gradually cover the entire water sector. The goal
of implementing an Energy Management System (EnMS) is to ensure the incorporation of energy efficiency
into existing practices and processes within water utilities and focus on continual improvement of energy
performance and reduction in operational cost. This is achieved by developing the technical and
organizational capacities of water providers and anchoring and applying central elements of the EnMS, in
accordance with the ISO 50001 framework: Plan-Do-Check-Act (PDCA) for continual improvement.
The EnMS will ensure energy use efficiency is considered in the design and operation of water facilities and
that the water sector works together to achieve its energy targets and strategy. Action plans will be
monitored to ensure that the water sector is working to reach its specific energy-related targets. The EnMS
will also focus on increasing data reliability and utilization to help the water sector in taking better decisions
at the technical and managerial level.

The EnMS is being developed in two phases - a pilot scale phase and a full-scale implementation phase to
follow. The pilot phase is already completed and includes specific water assets within water companies in
addition to JVA. Full scale implementation shall be developed gradually to include the complete water sector
by 2030.
Goal 2: Expand the Use of Renewable Energy across Water Sector

Operations to Lower Costs and Improve Financial Performance of the
Sector
Objectives
Objective 2.1. Cooperate closely with the Ministry of Energy and relevant ministries to strengthen the
enabling environment for the use of renewable energy in water sector operations. The water sector cannot
achieve its own energy efficiency and renewable energy targets without the cooperation and support of an
effective enabling environment from the energy sector. For example, currently, the MEMR does not allow
renewable energy projects to generate more than 1 MW without the express approval of the Cabinet. In
addition, energy policy and regulatory measures will need to be updated or established to facilitate the
specific use of renewable energy in the water sector. This will require close collaboration to align energy
sector policy items that directly affect the sector. Ideally, jointly preparing a master plan for the sector’s
energy needs at respective locations would be the starting point for collaboration and cooperation,
particularly when the water sector plan in energy is superimposed on a similar plan of the energy sector
showing the location and amount of energy available. This is already necessary for the treatment plant and
along the route of the National Conveyance Project, where green energy is a serious component.
Objective 2.2: Develop renewable energy projects in collaboration with the Ministry of Energy and Mineral
Resources. Despite the current limitation on renewable energy projects, the MWI will pursue developing a
mix of large (> 1 MW) and small (< 1 MW) renewable energy projects given the urgent need to reduce the
financial burden of water sector operations. The overall aim is to produce 40% of sector energy needs from
renewable energy by 2040, considering a baseline consumption of 1,654 GWh from 2019. This is planned
around development of projects with a total capacity of 140 MW of renewable energy between 2020 to 2030
and an additional similar quantity for 2030 to 2040. The most applicable and economical renewable power
sources in Jordan seem to be photovoltaics (PV) and wind farms. Net-metering, wheeling, and direct
proposals mechanisms will be applied in collaboration with MEMR and in partnership with the private sector
were possible to achieve this objective.
Goal 2: Expand the use of renewable energy across water sector operations to lower costs and improve financial
performance of the sector
Indicator/Target: Energy supplied to water sector operations from renewable energy sources reaches 40% by 2040
Objective 2.1: Cooperate closely with the Collaborate to develop a range of policy and regulatory Ongoing
MEMR and relevant ministries to measures to facilitate the use of renewable energy in the
strengthen the enabling environment for water sector and close collaboration on energy sector
the use of renewable energy in water policy that directly affects the water sector
sector operations
Objective 2.2: Develop large (> 1 MW) Proportion of renewable energy reaches 40% of overall 2040
and small-scale (< 1 MW) renewable energy use in water operations
energy projects in collaboration with
MEMR

Strategic Approach
To implement the goals and objectives, some implementation strategies and actions are proposed based on
a bottom-up approach that links strategic objectives of the ministry to practical conditions on the ground.
These proposed actions intend to introduce the required positive change in a manner that is suitable to the
current situation of the utilities, WAJ, and JVA. The proposed implementation strategies were obtained from
lessons learned during the implementation of the pilot scale EnMS within each of the water institutions.
Leadership and Commitment

The positive, long-lasting change in the water sector, requires top management and commitment of MWI,
WAJ, JVA, and all utilities to to implement these goals and objectives, whereby top utility management
ensures the integration of the strategy into day-to-day operational procedures and that appropriate and
adequate resources are allocated. It is also necessary that each water company develop a brief energy
efficiency and renewable energy framework document, consisting of a declaration of commitment, specific
departments responsible for implementation, and DMS and EnMS development plan.
Empower Energy Units in WAJ, Utility Companies, and JVA

Since energy efficiency and renewable energy projects require consistent long-term planning,
implementation, checking, and adjusting, it is recommended to support and empower energy efficiency units
in each of the utilities and WAJ, and establish a similar unit at JVA. Each energy efficiency unit should become
the source of information and support for the entire company to implement the energy strategy and energy
management action plan.
Institutional Development
To socialize and enable implementation of these goals and objectives, an awareness campaign should be
organized to ensure every staff member within the water sector is aware of the strategy goals, objectives,
and indicators for energy. In addition, a training needs assessment should be completed to assess the training
needs to reach a suitable competency level among staff with a key role in advancing the strategy’s objectives.
The results of the training needs assessment should be adopted and integrated into the training plans for
each water sector institution.
Institutional Roles, Responsibilities, and Requirements

Overall responsibility for strategy implementation lies with sector leadership, however, none of the goals
can be achieved without action and commitment throughout each responsible institution. It is essential that
staff members involved in the implementation are aware of their roles and are professionally trained to be
able to fulfill them. WAJ, JVA and water companies are responsible for establishing or empowering energy
efficiency units within their organizations as well as ensuring funds for capital investments and planning for
energy efficiency and renewable energy are fully incorporated into the sector capital investment plan.
Several ministries need to be engaged to encourage private sector participation and an effective legal
framework that regulates private sector participation. Specific roles, responsibilities, and resources are
outlined below.

MWI - Establish the strategy and supporting regulations
- Empower and sufficiently staff institutional capacity for Nexus
- Coordinate the cooperation with MEMR
WAJ/JVA - Empower and sufficiently staff Energy Units
- Coordinate / support the implementation of EnMS in the water sector
- Implement RE projects

Water - Empower and sufficiently staff an Energy Unit
Companies - Implement Energy Management System (EnMS)
- Implement energy saving opportunities
- Develop decentralized small RE systems

- Support to the staff of energy - WAJ and JVA to supply major - Data and information analytics
units at MWI, WAJ, JVA and at investments system to support details targeting
water utilities - Water utilities to provide minor potential areas for energy reduction
- Seek Technical assistance where investments - Support from Government for the
needed - Private sector investments water sector to seek renewable
- Donor agencies’ funds energy sources

The Energy Efficiency Units in all water sector entities will work on monitoring the progress of achieving the
action plans developed for improving energy use and ensure that other operational units are working
effectively on their related roles. At the national level, the UPMU (or the future regulator) will monitor the
water companies’ progress in achieving this both goals.
Conclusion
The need to reduce energy consumption through efficiency measures and increasing the share of renewable
energy in the water sector are essential for the sector to achieve the development of an Energy Management
System at all sector facilities is underway and needs to be scaled throughout the sector. Strategic targets for
overall energy consumption will be developed in 2025 based on reliable figures generated from the updated
data gathering and analysis. The sector will also coordinate with MEMR to amend rules and regulations to
be tailored specifically for water sector needs for power and a joint and harmonized planning between water
and energy sectors should be enhanced.

