Socio-Economic Participatory Assesment by Safadi Foundation

Socio-Economic Participatory Assessment The Old City of Tripoli

Socio – Economic Participatory Assessment TABLE OF CONTENTS EXECUTIVE SUMMARY

ACKNOWLEDGMENTS

ABBREVIATIONS

INTRODUCTION

1. DESCRIPTION OF THE REPORT

1.1. Scope

1.2. Rationale

1.3. Approach

1.4. Methodology

1.5. Data Sources and Limitations

2. COMPARATIVE ANALYTICAL ASSESSMENT

2.1. Historical Background Evolution and Challenges

2.2. Demographic Analysis

2.3. Socio-Economic Dimension of OCT

2.4. Existing Strategies and Projects and in Al-Fayha’a and Tripoli

2.5. SWOT Analysis

3. SAFADI FOUNDATION’S SOCIO-ECONOMIC PARTICIPATORY ASSESSMENT 3.1. HHS – Survey Data

23 23

3.1.1. Household

3.1.2. Housing

3.1.3. Education

3.1.4. Socio-Economic Situation

3.1.5. Living Conditions and Neighborhood Environments

3.2. Strategic Axes and Outcomes

3.2.1. Education and Health Development

3.2.2. Socio-Economic Development

3.2.3. Housing and Social Urban Development

3.3. Proposed Activities

3.3.1. Basic Considerations and Principles

3.3.2. Proposed Activities for the Three Axes

Axe - Education and Health

Axe – Socio-Economic Development

Axe – Social Urban Development

CONCLUSION

ANNEXES

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Socio – Economic Participatory Assessment EXECUTIVE SUMMARY This socio-economic participatory assessment provides an evidence-based overview of the various socio-economic challenges observed by the Safadi Foundation’s (SF) field work in the Old City of Tripoli (OCT), as well as reported by its own residents. The assessment was initiated with an aim of ensuring a coordinated and comprehensive bottom-up approach for development interventions within the communities of the OCT. The assessment is part of the strategic approach applied by the SF, in its annual work-plans and program development mechanisms. The approach focuses on building the human capacities of local constituents, at the different socio-economic development levels, allowing them to not only play the role of the recipient in development interventions, but more importantly, become primary active agents in the decision-making process. From April 2015 to June 2016, the assessment methodology including tools and data collection was performed by SF’s team. The data collection included from one hand interviews with key stakeholders in relevant ministries, and experts, and from another hand a survey conducted with over 512 households (approximately 2,452 individuals) as well as focus groups in the communities of Al Remaneh, Al Nouri, Al Mehetra, Al Haddadin and Al Hadid. Consequently, the assessment was based on comprehensive criteria for analysis focusing on the urban challenges, supported by a quantitative and qualitative data collection and processing. Eco-Vector, a consulting firm, was sub-contracted to draft the final report and recommendations of the assessment by analyzing the information collected based on a sociourban approach in collaboration with SF’s team. The assessment has highlighted fundamental obstacles to the development of the OCT which have deep-rooted repercussions on the local population and surrounding areas. The main challenges that continue to persist include the need for an urgent and strategic response to the dropout dilemma (12% of school age youth have dropped out of school and only 8% of all individuals have a secondary or high –level education); the deterioration of economic opportunities (79% of households reported unstable incomes and about 72% of them earn less than minimum wage per month ) and poor housing conditions (68% of houses suffer from structural problems and 86% suffer from humidity and water leakage); all of which lead to the general assertion that the OCT has experienced a sharp decline in its social, economic and urban tissues. In order to counter this decline, the SF has conceptualized several evidence-based strategic interventions that can potentially provide long term responses to the key challenges facing the OCT and its residents. These recommended interventions include the establishment of facilities that are equipped with adequate resources capable of initiating impactful services. However, the underpinning of each of these responses is that they are coordinated among all stakeholders and that the ownership falls under the community itself - these are essential factors in the success and sustainability of any project.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment This assessment will provide the comprehensive background and analysis accompanied by potential responses that development actors can build on towards impactful and long term development in the OCT.

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Socio – Economic Participatory Assessment ACKNOWLEDGMENTS Eco-Vector would like to thank the Safadi Foundation team, including President Mohamad Safadi, Rania Mawlawi, Samar Boulos and Séverine Carreira El Khatib, for their full cooperation and support. We would also like to thank the interviewees, along with the representatives of public and private civil institutions who took part in several focus group discussions and in-depth interviews around the findings of this assessment. The feedback collected contributed extensively to the completion of this work. Through the adoption of a multidisciplinary approach, with new urban techniques and methods, these stakeholders have significantly helped in spreading the notion of a participatory strategic planning through an interactive and constructive approach. Our gratitude is also extended to the sponsorship of Le Sphinx company that provided a technical support through their software. Safadi Foundation members Mohammad Safadi, President Rana Mawlawi, General Manager Samar Boulos, Head of the Social Development Sector Social Centers Team (Khaled Hannouf, Ghinwa Taoum, Hiba Chouaa) Relevant Ministry Representatives Ministry of Social Affairs Ministry of Labor Ministry of Education and Higher Education Ministry of Health Advisors and Consultants Michel Samaha, Economist and urban development specialist, senior researcher Séverine Carreira El Khatib, Statistician and database analyst, volunteer researcher Rozana Darwich, Architect and urban planner, assistant researcher

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Socio – Economic Participatory Assessment ABBREVIATIONS AFSDS: Al-Fayha’a Sustainable Development Strategy AFD: Agence Française de Développement BIAT: Business Incubator Association in Tripoli CAS: Central Administration of Statistics CCIAT: Chamber of Commerce Industry & Agriculture of Tripoli & North Lebanon CHUD: Cultural Heritage for Urban Development CDR: Council for Development and Reconstruction CDS: City Development Strategy CSO: Civic Society Organizations DGA: Directorate General of Archeology DGU: Directorate General of Urbanism ESFD: Economic and Social Fund for Development FDI: Foreign Direct Investment FMCG: Fast-Moving Consumer Goods F&B: Food & Beverage GDP: Gross Domestic Product GIS: Geographic Information System GIZ: Gesellschaft für Internationale Zusammenarbeit (German organization for international cooperation) GOL: Government of Lebanon HHS: HouseHold Survey IAURIF: Institut d’Aménagement Urbain de la Région Ile-de-France IDAL: Investment Development Authority of Lebanon IECD: Institut Européen de Coopération et de Développement ILO: International Labor Organization IPC: Iraq Petroleum Company JICA: Japanese International Cooperation Agency LED: Local Economic Development LEDA: Local Economic Development Agency MOC: Ministry of Culture MEHE: Ministry of Education and Higher Education MOPH: Ministry of Public Health MOPWT: Ministry of Public Works and Transportation

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Socio – Economic Participatory Assessment MOSA: Ministry of Social Affairs MOT: Ministry of Tourism MSME: Micro-small-medium enterprises NIMBY: “Not in my back yard” NEO: National Employment Office NGO: Non-Governmental Organization NPMPLT: National Physical Master Plan of the Lebanese Territory RKIFG: Rachid Karameh International Fair Ground OCT: Old City of Tripoli OAE: Order of Architects and Engineers OS: Opinion Survey PACEM: Plan D’Aménagements Côtiers Euro-Méditerranéens PPP: Private Public Partnership SMAP: Sustainable Mediterranean Action Plan SF: Safadi Foundation SME: Small and Medium Enterprises SMI: Small and Medium Industry SUD: Social Urban Development SUDS: Sustainable urban development strategy SWOT: Strengths Weaknesses Opportunities and Threats TL: Télé Liban TSEZ: Tripoli Special Economic Zone UNDP: United Nations for Development Program UNEP: United Nations Environment Programme UNHCR: United Nations High Commissioner for Refugees UOM: Union of Municipalities USAID: United States Agency for International Development WB: World Bank

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Socio – Economic Participatory Assessment

“The advantages of size and location are the outcome of decades, even centuries, of investments in infrastructure and in institutions. Once in place, these accumulated investments define a good location and cannot easily be undone”.

Mario Polese (On the role of Cities, Urban Economics)

Copyright © 2016 Safadi Foundation All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law.

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Socio – Economic Participatory Assessment INTRODUCTION Tripoli, Lebanon's largest northern city and the capital of its northern province is part of a growing urban and socio-economic debate. The Caza of Tripoli consists of the cities of Tripoli, Al- Mina, Beddawi and Qalamoun and they are considered demographically significant urban regions. Tripoli enjoys both a geographic centrality and topographic formation that should have guaranteed it significant advantage over most of its neighboring coastal cities. The historic city of Tripoli is a dense urban environment characterized by narrow alleyways, a multitude of historical buildings, small scale commercial activities and remnants of artisan production. Indeed, during the Umayyad and Fatimid eras, Tripoli became a commercial center and a prominent shipbuilding city on the Mediterranean. Its strategic geographical location assured a commercial network between part of the Levant and the rest of the Mediterranean. The city maintained its prosperity and unique commercial role throughout the Crusaders, Mamluks and part of the French mandate. However, the demographic and economic evolution of the last decades severely limited the role of Tripoli at local and national levels, as we’ll see in the second part of this report. This report provides an analysis of the data1 collected by Safadi Foundation through a household survey (HHS) in five neighborhoods of the old city of Tripoli. The report is divided into four parts: 1 – The scope and rationale of the report. It also introduces the adopted approach, the methodology, and describes the data sources and their limitations. 2 – A description of the historical background, evolution and challenges of the OCT as well as demographic analysis, socio economic dimension and a mapping of existing projects and strategies and SWOT analysis. 3 – The key findings of the Safadi Foundation’s household data, followed by the identification of strategic axes and proposed relevant priority initiatives. 4 – The annexes include: charts, HHS results compared with other statistics, the HHS questionnaire, the stakeholders map, sample initiatives, map and photos, references.

Safadi Foundation data: The Socio-economic Participatory Assessment of the Old City of Tripoli constituted of the following documents: HouseHold Survey, in-depth interviews and focus groups.

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Socio – Economic Participatory Assessment 1.

DESCRIPTION OF THE REPORT

1.1. Scope By providing an analysis of a participatory social diagnosis of the OCT the report develops the framework for the SF to implement relevant pragmatic and strategic projects in Tripoli. The report focuses on the initial assessment and analysis of HHS and the classification of proposed projects in order of priority. The report aims to assist Safadi Foundation and the decision makers to: – Develop a deeper understanding of the old city of Tripoli social urban issues; – Propose initiatives in priority areas of intervention and – Propose strategies to ensure that these high priority initiatives are managed effectively in line with national and local strategies, and in close coordination with relevant authorities and stakeholders. Therefore, with the aim to achieve the above mentioned objectives, the following steps were adopted: – Conduct a data analysis and filtering of the HHS provided by Safadi Foundation, Social Development Department. – Adopt a holistic methodology and development approach to the old city in order to come up with objectives and strategic axes coherent with the existing studies and strategies at the municipal and national levels. – Develop a comparative approach with relevant data sources in order to have a more accurate projects’ implementation plan that is coherent with the already existing projects and strategies. – Elaborate on a set of pragmatic recommendations and activities. – Propose a set of initiatives to be implemented in coordination with the Foundation in order to address the GOL, Ministries, municipality and CSO in general. The findings and recommendations of this report were developed following a series of indepth interviews and focus group discussions with local stakeholders.

1.2. Rationale The purpose of the report is to assist the SF developing a deeper understanding of the local dynamics and community behaviors of the OCT in order to implement relevant initiatives based on the SF’s mission and vision. Implementation of initiatives will be based on concept notes with estimated budgets and stakeholders’ mapping. Furthermore, the report aims to assist the SF and its partners (other local and national stakeholders) to understand the socio economic situation of the OCT, Safadi Foundation

Socio – Economic Participatory Assessment tackling the different components that make up the OCT’s urban situation, in order to have a better response mechanism. Moreover, it offers decision makers, researchers and analysts, an analytical comparative desk review tackling the different components that make out the old city’s urban situation and helps other actors to take appropriate initiatives adapted to the city's challenges. The report also outlines a comprehensive outlook of the following sectors: housing, education, and social, economic, household, in order to create a better understanding of the root causes of urban issues, and a more extensive evaluation of the importance of development projects, and the effectiveness of policies and programs.

