Download rosetta urban profile – background

UN-HABITAT
United Nations Human Settlements Programme
Regional Office for Africa and the Arab States
Rapid Urban Sector Profiling for Sustainability (RUSPS)
Project Designed by UN-HABITAT,
Implemented By GOPP, Ministry of Housing, Utilities & Urban Development
and Financed by Cities Alliance, UN-HABITAT & World Bank
ROSETTA
This report was prepared by the RUSPS team of Egypt, elaborating on information collected through interviews with
key urban actors in Rosetta and a city consultation facilitated by the team members.
Ali El Faramawy managed and supervised this project and Hassanien Abouzeid, Abdelwahab Helmy, Moustafa
Madbouly, Ghada Farouk Hassan, Hebatalla Abouelfadl, Mohab El Refaie, Doaa El Sherif, Alia El Mahdi, Anwar El
Nakeeb, and Mohamed Eid provided important inputs.
Graphic editing by: Heba Aboul Fadl
The designation employed and the presentation of the material in the publication do not imply the impression of any
opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country,
territory, city, or area, or of its authorities, or concerning delimitation of its frontiers or boundaries, or regarding its
economic system or degree of development. The analysis, conclusions, and recommendations of the report do not
necessarily reflect the views of the United Nations Human Settlements Programme (UN-HABITAT), the Governing
Council of UN-HABITAT, or its member states.
Excerpts from this publication may be reproduced without authorisation, on condition that the source is indicated.
© United Nations Human Settlements Programme (UN-HABITAT), 2006
HS Number: N/A
ISBN Number: N/A
United Nations Human Settlements Programme Publications can be obtained from UN-HABITAT Regional and
Information Offices or directly from:
United Nations Human Settlements Programme
P.O. Box 30030, GPO 00100
Nairobi, Kenya
Fax:(25420)762 4266/7
E-mail: [email protected]
Website: http://www.unhabitat.org
FOREWORD
In Egypt, RUSPS has been implemented in
Alexandria and Suez and has extended to five
other cities. Two sectors – economy and
infrastructure – have been added and in Rosetta an
additional sector – heritage – was further required.
More importantly, RUSPS has been adapted to a
variety of needs and served many national
programmes and projects.
Egyptian
cities
are
confronted in the new
millennium
with
the
problem
of
accommodating
rapidly
growing populations and
providing
them
with
tenure, infrastructure, and
shelter, while ensuring
sustainability
and
enhancing
economic
growth.
As part of our drive to address this crisis, UNHABITAT is working with the European
Commission (EC) and other partners to support
sustainable development around the world. Given the
urgent and diverse needs, the agency found it
necessary to develop a tool for rapid assessment to
guide immediate and mid- and long-term
interventions. In 2004, UN-HABITAT’s Regional
Office for Africa and the Arab States took the
initiative to develop the approach further for
application in over 24 countries. This was achieved
through collaboration with many departments within
the agency. The implementation of RUSPS was
supported by the Governments of Italy, Belgium, and
the Netherlands as well as the Cities Alliance, the
World Bank (WB), and the German Association for
Technological Cooperation (GTZ) in Egypt.
The idea behind RUSPS is to help formulate urban
poverty reduction policies at the local, national, and
regional levels through a rapid, participatory,
crosscutting, holistic, and action-oriented assessment
of needs. RUSPS initially addressed four main
themes:
governance,
slums,
gender,
and
environment. It seeks to build a national profile and
three city profiles.
I wish to acknowledge the contribution of the
team in Nairobi with the leadership of Dr.
Mohamed El-Sioufi, the efforts of Dr. Ali El
Faramawy, UN-HABITAT Programme Manager
in Egypt, and Dr. Hazem El-Koeidy, Chairman of
the General Organization for Physical Planning.
Furthermore, I wish to thank the local team of
experts implementing and adapting the RUSPS in
Egypt, namely, Dr. Ghada Farouk Hassan, Dr.
Mohab El Refaie, Dr. Hebatalla Abouelfadl, Dr.
Moustafa Madbouly, Dr. Doaa El Sherif, Dr.
Hassanien Abouzeid, Dr. Abdelwahab Helmy,
and Dr. Mohamed Eid, Arch. Ahmed Rabye as
well as the many planners, architects and
engineers supporting the team.
I would like to wish the Ministry of Housing,
Utilities and Urban Development and all who
have participated in and supported this initiative
success in implementing the various programmes
that were based on the RUSPS method. I am also
looking forward to supporting further efforts in
the development of Egypt’s urban sector.
Anna K. Tibaijuka
Under-Secretary-General of the United Nations
and Executive Director, UN-HABITAT
TABLE OF CONTENTS
ROSETTA PROFILE – EXECUTIVE SUMMARY ….……………2
ROSETTA PROFILE – INTRODUCTION ……….…………………3
ROSETTA PROFILE – BACKGROUNG ……….....………………4
ROSETTA PROFILE – HERITAGE OR HISTORIC AREAS ..…. 8
ROSETTA PROFILE – GOVERNANCE ………………………….10
ROSETTA PROFILE – SLUMS & SHELTERS ………………...12
ROSETTA PROFILE – GENDER AND HIV/AIDS ....................14
ROSETTA PROFILE – ENVIRONMENT .................................16
ROSETTA PROFILE – BASIC URBAN SERVICES .................18
ROSETTA PROFILE – LOCAL ECONOMIC DEVELOPMENT ..20
PROJECT PROPOSALS
HERITAGE OR HISTORIC AREAS ....................................22
GOVERNANCE ................................................................24
SLUMS & SHELTER ..........................................................26
GENDER AND HIV/AIDS ...................................................28
ENVIRONMENT .................................................................30
BASIC URBAN SERVICES ................................................32
LOCAL ECONOMIC DEVELOPMENT .................................35
ROSETTA URBAN PROFILE – EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Introduction
Slums and Shelters
Rapid Urban Sector Profiling for Sustainability (RUSPS) is
an accelerated and action-oriented urban assessment of
needs and capacity-building gaps at the city level. It is
currently being implemented in over 20 countries in Africa
and the Arab states. RUSPS uses a structured approach
where priority interventions are agreed upon through
consultative processes. The RUSPS methodology consists
of three phases: (i) a rapid participatory urban profiling at
national level, focusing on governance, slums, gender and
HIV/AIDS, environment, and proposed interventions (due
to the local conditions, the World Bank and the
Government of Egypt added two issues of important local
concern – local economic development and basic urban
services); (ii) detailed priority proposals; and (iii) project
implementation.
RUSPS in Egypt encompasses a national profile as well as
profiles for Alexandria, Suez, Menia, Baltim, Tanta, and
Rosetta, each published as a separate report. This is the
Rosetta Urban Sector Profile and it constitutes a general
background, a synthesis of the seven themes – heritage (or
historic areas), governance, slums, gender and HIV/AIDS,
environment, local economic development, and basic urban
services – and priority project proposals.
Five slum areas are on the periphery of the old centre of the
city (Ezbit Hassan Ali, Abou El Reesh, Katkat, El Kassara,
and Behind Transformers) with a total area of 2.15 km².
The estimated population of the slum areas in 2005 was
approximately 20,391, which represents 29 percent of the
total population of the city.
The old city streets are crowded with peddlers and informal
markets.
Background
The city of Rosetta is under the jurisdiction of Al-Beheira
Governorate and is located 12 km away from the mouth of
the Rosetta branch of the Nile River, along its western
bank. The city is approximately 65 km east of Alexandria
and 55 km away from Damanhour, the capital of AlBeheira Governorate.
Heritage or Historic Areas
The city dates back to the ancient Egyptian era and is
internationally known for the Rosetta stone, which led to
the modern understanding of hieroglyphs. Although there
was a law issued declaring Rosetta a tourism city, it does
not fully use its tourist potential in a suitable manner. The
city lacks adequate sanitation; this has led to an increase in
the groundwater level, which in turn affected historic
buildings. The city also has numerous informal peddlers
and markets scattered throughout the streets of the historic
area, which lead to traffic-clogged streets and the
accumulation of garbage.
Governance
The local authority in Rosetta is clearly popular, and this is
underpinned by a sustainable trust relationship between the
society and the local authority officials.
However, among both citizens and local authority officials,
there is a lack of understanding of what urban governance
truly stands for (e.g. transparency, decentralisation, and
accountability). This situation is applicable to most small
Egyptian cities; progressive understandings of urban
governance are quite novel in Egyptian cities, with wrong
concepts often embedded in people’s minds.
2
Gender and HIV/AIDS
Women in slum areas experience a poor quality of life, low
standards of public services, and high rates of violence
against them. Although the crime rate is high, religious and
customary practices sometimes protect women from
common violence. Generally, women in Rosetta suffer
from poverty, social and economic problems, and weak
political participation.
Environment
Rosetta is privileged by a number of features that could
help it to be an environmentally unique city. It is situated
on the Nile River, with wonderful vistas; in addition, it has
many unique heritage areas, which make it different from
other cities in Al-Beheira Governorate.
Despite these features, Rosetta suffers from many
environmental problems, including widespread pollution.
Basic Urban Services
The lack of drainage facilities in the city, coupled with the
delays in completing the wastewater treatment plant (under
the National Project for Sanitation) due to lack of
mechanical equipment, has negatively impacted historic
buildings in the city. The poor drainage leads to a high
water table that, ironically, delays the operations of the
National Project for Sanitation.
Local Economic Development
Although there are huge economical potentials in Rosetta
(e.g. tourism, agricultural land, shipbuilding), they are not
fully taken advantage of. Basically, there is no investment
map that shows potential investment areas.
INTRODUCTION
Rapid Urban Sector Profiling for Sustainability (RUSPS)
consists of an accelerated and action-oriented assessment
of urban conditions, focusing on priority needs, capacity
gaps, and existing institutional responses at local and
national levels. The purpose of the study is to develop
urban poverty reduction policies at local, national, and
regional levels, through an assessment of needs and
response mechanisms, and as a contribution to widerranging implementation of the Millennium Development
Goals. The study is based on analysis of existing data and a
series of interviews with all relevant urban stakeholders,
including local authorities and government, civil society,
the private sector, development partners, academics, and
others. This consultation typically results in a collective
agreement on priorities and their development into
proposed capacity-building and other projects, all aimed at
urban poverty reduction. RUSPS is being implemented in
over 20 African and Arab countries, offering an
opportunity for comparative regional analysis. Once
completed, this series of studies will provide a framework
for central and local authorities and urban actors, as well as
donors and external support agencies.
Methodology
RUSPS consists of three phases:
Phase one consists of rapid profiling of urban conditions at
national and local levels. Small, medium, and large cities,
representing a wide range of local conditions, are studied
to provide a representative sample in each country. The
analysis focuses on seven themes: heritage and historic
areas, governance, slums, gender and HIV/AIDS,
environment, local economic development, and basic urban
services. Information is collected through standard
interviews and discussions with institutions and key
informants, in order to assess the strengths, weaknesses,
opportunities, and threats (SWOT) of the national and local
urban set-ups. The findings are presented and refined
during city and national consultation workshops and
consensus is reached regarding priority interventions.
National and city reports synthesise the information
collected and outline ways forward to reduce urban poverty
through holistic approaches.
RUSPS in Rosetta
RUSPS in Rosetta is one of six similar exercises conducted
in Egypt: Alexandria and Suez represent coastal cities;
Baltim and Menouf represent small cities; Tanta is an
example of a delta city; and Rosetta is an example of a
medium-sized city along the Nile in Lower Egypt. Rosetta
also serves as a representative of those cities in which
cultural heritage is vulnerable. Each city profile is
published as a separate report.
In Rosetta, many national development projects are being
implemented: there is the national development of rural
strategies and a national project for western expansion, as
well as many pro-poor and slum-upgrading projects
financed and implemented by NGOs or foreign donors.
The aim of RUSPS was to develop options for formal
inter-agency collaboration in order to create a coordination
body integrating a wide range of stakeholders in a single
response mechanism.
Report Structure
This report consists of:
1.
A general background of the urban sector in
Rosetta, based on the findings of the Rosetta
assessment report, a desk study, interviews, and a
city consultation that was held in Rosetta in May
2006 (see back cover for a list of participants in the
city consultation). The background includes data
on administration, urban planning, economy, the
informal and private sector, urban poverty,
infrastructure, water, sanitation, public transport,
energy, health, and education, at both government
and city level;
2.
A synthetic assessment of seven main areas –
heritage or historic areas, governance, slums,
gender and HIV/AIDS, environment, local
economic development, and basic urban services –
in terms of the institutional set-up, regulatory
framework,
resource
mobilisation,
and
performance. The second section also highlights
agreed priorities and includes a list of identified
projects;
3.
