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! ! ! ! ! ! ! 420 W 118th Street New York, NY 10031 Phone: 212-456-9876 E-Mail: J.MacIntyre@jci.org Web: JamesConsultingInc.org June 22, 2014

Ragheda Rabie Contracting Officer USAID/Jordan Unit #70206 APO AE Subject: Request for Proposal No. SOL-278-14-000006

Building Economic Sustainability through Tourism Dear Ms. Rabie: James Consulting, Inc. (JCI) is pleased to submit our proposal to work on behalf of the United States Agency for International Development (USAID) on the USAID RFA No. SOL-278-14-000006, Building Economic Sustainability through Tourism (BEST). For the past 35 years, JCI has successfully designed and executed a wide range of development projects across the globe. We have a proven track record of working with USAID on both private and public sector development projects. Our firm has extensive demonstrated technical expertise in small business development, capacity building, environment and finance. JCI has been responsible for implementing successful USAID tourism development projects in Mozambique, Rwanda, and Turkmenistan and our team has previously consulted with the governments of Egypt, Israel, Turkey, and Jordan on tourism development. Further, JCI has a 15 year presence in Jordan since the establishment of our county office in 2000. We have in-depth knowledge of the country and its assets as well as a strong network of relationships with Jordanian partners. JCI has the resources and expertise necessary to develop Jordan into a world-class tourist destination. We look forward to the opportunity to work with USAID in ensuring the success of BEST and spurring Jordan’s sustained economic growth over the coming years. Please do not hesitate to contact me if we can provide any additional information. Thank you for your time and consideration Sincerely,

Jessica MacIntyre, PhD President James Consulting, Inc.

JCIJames Consulting, Inc.

BEST Jordan:Building Economic Sustainability through Tourism

USAID Request for Proposal No. SOL-278-14-000006Prepared by James Consulting, Inc.

JCI Proposal TeamJenesil Benito (jab2382)Ashley Day (aad2171)Megan Ginivan (mmg2206)Elaine Kubik (mek2211)Soomin Lee (sl3748)Caitlyn McElroy (cmm2318)

Proposal prepared for PUAF 6260: Management Training for Development Professionals

JCI US Contact420 W 118th StreetNew York, NY 10031USAPh: (212) 456-9876J.MacIntyre@jci.orgFax: (212) 812-4012

JCI Jordan ContactAbdulqadar Al-Abed StreetBuilding No. 10Tia’a Al-Ali, Amman, JordanPh: +962 (6) 553.1820M.Sultan@jci.orgFax: +962 (6) 553-1990

Table of ContentsAcronyms………………………………………………………………………………..Executive Summary……………………………………………………………………I. Technical Approach…………………………………………………………………..

i. Foundational Elements………………………………………………………a. Five-Year Competitiveness Plan…………………………..………b. Tourism Partnership Fund for Jordan……………………………..

ii. Enabling Environment……………………………………………………….a. Landscape Analysis…………………………………………………b. Capacity Building…………………………………………………….

iii. Asset Development………………………………………………………….a. Research and Analysis………………………………………………b. Human Resource Development…………………………………….c. Product and Site Development……………………………………..

iv. Marketing and Branding………………………………….………………….a. Strategy Development..……………………………………………..b. Jordan Tourism Board Evaluation………………………………….c. Strengthening and Leveraging Key Players………………………

v. Access to Finance……………………………………………………………a. Develop Government Support…………………..…………………b. Train SMEs………………………………………………………..…c. Strengthen PPPs………………………………………………….…

vi. Cross-Cutting Initiatives………………………………………………..…..a. Box 1: Gender Action Plan…………………..……………………..b. Box 2: Environmental Activities…………………………………….

II. Management Plan……………………………………………………………………i. Team Strategy and Structure………………………………………………..ii. Team Members……………………………………………………………….iii. Partner Organizations……………………………………………………….iv. Partnership Management…………………………………………………..

III. Implementation Plan………………………………………………………………..IV. Budget…………………………………………………………………………..……V. Performance Monitoring…………………………………………………………….

i. Evaluation Plan……………………………………………………………….Annexes

A. Map of Tourism Sites……………………………………………………….B. Travel & Tourism Competitiveness Index………………………………..C. Organization Chart………………………………………………………….D. Staff Roles……………………………………………………………………E. Partner Roles………………………………………………………………..F. Gantt Chart…………………………………………………………………..G. Performance Monitoring Plan….…………………………………….…….

iii1223445666799101011111212131313141415171919202121

24252627293134

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Acronyms

ASEZ Aqaba Special Economic ZoneBDC Business Development CenterCNTA China National Tourism AdministrationCOP Chief of PartyDCI Development Counsellors InternationalDCOP Deputy Chief of PartyECP Egypt Competitiveness ProjectGOJ Government of JordanHCAC Health Care Accreditation CouncilIDB Inter-American Development BankJCI James Consulting, Inc.JIB Jordan Investment BoardJTB Jordan Tourism BoardJTD II Jordan Tourism Development Project IILENS USAID Local Enterprise Support ProjectM&E Monitoring and EvaluationMoL Ministry of LaborMoTA Ministry of Tourism and AntiquitiesNAFES National Fund for Enterprise SupportNHF CBBDS Noor Al Hussein Foundation’s Capacity Building and Business Development Services UnitNMTP USAID Northern Mozambique Tourism ProjectNTS National Tourism StrategyPPPs public-private partnershipsPSD Product and Site DevelopmentRSCN Royal Society for the Conservation of NatureSABEQ USAID Jordan Economic Development ProgramSMEs small- and medium-sized enterprisesSPEED USAID Support Program for Economic and

Enterprise DevelopmentTM Tourism MarketingTPF Tourism Partnership FundUNWTO World Tourism Organization

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Executive Summary

Fully unlocking the potential of Jordan’s unique historical, cultural, and natural attractions has enormous possibility for spurring the country’s long-term economic and social development. James Consulting, Inc. (JCI) is fully prepared to do so using our extensive organizational expertise and strategic partnerships. Our strategy for Building Economic Sustainability through Tourism (BEST) builds upon USAID’s previous success with Jordan Tourism Development Projects II and III to support the objectives outlined in Jordan’s National Tourism Strategy (NTS). JCI’s strategy is designed to build the Jordanian tourism industry across all links in the value chain. Our approach will foster a strong enabling environment to promote private investment and access to finance as well as create a data-driven industry with strategic, targeted investment and marketing. Through training partnerships and national curriculum development, we will enable Jordan to build the human resource capacity necessary to build and sustain an internationally competitive tourism industry. Collaboration is central to our approach. Partnerships with leading international tourism institutions will lend considerable expertise to the project and bring Jordan’s tourism industry in line with global best practices. Partnering with local organizations and members of the private sector, JCI will tap into the wealth of expertise and resources Jordan has already developed. JCI is uniquely qualified to implement this project. Our global reach and reputation allows us to bring exceptionally qualified international partners to the table. With thirty-five years of experience, JCI has managed a large and diverse portfolio of projects within the tourism industry and the region. We understand the realities and complexities of implementing a project of this nature and scale. JCI is well-positioned to seamlessly get BEST off the ground. The project will be managed under the direction of Chief of Party, Khalid Madanat. Mr. Madanat brings 32 years of experience in tourism policy, asset development, management, education, and strategic planning. He is a Jordan national and will be leading a project team comprised of predominantly local staff while still utilizing the necessary external expertise. These exceptional professionals not only bring years of experience and critical skills to the project, but will also ensure our technical approach is grounded in an in-depth understanding of the Jordanian context. Further, the team will have gender parity as part of the project’s commitment to increase gender equity throughout the industry. JCI’s approach, supported by key technical partners and a strong, balanced professional management team, will build the Jordanian tourism industry into an internationally competitive engine of economic growth. Further, with special attention to environmental concerns and gender inclusion, JCI will ensure the development of an industry that supports sustainability and gender equity throughout the life of the project and into the future.

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I. Technical Approach Our technical approach leverages JCI’s global reach and past successes in Jordan to give local actors the expertise and support needed to build and sustain an internationally competitive tourism industry in Jordan. We will build upon USAID’s previous success in developing the Jordanian tourism industry to reinforce the national priorities in the 2011-2015 Jordan National Tourism Strategy (NTS). Our approach will promote industry growth across the value chain (Figure 1). Key activities will support a stronger enabling environment that fosters private investment and financial access and is conducive to productive partnerships. High quality market research and analytics will create a data-driven industry with investment and marketing carefully targeted where they will have the greatest impact. Underpinning all of these activities, a focus on human resource development will be critical to unleashing the industry’s full potential. Collaboration and capacity building are central to our approach. JCI’s proposal will enable Jordan to build its tourism industry throughout the life of the project and beyond.

Select partnerships with international institutions will lend considerable expertise to the project and help bring Jordan’s tourism industry in line with global best practices. These partnerships, however, are designed to reflect diminishing involvement as the project progresses. After initial phases of support, capacity strengthening, and knowledge transfer, Jordanian tourism institutions will successfully operate independently. Partnerships among Jordanian organizations are equally critical to our approach. The Tourism Partnership Fund (TFP) in particular will support these partnerships through competitive awards to local service providers and entrepreneurs. Further, public-private partnerships (PPPs) will leverage the private sector’s considerable resources and expertise. Private sector buy-in is vital for long-term sustainability. Our approach will use the Jordanian tourism industry to promote national economic prosperity and job growth, while paying special attention to the cross-cutting issues of female engagement and environmental stewardship. Integrating conservation and strong environmental management into our approach will allow us to spur the development of tourism while ensuring the sustainability of Jordan’s tourism product. We will

Informa(on)&)Sales) Access)&)Transporta(on)

Food)&)Lodging) A9rac(ons)&))Ac(vi(es)

Services)

Feedback)

A=er)Sale)Services)

•  JTB$•  Travel$Agents$•  Tour$Operators$•  DMOs$$•  Brochures$•  Media$•  Internet$(website)$

•  Word$of$mouth$

•  Airports$•  Borders$•  Customs$&$ImmigraCon$

•  Airlines$•  Railway$•  Car$Rental$•  Cruise$Ships$•  Taxis$•  Tourist$busses$

Arrival)&))Orienta(on)

•  Signage$•  InformaCon$kiosks$

•  Guide$books$•  Tourist$maps$•  Customers’$hotline$

•  Hotels$•  Motels$•  Camping$•  Bed$&$Breakfast$•  Timeshare$•  Friends$&$relaCves$

•  Resorts$•  Restaurants$

•  City$sites$•  Shopping$•  Entertainment$•  Outdoor$parks$•  Beaches$•  Cultural$events$•  Historical$sites$•  Theme$parks$•  Wildlife$•  Adventure$•  Ecotourism$

•  Tour$Guides$•  Medical$&$health$

•  Business$centers$

•  VAT$refund$

•  Experience$feedback$

•  ResulCng$experience$

•  Frequency$of$returning$to$a$desCnaCon$

•  JTB$follow$up$•  Word$of$mouth$

Laws)&)Regula(ons)) Gender)&)Environment)

Capacity)Building)&)Trainings) Access)to)Finance)

<Source:$Ministry$of$Tourism$and$AnCquiCes.$Jordan$NaConal$Tourism$Strategy$2004$–$2010>$

FIGURE 1: JCI’s key activities will strengthen Jordan’s tourism sector across the value chain.