10 INNOVATION, TECHNOLOGY, AND PRIVATE SECTOR
ENGAGEMENT
The scope and scale of the challenges facing Jordan to achieve the pillar goals and provide sustainable and
durable water security for the country’s health, prosperity, and development will require constant
adaptation and capitalizing on new tools and approaches wherever needed. This strategy sets out how the
water sector must leverage innovation and technological advances where they are suited to Jordan’s water
and sanitation infrastructure and management needs. The private sector needs to become a strong partner
in service delivery improvements, water supply development, recycled water use, and improved efficiencies
in agricultural and industrial water use. Each of these elements plays a vital role in supporting the NWS Goals,
the Jordan Economic Reform Vision, and SDG goals more broadly.
Current Situation
While water entities and utilities have multiple management information systems, they remain in need for
interconnection, integration and streamlining of information for decision makers. Despite the water sector
relative success in incorporating advanced technologies and infrastructure systems to support certain
operational and administrative areas across the water institutions, the weak linkages cause fragmentation
of data and information. Retrieving and collecting information across these different entities is cumbersome
and time consuming. There is a lack of advanced data collection and consolidation mechanisms, and
archiving systems that would provide a technological institutional memory. Responsibilities for collecting,
archiving, updating, and providing data in a regular, participatory, and transparent way need to be improved.
Data analysis is still incompetent, thus hindering the issuance of yearly reports and some intermittent or
statistical bulletins.
As for the technology domain, some of the water utilities use system technologies different from those at
MWI and WAJ. This is not an insurmountable barrier but places a strong burden on ensuring consistent
collection and sharing of quality data from each system. This can then enable timely analysis and data sharing
with decision makers. The sector has also struggled with either not fully implementing technology solutions
or failing to sustain systems utilization upon adoption. Numerous technology-related projects are initially
funded, managed, and implemented by donors, but are often not sustained after donor support ends.
Digital transformation, on the other hand, plays a role in enhancing transparency, reducing bureaucracy and
corruption, expanding operations, and accessing a larger segment of beneficiaries. For the water sector, the
global scene is witnessing a compelling digital transformation coined Digital Water or Internet of Water.
Global water utilities are deploying innovative solutions for major challenges such as conservation and water
supply. Digital technologies offer the potential to help water entities and utilities become resilient and
efficient. However, the cost of adopting technology is sometimes deterring water entities and utilities from
embracing innovative solutions. Often, introducing technology is considered as a cost rather than an
investment. With limited budgets, it can be a very difficult tradeoff to decide whether to use part of the
budget for day-to-day operations or to deploy a digital solution that can drive long-term efficiencies. One of
the key challenges is to attract and retain qualified IT staff, where many persons leave for better
opportunities in the private sector, particularly in specialized job categories after getting more competent.
On the other hand, the water sector has experience in private sector engagement areas, such as partial
outsourcing of operations, management contracts, Build Operate Transfer (BOT)s and leasing. The water
sector could benefit from the private sector’s experiences to identify innovative solutions, engage to build
technical knowledge and institutional capacity, and invest in promising areas within the sector that can
benefit from private sector management and accountability approaches.

Key Challenges, Considerations, and Opportunities
Availability of necessary data for decision-making. Data in the water sector is both structured and
unstructured originating from disparate sources. The ability to collect and have access to quality data
characterized by validity, integrity, precision, reliability, and timeliness, is simply not there. Sector personnel,
let alone decision makers, are unable to effectively or quickly access relevant information needed to support
policies, regulation, performance management, or planning. Often, data types are frequently misinterpreted
for lack of proper classification and standardization. The water sector entities’ responsibilities are complex
and with numerous data silos. The growing challenge lies in systems integration and interoperability. Though
solutions to achieve integration among water sector systems are there, open architecture and
standardization hold the potential to accelerate the adoption of digital solutions. Decision makers need to
determine their exact KPIs and reporting requirements across all management areas (water situation, capital
investment, project management, finance, etc.) to be regularly collected and consolidated.
Different technology systems do not provide standardized data and information. The water sector is aware
of the magnitude of changes accompanying the digital transformation process. However, for technology and
innovation, there is no single strategy, policy, or masterplan framework developed and enforced in the water
sector that defines the requirements for coping with digital transformation. As a result, there is no guidance
to institutionalize knowledge sharing and technology adoption across the sector. Each of the water sector
entities develops its technologies in silos, potentially losing opportunities to yield results more aligned with
the sector’s needs at large. The sector needs digital transformation to improve performance and should
invest in consultations and research into viable new technologies and pilot projects. The sector needs to plan
technological investments to support both short- and long-term needs and align with business management
needs.
Digital transformation and technology investment versus cost. When implemented effectively, digital
transformation lowers operational expenditure, increases workforce efficiencies, and increases customer
satisfaction, allowing exploitation of the value of data, automation, and artificial intelligence and the water
utilities to extend water resources, reduce NRW, optimize infrastructure life cycles, and strengthen financial
sustainability. It is critical that the sector prioritizes digital transformation investment, training, and process
reengineering. Adopted technologies should meet internationally accepted standards and focus on the
benefits identified in the business case they were brought to tackle. Digital transformation is increasingly
triggered by customers who expect digital solutions. Moreover, the sector’s growing demand on its services
is mandating innovative and feasible technological solutions, which have become more vital within Jordan’s
water scarcity crisis.
Staff adaptation to technology. The success of digital solutions is often not a function of technology, but
rather of the people and the processes that leverage these solutions. Many digital transformation programs
fail due to employees’ resistance. Without their acceptance, digital programs will take more time, resources,
and cost. In many instances, end-users do not utilize available technological systems for the lack of functional
competencies in dealing with rapidly developing modern technology or for mere resistance to change.
Training and related documentation will facilitate ownership of these systems. Capacity building and
outreach will help employees overcome the fear of handling data and resulting in transparency. They will
build willingness to explore digital technologies in addition to improving the employees’ efficiency and
productivity.
Collaboration with academia. There is a need for utilizing Jordan’s research institutes and universities as a
partner to the water sector. There are currently no platforms that institutionalize collaboration and learning
between these academic institutions and the water sector. Academia also has the advantage in that it has
access to the youth and the capability to unleash their creativity and innovation. Therefore, the sector needs
to create frameworks through which increased collaboration is secured, to facilitate the introduction,
testing, and adoption of novel research methods and technologies.

Cost of technology. Digital solutions need to be framed in the context of their value proposition within the
institutions as well as the sector. Demonstrating case studies and business models will help decision makers
readily embrace technologies and allocate the required financial budgets.
Coordination with other government entities. Government of Jordan digital transformation efforts are being
led by the Ministry of Digital Economy and Entrepreneurship (MODEE). The water sector needs to strengthen
cooperation and collaboration to leverage these ongoing efforts and align water sector transformation with
GoJ initiatives. For example, this could involve consolidating software licenses and ensuring that equipment
procurement is compliant with evolving digital laws and regulations.
Private Sector Engagement. The water sector relies on the private sector in various areas, as it provides the
advanced technology used within the sector, and is a key partner in large-scale national infrastructure BOT
projects that require large capital investment, sophisticated technology, advanced management practices,
and smart financing, as in the case for the National Conveyance Project transporting desalinated water from
Aqaba to Amman. The gaps in the regulatory and financial management of the sector represent risks for the
private sector, and the sector needs to mitigate them in order to enhance its attractiveness and ability in
managing Public-Private Partnership (PPP) and to carry out the necessary public awareness campaigns.
Goal 1: Utilize Technology across the Sector to Improve the Accuracy

and Timeliness of Data Collection, Strengthen Data Analysis, and
Streamline Management Systems
Data is at the heart of an effective and accountable water sector. Technology can greatly strengthen the
collection, analysis, and utilization of data, which offers a significant opportunity for the water sector to
overcome persistent challenges in this area as this need has never been greater.
Objectives
Goal 1: Utilize technology across the sector to improve the accuracy and timeliness of data collection, strengthen
data analysis, and streamline management systems
Indicator/Target: Compatible systems deployed across utility companies and water authorities with full integration
of technology into day-to-day sector operations and management
Objective 1.1: Maximize digital Fully operationalize ERP-based management systems 2026
transformation and business processes within all utility companies.
automation for improved efficiencies and Automate business processes within government water
effectiveness within utility companies and entities wherever practical and appropriate as suitable
water sector institutions technologies and systems are developed and affordable.
Objective 1.2: Integrate and standardize Data is easily shared, on demand, between water sector From
data collection and management systems entities, the regulator, and government authorities 2025
across the water sector entities
Objective 1.3: Ensure sector planning, Management information systems feed directly into Ongoing
policy making, and regulatory reviews are planning processes and regulation-related data is
based on accurate, reliable, and timely data provided on time and with a high degree of accuracy
Objective 1.4: Maximize the use of Expanded use of technological alternatives for reliable Ongoing
technology to improve groundwater and metering or abstraction quantities for all bulk water
surface water data availability and quality production and groundwater abstraction, as appropriate
Objective 1.5: Complete the development Developed NWIS that is comprehensive and integrated 2026
of the National Water Information System with other systems in other entities outside the water
(NWIS) that is internally inclusive and sector including MoA, MoEnv, MoH, Jordan Metrological
integrated with related entities outside the Department (JMD), DOS, Royal Scientific Society (RSS),
water sector and Royal Jordanian Geographical Center (RJGC) to

facilitate monitoring the SDG’s targets and decision-
making process
Strategic Approach
Enhance water sector systems and structures to generate high data quality. MWI will lead the process of
institutionalizing and building an automated reporting and analytical water information system to ensure a
shared platform for centralized information that can be accessible by decision makers. This will include
classifying data with standardized definitions and requirements to improve quality. Existing water sector
information systems will be updated or integrated to allow data to be combined across each water sector
entity from multiple systems, such as: customer information systems (CIS), billing functions, geographic
information systems (GIS), supply chain, SCADA, metering, and other subsystems.
Build internal capacity to improve skill sets in data utilization and technology and generate acceptance.
Technology and systems strengthening to improve data collection requires well trained system users and
working closely with decision makers to meet their requirements in decision making and strengthen the
reliability of this data and information. It is also essential to institutionalize the flow of this data through
these systems and their analysis to become routine in each entity. This requires the involvement and support
of sector leaders in this process, explaining the benefits of using technology, and providing a stimulating
environment for that.
Ensure and enforce sector-wide compliance with internationally accepted best practices in information
technology. The water institutions need to start first with updating strategies and policies to integrate and
clarify digital transformation standards. To then create a climate that promotes digital transformation, each
entity needs to establish incentive programs to promote innovation and may outsource some capacity
building and solution development to the private sector. An Information Communication Technology (ICT)
committee of water entities and utilities is needed to strengthen coordination among them and facilitate
uniformity and capacity development around systems and technology platforms.
Enhance collaboration and partnerships with the private sector and academia. The water sector must
continue to expand partnerships with the private sector to attract new technologies and expertise. In
addition, collaboration with academia needs to be built and institutionalized across the country with a range
of collaborative agreements and joint initiatives to harness the drive and energy within universities and
research institutes that can be applied to the actual day-to-day challenges facing the sector.
Ensure cybersecurity and customer data protection. Maintain security of water sector data and information
through constant adoption of technologies, protocols, and updates.
Institutional Roles, Responsibilities, and Resources