A SWOT analysis and an outline of priority project
proposals for each theme (this is the third and final
section). The proposals include beneficiaries,
partners, estimated cost, objectives, activities, and
outputs.
Phase two builds on the priorities identified through prefeasibility studies and develops detailed capacity-building
and capital investment projects.
Phase three three implements the projects developed
during the two earlier phases, with an emphasis on skills
development, institutional strengthening, and replication.
This report presents the outcomes of RUSPS Phase One at
the local level in Rosetta.
3
ROSETTA URBAN PROFILE – INTRODUCTION
Rapid Urban Sector
Profiling for Sustainability
ROSETTA IN DATA
The area of the city is approximately 5 km², which represents 2.6 percent of the county area; the county in turn
represents 2.11 percent of the governorate area. The estimated population of the city in 2005 was 70,314.
Rosetta is located at south latitude 28° 35' and at longitude 34° 31', 65 km east of Alexandria and 55 km from
Damanhour, the capital of Al-Beheira Governorate.
The city has a master plan that sets guidelines until 2022. The master plan identifies and allocates space for all
activities that should be in the city; it particularly focuses on its tourism role by including areas for tourism and
its services.
ROSETTA URBAN PROFILE – BACKGROUND
ROSETTA - Master Plan- 2022
4
ROSETTA’S DEVELOPMENT
Projects for tourism development have been
initiated, including erecting seawater barriers to
protect the shores and enable the rebuilding of
submerged tourist villages.
The importance of Rosetta as a tourist destination
was confirmed in the law 113/1986, which identified
Rosetta as a tourist city. The Supreme Council of
Antiquities started the first phase of preservation of
the city’s historic buildings in 1985.
About 760 Feddans have been allocated to build a
new residential village, in addition to 2,000 Feddans
for building a tourist city and summer vacation
housing on the Mediterranean Sea.
No population statistics have been gathered since 1996, but the population is estimated by calculating the
growth rate as shown in the following table.
Estimated Population for 2005/2006 with a Growth Rate of 2.1
male
female
Total
2005
male
female
Total
2006
Rosetta
35,852
34,462
70,314
36,605
35,186
71,791
ElBorg Village
8,377
7,761
16,138
8,553
7,924
16,477
Mahlet Elamir Village
24,649
23,154
47,703
25,169
23,640
48,809
Edfina
16,647
18,029
34,676
16,997
18,407
35,404
El Sahel
13,929
13,654
27,983
14,221
13,940
28,161
Total of Centre
99,454
97,060
196,514
101,545
99,097
200,642
The city is internationally known for the Rosetta stone, which
was the key to the deciphering of hieroglyphs. It also takes an
impressive second place after Cairo in the number of Islamic
heritage buildings it has; meanwhile, the number of historic
residential buildings in Rosetta exceeds those in Cairo.
5
ROSETTA URBAN PROFILE – BACKGROUND
After the construction of the Aswan High Dam,
which controlled the Nile floodwater, the sea started
to cover the shores and 2 km of central Rosetta, with
all its tourist buildings, were completely submerged.
ADMINISTRATION
The city is under the Local Authority of the County and City of Rosetta.
3 local village
units
3 police
posts
15 main and
secondary villages
Edfina
6 (Edfina - Eastrn Amria Western Amria - ElTaftish ElMolkah - Manshaet Elwan)
El Sahel
4 (ElSahel - ElKom - Sidi
Omar - ElGadeeda)
Mahalet El
Amir
5 (Mahalet El Amir –
Ehamad -ElGediah - Diby ElShamasma)
ROSETTA URBAN PROFILE – BACKGROUND
Administrative
Divisions
police
station
dependant
villages
1
71
- Edfina
2ElTaftish
3- Borg
Rosetta
Local Government and Main
Stakeholders
Stakeholders
Local Government
Public council
NGOs/ CBOs
Governor
Head of Neighborhood
Local Authority
6
Private Sector
Experts
EMPLOYMENT
ROSETTA URBAN PROFILE – BACKGROUND
Number of male and female employees in important
administrative units:
Administrative Unit
male
female
Total
Local Administrative
Centre in Rosetta
531
115
646
Local Village Centres
202
57
259
Health Unit in Rosetta
and Villages
346
570
916
Educational Authority
and Schools
1,00
7
1,147
2,154
Village Schools
1,06
5
732
1,797
Social Unit
41
50
91
NGOs And Nurseries
3
95
98
5,961
Total
LITERACY
Number of illiterate persons in county for year 2006:
Number of
illiterate
persons in
county
male
female
Total
City
2219
3311
5530
Rural
Areas
7146
9092
16238
Total
9365
12403
21768
PUBLIC TRANSPORTATION
Rosetta is privileged to be located close to the
International Coastal Road.
The city has poor railway tracks connecting it to
Alexandria (single track).
The city also suffers from the problem of silt
sedimentation in its strait, which often leads to a total
blockage, thus affecting the economy of the city.
SOCIAL SERVICES
The city lacks adequate social services (e.g. youth
centres, playgrounds, clubs, culture centres, and
libraries).
Rosetta is known for its agricultural products: citrus and other fruits, vegetables, and different kinds of dates
7
HERITAGE OR HISTORIC AREAS
ROSETTA URBAN PROFILE – HERITAGE OR HISTORIC AREAS
The number of heritage buildings has decreased from
52 in 1963 to 37 in 2006. The city has numerous
informal peddlers and markets in the streets of the
historic area, which lead to traffic jams and the
accumulation of garbage.
REGULATORY FRAMEWORK
•National policies support the upgrading of heritage
cities. The government has issued law 13/1986
declaring Rosetta a tourist city.
•There is a lack of specific building codes for
heritage areas that would enable the preservation of
the old urban fabric of the city.
•Building codes concerning setbacks in heritage
buildings are issued by the Supreme Council for
Antiquities; the codes specify 2.5 meters for setbacks
to give space to build a scaffold needed for
preservation work.
•There is conflict among the three authorities
responsible for the city and its historic area. First, AlBeheira Governorate is responsible for issuing
licenses for the erection of new buildings, or the
alteration or clearance of existing ones, either inside
or outside the historic areas. In addition, it solves
problems related to housing, public buildings, and
providing basic urban services. Second is the
Ministry of Endowments, which is responsible for
providing services to a number of historic mosques
(maintenance, furniture, salaries for mosque
employees). The ministry has also rented out space in
historical buildings. Third is the Supreme Council for
Antiquities, which is responsible for providing
maintenance and restoration for historical buildings
that are listed on the national registrar. The conflict
among the authorities and their lack of coordination
led to the decline of historic areas. Some rented
stores in the ground level of the historic buildings
have been used for such functions as raising cattle
and poultry and keeping horses, activities that are not
suitable for the nature and value of the area and have
a negative impact on the buildings.
•Fifteen percent of the income from entry tickets at
historic buildings is diverted to the local authorities
for the purpose of cleaning the area and paving
streets around the buildings.
•The Supreme Council of Antiquities faced problems
when needing to temporary evacuate a rented
building for preservation work. The tenants refuse to
obey as they are renting the building from another
authority which is the Ministry of Endowments. A
legal mechanism for compensation is being studied.
•There is no participatory mechanism for the
development of historic areas.
8
.
“ِAbohoum” residency located in Dehliz El
Molk street is considered a drastic example of the
lack of specific building codes for the historic
district. The building stands alone in the middle
of the street while all adjacent buildings have a
clear setback.
RESOURCE MOBILISATION
•
•
Inadequate recourse is considered the main
problem of historic building conservation.
The Supreme Council of Antiquities depends on
self-generated resources acquired from entry
tickets, international exhibits, and replicas.
DEVELOPMENT OF HERITAGE AREAS
•
•
•
•
•
•
•
•
The historic area is provided with all basic urban
services except a sanitation network.
The lack of sanitation has led to an increase of
the groundwater level, which directly affects
historic buildings. An example: Zaghloul
Mosque is undergoing a major preservation
project to raise the mosque foundation level to
one meter above ground after the floor was
submerged in rising groundwater.
Rosetta suffers from pollution caused by heavy
vehicles; the vibrations also affect the structure
of the historic buildings in the city.
The city (municipality and local government)
does not have any authority over centres
operating under the supervision of ministries and
central institutions.
There is a shortage of trained technical workers
in the conservation field.
Weak public awareness about cultural heritage
resources and their significance has led to low
budget priorities and illegal acts of vandalism.
Restoration of the Arab Kelly residence, which
currently houses the Rosetta museum.
The Tourism Development Agency provides
direction signs for public streets
INSTITUTIONAL SET-UP AND
CAPACITY BUILDING
•
•
•
•
The stakeholders that cooperate with the local
government in developing poor neighbourhoods
are the non-governmental organizations (NGOs).
Rosetta receives great attention from researchers
in Egyptian universities as well as international
researchers.
An information system project has been
completed; it was a collaborative project between
the Supreme Council of Antiquities and the
University of Lille in France and Italy (as well as
other countries), with several research studies by
the authority responsible for continuous
development.
There is a need for capacity building and training
in the field of historic restoration.
AGREED PRIORITIES
•
•
•
•
•
•
•
Development of the area surrounding Qait
Bey Fortress.
Development of Dehliz El Molk Street in the
heart of the city.
Development of the city’s waterfront, from
the city entrance to the brick workshops to
the north.
Documentation of heritage in Rosetta.
Public awareness for city residents.
Preparing the city as a tourist destination by
putting up signs and publishing a tourist
guide.
Developing an effective institutional set-up
for authorities responsible for heritage.
HERITAGE
AREAS
N° 1
HERITAGE
AREAS
N° 2
9
Project proposal
page 23
A project for developing the area
surrounding Qait Bey Fortress in
Rosetta
Project proposal
page 23
A project for developing Dehliz El
Molk street
URBAN GOVERNANCE
ROSETTA URBAN PROFILE – URBAN GOVERNANCE
INTRODUCTION
The local authority in Rosetta benefits to a large extent
from a clear popularity among the members of society,
despite the lack of resources and the deficiency in some of
the services provided to the citizens.
This popularity is underpinned by a trust relationship
between the society and the local authority officials.
Because of the historical position of Rosetta, there is a
significant interest in the historical buildings and areas
from foreign agencies and international NGOs. These
actors desire to help the city council in preserving and
improving historical building, as well as enacting
governorate policies to preserve Rosetta’s culture,
civilisation assets, and historical identity.
There is a lack of understanding of what urban governance
truly stands for (e.g. transparency, decentralisation, and
accountability) among citizens and local authority officials.
THE CITY’S ORGANIZATIONAL SET-UP
•
•
•
•
•
•
The central government appoints the governor.
The Minister of Local Development appoints the
president of the city.
The members of the governorate council are appointed
according to law 47 of 1979.
The members of the popular local council for the city
and for the district are elected; they represent political
parties and the list of candidates is checked by
security.
The local city council consists of 24 men with no
representation of women (the law does not specify a
specific minimum number of women).
The city council has specialised departments:
administration, technical, professional, and auxiliary
services.
RESOURCE MOBILISATION
•
•
‫فروع الخدمات‬
Services Branches
Real Estate Taxes
‫الضرائب العقارية‬
Planning & follow up
‫قسم التخطيط والمتابعة واإلحصاء‬
Legal Affairs Dept.
‫قسم الشئون القانونية‬
Public Relations Dept.
‫قسم العالقات العامة‬
Economic Development
‫اإلقتصادي‬
‫قسم اإلنعاش‬
Dept.
Complaints
‫مكتب الشكاوي‬Office
City‫المدينة‬
Secretary
‫سكرتير‬
Engineering Dept.
‫إدارة الشئون الهندسية‬
Administration
‫اإلدارية‬
‫الشئون‬
‫قسم‬
Affairs
Dept.
Council Affairs
‫قسم شئون‬
&‫المجالس‬
Committees
Infrastructure
– ‫مياه‬Dept.
( ‫قسم المرافق‬
Building & Projects
Human
‫العاملين‬
‫قسم شئون‬
Resources
)‫(التوظيف – اإلستحقاقات‬
Financial Dept.
Mechanical Dept.
