241
timely pursuit of policies to meet the above criteria, which would start to free institutions from patronage politics and empower them. But they cannot wait.
How might this transformation be brought about? In view of the governance
shortcomings identifi ed earlier, focus on an integrated cross-sectoral approach
incorporating domestic and regional options, which in different combinations could
assist Jordan to meet its water challenge in the absence of a large-scale RSDS
Conveyance Project offers the best way forward (Yorke 2009 , 2013 , pp. 94–132).
Priorities for immediate implementation – some already embarked upon by the government – are identifi ed below that would meet the criteria earlier set out and assist
Jordan through small steps to narrow its short- and medium-term defi cits; to protect
its aquifers; to extend the period before a bulk solution is required and to identify
long-term options for that supply. It is suggested these solutions be pursued in parallel, planned by national decision-makers in consultation with the public, coordinated inter-ministerially, and implemented with an agreed time-line.
15.3.2.1 Transforming the Water Sector
A necessary start point for the new approach would be the formal adoption of integrated planning across government and sectors. This would provide means to ensure
that strategically important but scarce water is prioritised, its true cost accounted for
and its management aligned with cross-sector implementation of the policies chosen
to fulfi l growth objectives. The resulting plan, with time-line and benchmarks,
would provide frame for the required “step change” in water management.
A switch to integrated planning, reportedly underway, will be technically challenging. Decision-makers will face diffi cult choices given the food and energy
needs of an expanding population, the need to attain higher growth levels and climate change impacts on water availability. It is suggested therefore that as part of
the political transition, the king, prime minister and cabinet formally mandate this
switch, thereby providing for prioritisation of water in investment decisions and
optimisation of its use for future water security. This “game-changing” move would
signal to “shadow state” members that new rules of the game will henceforth apply
to water allocation and counter public scepticism on government intentions. At the
same time, the national dialogue underway would provide opportunity for stakeholders to identify and agree “win-win” solutions that take availability, costs and the
needs of the poor into account. These could be fed into planning. Donors could be
expected to collaborate with the government to develop institutional capacity to roll
out the plan. They could fund, if Jordan wishes: analysis of the true value of water,
support for compilation of comprehensive data in a single centralised source, consultancy on options for restructured tariffs targeting subsidies more fairly and for
trade policy adjustments on lifting import tariffs on water-thirsty crops (Yorke 2013 ,
pp. 96–97). Power realities in the kingdom will change only slowly, however. The
following discussion with proposals for domestic and regional solutions therefore
identifi es how these might be facilitated by the wider political transition, sequenced
over time to neutralise resistance of opponents and maximise stakeholder
cooperation, and be supported by regional and international players.
15 Jordan’s Shadow State and Water Management: Prospects for Water Security…
timely pursuit of policies to meet the above criteria, which would start to free institutions from patronage politics and empower them. But they cannot wait.
How might this transformation be brought about? In view of the governance
shortcomings identifi ed earlier, focus on an integrated cross-sectoral approach
incorporating domestic and regional options, which in different combinations could
assist Jordan to meet its water challenge in the absence of a large-scale RSDS
Conveyance Project offers the best way forward (Yorke 2009 , 2013 , pp. 94–132).
Priorities for immediate implementation – some already embarked upon by the government – are identifi ed below that would meet the criteria earlier set out and assist
Jordan through small steps to narrow its short- and medium-term defi cits; to protect
its aquifers; to extend the period before a bulk solution is required and to identify
long-term options for that supply. It is suggested these solutions be pursued in parallel, planned by national decision-makers in consultation with the public, coordinated inter-ministerially, and implemented with an agreed time-line.
15.3.2.1 Transforming the Water Sector
A necessary start point for the new approach would be the formal adoption of integrated planning across government and sectors. This would provide means to ensure
that strategically important but scarce water is prioritised, its true cost accounted for
and its management aligned with cross-sector implementation of the policies chosen
to fulfi l growth objectives. The resulting plan, with time-line and benchmarks,
would provide frame for the required “step change” in water management.
A switch to integrated planning, reportedly underway, will be technically challenging. Decision-makers will face diffi cult choices given the food and energy
needs of an expanding population, the need to attain higher growth levels and climate change impacts on water availability. It is suggested therefore that as part of
the political transition, the king, prime minister and cabinet formally mandate this
switch, thereby providing for prioritisation of water in investment decisions and
optimisation of its use for future water security. This “game-changing” move would
signal to “shadow state” members that new rules of the game will henceforth apply
to water allocation and counter public scepticism on government intentions. At the
same time, the national dialogue underway would provide opportunity for stakeholders to identify and agree “win-win” solutions that take availability, costs and the
needs of the poor into account. These could be fed into planning. Donors could be
expected to collaborate with the government to develop institutional capacity to roll
out the plan. They could fund, if Jordan wishes: analysis of the true value of water,
support for compilation of comprehensive data in a single centralised source, consultancy on options for restructured tariffs targeting subsidies more fairly and for
trade policy adjustments on lifting import tariffs on water-thirsty crops (Yorke 2013 ,
pp. 96–97). Power realities in the kingdom will change only slowly, however. The
following discussion with proposals for domestic and regional solutions therefore
identifi es how these might be facilitated by the wider political transition, sequenced
over time to neutralise resistance of opponents and maximise stakeholder
cooperation, and be supported by regional and international players.
15 Jordan’s Shadow State and Water Management: Prospects for Water Security…