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develop and promote opportunities for female engagement in the industry’s workforce throughout the project. While female engagement is woven into each project component, we have developed a separate Gender Action Plan. This plan recognizes the central importance of female involvement to the success of the tourism industry and Jordan’s economic growth more broadly. Specific key action areas are elaborated below. Our approach is organized around USAID’s core objectives and is outlined in detail as follows:

i. Foundational Elementsii. Enabling Environmentiii. Asset Developmentiv. Marketing and Brandingv. Access to Financevi. Cross-Cutting Initiatives

a. Gender Action Planb. Environmental Activities

i. Foundational Elements

a. Five-Year Competitiveness PlanA comprehensive five-year competitiveness plan founded in existing research, primary data collection, and value chain analysis will inform overall and annual strategies throughout the life of the project. JCI will complete the strategy within the first 120 days of the award in collaboration with the Jordanian government,

FIGURE 2: JCI’s strategies support four central objectives that will build Jordan’s tourism sector into an internationally competitive industry

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business leaders, local NGOs, and USAID. Key activities to inform this strategy (discussed in detail below) include:

• Legislative and policy review• Stakeholder mapping• Market assessment • Institutional capacity assessment• National curriculum assessment • Data collection of industry-wide trends• Source market assessments

The plan will clearly identify market constraints, value chain needs, and potential investors. It will delineate clear responsibilities for project partners. Further, it will include clear plans for boosting tourism traffic with particular attention to seasonal trends, increasing tourist receipts, and supporting female-owned businesses.

To measure project impact, JCI will use an index based on the World Economic Forum’s Tourism and Travel Competitiveness Index. This is a globally recognized index on which Jordan has traditionally performed poorly. These indicators are not only comprehensive, but will be highly indicative of Jordan’s international competitiveness. These indicators are incorporated in our Performance Monitoring and Evaluation Plan (Annex G) and detailed in full in (Annex B).

b. Tourism Partnership Fund for JordanThe TPF for Jordan will award funds to local service providers through a competitive bid process in order to foster an enabling and competitive tourism market in Jordan. JCI will aim to strategically allocate at least 20% of contract awarded funds through the TPF in order to bolster project goals and objectives. JCI has approximated fund dispersion diversification by sector as shown in Figure 3. A website will be created and maintained for TPF to manage external facing information and bid announcements, and to disseminate a monthly newsletter.

Prospective Grant AwardeesAllotment to Women-led / Women-owned initiatives

JCI Tourism Partnership Fund*

~ $8M USD20% of total award

5%Innovative

Ideas

40%Secondary Site Development

15%Collaboration

Promotion

10%Industry

Working Groups

15%Maintain Quality

Standards

15%Equipment & Commodities

Providers20%

20%

20%20%

20%

20%

*Contingent on funding availability and quality of grant applications received.

FIGURE 3: The Tourism Partnership Fund for Jordan

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ii. Enabling Environment

Attracting private investment is essential to support an internationally competitive tourism industry. Jordan, however, currently ranks 107th (out of 189 countries) on the World Bank’s Ease of Doing Business Index, and 60th (out of 141) on the Travel and Tourism Competitiveness Index, rankings that place Jordan below other countries in the region.1,2 These poor rankings are indicative of the barriers to private investment. However, recent legislation - namely the New Investment Law - is promising, and demonstrates the government’s commitment to improving the business and investment environment.3 We will systematically build upon this momentum to support a legislative and regulatory climate conducive to private investment, business development, and long-term economic growth. This will be accomplished through the following:

a. Landscape AnalysisTo identify and target priority areas for bolstering competitiveness of the tourism sector, JCI will conduct a comprehensive landscape analysis of Jordan’s current business climate and investment environment comprising of three components: 1) legislative and policy review; 2) stakeholder mapping; and 3) capacity assessment. Legislative and Policy ReviewWithin the first six months, JCI will complete a systematic review of current laws, regulations, and policies impacting the travel and tourism sector. This will allow JCI to pinpoint key risks, gaps, and opportunities in Jordan’s regulatory climate to identify priority areas for reform. In particular, we will review laws and regulations within the following areas:

• Entry requirements• Transport restrictions• Environmental laws• Licensing regulations• Professional bylaws• Hotel classification• Laws governing public-private partnerships• Gender protection laws

JCI will collaborate with the relevant ministries, including the Ministry of Labor (MoL) and the Ministry of Tourism and Antiquities (MoTA), to draft enabling legislation and policies. At least six reforms will be adopted and implemented over the course of the project.

Stakeholder MappingJCI will also map key stakeholders, their current and expected duties, and their existing relationships. The stakeholder map is crucial to identifying key agents and evaluating the potential for engaging new actors, creating new linkages, and creating new responsibilities within the tourism ecosystem. This will support improved operational efficiency and reduced bureaucratic burden on the private sector. Capacity AssessmentOnce key stakeholders are identified, JCI will assess the organizational capacity of major actors in the tourism industry. USAID’s 2013 assessment found that the Jordanian tourism sector suffers from poor oversight, inadequate management, and weak institutional relationships.3 Building on these findings, JCI will evaluate the current capacity of the Jordan Tourism Board (JTB) to fulfill its mandate as a link between the public and private sectors in creating and implementing strategies for promoting Jordanian tourism. JCI will also critically assess the MoTA’s capacity as a hub for managing, coordinating, and overseeing all activities of the travel and tourism sector, including developing the laws, regulations, policies, and procedures to establish a sound enabling environment.

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b. Capacity BuildingBased on the capacity assessment, JCI will be able to provide targeted recommendations and support to the MoTa, JTB, and other relevant stakeholders on creating laws, regulations, policies, and procedures to attract private investment. Recognizing previously identified weaknesses of sector management capacity, JCI will implement a targeted capacity building strategy focusing on three key areas:

• Institutional and legal framework development• Leadership, management, and governance• Business development

Specific content and objectives of the trainings for these thematic areas will be tailored according to results of the capacity assessment.

Institutional and Legal Management and ReformJCI will provide direct consultations, one-on-one trainings, and small workshops to key GOJ actors identified through stakeholder mapping. These activities will build capacity around developing, drafting, adopting, and implementing new policies in response to priority policy areas identified in the legislative and policy review. JCI will build the fundamental skills and knowledge necessary to respond to industry challenges and to craft and implement effective regulations. This skills development will create an environment conducive to the regulatory reform required to ensure that at least six new policies are adopted and implemented.

Leadership, Management, and GovernanceUSAID’s 2013 assessment found that Jordan’s tourism sector is hindered by poor governance, with high fragmentation, overlapping mandates, and skill gaps in leadership and management.3 JCI will support the MoTA in centrally managing the coordination of all tourism activities. In particular, JCI will help develop mechanisms to centralize the activities that are currently independently managed by the Ministry of Culture and the Ministry of Environment and by sub-national institutions like the Petra Development and Tourism Authority. Together with the JTB, the MoTA will be responsible for developing private sector engagement through incentive programs that build on the Investment Promotion Law.4 To strengthen the MoTA’s ability to manage these functions, we will target critical administrators identified through the stakeholder mapping. Training for these administrators will build effective structures for managing processes, procedures and internal and external institutional relationships. JCI will work with the JTB to create local industry working groups. These groups will focus on local tourism challenges and product development. They will serve as liaisons between the Jordan Tourism Board, sub-national institutions, business associations and chambers, investors, and the private sector in general. Along with the JTB, JCI will develop these groups and assist in registering them as public-private partners with clear paths for engagement with the MoTA and the JTB.

Business DevelopmentJCI will support local small- and medium-sized enterprises (SMEs) with skills and competencies that make them more attractive prospects for private investment. The project will partner with the Noor Al Hussein Foundation’s Capacity Building and Business Development Services Unit (NHF CBBDS) to establish a business development program for SMEs. The program will offer technical assistance on business plans, strategic planning, and financial management. The program will also facilitate greater access to finance, working with USAID’s Local Enterprise Support Project (LENS) (access to finance is discussed further in Section v.). Further, NHF CBBDS’s business services will link SMEs with business associations and chambers who can share knowledge and resources through their networks. The program will offer opportunities for associations to meet quarterly with working groups, building a community of practice to share current trends, insights, opportunities, and challenges in the tourism industry. The project’s central website and electronic newsletter in collaboration with JTB will further support this community of practice (discussed further in Section iv: Marketing and Branding).

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ii. Asset Development

a. Sustainable Research and Analysis CapacityA partnership between the Dublin Institute of Technology’s Tourism Research Centre and the Jordan Tourism Board will build Jordanian research and data analysis capacity to support tourism asset development, marketing and product growth.

The Dublin Institute of Technology’s Tourism Research Centre is an internationally recognized leader in tourism research and their partnership brings considerable expertise to the project. The Dublin Research Centre specializes in designing market research programs, tourist product assessments, and staff training.5 It will support the Jordan Tourism Board in establishing the Jordanian Institute for Tourism Research. The first task will be an initial collection of sector data including:

• International and domestic tourist trends including travel behavior, intentions, and attitudes• Industry performance including rates, occupancy, market mix and seasonal trends• Post-visit tourist perceptions•

This data collection will build upon marketing research (discussed in Section iv: Marketing and Branding) to inform product development and ensure asset development is appropriate to meet source market demands. Further, it will serve as a model for future data analysis, as the institute transitions to operating independently by the end of year three.Creation of the Jordan Institute for Tourism Research and preliminary sector data analysis with the support of the Dublin Research Centre is a critical step in building institutional capacity for consistently using tourism data and analytics to support sector-wide decision-making.

b. Human Resource DevelopmentStrengthening human resource capacity is vital to Jordan building its tourism industry and sustaining that growth over time. The 2013 USAID sector assessment found that insufficient labor skills are the greatest obstacle to companies establishing or maintaining a commercial presence in Jordan.3 To meet labor demands, two priority activities will address the weaknesses of national university training programs and the critical gaps in site management capabilities. National Curriculum Needs AssessmentCurrent university tourism programs are failing to meet industry needs as curriculums do not match market demands. Cornell University School of Hotel Management is the highest ranked hospitality school in the United States and is recognized globally for the strength of its program and the quality of its graduates. A cadre of key faculty from Cornell University will conduct an assessment of current industry needs and the deficiencies in Jordan’s university programs.