Physical Planning
‫العمراني‬
‫قسم التخطيط‬
& Permits
)‫(الخدمات الداخلية‬
‫واللجان والمؤتمرات‬
‫قسم الشئون المالية‬
‫قسم المباني والمشروعات‬
)‫صرف صحي‬
‫قسم الحملة الميكانيكية‬
‫والتنظيم والتراخيص‬
Budgets
Income Resources (Revenues)
•
•
•
•
•
CITY ‫المدينة‬
PRESIDENT
‫رئيس‬
Youth
& ‫الشباب‬
Sports
‫والرياضة‬
Properties fees (real estate and building permits)
Physical planning fees (land ownership)
Entertainment fees (cafes, cinemas, cafeterias)
Sanitary works fees
Local commercial and industrial fees (workshops and
commercial stores)
Revenues from government land properties
Revenues from the projects of the local authority (e.g.
river transport, bakeries, services and local
development
funds,
cleanliness
funds,
city
enhancement funds, gas project, road projects)
10
The first budget (which includes salaries of permanent
workers plus promotions and bonuses) is part of the AlBeheira Governorate budget. It amounted to 1.054.942 $
(US Dollars) in 2005 – a 8.5 percent increase over the 2004
budget and a 17 percent increase over the budget of 2003.
The second budget (services and product fees) amounted to
668863 $ (US Dollars) in 2005, a 33 percent increase over
the 2004 budget and a 34 percent increase over 2003.
The “Urgent Plan” budget in 2005 was 541663 (US
Dollars) , which was a 24 percent increase over 2003.
The sum of revenues from the local authority projects in
2005 was 237808 (US Dollars).
Though the first budget provides the most revenue for the
city, this does not diminish the importance of the revenues
of the local authority projects, when the total share per
person of all these budgets and revenues amounts to 12.06
(US Dollars).
INCLUSIVE DECISION MAKING
URBAN ADMINISTRATION
•
•
•
•
•
•
•
•
•
The constitution allows civilians the right to access
basic services such as food, education, work, health
care, shelter, potable water, sanitation, and other basic
needs for a decent life.
In the decision-making processes, the actual vision for
increasing participation in urban management is frail.
The percentage of women working within the city
council amounts to 21.6 percent of the total (646
employees).
The executive bodies create the governing plans for
development processes, despite the participation of the
people in the crediting processes (smaller districts
receive credits which amount to 250,000 EGP).
No adequate representation of women in the local city
council and there are no women representatives in the
local governorate council.
Training programmes in local development centres are
used to empower women and help them to participate
in the decision-making processes concerning public
and local issues. These programmes are not beneficial
and have no positive impact on actual participation
because political parties choose the training candidates.
The elected public councils initiate development issues
to be discussed. Strategies and plans are later shown to
them for approval according to the local governing
law.
The resources of the city council are too limited to
fulfil the society’s needs. This emphasises the
importance of NGOs.
There is not a trained, qualified work force capable of
providing a better standard of service.
There is no direct relationship between employees’
skills and the increase of salaries.
In the local city council, there is a special office
dedicated to receiving citizens’ complaints, in order to
improve services.
There is no investment plan for the city that indicates
investment potentials that will support local economic
development.
Work should be done to raise the awareness of the
public regarding the real issues affecting their society.
•
•
•
•
TRANSPARENCY AND ACCOUNTABILITY
RESPONSIBILITY AND PERFORMANCE
•
•
•
AGREED PRIORITIES
Developing leadership skills in the local council.
Supplying the council in general and the physical
planning department in specific with computers to
improve city management.
Creating an urban development strategy that involves
all stakeholders in society.
Initiating a dedicated centre for the management of
Rosetta’s heritage and history.
Building capacities of local authority personnel to
implement partnerships with the private sector and
NGOs.
Training the local authority on initiating budgets using
a participatory process.
Building a tourist office dedicated to helping tourists
and providing them with a high level of service.
INSTITUTIONAL SUPPORT
•
•
•
•
The local authority announces general tenders and bids
through the contracts department according to the
governing law.
Budgets are not disclosed to citizens in a way that
would allow them to evaluate performance and
adequately participate in modifying the approaches.
Implementation of the participation process is clearly
lacking in the urban management sector.
The strategy plans of the public councils are
announced to the public before approval.
The approval of the projects by the public councils is
the only available system for the inclusion of civil
society.
There is no adequate representation of women in the
council or the decision-making circles.
No clear/concrete partnerships or cooperation exist
among the council, NGOs, and the private sector to
support and develop the services the council offers to
the people.
BUILDING CAPACITIES AND TRAINING
•
•
•
•
There is a significant lack of trained workers and an
absence of effective training programmes to help create
new young cadres qualified to bear the responsibilities.
The salaries are small with no adequate financial or
career incentives.
There are no training plans for city council employees.
The local authority as a whole has only 4 computers
while the local council has 14. Computers and other
electronic equipment should be provided to support the
different departments.
GOVERNA Project proposal
NCE
N° 1
Developing leadership skills in the local
council
GOVERNA Project proposal
NCE
N° 2
11
page 25
page 25
Initiate a dedicated centre for the
management of Rosetta’s heritage &
history.
SLUMS & SHELTERS
SECURE TENURE
•
•
•
•
The city contains five slum areas (Ezbit Hassan
Ali, Abou El Reesh, Katkat, El Kassara, and
Behind Transformers), with a total area of 2.15
km².
The estimated population of slum areas in 2005
was 20,391,which represents 29 percent of the
total population of the city.
The streets of the old city are crowded with
peddlers and informal markets.
ROSETTA URBAN PROFILE – SLUMS & SHELTERS
Slum Areas
Area in
m2
Location
Planning
Population
Male
Female
Total
ElKassara
37500
West
Inside city
limits/
urban
boundary
1805
1739
3548
Katkat
45000
West
Inside city
limits/
urban
boundary
2183
2099
4282
Behind
Transformers
77000
South
Inside city
limits/
urban
boundary
3743
3598
7341
Abou El
Reesh
45000
North
Inside city
limits/
urban
boundary
2183
2099
4282
Ezbit
Hassan Ali
10000
North
Inside city
limits/outside
urban
boundary
478
460
938
Total
214500
10397
9994
20391
POLICY AND REGULATORY
FRAMEWORK
•
•
•
•
•
•
National policies support the upgrading of slum
areas through issuing laws that organize the
process of (informal) land ownership. The most
well-known is law No. 1558, concerning slum
clearance or upgrading for the benefit of the
public.
Updating the master plan of the city until year
2022 has been finalised but this has not yet been
endorsed by the authorities. The plan identifies
all activities that should take place in the city, but
there are no detailed schemes.
There are problems resulting from the differences
between the city limits and the urban boundary.
This is clear in Ezbit Hassan Ali, which is inside
the city limits but at the same time outside the
urban boundaries.
Land plots are mostly small and therefore, when
applying the master plan, land will be lost.
There is no central funding or even local funding
to enable the implementation of the master plan
(e.g. compensating residents).
The local authority encourages the development
of slum areas through providing them with basic
urban services.
12
•
Legal documents for securing tenure in slum areas
include official records from the housing tax authority
or payment receipts for basic services, if available.
Payments (between 1–1.5 EGP) are collected from
peddlers and street markets; these are considered very
low compared to the negative side effects of this kind
of activity (namely, the destruction of the image of the
city and its historic areas). The money is used to
improve the services in the city.
RESOURCE MOBILISATION
•
•
•
•
•
•
•
•
•
•
Two slum areas have been upgraded (Katkat and Abou
El Reesh).
Narrow streets in the slum areas make it difficult to
provide electricity cables; these are hung on poles in an
informal manner near windows, making it dangerous
for residents.
NGOs are involved in women-related issues.
The city is free from homeless people.
Road pavement lasts only for one year due to sanitation
problems and groundwater flooding.
The new residential city, which is about to be built on
an area of 760 Feddans, is an opportunity to provide
homes for the youth and lower the population pressure
on the city.
Workshops producing baskets woven from palm fronds
are commonly found in slum areas.
There are problems between rope fabrication
workshops and the employment and insurance office.
Authorities interested in upgrading slum areas are
NGOs, organizations for public works, and university
staff.
The tourist city that is to be constructed on an area of
2,000 Feddans is considered the city’s chance to
increase its income and upgrade its services.
INSTITUTIONAL SET-UP AND
CAPACITY BUILDING
•
•
•
EL KASSARA AREA
The area of El Kassara is considered the
The stakeholders who cooperate with the local
government
in
developing
the
poor
neighbourhoods are the NGOs.
Rosetta receives much attention from researchers
in all Egyptian universities, as well as
international scholars.
There is an urgent need for capacity building and
training in the field of slum upgrading.
worst slum area in the city. Its houses are
lower than the surrounding ground level,
causing problems in winter with the rain
completely submerging the ground level;
therefore, it is at the top of the list for
upgrading.
It is considered one of the most crowded
areas – the population is 3,548 (887 families).
The position of its houses and its narrow
streets (2–4 meters) lead to poor ventilation
and a high level of humidity; in addition,
these factors increase the groundwater level
in walls and footings.
It represents a difficult area to penetrate for
services and security.
AGREED PRIORITIES
•
•
•
•
Relocating peddlers and informal markets to two
proposed areas.
Developing El Kassara area, as its condition is
deteriorating.
Training the local authority to deal with slum
areas.
Establishing an updated database for slum areas.
SLUMS
N° 1
Project proposal
page 27
Constructing two market places
page 27
SLUMSN° Project proposal
Rebuilding
the
area
of
El
Kassara
2
13
GENDER AND HIV/AIDS
THE POLICY SUPPORTING GENDER
ISSUES
Rosetta is considered the north gate of Egypt. This
gives Rosetta opportunities in commerce and fishingrelated industries.
ROSETTA URBAN PROFILE – GENDER AND HIV/AIDS
Women in slum areas have a poor quality of life and
experience inadequate public services and high rates
of violence. Although the crime rate is high, religious
and customary practices sometimes protect women
from common violence.
Women in Rosetta suffer from poverty, social and
economic
problems,
and
limited
political
participation.
EMPOWERMENT AND
INSTITUTIONAL SET-UP
•
•
•
There is a good number of women leaders in the
city and girls’ education reaches postgraduate
level.
Public institutions empower women to improve
their sources of income through promoting
equality between men and women in economic
activities, especially in accessing finance and
credit.
Childcare facilities for working women are
presented through nurseries and other related
structures.
Women are well represented in the administrative
hierarchy (46 percent of the workforce, which is
3.9 percent of the total number of women in the
county).
There is only one woman in the local public
council and one elected woman from the county
level.
Local institutions dedicated to women’s affairs:
National Democratic Party and National Council
of Women
Social Security Authority
Private organizations and gender-related NGOs
NGOs are considered important agents for
supporting gender issues: there are 24 NGOs
working in this field, 19 in motherhood and
childcare and 5 in community development.
14
•
•
•
•
•
Factors that hinder the progress of women in
Rosetta:
Customs and traditions.
No specified seats in parliament for women.
Women do not comprehend their rights.
Economic deterioration.
Weakness of awareness programmes.
Waterfront development of the city has had a
positive impact by providing families with
security and minimising crime; it has also created
a recreational area for Rosetta residents.
The government registers cases of violence
against women through crime research centres
and complaints committees in family courts.
There are no known cases of HIV/AIDS at the
county level but there is a specific policy for this
disease that is concerned with patient care,
protecting infected children, and protecting the
caregivers.
Classified data of HIV/AIDS patients, including
their employment and education details, are
collected but gender issues are not impacting the
development plans of the city.
RESPONSIBILITY ISSUES
Steps that are being taken to secure women and
decrease violence against them include increasing
the general awareness of gender issues and the
importance of women in the community,
increasing religious awareness, improving street
lighting, and clearing informal settlements on the
waterfront.
Family court and family consultant offices are the
authorities responsible for violence issues.
Gender issues are considered a major challenge
due to the entanglement of customs and cultural
heritage.
There are no organizations specialising only in
gender issues; most deal with gender issues as an
additional activity.
A new law for childcare grants stipulate the
amount of 50 pounds.
Working women face difficulties when using
public transportation as there are no spaces
allocated for them.
The Ministry of Health distributes iron tablets to
overcome anaemia problems facing women.
CAPACITY BUILDING AND TRAINING
•
•
•
•
Training is available for government officials to
increase sensitivity towards gender issues
through community participation; ministries
related to gender issues and women’s
organizations conduct this training.
The Ministry of Health and other concerned
organizations present awareness programmes.
The World Health Organization (WHO)
organizes some programmes.
The local authority offers some training.
GENDER-BASED SUPPORT
First: Productive Family projects increase the
income of men and women, elevate the standard of
living, and make good use of professional skills and
provision of services (training services and
marketing services).
Second: Training projects contribute to combating
poverty and improving the rural woman’s ability to
increase her income (carried out by the special
administration for women’s affairs).
Third: Projects carried out by donors (Social
Development Fund).
AGREED PRIORITIES
•
•
•
•
•
•
•
•
•
•
Constructing an exhibit for marketing productive
families’ products.