1.3. Approach Within our adopted analytical/comparative approach, there are four major contextualized components scopes: In terms of values; values which were taken into consideration, met the goals, mission and vision of SF. Other values considered human rights, reducing social disparities and urban inequalities (social cohesion and poverty alleviation), respecting the culture diversity, the right to the city, etc. In terms of tools; the data gathering tools (qualitative and quantitative) were multiple: indepth interviews, field visits and observations, household survey, focus groups, data analysis/statistics and Literature review and. In terms of data; the HHS data produced by the Safadi Foundation was used as a cornerstone in our proposal, add to the provided focus groups and in-depth interviews results. However, in order to enrich our work, a parallel review was also performed with an extensive literature and complementary data sources (desk review/local and national level). This assisted us in validating and comparing the results, consolidating numbers and observing evolving trends. In terms of method; the approach we followed was an analytical, participatory, comparative, historical, micro/mezzo/macro, “pilot project” orientation, institutional coherence, UN/CSO development approach, operational suggestions, the existing NGO/stakeholders map, etc.

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Socio – Economic Participatory Assessment 1.4. Methodology The analysis of HHS data covers four main urban dimensions; each highlighting different characteristics of the old city’s socio-economic dynamic that lead to the proposed strategic action. The four main dimensions are as follows: – Governance: this dimension addresses strategies that tackle sound governance, integration (less segregation), social cohesion and conserving the city’s unity. Existing actors: local authorities, institutions, right-holders and local community members. – Socio-economic development: This dimension helps in designing strategies that address the issue of poverty alleviation, job creation and improving the citizen’s living conditions. It includes the following sectors: education, health, housing, LED (Local Economic Development) and job creation – City image: This dimension serves the strategies that deal with reconciliation, social peace and the city attractions, by means of the study of the old city's cultural heritage, local culture and arts, conflict resolution and territorial marketing. – Regional and territorial development: this dimension supports the strategies that tackle economic, social, new entrepreneurial initiatives and balanced development. It investigates the complementarities between territories, investment drain, value chain, rural/urban dichotomy, and transportation/ soft mobility The following diagram illustrates the data collection, methodological approach and outcomes.

HHS FG

Descriptive

Analytical

Strategic Axis

Literature

Data Gathering

Approach

Outcomes

The approach adopted by Eco-Vector Team was holistic and based on a multidisciplinary approach. Also, our comparative approach (through time and geography) allows us to measure the territorial disparities and inequalities. The analytical challenges were related to the size of the city as well as to the concentration density of problems and socio-economics issues and difficulties.

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Socio – Economic Participatory Assessment 1.5. Data Sources and Limitations The data provided by the Safadi Foundation was retrieved from a household survey conducted by a multidisciplinary team. The statistical analysis was carried out with the software Sphinx iQ2 (version 7.1.0.2). The data provided is both qualitative and quantitative, and is as follows: – The HHS was used aimed at capturing the essential components of the targeted households in order to understand the socio-economic dimension of the OCT’s social urban tissue and designed to reflect a multitude of dimensions (demographic, education, economic, living conditions and neighborhood characteristics). Moreover, the HHS and analysis were designed to facilitate the comparison with national statistics to capture the evolution of different phenomena. – Quantitative data was collected from 512 questionnaires with families in five neighborhoods in the OCT, which included Haddadin, Mehetra, Remeneh, Nouri, and Hadid;2 the survey provided information not only at household level but also at individual level (on 2,452 household members more specifically); – Qualitative data was collected from around 70 people: through eight focus group discussions and in-depth interviews with inhabitants, local committees, public school principals and public vocational school directors and representatives of ministries; – The experience of Safadi Foundation in previous and current projects, initiatives and handson activities contributed a great deal to process. Although HHS data plays a key role in socio-economic analysis, it has the following limitations: – Surveys are expensive to conduct and tend to be implemented only periodically. Therefore data indicators are to be measured on a regular basis in order to capture, understand and analyze existing trends. – The scope, focus and measurement approaches can vary across surveys and over time, limiting the space for comparative analysis. – The choice of the survey samples directly affects the data. It is important to be aware of the "representativeness" of the survey data3 and to take it into account when drawing conclusions about the wider population in Tripoli and Al-Fayha’a region.

Refer to figure 2

Due to a higher density of population in the Haddadin sub-neighborhood, this area represents a significant part of the sample.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Figure 1: Situation of the OCT in the urban area of Tripoli/El Mina (Municipality of Tripoli)

Figure 2: Neighborhoods chosen for the data collection (SF)

OCT Intervention Zones El Noury

El Remaneh

Zone 4

Zone 3

Zone 2

El Hadid Zone 5

Zone 1

El Mehetra

Zone 6

El Haddadin

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Socio – Economic Participatory Assessment 2.

COMPARATIVE ANALYTICAL ASSESSMENT

2.1. Historical Background Evolution and Challenges Historically, and under the Ottoman rule, the OCT (historical Mamluk city) has preserved its urban continuity as well as its vital economic role. The first transformation began at the end of the Ottoman era, when the Ottoman Authority started to plan for urban expansion outside the historical old city. Urban transformation was intensified with the French mandate and the creation of the Republic of Lebanon, as well as with the modernization and the expansion of new construction techniques. Starting 1930, the old city began to grow gradually starting with new neighborhoods: Abu Samara, Al-Kabba, Al-Tebbaneh, Baal Mohsen then to Basatine Tripoli, as well as Basatine El-Mina, linking this way Tripoli to the nearby and coastal city of El Mina. This urban expansion gradually marginalized the historical old city, stimulating a high flow of population mobility. Nowadays, the two cities El-Mina and Tripoli, make up one conurbation characterized by an urban continuity, along with the city of Beddawi. For a long time a small village, Beddawi is today a city built around two historical monuments: the fountain and the mosque; this small city have significantly grown after the establishment of the close Palestinian camp and with the rural migration. The old city’s Islamic and arabesque urban fabric and its urban planning including mosques, churches, madrassas, hammams, khans and souks portrays a unique multifunctional urbanism and provides a unique lifestyle for its inhabitants. The social tissue is also in harmony with its urban and intramural economic activities. Based on a historical review of the demographic expansion, we can understand the sprawling of urban areas (also called “Urbanisation à tâche d’huile”), and later the increased numbers of slums within and out of the OCT. Two contradictory dynamics have played a major role in the current economic and urban crisis the first one being the demographic expansion and rural migration; the second is the fact that Tripoli has gradually lost its pivotal role on the Mediterranean basin and the Middle-Eastern hinterland.

2.2. Demographic Analysis Between 1920 and 1950, the population of Tripoli tripled with an annual growth of 4% (36,000 to 115,000 inhabitants4). By 2000, the population doubled; below are some important demographic numbers that should be taken into consideration5: – The population of Tripoli in 2004 was around 224,000 – The population of El-Mina in 2004 was around 48,800 4

Estimation by Harmandayan

Based on Ministry of Social Affairs (MOSA) and United Nations for Development Program (UNDP) study conducted performed in 1997 and 1998, and a study conducted by Al-Fayha’a Union of Municipalities (UOM) within the preparation of the Tripoli Region Master Plan in 2004

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Socio – Economic Participatory Assessment – The population of Beddawi in 2004 was around 38,300 including 16,000 Palestinians in the refugee camp – Based on some estimations, the population of Qalamoun in 2003 was around 10,000 Therefore, 2004 Al-Fayha’a population was estimated at around 311,000, which is 38.4% of the North Lebanon governorate’s population and 81% of the Tripoli agglomeration population according to the National Physical Master Plan of the Lebanese Territory (NPMPLT). Noting that in 2004, North Lebanon itself constituted 20.5% of the Lebanese population. Regarding specifically the Old City of Tripoli, some sources estimated that the population constituted 6.6% of the Tripoli Caza6 (CAS Survey). Other sources estimated the number of inhabitants at around 16,5287. According to the local Mukhtars, the number of houses in OCT is estimated at around 4.923 units. Therefore, the estimated population of the OCT, considering an average of six inhabitants per household, in 2015 is estimated at around 29,538 inhabitants (Mehetra, Noury, Remaneh, Haddadin and Haddid)8. There are many socio-political and economic reasons behind this demographic expansion. First of all, the central role of Tripoli in North Lebanon during the French mandate, with its port and industries attracted rural migration. With the development of trade, health and education sectors the population further expanded. The Iraqi Petroleum Company (IPC) made Tripoli a strategic city on the Mediterranean Sea and enormously increased its Foreign Direct Investments (FDI). All these factors have created an active city dynamic that boosted commerce, leisure, culture and art. In 2006, Dr. Harmandayan made some demographic projections, based on the economic activity, the emigration and immigration. Following different simulations, the study concluded three potential scenarios as follows: – The first scenario: with a balanced economic growth and the stagnation of the emigration and immigration, the population is expected to double in 60 years. – The second scenario: with an increase in economic growth, decline of emigration and increase in immigration, the population expected to double in 40 years. – The third and last scenario: with a shrink in the economic activity, high emigration and slow immigration, the population expected to double in 116 years.

CAS survey, 1997

CHUD studies, 2001

In the absence of accurate and recent data on the local population, the SF team contacted the mukhtars in the preparation phase of the survey to have an estimation of the local population.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Today, the main demographic ratios and rates in the whole city of Tripoli are aligned with the national averages. However, the problem lies with the demographic trends of Akkar and North Lebanon in general. Rural migration, due to the declining of the rural economy still stimulates the urban and demographic expansion of the city of Tripoli. Tripoli has been and will always constitute as a pull for northern regions. Therefore, in all strategic choices, the increase of the city population should be taken into consideration. The OCT, due to its cultural heritage, will not be able to expand and its capacity will be always limited and this will lead to its decline, unless we succeed in the regeneration of the city.

2.3. Socio-Economic Dimension of OCT Though the Government of Lebanon (GOL) tried to give strategic functions to Tripoli in mid20th century, through IPC pipeline, Tripoli Port and Rachid Karameh International Fair Ground (RKIFG), the relative decline of the city could not be significantly stopped, especially compared to Beirut and Mount Lebanon and their central role in the new republic. From the 1950s until the beginning of the Lebanese Civil War, the City of Tripoli (including the old city) assumed more or less its role as the economic and politico-administrative center of North Lebanon. The war constituted a turning point for Tripoli though, especially the events that occurred in the city between 1982 and 1986. Post-war reconstruction decisions have amplified the consequences of the war and accentuated the gap between the City and the rest of the national territory. However, even before this economic decline after the war, the OCT was seeing changes that have an effect on its social tissue. In fact, with the expansion of the city, along with industrialization and trade, the native people of the OCT and especially the middle class, moved to the new neighborhoods seeking a new lifestyle and better economic opportunities. With time, the old city of Tripoli and its surroundings have been affected by a social and economic mutation, leading to the start of urban segregation and spatial specialization. This was the reason for many popular movements against segregation and marginalization to burst even before the beginning of the war. There is no doubt, the civil war and its repercussions intensified the already existing decline of the whole city of Tripoli. Indeed, the civil war disrupted the role of Tripoli as a regional attraction and broke down its organic interaction with its surrounding regions. However its geographic location allowed the city to remain a hub of communication, especially with the ease of access and land transportation to the inland regions, such as Iraq and the Gulf countries, allowing the city to open up to its surroundings and suburbs.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment The dynamism of Tripoli as a capital and its integration role cannot be easily reversed because of the significance of both its geographic location and size. The difficulties and challenges facing Tripoli nowadays could gradually weaken its role but can never totally ruin its full potential. The critical existing potential components of the old city of Tripoli are summarized as follows: 1- Its exceptional cultural heritage and high symbolism; 2- Its imposing location in the middle of the city. 3- Its unique socio-economic paradigm which constitutes the territorial identity of the whole city and should stimulate tourism and small industries. The historical city constitutes 8.8% of the city urban space, with the transitional areas, which constitute 29.2%. The mobility of the native population, substituted by population from rural northern areas (part of the social tissue) as well as the degradation of the urban fabric in addition to the economic decline (part of the urban and economic tissues), are all factors that have created a vicious circle for the development of Tripoli. Any decline of any tissue will inflict a decisive decline in the three determining tissues; the social, the urban and the economic tissues (See figure 5). Figure 3: Illustration of the negative dynamic, the decline of the three tissues