MWI - Identify data requirements for decision-making
WAJ - Build quality control measures for data/information
JVA - Develop a digital transformation strategy or policy for the water sector
- Develop the NWIS and integrate with other national systems
- Promote and lead digital transformation within the water sector
- Support capacity building to improve workforce technology skills
Water - Facilitate data classification and information sharing
companies - Integrate with MWI/WAJ systems
Ministry of - Enhance the IT sector enabling environment
Digital - Support data standardization and cyber security
Economy,

Human and Financial Resources Requirements
- Capacity building programs to develop - Provision of dedicated budget - Initiate a Plan or ICT
staff skills in utilizing technology allocations
- Donor support, where possible,
combined with capacity building
Goal 2: Innovative and Efficient Technologies are Continuously Adopted

The scope and scale of Jordan’s water scarcity and sector management challenges require a range of
solutions, including the continuous examination and integration of innovation and technology wherever
appropriate and provide sufficient return on investment.
Objectives
Goal 2: Innovative and efficient technologies are continuously adopted
Indicator/Target: New technologies adopted that achieve efficiencies in water use or management
Objective 2.1: Leverage private sector Projects, pilot technological solutions, process Ongoing
investments to introduce and expand improvements, or management systems are developed
water technologies and/or adopted through private sector participation,
contracting, or investment
Objective 2.2: Institute and develop Joint projects and regular exchanges between the water From
collaboration with academia and sector and academia and research institutions to test and 2023
research centers scale the latest research, technologies, and models
Objective 2.3: Institutionalized National Innovation Center is established and functional 2024
National Innovation Center with a effectively to support decision-making, utilizing existing
strong charter and mandate to work facilities, manpower and technical solutions
effectively across WEFE sectors related
innovations
Strategic Approach
Introduce or expand use of appropriate and effective water technologies that lead to optimization of
processes. Technologies in water are ever evolving. The sector should institutionalize an entity that monitors
global developments in processes, systems, and system components from both hardware and software
aspects as well as from technical and administrative and financial approaches. This knowledge would
facilitate leveraging of private sector investments to introduce and expand water technologies while
validation of information is made through academia, as it is skilled in research, and the water sector provides
the arena for applied research and the private sector is the source for investment in the products and pilots.
This would keep the sector current in water-related innovation and technology, creating an opportunity for
excellence and leadership not only locally but also on a regional scale.
Collaborate closely with academia and research centers. Institute and develop a collaboration program
between the water sector (MWI, WAJ, JVA, water companies, and private sector), universities, and research
centers is vital. The developed program should be built on the water sector priorities, especially those
identified throughout the NWS. The program will help to adopt innovative technologies for improving water
use efficiency and increasing the returns per cubic meter of water.
Resources, Responsibilities, and Requirements

MWI - Develop and implement a sector-wide digital transformation strategy/policy.

WAJ - Develop and implement a capacity building program to enhance data utilization and technology
JVA aptness.
- Collaboration with private sector entities and academia.
- Institutionalize an entity for monitoring global advancements in water-related matters
Water Utilities - Contribute to MWI/WAJ sector-wide digital transformation strategy/policy
- Contribute to a capacity building program to enhance data and technology utilization
MEMR, MoA, - Support establishing the National Innovation Center that servers the WEFE nexus research
MoEnv areas
Universities, - Collaborate and work with the water sector entities in designing their related research activities
and research and disseminate its results
institutions - Attract funding for research activities

- Capacity building programs to develop - Budget allocations - Sector-wide digital transformation

staff’s skills in utilizing data and technology and seek donor strategy/policy
- Capacity building in monitoring assistance technically - An institutionalized entity monitoring
technological advances in water and financially global achievements in water issues
Goal 3: Private Sector Participation Increased to Improve Operational

Efficiency and Sustainability, Introduce Innovation and Technology,
Access Higher Flexibility in Execution, Improve Risk Management, and
Access to Alternative Funding
Given that the private sector is leading the innovation and technology development and deployment and
enjoying higher flexibility in execution and accessing alternative financing, the water sector, will partner with
the private sector to harness its sources of finance and know-how.
Objectives
Goal 3: Private sector participation increased to improve operational efficiency and sustainability, introduce
innovation and technology, access higher flexibility in execution, improve risk management, and access to
alternative funding
Indicator/Target: Partnering with private sector is valued and well-regulated in delivering high quality water sector
operations, water and wastewater services, and critical investments
Objective 3.1: Leverage private sector efficiencies Develop a portfolio of private sector Ongoing
and increased accountability in operations and participation projects and contracts, including
contracting to shift operations, as appropriate, to PPPs, and outsourcing of utility functions
private sector providers
Objective 3.2: Strengthen the enabling environment Relinquish some direct operational activities to Ongoing
for private sector participation, including capacity to the private sector, reform the procurement
effectively and efficiently manage procurements, process, and invest in project and contracts
contracts, and projects implementation and in full management capacity with high levels of
transparency with the public public acceptance.
Strategic Approach
Establish fully operational PPP Units. PPP Units serve to institutionalize the specific skills needed to
effectively manage contracts and engagement with the private sector and should be empowered to lead the
planning and management of PSP projects. Each water sector entity should have the required institutional

capacity to develop and execute PPP projects. A centralized and strong PPP unit in MWI should be assembled
to coordinate the scattered existing ones and provide advisory support to other PPP efforts to the water
sector entities. At a minimum, this should include ongoing BOT projects that are already operating or under
preparation, as well as outsourcing of activities at the utilities level. Some of these areas could include: 1)
O&M contracts for WWTP; 2) renewable energy production and energy efficiency; 3) PSPs at the WUA level
for bulk purchase and distribution of irrigation water; and 4) technological systems in operations and
administration. PPP Units should also include capacity development programs around managing PSP
projects.
Promote Private Sector Participation (PSP). Improve accountability framework in the water sector,
strengthen PSP, and launch a nationwide campaign by publishing the proven successes as a model and
example of the PSP benefits.
Resources, Responsibilities, and Requirements

MWI, WAJ, JVA - Establish operational PPP Units

- Launch public awareness campaign to promote benefits of PSP
Water companies - Build the institutional capacity to develop and manage PPP projects

- Avail staff for the units - Budget allocation and seek donor assistance - PPP unit in place
technically and financially

Leadership at water entities and utilities with the support of their ICT directorates to report progress against
Goal 1 and Goal 2 and follow up with other units, such as UPMU, on their related outcomes assigned to them
toward achieving these goals. As for Goal 3, the PPP Units should monitor and evaluate progress.
Conclusion
More than ever, the competent collection and timely dissemination of quality data and information for
decision-making are necessary to improve water sector performance. To help achieve this, sector leadership
needs to orchestrate a viable intervention of reviewing, assessing, and analyzing business processes, as well
as identifying the business requirements, the data required, and the data owner for each portion of the
process. This will be followed by embedding quality assurance activities in data collection and data entry
functions to ensure a better quality of data. With a sector faced with intense water scarcity, innovation can
bring new solutions to long-standing but worsening problems. By making improvements to the system and
increasing the capacity of leadership and staff to implement these changes, the overall quality of water data
for decision makers will improve. Knowledge of water solutions and developments globally accompanied by
new and expanded collaboration with the private sector and academia can further drive and scale
innovation.