The results of this assessment will form the basis of curriculum improvements on a national-scale, in continued partnership with Cornell University advisors and the Ministry of Education. These changes will be designed in close consultation with the American Center for Oriental Research who will ensure that curriculums appropriately incorporate cultural resource management.

There will be four primary objectives in developing stronger tourism and hospitality programs:

• New programs will match market demand so that graduates can immediately fill available positions in the tourism sector with success at management and supervisory levels.

• There will be nationally recognized core competencies and minimum standards for a tourism curriculum, creating a deeper talent pool for asset development across Jordan, beyond major cities.

• Programs will more effectively promote tourism careers and boost enrollment • University programs will be designed to attract greater female enrollment and ensure increased female

participation in the tourism workforce.

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Tourism Site Management: Training of TrainersSite management is a critical challenge for Jordan’s key tourist destinations which are dependent on the natural environment and the preservation of historical monuments.3 These sites and attractions are a vital component of the tourism value chain. Traveler experiences of cleanliness, information, ticketing, and overall presentation at tourist destinations are key determinants of their perceptions of Jordan.3 JCI will partner with the U.S. National Park Service to build the human resource capacity Jordan needs to successfully and sustainably manage its tourist assets.

In 2011, the U.S. Park Service conducted a successful USAID-sponsored training for rangers and guards on site management and tourist assistance at the Petra Archaeological Park.6 Building on this success, JCI will facilitate similar trainings at other major sites including Aqaba, Wadi Rum, Amman, and the Dead Sea. These trainings will focus on preservation, conservation, crowd management, and tourist interactions.

This training program will use a training of trainers model. After U.S. Park Service trainings, trained Jordanian staff will implement their own trainings at secondary sites, including Salt, Ajloun, Jerash, Kerak, Madaba, and Tafileh. This will ensure that developing secondary sites have the human resource capacity to support site improvements going forward. A strong network of well-managed secondary tourist sites is critical to both attracting visitors as well as encouraging them to extend their stays.

c. Product and Site Development Jordan is failing to retain tourists; the majority of tourists visit destinations only for a day or a one-night stay.3 Boosting the amenities and activities available beyond primary sites and marketing them as part of cohesive itineraries will allow Jordan to more fully capitalize on its assets as a tourist destination. Grant Program Targeting Secondary SitesTo support the development of secondary tourist sites, particularly the entertainment and amenity options available, JCI will initiate a small business grant program in communities surrounding targeted secondary sites. This program will build on USAID’s success with a similar model in Salt. The Salt program chose a local NGO to manage development grants and a training program that supported 16 new businesses, including restaurants and handicraft production and retail outlets.6

JCI will expand this model to Ajloun, Jerash, Kerak, Madaba, and Tafileh. Local NGOs will compete to manage development grant programs. Development grants will support businesses that expand the services and experiences available to customers, particularly restaurants, cultural experiences, and small mid-range lodging options. A minimum of 20% of grants will go to women-owned or led enterprises. Further, JCI will work with local partners to offer trainings at each location. These trainings will be complementary to the business and financial management trainings that JCI will be supporting. Similar to the Salt model, they will focus on day-to-day operational competency, including hospitality and tourist interactions, English language training, and safe food handling.6 JCI will also connect these businesses to the JTB and its marketing resources (discussed in more detail in Section iv. Marketing and Branding).

The Royal Society for the Conservation of Nature (RSCN) will be an important partner in developing this grant program. JCI will work in close collaboration with the Society to engage communities in the planning and decision-making around upgrading sites and the surrounding tourist products. Communities will be represented in the process and will fully share in the benefits of any improvements. Furthermore, the RSCN will be a critical partner in identifying

FIGURE 4: The Salt grant program built a range of amenities along a Salt Heritage Trail

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and sustaining concessions at secondary sites that promote reinvestment of revenues into site conservation and preservation.

Tour Route DevelopmentAs JCI develops the human resource and business capacity at both primary and secondary sites, JCI will develop at least 10 cohesive tour routes based on these improved offerings. Routes will be centered on Jordan’s key destination assets, but will aim to connect destinations to a broader experience. Experiential areas for routes will include:

• Religious and historical• Ecotourism• Adventure travel• Cultural tourism• Food tourism

Routes will link already popular sites, like Petra and Aqaba, to secondary sites and to activities like outdoor adventures, cultural events and handicraft production. This will encourage tourists to extend stays and increase expenditures. It will also ensure the economic growth generated by tourism is distributed beyond a few central locations. Further, routes that highlight unique activities during fall and winter months will help combat the seasonality of tourist traffic. These routes will be carefully developed on the basis of market research (discussed below) to target the distinct tastes of key source markets.

Medical TourismThe full potential for medical tourism in Jordan is untapped. Jordan boasts a high quality, advanced health care sector at significantly lower costs than many key markets.7 While healthcare in Jordan is well aligned with many major market trends in medical tourism, a lack of accreditation severely hampers its international competitiveness.3 In 2010, medical tourism generated $1.2 billion USD for Jordan.7 With a comprehensive accreditation system, medical tourism is poised to become a major driver of sector growth.

JCI has a successful track record of supporting medical tourism accreditation schemes in Turkey, Mexico, and Malaysia. We will leverage this expertise in partnership with the Health Care Accreditation Council (HCAC). JCI will work with the HCAC to develop a strategic accreditation plan and will advise them on implementation over the life of the project.

Developing Mid-range Travel AmenitiesJordan needs to better cater to mid-range, budget, and domestic travelers. These groups represent untapped opportunities to boost tourist traffic and receipts. The industry is currently dominated by four- and five-star amenities with few quality options available at lower price points.3

JCI will build this market segment through several strategies. Activities to promote private sector engagement will include targeting investors for mid-range facilities. Further, the business development and financial access services for entrepreneurs and SMEs will support current and aspiring businesses of a wide-range of hotel and restaurant options (elaborated in Section ii and Section v). Secondary site development grants, discussed above, will support the development of mid-range hotel options at secondary sites.

Additionally, under the direction of the Tourism Product and Site Development team leader, JCI will create a classification system for hotels and restaurants across Jordan. This classification scheme will serve two purposes. First, a national, published system will encourage existing budget and mid-range facilities to meet minimum quality standards. Second, a clear classification system will allow for clearer, more effective marketing to consumers looking for specific travel options.

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iv. Marketing and Branding There is enormous potential for Jordan to expand its tourism industry through a targeted, coherent branding and marketing strategy. It has one of the highest returns on tourism promotion in the region.3 Particularly in light of recent regional instability, Jordan can capitalize by marketing itself as a safe, stable alternative, with a range of tourist product offerings. To this end, JCI will work with internationally renowned Bloom Consulting to develop an innovative, effective branding strategy. We will support key players to ensure successful, consistent implementation of branding and marketing across all industry levels.

a. Strategy DevelopmentBloom Consulting is a globally recognized leader in national brand development. They have developed innovative branding strategies and marketing campaigns for clients including Germany, the Seychelles, Sweden, Aruba, Brussels, and Madrid.8 They have innovative, proprietary methodologies for assessing current trends in tourist demands and creating branding. Bloom will use its demand methodologies and branding tools to create a Jordan tourism brand strategy. This strategy will be informed by comprehensive assessments of target source markets. Based on Bloom’s expert consultation and branding strategy, JCI will develop tailored market strategies for each of the key source markets using the data collected on traveler perceptions and current marketing reach, as well as focus groups, surveys and interviews where feasible. JCI’s performance monitoring plan is designed to measure the success of these marketing strategies and inform necessary improvement throughout the project lifespan. The tools and assessments that will build this branding strategy are detailed below. Bloom Assessment Methodologies10

Variable 1: A strong country tourism brand will achieve financial gains. Economic performance is calculated using UNWTO tourism statistics on tourism receipts and tourism receipt growth rate. Variable 2: The Digital Demand (D2) tool measures total online search volume for tourism-related activities and attractions within a country to assess the strength and reach of a country’s brand. The tool uses over 3,818,00 keywords and brandtags across nine languages. Variable 3: Country Brand Strategy (CBS) rating is calculated by formulae that compare the most searched-for brandtags for a country to the brandtags most heavily promoted by the country’s national tourism organization (i.e. the JTB in Jordan). The CBS also provides an analysis of the demand for information about tourism in their country in the international market. Variable 4: Online performance analyzes the total online presence of a country brand. A website analytics tool calculates the total visits to and average time spent per visitor on the official webpage as well as social media sources.

FIGURE 5: Bloom Consulting’s proprietary assessment methodology will use 4 variables to critically assess current industry trends and marketing strategies.10

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Source Market Assessments• Domestic MarketUSAID’s 2013 assessment found that, overwhelmingly, Jordanians chose to travel to regional destinations. Domestic travelers believe other countries offer better value for money.3 It is critical to understand what drives this perception, the income levels of target travelers, and how to market mid-range accommodations and activities. To this end, Bloom and JCI will evaluate key characteristics of and conduct focus groups with different market segments of potential domestic tourists.• Regional marketGulf travelers have historically provided a cushion for the tourist sector during regional instability that may deter other international travelers.3 Jordan, however, needs to do more to cater to these traveler’s tastes and to capitalize on this lucrative market. The assessment will quantify the potential boost in regional travel, how to attract these tourists, and how to encourage them to extend their stays.• Europe and North AmericaEuropean and North American markets are highly sensitive to regional instability.3 Much travel from this market is in the form of multi-country tours which many travelers are avoiding altogether.3 There is huge opportunity for Jordan to market itself as a safe, accessible alternative in the region. The assessment will evaluate conceptions and misconceptions of Jordan. Further, it will give a more detailed picture of the product offerings that appeal to this market, what factors contribute to travelers’ destination choices, and how to best present Jordan as a standalone destination.

b. Jordan Tourism Board EvaluationTo ensure the success of Jordan’s tourism brand and marketing strategy, JCI will assess the current strengths and weaknesses of the JTB who is primarily responsible for tourism marketing. This will include an assessment of the JTB’s current marketing approach and its capacity to inform the development and implementation of future strategies. Based on the results of this assessment, JCI will work with JTB to build the institutional and staff capacity necessary to effectively oversee brand and marketing strategies.

c. Strengthening and Leveraging Key PlayersHigh-level StakeholdersLarge client-facing organizations are essential for effective roll-out of the tourism brand strategy and key source market marketing plans. These include actors such as airlines, namely the Royal Jordanian Airlines, luxury hotel groups, travel agent networks, tour operator associations, and international travel websites. JCI

FIGURE 6: Bloom Branding Wheel10

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will actively engage these partners in disseminating and rolling out the marketing strategy to ensure cohesion across the sector.