Social Tissue

Economic Tissue

Urban Tissue

The economic and urban situation created a confinement and seclusion dynamic between the OCT (including Bab El-Tebbaneh and El-Tel areas) and its natural neighborhood. Today the old city of Tripoli (as well as Tripoli in general) has lost its attraction and relatively its hospitality and ability to accommodate diversity and interconnectivity. With a weak political and union representation, the de-valorization of the OCT creates an economic pull-out force leaving 42% of the commercial units and 50% of the offices vacant 9. 9

Figures from CHUD study, 2001.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment However, the absence of public investment and urban regeneration operation is not only threatening the OCT but the whole city of Tripoli. Moreover, the traditional sectors are unable to cope with the socio-economic transformations nor resist the urban mutations of the last century. However, if an elaborate, long term and sustainable urban development program is created, the OCT stands to prove its potential. The socio-economic dimension of the OCT constitutes a significant challenge for the whole city of Tripoli, for North Lebanon and for Lebanon in general. The OCT should be considered as a national concern but most importantly, a national potential. After the Syrian war, the Old City of Tripoli should be gaining even more and more importance, with all the massive destruction inflicted to the historical cities in Syria. In any analytical approach related to urban development and OCT regeneration, special attention should be given to the following three dimensions: 1- The aesthetic function: CHUD10 and others national and international organizations are concentrating mainly on this function, through their approach and interventions in the OCT. 2- The symbolic function: as an important aspect of the population perception due to the history and the cultural heritage of the OCT. 3- The utilitarian function: this is linked to the social, political and economic roles of the city (that are mostly threatened in the case of the OCT). In an aim to safeguard and promote the three functions, we should be able to interrupt the vicious cycle and revitalize the social, urban and economic aspects of the old city. In old cities, especially Arabic cities (â&#x20AC;&#x153;medinaâ&#x20AC;?), it is hardly possible to apply the sectoral approach and the perfect free market economy mechanisms scheme. In development interventions, a holistic approach should be adopted, combining the social with the economic as well as the urban aspects. Any development plan (either social or economic) should be built on the uniqueness of the city, its determinism and its social, economic and cultural realities. For instance, the handicraft and small industries sectors are strongly associated with the cultural heritage of the old city. Their reproduction could not be guaranteed without the preservation of the social organization and traditions. Thus, the organization of the economic activities and handicrafts, in clusters and pools (value chains) can generate advantages based on economies of scale, urbanization, and location.

Refer to the following part, 2.4 for more information about CHUD project.

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Socio – Economic Participatory Assessment 2.4. Existing Strategies and Projects in Al-Fayha’a and Tripoli Many strategies and projects have been proposed and implemented in Tripoli. Strategies 1- Al-Fayha’a 2020: is a City Development Strategy elaborated by the UOM and a large number of experts through a participatory approach and the support of the World Bank. The final report was published in 2011 and has been updated in 2016 by the UOM. The CDS has suggested 24 projects in different sectors. None of the projects has been launched yet. 2- Tripoli Vision 2020: prompted by Robert Fadel in 2010, adopted by the political leaders in Tripoli and supported by the Lebanese ex-prime minister, Saad Al-Harriri. The strategic component was the economic sector and Tripoli Special Economic Zone (TSEZ). The strategy calls on the private sector initiatives to revitalize the city’s economy and create jobs. 3- The National Physical Master Plan for Lebanese Territory (NPMPLT): the most important national planning strategy that has been produced in the post-war era. In collaboration with Directorate General of Urbanism (DGU), and with support of the Institut d’Aménagement Urbain de la Région Ile-de-France (IAURIF) and Council for Development and Reconstruction (CDR), they published a final report on 2005. NPMPLT has not been adopted, neither by the public administration nor by the local authorities. NPMPLT has drawn a main role for Tripoli in the economic revitalization of Northern Lebanon. 4- The Al-Fayha’a Union of Municipalities – Sustainable Development Strategy: An important and unique qualitative work; Dr. Diran Harmandayan, in parallel of the Tripoli Region Master Plan (2000-2001), has conducted many surveys and investigations. This work has been consolidated by an urban multidisciplinary approach and led to a report in 2006. As strategies usually do, the Sustainable Development Strategy set a strategic axis and proposed projects. The OCT has been given a central role in this study. 5- MOSA and UNDP/ESCWA’s Urban Development Strategy: post hostilities between Tripoli’s Jabal Mohsen and Bab Al Tabaneh areas, the GOL gave a mandate to MOSA to launch a development initiative for the City of Tripoli (along with the government’s approval on the TSEZ, Train Railways and El-Tal Project). Michel A. Samaha as UNDP/ESCWA lead researcher and Adib Nehmeh as MOSA’s advisor, conducted a large consultation with the city’s stakeholders as well as a rapid assessment and proposed a strategy focusing on the priority of ‘job creation’. The strategy built on the previous studies and strategies, but suggested a new holistic approach and high level of pragmatism. Nevertheless, the strategy could not be funded. Projects 1- Plan d’Aménagement Côtier Euro-Mediterannéen (PACEM) and Sustainable Mediterranean Action Plan (SMAP): in 2007-2008, with the cooperation programme of Med’Pact (for the Mediterranean region), with Marseille (France) as a Leader, Rabat (Morocco), Gdansk (Poland) and Al-Fayha’a UOM as partners, they created a plan for the Safadi Foundation

Socio – Economic Participatory Assessment coastal area of Al-Fayha’a. The plan aims to stimulate the local economy as well as local tourism through a better urban planning process and the preservation of natural sites. The estimated budget is around 20 million USD. 2- CHUD, CDR: The CHUD project is a World Bank (WB) Associated Project, funded by the GOL, WB, Agence Française de Développement (AFD) and Italian Cooperation Office of the Italian Embassy in Beirut. It was approved by the GOL in 2003. Since then, the CHUD project has been implemented in five Lebanese old cities (Tripoli, Byblos, Saida, Tyre and Baalbek). The total amount of funds in the first phase of the project, until 2011 was around 62 million USD and the project went into its second phase with almost the same amount. CHUD Tripoli worked mainly in the OCT (Khan El-Askar, Souks, Hammam Izzedine, etc.), but also on the renovation of Tripoli’s old citadel and the creation two museums, along with other urban components like Abou-Ali river market platform, social housing and technical assistance for the Municipality of Tripoli. It is an ongoing project with many persisting challenges. 3- El-Tal Project: an old yet controversial project. In 2014 the GOL approved CDR’s project, which consisted of building an underground parking space for 20 million USD. After extreme resistance, the Ministry of Tourism (MOT) gave a consultancy mission to Fast & Co in order to propose modifications and lead a mediation process to reach a consensus. ElTal Square, which is the heart of the City of Tripoli, has been given an economic role to ensure the economic regeneration of the OCT as well as Azmi Street. The project’s concept has been approved by the municipality and the political leaders of the City. Ten million USD have been requested to finance the economic component. However, the project has not yet started. 4- Lebanese University, Bahssas: an interesting ongoing project which aims to concentrate all the faculties in Bahssas. The project is vital for the central role of Tripoli in North Lebanon, but the choice of location has been criticized by many. 5- Tripoli Special Economic Zone (TSEZ): The feasibility study was funded and produced by USAID. The cabinet decree created an independent authority for TSEZ in 2009. In 2015 an administrative board was assigned to start work on the 550,000 sqm of the coastal area for TSEZ. Work has begun and this first phase will last for two years. 6- UNHCR, UNDP, WHO, ILO, EU, WB, Islamic Funds: are international and regional organizations funding and leading development projects in Tripoli. Additionally, there are local initiatives such as CDR, sewage network, CDR circular highway, Tripoli Port and local NGO initiatives. The above-mentioned strategies point to the importance of the OCT and its unique role on the commercial and touristic levels; however, only a few major projects are focusing their effort on this part of Al-Fayha’a. It is not clear if the gap between strategies and projects is due to the lack of funding or to the absence of political and government effort. Hence, a micro development strategy of the OCT is a priority.

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Socio – Economic Participatory Assessment 2.5. SWOT Analysis SWOT ANALYSIS SOCIAL – ECONOMIC - URBAN

Strengths

Weaknesses

1. Geographic location; in the heart of the city of Tripoli. 2. A “public good”, with high value; a concentration of cultural heritage, historical monuments and high symbolism (cultural, religious and social). 3. Cultural and religious tourism based on a large concentration of remnants and monuments, with traditional FMCG and F&B sectors. 4. Traditional industries; a special economic tissue of MSME and an appealing handcraft sector (value chains/skilled masters). 5. Traditional Souks and small commercial units, with a large variety of products. 6. “The unique characteristic of the city, where the urban tissue is steeped in sociocultural traditions”

1. Lack of urban governance (institutions) and absence of the local authority. No sound management for the public spaces. 2. City’s image damaged and stereotyped. Negative perception from inhabitants towards their own city. 3. Weak presence of civil society organizations and the absence of social initiatives. 4. Limited car access and the absence of a soft mobility system. Absence of urban signage and directions system. 5. Fragile and unique urban fabric. The OCT is also surrounded by poor territory and several slums areas. 6. High poverty rate, social and family problems and delinquency. School dropout rates are high, with weak education quality within public schools.

Opportunities

Threats

1. A considerable number of vacant historical monuments that could host many administrations and functions. 2. Available public spaces and touristic sites for cultural, social and artistic events. This would allow for a new image for the city and create a new identity. 3. Skilled craftsmen and masters and affordable real-estate prices with a competitive advantage. This should bring back investments to the OCT. 4. High economic potential for an endogenous growth with a significant return on investment. 5. A cultural heritage hub with the potential to become a pilot project unique in the Arab world. 6. The uniqueness of the urban tissue as well as the economic tissue is an opportunity to grow the FMCG, F&B, and tourism sectors.

1. Inability to break the vicious circle of economic recession, unemployment, poverty, violence, dropout, delinquency, migration, without the government’s commitment. 2. Inability to change the stereotypes, pushing the inhabitants out and making them adopt an exit strategy. 3. Long-term recession that may lead to business shut-down leading in turn to more job loss, thus increased unemployment and higher poverty levels. 4. Inability to improve public services and social security, leading to deterioration of the social-medical situation. 5. Weak security might discourage people from entering the OCT, and contribute to more urban segregation between Tripoli and its suburbs. 6. Absence of serious interventions will make it much less possible to preserve the handcraft sector and the industrial value chains.

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Socio – Economic Participatory Assessment 3.

SAFADI FOUNDATION’S SOCIO-ECONOMIC PARTICIPATORY ASSESSMENT

3.1. HHS – Survey Data As mentioned in the methodology, a comparative analytical approach was adopted to analyze the data provided by SF. The segregation of the analysis is in line with the sections of the questionnaires as follows: household, housing, education, economic situation, living conditions and neighborhood environment. Accordingly, in each category, the HHS data is analyzed regarding to its own significance and importance and then compared to other complementary data sources. This was done in order to measure trends and assess the dynamics in the old city of Tripoli to have a better holistic and multi-dimensional understanding of this region of OCT.

3.1.1. Household The key issues are as follows (for reference complimentary information related to this topic is available in annexes 1 and 2-table A):  Main characteristics of the surveyed households: - The majority are nuclear families - The average size of the family, as well as the average number of the children 11 per family

are relatively equivalent to the national percentages12 (but less than Akkar region)  Social and demographic aspects are: - The majority of the local Inhabitants are from Tripoli13 (the old and the new city) - The internal migration flow within the city of Tripoli (the old and the new city) is mainly

due to economic reasons. Population of observed neighborhoods and areas is very young (51.1% under 25 years old). If we add this number to the fact that there is a high rate of nuclear families as well as a high rate of family dependency, we can present the following conclusions: a.

Inter-generations diverged relationships within the family are tense and conflictual especially between youth and their parents.

b. Absence of optimism and hope in the future among youth population, with regards to education and economic opportunities (Social ascension). 11

Understood here as number of juveniles, under 18 years old on other words

Refer to Table A in Annex 2

Based on the survey there is no clear difference regarding the answer provided by the interviewees "I am from Tripoli" if it is meant born in Tripoli or living in Tripoli from a long period of time. Therefore, we are unable to make distinction between both categories and their relative weight.

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Socio – Economic Participatory Assessment c.