11 WATER-ENERGY-FOOD-ENVIRONMENT NEXUS
In addition to the fundamental responsibilities to manage Jordan’s water supply, water use, sanitation, and
services, the water sector plays a vital role in the water-energy-food-environment Nexus, being impacted by
it and directly impacting it. This Nexus can contribute to helping Jordan confront significant challenges from
climate change, rapid urbanization, population growth impacts on consumption patterns, and economic
growth, requiring these sectors to utilize the Nexus approach which represents a framework for the affected
sectors to assess impact, coordination, and synergies and to reconcile their respective interests. It also
enables holistic and sustainable resources management and promotes the preservation of Jordan’s fragile
ecosystems. The WEFE Nexus approach also creates a platform for agreement on competing uses of energy,
land, and water resources.
Current Situation
Jordan lies in a region considered a hotspot in terms of climate, environmental and social changes and the
acceleration of spatial and temporal changes that severely affect its water resources and its agricultural and
food systems, as water, energy, food and the environment are basic pillars of sustainable development, and
any imbalance in any of these sectors results in serious effects on the rest of the sectors and development
in the Kingdom in general. What increases the challenges in the face of sustainable development are some
unsustainable agricultural practices, overexploitation of natural resources, population growth, new lifestyle
behaviors demanding additional resources, and low profitability of smallholders using water for agriculture.
Water strategic resources in Jordan, naturally limited in quantity, are degrading due to overexploitation
driven by the need to provide for an increasing population, growing urbanization, and other development
needs. Energy prices, a major cost item in the production and transport of water (nearly 50% of operational
costs) are rapidly increasing at unpredictable rates. Furthermore, energy production remains mostly a major
contributor to greenhouse gases.
Food production and delivery are subject to the availability and quality of water, as well as access to energy
at reasonable costs for groundwater pumping and for transport of products both locally and internationally.
Environmental standards are applied to the treatment of wastewater before further use. The quantity of
water thus reclaimed is perpetually increasing with the increased use of water and the expansion in
wastewater networks. Biodiversity also needs water for its natural habitat and for the prevention or delay
of desertification. Climate change is changing the frequency and severity of rainfall. Furthermore, new
resources such as desalination are energy intensive with a noticeable contribution to the carbon footprint.
Currently, management and development of each sector are mandated to its own separate ministry. Each
ministry has its own goals and objectives. The success or failure of each sector is measured independently
without due consideration to the other sectors. This sector-based resource management approach fails to
recognize and capture the linkages between these highly interconnected sectors. Water and Agriculture is a
directly inherent nexus, and sectors like energy, environment, finance, and others where interdependencies
exist can also be part of the nexus management approach. This better identifies shared challenges and where
trade-offs and synergies exist between sectors to reconcile competing interests.
In recognition of this critical need, the Government of Jordan has called for the establishment of a
Coordination Council from the four ministries in the Jordan Economic Vision Document of June 2022. The
aim is to facilitate projects to be jointly developed by two or more sectors or through the Coordination
Council as an overarching entity. All new or planned WEFE Nexus projects will demonstrate coordination
activities between the sectors during project conceptualization. Intersectoral design, planning,
implementation, and operation are to be jointly proposed. Benefits are to be described and quantified as to
what the cooperation will yield to each sector individually yet more so toward national development, while
also targeting what can be achieved in terms of SDGs.

The main challenges in operationalizing the WEFE Nexus are: (I) extending knowledge on interlinkages and
potential impacts between Nexus sectors; (ii) moving toward holistic analysis which provides coherence
between activities of different sectors such as land use and spatial planning, and promoting a socially
acceptable allocation of resources; (iii) considering the interests and requirements of all sectors when
making decisions; (iv) identifying and validating solutions which alleviate Nexus conflicts, and (v) developing
and evaluating measures to effectively overcome social, behavioral, economic, or technical barriers that
hinder a real implementation of the Nexus approach.
It should be noted that recent efforts were made to establish coordination networks between the water and
energy sectors through a Joint Group comprised of MWI, MEMR, WAJ, JVA, National Electric Power Company
(NEPCO), Energy & Mineral Regulatory Commission (EMRC), MoF, and MoPIC Secretary Generals. The
objective is to enhance and support national efforts regarding the reduction of energy costs to the water
sector and the sustainability of the electricity grids.

The main challenge of the integrated management under the WEFE Nexus approach is that the entire
governance structure in the country is based on sector-led management and policies, despite the
establishment of some cross-sectoral committees between sectors to coordinate activities. Yet, each sector
continues to focus on its specific goals and KPIs without considering the impact of such goals on other
sectors. Therefore, a framework for true joint management of nexus projects which enables integration is
necessary to ensure that the resources feeding these sectors are truly optimized toward sustainable
development of the country.
The WEFE Nexus approach is also important in addressing Jordan’s environmental vulnerability and
agricultural sector constraints driven by limited natural resources to meet current population growth
demands. These vulnerabilities lead to implementation of strategic national projects to improve water and
food security, such as the NCP. These projects are expected to increase the share of affordable and clean
energy sources through including a commitment from developers to involve clean energy as potential
sources in project operation, which would require efficient technology tools and management of systems,
as well as institutionalization of the WEFE Nexus approach.
Finally, energy presents one of the most compelling cases for WEFE Nexus management. Jordan’s water
sector is one of the largest consumers of electricity that uses it continuously all day to supply water almost
at full capacity to meet the increasing demand particularly during summer period, making it difficult for the
water sector to minimize pumping water during the power peak load period. Also operationally, it is not
good practice to turn off and on pumps as it causes problems to the pumps and the water system
infrastructure. Thus, raising the needs to jointly explore other options to neutralize the increased power load
during the peak period.
On the electricity tariff side, it has been changing annually, with increases by a factor of three from 2008 to
2019 to reduce the subsidy on the electricity sector while on the other hand further subsidy has become
needed for the water sector. Thus, the water sector entities continue to show operational deficits and a
compounded legacy debt due, largely to energy costs. This is not resolved by simply reducing the electricity
tariff applicable to water operations through a cross-subsidy as this still ends up as government debt. Instead,
the country needs to find ways to reduce the cost of production of electricity utilized by the water sector,
such as allowing the water sector to develop its own energy sources if the cost is lower than purchasing
power from the electricity companies. The options for solar energy need to be fully explored to determine
suitability to the water sector. For example, energy is required to pump and distribute water 24/7, but energy
production can be limited to daylight hours. Storage is becoming more viable while wheeling through electric
transmission grids can handle the additional loads in some cases. Additionally, most water sector facilities

are connected to the high voltage grid not the distribution grid making the cost of electricity provision lower
than normal customers, which eventually should be considered while setting the electricity rate for pumping.
This results in the need for developing an energy overall plan for water built around the national water
master plan and the energy master plan. In the context of competition and revenue needs, this strategy
element will only work if implemented according to a nationally agreed strategy with dedicated political
leadership.
Goal 1: Institutionalize Effective Management of the Water-Energy-

Food-Environment (WEFE) Nexus to Drive Synergies, Leverage
Investments, Develop Nexus Projects, Ensure Coherent Policies and
Regulations, and Conduct Complementary Planning across These
Sectors
Although energy costs are overly critical to the sustainability of the water sector, integration needs to extend
beyond energy costs to exploring opportunities for win-win solutions in joint projects that are readily
financeable such as pump storage, and electric load management. This will require that legal and regulatory
frameworks supporting nexus solutions are in place.
New technologies promise to accelerate Sustainable Development Goals and enhance security of water,
energy, and food sectors. In the WEFE Nexus approach, use of advanced technology is an important pillar
that must be explored to its fullest. Technology innovations in advanced renewable energy, efficient
agriculture techniques, in desalination and in advanced treatment of wastewater promise benefits toward
achieving food and water security.
Below is the NWS goal for the Water-Energy-Food-Environment Nexus and its corresponding objectives,
indicators, targets, and timelines.
Objective
Goal 1: Institutionalize effective management of the Water-Energy-Food-Environment (WEFE) Nexus to drive

synergies, leverage investments, develop nexus projects, ensure coherent policies and regulations, and conduct
complementary planning across these sectors
Indicator/Target: WEFE Council is established, and nexus coordination and management is sustained and utilized
resulting in aligned policies and joint projects
Objective 1.1: Institutionalized WEFE entity with a WEFE Council is established, and its coordination 2024
strong charter and mandate to work effectively mechanism is functioning effectively
across these sectors and in coordination with the
Ministry of Finance and MoPIC
Objective 1.2: Mainstream WEFE into water Water sector policies and strategies regularly From
sector policy and management updated to align with the Water-Energy-Food- 2025
Environment (WEFE) Nexus and identify win-win
opportunities and shared priorities that minimize
trade-offs across the sectors
Objective 1.3: Develop and advocate for WEFE project funding secured and project From
innovative WEFE projects that integrate water, activities underway 2023
energy, food, and environment considerations

Strategic Approach
To implement the goal and objectives of the WEFE Nexus, the water sector will undertake the following
strategic approach. The actions are intended to introduce the required positive change to this critical area
of cross-sectoral planning, management, and oversight that is appropriate and practical for the current
water, energy, food agriculture, and environment institutional and legal frameworks and management
structures.
The most essential element from a nexus perspective is the shift from a solely sector-specific approach to an
approach that integrates cross-sectoral management and lateral solutions, which requires strong political
support, leadership and commitment of concerned Ministries through implementation of activities that
achieve targets, change current policies and approaches, and overcome challenges of the desired change.
One effective step will be to develop a summarized joint WEFE Nexus plan that includes a declaration of
commitment to implementing the goals and objectives of this plan, with identification of the departments
that shall be involved in the implementation. This summarized plan should be communicated both internally
within the four involved ministries (MWI, MoA, MEMR, and MoEnv), ensuring the integration of the plan in
the Ministries’ own policies and plans to support its implementation, and externally (like other Ministries,
funding agencies and the public).