Establishing training centres for the handicapped.
Increasing the social security pension for all
categories.
Increasing incentives for trainers within the social
security authority.
Establishing technical projects for released
prisoners.
Establishing a training project for sewing,
needlework, and carpet weaving.
Establishing a fund to care for widows and
female-headed households with no income.
Establishing centres for pre-marriage medical
testing.
Increasing medical visits and health care for slum
dwellers.
Increasing culturally appropriate services for
birth control.
GENDER
HIV/AIDS
N° 1
Project proposal
page 29
Establish a fund to care for widows and
women headed households with no
income
GENDER
HIV/AIDS
N° 2
15
Project proposal
page 29
Increasing medical visits and health care
for slum dwellers
THE ENVIRONMENT
LEGISLATIVE FRAMEWORK
INTRODUCTION
The city of Rosetta is privileged to have a number of
features that could help it be an environmentally unique
city. It is situated on the Nile River with wonderful vistas;
in addition, it has many unique heritage areas, making it
different from other cities in Al-Beheira Governorate.
Despite all these features, Rosetta suffers from many
environmental problems and one result is widespread
pollution.
URBAN ENVIRONMENTAL ISSUES
•
•
•
•
Main Issues in Rosetta:
•
•
ROSETTA URBAN PROFILE - ENVIRONMENT
•
•
•
•
•
Lack of working sewage networks: all city
establishments rely on septic tanks and city dwellers
make use of trucks owned by Rosetta City Council to
empty these tanks.
Lack of a solid waste landfill specified for the local
authority, which is temporarily using a piece of land in
west Rosetta as a dumpsite.
Equipment for solid waste collection is not sufficient
and this is hampering the local authority’s collection of
solid waste. Most members of the unit’s labour force
are temporary labourers coming from adjacent villages.
The reasons behind this are the limited financial profits
gained from such work and the refusal of Rosetta
dwellers to work in this field.
The medical waste incinerator in Rosetta’s public
hospital is not operating. This incinerator – established
in 2000 – is considered the only incinerator at the
Rosetta city level. It is essential for stopping open-air
burning of medical waste.
There is an interpenetration of industrial and residential
activities. For example, there are mechanical,
carpentry, and ironsmith workshops, which cause
polluting emissions as well as noise and annoyance.
There are numerous fish cages in the Nile. These cages
were allocated in an ad hoc manner, without any
monitoring. They are destroying the aesthetic scenery
along the main street in the city. In addition, they are
hampering navigation along the river.
High rates of air pollution, due to vehicle emissions
and smoke from burning coal.
INSTITUTIONAL SUPPORT
•
•
•
•
•
•
A successful partnership was established between the
Rosetta Local Authority Unit and factory owners.
Through this partnership, all factories complied with
environmental regulations under the supervision of the
Rosetta EMU.
Rosetta’s EMU inspects and monitors brick factories to
ensure the proper operation of burning units. In
addition, the EMU supervises medical waste collection
from clinics and laboratories and the safe disposal
thereof.
More than 80 percent of industrial plant owners
responded to Rosetta’s EMU and complied with
environmental
regulations.
They
consequently
contributed to solving environmental problems.
Local community associations in Rosetta city have no
activities concerning the environment.
There is a lack of coordination between Rosetta’s EMU
and the Industrial Safety Department.
The local authority incorporated a number of
environmental issues into city development plans. Thus,
some procedures have been created to address the
problems (e.g. solid waste and sewerage problems).
Role of Rosetta’s Environmental
Management Unit (EMU):
•
•
•
•
16
Law 4/1994 and its charter constitute the current
legislative framework for addressing environmental
issues.
This law is applied through the Rosetta Environmental
Management Unit (EMU). The Rosetta EMU files
citations for inhabitants who are not complying with
environmental conditions.
Although high fines are specified by law, during
implementation they are usually reduced and- because
of the centralization- directed to the central government
thus the city doesn’t benefit from those collected fines.
The system is based on centralization; collected fines
go directly to the central fund for environmental
preservation at the Egypt Environmental Affairs
Agency (EEAA) in Cairo.
The EMU is continuously inspecting establishments
and monitoring their compliance with environmental
regulations. It closes non-compliant establishments with
the support of other specialised departments in the
Rosetta local unit.
Rosetta’s EMU addresses environmental issues through
cooperation and coordination with a number of key
departments: the EMU at governorate level, the
licensing department, the engineering department, and
the occupations department.
Rosetta’s EMU also follows up all incoming complaints
and assures legal removal of their causes.
Currently, the Rosetta EMU is affiliated to Al-Beheira
Governorate administratively and to the Ministry of
Environment technically. This situation is not effective
and EMU staff are requesting to be autonomous from
the governorate and affiliated only to Ministry of
Environment.
AGREED PRIORITIES
BEST PRACTICE (1)
In Urban Environmental Management
Compliance
of Rosetta
environmental regulations:
factories
•
with
The Local Authority Unit of Rosetta listed all city
factories (in cooperation with the licensing section) and
obliged their owners to improve their performance to
comply with environmental regulations. Results are as
follows:
•
•
•
Clay brick factories were provided with complete
burning units; as a result, black smog and pollution were
reduced.
•
Tile factories that dispose of their liquid waste in the
Nile River were forced to demolish pipelines reaching
the river and to treat and recycle wastewater in a closed
internal cycle.
•
In the year 2000, improvement of the last factory took
place. Since that date, no factory is polluting the
environment and inspection is taking place periodically.
•
RESOURCE MOBILISATION
•
•
Support decentralisation of environmental
management and develop the institutional setup of the Rosetta Environmental Management
Unit.
Support
partnerships
among
different
stakeholders.
Support local community associations’
capacities for working in the environmental
field.
Support the Rosetta EMU financially and
provide it with essential equipment.
Develop effective financial mechanisms to
mobilise finance at the local level.
Support effective cooperation among AlBeheira Governorate, businessmen, and
community associations.
Implement awareness-raising programmes for
city inhabitants.
Develop training programmes for Rosetta
EMU officials to improve their performance.
Increase recycling programmes to decrease
pollution.
CAPACITY BUILDING AND TRAINING
The Environmental Management Unit in Rosetta
does not have autonomy, since it is part of the
local authority. As such, no budget is allocated for
the Rosetta EMU.
Current training activities are very scarce; the last
training course for Rosetta EMU officials took
place two years ago. The course addressed the
inspection of brick factories.
Most training activities are directed to the
Damanhour EMU at governorate level.
EEAA organizes a number of training courses for
EMUs in Cairo; however, Rosetta EMU officials
are rarely nominated to attend such courses.
Scarcity of training courses is the main reason
behind the lack of good environmental
management skills.
No incentives are paid to Rosetta EMU officials
(as EEAA officials and officials of other units at
governorate level receive).
The Rosetta EMU lacks measurement equipment.
It requests it when needed from the Damanhour
EMU but there is usually a long delay.
BEST PRACTICE (2)
Key Requirements for Capacity Building:
In Urban Environmental Management
Efforts in solid waste management:
•
The Rosetta local authority takes care of 90
percent of waste collection from city streets and
houses. City dwellers dump their waste in
containers located at special points, to be
collected by the authority.
The local authority purchased a special truck to
collect medical waste and dispose of it through
open burning at a site located to the west of
Rosetta.
A partnership was established with a medical
syndicate, through which a medical waste
collection project was initiated.
A chicken waste collection project was
implemented to collect waste from chicken
stores in order to avoid waste disposal in the
streets. The local authority hired a private
contractor to collect the waste and transfer it to
fodder factories. Unfortunately, the project
stopped due to concerns about bird flu.
There is a need for training in the following topics:
Environmental Impact Assessments for different
establishments;
response
to
different
environmental complaints; identification of key
environmental issues;
Environmental inspection;
Supporting the improvement of institutional and
administrative capacities of EMUs.
•
•
There is also a need for measuring equipment
(e.g. devices to measure emissions and noise
intensity) and computers.
ENVIRONMENT
Project proposal
N° 1
Establish a solid waste recycling plant
17
page 31
BASIC URBAN SERVICES
RESOURCE MOBILISATION
PROVISION OF BASIC URBAN
SERVICES – Main Issues
Provision Sources for Infrastructure
and Services
Uncompleted drainage networks and delayed
completion of the wastewater treatment plant, due
to the lack of mechanical equipment.
Current drainage networks dump waste directly
into the Nile without treatment.
ROSETTA URBAN PROFILE – BASIC URBAN SERVICES
Lack of equipment for collecting solid waste in
the city.
First: the state budget and the investment plan of
the government.
Second: : the replacement, renovation, and
upgrading of transformers through the Electricity
Distribution Company – for informal as well as
formal sectors.
The absence of an integrated system to manage
the solid waste and the lack of a suitable
dumpsite.
Inadequate drainage, the high water table, and
operational delays in the national sanitary project
have made a negative impact on historic buildings
in the city.
BEST PRACTICE
INSTITUTIONAL SET-UP
The city encourages slum upgrading by
delivering public services such as drinking water,
sanitation, and electricity.
There is no support from investors, the private
sector, or any foreign partnerships for providing
or upgrading existing facilities.
Old partnership with a Chinese company to erect
barriers to protect the beach from waves and
erosion. This project will be completed through
an Egyptian company (Arab Contractors).
18
The efforts of Al-Beheira Governorate in
Rosetta in the field of facility management
•
•
An integrated sewerage project that covers the
city treatment plant was established and 70
percent of the network was completed. The
project is now stalled because of a lack of
funds.
The local administration (city council) is
responsible for 90 percent of the city waste
collection (from streets, houses, and existing
waste containers). The Department of the
Environment is mandated to collect and
dispose of the waste.
CAPACITY BUILDING AND TRAINING
AGREED PRIORITIES
The Training Programme:
Accelerating the implementation of the
delayed sanitation project in the city.
There is an urgent need for training programmes
for workers and professionals in the management
of the city's electricity.
Constructing a new fishing dock.
Facilitating regulations for the provision of
services and utilities in new residential areas.
Training cadres in facility management and
maintenance.
Expanding the current city entrance road and
constructing a new one at the Nile corniche.
Providing equipment and spare parts (for waste
sweeping and clearing) and ensuring a level of
expertise in mechanical sweeping and
disinfecting.
Acquiring sufficient allowances for trainees from
the city utilities sector.
BUS
N° 1
BUS
N° 2
BUS
N° 3
BUS
N° 4
19
Project proposal
page 33
Construction of a fishing dock
Project proposal
page 33
Solid waste recycling
Project proposal
page 34
Financing of the current delayed
Sanitation project to complete
implementation and operation.
Project proposal
page 34
Expand the current city road
entrance, and constructing other
new city entrance through the
beach.
LOCAL ECONOMIC DEVELOPMENT
LOCAL ECONOMIC DEVELOPMENT
ISSUES
ROSETTA URBAN PROFILE – LOCAL ECONOMIC DEVELOPMENT
INTRODUCTION
Rosetta is both a city and a district in Al-Beheira
Governorate; it is an old port at one of the Nile
branches that flows into in the Mediterranean Sea.
Rosetta city has a unique group of Islamic buildings
and is second only to Cairo in terms of the quantity
of its Islamic monuments. The city’s most famous
piece of heritage is the Rosetta stone, now exhibited
in the British Museum. The per capita share of gross
domestic income in Rosetta was 5,518 EGP in the
year 2000/2001. The population is estimated to be
65,000 and unemployment in Rosetta is 8.4 percent.
LOCAL ECONOMY DYNAMICS
Rosetta has a unique location, as it lies at the
meeting point of the Nile River and the
Mediterranean and is located on the International
Coastal Road.
There are agricultural lands in Rosetta and it has
good quality agricultural products, including
vegetables, fruits, and all kinds of dates.
However, there are no agro-industrial factories
related to these products and various elements
(including fruit flies) threaten to destroy the
wealth of fruit and palms in Rosetta. The city also
lacks good agricultural drainage because there is
no drainage system in western Rosetta (it is
currently being prepared). Moreover, agricultural
wastes are not being re-used.
Rosetta has a very good international reputation
in yacht construction.
In spite of the existence of many tourist sites,
they are not exploited as tourist resources. In
addition, there is an inadequate number of public
parks for spending leisure time (only one small
one).
The numerous fish cages in the Nile which are
destroying the aesthetic scenery along the main
street in the city can be relocated ( not cleared) in
the same waterway but in the 28 km long
between Rosetta and Edfeena, this would save the
7000 workers in this sector from unemployment
20
Although there are big economic advantages in
Rosetta, as yet there is no investment map that
shows potential investment areas. There is no
industrial zone in Rosetta; as a result, investors
face many difficulties in getting licenses to
establish projects, as all recommended land is
agricultural and not valid for industrial projects.