Parents are facing many challenges in handling their responsibilities and the tensions within their family, knowing that they are not capable to solve them alone without the support of the school or NGOs, etc. Their poverty level and educational backgrounds limit their influence on their life and families.

d. The average number of children in particular is lower than at national level and much lower than estimated in 2001 by the CHUD study at OCT level. We do not have sufficient explanatory elements, but we do believe that this demographic transition is related to the social mutation (high level of education among women population, urban culture, poverty and housing conditions, and high level of mobility within Tripoli). These households are urbanized and they are trying to minimize their risks to better face their economically poor situation (Mehetra seems to be an exception). e.

Based on the rest of the assessment, we can also say that the social cohesion as well as the local solidarity is weakened, (high levels of promiscuity, level of delinquency, pessimism, poverty, and weaknesses in the mobility, collective perception, social security coverage, etc.)

HHS data shows that 23.2% of households have fathers that are either unemployed, deceased or absent. If we add to these numbers the fact that 57.3% of households have an income less than 500,000 LBP per month, we can assume that the OCT households are living under an exceptional social tension and economic deprivation.

Refer to Annex 1 and 2

3.1.2. Housing The main trends are as follows (for reference complimentary information related to this topic is available in annexes 1 and 2-table B):  The majority of the houses are small and old suffering from structural and hygienic problems.  The majority of the citizens inside the OCT are renting their houses, which explains the lack of efforts to maintain their housing conditions.  Two thirds of the citizens expressed their satisfaction with regards to their living conditions, (we may assume that it’s sometimes due to the lack of other options).  Almost half of the citizens have a problem accessing potable water. Though the highest rate is observed in Hadid neighborhood (79.1%), we do believe it is a serious problem since it constitutes an additional family expenditure not to mention the pollution induced health problems.  The urban fabric of the old city is facing critical challenges as it is part of the cultural heritage in addition to the weak building materials used (old stone).

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Socio – Economic Participatory Assessment The available data on households and housing allows us to conclude the following: a.

Strong determination of inhabitants to stay in the OCT, despite the mobility issue. The high poverty rate does not give many choices for households to make better accommodation choices in terms of quality and location.

b. It is clear that a high number of the local population have a paradoxical perception about living in the OCT, sometime motivated by the nostalgia of old days, and sometimes negatively influenced by the bad socio-economic situation. c.

Living in a cultural heritage area and being poor at the same time, minimizes the chance to influence the housing conditions and physical urban environment. Moreover, the average small size of homes, as well as the problem of the old urban fabric, and in the absence of a sound governance system, are all factors that lead to possible promiscuity problems.

d. Even though there are some additional costs of living in an old city like the transportation system, life style, etc.; but there are also some positive benefits like the low taxation system, low living costs which could be the pulling-force behind the population mobility and the poor newcomers. e.

Even after 15 years of CHUD project, many housing problems still persist due to the fact that CDR-WB cannot invest in private properties but only in public spaces/properties and the cultural heritage monuments of Directorate General of Archeology (DGA).

The local communities as well as the stakeholders could launch some initiatives on the micro level to empower the inhabitants to improve their housing conditions. However the challenge of the OCT in itself cannot be solved without a national urban regeneration programme, where inhabitants (the “right holders”) are involved in the process. The partial solutions could be by adopting a strategy to invest in public spaces and urban facilities that allow coping with housing deterioration. Refer to Annex 1 and 2

3.1.3. Education The main trends are as follows (for reference complimentary information related to this topic is available in annexes 1 and 2-table C):  There is a high dropout rate. Based on HHS data, 12.1% of 6-15 year olds are not enrolled in the school system, 12.6% of 6-30 year olds are analphabets and illiterate; part of this is related to the impoverishment of families whereby the child’s only concern is to financially support the family. A 54.7% dropout rate, before the age of 15, is related to personal problems and to education problems within the schools; here the quality of schooling and the pedagogic system are in question.

Safadi Foundation

Socio – Economic Participatory Assessment  The schooling rate is far less than the national rate. Based also on HHS data, only 42% of 15-19 year olds are enrolled in educational institutions, be it school or university. At least one in five, aged 15-30 years old, has dropped-out of school before 15 years old (75% men, 25% women).  Students with difficulties have rarely formal or informal support other than their families.  About 66% (at the whole city level) are enrolled in public schools. This rate reaches 74% when talking about the old city. There are over 63 public schools, seven UNRWA schools (those in Beddawi), 28 free private schools and 38 private schools in Tripoli There are 15 public schools in the vicinity of the OCT and few private schools14.Other studies15 have also reported that 75% of the student population go to public schools, especially in the poor neighborhoods; while on the national level, this percentage is 33.3%. With the highest rate of dropouts in Lebanon, it can be argued that the public schools in the OCT are facing many challenges and the quality of education is compromised. The educational negative indicators are equivalent to the ‘ghettos’ situation all over the world. The vicious circle of the urban poverty cannot be easily broken, and the education problems are not exclusively solvable within educational institutions, but they need to be strengthened and supported by external institutions. The economic and labor market does not offer an easy alternative to education and schooling systems. As a result, the dropout rate is aggravated by the inability of formal and informal vocational and handcraft sectors to absorb the new arrivals to the labor market and provide them with the necessary training. Taking initiatives to empower public schools and extracurricular activities as well as providing support to students with learning difficulties should be a strategic priority. Schools should be a development focal point in the urban environment, and the local population should be directly involved in this effort in order to ensure sustainability to the initiative and to prevent a weak commitment of the families. Based on different studies16, HHS data and the SF focus group discussions as well as the literature review, the reasons behind the weak educational system and the high dropout rates are as follows:

Based on Ministry of Education and Higher Education (MEHE) data

MEHE and ESCWA specifically

Refer to the References in Annexes

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Socio – Economic Participatory Assessment a.

The weakness of the public education system. The quality of education in poor areas is worse than the quality of education in the rest of the country. The pedagogic and social environment within public schools is not adequate to overcome the difficulties.

b. Social environment and family conditions are the families’ modest educational background, family financial problems, social issues and absence of positive and successful figures that might serve as model. These factors do not promote and motivate the children to give their maximum effort to learn and succeed. c.

The lack of access to information, due to the absence of an efficient orientation system dedicated to the children, and youth, as well as their families. The lack of information on the schooling system itself, the educational options and choices, and the specialization choices make the educational planning process even more difficult.

The decline in the economic activity (trade, handcraft, industry, commerce, etc.) and the absence of demand for labour, specifically low/semi-skilled jobs in the city and in Lebanon in general makes vocational trainings less attractive and weaken the motivation of youth to enroll in such programs.

Refer to Annex 1 and 2

3.1.4. Socio-Economic Situation The main trends are as follows (for reference complimentary information related to this topic is available in annexes 1 and 2-table D):  It is extremely important to see the OCT as one organic unit, where the economic aspect goes along with the social and urban aspects.  One of the economic advantages of the OCT is the uniqueness of its economic activities being arabesque, artisanal, and culturally driven, etc.). However, this uniqueness is not only linked to the cultural heritage and its power of attraction but also to the production capacity and its high added value. In the past twenty years, there have been significant changes in the economic tissue of the old city, some sectors declined while others exhibited growth, but the overall reconfiguration is fragile after facing the negative impact of the political and economic crises.  The OCT is a condensed economic canvas of a large number of MSMEs embedded in the social and urban tissue of the city itself. 99% of those units are very small trade units, shops, artisans, industries, food and beverages17.  This configuration of the local economy is very specific and cannot be understood using only the macroeconomic traditional tools based on the supply/demand market mechanisms.

CHUD study, 2001

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Socio – Economic Participatory Assessment  Based on the SF HHS data, 69% of the householders work as craftsmen (or assimilated) or as employee or sellers in services and trade18. 91% of the householders respondents are Lebanese; in fact, other sources recorded in 2001 that 96% of them were Lebanese 19. However, in the past 20 years, we have observed significant changes.  Based on HHS data, 25% of heads of households work in trade and car industry (spare parts, maintenance, garage, etc.); while 18.5% work in industry, 13.9% in hotels and restaurants sector, 10.9% in the construction sector and 10.6% in transportation 20.  Based on HHS data, most of the householders (94.9%) work in Tripoli, and 83.7% have been working in the same occupation for the last five years as employees or entrepreneurs. With 57% of the household on less than 500,000 LBP a month, most of the households rely on one person, be it the father or another family member.83.9% of the households are deprived of any formal social security coverage. Therefore, the decline in the OCT’s economy not only threatens the old city itself but the whole city of Tripoli. The erosion of its attraction, competitiveness and productivity will dramatically increase the rate of unemployment, the number of extreme poor people21 and aggravate social and family related problems.  Based on HHS data, 79% of the householders do not have stable and regular incomes22. This is highly related to the nature of the economic activities (SMIs, MSME, informal sector, small commercial units, etc.) and to the city’s economic model. The deterioration of the economic tissue will destabilize the overall social balance and radically affect the households that are already poor. In this configuration, women, especially mothers who are mostly housewives, play an important role in the family cohesion, children education and in the family economy. The OCT’s economy is delicate and critical, like most ancient cities around the world. It is based on the unique social and urban characteristics, and not on the industrial zones and big scale projects. The limited borders of the old cities do not allow them to be economically self-sufficient specifically in trade and job creation. In order to increase the Tripoli’s economic growth and employment rate, there needs to be a stimulation of the whole city’s economy. However, the focus should be on the OCT and its endogenous economic and socio-economic development. The strategic Local Economic Development (LED) initiatives should be based on a very delicate equilibrium between the production and the attraction components of the OCT. The production component should focus on the small industries and handcraft sectors, while the attraction component should focus on the local and cultural heritage, tourism, F&B, FMCG and art. 18

As per the national Lebanese classification of occupations

CHUD study, 2001

According the national Lebanese classification of economic activities

The “extreme poverty” is identified by the World Bank as living on less than $1.90 (LBP2.850) per person per day

This fact is also highlighted in ESCWA study, 2014.

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Socio – Economic Participatory Assessment The main objective of SF and its HHS is to focus on the social urban development (SUD) and its coherence with the CDS and AFSDS of Tripoli. Our focus on the LED and socio-economic aspect is not a pure economic approach as we have mentioned before, but we think it is the right angle to tackle the social problems and the decline of the OCT. The multi-dimensional approach including the economic, social and urban, is essential and implies a complementary relation among the different dimensions. The economy of the OCT is not a mainstream one, and it should be supported to ensure its transformation and growth, and work to preserve local jobs. Therefore, a full set of institutions and organizations should operate to ensure this transformation and development (LEDA, BIAT, CCIAT, MOE, MOSA, MOT, IDAL, etc.), in order to build a new SMEs system able to generate growth and jobs, within the old city and its vicinity. To do so, we should also prepare the grounds for the private sector initiatives; direct investments and FDI to compensate for the lack of investments and funds. We should depend on the uniqueness of the OCT in all aspects and evolve its image with what it supplies for the region. The empowering of the OCT’s economy is a major contribution to the overall city’s economy and contributes to the household poverty alleviation mechanisms. Refer to Annex 1 and 2

3.1.5. Living Conditions and Neighborhood Environment The main trends are as follows (for reference complimentary information related to this topic is available in annexes 1 and 2-table E):  There is a pessimistic vision regarding the perception of the community members living inside the OCT towards their urban surroundings. However, the majority does not have the intention to move for social bonding reasons. Local communities are living in a paradoxical situation; although they are not very satisfied about their living environment, they do not show will to relocate. Their reasons are not clearly expressed except the fact that they cannot afford the rent of a house outside of the OCT. Moreover, they expressed strong social and cultural ties with the local community.  The perception of the OCT by its inhabitants is one that is unsafe with no will to move away, due to the local community having no any other option based on reasons like financial capabilities. In addition, poorest families might avoid tax payment in a way to maximize their incomes. This have a negative impact on the OCT’s overall situation and in the same time increases the negative image of the OCT, evoking fear and instability for entrepreneurs, precipitating social decline in a community with high poverty rates.