To effectively implement the package of reforms and approaches, it is essential that each concerned
institution has a clear understanding of their unique and shared roles and responsibilities, as well as
responsibility of implementing the WEFE Nexus plan, as roles must be assigned to specific departments to
implement the planned goal and objectives. Recently, the responsibility for coordinating and supervising this
Nexus has been assigned to the Ministry of Planning and International Cooperation.
MWI - Playing the role of political leadership and planning for the water sector.
MWI, MEMR, - Advocacy for establishment of the WEFE Nexus Council and active participation in it
MoA, MoEnv - -Building institutional capacities and providing a sufficient number of employees for
interdependence within the four sectors
- Development and implementation of joint projects
- Shift to cross-sectoral management
MoPIC - Chair the Nexus Council with high level participation in it.
- Support the development and implementation of joint projects

- Secretary Generals of the - MWI to allocate the required - Seek Technical Assistance for initiating
four ministries funds the Council structure
- Supporting staff from each - Educate the Council on its roles and
ministry that have project responsibilities
development experience - Reach full understanding of what a
and access to information Nexus project entails

The MWI shall oversee monitoring progress against the goals, objectives, and targets as agreed by the WEFE
Nexus council inside the water sector and work with its entities to ensure that each entity carries out its
agreed responsibilities toward achieving the set targets. MWI will also facilitate the internal coordination
among the water sector entities and the external one with the other sectors. MWI will investigate deviations
from planned progress and work with the stakeholders to take corrective actions. These corrective actions
shall be added to the action plan and become part of the new improvements for the following period and
subject to the monitoring and evaluation plan which creates a case of continued improvement at each
monitoring and evaluation cycle.
Conclusion
The Nexus Council and its institutionalization is a major step forward. This novel experience needs support
from the respective ministries, government, and non-government parties, through which it becomes
necessary to transit toward cross-sectoral thinking that will enhance the integrated and comprehensive
planning approach and align the WEFE sector plans. This will also provide the mechanism to optimally
manage Jordan’s water and energy resources that improve the financial and economic benefits for these
sectors.

12 CLIMATE CHANGE RESILIENCE
Climate change exacerbates the sector’s challenges represented in the existing water scarcity that Jordan
suffers from. The sector will develop and implement a policy to address and mitigate the accelerating impacts
of the climate change and take radical steps to adapt to changing conditions that directly affect water
resources and build resilience to the impacts imposed by climate change. The sector will depend on
innovation as one of the many tools employed and implement measures such as wastewater reuse and
desalination of brackish water and seawater along with better modeling to anticipate and mitigate threats.
Current Status
Climate change poses a major risk, with potentially significant consequences, to people, the economy, and
ecosystems. For Jordan, the threats from climate change are due to extreme weather conditions and
variability, Erratic rainfall, drought, increasing temperatures, high evaporation rates and depleting
groundwater recharge which affect every aspect of life. The most significant effects of climate change are
felt by the water sector where the impacts are accelerating, and irrigation water is declining. The agricultural
sector, the largest water user in Jordan, is also particularly threatened by climate change and its impacts.
The government has prepared a climate change policy and developed key national documents such as the
updated Nationally Determined Contributions (NDCs)52 (MoEnv, 2021), the National Adaptation Plan (NAP)53
(MoEnv, 2021), and the Jordan Third54 and the Fourth (under development) National Communication on
Climate Change55 (MoEnv, 2014), to address these threats, and contribute to building an economy that
reduces carbon and increases climate resilience. Historical trend of rainfall quantities over the last 84 years
showed a clear decline of around 20% as illustrated in Figure 45.
14,000
12,000
10,000
8,000
MCM
6,000
4,000
2,000
2001/2000
2004/2003
2007/2006
2010/2009
2013/2012
2016/2015
2018/2019
38/1937
41/1940
44/1943
47/1946
50/1949
53/1952
56/1955
59/1958
62/1961
65/1964
68/1967
71/1970
74/1973
77/1976
80/1979
83/1982
86/1985
89/1988
92/1991
95/1994
98/1997
Rainfall quantity (MCM) Long-term average Rainfall trend
Figure 45: Historical Trend of Rainfall Amount over 1937-2021 (2021 Annual Water Budget, MWI)
52
chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://faolex.fao.org/docs/pdf/jor205905E.pdf. The NDC is
a non-binding national plan highlighting climate change mitigation, including climate-related targets for greenhouse
gas emission reductions. These plans also include policies and measures that GoJ aims to implement in response to
climate change and as a contribution to achieve the global targets set out in the Paris Agreement.
53 http://moenv.gov.jo/ebv4.0/root_storage/ar/eb_list_page/final_draft_nap-2021.pdf
54 http://www.moenv.gov.jo/ebv4.0/root_storage/ar/eb_list_page/jordans_third_national_communication_report-0.pdf
55
These National Communications are prepared periodically and submitted by the countries in response to the UN
Framework Convention on Climate Change, which contain information on greenhouse gas emissions in the country and
describe the steps that have been taken and are intended to be taken to implement the Framework.

Water management challenges will increase with less anticipated rainfall and increasing temperatures and
evaporation, with more extreme weather events and potentially worse seasonal water shortages and floods,
that become harder to predict as the Fourth National Communication (4NC) climate change projection
indicated warmer and drier conditions for the period 2027-2100 as shown in the following table (MoEnv,
2022).
Trend Details
Increasing temperature (0.03 C/yea), decreasing precipitation (0.6 mm/year), increased
Observed trends
relative humidity (0.08%/year), increase in potential evapotranspiration (17.1 mm/year)
Increasing in minimum temperature by 1.2 °C according to Representative Concentration
A warmer climate Pathway (RCP) 4.5 and 2.7 °C according to RCP 8.5. Similarly, the maximum air temperature
is very likely to increase by 1.1 °C and 3.1 °C according to RCP 4.5 and RCP 8.5 respectively
The country is very likely to become drier as the precipitation tends to decrease by 15.8%
A drier climate and 47% according to RCP 4.5 and RCP 8.5 respectively, and the whole country is projected
to become drier according to RCP 8.5
Surface runoff is expected to decrease by 12% to 30% all over the country during the
Reduction in surface
period 2020 to 2050. MWI estimated that the surface runoff will decrease by around 15%
runoff
by 2040 to be about 340 MCM (NWMP 2021)
Groundwater recharge will be reduced by 12% to 29% all over the country during the
Reduction in
period 2020 to 2050. Like the SW, GW recharge will decrease by 15% to be 240 MCM by
groundwater recharge
2040
Other specific climate change impacts on Jordan’s water resources are outlined below.
Reduced water quality. Lower precipitation accompanied by higher temperature will mean that salinity in
surface and groundwater will rise, affecting water quality. More frequent droughts as well as floods will also
affect surface water quality.
Strain on water supply and sanitation sector infrastructure. Usually, water pumping stations and
wastewater treatment plans suffer during floods, as some of them stop operating and some water mains get
damaged, capacity of wastewater treatment plants are often exceeded, increased turbidity of surface water
effects on the portal water treatment plants performance, leading to a switch to alternative and less reliable
water resources.
Increased water demand. Higher summer temperatures raise the demand for municipal and irrigation water.
Reduced water supplies for rainfed agriculture. Around 61% of Jordan’s cultivated area is rainfed. The
duration and frequency of consecutive dry days will increase, particularly in the western region, which will
affect the viability of rainfed agriculture and probably reduces its area.
Disruption from more frequent flooding events. The number of heavy precipitation days is slightly
increasing, particularly in the south, leading to increased flooding disruptions and damages.