A new 720 Feddans housing city and a 2,000
Feddans tourist city have been drafted, but until
now no physical planning has been done.
Although there are big possibilities in Rosetta in
the fishing sector, the city has no fishing port.
Also, for four months out of the year, there is
the Al-Bogaz lock problem to contend with.
No location for the fisheries association, which
is comprised of 12,000 members (40 percent of
Rosetta inhabitants are fishermen).
No efficient guarantees to get loans from donors
for setting up income-generating projects and
small businesses – one of the many obstacles the
poor face when seeking employment. Illiteracy
rates are high, with many youth dropping out of
school. This leads to a lack of appropriate
qualifications for the labour market; in addition,
the prevailing traditions and conventions of the
society affect women's ability to work.
The poor face many obstacles when trying to get
credit. There are no efficient guarantees, there are
high interest rates, and the social fund only finances
existing projects, not new ones.
ANALYSIS OF MARKET FLOW
Wood products, clothes, glass products, and car
spare parts are purchased from outside the city, as
they are not available therein.
AGREED PRIORITIES
Economic development of Rosetta mainly
depends on the existence of resources, both
natural and manmade (e.g. fishing wealth and
tourism capabilities). Therefore, the first step of
economic development in Rosetta will focus on
exploiting these resources. Establishing a fishing
port is a very important step towards benefiting
from the fishing wealth. Meanwhile, reviving
tourist interest in Rosetta city depends on
restoring old Islamic and historic buildings and
promoting Rosetta both inside and outside Egypt.
INDUSTRIES
• Agriculture
• Shipbuilding
• Sea fishing
LED
N° 1
• Fish farms
Project proposal
page 36
The project of tourist refreshment
of Rosetta city
• Brick factories
LED
• Palm tree industries
N° 2
• Handicrafts (weaving)
• Tourism
21
Project proposal
page 36
Establishing fishing port and
widening the river waterway
Strengths
Weaknesses
Opportunities Threats
Priorities
REGULATORY FRAMWORK and INSTITUTIONAL SET-UP
• National policies
support the
upgrading of
heritage cities.
• Rosetta is uniquely
located on the Nile.
• The heritage
potential of Rosetta,
in addition to it
taking second place
to Cairo in its
number of Islamic
heritage buildings.
• The city is
internationally
recognised for
discovering the
Rosetta stone
• The lack of adequate
sanitation, which directly
affects the heritage
buildings.
• There is no clear plan for
developing the tourism
sector in the city.
• Contradiction of authorities
responsible for the city and
for its historic area. The city
in general is not fit to
receive tourists (number of
hotel rooms, level of
cleanliness, number of
recreational facilities).
• There are no tourism
agencies in the whole city
and the Tourism
Development Authority has
no representative in Rosetta
• Adding the city
to the UNESCO
World Heritage
Sites list.
• Adding the city
to the list of
historic
attractions in
Egypt.
• An agreement
between Rosetta
and Figeac, the
birthplace of
Jean-François
Champollion.
• Continuous
• Develop the
transgression
tourism sector in
over historic area
the city.
will lead to the
loss of its unique • Establish an
identity.
office for tourism
• The negative
development in
impact on the
Rosetta.
city’s historic
buildings if the
national drainage
project is
delayed.
RESOURCE MOBILISATION
SWOT HERITAGE OR HISTORIC AREAS
• Most of the historic
houses have been
restored through
previous projects.
• Inadequate recourse for
historic building
conservation.
• The Supreme Council of
Antiquities is the only
agency that funds the
conservation process and it
relies on self-generated
resources acquired from
entry tickets, international
exhibits, and replicas.
• Opportunity to
mobilise
resources for
conservation
from
international
organizations
interested in
heritage.
• Weakness in
attracting
investment.
Preparing the city
for tourism.
DEVELOPING HERITAGE AREAS
• The lack of specific
building codes for
heritage areas.
• Each historic building is
dealt with separately and
not within its context.
• Weak public awareness
about cultural heritage
resources and their
significance, which
might lead to the loss of
the unique old city
image.
• Poor railway tracks,
which cannot be
depended on for tourist
transportation.
• Opportunity to
connect Rosetta
to the city of
Fuwa and
together form an
attractive
Islamic heritage
area.
• Lost of identity
• Building codes for
of the historic
the historic area.
area due to the
lack of building • Development of
the historic city
codes specified
for historic areas. centre.
• The completion of
the national
drainage project.
• Development of
the railway tracks.
CAPACITY BUILDING AND TRAINING
• Rosetta received great
attention from
researchers in all
Egyptian universities
as well as international
researchers.
• Deficiency of data related to
historic buildings.
• Weak coordination among
different authorities
responsible for historic
buildings.
22
Project proposal
HERITAGE
Project proposal
N° 1
A project for developing the area
surrounding Qait Bey Fortress in
Rosetta
N° 2
A project for developing Dehliz ElMolk Street
LOCATION: Qait Bey Fortress in Rosetta.
DURATION: 36 months
BENEFICIARIES: City inhabitants.
IMPLEMENTED PARTNERS: Local authority,
Ministry of Waqf (Religious Trust), the Supreme
Council for Antiquities, NGOs, and architectural
consultant offices and their affiliations.
ESTIMATED COST : US$4 million
BACKGROUND: The fortress goes back to the year
1472 when it was built on the west bank of the Nile River,
north of Rosetta. The place is directly connected to the
Rosetta stone, which was said to be discovered in this
location during the French expedition in 1799.
OBJECTIVES: The main objectives of the project
are to develop the area surrounding the fortress and
provide services in order to prepare it for receiving
tourists.
ACTIVITIES: : 1) Plan the surrounding area to
accommodate parking areas for buses and vehicles.
2) Build restaurants and cafeterias. 3) Improve the
façades of surrounding buildings. 4) Add bazaars,
gift shops, and exhibits for handmade carpets and
crafts.
OUTPUTS: The area surrounding the fortress
developed and services provided in order to prepare
it for receiving tourists.
LOCATION: : Dehliz El-Molk Street, one of the
historic streets of the old centre of Rosetta (it lies
between Masjid El-Arabi Street and Amasyalli
Street).
DURATION: 36 months
BENEFICIARIES: City inhabitants.
IMPLEMENTED PARTNERS: Local authority,
Ministry of Waqf (Religious Trust), the Supreme
Council for Antiquities, NGOs, and architectural
consultant offices and their affiliations.
ESTIMATED COST : : US$1 million
BACKGROUND: With its particular historic
background, Dehliz El-Molk Street is considered
one of the most important streets in the historic
district and is seen as the entrance to the historic
area of the city.
The street has a concentration of historic buildings
(Orabi Mosque, Ramadan residence, Abohoum
residence, Kohie residence, Bassioni residence,
Elgamal residence, and Moharam residence).
OBJECTIVES: Developing the street while
respecting its historic background and preparing it to
receive tourists.
ACTIVITIES: : 1) Transformation of Dehliz El-Molk
into a pedestrian street, with all the requisite changes
(viewing the street as the gateway into the historical area).
2) Adaptive re-use of historic buildings with suitable
functions (e.g. arts workshops, galleries). 3) Façade
treatment of existing buildings alongside the street. 4)
Façade treatment for commercial shops alongside the
street and standardisation of signs, colours, and pavilion
design. In addition, transformation of the shops into
bazaars, gift shops, and exhibits for handmade carpets and
crafts.
OUTPUTS: The street developed and prepared for
receiving tourists; the project implemented in such a
way that it can be duplicated in other historic streets.
23
PROJECT PROPOSALS– HERITAGE OR HISTORIC AREAS
HERITAGE
Strengths
Weaknesses
Opportunities Threats
Priorities
INSTITUTIONAL SET UP – LOCAL ATHOURITY RESOURCES AND CAPACITY
• Various departments • The low level of resources in • Improving the
exist in the city
the council reduces the level
standards of
council and they
of performance; this is mainly
the already
serve all sectors.
with regard to electronic
existing
equipment, which might help
training
• In the city council, a
improve service provision.
programmes.
special office is
dedicated to
• The number of trained,
• Creation of
receiving citizen
qualified cadres is very low.
effective
complaints.
training
• There is no clear training plan
programmes to
for employees.
empower
• Decentralisation is frail at the
young cadres
decision-making level
bearing
responsibilitie.
• The
effectiveness
of the council
in responding
to the citizen
complaints.
• The centralised
• Developing
policies hinder the
leadership skills
scale of
in the local
development and
council.
impede rapid
decision-making
• Supplying the
processes.
council in general
• The lack of young,
and the physical
qualified cadres in
planning
the council capable
department in
of bearing
specific with
responsibilities.
computers to
improve city
management.
EQUITY AND PARTICIPATION IN DECISION MAKING
• A strong trust
relationship exists
between the citizens
and the NGOs
because of the
success of existing
small-scale projects.
• The implementation of the
• The public
concepts of transparency and
participates and is
accountability is frail.
willing to
participate more,
• In the decision-making
whether in the
processes, there is a lack of
public councils or
clear vision for the actual
the NGOs.
implementation of
participation in urban
• There is good
management sector.
successful
representation of
• There is no adequate
women in social
representation of women in
work.
the council.
• Encouraging
• Women working in the city
NGOs to
council constitute less than 25
participate in the
percent of the total number of
decision-making
employees.
processes.
• Individuals
question the
effectiveness of
their
participation to
improve the
current
situation.
• Building
capacities of
local authority
personnel to
implement
partnerships
with the private
sector and
NGOs.
• Building a
tourist office
dedicated to
helping tourists
and providing
them with a
high level of
service.
SWOT G OVERNANCE
RESOURCE MOBILISATION - ISSUES OF RESPONSIBILITY AND PERFORMANCE
• Independent sources
of revenue exist for
the local authority.
• No partnerships exist with the
private sector.
• No partnerships with NGOs.
• No actual partnerships in the
disclosing and planning of
budgets.
• There is no investment plan
for the city that highlights
potential investments that
support local economic
development.
• Budgets are not disclosed to
citizens in a way that would
allow them to evaluate
performance and adequately
participate in modifying the
approaches.
24
• There are several
• The centralised
successful projects
policies hinder
whose revenues
the scale of
represent
development
additional income
and impede
for the local
rapid decisionauthority.
making
processes.
• The success of the
existing smallscale project by
the NGOs.
• The elected public
councils initiate
the issues to be
discussed and the
resolving plans are
later shown to
them for approval
according to the
local governing
law.
• Create a
development
strategy that
involves all
stakeholders of
society.
• Train the local
authority on
initiating budgets
using a
participatory
process.
N° 1
Project proposal
Developing leadership skills in the
local council
GOVER
NANCE
N° 2
Project proposal
Initiate a dedicated centre for the
management of Rosetta’s heritage and
history
LOCATION:
LOCATION: The city of Rosetta.
• Official training centres (Sakkara) and/or Leader
Development Centre.
• On the premises of the local council in Menouf (meeting
halls), using independent/external trainers.
DURATION: 12 months
DURATION: : Phase 1 (urgent) is six months; the long-
authority, the citizens of Rosetta, businesses, and investors
in the tourism sector.
BENEFICIARIES: Al-Beheira Governorate, the local
term plan is to sustain the training programmes.
IMPLEMENTING PARTNERS: The governorate,
BENEFICIARIES: : The leaders of the local council
and, in the long term, young cadres that would improve the
efficiency and the effectiveness of the services provided.
Rosetta City Council, the Ministry of Tourism, and the
Egyptian Tourist Authority.
ESTIMATED COST : US$200,000 (this is the cost if a
IMPLEMENTING
PARTNERS:
Specialised
training centres, institutes, and the department of human
resources in the council, which will directly affect all
departments (engineering, urban planning, contracts,
planning, legal affairs, information, and decision support).
ESTIMATED COST : US$100,000
Broken down as follows:
10 percent administration fees
40 percent training programmes
30 percent institutional support
20 percent office equipment
new, independent building is built; if an existing building is
used, the cost will decrease by 30–40 percent)
BACKGROUND: : The city of Rosetta benefits from a
long, rich history that goes back to the discovery of the
Rosetta stone, which enriched the city with a distinctive
character and an important collection of antiquities.
Unfortunately, these antiquities are neglected and
unattractive to tourists, despite their importance. The
tourism and antiquities sector in Rosetta is deteriorating
and neglected because there is no clear organizational body
to serve that sector. This diminishes the strong potential in
the city to improve the preservation of such antiquities.