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Socio – Economic Participatory Assessment  Based on HHS, focus group discussions and interviews, the local population perceives the OCT as overpopulated. However, based on our analysis and previous studies23, we believe this perception is not accurate but is due to the weakened social cohesion and spatial promiscuity (68.5% assume there is too much noise and the OCT is not clean) as well as probably their own housing conditions (refer to part 3.1.2 above). However, the inhabitants declare that they are willing to participate in a serious civil society initiative to improve their living conditions and neighborhood environment. As mentioned in our methodology and approach, the urban tissue and living conditions are an essential part of any SUD intervention. It is not about having a house or a job, or even getting access to public services, that will push the inhabitants to stay in the OCT. Instead it is intimately related to the lifestyle, and quality of life that they may get there. The economic decline of the OCT, as well as the high rates of urban poverty are the reasons behind the decline of the urban environment (physical and intangible). We observe an expansion of unplanned urban area, slums and ghettos all over Tripoli, including the OCT. What is needed is more governance, more authority, more public space management, better public services and more city animation to be able to improve the living conditions of the local population. Refer to Annex 1 and 2

3.2. Strategic Axes and Outcomes Based on the United Nations developmental approach, the strategic axes are narrowed to four major entry points (health, education, housing and economy) that will help SF, or any other actor, to better address funding and supporting stakeholders. Moreover, these four entry points are synchronized with the HHS data provided by the SF along with the complimentary desk review, and are grouped into three main axes as follows.

3.2.1. Education and Health Development  Strengthen the student educational support system in order to decrease dropout rates and improve student performance;  Enhance public awareness regarding family health, role of women, gender equality, local NGOs, public schools, work of the Ministry of Education and Higher Education (MEHE), MOSA, and the potential resources of the local community;  Include extracurricular activities at schools, such as social, arts, sports and outdoor activities, in public spaces.

Specifically the CHUD study, 2001; refer to Annex 2 –Table B

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Socio – Economic Participatory Assessment Figure 4: Strategic Axis 1

3.2.2. Socio-Economic Development  Promote tourism: local cultural heritage and religious;  Enhance F&B and FMCG sectors;  Develop youth and labor intensive economic activities, job creation, vocational training, start-up incubators and small loans’ systems;  Support handcraft and art craft sectors value chains.

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Socio – Economic Participatory Assessment Figure 5: Strategic Axis 2

3.2.3. Housing and Social Urban Development  Establish public spaces, arts and sports infrastructure;  Promote sound governance, attention to the main services intramural city (property, security, conflict resolution, participatory approach, guidance, etc.);  Help to create local committees in the different neighborhoods that would represent the inhabitants and economic actors.

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Socio – Economic Participatory Assessment Figure 6: Strategic Axis 3

Based on the “Theory of Change” approach, the above framework is the basis for identifying the types of projects and activities that will lead to achieving the long-term goals. Based on our understanding of the situation, the following descriptions and illustrations of the strategic axes, show the process through which the desired change takes place in a particular context.

3.3. Proposed Activities Based on the assessment results, three strategic axis emerged, those served us to identify specific activities to implement. If we were to rely on studies and needs’ assessments, as in every impoverished city, all activities would be priorities and the community needs almost unlimited. Therefore, and given the limited resources, we are suggesting below a list of basic considerations and principles to follow for the selection and prioritization of activities. This component is the product of the collaboration between SF management and field teams and Eco-Vector consultants.

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Socio – Economic Participatory Assessment 3.3.1. Basic Considerations and Principles  The activities should be classified as follows: primary priority, secondary and complementary, depending on the strategic axis.  The activities should have SMART goals (Specific, Measurable, Achievable, Realistic and Time bound) so that SF is able to allocate budget and human resources.  It is also important to specify the nature and level of the intervention. Effectively, the appropriate logic and planning model differ according to whether it is an action, activity, pilot project, project, programme, strategy, or policy, etc.  Based on the nature of intervention, there should be a timeline for each set of activities. The stakeholder and implementer should be aware of the implementation time (shortterm, mid-term or long-term activities).  Activities should be geographically identified (scale and space are important elements). The spatial intervention is very complicated because it concerns the three tissues, population density, governance system, etc. The micro, mezzo and macro levels should be taken into consideration as follows: as we move towards the micro level, we target more small categories and pilot projects. The more we delve into policy making, lobbying and city strategy, we work at the macro level. With regards to the OCT development, each levels should be considered.  Private sector initiatives and dormant potentials: most of the time NGOs and central governments focus on the investment that should be allocated for development projects and interventions. With financial resources limited, the implementer is powerless, and the sustainability of the projects is limited. Therefore, during our prioritizing and planning process, we suggest mobilizing donor support through initiatives and community participation. Interventions should be directed towards social dynamics and sectors with potential as well as the final beneficiaries.  Synchronic/Diachronic duality: the scarcity of resources should motivate the stakeholders to optimize their interventions. Therefore, on the one hand the “Art” of intervention is based on selecting a set of activities that should go together to ensure success and complementarity amongst them (Synchronization logic). On the other hand, the stakeholders should be able to classify activities and projects based on their importance and priority, and prepare the development conditions for the rest (Diachronic logic).  The proposed activities/projects should be coherent with the CDS and national policies whereby any sporadic activities should be avoided, and considered unable to make any community change.

3.3.2. Proposed Activities for the Three Axes Below are lists indicating the activities related to each strategic axis and its respective target group.

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Socio – Economic Participatory Assessment Axe - Education and Health Education i.

Create local committees in the OCT supporting the educational process: including the inhabitants/ families, schools/MEHE, MOSA/NGOs, and the local authority. The mandate of this committee will be to lead the awareness campaigns, influence policies, ensure better service quality, select priorities, assess the needs and ensure accountability.

ii.

Establish youth and student orientation center: targeting students and youth, and established in collaboration with MOSA and MEHE. The mission of this center is to contribute to controlling dropout rates, and support the target group through a career planning process using efficient orientation mechanisms towards vocational and university access. It should also design and execute a set of extracurricular activities within the OCT.

iii. School learning support center/tutoring: Aiming at providing all kinds of learning support for students with difficulties in order to decrease dropout rate. The support would be in languages, math, science, computer skills, along with social assistance, psychological assistance and tutoring. iv. Social assistance in schools: Aimed at providing social interventions and counselling on individual and family group levels, after assessing the main causes, whether pedagogic deficit or learning difficulties. The intervention will support the students, their family and the school, to prepare an action plan to overcome these difficulties. This program has to be supported by MOSA and MEHE and led by the local NGOs. v.

Students’ incentive system to improve performance and optimism: This action could work on three different levels 1- Conditional “cash for work for high performing students” families in order to prevent any dropout due to economic reasons, before the intermediate level (under the age of 15). 2- An “excellence scholarship” for each public school in the Brevet class (grade 9). 3- One or two university scholarships for the secondary school students for the two best students. This action should be in collaboration with MEHE, MOSA, donors, embassies, cultural centers, academic institutions, private schools, private sector institutions, and religious institutions

vi. Vocational training institute/center: aiming at enhancing a market oriented job skills training program for youth, increasing their integration in the labor market through direct links to employment opportunities. This center could be implemented in collaboration with MEHE and GIZ, and linked to the CCIAT and professional syndicates from the private sector, and funded by the government and the international donors.

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Socio – Economic Participatory Assessment Health A comprehensive project could serve the OCT through a “Primary Health Care Center” (PHC) social medical center. The mission of this center is to facilitate inhabitants’ access to quality primary healthcare in the OCT. This center could be fully created and funded by the Ministry of Public Health (MOPH), supported by MOSA, and donors, and run by the local NGOs. Its activities would be as follows: a- Provide medical awareness and prevention; b- Facilitate communication with the families and households, and provide a better orientation system of the patients from an health actor to another one; c-

Target women and children in a more structured manner;

d- Ensure the delivery of better services for those with special needs; e- Provide primary health care and preventive medicine.

Axe – Socio-Economic Development i.

Handicraft hub for the OCT: This would promote the Tripoli handcraft sector, linking it to the cultural heritage of the whole City. Khan El-Askar, newly renovated by CHUD and CDR, is the most suitable place for this project. The purpose is to improve skills transfer, facilitate the sector development, increase production, minimize costs and maximize profits. The project should go along with the revitalizing of the Souks through a coordination mechanism between different stakeholders.

ii.

Branding and labeling project: Aiming at sustaining the commercial and handcraft activities within the OCT, through creating additional profit margins to handcraft artisans. The rationale behind it is to allow more visibility, additional value and better exposure for the local products. The first two propositions (handcraft hub, branding/labeling) will increase both the productivity of the sector as well as its attraction, and its access to new markets. The restructuring of the sector is to create a “niche market” with the added value of preserving the local skills at risk of dying out with the old masters.

iii. Capacity-building and training in specific sectors: Tripoli is well known for its culinary tradition, its unique FMCG sector and the cultural heritage tourism. Nowadays, Tripoli is losing its capacity to compete for attraction. A specialized center/project dedicated to research, development and capacity building of F&B/FMCG and tourism sectors with the following objectives: 

Enhancing business capacities



Training on traditional and innovative techniques



Training on standards and norms such as food hygiene and good practices



Branding, labeling,, marketing and advertising



Assistance in access to small loans



Provide printed promotional material such as tourist guides and maps

Safadi Foundation

Socio – Economic Participatory Assessment 

Promote the establishment of motels and guest houses



Organize culinary awards and events.

iv. Establish an investment office: To mobilize and coordinate efforts of local and national actors, and attract investment, an office could help small businesses with either loans or incubation or start-up. LEDA, BIAT, ESFD, MOE, IDAL, MOT, MOSA, CCIAT, donors and the banking sectors, would be the main stakeholders in this project. This component should target the value-chains of several strategic sectors including the garment industry, handcrafts, tourism, hospitality, F&B, restoration, maintenance, car mechanics, carpentry and furniture, traditional copper works, soap, blown glass, along with cross-cutting activities as design, etc. Within this “socio-economic development” axis, as SF and Eco-Vector, we consider the actions above as the most realistic and appropriate solutions to empower a local economic tissue that is very largely informal. Furthermore, an advertising/marketing campaign for OCT must accompany any or all of the abovementioned actions to promote the image and attraction of the territory. v.

Establish two tourism offices: in the areas of El-Tal and in the OCT/near Hammam Izzedine, to provide information and orientation for tourists; to organize tours and events; and to promote local souvenirs and art/crafts. This project would be implemented in coordination with the MOT, DGA, Municipality of Tripoli and CHUD.

vi. Learning contract for youth in the handcraft and small industrial sectors: a very ambitious project aiming at compensating the low productivity of youth during their learning/training period within the SMIs/MSMEs in order to facilitate their integration in the market. It should create a dynamic between three parties - the youth/trainee, the economic units and the project leaders (private sector, donors, government and the training institution). This action requires funds and long-term effort. vii. Support the establishment of an employment office in coordination with the National Employment Office (NEO): this would provide better matching of opportunities between the supply and demand of the labor market. Moreover, the office will provide orientation, communication/business training, studies, and facilitate the access of youth workers to the national and regional markets.

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Socio – Economic Participatory Assessment Axe – Social Urban Development i.

Awareness and civic education project: an awareness campaign targeting youth and students (6-18 years old) to increase their awareness of the experience of living in an old city and the opportunities associated with growing up in a historical city, surrounded by exceptional cultural heritage; more specifically dealing with and preserving the urban environment; how to appropriately treat the city and its public spaces, and how to appreciate the living conditions and the social diversity.

ii.

Assistance to households with humidity problems in their houses: performing simple measures to help families with low incomes to treat humidity and water leakage problems inside their homes.

iii. Create support and sustain local committees: helping inhabitants to create their own neighborhood committees in order to enhance their living conditions and cultural heritage. It would also be a strong form of participation and lobbying in the governance of the city. The main objective is to gather the tenants/owners, NGOs and urban planners, and act as a collective force to identify problems and propose solutions on how best to preserve and improve the housing conditions. iv. Individual student dorms: this is a re-valorization and positive gentrification project aiming at attracting new resident categories to the OCT. It also aims to build coordination between some owners and tenants to renovate houses and apartments specifically for the student community. v.