Small and Local BusinessesSmall and independent businesses have been identified as key for tourism growth within Jordan. Marketing will be integrated into the business development training initiatives discussed above (Section i). We will conduct outreach and provide additional resources to small businesses and independent artisans on how to market themselves and use the JTB as a resource. Connecting small businesses to the JTB will help ensure that they have the resources to succeed and that marketing efforts highlight these small businesses and faithfully reflect the diversity of tourism products available in Jordan. Communications OutreachA monthly newsletter will circulate to all members within the JTB network, ranging from high-level partners to local small business owners. This newsletter will include highlights of marketing efforts, successes, and opportunities. It will help maintain a more cohesive, uniform branding approach throughout levels of the industry and help the industry develop a knowledge base of best practices. Further, it will allow smaller, growing regional tourist attractions to benefit more fully from the JTB’s efforts.

v. Access to Finance

Access to capital is a limiting factor for Jordanian businesses in tourism. Jordan ranks 165 out of 187 on the Getting Credit indicator in the Ease of Doing Business Indicator.1 It is especially difficult for small- and medium-sized enterprises (SMEs) to access credit. This disproportionately affects female business owners, the majority of whom own SMEs. Increasing access to credit for SME owners and entrepreneurs in the tourism industry will improve diverse tourism products and also bolster female involvement in the industry. JCI will do this in the following ways:

a. Develop Government Support for Financing Tourism ProjectsJordan has a large and thriving banking and financial services sector, and the Jordan Investment Board (JIB) oversees a wide range of services that finance tourism projects. The project will partner with the JIB and USAID’s Local Enterprise Support Project (LENS) to create mechanisms to direct funding towards eligible tourism projects. Project eligibility criteria will include:

• Environmental sustainability• Respect for labor rights• Contribution to overall development

Special consideration will be given to women-owned and led businesses and enterprises promoting female participation int he workforce, secondary site development, and budget and mid-range travel amenities.

Further, JCI will work with the government to establish incentives for investment in the tourism sector. In particular, the JIB can offer medium to long-term funding through direct loans and loan guarantees to eligible investment projects in the tourism sector. While major funding activities will be directed towards larger projects, we will work with the government to create incentives for companies to work with SMEs, supporting the development of community-based tourism.

The JIB can also provide political risk insurance to encourage both domestic and foreign businesses to take advantage of commercially-attractive opportunities in the tourism sector. JIB insurance can provide innovative and cost-effective risk-mitigation products to minimize losses to tangible assets, investment value, and earnings. This will increase incentives for investors and mitigate concerns around regional instability.

JCI will also advise JIB in actively developing strategic alliances with foreign investors including multilateral

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development banks and governmental institutions such as the International Finance Corporation, Overseas Private Investment Corporation, and Jordan Enterprise Development Corporation to attract capital for Jordanian small- and medium-sized enterprises (SMEs) in the tourism sector.

Lastly, as part of the enabling environment landscape analysis, we will asses laws and regulation that impact access to foreign capital and credit to identify investment barriers such as licenses and approvals, foreign ownership restrictions, import restrictions, taxes and investor protection. We will work with the government to develop strategies and reforms to overcome these barriers, including greater use of existing Free Economic Zones and Aqaba Special Economic Zone (ASEZ) to attract more foreign direct investors. b. Train SMEs and EntrepreneursAs discussed above (in Section i) JCI will develop a comprehensive business services program. This program will increase financial access by training small businesses and entrepreneurs to prepare business plans and financial information in a way that attracts lenders and equity investors. The program will capitalize on existing resources including:

• Business Development Center (BDC): Established in 2005, the innovative, and now fully sustainable, training program was designed to narrow existing disconnects between Jordanian SMEs and financial institutions.

• Tatweer: Tatweer is an economic development project funded by the USAID and managed by BDC. Its main objective is to provide financial assistance to increase the competitiveness of private businesses in Jordan, targeting SMEs.

• National Fund for Enterprise Support (NAFES): NAFES is a program established jointly between the GOJ and Japan, aimed at providing support to SMEs by assisting in the implementation of development projects. Areas of support include management consulting, IT systems implementation and human resource development.

• USAID Jordan Economic Development Program (SABEQ): The program is a broad economic development initiative focusing on private sector-led growth. It is being implemented by Deloitte Consulting LLP, which has engaged with international and local partner firms.

These programs have the necessary expertise and resources to make Jordanian businesses more attractive to investment and will be valuable partners in targeting SMEs in the tourism industry. Further, JCI will work with the GOJ to identify specific training needs and methods for engaging women in these efforts. Promising market entry points for women include vocational training and micro-credits to establish small lodgings, restaurants, and gift shops. c. Strengthen Public-Private Partnerships (PPPs) for Tourism Infrastructure ProjectsInadequate infrastructure can be a major impediment to tourism investment. However, infrastructure projects generally require high initial investment for which private financing may be impossible. JCI will work with the GOJ to identify high-priority tourism infrastructure projects (roads, water systems, parking facilities, airports, recreation facilities) and to develop PPP frameworks for their completion. PPPs share risk and the investment burden across partners, protecting government budgets while ensuring the quality and continuity of services provided to the public.

JCI will advise the GOJ in creating mechanisms and incentives to engage venture capitalists in the tourism sector. As JCI develops these mechanisms, JCI will engage promising players in the venture capitalist field, including the Acumen Fund, Avantage Ventures, Root Capital, and LGT Venture Philanthropy, in dialogue with the GOJ. The strong enabling environment that our activities support is critical to promote impact investing throughout the sector.

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vi. Cross-Cutting Initiatives Box 1Gender Action PlanJCI will work to ensure that gender equity is integrated throughout project implementation. A gender specialist will work with the project team to ensure that activities are gender sensitive and will reach critical targets for women in the tourism sector. Specific gender activities will be developed in consultation with the USAID Jordan Workforce Development Activity and Gender Equality and Female Empowerment Project.

Recognizing the central importance of gender to the project’s objectives, JCI has developed a centralized Gender Action Plan. These activities achieve USAID’s objective of a 15% increase in women’s participation in the tourism workforce. Key activities will include:

• Assess employment opportunities for women in Jordan’s tourism sector• Collaborate with Brookings Institute to ensure national curricula are gender neutral• Work with universities to improve the enrollment of women in tourism degree programs• Collaborate with UN Women on the Gender Equity Seal program to add a requirement for gender

neutral employment advertisements• Provide necessary skills trainings to encourage the establishment of women led and owned

enterprises, particularly in tourism sub-sectors• Conduct a feasibility and market assessment of a “women for women” tourism market• Target inclusion of women in secondary site development• Work with the Ministry of Labor to improve legal protections for women in the workforce• Work in partnership with the private sector to improve the workplace environment for women by

reducing harassment and discriminatory practices• Provide additional business strategy and technical support to women-owned businesses• Encourage women’s leadership in business associations• Work with the Jordanian Women’s Union to engage women in female empowerment activities

Box 2Environmental ActivitiesJCI is mindful of, and committed to, environmental conservation in all tourist development activities. As such, we plan to hire an Environmental Consultant on a contract basis to advise on the integration of environmental stewardship in all project areas. We also plan to further develop Jordan’s environmental tourism sites. Proposed cross-cutting initiatives include:

• Working with the tourism sector (airlines, hotel groups, restaurants, concessionaires, ground transport companies, etc.) to implement eco-friendly best practices

• Incorporating environmental awareness into tourism curriculum• Developing and marketing ecotourism sites• Implementing initiatives to prevent the negative impact of tourism on biodiversity, particularly in Aqaba• Advocating for strict laws and regulations at all ecological sites• Improving conservation practices to promote sustainable tourism at main tourist sites• Partnering with the GOJ to define and regulate recreation zones• Developing a reinvestment plan whereby tourism income would fund site preservation activities

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Foundational Elements

Gender Action Plan

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Thematic PillarsCross-Cutting Initiatives

JCI Technical Approach

Environmental Initiatives

II. Management Plan

i. Team Strategy and Structure

JCI’s core personnel exhibit vast experience and proven strength in all critical and key areas, including leadership, business management, tourism asset development, economic growth, marketing, and strategic partnerships. In addition to this, JCI believes that the success of our technical strategy requires an in-depth understanding of the Jordanian context. As such, our management plan relies heavily on local hires, and 24 of our 28 staff (8 of 12 key staff and all secondary staff) will be Jordanian nationals. Furthermore, all expatriate staff have experience in Jordan or the surrounding region, and speak basic or conversational Arabic. Finally, as our program aims to address gender disparities in the country, our staff will be evenly split among men and women in order to help promote gender equity.

Overall strategic management of the project will fall to the Chief of Party (COP). This will include leading and planning all program activities, and developing systems of results reporting for USAID, the Government of Jordan (GOJ), and project partners. Furthermore, the COP will be responsible for developing and maintaining a variety of public-private partnerships, which the Partnership Coordinator will aid in overseeing. In addition to these operational activities, the COP will be seen as the face of the project, and must implement an active communications strategy for all stakeholders, as well as the general public.

The Deputy Chief of Party (DCOP) will assist the COP in all program activities, and stand in for the COP during any absences. The DCOP will work closely with all Team Leaders on thematic project initiatives, monitoring progress toward intended results and providing quality control on program deliverables. The DCOP will also coordinate cross-cutting initiatives that leverage multiple thematic areas. In addition to these responsibilities, the DCOP will oversee the internal operations of the team, and will serve as the direct supervisor to the Monitoring & Evaluation (M&E) Manager, Finance Officer, and Logistics & Administration Officer. The M&E Manager will be responsible for implementing quantitative and qualitative systems of evaluation across all program areas, including subcontract activities. The Finance Officer will be in charge of overseeing all budgetary transactions, and the Logistics & Administration Officer will be responsible for ensuring effective project coordination and operations.

Our strategy focuses on four thematic areas, each with a Team Leader reporting to the COP and DCOP.

FIGURE 7

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These areas are: enabling environment, asset development, marketing and branding, and access to finance. Each of these Team Leaders will oversee other managers, analysts, and/or other key personnel in implementing and managing thematic activities. In addition to this, we will employ a Gender Specialist who will work with all Team Leaders to integrate gender-sensitive programming in all areas. An Environmental Consultant will be brought in on a contractual basis to advise on cross-cutting environmental initiatives. We will contract with Bloom Consulting for the first six months of project roll-out to manage and advise on brand and marketing strategies.

Key decisions regarding activities, budgeting, and personnel will be handled by the COP, DCOP, Team Leaders, and Finance Officer, with all final decisions left to the DCOP and COP. Background information on core personnel can be found in section ii below. Annex C provides a complete overview of JCI’s management structure.