BACKGROUND: : The city of Rosetta endures a low
standard of services provided to its citizens from the local
authority. There is a lack of actual implementation of the
principals of urban governance in terms of participation,
decentralisation, transparency, and accountability.
Decision making is centralised, and management processes
are often inefficient. This is due to the inadequacy of
existing training programmes as well as the insufficient
resources such as electronics and office and managerial
tools.
OBJECTIVES: Initiate an organizational managerial
body to be directly responsible for the antiquities in the city
and manage them efficiently.
ACTIVITIES: : Construct a building independent from
the city council that will host an antiquities centre (or use
one of the existing historical buildings). Identify and train
cadres to manage such a centre, which will enhance the
existing antiquities, market them to the tourism sector, and
improve the level of services for tourists and other visitors.
OBJECTIVES:
Adequate implementation of the
principles of urban governance on all levels, starting from
the level of decision makers and leaders and ending with
the inclusion of all stakeholders in society in the decisionmaking processes. Stakeholders will also participate in
creating concrete training plans and delivering specialised
training programmes. In addition, providing the local
authority with some electronic resources to enhance the
managerial level and raise the efficiency of service
delivery.
ACTIVITIES:
Condensed training programmes,
providing the local authority with resources that would
allow the trainees to implement what they learn;
organizational consultancies and institutional support for
the council.
OUTPUTS: Capacities of leaders built and an improved
level of services provided.
OUTPUTS: : The creation of an antiquities management
centre for Rosetta, while working on remarketing the city
with a modern, civilized image that is worthy of the
historical riches the city holds.
STAFF REQUIRED: An engineering firm to design the
new building or remodel and refurbish an existing building
to fit the purpose; a principal coordinator for the project,
with a managerial team to coordinate among stakeholders
in the governorate: the city council, the Ministry of
Tourism, the Egyptian Tourism Authority, and the
Supreme Council for Antiquities.
STAFF REQUIRED: Specialised consultancy body in
building capacity and institutional support.
25
PROJECT PROPOSALS – GOVERNANCE
GOVER
NANCE
Strengths
Weaknesses
Opportunities
Threats
Priorities
REGULATORY FRAMEWORK AND INSTITUTIONAL SET-UP – SLUM-UPGRADING STRATEGIES
• The city has an
• No detailed scheme for
• Opportunity to
updated master plan.
implementing the master
encourage tourism
plan.
investment in the
• There are organizing
city.
laws for urban
• Twenty-nine percent of the
planning in the city.
city population are slum
dwellers.
• No population statistics have
been gathered since 1996,
but the population is
estimated by calculating the
growth rate.
• There are obstacles in
implementing the master
plan due to the long period of
endorsement.
• Problems resulting from the
differences between city
limits and the urban
boundary.
• Danger of the
• Updated
deterioration of
population
slum areas,
statistics.
especially those
• Endorsement of
below ground
level.
master plan.
• Updated database
for the slum
areas.
SECURE TENURE
• High levels of
secure tenure due to
the non eviction
policy.
• Slum dwellers are not keen to
formalise their tenure.
• Opportunity to
secure tenure
through
decrees and
laws for the
poor.
• Although
feeling a high
level of secure
tenure, slum
dwellers are
afraid of any
change of
policy.
• Secure tenure
• Legalisation of
slum dwellers.
SWOT SLUMS AND SHELTER
RESOURCE MOBILISATION – ECONOMIC DEVELOPMENT
• Rosetta has natural
and historic
potential, which
increases its chance
in economic
development.
• The local authority
encourages slum
development
through providing
them with basic
urban services.
• NGOs are interested
in slum dwellers’
affairs.
• The lack of sanitation in the city
deteriorates its urban
environment, especially in the
slum areas (narrow roads and an
unhealthy environment).
• There is no central funding or
even local funding to enable the
execution of the master plan, e.g.
compensating residents.
• Slum areas are on the historical
city’s periphery, threatening the
city’s touristic future.
• The city has numerous informal
peddlers and markets scattered
throughout the streets of the
historic area, causing the
accumulation of garbage.
• Weak city financial resources.
• Opportunities • Slums behind
for income
electrical
generation and
transformers
improving the
may experience
local economy
catastrophe if
(various
they are not
unique
improved or
activities).
relocated.
• Opportunities • The threat of
for youth in
losing the old
the tourism
city image.
field.
• The new
residential city
that is about to
be built will
provide homes
for the youth
and lower the
population
pressure on the
city.
• Providing
proper shelter.
• Resource
mobilisation.
• Funding
incomegenerating
projects.
INSTITUTIONAL SETUP - CAPACITY BUILDING AND TRAINING
• Rosetta receives
much attention from
researchers in all
Egyptian
universities and
from international
researchers.
• No capacity-building support
received from bilateral and
multilateral agencies in slum
upgrading.
• Weak follow-up by the
engineering department for
the implementation of the
master plan.
26
• Opportunity to
find a
participation
mechanism in
capacity building
for slum
development.
• Capacity building
for the
engineering
department to
follow up the
implementation of
the master plan.
• Weak
• Mechanism for
capabilities
information
of personnel
updating.
in the slum
development • Improve
programmes. capabilities of
authorities
dealing with slum
areas.
• Mechanism for
coordination.
Project proposal
SLUMS
Project proposal
N° 1
Constructing two market places
N° 2
Rebuilding the area of El-Kassara
LOCATION:
In the location of the old
transportation hub (bellow the Kassara area - and
the other location is the old garage (near Abou ElReesh area)
DURATION: 32 months
are as follows: the eastern limit is El-Edfini Street and the
current transportation hub; the western limit is the urban
limit or the city boundary; the northern limit is El-Hardi
Street; and the southern limit is the old cinema street.
DURATION: 33 months
BENEFICIARIES: City inhabitants
IMPLEMENTING PARTNERS: Local authority,
Businessmen
ESTIMATED COST : US$10 million
BACKGROUND: : Numerous peddlers and
informal markets in the streets of the historic area
lead to several problems:
• Fire danger.
• General lack of cleanliness of the city centre.
• A deteriorating aesthetic, touristic, and cultural
image.
• Less control over the slum areas and the informal
markets.
OBJECTIVES:
LOCATION: West of Rosetta, the limits of El-Kassara
BENEFICIARIES: Residents of the area (estimated to
be 3,548).
IMPLEMENTING
PARTNERS: The local
authority, Social Services Department, Educational
Building Authority, and the health administration.
ESTIMATED COST : US$15.6 million
BACKGROUND:
El-Kassara is a slum area inside the urban and
residential mass of the city. Its houses are lower
than the surrounding ground level. Its juxtaposition
of houses and its narrow streets (2–4 metres) lead to
poor ventilation and a high level of humidity. There
is inadequate sanitation and an increasing level of
groundwater in the walls and footings. It represents
a difficult area to penetrate for services and security.
PROJECT PROPOSALS
Remove scattered peddlers and informal markets
from the historic district.
Provide an alternative market that is suitable for
the new tourism image of the city.
Concentrate all similar activities in the same
place so as to be able to present the customers with
more accessible services.
Use the income of the markets to fund slum
upgrading.
OBJECTIVES:
Rebuilding the area after elevating it to ground level
to avoid the problems caused by rainwater in winter.
The rebuilding process will include providing streets
of suitable width and services for residents of the
area.
ACTIVITIES:
Get rid of the garbage and dispose of it in a clean
and secure way, with full control over the process.
1.Social-oriented study of the slum dwellers.
2.Study of their needs.
3.A detailed plan for rebuilding the area.
4.Feasibility study for implementing the rebuilding plan.
5.Implementing the plan with all its phases.
ACTIVITIES: Constructing two market places (first
OUTPUTS:
level: units and shops for selling fish and meat; second
level: units and shops for selling groceries and
equipment).
Getting rid of a slum area with all its social and health
problems, and providing a suitable living area for
residents of El-Kassara.
OUTPUTS: Upgrading of historic areas after removing
the peddlers and informal markets.
27
PROJECT PROPOSALS– SLUMS & SHELTERS
SLUMS
Strengths
Weaknesses
Opportunities
Threats
Priorities
THE POLICIES SUPPORTING GENDER ISSUES
• Local and central policies
• Multiple constraints • The dispersion of • The disregard of • Increase
support the elimination of
impede women’s
income-generating
gender problems
awareness of the
violence against women.
advancement,
projects due to the
and the
importance of
especially customs
success of the
deterioration of
• Classified data of HIV/AIDS
women in the
and
traditions
and
current
projects
women’s
living
patients.
community.
weak
support
in
this
and
the
increase
in
conditions
are
due
• There are no known cases of
field.
the
number
of
to
their
AIDS/HIV in the county.
settlements of
withdrawal and
accounts.
minimum
participation in
decision and
policy making.
RESPONSIBILITY ISSUES
SWOT GENDER AND HIV/AIDS
• Multiple education
programmes quelling
violence against women are
diversified through NGOs
and the social affairs
administration; to decrease
violence, offices provide
social counselling and family
courts as quick mechanisms
to settle disputes within or
between families.
• Attention given to projects
addressing female-headed
households and simplifying
access to funds for incomegeneration activities.
• Difficulty in
• Opportunity
• The danger of an
registering cases of
under the
increased
violence against
national policies
occurrence of
women.
to address
violence against
violence cases.
women through
• The city lacks police
the invasion of
patrols that protect
different cultures
inhabitants.
and a cultural
• Rigid specialisation
conversion in the
between family courts
community.
and family council
offices and the
absence of a
mechanism for their
integration.
• No publication of
information related to
the number of crimes
in the city.
• Difficulty in dealing
with the phenomena
of domestic violence
and female
circumcision due to
customs and
traditions.
• Activating the
role of
awareness
programmes
INSTITUTIONAL SET-UP – EMPOWERMENT ISSUES
• There is an interest in
• Weak women’s
• Opportunities for
women’s empowerment
representation in
women’s
through organizations and
the local councils
empowerment
female leadership in Rosetta.
and their
through
withdrawal from
international
• High representation of
decision making; in
support in this
women in the organizational
addition, discarding
field.
system (46 percent of the
the natural women
total employment in the local
leaders in the
administration).
branch of the
• Multiple institutions and
National Council
organizations promoting
for Women.
women’s affair (19
organizations for childcare
and motherhood, and 5 for
community development).
• A good percentage of social
services projects deal with
gender affairs.
• The threat of the
continuous
weakness of
gender
representation in
decision making.
• Increasing the
level of
women’s
empowerment
in
organizational
systems.
CAPACITY BUILDING AND TRAINING
• A number of supporting
organizations (NGOs, social
services, the National
Council for Women).
• There is no
organization
specialising in
women’s affairs.
• Opportunity to
increase the
number of NGOs
and efforts
supporting gender
issues.
28
• The danger of the • Increase in the
continuous
cultural services
weakness in
for birth control.
representation of
•
Encouraging
women in
decision making
NGOs
in councils.
specialising in
gender issues.
GENDER
HIV/AIDS
GENDER
HIV/AIDS
Establish a fund to care for widows
and female-headed households with no
income
LOCATION: Rosetta
Widows
households with no income.
Increasing medical convoys and
health care for slum dwellers
LOCATION: Rosetta
DURATION: 12 months
BENEFICIARIES:
N° 2
Project proposal
DURATION: 12 months
and
female-headed
IMPLEMENTING PARTNERS: Related NGOs, the
social affairs administration, the Social Development
Fund, and the private sector.
ESTIMATED COST : US$50,000
BACKGROUND: Female-headed households refer to
situations in which a woman takes total responsibility for
her dependents and the maintenance of the household. The
absence of a breadwinner is an economic crisis (sudden in
many cases) and women are forced to work at an age that
might not be suitable, particularly if she has inadequate
qualifications in terms of skills or certificates. This reality
increases the psychological pressure of a sense of
inferiority, reinforced with economic pressure.
BENEFICIARIES:
Slum
dwellers,
particularly
women.
IMPLEMENTING PARTNERS: Ministry of Health,
medicine factories, and
government universities.
specialised
doctors
from
ESTIMATED COST: US$50,000
BACKGROUND: Slum dwellers live in areas where
they inherit poverty, unemployment, malnutrition,
common diseases, and generally bad conditions. There is a
lack of environmental services, as well as a lack of social
and health services. Thus there is a drastic need for
medical convoys to serve the area, in order to diagnose
and treat difficult cases.
OBJECTIVES: Offering medical services for slum
OBJECTIVES: Providing income for widows, divorced
inhabitants, especially women.
women, and female-headed households to help them in
facing life’s responsibilities and raising their children.