City image: aims at improving the residents’ self-perception as well as the outsiders’ perception of the OCT. Workshops and events could be organized to make inhabitants aware of the value of their city. For this, a series of media activities, campaigns and documentaries could be produced. Moreover, the project aims to improve the inhabitants’ self-esteem with regards to living in an old city like Tripoli. Therefore, the project should present translated movies on European cities like Ponte Vedra and Venice, as well as Arab cities or Medina in Morocco, Syria, Turkey, Yemen and Iran. A better knowledge of other old cities and Medinas might allow for a relative and subjective comparison with Tripoli.

vi. Address the CHUD project and open a dialogue with CDR. With the municipality and local committees (and NGOs), there could be an adaptation of the CHUD project objectives, and include not only the urban renovation but also other development goals. vii. Public space, city animation and urban environment (“Vivre la Ville, Vivre la Rue”): This soft component aims to improve the living conditions of the inhabitants, strengthen the inhabitants’ sense of belonging, change the city image, decrease social tension, preserve the cultural heritage and increase the attraction of the OCT. It also aims to stabilize the demography and bring back new lower middle class categories (new couples, students, youth, etc.).The city animation (an OCT festival) could encourage outdoor family activities, and raise awareness about the importance of soft mobility within the OCT.

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment viii. Women and childrenâ&#x20AC;&#x2122;s social and cultural club: a community center dedicated to women and their children with activities directed towards topics like parenting, social consciousness, values, citizenship, and human rights. ix. A municipal office inside the OCT: in order to have better governance, and functionally, this action allows the municipality to better assess the OCT needs, decrease social tension, control public spaces, preserve the cultural heritage and provide, through the municipal police, a secure environment not only for tourists and visitors but also for residents. The municipal police can also support in terms of conflict resolution and reconciliation. x.

Territorial marketing campaign: aimed at elaborating a strategic marketing campaign to present Tripoli and the uniqueness of its territorial identity. This will raise the importance of the city, and stimulate the LED which in itself softens the habits and customs.

Safadi Foundation

Socio – Economic Participatory Assessment CONCLUSION In this report we highlighted the key outcomes of the rapid assessment led by SF and the main challenges related. Following the global and multisectoral approach of SF team, we recommended three main strategic axes and suggested for each one a set of activities. Based on SF focus and objectives, the report has been conceived to be a pragmatic document for future interventions. As a conclusion, we set a strategic and inclusive analysis to advocate for a more comprehensive intervention system in the Old City of Tripoli. Many socio-economic transformations occurred in the last 50 years, and as a result we have found that stakeholders have a tendency to deal with the OCT as a ‘Space’ rather than as a ‘Place’. The difference between the two concepts is significant. Influencing the space’ means investing in the infrastructure and some superstructure, on the physical urban environment and its urban fabric; dealing with the ‘Place’ is much more complicated, it entails dealing with the ‘lace of living’ – ‘Place’ plus People. In the normal case where a city does not suffer from chronic socio-economic problems, it is quite acceptable to deal independently with problems based on sectorial interventions (social, economic, housing, education, health, demography, governance, security, etc.). However, this is not efficient in the case of Tripoli where the weight of problems and their interdependency make the situation even more complex. SF as a main city stakeholder has to deal more proactively and directly with the local population. Within the logic of sporadic/isolated interventions and projects, many stakeholders deal with the local population as they are the targeted beneficiaries, on which we can measure the end results of the outcomes. However, our approach should be totally different because we should deal with the inhabitants from a socio-political point of view, as they are “Citizens” who have the “Right to the City”. The right to the city could be summarized as follows: 1- The right to participate in the governance system. 2- The right to public services. 3- The right of citizens to have their human rights protected. 4- The right to have access to housing. 5- The right to have access to free public space access. 6- The right to discuss and influence their urban environment.

“The right to the city is far more than the individual liberty to access urban resources: it is a right to change ourselves by changing the city. It is, moreover, a common rather than an individual right since this transformation inevitably depends upon the exercise of a collective power to reshape the processes of urbanization. The freedom to make and remake our cities and ourselves is, I want to argue, one of the most precious yet most neglected of our human rights”. David Harvey

Safadi Foundation

Socio – Economic Participatory Assessment Therefore, the citizens of OCT should be considered as “agents of change”, right-holders as well as stakeholders. Their participation is a pre-condition to any sustainable urban development project. Hence, a proactive approach must be adopted to stop dealing with the OCT from “outside” by “outsiders”, and to launch an endogenous development process, from the “inside” by the “insiders”. The presented approach proposes to change the intervention paradigm, from exogenous to endogenous paradigm without limiting it to the local resources of the OCT only. The Old City of Tripoli The exogenous development paradigm (from outside to inside)

Governance & Participation

Private Sector Investment

OCT

Social Development

Urban & Infrastructure

The endogenous development paradigm (from inside to outside)

Economic Development & Private Sector Investment Urban Development, Infrastructure Social Development

Governance & Participation

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment Therefore, the Old City of Tripoli might regain by going back again (as an establishment), to the three tissues (economic, social and urban) in order to launch a sustainable and endogenous development process, that is capable of re-opening the OCT to the rest of the cityâ&#x20AC;&#x2122;s territory, decreasing the urban segregation and enforcing the urban continuity between the different city neighborhoods. The understanding of the city of Tripoli should be shaped by the new function of the OCT, within a balanced polycentrism understood here as a principle of organization of a city around several political, social, economic, financial and cultural centers. Being with El-Tal, the heart of the city, gives it a leading and dominant role in any CDS, and in any future investment and development plans. The fact that the OCT has accumulated many challenges and showed several negative indicators (as we may observe of the poor suburbs and ghettos) does not mean that we can, or should treat it as a suburb or marginal area. The Old City of Tripoli must regain its central role in the Al-Fayhaâ&#x20AC;&#x2122;a union of municipalities, as a vibrant center with a full complementarity with El-Tal through major redevelopment initiatives. The Economic and Urban Continuity of OCT

El-Tal

North, Akkar

OCT

Azmi, Banks Streets

Lebanon, Arab Countries

For this purpose, and in order to remedy the social-urban and economic disparities as well as the governance deficiency, the adequate strategy is to rebuild within the OCT the following: 1- Institutions: As structures and mechanisms for social order; they govern the behavior of a set of individuals within a given community. Institutions are identified with a social purpose, transcending individuals and intentions by mediating the rules that govern living behavior. 2- Organizations: A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authorities to carry out different tasks. Organizations are open systems, autonomous and they affect and are affected by their institutional environment. Safadi Foundation

Socio – Economic Participatory Assessment 3- Conventions: A set of agreed, stipulated, or generally accepted standards, norms, social norms or criteria, often taking the form of a custom. Certain types of rules or customs may become law and regulatory legislation may be introduced to formalize or enforce the convention. In a social urban context, a convention may retain the character of an unwritten law of custom. Based on the above mentioned scheme, we suggest concrete Activities/Projects/Programs to retrieve a new balance between the OCT and Tripoli City from on the one hand, and between OCT and the rest of the National Territory on the other. Hence, the endogenous development process should lay on solid institutions (institutions empowerment) and organizations that affect conventions (Rules & Regulations), to guarantee the sustainability of the proposed development effort. The building and strengthening of the institutions/organizations is a major part of any social-urban development (The institutionalizing process), a part that has been neglected till this date. Otherwise, all stakeholders’ efforts (Cost-Benefit Analysis) will not create a reversible dynamic and the situation will deteriorate until it becomes irreversible at one moment. Development Dynamic base on the Territorial Balance

OCT

Tripoli

This analytical methodology and systematic approach were built on the following axes: 1- The Three Tissues (social, economic and urban) that led to the three strategic axis; 2- The strengthening of the institutions/organizations; 3- The endogenous development process (Production/Attraction) and the city as a place & space at the same time; 4- The citizens’ participation (Exit/Voice Theory) and the “Right to the City”. The previously proposed matrix of activities has taken into consideration all these axes and recommended a number of strategies in order to boost the advantages of the OCT and diminish its disadvantages from both social and economic points of view; based on the following logic: Safadi Foundation

Socio – Economic Participatory Assessment 1- Direct intervention/implementation: SF will act as the project leader and implementer. 2- Joint-venture projects: To build coalitions and partnerships with different stakeholders in order to implement larger projects and programs, or to influence (through lobbying) policies and strategies, and to launch awareness campaigns. 3- Policy making and strategies’ level: through participation and advocacy on different levels in order to reshape policy, as well as the selection of investments in the infrastructure. 4- Private sector (including private public partnerships (PPP): creating dynamics and incentives to stimulate the private initiatives and private investment to take action. Finally, this comprehensive and complex intervention scheme will not be manifested and implemented without a clear strategic vision and a political will from the stakeholders and the “City of Tripoli” in general.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment ANNEXES Annex 1: Quantitative data from the HHS -2015 The following assessment was performed with the technical assistance and software of Sphinx (www.lesphinx.eu)

A - Household Illustration A.1 Household size (number of persons per household) Average = 4.8 Median= 5.0 Percentiles = 3.0 (25%) â&#x20AC;&#x201C; 6.0 (75%)

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Graph A.2 - Age pyramid of the population from the Old City of Tripoli (distribution of 2,452 individuals according gender and age)

B - Housing Illustration B.1 - Equipment level of households

Example: 80.1% of the surveyed households have a fridge.

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Socio – Economic Participatory Assessment C - Education Illustration C.1 Education level of individuals (between 6 to 30 years old only) by gender

Example: 3.5% of girls between 6 and 30 years old have a degree in higher education (exclusive of technical programmes).

Illustration C.2 - School (or any training organization) enrolment of boys and girls by education level, gender and age Age group Source

Elementary level [6 ; 11 years old[ Old City of Tripoli (a)

Intermediary level [11 ; 15 years old [

Secondary level [15 ; 18 years old [

North Lebanon, other districts (b)

Lebanon (c)

Old City of Tripoli (a)

North Lebanon, other districts (b’)

Lebanon (c’)

Girls

95.8%

96.2

98.4

91.6%

56.4 %

77.3%

85.2%

Boys

93.7%

96.2

98.3

82.2%

35.8%

61%

77.4%

Example: According to the HHS, 56.4% of girls between 15 and 18 years old are registered in a school or a training organization; this rate reaches 85.2% at national level according to the Central Administration of Statistics. Sources : (a)HHS –SF, Old City of Tripoli 2015; Central Administration of Statistic (MICS3, 2009- Excel Tables, Educational Status): Net Attendance Ratio in “remaining North Lebanon districts” in Primary schools(b) and Secondary Schools(b’) ; Net Attendance Ratio in Lebanon in Primary schools(c) and Secondary Schools(c’)

Safadi Foundation

Socio – Economic Participatory Assessment D - Socio-Economic Situation Illustration D.1 - Economic activity rate by age in Lebanon and in the OCT; proportion of women among workers by age in the OCT

Example: According to the CAS, 63.8% of Lebanese aged between 25 and 29 years old are working. According to the HHS, 44.5% of individuals aged between 25 and 29 years old living in the OCT are working. 5.2% of individuals aged between 25 and 29 years old living in the OCT are women working. Sources : (a) HHS- SF, Old City of Tripoli, 2015 ; (b) Central Administration of Statistics, MICS3, 2009 [Economic Activity excel tables- Labor force]

Illustration D.2 - Economic activity rate of men by age categories in Lebanon and in the OCT

Example: According to the CAS, 94.4% of Lebanese men aged between 25 and 29 years old are working; according HHS, 70.1% of men of the same age group living in OCT are working. Sources: Household Survey - 2015- SF and Central Administration of Statistics- 2009 (MICS3 -Economic Activity excel tables - labor force) *the figure relative to the group age “65 and above” at Lebanon level is an estimated average based on CAS data.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Illustration D.3 - Distribution of households by income per month (in LBP)

Illustration D.4 - Distribution of 368 heads of household by occupation according to the Lebanese classification (NEO)

Example: 2.7% of heads of household have an intermediate profession.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Illustration D.5 -Distribution of 349 heads of household by occupation according to the traditional character of the occupation (ad-hoc classification)

Example: Almost 72% of heads of households have an occupation not related to the traditional activities of the OCT, according to HHS-SF, 2015.

Illustration D.6 Distribution of 368 heads of household by economic activity according to the Lebanese classification (NEO)

Example: 10.9% of heads of household are working in the sector of the construction.