Adapting to climate change may require modifications to existing policies and programs and, in some cases,
the development of new policies and management approaches, which makes it imperative for the sector’s
institutions to deal with adaptation in a comprehensive manner, and to consider it an important input in the
planning and decision-making processes, which allows for increased efficiency in the use of financial and
human resources and deepening understanding of the interaction between climate change and many other
factors and forces that shape our world. Despite the enormous progress in addressing the water challenges

for Jordan, some key issues remain that could limit Jordan’s ability to ensure a water-secure future in the
context of climate change. The water sector needs to work on the following:
• Awareness and knowledge of climate change impacts in relation to water resources management
and development must be mainstreamed into all water-related communications and outreach
events and campaigns at local and national levels, through TV spots, radio, and media campaigns.
• Increase the capacity to develop and utilize climate and rainfall models to predict the likelihood of
different scenarios more accurately for the water sector is very limited.
• Develop a data management system for collecting and sharing data on water resources and
associated climate change issues which is a critical component of building adaptation and mitigation
capacity across stakeholders.
• Mobilization of secured financial resources needed for programs, projects, and research and
development on water resources and climate change adaptation or mitigation.
Opportunities Related Threats/Limitations
Policy, Governance, and Institutional Framework Policy, Governance, and Institutional Framework
- As key water policies are updated, climate change - Institutional capacity and commitment to
will be mainstreamed for more holistic approaches execution of current water policies could be
- Rapidly growing awareness leading to local and further undermined by adding in climate change
international demand to tackle climate change - Insufficient policies and sectoral investment
- Leverage national and sector-level efforts to improve frameworks for adaptation to climate change
cooperation and coordination mechanisms among - Poor coordination across institutions already
different sector agencies to apply IWRM principles to hampering the implementation of climate change
climate change adaptation and mitigation adaptation and mitigation measures
- Growing demand for renewable energy as a cost - Climate change requires a broad set of integrated
reduction driver for the sector creates mitigation policies, and the weakness of the current
opportunities to switch from fossil fuel generated institutional capacity of some parties may
power to renewable energy development to use in represent a challenge in implementing the
water treatment and pumping integrated approach
Financing Financing
- Leverage climate financing in water sector adaptation - Significant investment is needed to make systems
projects by aligning projects to climate finance climate resilient
requirements, providing incentives, and encouraging - Limited financial resources to address climate
private investors through PPP models change adaptation and mitigation measures
- Increasing trust from donors in the sector’s - Weak capacity to effectively access climate change
commitment and comparative advantage to develop finance
climate change programs and mobilize resources - Limited Private Sector Engagement (PSE) in
from within the sector climate change adaptation and mitigation
- Mobilize projects for different funding windows such
as Green Climate Fund (GCF)
- The GoJ started advancing some initiatives to capture
the climate financing at the local and regional level
Capacity Capacity
- Donors are now increasing and integrating climate - Reduction in human resource capacity and brain
resilience capacity development into funding drain generally across the sector
- Growing number of research institutions and climate - Limited national capacity in developing and
change organizations expanding knowledge and enforcing sectoral adaptation and mitigation
resources to tackle climate change measures, especially for water scarcity.
- Media is building awareness - Insufficient resources to address the capacity gap
Climate Modeling and Analytics Climate Modeling and Analytics
- Climate change projection study now available

- Willingness of MWI to improve the existing climate - Lack of data availability, consistency and
information and knowledge. transparency needed to develop climate scenarios
- Recognition of the need to have an operational early - Weak national capacity and lack of capital
warning systems for drought, flash floods and investment to improve climate information
extreme weather conditions systems and use and downscale regional climate
- Universities have strong research capabilities in models
climate change and water resources modeling - Lack of national experts
- Updated Nationally Determined Contributions (NDCs) - Little integration of data and analytical tools on
create a way to introduce and execute technologies climate, water, and agriculture.
in water work development - Responsibilities for hydrologic and climate data
- There are open-source tools to estimate, capture, collection, monitoring, and communication are
assess and control Greenhouse Gas (GHG) in the spread across different ministries.
water sector such as carbon emissions assessment - Early warning systems are not operational and
and monitoring (ECAM) tools and monitoring have weak coverage.
reporting and verification (MRV) systems - Lack of preparedness and weak management and
coordination during extreme events.
Goal 1: Jordan’s Water Sector Is Resilient to the Changing Quantity and

Quality of Water Resources and to the Level of Threat to Sector
Infrastructure and Operations from Climate Change
Water resources have complex responses to climate change, which are incompletely understood and thus
only partially incorporated into future projections of water resources availability and management
strategies. It is vital that the specific effects and risks from climate change on Jordan’s water resources is not
just well understood but that the sector has adjusted and responded to ensure resilience in the face of these
changes to strengthen water security. In addition to water resources, weather events and other impacts of
climate change are also affecting the water and wastewater infrastructure and their operation. Specific
adaptation, mitigation, and management strategies are essential to ensure that these valuable resources are
not damaged or degraded because of climate change.
Objectives
Goal 1: Jordan’s water sector is resilient to the changing quantity and quality of water resources and to the level
of threat to sector infrastructure and operations from climate change
Indicator/Target: Climate data along with adaptation and mitigation measures fully integrated into sector
management, planning, investments, and policies
Objective 1.1: Institutionalize the Staff with climate change qualifications and analytical capacity 2025
capacity to analyze climate data as are included as part of all relevant government and utilities
part of water resources data to responsible for data collection and analysis.
effectively manage the impacts of
climate change on resource quality
and quantity
Objective 1.2: Leverage climate Climate financing attracted to water sector investments and From
finance to ensure water and steadily increases to reflect the needed linkages between 2024
wastewater infrastructure is climate achieving water security and managing climate change
resilient, and to minimize severe
impacts of climate change
Objective 1.3: Update and maintain Improving flood and drought early warning systems to reduce 2025
drought and flood management flood risks; coverage of drought warning system across
Jordan; staff training; public outreach to improve awareness

systems to reflect changing climate of changing flood and drought risks and mitigation measures
conditions and mitigate possible risks needed
Objective 1.4: Integrate climate Linked to IWRM and Environmental Protection strategic area From
considerations into policies, Objective 3.3: Strengthen transboundary water mechanisms to 2025
institutional reforms, planning and improve cooperation and shared resources management.
management of shared water Improved mechanisms and platforms to better respond to and
resources with neighboring countries adjust for climate change impacts on shared water resources
Strategic Approach
Many of the strategic approaches outlined below are in line with and built on strategic approaches described
in several other chapters in this strategy. However, they are highlighted here to emphasize their individual
and collective importance specifically in responding to climate change.
Incorporating climate risks in policy and institutional reforms in the water sector. The water sector needs
to integrate climate change impacts and adapt to it in all strategies and major planning documents, such as
done in the NWMP-3. This will involve strengthening the human, technical, and administrative capacities of
the Climate Change units at MWI and related institutions. MWI will adopt risk-informed programming as an
adaptation planning tool. The traditional approach of downscaling the Global Climate Models (GCMs) will be
combined with a bottom-up approach based on monitoring and assessment of actual trends. This will enable
dependable climate change water resources management scenarios with positive signals to be developed
and updated to enable robust decision-making.
Building adaptive capacities. The sector will enable water management and governance entities to adapt
effectively to changing climate conditions, work on implementing awareness and communication programs
to ensure water institutions and water users understand and respond to water-related climate risks and
adopt the Climate Resilience Water Safety and Security Planning as a tool to identify adaptation measures at
water institutions level. This includes developing a map for identifying areas at high risk of climate change
such as flash floods and droughts as a tool for risk assessment and to inform sitting of sector infrastructure.
Building resilience and reducing vulnerability. Water resources management needs to integrate
identification of the vulnerability of surface water and groundwater basins to climate change and develop
adaptation measures and strategies that ensure protecting vulnerable people. This will include strengthening
institutionalization and deployment of existing drought and flood early warning systems, planning around
forecasted drought impacts, warning of them and taking necessary adaptation measures.
Research and development. Climate science continues to evolve and develop rapidly as the world rushes to
meet the global climate crisis. Jordan needs to expand research and analysis to ensure the efficacy of water
adaptation approaches over the long term and develop effective approaches. Monitoring and evaluation of
water and climate data must be prioritized, and standardized reporting protocols should be agreed upon and
implemented under the coordination of MWI and JMD. The adequacy of the weather, environmental,
hydrological, and hydro-geological monitoring system must be substantially improved. Research into existing
gaps in scientific understanding such as impact studies on sedimentation, groundwater, dam safety, flooding,
and infrastructure sustainability should be initiated using the appropriate modeling tools. Impact studies
should also be conducted for all catchments along with further research to increase the accuracy of possible
future climate change modeling.
Adaptations for water supply. Decreasing overall rainfall will mean less vegetation cover and higher degree
or erosion, causing more sediment inflow in dams. Therefore, sediment management and removal programs
in dams are urgent. Immediate measures will be taken to accommodate changes in the quantities and
variability in water supplies. Water storage capacity in natural dams and water retention systems will be
increased so greater water quantities from heavy storms is captured and not lost to runoff. Water