In addition to JCI’s project team, we will leverage extensive partnerships with both Jordanian and international entities in order to successfully execute the proposed strategy. These strategic partnerships and subcontracts will allow us to access and utilize a high degree of expertise in all program areas. For more information about key partner organizations, reference section iii below.

ii. Team Members

The brief biographies below highlight the extensive and diverse expertise the JCI team will bring to BEST. Key staff responsibilities are presented in Annex D.

Khalid Madanat, Chief of PartyMr. Madanat has 32 years of experience in international development, and is an expert in tourism policy, asset development, management education, and strategic planning. Mr. Madanat is a Jordanian native, is bilingual in Arabic and English, and has extensive consulting and management experience across the world. Most recently, he served as Deputy Chief of Party for the USAID Northern Mozambique Tourism Project (NMTP), and Chief of Party for the subsequent USAID Support Program for Economic and Enterprise Development (SPEED). Prior to these appointments, Mr. Madanat spent 15+ years with the World Tourism Organization (UNWTO), where he served 5 years as the Executive Director for Operational Programs and Institutional Relations and focused on market trends, education and training, public-private partnerships, and the sustainable development of tourism. He holds a B.A. in Archaeology and Tourism from the University of Jordan, and a dual MBA/MA in International Affairs from the University of Pennsylvania Wharton School and Johns Hopkins SAIS.

Sylvia Enos, Deputy Chief of PartyMs. Enos has spent her career in economic growth and tourism, and has 20 years of experience working in market research and analysis, tourism policy, business planning, strategic partnerships, and tourism standards. Currently, she is serving as the Vice President of Solimar International, a tourism development and marketing firm, where her work has focused primarily on partnership development and strategy implementation. Prior to joining Solimar, Ms. Enos served as Director of Tourism Development Programs for the U.S. Department of Commerce, where she hosted events around sustainable tourism planning, asset development, public-private partnerships, and investment promotion strategy development. Ms. Enos holds a B.S. in Economics from American University, and a joint MBA/Masters of Tourism Administration from the George Washington University School of Business. She has previous work experience in the Middle East, and speaks conversational Arabic.

Amira Refai, Enabling Environment Team LeaderMs. Refai is a Senior Consultant in the Amman office of Price Waterhouse Coopers, where for 10 years she has contributed to broad-based economic growth projects through her expertise in business enabling environments. Her skills include stakeholder mapping and analysis, policy analysis, capacity assessment,

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and governmental and organizational development. Most recently, Ms. Refai consulted with the Lebanon office on the Lebanon Tripoli Special Economic Zone Project, supporting the creation of a regionally competitive, business-friendly environment in order to attract foreign investment. Ms. Refai holds a dual JD/MA in International Relations from Boston University.

Sadia Farouk, Capacity Building ExpertMs. Farouk holds a BSc in Management from the London School of Economics, and a MSc in Human and Organizational Capacity Building from the University of Bradford. She has a wealth of international experience in leadership and management training, organizational development, project management, negotiation, financial management and communications. Recently, she served as Senior Training and Capacity Building Expert for a World Bank project on extractive industries in Sierra Leone. Prior to this appointment, Ms. Farouk spent 7 years working in institutional and human capacity building for GIZ in Berlin. Ms. Farouk is currently works as a business consultant at MMIS Management Consulting in Amman, and is fluent in English, German, and Arabic.

David Chen, Tourism Product and Site Development (PSD) Team Leader Mr. Chen is a dual citizen of the U.S. and China, and he earned his PhD in Business Administration from the Chinese University of Hong Kong’s School of Hotel and Tourism Management. For 10 years, he worked for the China National Tourism Administration (CTNA), leading and coordinating complex development projects for the country’s tourism industry. He is an expert in business management techniques and strategic tourism interventions, and his work has focused primarily on site development in both developed and developing areas. He also has a wealth of experience managing public and private partnerships in order to achieve tourism development goals. Prior to joining CTNA, Mr. Chen spent 2 years as a researcher and consultant for Egypt’s Tourism Development Authority, where he learned to speak conversational Arabic. He currently serves as a Senior Tourism Development Consultant at Navigo International.

Omar Ahmed, Project Manager, Product and Site DevelopmentMr. Ahmed has spent his career working on tourism development in Jordan. He received his B.A. in Tourism Management from Jordan Applied University’s College of Hospitality and Tourism Management, where his research focused on ecotourism, as well as improving and expanding tourism curricular programs. This research earned him a consultancy position with the Jordan Tourism Board, where he has spent two years advising on expanding tourism educational opportunities. Mr. Ahmed is currently a project manager with the Royal Society for the Conservation of Nature, where he works on site development for ecotourism activities.

Nina Hussein, Tourism Marketing (TM) Team LeaderMrs. Hussein holds an MSc in International Tourism Marketing from the University of Surrey – Guilford. She previously held the role of Director of Enterprise Marketing at Development Counsellors International (DCI), where she focused on travel marketing as well as gender and economic development. Mrs. Hussein has over 15 years of experience working across the tourism value chain, and she has managed projects on site development, market research, partnership building, and marketing and communications strategy for clients such as the Inter-American Development Bank (IDB) and National Geographic. Mrs. Hussein currently works as a marketing consultant in Amman, and serves as an advisor for the Jordan Tourism Board.

Bassil Azizi, Marketing ManagerMr. Azizi has a marketing background with a special focus on cultural industries and tourism business. As a marketing consultant, he has worked with clients such as the World Bank, DFID, Tourism Marketing Concepts and Tourism Cares, and has extensive experience in travel agency coordination, small business development, and marketing and communications. Mr. Azizi has also been involved in developing strategic plans for tourism-related artisan projects. Mr. Azizi holds a BSc in Business Administration from the University of London, and an MSc in Marketing from the University of Petra.

Alejandro Diaz, Tourism Financing Team LeaderMr. Diaz is a Senior Consultant at DAI, where his work has focused on tourism development and financial

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investment for over 15 years. Mr. Diaz has extensive international experience, and has consulted on tourism finance investment and the implementation of tourism financial strategy in Egypt, Honduras, Bolivia, and Qatar. He also has a great deal of experience in tourism development, small and medium enterprise, managing partnerships, and market research. Mr. Diaz holds a Masters in Finance from MIT Sloan, and is a CFA certified financial analyst. He is fluent in English and Spanish, and speaks conversational Arabic.

Clara Abbadi, Senior Investment/Research AnalystMs. Abbadi earned her B.S. in Business Administration from American University. She worked as an analyst in Price Waterhouse Cooper’s Hospitality and Leisure sector for 5 years before returning home to Jordan as an Investment Consultant with Dajani Consulting. She focuses primarily on financial planning, and her clients span the public and private sectors. As a former analyst in hospitality, she also has a great deal of experience in tourism development, as well as managing partnerships with government entities and multilateral agencies. Ms. Abbadi has international experience in Asia, the Middle East, and Latin America.

Maria Perkisize, Gender SpecialistMs. Perkisize is a senior program and organizational leader, with more than 20 years of experience working with various governments to increase citizen participation, enhance women’s rights and welfare, and bring about social inclusion in policy formation and economic growth. She is an expert in crafting development models for disadvantaged, vulnerable, and at-risk populations, and she has influenced national legislation on labor law, as well as marriage and family law. Additionally, Ms. Perkisize has developed and delivered training for USAID and other U.S.-government staff on designing, implementing, monitoring, and evaluating development programs and gender sensitive indicators. She holds a B.A. in Women's Studies from Harvard University and a MPA/JD from Columbia University. Ms. Perkisize has worked in Oman, Yemen, and Algeria, and speaks basic Arabic.

Amir Saab, Monitoring & Evaluation ManagerMr. Saab received his Masters in Business Economics from the University of Jordan, and has spent his career in quantitative and qualitative evaluation as well as program design. He served as the M&E Manager on the second phase of the Jordan Tourism Development Project (JTD II), as well as the Egypt Competitiveness Project (ECP), and has over 10 years of evaluation experience in the Middle East. Mr. Saab has extensive experience in strategic project design, the implementation of monitoring systems, data management and analysis, and using impact evaluation data to inform better institutional practices. He is also experienced in managing complex umbrella grant and subcontract programs.

iii. Partner Organizations

JCI’s core staff bring vast expertise and highly relevant experience to help ensure the successful implementation and management of all tourism activities. Nevertheless, we believe that strategic partnerships strengthen our efforts and bolster our impact, which is why JCI heavily integrates both local and international organizations into program activities. Partnerships will be approached in phases, with all international involvement diminishing over time as Jordanian institutions are strengthened. JCI has over 35 years of experience managing complex projects with public and private partners. This capacity to manage and capitalize on strategic partnerships is a clear strength of JCI that sets us apart from the field. Partner roles and responsibilities are detailed in Annex E. All partners will be thoroughly vetted prior to contract signings.

Government of JordanThe Government of Jordan will be JCI’s central partner in implementing BEST. As such, we will build and maintain strong working relationships with government actors. BEST’s ultimate impact is reliant on government knowledge, expertise, and reach. In particular, relationships with key ministries such as the Ministries of Education, Labor, and Tourism and Antiquities, will play critical roles in ensuring the success and sustainability of BEST Jordan.

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Enabling Environment Partners• Noor Al Hussein Foundation

The enabling environments team will partner with the Capacity Building and Business Development Services Unit of the Noor Al Hussein Foundation in leading business development training. This partnership will build the capacity of the private sector through our business development program.

• USAID Jordan Local Enterprise Support Project (LENS)JCI will work with the Jordan Local Enterprise Support Project in order to assist SMEs and entrepreneurs in accessing subcontract financing. This partnership will support the work of the business development portion of our capacity building programming.

Product and Site Development Partners• Tourism Research Centre, Dublin Institute of Technology

The Dublin Institute of Technology Tourism Research Centre is a leading institution in tourism research and data analysis, specializing in tourism product assessments, staff training, and designing market research. The Centre will work with the Jordan Tourism Board to establish the Jordan Institute for Tourism Research and build the Institute’s capacity for independent industry research. This partnership will provide a sustainable solution for informed, data-driven decision-making in the tourism sector.

• Cornell University School of Hotel ManagementAs a globally-renowned hospitality institution, Cornell University School of Hotel Management will work with the Ministry of Education in upgrading the tourism curriculum for Jordanian universities. New programs will also focus on attracting female participants, and the curriculum will be gender neutral. This partnership will create a greater talent pool for tourism activities.

• U.S. National Park ServiceThe U.S. National Park Service will work with the Jordan Tourism Board on proper site management. These practices will help ensure the preservation of Jordan’s tourism assets, as well as proper development of new sites.