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Illustration D.7 Distribution of 368 heads of household by economic activity according to the International Classification at section level (ISIC)

Illustration D.8 Distribution of 368 heads of household by economic activity according to the International Classification at division level (ISIC)

Safadi Foundation

Socio – Economic Participatory Assessment E - Living Conditions and Neighborhood Environment Illustration E.1 – Distribution of households according to the first health service contacted when a member is “very sick”

(Survey question:” ‫أوﻻً؟‬

‫)” إذا كان لديكم شخص مريض جدا ◌ً لمن تلجأون‬

Illustration E.2 Distribution of households according to their willingness to engage in community activities (Survey question:” ‫للمشاركة؟‬

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‫ هل أنتم جاهزون‬،‫)”إذا طرحت مبادرات لتحسين أوضاع الحي‬

Socio â&#x20AC;&#x201C; Economic Participatory Assessment Annex 2: Statistics Comparisons

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment Annex 3: HHS Questionnaire

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment

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Socio â&#x20AC;&#x201C; Economic Participatory Assessment

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Socio – Economic Participatory Assessment Annex 4: Stakeholders map The relevant stakeholders are listed below: ▪ The Government: CDR, CHUD Project, MOPH, MOPWT, MOL, MEHE, DGU, DGA, etc. ▪ The local authority: The Municipality of Tripoli & Al-Fayha’a Union of Municipalities ▪ Local inhabitants committees, the right holders ▪ Chamber of Commerce Industry & Agriculture of Tripoli & North Lebanon ▪ Order of engineers and architects in Tripoli ▪ Academia and universities ▪ Union of Traders ▪ National and local media ▪ Ministry of Culture and Ministry of Tourism ▪ Associations of tourism enterprises ▪ The governor of Tripoli and North Lebanon ▪ Ministry of Interior, the police, the army ▪ Cultural associations ▪ Artists ▪ Religious representatives ▪ Those responsible for urban equipment and infrastructure: Port, RKIFG, Olympic sport complex, Tripoli Railway Station, TSEZ, etc. ▪ The banking sector and financial institutions ▪ L’Artisan du Liban ▪ UN agencies, regional and International Donors ▪ BIAT, LEDA and ESFD ▪ Women and youth ▪ Political parties ▪ Syndicates representatives ▪ Scholars and researchers ▪ Vocational schools and institutes ▪ National Employment Office

Private Sector

Safadi Foundation

Public Sector & Local Authorities

CSO and Inhabitants Participation

Academic & Research

Socio â&#x20AC;&#x201C; Economic Participatory Assessment Annex 5: Sample initiatives for further development Strategic Axis 1

Education & Health

Safadi Foundation, Tripoli - Lebanon

Project Number 1

E&H/Education I

Project Title

School Learning Center/Tutoring

Main Objective

Decrease the rate of students drop-out in the local public schools

Secondary Objective

Support poor families in their education/parental duties

Project Descriptive

Provide a range of learning support tools and programs for students with difficulties (Languages, Math & Science, Computer, Social Assistance, counseling and tutoring)

Problem Statement

% Students drop-outs, education situation analysis, comparative statistics, impacts, etc.

Targeted Population

Public students under 16 years old

Type Project

pilot project

NGO Owner

Safadi Foundation and other NGOs

Local Partners

schools, CSOs, municipality, universities, students/volunteers

Geographical Targeting

Old City of Tripoli (in each neighborhood)

Project Management

Direct implementation

Project Duration

Pilot project (12 months), Long term project

Location

Safadi Foundation Learning Center, Old city of Tripoli

Estimated Budget

250,000 to 300,000 USD

Number of Beneficiaries

100 students

Administration Number of Employees/Full Timers

Three: manager, admin-finance, social educational expert

Number of Employees/Part Timers

10 to 15 instructors

Numbers of Volunteers/SF Members

Unlimited

Local Participation

Families, local university students, volunteers

Coordination Mechanism Potential Donors

Municipality, international/regional donors, MOSA, MEHE, UN agencies, local fundraising, etc.

Implementation Schedule (Phases: Preparatory, Launching, Implementation, Evaluation) M&E: Monitoring & Evaluation Mechanism (Matrix of Indicators)

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment

Strategic Axis 1

Education & Health

Safadi Foundation, Tripoli Lebanon

Project Number 2

E&H/ Health I

Project Title

Primary Health Care Center

Main Objective

Provide medical awareness, family &preventive medical services, and socio-medical support for poor families.

Secondary Objective

Compensate the weak social security system

Project Descriptive

The accumulation of the medical, Social and Educational problems in the OCT, as a result of the poverty and socioeconomic problems, the center should support and accompany the families and alleviate their poverty situation

Problem Statement

Absence of social security, medical/social problems, weak access to medical orientation and preventive medicine

Targeted Population

Poor families of the OCT

Type Project

Project

NGO Owner

Safadi Foundation/MOSA

Local Partners

CSOs, municipality, universities, hospitals, etc.

Geographical Targeting

OCT

Project Management

Direct implementation through MOSA

Project Duration

Pilot project (12 months), long term project

Location

OCT

Estimated Budget

600,000 USD to 1 MILLION USD

Number of Beneficiaries

10,000 patients

Administration

SF, CSO board, etc.

Number of Employees/Full Timers Number of Employees/Part Timers Numbers Of Volunteers/SF Members

Unlimited

Local Participation

Families, local physicians

Coordination Mechanism

SF, CSO, Municipality of Tripoli, MOSA, UNDP

Potential Donors

Municipality, international/regional donors,, MOSA, MOPH, WHO, local fundraising etc.

Implementation Schedule (Phases: Preparatory, Launching, Implementation, Evaluation) M&E: Monitoring & Evaluation Mechanism (Matrix of Indicators)

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment

Strategic Axis 2

Socio-Economic & Economic Development

Safadi Foundation, Tripoli Lebanon

Project Number 3

ED 1

Project Title

Handcraft Hub

Main Objective

Preserve, support and promote the national/traditional handcraft sector

Secondary Objective

Job creation, increase city attraction, promote cultural heritage and tourism

Project Descriptive

Support and preservation of traditional handcrafts-Recovery and evolution to be once again economically sustainable and competitive. The project will work on design, technique, marketing, training and management aspects

Problem Statement

Handcraft sector decline, job loss, skills disappearance, etc.

Targeted Population

Owners & employees of the handcraft sectors in the OCT

Type Project

Programme or Pilot Project

NGO Owner

SF (Initiator), Municipality and CCIAT, or Local NGO

Local Partners

CSOs, Ministry of Economy, MOSA, vocational institutions, municipality, DGA, CDR, MOPH, universities, CCIAT, Private Sector, MOT, Lâ&#x20AC;&#x2122;Artisan du Liban, BIAT, LEDA and ESFD.

Geographical Targeting

Old city of Tripoli

Project Management

Direct implementation

Project Duration

Pilot project (12 months), long term project

Location

Khan El-Askar, OCT

Estimated Budget

500,000 USD to 1 Million USD

Number Of Beneficiaries

100 to 200 handcrafters

Administration Number of Employees/Full Timers

Manager , admin-finance, Designers/architect, marketing & Sales, engineers, etc.

Number of Employees/Part Timers

10 to 15 instructors/experts

Numbers of Volunteers/SF Members

Unlimited

Local Participation

Professional Unions, Municipality, CCIAT, DGA, MOT

Coordination Mechanism

Municipal Committee

Potential Donors

Municipality, international/regional donors, MOSA, Ministry of Industry, UN agencies, local fundraising, CCIAT, MOC, MOT, Private Sector, Banks, Kafalat, etc.

Implementation Schedule (Phases: Preparatory, Launching, Implementation, Evaluation) M&E: Monitoring & Evaluation Mechanism (Matrix of Indicators)

Safadi Foundation

Socio – Economic Participatory Assessment

Strategic Axis 2 Project Number 4 Project Title Main Objective Secondary Objective

Project Descriptive

Problem Statement Targeted Population Type Project NGO Owner Local Partners Geographical Targeting Project Management Project Duration Location Estimated Budget Number of Beneficiaries Administration Number of Employees/Full Timers Number of Employees/Part Timers Numbers of Volunteers/SF Members Local Participation Coordination Mechanism Potential Donors

Socio-Economic & Economic Development

Safadi Foundation, Tripoli Lebanon

ED 2 Branding & Labeling Increase the profit margins of a whole sector and support its transformation Improved exposure, improved market inclusion, preserve the traditional economic tissue, assure the sustainability through the preservation of skills & know-how Within a close coordination between the Ministry of Industry, CCIAT and the Municipality of Tripoli, SF will lead a pilot project aiming to create a “Made in Tripoli” label for a number of sectors (traditional F&B, FMCG, Light Industries, Handcraft, etc.). This project will give a defined identity with standards to the local products and services. Loss of attraction, quality problems, food safety issues, low profit margins, etc. Small and Micro Industries, Micro and Small enterprises, skill masters and employees Short-term pilot project (one sector), a medium term project (all sectors) Safadi Foundation (as pioneer, Supporter and leader) Skill Masters, CCIAT, municipality, Private Sector, MOT, MOA, BIAT and LEDA. Old City of Tripoli: Souks and touristic sites Direct implementation Three years Khan El-Askar 500,000 USD (including a training and coaching component) Traditional F&B, FMCG, light industries, handcraft and art craft sectors (Based on criteria’s) Three: manager, admin-finance, business expert 10 to 15 instructors/expert Unlimited Owners of business entities and their employees, NGOs, Municipality A city committee Municipality, international/regional donors, MOSA, MOE, UN agencies, CCIAT, Private Sector, Banks, etc.

Implementation Schedule (Phases: Preparatory, Launching, Implementation, Evaluation) M&E: Monitoring & Evaluation Mechanism (Matrix of Indicators)

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment

Strategic Axis 3

Social Urban Development

Safadi Foundation, Tripoli Lebanon

Project Number 5

SUD 1

Project Title

Studentsâ&#x20AC;&#x2122; Dorms

Main Objective

Bring new resident categories to the OCT

Secondary Objective

Slight gentrification, reduce the social decline, valorization, etc.

Project Descriptive

Working with the owners to renovate their properties, under the project terms and conditions, in order to offer renovated apartments to students, artists and youth entrepreneurs.

Problem Statement

The decline of the social tissue, the exit of some lower middle class families, the lack of attraction, the lack of investment in property renovation, etc.

Targeted Population

Owners of apartments and the potential tenants

Type Project

Pilot project

NGO Owner

Safadi Foundation

Local Partners

DGA, DGU, MOT, MOHE, MOC, CDR, CHUD, Municipality, CSO, Universities, etc.

Geographical Targeting

OCT

Project Management

Direct implementation

Project Duration

Long-term project

Location

Safadi Foundation Office in OCT

Estimated Budget

Financial Model (to be elaborated)

Number of Beneficiaries

Phase one: 50 apartments

Administration

SF social urban department

Number of Employees/Full Timers

Three: manager, admin-finance, architect

Number of Employees/Part Timers Numbers of Volunteers/SF Members

Unlimited

Local Participation

CSOs, owners, tenants, architect, restoration expert, etc.

Coordination Mechanism Potential Donors

Municipality, international/regional donors, UN agencies, World Bank, CHUD, local fund raising, etc.

Implementation Schedule (Phases: Preparatory, Launching, Implementation, Evaluation) M&E: Monitoring & Evaluation Mechanism (Matrix of Indicators)

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment

Strategic Axis 3

Social Urban Development

Safadi Foundation, Tripoli Lebanon

Project Number 6

SUD 2

Project Title

City Image, Territorial Marketing

Main Objective

Make the OCT more attractive, Aesthetically and Economically (commercial, trade, tourism, handcraft, real-estate, culture, etc.)

Secondary Objective

Shaping/Promoting/Identifying the City Identity and re-valorizing OCT and Tripoli Territory

Project Descriptive

Lead a broad consortium of stakeholders based on the CDS with major players in various specialties in order to launch a strategic marketing campaign

Problem Statement

Negative Stereotypes, Lack of attraction, Damaged Image/Identity social mutation

Targeted Population

Tripoli Population, Northern Population, Lebanese Population

Type Project

A medium to long term project

NGO Owner

Safadi Foundation

Local Partners

The municipality, CCIAT, OAET, TSEZ, Port, UOM, Banks, NGOs, Artists and Intellectuals, Universities, MOT, MOE, TL, Media, etc.