ACTIVITIES: (1) Medical check-ups for women in
ACTIVITIES: (1) Social survey to calculate the number
of women benefiting from this fund. (2) Studying their
needs. (3) Establishing a database for women benefiting
from the fund. (4) Specifying a place for money dispersal
and follow-up of beneficiaries.
slum areas. (2) Diagnosing and categorising. (3)
Distribution of medicine to patients. (4) Surgery for
patients in need. (5) Lectures about health awareness.
OUTPUTS: Developed and improved health conditions
of needy slum dwellers.
STAFF
OUTPUTS: Developed living conditions of female-
REQUIRED::
specialisations) and nurses.
headed households with no income, allowing them to face
life’s responsibilities and raise their children in a healthy
environment.
STAFF REQUIRED: Social workers and accountants.
29
Doctors
(with
different
PROJECT PROPOSALS– GENDER AND HIV/AIDS
N° 1
Project proposal
Strengths
Weaknesses
Opportunities Threats
Priorities
REGULATORY AND INSTITUTIONAL FRAMEWORK
• Governorate is concerned
about environmental issues,
incorporating them into
city development plans and
exerting efforts to improve
environmental conditions.
On top is the sewage
problem since 70 percent
of the sewage generated
remains outside of the
sanitation system.
• The Rosetta Environmental
Management Unit
cooperates with a number
of key departments: the
EMU at governorate level,
the License Department,
the Engineering
Department, and the
Occupation Department.
• Non-resistance of private
sector owners of big plants
to comply with
environmental regulations
– 80 percent of them
complied already and the
Rosetta EMU is capable of
enforcing the laws with the
rest.
• Rosetta EMU has the
capability to carry out
partnerships with different
stakeholders to perform
environmental
improvement projects
(factory development is the
best practice).
• Rosetta EMU suffers from a lack
of essential instruments and
measurement equipment. It
requests them when needed from
Damanhour EMU; the response is
usually delayed for a long time.
• Currently, Rosetta EMU is
affiliated to Al-Beheira
Governorate administratively and
to the Ministry of Environment
technically. This situation is not
effective and EMU staff are
requesting to be autonomous from
the governorate and affiliated only
to the Ministry of Environment.
• The EMU in Rosetta is not an
autonomous entity; it is part of the
local authority. Consequently, no
budget is allocated for it.
• Local community associations in
Rosetta city have no activities
related to the environment.
• The availability of
financial resources from
the central government to
support environmental
projects.
• Readiness of a large
community association to
work in the environmental
field in the future. This
opportunity could be used
to implement awareness
programmes and/or to
implement projects in
cooperation with the
Rosetta EMU
• Slow court procedures in • Support
finalising environmental
decentralisation of
cases and limited fine
environmental
collection discourage
management and
people from complying
develop the
with laws.
institutional set-up
• Lack of measurement
of the Rosetta
equipment results in
EMU.
reducing monitoring and • Support
inspection activities.
partnerships
• Because of centralisation,
among different
collected fines go directly
stakeholders.
to the central fund for
• Build local
environmental
community
preservation in EEAA in
associations’
Cairo.
capacities to be
able to work in the
environmental
field.
RESOURCE MOBILISATION – FINANCE
SWOT ENVIRONMENT
• To support
environmental
improvement projects,
some resources are
mobilised from the state
budget; there are some
resources from local
stakeholders, but these
are very limited.
• The possibility of
dependence on private
owners for
environmental
improvements, but
within their projects’
limitations only.
• Lack of financial resources from the
state and EEAA allocated for
environmental projects.
• EMU does not obtain any financial
resources and has no allocated budget
because it is mainly a coordinating
unit.
• No incentives are paid to Rosetta
EMU officials, unlike with EEAA
officials and officials of other units at
governorate level.
• There is no budget allocated for
environmental awareness. Thus the
Rosetta EMU does not have any
awareness-raising activities, in spite
of residents’ weak environmental
awareness.
• Businessmen are not contributing to
any environmental activities outside
the confines of their private plants.
• Law 38/1967 is an
opportunity to force
people to remove their
dissent and pay fines. The
collected fines, via this
law, could go to the local
unit’s environmental
cleaning fund and/or could
be distributed as
incentives to EMU
officials.
• Readiness of businessmen
to support environmental
projects serving the city.
• Financial resources from
the centre to support some
environmental projects
such as sewage –
however, these are not
sufficient.
• Donor agencies (such as
UN-HABITAT and the
World Bank) are ready to
coordinate or provide
donations.
• Collected revenues from
environmental fines go
directly to the
environment preservation
fund in Cairo.
• Lack of financial
resources allocated for the
EMU results in the lack
of equipment, thus
reducing inspection
activities.
• Support the
Rosetta EMU
financially and
provide it with
essential
equipment.
• Develop
effective
financial
mechanisms to
mobilise
finance at the
local level.
• Support
effective
cooperation
among AlBeheira
Governorate,
businessmen,
and community
associations.
PERFORMANCE – REDUCING POLLUTION
• The good performance
of the local authority in
solid waste collection
(covering 90 percent of
the city), despite very
limited resources.
• Readiness of school
headmasters and
mosque imams to
cooperate in raising
residents’ environmental
awareness; however,
this will happen only
under EMU request.
• Current training activities are very
scarce. Most training activities are
directed at the Damanhour EMU at
governorate level.
• EEAA organizes a number of training
courses for EMUs in Cairo; however,
the Rosetta EMU officials are rarely
nominated to attend such courses.
• Dependence of the whole city on
septic tanks because of
noncompletion of the sewage
network.
• Disposal of sewage in the Nile,
resulting in contamination.
• Interpenetration of industrial and
residential activities, producing
harmful emissions as well as noise
and annoyance.
• The existence of numerous fish boxes
in the Nile River contaminates the
water and destroys the aesthetic scene
along the main street in the city.
• Solid waste management system
lacks a landfill and a recycling plant.
In addition, it lacks proper equipment
and sufficient labourers.
• Completion and operation
of the sewerage network
project in the future will
decrease contamination of
the Nile water resulting
from sewage disposal.
• The availability of a piece
of land for the recycling
plant (allocated by the
planning department) is a
good opportunity to
decrease pollution in the
future.
30
• Continuation of sewage
disposal in water streams
will increase water
contamination in the
future and thus increase
the spread of disease.
• Continuation of open
burning of medical waste
and non-operation of the
incinerator at the Rosetta
public hospital will
increase air pollution.
• Sewage drainage in the
Nile near fish boxes will
increase the spread of
diseases.
• The intermingling of
industrial and residential
areas will lead to high
rates of noise and air
pollution for residents.
• The absence of
awareness-raising
programmes for residents
will increase pollution
rates in the future.
• Implement
awareness-raising
programmes for
city inhabitants.
• Develop training
programmes for
Rosetta EMU
officials to
improve their
performance.
• Increase recycling
programmes to
decrease pollution.
N° 1
PROJECT PROPOSALS - ENVIRONMENT
ENIRONMENT
Project proposal
Establishment of a solid waste recycling
plant
LOCATION: Rosetta
DURATION: 24 months
BENEFICIARIES:
Local authority of Rosetta,
inhabitants of Rosetta city, businessmen, and investors.
IMPLEMENTING PARTNERS: Local authority of
Rosetta, a businessman society, investors, the Social Fund
for Development, UN-HABITAT, and the World Bank.
ESTIMATED COST: US$150,000
BACKGROUND: The Rosetta local authority collects
90 percent of the waste from city streets and houses. City
dwellers dump their waste in containers located at special
points to be collected by the authority. The unavailability
of a landfill is a problem that hinders Rosetta local
authority work. There is a temporary dumpsite located to
the west of Rosetta.
OBJECTIVES:
•Solve the problem of land unavailability for landfills.
•Minimise the amount of waste dumped in the landfill.
•Create job opportunities for the youth.
•Recycle most of the sorted waste materials, thus
producing cheap products.
ACTIVITIES: (1) Prepare the architectural design for
the plant building, to be implemented on the allocated
piece of land. (2) Estimate the cost and various partner
contributions. (3) Construct the building. (4) Purchase the
required equipment. (5) Provide the required labourers and
give them proper training. (6) Develop awareness-raising
programmes for city inhabitants that introduce the idea of
sorting waste products at source. (7) Create local channels
for marketing recycled products.
OUTPUTS: A number of job opportunities created for
the youth; businessmen mobilised to invest their money;
recycling industry in Rosetta city activated; and cheap
products marketed to low-income people.
STAFF REQUIRED: An architectural firm (or the
engineering department of Al-Beheira Governorate) to
create the architectural design, a contractor for
implementation, key coordinator/facilitator of project
implementation activities, a specialized technician to
purchase equipment, a factory director, administration
staff, a marketing department, trained labourers, and
secondary staff.
31
Strengths
Weaknesses
Opportunities
Threats
SWOT BASIC URBAN SERVICES
PROVISION OF BASIC URBAN SERVICES
Water:
• The new main Edfina
purification station.
• The network has been changed
and new line has been installed
using PVC.
• The water pressure improved
during the last period.
Drainage Facilities:
• A descending 45 km network
had been implemented.
• The treatment station
foundation has been laid and
five pumping stations in the
city have been set up.
• Currently, expulsion lines are
being installed for the city
drainage network.
Solid Waste:
• The collecting and transporting
process is carried out by
cleaning department labourers
using city council vehicles.
• Existence of a healthy
dumping site 6 km outside the
city.
Electricity:
• The electricity network covers
the whole city.
• Currently the transformers
support 500 volts-amperes.
Transportation and Roads:
• There is variety in the
available means of
transportation inside the city,
whether private sector or
public sector.
Drainage Facilities:
• The lack of drainage facilities in the city;
until now, the new treatment station
under the national project for drainage
facilities does not work due to the lack of
equipment.
• The current drainage line is inadequate,
leaving some areas of the city to drain
waste directly into the Nile without
treatment.
• The other areas of the city have a pump
system, but still drain the waste into the
Nile.
• Manual sweeping of sanitation trenches
results in overflows into the street.
Solid Waste:
• The absence of an integrated system to
manage solid waste and the dumpsite.
• Insufficient workers for waste collection
and transportation at the city level.
• The private sector is unable to continue
offering the services because it is
incapable of getting the service fees from
inhabitants.
Electricity:
• Bare electrical components present
danger in rain.
Transportations and Roads:
• The narrowness of roads in urban areas
that obstruct passage.
• The existence of permanent markets on
some main roads (El-Malek tunnel,
Zaghlol Street) and the consequent
obstruction of commuters in the city.
• The state budget and the
investment plan of the
government provide partially
for services.
• Insufficient government resources for
high-end systems.
• The improvement • Reduction of
of drainage
drinking water
services represents
quality due to
an opportunity.
fish farms in the
river.
• The delay in the
sanitation
project affects
heritage
buildings
negatively.
RESOURCE MOBILISATION
• Low-cost systems
are to be
considered.
INSTITUTIONAL SET-UP
• Old partnership with a Chinese • The private sector has not been able to
company to erect barriers to
continue to provide the service because it
protect the beach from waves
is unable to collect garbage collection
and erosion. Project will be
fees from homeowners.
completed through an
Egyptian company (Arab
Contractors).
CAPACITY BUILDING AND TRAINING
• Only a small number of workers exist at
the city level for collecting and removing
garbage.
32
Project proposal
BUS
Project proposal
N° 1
Establishment of a fishing dock
N° 2
Solid waste recycling
LOCATION: Rosetta
LOCATION: Rosetta
DURATION: 36 months
DURATION: Six months
BENEFICIARIES: Fishermen and all the people of
BENEFICIARIES: People of Rosetta.
Rosetta.
IMPLEMENTING PARTNERS: NGOs, the local
administration, and the Egypt Environmental Affairs
Agency.
IMPLEMENTING PARTNERS:
Local government, the Ministry of Housing and Utilities,
and the Ministry of Irrigation.
ESTIMATED COST: Undefined
ESTIMATED COST: US$20 million
BACKGROUND: Rosetta has no operating system for
BACKGROUND: Rosetta’s fishermen have been
severely affected by the closure of the Al-Bogaz estuary
(accumulated sand deposits were the cause of the closure).
The area requires clearance periodically for fishermen to
go about their business. However, such a process is very
expensive and there has been no financial support for it.
To rectify the problem, a fishing dock is required to
facilitate the movement of the fishing vessels.
the collection and recycling of solid waste.
OBJECTIVES: Collection and disposal of waste
through recycling and other environmentally sound
methods; preparation of an integrated management
system for such a process.
ACTIVITIES: (1) Determining the appropriate place for
the project. (2) Preparing a document showing
different ways to recycle and the kind of equipment
required. (3) Creating a timetable for implementation.