• Royal Society for the Conservation of NatureJCI will partner with the Royal Society for the Conservation of Nature (RSCN) as part of the grant program for secondary site development. RSCN will help with community engagement, ensuring that developments benefit – and do not harm – affected people. Furthermore, the RSCN will work with local institutions to design and implement sustainable concessions, which will allow them to collect revenues from tourism-based activities that can be reinvested in conservation efforts.

• Health Care Accreditation CouncilJCI is a leading expert in improving medical tourism services through accreditation processes. As Jordan has a vast network of unaccredited medical tourism facilities, JCI will work with the Health Care Accreditation Council (HCAC) as the implementing partner for a national accreditation scheme, improving Jordan’s international competitiveness.

Marketing and Branding Partners• Bloom Consulting

JCI will contract with Bloom Consulting to harness their expertise in country tourism branding and marketing strategy development. Bloom Consulting will work collaboratively with the JTB and JCI to assess current Jordan tourism branding through utilization of their unique proprietary methodologies to produce holistic analysis and strategies.

• Travel Agent Networks Travel agent networks are a key stakeholder in rolling out our branding and marketing strategies. JCI will actively engage these networks in marketing the developed Jordan tourism brand to potential tourists. JCI will also aim to increase Jordan’s travel agent network membership through our education work with University students and tourism degree graduates.

Tourism Financing Partners• Funding Partners

To increase the number of ventures supported by start-up capital funds, JCI will link the GOJ and local

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businesses with impact investing and venture capitalist partners. This will include investors such as Acumen Fund, Avantage Ventures, Root Capital, and LGT Venture Philanthropy. The financing team will also build strategic alliances between the GOJ and major development banks as well as both domestic and international governmental institutions (i.e. Overseas Private Investment Corporation and Jordan Enterprise Development Corporation) to attract greater investment in the industry.

• Training PartnersTo build the capacity of SMEs to prepare business plans and financial information that attract lenders and investors, the financing team will help build stronger partnerships with training organizations in Jordan. The financing team will assist the GOJ in strengthening its partnerships with the Tatweer Project, Business Development Center, National Fund for Enterprise Support, and USAID Jordan Economic Development Program to improve training programs and reach more SMEs.

iv. Partnership Management

JCI believes that combining staff experience with partnership expertise will promote greater success in all program areas. Nevertheless, JCI recognizes the challenges in managing a vast network of both local and international partners. As such, clear management structures, as well as meeting, activity, and reporting schedules, will be established at the outset of all subcontract agreements. Team Leaders will supervise all partnerships in their thematic areas, with support from the Partnership Coordinator. From the onset, JCI will monitor progress of partner activities through monthly meetings and quarterly reports. As the project continues, international partners will begin to phase out while Jordanian institutions take on greater leadership roles in thematic activities. Transition will be challenging, and will require frequent monitoring, but will eventually give way to more autonomy for local organizations as they take ownership of their new roles. Team Leaders will supervise this process, and maintain clear expectations and open communication regarding progress and challenges throughout the lifespan of their partnerships. Annex E details partners’ roles and reporting requirements.

III. Implementation Plan

JCI will facilitate a seamless roll-out of initial project activities, laying the foundation for JCI’s success in implementing BEST over the next five years. Initial activities focus on assessment and strategy development to design effective capacity building programming that will create long term sustainability.

The Five Year Tourism Competitiveness Plan, to be completed within the first 120 days, will serve as a road map, guiding and aligning key objectives and actions. JCI has carefully designed its start-up activities to ensure program design is data-driven and effectively targets priority action areas. As detailed in the technical strategy, key initial assessments by program area will include:

• Legislative review and stakeholder analysis • Curriculum needs assessment• Sector-wide data collection• Branding and marketing assessments

These assessments will form the basis of JCI’s strategies moving forward. Branding and marketing strategies will be particularly valuable in guiding a cohesive approach to promoting Jordan’s tourism brand.

JCI’s next steps will initiate capacity trainings. In initial project phases, these trainings will target fundamental competencies including: conservation and site management; small business development; and women’s empowerment. Capacity building is an important component of early project activities as it creates a foundation for Jordanian actors to take an increasingly independent role in developing the sector. For instance, the U.S. National Park Service will conduct two site trainings within in year 1 so that Jordanian park rangers will have the necessary skills to independently implement this training in subsequent years.

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JCI is confident that we have the necessary local and expatriate talent to bring these critical initial activities to fruition. The first 120 days of BEST Jordan’s implementation will ground our approach in data, ensuring that as our expert staff moves forward with project roll-out, JCI is positioned to achieve the targets and milestones that will allow Jordan to maximize the potential of its tourist industry.

A Gantt chart detailing Year 1 activities can be found in Annex F, and the corresponding monitoring indicators are found in Annex G.

IV. Budget

To accomplish the activities and achieve the milestones outlined in JCI’s technical approach and work plan, JCI has budgeted a total of 39,609,015 USD over the five years of the project lifespan. This includes 10,014,259.04 USD budgeted for result 1, 10,065,132.20 USD for result 2, 8,251,784.09 USD for result 3, and 8,839,294.26 for result 4. JCI has also allocated 2,312.50 USD for standalone activities in the gender action plan, denoted in the budget as result 5. As the award is a Cost-Plus-Incentive-Fee Performance Incentive contract, JCI has built in a 5% fixed fee, amounting to 1,883,717 USD for the life of the project. A 25% overhead rate accords with JCI’s Negotiated Indirect Cost Rate Agreement (NICRA).

Despite a decrease in activities approaching Y5, total yearly costs are relatively stable due to the impact of a 2.25% inflation rate applying to eligible direct costs (flights, lodging, office operations costs, and communication costs) as well as on subcontractor fees to account for cost of living increases. The 3% allowable yearly salary increase on 28 100% FTE staff also contributes heavily to this stabilization.

A higher budget is allocated to Y1 due to: 1) start-up costs attributed to assessments, which are necessary to inform strategies and activities for Y2 – Y5, and 2) intensive work to be completed by the Dublin Institute of Technology and Cornell University in order to establish the new Jordanian Institute of Research (expected to operate independently by Y3) and a revised national tourism curricula, respectively. Additionally, JCI expects the majority of travel to occur within Y1 in order to establish working groups (result 1), marketing groups (result 3), and to build investor relations (result 4). The bulk of international travel costs are attributable to result 4, and although destinations will be decided at the beginning of Y1, flight costs are estimated using market research on trips from Amman, Jordan to New York City where a number of key investors, such as the Acumen Fund, and JP Morgan and Chase are headquartered. As per JCI’s finance policy, US State Department and GSA mileage, per diem and lodging rates are used, with 75% per diem rates for the first and last days of travel.

Enabling Environments

JCI Year 1 Technical ApproachQ1 Q2 Q3 Q4

Assessments

Partners / Capacity Building

Strategy & Planning

Asset Development

Marketing & Branding

Access to Finance

Cross-Cutting Activities

Assessments

Partners / Capacity Building

Strategy & Planning

Assessments

Partners / Capacity Building

Strategy & Planning

Partners / Capacity Building

Assessments

Partners / Capacity Building

Strategy & Planning

Foundational Elements

Competitiveness Plan

FIGURE 8: Overview of JCI’s Year 1 roll out

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Costs of Specialists, Gender Analysts, M&E Analysts, M&E Manager, and supporting staff (Partnership Coordinator, Finance Officer, Logistics and Administration Officer) are to be shared evenly across the 4 results. Salaries are based on benchmarks of similar positions in Amman, Jordan. For expatriate staff, regular JCI benefits as well as relocation flights, allowances, and R&R are accounted for in the 35% fringe rate. JCI’s 45% local fringe rate is based on yearly benchmarking of local staff within JCI’s existing Amman office. Using the operations costs of JCI’s Amman office, a per-person rate was calculated and applied to the 28 staff to account for programmatic office operations expenses.

Additionally, JCI will contract with an environmental specialist consultant to integrate environmental considerations. Although utilized throughout each result, the majority of this consultant’s time is allocated to result 2, due to a focus on site management and development.

As per the Tourism Partnership Fund (TPF), JCI will allocate 20% of the final contract award (approximately 8,000,000 USD) as grants to Jordanian organizations for activities related to secondary site development, skill trainings, industry working groups, equipment and commodity provision, and innovative tourism ideas. Budgeting for the tourism competitiveness plan has been allocated across results as the supporting activities (i.e. landscape analysis, market assessments, and data collection) are also key components of these program areas.

V. Performance Monitoring

i. Evaluation PlanA key element of JCI’s project implementation is constant, consistent and accurate monitoring of project activities and strategies. The main purposes of the proposed monitoring and evaluation framework are the following:

• To track progress on, and learn of areas for improvement of key project goals and objectives.• To ensure all partnerships and teams are collaborating effectively.• To create ownership of all involved partners and staff members through engaging and participatory

evaluation methods.• To track staff performance in order to provide constructive feedback.• To maintain accurate program records, transactions, and activities for external evaluators and auditors.• To foster an environment of continued learning, allowing for adjustments and revision of strategy.

JCI will use the following tools for effective data collection:• Baseline Data Collection - this will entail a variety of surveys, assessments and interviews. It will also

involve a thorough review of existing data and knowledge on relevant topics.

FIGURE 9: Budget Summary

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• Surveys - throughout the lifespan of the project surveys will be utilized in varying capacities and through platforms. Surveys will be designed appropriately based on their intended audience and purpose.

• Interviews - interviews will be conducted in initial source market surveys in order to gauge perception and collect qualitative data that will be crucial in designing market strategies.

• Focus Groups - focus groups will be utilized to collect information from businesses, entrepreneurs and tourists from various source markets regarding the tourism sector. Focus groups will also be conducted, when possible, with women working in the tourism sector to gain a better understanding of the status of women in the sector.

• Annual Review - each year a detailed annual report will be drafted and submitted to USAID for review and feedback. Additionally, a summary annual report will be disseminated to all project partners.

JCI’s M&E Manager, Amir Saab, will work in collaboration with partners and project staff to collect baseline data for all components within the first three months following contract award. Where possible program activities will be piloted before full roll-out to allow for initial adjustments. Project teams will perform evaluations according to the Performance Monitoring plan. In-depth midterm evaluations be conducted for each project activity to identify key challenges and issues in the projects and allow for effective “course corrections”. The M&E team will hold regular meetings to share evaluation results with all project staff to ensure all teams are up-to-date on project status and create a venue to brainstorm ideas for possible strategy alterations if needed. At the end of the project, a full assessment will be carried out to assess overall project impact. The final assessment will be presented to all partners and will include suggestions and insights to provide further guidance to development of the tourism sector in Jordan.

The cross-cutting issues including gender and environmental sustainability are included in the performance monitoring plan with specific goals and targets. The M&E team will hold monthly discussions with project staff to identify opportunities to encourage greater women’s participation in program activities and to ensure project activities are adhering to environmental sustainability policies and regulations.