Geographical Targeting

OCT specifically and Tripoli as a whole

Project Management

Direct implementation

Project Duration

On-going project

Location

Safadi Foundation Headquarter

Estimated Budget

250,000 to 300,000 USD

Number of Beneficiaries

The entire population of Tripoli and the surrounding areas

Administration Number of Employees/Full Timers

Four to seven: manager, admin-finance, marketing experts, urban planner

Number of Employees/Part Timers

10 to 15 experts

Numbers of Volunteers/SF Members

Unlimited

Local Participation

CSO, Entrepreneurs, Institutions, inhabitants, etc.

Coordination Mechanism Potential Donors

Municipality, international/regional donors, MOC, medias, TL, IDAL, CCIAT, banks, MOT, universities, etc.

Implementation Schedule (Phases: Preparatory, Launching, Implementation, Evaluation) M&E: Monitoring & Evaluation Mechanism (Matrix of Indicators)

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment Annex 6: Map and photos24 Tripoli Old City map and registered historical sites

Pictures 1,2,3,6,8,9,11,12: Ahmad Zaatiti ; 4,5,7,10: Michel Samaha

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment 1

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment 5

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment 9

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment 12

Safadi Foundation

‫‪Socio – Economic Participatory Assessment‬‬ ‫‪Annex 7: References‬‬ ‫‪Pauvreté et conditions socio-économiques à Al-Fayhâ’a: Diagnostic et éléments de stratégie.‬‬ ‫‪Catherine Le Thomas, Décembre 2009, (Fédération des municipalités de Tripoli Al-Fayhâ’a - IECD‬‬‫‪AFD).‬‬ ‫‪.2‬‬

‫دراسة ميدانية حول الوضع المعيشي‪ ،‬الصحي واﻻجتماعي لمنطقة التبانة – جبﻞ – طرابلس‪ ،‬اعداد الدكتور علي الزين‬ ‫ومشاركة الدكتور عبدﷲ محي الدين زالدكتور بشارة عيد‪.2010 ،‬‬

‫‪.3‬‬

‫"دراسة حول احتياجات ومشاكﻞ منطقة التربيعة وجوارها – طرابلس " – مؤسسة الصفدي ‪ ،‬حزيران ‪.2001‬‬

‫‪1.‬‬

‫‪Fact-finding study of Syria street, Bab-Tebbaneh, Tripoli – Safadi Foundation, 2008.‬‬

‫‪4.‬‬

‫‪Global Partnership for Youth Employment – Closing The Hope GAP: Findings from a Rapid‬‬ ‫‪Community Appraisal of Youth in Al-Fayha’a Union of Municipalities, North – Lebanon, September‬‬ ‫‪2011.‬‬

‫‪5.‬‬

‫‪Rapid Assessment in North of Lebanon, TRIPOLI, Community Development Unit – Council For‬‬ ‫‪Development And Reconstruction (CDR), Economic and Social Fund for Development Project‬‬ ‫‪(ESFD). Beirut, 2013.‬‬

‫‪6.‬‬

‫‪(ART GOLD & UNDP).‬مجموعة العمﻞ البلدي في طرابلس – التبانة‪ ،‬أيار ‪2008‬‬

‫‪7.‬‬

‫‪.8‬‬

‫اعداد مشروع استراتيجية تنمية مستدامة لمدن اتحاد بلديات الفيحاء‪ ،‬اجتماع الشركاء ‪Quality Inn Hotel-Tripoli,‬‬ ‫‪November 2010. Methodology, Diagnostic & Strategic Frame.‬‬

‫‪.9‬‬

‫الجمهورية اللبنانية – وزارة الشؤون اﻻجتماعية – برنامج اﻷمم المتحدة اﻻنمائي‪ -‬تطور خارطة أحوال المعيشة في لبنان‬ ‫بين عامي ‪ 1995‬و ‪ -2004‬كانون الثاني ‪.2007‬‬

‫‪ .10‬دراسة استطﻼعية لواقع شارع سوريا‪ ،‬باب التبانة‪ -‬طرابلس – مؤسسة الصفدي ‪.2008 ،‬‬ ‫‪ .11‬دراسة ميدانية حول الوضع المعيشي والصحي واﻻجتماعي لمنطقة التبانة – جبﻞ محسن ‪ ،‬طرابلس‪ ،‬كانون الثاني ‪-2013‬‬ ‫الجمعية اللبنانية لتنمية الطفولة المبكرة و جمعية تعاون‪ ،‬تنمية وصحة‪.‬‬ ‫‪ .12‬مشروع دراسة الفقر الحضري في البلدان العربية ‪ ،‬الفقر في مدينة طرابلس )الكتاب الثاني( التدخﻼت الوطنية والمحلية ‪،‬‬ ‫اعداد أميمة جدع – مركز الدراسات اﻻنمائية مدا‪ ،‬اﻻسكوا والمعهد العربي ﻻنماء المدن‪.2010 ،‬‬ ‫‪ .13‬البحث اﻻجتماعي السريع ‪ ،‬طرابلس ‪ ،‬المسؤول الميداني ‪ :‬أميمة جدع نعمه‪ ،‬بيروت – كانون الثاني ‪ .2006‬الجمهورية‬ ‫اللبنانية ‪ :‬مجلس اﻻنماء واﻻعمار ‪ ،‬مشروع التنمية اﻻجتماعية‪.‬‬ ‫‪ .14‬قياس الفقر في المدينة – ﻻستخدام المراصد الحضرية‪ ،‬دليﻞ الحرمان الحضري ‪ ،‬المنهجية ونتائج الدراسة الميدانية في‬ ‫طرابلس – لبنان‪ .2013 ،‬اديب نعمه‪ -‬مستشار اقليمي‪ ،‬اسكوا والمعهد العربي ﻻنماء المدن‪.‬‬ ‫‪15. Initial feasibility study for the extension of health services in Machta Hassan Clusters, ADELNORD‬‬ ‫‪project. GFA Consulting Group, Elard, CDR, ESFD, European Union.‬‬ ‫‪ .16‬طرابلس من الداخﻞ – دراسة سوسيولوجية أنتروبولوجية للمدينة القديمة‪ ،‬مها كيال و عاطف عطيه‪ ،‬دار مختارات ‪.2006 ،‬‬ ‫‪ .17‬الجامعة اللبنانية – معهد العلوم اﻻجتماعية‪ ،‬مركز اﻻبحاث‪ .‬المؤتمر العربي اﻷول‪ :‬المدينة العربية بين التغيرات اﻻجتماعية‬ ‫وتحوﻻت المجال‪.2008،‬‬ ‫» ‪18. Beyrouth: Construire L’Avenir, Reconstruire le Passé? Dossiers de « L’Urban Research Institure‬‬ ‫ ‪Edités Avec Le Support De La Ford Fondation –Nabil Beyhum, Assem Salam et Jad Tabet‬‬‫‪ .19‬الحكومة المقيدة وارادة اﻻستيعاب والتجاوز ‪ :‬تقرير عن اعمال حكومة الوحدة الوطنية‪ ،‬تموز ‪ – 2008‬تشرين الثاني‬ ‫‪.2009‬‬ ‫‪20. Al-Fayha’a 2020, Sustainable Development Strategy: Final Consolidation Report, October 2011.‬‬ ‫‪Cities Alliance.‬‬

‫‪75‬‬

‫‪Safadi Foundation‬‬

Socio – Economic Participatory Assessment 21. Development Cooperation Report, Lebanon 2000 – UNDP. 22. Le Liban de demain : Vers une vision économique et sociale – Roger Nasnas ; Président du Conseil Economique et Social, 2000-2002, Editions Dar An-Nahar. 23. Tripoli a modern Arab City- John Gulick, 1967. ‫ دكتور عمر عبد السﻼم تدمري‬.‫ الجزء الثاني‬- ‫ عصر دولة المماليك‬:‫ تاريخ طرابلس السياسي والحضاري عبر العصور‬.24 .‫المؤسسة العربية للدراسات والنشر‬. - ‫البيزنطي والحروب الصليبية‬-‫ عصر الصراع العربي‬:‫ تاريخ طرابلس السياسي والحضاري عبر العصور‬.25 ‫ مؤسسة الرسالة – دار اﻻيمان‬.‫ دكتور عمر عبد السﻼم تدمري‬. ‫الجزءاﻻول‬ 26. THE ECONOMICS OF UNIQUENESS: Investing in Historic City Cores and Cultural Heritage Assets for Sustainable Development. Guido Licciardi and Rana Amirtahmasebi, Editors, The World Bank – Urban Development Series, 2012. 27. Cultural Heritage & Urban Development Project (CHUD), CDR and the World Bank, Republic of Lebanon: Several Documents, Reports and Studies. 28. Méthodologies d’évaluation économique du patrimoine urbain : une approche par la soutenabilité, Mai 2012. AFD, Michel Vernieres – Coordinateur. 29. TYRE: Reports on the Fishing Sector (2005-2007). Cooperazione ITALIANA, Caritas-Liban and RC. 30. Urban Environment and Infrastructure – Toward Livable Cities, Anthony G. BIGIO and Bharat DAHIYA. World Bank, Directions In Development – 2004. 31. Revue Des Politiques De Gestion Foncière Urbaine Au Liban, Valérie Clerc (Draft), 13 Février 2013. .2012،‫ المعهد العربي ﻻنماء المدن‬: ‫ خﻼصة افضﻞ الممارسات في استراتيجية تطوير المدن‬.32 ‫ نحو تنمية تضمينية‬: ‫ اﻷهداف اﻻنمائية في زمن التحول‬-2011 ‫ تقرير عن اﻷهداف اﻻنمائية لﻸلفية في البلدان العربية‬.33 .‫ اﻻسكوا – اﻻمم المتحدة‬.‫شاملة‬ 34. CONQUERIR ET RECONQUERIR LA VILLE : L’aménagement urbaine comme positionnement des pouvoirs et contre-pouvoirs. Sous la direction de Ziad Akl et de Nabil Beyhum, ALBA – 2009. 35. Development, Geography and Economic Theory – Paul Krugman, 1995. 36. SHEMA DIRECTEUR D’AMENAGEMENT DU TERRITOIRE LIBANAIS, CDR- Republic of Lebanon. 37. Besoins et possibilités de développement au Liban : étude préliminaire. Mission IRFED – LIBAN, 1960-1961. 38. DDR Overview and Potential Applications to Lebanon- 2014. 39. The national social development strategy of Lebanon, 2011, MOSA, Republic of Lebanon. 40. Towards a regionally balanced development by Mona Harb – AUB. 41. L’Aménagement du Liban : l’urbanisation d’un territoire ; Emile Vandal-Piché – Workshop, Saida – 2005. 42. Territorial Strategic Development Plan of Dannieh Region – CRI/UNDP/Union of Municipalities. ‫ نيسان‬2007 -‫ استطﻼع حاجات القطاع الحرفي في اسواق طرابلس القديمة‬: ‫ الحرفي اللبناني‬.43 44. Multiple Indicator Cluster Survey 3 – Labor force Statistics, Central Administration of Statistics, 2009 (http://www.cas.gov.lb/index.php/demographic-and-social-en/laborforce-en).

Safadi Foundation

Socio – Economic Participatory Assessment 45. Multiple Indicator Cluster Survey 3 – Education Statistics (excel tables), Central Administration of Statistics, 2009 (http://www.cas.gov.lb/index.php/demographic-and-social-en/education-en) 46. Lebanese Economic Classification, Ministry (http://www.cas.gov.lb/index.php/lebanese-classifications-en)

Labour

2008

. 2005 ‫ بيروت‬، ‫ الجمهورية اللبنانية– تصنيف المهن في لبنان‬،" ‫ " المؤسسة الوطنية لﻺستخدام‬.47 48. International Standard Industrial Classification of All Economic Activities – Revision 4, Statistical papers, UN – Department of Economic and Social Affairs, 2008 49. Harvey David, "The right to the city", New Left Review. II (53) (September–October 2008)

Safadi Foundation

Socio â&#x20AC;&#x201C; Economic Participatory Assessment

Safadi Foundation Wealth in Minds Safadi Cultural Center Maarad, Ramzi Safadi Street, P.O. Box 575, Tripoli, Lebanon Tel.: +961 6 410014 ext. 400 www.safadi-foundation.org

Safadi Foundation