OBJECTIVES:
Facilitating the movement of fishing vessels, thereby
saving about US$8 million annually (the cost of clearing
sand deposits at Al-Bogaz).
OUTPUTS:
The city’s solid waste disposed of in a proper way;
increased employment opportunities, either in the
recycling process or in the sale of recycled products.
ACTIVITIES: (1) Determining the appropriate place.
(2) Providing the required operational drawings. (3)
Creating a timetable for implementation.
STAFF REQUIRED: Coordinator of stakeholders,
OUTPUTS: The number of fishing vessels increased
director of employment, and labourers.
and the fishing industry improved in the city. The annual
cost of clearing sand at Al-Bogaz reduced or eliminated.
STAFF REQUIRED: Coordinator of stakeholders,
director of employment, and labourers.
33
PROJECT PROPOSALS– BASIC URBAN SERVICES
BUS
BUS
PROJECT PROPOSALS– BASIC URBAN SERVICES
N° 3
BUS
Project proposal
N° 4
Financing of the current reluctant
Sanitation project to complete
implementation and operation.
Project proposal
Expand the current city road entrance,
and constructing new city entrance
through the beach.
LOCATION: Rosetta
DURATION : 12 months
LOCATION: Rosetta
DURATION: 6 months
BENEFICIARIES: People of Rosetta.
BENEFICIARIES: People of Rosetta
IMPLEMENTING PARTNERS:
IMPLEMENTING PARTNERS:
National Authority for Water and Sanitation, the local
administration in the city.
Local Administration and the Ministry of Housing and
Infrastructure-NGOs.
ESTIMATED COST : undefined
ESTIMATED COST : US$ 500 000
BACKGROUND: Lack of drainage facility in the city
BACKGROUND: The narrow entrance to the city,
& the wastewater treatment plant, that is following the
National Project for Sanitation, hadn’t worked yet due to
the uncompleted equipment.
which is not commensurate with the importance of the
city and tourism development planned in addition to the
absence of another entrance required to facilitate the
traffic movement from and to the city.
OBJECTIVES:
OBJECTIVES:
Operating the wastewater treatment plant installed.
City heritage preservation threatened as a result of direct
discharge in the soil.
Facilitate the movement of traffic from and to the city of
Rosetta
ACTIVITIES:
ACTIVITIES:
Identification of equipment required for the operation of
the plant.
Document preparation for the introduction of such a
tender for the supply of equipment.
A timetable for delivery and the start of implementation of
the project.
OUTPUTS:
Supply city residents with access to unavailable
sanitation.
Operating the treatment plant and lines of the network that
have been established and not operated yet.
STAFF REQUIERED :
Coordinator with stakeholders - director-employment and
labors.
34
Identifying areas to expand the current road.
Identifying the best locations for new entrance to the
city.
Establish timetable for implementation.
OUTPUTS:
Increase the number of visitors to the city either for
commerce or tourism by facilitating the movement from
and to the city.
STAFF REQUIERED :
Coordinator with stakeholders - director-employment
and labors.
Weaknesses
Opportunities
Threats
Priorities
LOCAL ECONOMY DYNAMIC & ISSUES OF LOCAL ECONOMIC DEVELOPMENT
• A unique location at the
meeting point of the
River Nile with the
Mediterranean, and it is
located through the
international road of the
coast.
• The tourism capabilities
and Rosetta stone
The
existence
of
agricultural areas and
production such as
vegetables fruits and
dates.
• Existence
of
well
exploited large areas.
• Rosetta
has
good
international reputation
in
the
yachts
manufacturing.
• The
existence
of
waterway in the Nile
with length 28 Km from
Edfeena
to Rosetta
which can be used as
natural fisheries .
• No industrial zone, and
till now no decision
issued
specifies
an
industrial
area
for
Rosetta.
• Till present time the
housing and tourist cities
have
not
been
implemented.
• The agricultural drainage
is bad due to the non existence of a drainage
western Rosetta.
• The palms' liquorices will
damage the main crop
which is palms’ heritage,
and the fruit fly which
will negatively affect the
fruits.
• No public facilities for
spending interesting time
• The exploitation of the
city doesn’t cope with its
history.
• No exploitation for the
agricultural wastes.
• No fishing port.
• No
investment
map
shows
the
potential
investment areas.
• No location for the
fisheries
association,
which is compromised of
12 thousands members
• No efficient guarantees
for the individuals to
obtain loans.
• The
possibility
of
issuing • Ignoring the • Unemployment
presidential decree to set up
spiritual and • Unexploited
industrial area.
economical
economic
advantages of
• The expedient of terminating the
resources
in
Rosetta
drainage western Rosetta as it will
Rosetta
squander
increase the quality of the
resources that
agricultural lands.
can
be
• Purification and covering Bogaz
exploited to
form two sides to prevent the sand
magnify the
from blocking it , and studying the
economical
sea waves that move the sand to
revenues
at
eliminate thereof ,or putting waves
the local and
walls , because opening
this
national
Bogaz will create many special
levels
of
investment opportunities in the
Rosetta .
fishing ships.
• Establishing fishing port in:
"Marays“ which is the best place as
it is 27 feddons, as it is behind the
Bogaz which lies on the Nile and
the Mediterranean.
• Establishing a private firm where
Rosetta's youth can subscribe to set
up large fishing in Rosetta, so the
laborers will be owners, this will
help in creating many job
opportunities.
• Establishing an arsenal to gather the
ships and yachts manufacturers, this
is very useful for Rosetta, due to it
is famous in manufacturing yachts.
• Establishing a factory to freeze
fishes, and a refrigerators project for
vegetables and fruits due to the
overabundance of production, and
refrigerators will be rented outside
Rosetta.
• Preparing wide parks , finishing the
Cornish project ,setting up coffee
shops at it, and planting the streets
with trees.
• The fast termination of constructing
"Zaglool mosque “ , as it will
develop the religious tourism .
• Codifying the fish bases after
scientific confirmation of an
independent scientific committee
that such bases do not pollute the
environment or the River Nile , in
particularly, there are more than
7000 workmen work at it which
help in solving the unemployment .
CURRENT PROGRAMS AND INSTITUTIONAL FRAMEWORK
Training for Local • Continuous
• The local authority • capacity of local authority • LED
authority and NGO
isolation of
support
the
to manage local economic
city
development of the local
development
• Many projects ideas for the city
economy
through • The obstacles by the poor
simplifying
the
to obtain
credit are
procedures of issuing
inefficient guarantees , no
licenses
efficient experiences and
no
areas
allow
establishing enterprises
ANALYSIS OF ECONOMIC & MARKET OUTFLOWS – CAPACITY BUILDING & TRAINING
• The small volume of the local
market, weakness of the
purchase power
• Wooden products , cloths, glass
products and spare parts are
purchased from outside Rosetta
due to its un availability therein
• Investment
attraction
35
SWOT LOCAL ECONOMIC DEVELOPMENT
Strengths
PROJECT PROPOSALS – LOCAL ECONOMIC DEVELOPMENT
LED
Project proposal
LED
Project proposal
N° 1
The project of tourist refreshment of
Rosetta city
N° 2
Establishing fishing port and widening
the river waterway
LOCATION: Rosetta
LOCATION : Rosetta
DURATION: 4 Months
DURATION: 2.5 years
BENEFICIARIES: Rosetta people
BENEFICIARIES: Fishermen, owners of boats,
owners of fisheries-related industries
IMPLEMENTING PARTNERS: Ministry of
Culture, UNISCO and International Aid Agencies.
IMPLEMENTING PARTNERS: The State, Private
sector investors (BOOT investment system)
ESTIMATED COST: US$ 0.9 billion
ESTIMATED COST: US$ 1.3 billion
BACKGROUND: Rosetta has a unique location, it
lies at the meeting point of the River Nile with the
Mediterranean, and it is located through the
international road of the coast Rosetta city has a
unique group of the Islamic buildings, it is the second
city after Cairo in view of Islamic monuments, in
addition to the existence of Rosetta stone. In spite of
the existence of many tourist places, they are not
exploited as a tourist source and there are no public
parks for spending interested time (there is a small
and inefficient one).
OBJECTIVES: the projects aims at encourage the
tourism in Rosetta through restoration 0f old Islamic
and historic buildings, Preparing wide parks and let
Rosetta stone go home from London.
ACTIVITIES: (1) restoration of old Islamic and
historic buildings, (2) Preparing wide parks ,
finishing the Cornish project ,setting up coffee shops
at it, and planting the streets with trees
OUTPUTS: encourage local and international
tourism to Rosetta, put it on tourism map locally and
internationally and create job opportunities for
Rosetta’ People.
STAFF REQUIERED : Fine and decorative artists,
skilled builders and carpenters.
36
BACKGROUND: Although there are big
possibilities in Rosetta in the field of fishing and fish
wealth, there is no fishing port therein, in addition to
Bogaz lock problem for four month per year.
Therefore , Establishing of fishing port in: "Marays
area” will help to boost fisheries industry as a main
profession Rosetta people. The project will enhance
the living standards of people there through creating
job opportunities and decreasing unemployment.
OBJECTIVES: the projects aims at exploit Rosetta’
comparative advantage, Rosetta has a huge of fishing
wealth. The project has direct effects such as create
new jobs for fishers as well as indirect effects such as
encouraging of establishment of fisheries feed
industries such as boats industries (nets) industries,
ice factories and cargo companies……..etc.
OUTPUTS : accelerate economic development
process in Rosetta and encourage the fishing sector to
be one of the most important leading sector of the
Rosetta economic development.
STAFF REQUIERED : many skilled and unskilled
workers, many contractors companies, many
engineering consultants……etc.
ROSETTA CITY CONSULTATION - 30 APRIL 2006
ATTENDANCE LIST
Name and Position
Lieutenant General / Fathalla H. El Guindy
Head of Rosetta
Mohamed A. Abd El Latif
General manger of Behiera Heritage
Mr. Mahmoud Ahmed El Fanawany
Secretary of local authority
Mr. Yakout M. Gameel
Head of product families dept.
Mr. Nasr M. Hebala
Member of local council
Mr. Mohamed Hassan Ahmed
Member of local council
Mr. Bassuiony Roushdy
Deputy director of Eng. Dept.
Mr. Ahmed Bahie El Din
Director of Agricultural land protection agency
Mr. Mohamed M. Hassan
Head of prevention Dept.
Nadia Andraous
NGO
Mrs. Ekhlas M. Hassan
Secretary of women affairs
Dr. Soheir El Meniawy
NGO
MR. Mohamed H. El Azazi
Member of local council
Mr. Mohamed Kamal El Farargy
NGO
Mr. Abdallah A. Berish
NGO
Mr. Mohamed TAha Zeid Malek
Head of Social security affairs
Mr. Maged H. Othman
Head OF NGO Dept.
Mr. Ibrahim Mohamed
Auditor –medical dept.
Mr. Mohamed Kamal Anwar
NGO
Mr. Ahmed Shaltout
Head of Investment dept.
Eng. Mohamed Elsaid Gouda
Head of Information center
Eng. Essam Aboumosaed
Urban design dept.
Eng. Sekina Shahat
Head of Engineering dept.
Eng. Fulla I. Elkheuoty
Head of urban planning & Amlak dept.
Eng. Mohamed Farahat
Head of environment
Mrs. Sit Elsaid Manea
Organization dept.
Eng. Ahmed A. Esmail
Environment affair specialist
Dr. Hassan Kass
Head of technical dept.
Mr. Ibrahim M. Elzein
technical dept.
Mr. Hassan A. Nour
technical dept.
Eng. Ahmed M. Elbarrawy
Head of plnning dept.
Mr. Adelkarim El Gabas
Head of Development dept.
Mr. Hafiz Elmounofy
Head of educational authority
Mr. Mohamed H. Othman
Social authority
Mr. Abdelnaser N. Elseidy
Head of employees affairs dept.
Mr. Mazhar M. shalaby
Financial auditor
Dr. Hassan Shetta
Head of Health dept. -Rosetta
Mr. Hassan Nour
Information center
CONTACTS:
Alioune Badiane, Chief, Regional Office for Africa and the Arab States, e-mail: [email protected]
Mohamed El Sioufi, Senior Human Settlements Officer, RUSPS coordinator, e-mail: [email protected]
Ali El Faramawy, Program Manager, UN-HABITAT National Office, Egypt, e-mail: [email protected]
e-mail: [email protected]
EGYPT RUSPS TEAM
Hassanien Abouzeid, Abdelwahab Helmy, Moustafa Madbouly, Ghada Farouk Hassan, Hebatalla Abouelfadl, Mohab El
Refaie, Doaa El Sherif, Alia El Mahdi, Anwar El Nakeeb and Mohamed Eid