All monitoring and evaluation activities will be designed to best fit the purpose of the assessment. Method of data collect will include surveys, interviews, focus groups, and collaborative research with partners. Milestones, evaluation schedule, methods and sources are well-defined in the Performance Monitoring Plan in Annex G. 5% of the project budget is allocated to the Monitoring and Evaluation to ensure possible course corrections are caught and integrated into project activities accordingly. The Monitoring and Evaluation Manager will allocate the budget to each component under the supervision of the Deputy Chief of Party, Sylvia Enos.

FIGURE 10

23

Endnotes1. World Bank Group. (2013). Ease of Doing Business. http://www.doingbusiness.org/~/media/

GIAWB/Doing Business/Documents/Annual-Reports/English/DB13-full-report.pdf2. World Economic Forum. (2013). Travel and Tourism Competitiveness Report 2013. Retrieved

from http://www.weforum.org/reports/travel-tourism-competitiveness-report-20133. USAID. (2013). Jordan Tourism Sector Assessment: Challenges Today, Opportunities

Tomorrow. Retrieved from 4. Investment Promotion Law No. 30 of 2013 (Jordan).5. Dublin Institute of Technology Centre for Tourism Research. Retrieved from http://arrow.dit.ie/

tourrc/6. USAID. (2011). Jordan Tourism Development Project (Siyaha): Interim Report (2008-2011).

Retrieved from http://www.siyaha.org/sites/default/files/Documents/Interim%20Report_FINAL.pdf

7. Medical Tourism Magazine. (2012). The Road Ahead for Medical Tourism in Jordan Retrieved from http://www.medicaltourismmag.com/the-road-ahead-for-medical-tourism-to-jordan/

8. Bloom Consulting. Clients. Retrieved from http://www.bloom-consulting.com/. Access date: Nov. 10, 2015

9. Bloom Consulting. Our Services. Retrieved from http://www.bloom-consulting.com/. Access date: Nov. 10, 2015.

10. Bloom Consulting. (2014). Bloom Consulting Country Brand Ranking (c). Retrieved from http://www.bloom-consulting.com/pdf/rankings/Bloom_Consulting_Country_Brand_Ranking_Tourism.pdf

Photo Credits• Cover: A desert sanctuary [Online image]. Retrieved November 7, 2015 from http://

www.businessdestinations.com/featured/a-desert-sanctuary/• Table of Contents: Eco tourism in Jordan [Online image]. Retrieved November 7, 2015 from http://

www.thegaptravelguide.com/destinations/article/eco_tourism_in_jordan• Executive Summary (from left to right):

• Jordan country culture [Online image]. Retrieved November 7, 2015 from http://holidaysimages.com/jordan.html

• Jordan Petra Country [Online image]. Retrieved November 7, 2015 from http://www.fansshare.com/gallery/photos/11472338/jordan-petra-country/

• Jordan flag [Online image]. Retrieved November 7, 2015 from http://cleantechies.com/2014/05/20/martifer-solar-awarded-solar-project-in-jordan/

• Annex A: Interactive map of Jordan [Online image]. Retrieved November 7, 2015 from http://www.atlastours.net/jordan/sites.html

24

Annex A: Map of Tourism Sites

25

Annex B: Travel & Tourism Competitiveness Index

Pillar 1: Business Environment 1.01 Property rights 1.02 Impact of rules on FDI 1.03 Efficiency of legal framework in settling disputes 1.04 Efficiency of legal framework in challenging regulations 1.05 Time required to deal with construction permits 1.06 Cost to deal with construction permits 1.07 Extent of market dominance 1.08 Time required to start a business 1.09 Cost to start a business 1.10 Extent and effect of taxation on incentives to work 1.11 Extent and effect of taxation on incentives to invest 1.12 Total tax rate Pillar 2: Safety and Security 2.01 Business costs of crime and violence 2.02 Reliability of police services 2.03 Business costs of terrorism 2.04 Index of terrorism incidence 2.05 Homicide rate Pillar 3: Health and Hygiene 3.01 Physician density 3.02 Access to improved sanitation 3.03 Access to improved drinking water 3.04 Hospital beds 3.05 HIV prevalence 3.06 Malaria incidence Pillar 4: Human Resources and Labour Market 4.01 Primary education enrolment rate 4.02 Secondary education enrolment rate 4.03 Extent of staff training 4.04 Treatment of customers 4.05 Hiring and firing practices 4.06 Ease of finding skilled employees 4.07 Ease of hiring foreign labour 4.08 Pay and productivity 4.09 Female labour force participation Pillar 5: ICT Readiness 5.01 ICT use for business-to-business transactions 5.02 Internet use for business-to-consumer transactions 5.03 Individuals using the internet 5.04 Broadband internet subscribers 5.05 Mobile telephone subscriptions 5.06 Mobile broadband subscriptions 5.07 Mobile network coverage 5.08 Quality of electricity supply Pillar 6: Prioritization of Travel & Tourism 6.01 Government prioritization of the T&T industry 6.02 T&T government expenditure 6.03 Effectiveness of marketing to attract tourists 6.04 Comprehensiveness of annual T&T data 6.05 Timeliness of providing monthly/quarterly T&T data 6.06 Country Brand Strategy rating

Pillar 7: International Openness 7.01 Visa requirements 7.02 Openness of bilateral Air Service Agreements 7.03 Number of regional trade agreements in force Pillar 8: Price Competitiveness 8.01 Ticket taxes and airport charges 8.02 Hotel price index 8.03 Purchasing power parity 8.04 Fuel price levels Pillar 9: Environmental Sustainability 9.01 Stringency of environmental regulations 9.02 Enforcement of environmental regulations 9.03 Sustainability of travel and tourism industry development 9.04 Particulate matter (2.5) concentration 9.05 Number of environmental treaty ratifications 9.06 Baseline water stress 9.07 Threatened species 9.08 Forest cover change 9.09 Wastewater treatment 9.10 Coastal shelf fishing pressure Pillar 10: Air Transport Infrastructure 10.01 Quality of air transport infrastructure 10.02 Available seat kilometres, domestic 10.03 Available seat kilometres, international 10.04 Aircraft departures 10.05 Airport density 10.06 Number of operating airlines Pillar 11: Ground and Port Infrastructure 11.01 Quality of roads 11.02 Quality of railroad infrastructure 11.03 Quality of port infrastructure 11.04 Quality of ground transport network 11.05 Railroad density 11.06 Road density 11.07 Paved road density Pillar 12: Tourist Service Infrastructure 12.01 Hotel rooms 12.02 Extension of business trips recommended 12.03 Presence of major car rental companies 12.04 ATMs accepting Visa cards Pillar 13: Natural Resources 13.01 Number of World Heritage natural sites 13.02 Total known species 13.03 Total protected areas 13.04 Natural tourism digital demand 13.05 Quality of the natural environment Pillar 14: Cultural Resources and Business Travel 14.01 Number of World Heritage cultural sites 14.02 Number of oral and intangible cultural heritage expressions 14.03 Number of sports stadiums 14.04 Number of international association meetings 14.05 Cultural and entertainment tourism digital demand

26

Ann

ex C

: Org

aniz

atio

n C

hart

27

Ann

ex D

: Sta

ff R

oles

Posi

tion

Tea

m M

embe

r R

epor

ts to

: R

espo

nsib

ilitie

s C

hief

of P

arty

(CO

P)

Kha

lid M

adan

at

Ove

rall

proj

ect

man

ager

, lia

ison

to

USA

ID

! S

erve

as o

vera

ll m

anag

er a

nd su

perv

isor

of p

roje

ct

! P

rovi

de p

rimar

y su

perv

isio

n to

DC

OP

and

Team

Lea

ders

!

Man

age

impl

emen

tatio

n of

all

proj

ect a

ctiv

ities

!

Ser

ve a

s prim

ary

cont

act t

o U

SAID

!

Man

age

rela

tions

hips

with

par

tner

age

ncie

s !

Inst

itute

com

mun

icat

ions

stra

tegy

for a

ll st

akeh

olde

rs

Dep

uty

Chi

ef o

f Pa

rty

(DC

OP)

Sy

lvia

Eno

s C

OP

! S

uppo

rt C

OP

in a

ll op

erat

iona

l res

pons

ibili

ties,

incl

udin

g m

anag

ing

Team

Lead

ers a

nd st

aff

! S

erve

as C

OP

durin

g an

y ab

senc

es

! P

rovi

de p

rimar

y su

perv

isio

n to

Fin

ance

Off

icer

, M&

E M

anag

er, a

nd

Lo

gist

ics a

nd A

dmin

istra

tion

Off

icer

!

Coo

rdin

ate

all c

ross

-cut

ting

initi

ativ

es

! O

vers

ee a

ll m

onito

ring

and

eval

uatio

n ac

tiviti

es

Tou

rism

Pro

duct

and

Si

te D

evel

opm

ent

(PSD

) Tea

m L

eade

r

Dav

id C

hen

CO

P/D

CO

P !

Impl

emen

t and

man

age

asse

t dev

elop

men

t act

iviti

es

! M

anag

e pa

rtner

ship

s with

Tou

rism

Res

earc

h C

entre

, Cor

nell

Uni

vers

ity,

U

.S. N

atio

nal P

arks

Ser

vice

, RSC

N, H

CA

C

! S

uper

vise

PSD

Pro

ject

Man

ager

!

Ove

rsee

dev

elop

men

t of J

orda

n In

stitu

te o

f Tou

rism

Res

earc

h !

Man

age

curr

icul

um d

evel

opm

ent a

ctiv

ities

with

Cor

nell

and

GO

J !

Lia

ise

with

U.S

. NPS

on

site

dev

elop

men

t tra

inin

g an

d ac

tiviti

es

! W

ork

with

RSC

N o

n co

mm

unity

eng

agem

ent a

nd su

stai

nabl

e co

nces

sion

s !

Dev

elop

hea

lth c

are

accr

edita

tion

prog

ram

with

HC

AC

!

Rep

ort m

onth

ly to

DC

OP/

CO

P on

team

pro

gres

s T

ouri

sm M

arke

ting

(TM

) Tea

m L

eade

r N

ina

Hus

sein

C

OP/

DC

OP

! Im

plem

ent a

nd m

anag

e to

uris

m m

arke

ting

activ

ities

!

Man

age

partn

ersh

ips w

ith B

loom

Con

sulta

ncy

and

trave

l age

nt n

etw

orks

!

Sup

ervi

se M

arke

ting

Man

ager

!

Stra

tegi

ze w

ith B

loom

and

JTB

on

bran

ding

and

mar

ketin

g st

rate

gy

! W

ork

with

trav

el a

gent

s to

incr

ease

tour

ism

and

net

wor

k m

embe

rshi

p !