conservation, water demand management, and NRW reduction will be prioritized. Expansion in desalination
programs for drinking water and irrigation will continue. Rainwater harvesting should be encouraged from
rooftops and with grey water reuse in urban areas for businesses and households. The sector also needs to
maximize the use of non-conventional water sources, especially treated wastewater, and prioritize recovery
of groundwater aquifers.
Climate financing. Sources of climate financing are growing which presents an opportunity for water sector
adaptation and mitigation investment. MWI will work on strengthening the capacity of the Climate Change
Units to be able to attract this financing, developing a resource mobilization strategy, and establishing and
streamlining monitoring and oversight systems for all sources of internal and external climate funding, and
strengthening the private sector’s role as a partner in green investment.
Flood protection and infrastructure safety. Floods are increasing in frequency and severity during some
seasons. Therefore, the water sector will develop improved flood early warning systems in critical
catchments. All water entities must update asset and investment plans to climate-proof infrastructure.
Watershed management of water resources including transboundary water. An area of focus should be
rehabilitation and restoration of key watersheds in Jordan to improve retention of surface water and
recharge to groundwater. Protecting these resources will be strengthened by enforcing laws to prevent
dumping and create incentives for cleanup and restoration of watersheds and basins. Further efforts will
work to protect and restore critical water ecosystems, including forests, wetlands, rivers, aquifers, and dams.
Transboundary cooperation will emphasize pragmatic management plans for shared watersheds.
Green Growth actions. In 2021, Jordan launched the Water Sector Green Growth National Action Plan 2021-
2025. The sector will incorporate implementation of the strategic actions for climate change adaptation and
mitigation including an emphasis on mainstreaming climate change across the sector and building private
sector engagement in developing a green economy.
Circular Economy. This strategy promotes the application of circular economy principles to water systems
and incorporation of sustainable water management in other sectors’ circular economy initiatives. It is
important to explore and leverage the relationship between the principles of circular economy and
sustainable water management to establish a common language that will enable effective cooperation.

Addressing climate change effects requires the sector’s entities and across the government to play a critical
role in a holistic and comprehensive way to achieve this goal. MWI will be central to mainstreaming climate
change adaptation into policy, planning and oversight for the water sector. Civil society organizations will
also play a vital role in strengthening public awareness of the need for adaptation and in bridging gaps
between scientific research and policy-making. Donor agencies can contribute by mainstreaming adaptation
into their development cooperation programs such as screening funded activities for climate risks, providing
access to new adaptation technologies, and directing new resources to help absorb the additional costs of
adaptation.
MWI - Mainstream climate change adaptation into the policy planning process
- Establish, equip, and empower climate change unit
- Establish a reliable hydrological model that integrates climate change impacts
- Improve monitoring of surface water runoff, floods, and drought early warning systems
- Implement climate change action plans
- Seek funds for climate change adaptation measures
WAJ - Supports executing the capital investment for water systems restructuring

- Explore increasing the monitoring programs for surface water, groundwater, water quality,
and climate variables
JVA - Seeks fund for capital investment
- Improves regulatory environment
Water - Participate in capacity building programs
companies - Lead the effort in the objectives related to water demand management, NRW, wastewater
treatment
Donor agencies - Finance
- Research and development
- Capacity building
Research - Research and development for best practices
community - Capacity building
Ministry of - Follow up on climate change adaptation measures related to NDCs
Environment - Secure fund
Department of - Climate trends and predictions
Meteorology
Media - Public awareness raising
- Early warning dissemination
Civil society - Local expert
and NGOs - Capacity building

- MWI Climate Change Unit leading - Capital investment for - MWI prioritization of climate
implementation and coordinating across water system change adaptation
WAJ, JVA, and water companies restructuring or - Integration of adaptation across
- Continued leadership of the National upgrades to be climate water sector policies and
Climate Change Committee (NCCC). resilient strategies
- Focused inter-sectoral task force to facilitate - Donor agency funding - Sector’s capacity to implement
implementation of adaptation measures is - GCF and other climate - Water resources protection and
recommended with representatives from: funding sources management to ensure effective,
ministries, climatology, disaster experts, equitable, and sustainable
NGOs, academia, community leaders, media, adaptation and mitigation
and research institutions
Goal 2: Jordan’s Water Strategy Fully Reflects the Need to Adapt to and
Mitigate against the Impacts of Climate Change
The NWS takes into account, even if not explicitly stated the climate change issue that is fundamentally
affecting the integrity of Jordan’s water resources and challenging the sector’s capacity, systems, and
infrastructure. The table below summarizes how each area of the strategy has addressed climate change.
Goal 2: Jordan’s water strategy fully reflects the need to adapt to and mitigate against the impacts of climate
change
Indicator/Target: Climate change and its impacts are an integral part of every area of the national water strategy
National Water Where and how climate change is addressed / integrated throughout the NWS
Strategy area

Water Supply Objective 1.1: Strengthen the management of bulk water as a national system to optimize any
and Demand needed transfer of water between governorates—recognizes that the source, quality, and
Balance quantity of supplies are changing because of many factors, including climate change
Objective 1.5: Responsibly develop viable groundwater resources based on regular and reliable
hydrological and environmental analysis—this analysis includes climate data to determine
viability
Objective 2.4: Eliminate over-abstraction of groundwater used for irrigation (see IWRM and
Environmental Protection, Goal 1)—protects threatened groundwater resources that are already
severely affected by reduced rainfall and recharge due to climate change
IWRM and Objective 1.1: Eliminate groundwater over-abstraction through the regular and reliable analysis
Environmental of safe yield levels linked to licensing and the water budget for all aquifers—safe yield analysis
Protection includes more frequent measurement of water resource characterizations to track pace and
severity of climate change impacts on groundwater
Objective 2.1: Increase surface water storage capacity through both improvements to existing
facilities and new capacity—adaptation for higher temperatures, lower rainfall, and increased
variability of supply
Objective 3.1: Strengthen shared groundwater basin management—integrates climate data and
adaptation into shared water management as climate changes are not restricted to geo-political
borders
Objective 3.3: Strengthen transboundary water mechanisms to improve cooperation and shared
resources management—improves the mechanisms and platforms to better respond to and
adjust for climate change impacts on shared water resources
Irrigated Objective 1.2: Coordinate closely with the Ministry of Agriculture to manage irrigation water
Agriculture allocations, policy, and incentives—to ensure that cross-sectoral policies and practices also reflect
the reality of climate change impacts on water supplies
Objective 1.3: Expand linkages with academia, research institutions, the private sector and donor
programs to drive innovation throughout the sector—ensures that latest academic research and
analysis of climate change is available to water sector authorities
Utility Objective 1.2: Improve efficiency of network operations and maintenance to achieve continuous
Infrastructure supply with minimal water losses—ongoing improvements to operations and maintenance
Management integrate climate resilient infrastructure planning and management
and Operation
Energy Goal 1: Improve energy efficiency in all water sector operations through better energy
Efficiency and management practices to lower costs and improve financial performance of the sector (all
Renewable Objectives)—energy produced from fossil fuels is a major contributor to climate change;
Energy in the improved energy efficiency mitigates climate change impacts
Water Sector Goal 2: Expand the use of renewable energy across water sector operations to lower costs and
improve financial performance of the sector—converting to renewable energy supplies directly
mitigates against climate change
Sector Objective 1.2: Regularly and reliably report on sector performance and Water, Sanitation, and
Governance Hygiene (WASH) service levels against goals and targets set in the NWS, SDGs, government
and priorities, and national water budget—relevant climate data as well as progress and performance
Institutional against climate-related policies and plans is an integral part of sector reporting
Development Objective 2.3: Ensure regular coordination across government to align sector planning and water
budgets to national strategic priorities, including Ministry of Finance, Ministry of Agriculture,
Ministry of Energy, Ministry of Environment, Ministry of Planning and International Cooperation,
municipalities, and Ministry of Health—climate change impacts are important factors in planning
and management across the government and are an integral part of the water sector’s ongoing
coordination
Objective 2.4: Maintain updated capital investment planning for sector infrastructure needs and
critical systems investments—capital investment planning includes investment needed to ensure

climate resilient WASH infrastructure and identification of where climate financing can be
accessed as an additional funding source
Objective 2.5: Ensure effective donor coordination to leverage the support of international
partners, match donor funding to critical sector needs, and avoid duplication in designing
interventions—climate change is a top priority across donors as well as the Government of Jordan
and climate considerations are part of water sector planning and coordination
Objective 3.4: Invest in establishing and maintaining staff training and capacity development,
particularly in critical areas of project management, contracts management, climate change,
NRW, and financial management—water resources management, systems operations, capital
planning and other key technical staff capacities will include training and professional
development on climate change considerations that are key to lasting water security
Financial Goal 1: Achieve full cost recovery of municipal water and wastewater services operations and
Sustainability maintenance (O&M) and Build Operate Transfer (BOT) costs—because of declining freshwater
resources, large-scale water development projects are required to meet growing demand, but
these projects are expensive and must be carefully managed for financial sustainability to enable
the sector to afford these kinds of needed adaptation measures for climate change impacts on
the water sector
Innovation, Goal 1: Utilize technology across the sector to improve the accuracy and timeliness of data
Technology, collection, strengthen data analysis, and streamline management systems—climate data, evolving
and Private models, and technological solutions to enable better climate change adaptation and mitigation
Sector are key elements of utilizing technology throughout the water sector
Engagement Objective 2.1: Leverage private sector investments to introduce and expand water technologies—
investments include climate-related investments that include water-related goals and outcomes
Goal 3: Private sector participation increased to improve operational efficiency and sustainability,
introduce innovation and technology, access higher flexibility in execution, improve risk
management, and access to alternative funding—private sector participation that includes water-
related improvements and risk reduction
Water-Energy- Goal 1: Institutionalize effective management of the (WEFE) Nexus to drive synergies, leverage
Food- investments, develop nexus projects, ensure coherent policies and regulations, and carry out
Environment complementary planning across these sectors—each area of the nexus is significantly affected by
Nexus climate change and so all aspects of WEFE Nexus strengthening and interventions include climate
change

Climate change adaptation is a dynamic process that is periodically evaluated and updated, particularly given
how quickly impacts appear due to climate change, urging the implementation of actions to manage climate
risks, adapt with as much knowledge as possible, and to forecast impacts and ensure continuous effective
development. Successful implementation of the NWS and its climate provisions means not only applying
appropriate methodologies, policies, and sufficient funding, but also requires stronger awareness, political
will, institutional frameworks, data collection and management, and local capacities. The Climate Change
Unit within MWI shall be responsible for monitoring the progress of this strategic area.
Conclusion
Climate change affects all activities of the water sector in Jordan from water supply to flood and drought
management. Rising temperatures, decreasing precipitation, extreme events such as heat waves, flood and
drought are just some of the impacts of climate change that have broad implications for hydrological water
cycle components and management of water resources. Therefore, measures to adapt to the effects of
climate change should be taken to ensure continued economic, social, and environmental development,
provide institutional capacities to respond to it, educate society about it, and raise awareness about its risks.

13 ANNEXES
ANNEX 1: SDG 6 – Clean Water and Sanitation
The components of this goal are managed through the Ministry of Water and Irrigation (MWI), the Water
Authority of Jordan, the Jordan Valley Authority, and the water companies, in cooperation with the Ministry
of Agriculture, the Ministry of Environment, many governmental institutions and the private sector, in
addition to civil society organizations, donors and United Nations organizations. The sixth goal of the
Sustainable Development Goals is monitored by MWI through meetings, workshops, conferences, official
correspondence, reports, studies, data collection and knowledge exchange.
The MWI which has the full responsibility for water and sanitation, and projects related thereof, in
collaboration with water sector entities, will elaborate specific targets and indicators that are in harmony
with SDG6, providing continuity while expanding their scope and refining definitions. These targets and
indicators will be moderated to reflect the current Jordanian water situation and adopted for use in the
monitoring and evaluation mechanism in all sector-related institutions and in performance reporting.
Jordan, selected in the two reporting rounds to be a pilot country for assessment of the reporting process
due to its commitment to follow SDG 2030 Agenda, has recently completed its second Voluntary National
Review of the national progress made in implementing the 2030 Agenda for Sustainable Development (2030
Agenda). Table 10 shows MWI’s SDG6 achievements until 2020 and targets to 2030 and summarizes the
linkages of each SDG indicator with NWS’s Goals and Objectives, where those indicators are address in the
NWS. To ensure target achievement and continue with accurate monitoring and recording of the
implementation of the SDG, the sector will improve the availability of and access to data and statistics
disaggregated by income, gender, age, race, ethnicity, migratory status, disability, and geographic location.
It is crucial that steps are taken to improve the quality, coverage, and availability of disaggregated data.

Table 10: SDG6 Achievements Until 2019 and Targets to 203056
Indicators Linkage with NWS Goals and Objectives Baseline Actual % Targets
2016 2019/ Change 2024 2027 2030
2020
6.1.1 -managed 1-Objective 1.1
%94.3 %94.6 %0.32 %95.6 %97.8 %100
drinking water services
6.2.1 1-Objective 1.1
%84 %88.5 %5.36 %91 %95 %100
6.3.1 Percentage of wastewater treated in a safe manner oal 1, Objective 1.1 %64 %64 %0 %67.5 %73 %80
6.3.2 Percentage of water bodies with good water quality IWRM area, Goals 1 and 2, objectives 1.2
%92 %100 %8.7 %100 %100 %100
and 2.3
6.4.1 Percentage change in water use efficiency over IWRM area, Goal 4,
%3 %4 %33.3 Increase Increase Increase
4
6.4.2 Percentage of freshwater withdrawal from the total IWRM area, Goals 1 and 2, supply-demand
%133 %138 -%3.76 %129 %116 %100
available fresh water (Water Stress) area, Goal 3, irrigated area, Goal 3
6.5.1 0-100) IWRM area %63 %66 %4.76 %69 %74 %80
6.5.2 Percentage of the common border areas subject to IWRM area, Goal 3
%21 %23.2 %10.5 %27 %33 %40
6.6.1 Percentage change in the extent of water-related IWRM area, Goal 2 3 Less than Less than Less than
%17 %3.5 %79.4
ecosystems over time %10 %10 %10
6.a.1 The amount of official development assistance Pillar Goal 1, Objective 1.6, and Pillar Goal 3
%85 %85 %0 %85 %87 %90
6.b.1 Percentage of local administrative units that have Pillar Goal 4, Objective 4.4,
well-established operational policies and procedures Governance Area, Goal 1, Objective 1.3
%16.7 %16.7 %0 %22 %36 %50
56Source: MWI, April 2022 - MWI’s m , and MOPIC (2022)

Jordan 2nd Voluntary National Review
Page |137
2023-2040
Challenges to achieving the sixth sustainable development goal:
Necessary resources are lacking for measurement, follow-up, data collection, roadmap, and plans to achieve
the relevant indicators. The indicators are consistent with Jordan's commitment to continuous
communication and cooperation in this field with the aim of achieving the 2030 Agenda for Sustainable
Development.
Enhancing work to achieve the sixth sustainable development goal:
Improving the collaboration and synergy between public institutions, especially in data collection,
integrated planning and clarified responsibilities.
Applying the Integrated Water Resource Management approach to ensure a balance between the
interests, aspirations, and concerns of internal partners (water sector institutions and external partners
(such as citizens and supporting entities).
Establishment of a special department for sustainable development within the Strategic Planning Unit in
MWI responsible for follow-up and evaluation of the objective indicators. A study has been developed
to institutionalize work on the monitoring and evaluation processes in this department.
MWI works to reduce water losses and take advantage of alternative water sources for use by farmers
to relieve pressure on fresh groundwater abstraction. Farmers are encouraged to increase water use
efficiency and to use reclaimed treated wastewater for restricted irrigation of some crops, especially
fodder and trees. As the agricultural sector uses about half of the water sources, but contributes only
%3.5 to the GDP, such initiatives are of paramount importance.
SDG 6 interdependency with other SDGs:
SDG6 has a mutual effect with SDG 2 related to Zero Hunger, SDG 7 related to Energy and SDG 13 related to
climate change:
• SDG6-SDG2 interdependency: water safety and quality control are crucial for food safety and
differentiation.
• SDG6-SDG7 interdependency: water sector uses about %15 of gross electricity in Jordan; the water
sector takes into consideration the significance of energy efficiency and renewable energy into its goals
and programs.
• SDG6-SDG13 interdependency: climate change highly affects the availability of water resources; water
sector has an embedded priority to build resilience and adaptation to climate change, and it integrates
climate change measures into policies and planning processes.

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National Water Strategy

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Eng. Mohammad Al-Najjar

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Rationale for the National Water Strategy Update

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• The importance of utilizing technology to address water challenges,

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Revise pre-draft chapters received

Kickoff CG meetings Finalize draft strategy Launching

Preparation process Development process Revision process Approval process

Figure 1: National Water Strategy Development Schedule

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National Water Strategy Framework

Goals for Each Objectives for

Goal 1 Objective 2.1

• Current situation • Strategic approach Objective 2.3

Indicators and Targets (Quantitative and Qualitative)

Figure 2: Strategy Framework and Structure

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National Water Policies

1. Groundwater Sustainability Policy

Alignment with National Visions

Table 2: Alginment with Economic Modernization Vision 2022-2033

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Table 6: Pillar Goal (3): Achieve financial sustainability

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Table 7: Pillar Goal (4): Ensure impartial and transparent regulation

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80% 78% 75%

60% 55% 53% 52%

Figure 4: Historic Pattern of Water Use by Sector

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Figures are in MCM

Figure 5: Water Use by Source and Sector in 2021

Key Challenges, Considerations, Opportunities, and Threats

2500 Irrigated area Non-irrigated area

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500 Irrigated area Non-irrigated area

Figure 6: Agricultural Area Changes 1998-2021 (DOS, 2022)

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Table 8: Water Sector Opportunities and Threats

Future Water Demand

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15.0 Influx from 13.6 8%

Growth rate (%)