Rep

ort m

onth

ly to

DC

OP/

CO

P on

team

pro

gres

s E

nabl

ing

Env

iron

men

t Tea

m

Lea

der

Am

ira R

efai

C

OP/

DC

OP

! Im

plem

ent a

nd m

anag

e bu

sine

ss e

nabl

ing

envi

ronm

ent a

ctiv

ities

!

Man

age

partn

ersh

ips w

ith N

oor A

l Hus

sein

Fou

ndat

ion

and

USA

ID

Jo

rdan

Loc

al E

nter

pris

e Su

ppor

t Pro

ject

(LEN

S)

! S

uper

vise

Cap

acity

Bui

ldin

g Ex

pert

! W

ork

with

Noo

r Al H

usse

in o

n ca

paci

ty b

uild

ing

and

finan

cial

trai

ning

for

st

art-u

ps a

nd S

MEs

!

Lia

ise

with

USA

ID Jo

rdan

LEN

S on

bus

ines

s dev

elop

men

t and

fina

ncin

g

op

portu

nitie

s for

SM

Es

! R

epor

t mon

thly

to D

CO

P/C

OP

on te

am p

rogr

ess

28

Ann

ex D

: Sta

ff R

oles

Tou

rism

Fin

anci

ng

Tea

m L

eade

r A

leja

ndro

Dia

z C

OP/

DC

OP

! Im

plem

ent a

nd m

anag

e to

uris

m fi

nanc

ing

activ

ities

!

Man

age

partn

ersh

ips w

ith v

entu

re c

apita

list p

artn

ers,

deve

lopm

ent b

anks

, and

finan

cial

trai

ning

org

aniz

atio

ns.

! S

uper

vise

Sen

ior I

nves

tmen

t/Res

earc

h A

naly

st

! L

ink

GO

J and

loca

l bus

ines

ses t

o fin

anci

ng p

artn

ers a

nd d

evel

opm

ent b

anks

!

Stre

ngth

en fi

nanc

ial t

rain

ing

activ

ities

for S

MEs

with

trai

ning

par

tner

s !

Rep

ort m

onth

ly to

DC

OP/

CO

P on

team

pro

gres

s Pr

ojec

t Man

ager

, Pr

oduc

t and

Site

D

evel

opm

ent (

PSD

)

Om

ar A

hmed

PS

D T

eam

Lea

der

! S

uppo

rt PS

D T

eam

Lea

der,

and

hire

and

ove

rsee

PSD

pro

ject

staf

f !

Man

age

oper

atio

ns, d

aily

act

iviti

es, a

nd M

&E

in th

emat

ic a

rea

! R

epor

t wee

kly

to P

SD T

eam

Lea

der o

n ar

ea p

rogr

ess

Mar

ketin

g M

anag

er

Bas

sil A

zizi

M

arke

ting

Team

Le

ader

!

Sup

port

TM T

eam

Lea

der,

and

hire

and

ove

rsee

mar

ketin

g pr

ojec

t sta

ff

! M

anag

e op

erat

ions

, dai

ly a

ctiv

ities

, and

M&

E in

them

atic

are

a !

Rep

ort w

eekl

y to

Mar

ketin

g Te

am L

eade

r on

area

pro

gres

s C

apac

ity B

uild

ing

Exp

ert

Sadi

a Fa

rouk

En

ablin

g En

viro

nmen

ts

Team

Lea

der

! S

uppo

rt En

ablin

g En

viro

nmen

t Tea

m L

eade

r, an

d hi

re a

nd o

vers

ee e

nabl

ing

envi

ronm

ent p

roje

ct st

aff

! M

anag

e op

erat

ions

, dai

ly a

ctiv

ities

, and

M&

E in

them

atic

are

a !

Rep

ort w

eekl

y to

Ena

blin

g En

viro

nmen

t Tea

m L

eade

r on

area

pro

gres

s Se

nior

In

vest

men

t/Res

earc

h A

naly

st

Cla

ra A

bbad

i To

uris

m F

inan

cing

Te

am L

eade

r !

Sup

port

Tour

ism

Fin

anci

ng T

eam

Lea

der,

and

hire

and

ove

rsee

tour

ism

finan

cing

pro

ject

staf

f !

Man

age

oper

atio

ns, d

aily

act

iviti

es, a

nd M

&E

in th

emat

ic a

rea

! R

epor

t wee

kly

to T

ouris

m F

inan

cing

Tea

m L

eade

r on

area

pro

gres

s G

ende

r Sp

ecia

list

Mar

ia P

erki

size

C

OP/

DC

OP

! W

ork

with

Tea

m L

eade

rs to

inst

itute

gen

der i

nitia

tives

in a

ll th

emat

ic a

reas

!

Wor

k w

ith D

CO

P in

impl

emen

tatio

n of

gen

der i

nitia

tives

!

Hire

and

ove

rsee

gen

der p

roje

ct st

aff

! M

anag

e pa

rtner

ship

s with

UN

Wom

en a

nd Jo

rdan

ian

Wom

en’s

Uni

on

an

d he

lp m

anag

e re

latio

nshi

ps w

ith u

nive

rsiti

es a

nd M

inis

tries

!

Col

labo

rate

with

UN

Wom

en o

n ge

nder

-neu

tral j

ob a

dver

tisem

ents

!

Wor

k w

ith Jo

rdan

ian

Wom

en’s

Uni

on to

des

ign

and

enga

ge w

omen

in fe

mal

e

empo

wer

men

t act

iviti

es

M&

E M

anag

er

Am

ir Sa

ab

DC

OP

! Im

plem

ent q

uant

itativ

e an

d qu

alita

tive

mon

itorin

g ac

tiviti

es a

cros

s all

proj

ect

ar

eas,

incl

udin

g pa

rtner

act

iviti

es

! C

onsu

lt w

ith T

eam

Lea

ders

on

stra

tegi

c pr

ogra

m d

esig

n !

Dev

elop

indi

cato

rs a

nd m

onito

ring

met

hodo

logi

es, a

nd w

ork

with

Tea

m

Le

ader

s to

impl

emen

t M&

E sy

stem

s !

Hire

and

ove

rsee

M&

E st

aff

! M

anag

e an

d co

nduc

t dat

a an

alys

is

! M

aint

ain

cons

iste

nt c

omm

unic

atio

n w

ith D

CO

P on

pro

gres

s and

issu

es

! D

eliv

er fo

rmal

repo

rts to

DC

OP

and

CO

P on

qua

rterly

bas

is

! D

raw

less

ons l

earn

ed a

nd a

dvis

e on

act

ivity

adj

ustm

ents

29

Ann

ex E

: Par

tner

Rol

esPa

rtne

r R

epor

ts to

: Pa

rtne

r R

ole

Are

as o

f Exp

ertis

e R

epor

ting

Del

iver

able

s N

oor

Al H

usse

in

Foun

datio

n En

ablin

g En

viro

nmen

t Tea

m

Lead

er

! E

stab

lish

a bu

sine

ss

de

velo

pmen

t ser

vice

s pro

gram

for l

ocal

SM

Es

! P

rovi

de te

chni

cal a

ssis

tanc

e in

busi

ness

dev

elop

men

t and

finan

cial

pla

nnin

g !

Lin

k SM

Es to

bus

ines

s ass

ocia

tions

and

cham

bers

! T

echn

ical

ass

ista

nce

in

bu

sine

ss d

evel

opm

ent

! C

apac

ity b

uild

ing

! C

reat

ing

links

to th

e

pr

ivat

e se

ctor

and

finan

cial

acc

ess

! G

ende

r aw

aren

ess

! #

of S

MEs

trai

ned

in b

usin

ess

de

velo

pmen

t !

# o

f SM

Es g

aini

ng a

cces

s to

finan

ce

! #

of f

emal

e pa

rtici

pant

s

USA

ID J

orda

n L

ocal

Ent

erpr

ise

Supp

ort P

roje

ct

(LE

NS)

Enab

ling

Envi

ronm

ent T

eam

Le

ader

! P

rovi

de su

bcon

tract

gra

nts t

o

st

art-u

ps a

nd S

MEs

!

Ass

ist S

MEs

with

fina

ncia

l

plan

ning

! S

ubco

ntra

ctin

g !

SM

E fin

anci

al li

tera

cy

an

d de

velo

pmen

t

! #

of S

ME

subc

ontra

ct a

pplic

ants

!

# o

f SM

E su

bcon

tract

aw

ards

Tou

rism

Res

earc

h C

entr

e, D

ublin

In

stitu

te o

f T

echn

olog

y

Prod

uct a

nd S

ite

Dev

elop

men

t (P

SD) T

eam

Le

ader

! S

uppo

rt Jo

rdan

Tou

rism

Boa

rd in

esta

blis

hing

Jord

ania

n In

stitu

te fo

r

Tour

ism

Res

earc

h !

Col

lect

firs

t rou

nd o

f tou

rism

dat

a

an

d as

sist

in a

naly

sis

! H

elp

guid

e pr

oduc

t dev

elop

men

t

base

d on

dat

a

! T

ouris

m re

sear

ch a

nd

an

alys

is

! D

ata

colle

ctio

n !

Mar

ketin

g an

d pr

oduc

t

grow

th

! S

taff

trai

ning

! F

irst-r

ound

dat

a co

llect

ion

and

anal

ysis

!

Pro

gres

s on

deve

lopi

ng

Jo

rdan

ian

Inst

itute

for T

ouris

m

R

esea

rch

! P

rogr

ess o

n tra

inin

g lo

cal s

taff

in

re

sear

ch a

nd a

naly

sis m

etho

ds

Cor

nell

Uni

vers

ity

Scho

ol o

f Hot

el

Man

agem

ent

Prod

uct a

nd S

ite

Dev

elop

men

t (P

SD) T

eam

Le

ader

! C

ondu

ct a

sses

smen

t of i

ndus

try

need

s and

uni

vers

ity p

rogr

ams

! C

onsu

lt on

nat

iona

l cur

ricul

um

up

grad

e in

tour

ism

sect

or

! A

ssis

t in

deve

lopm

ent o

f new

prog

ram

s to

fit m

arke

t dem

and

! D

esig

n pr

ogra

ms t

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d an

d

in

dust

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eeds

!

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stan

dard

s for

na

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um d

evel

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lans

for b

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parti

cipa

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U.S

. Nat

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with

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on

seco

ndar

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te

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te m

anag

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and

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t pre

serv

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inab

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rain

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and

know

ledg

e tra

nsfe

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t of p

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se

cond

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site

s !

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s on

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lopm

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f new

site

s !

# JT

B st

aff t

rain

ed in

ass

et

m

anag

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t !

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gres

s in

appl

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pres

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met

hods

to si

tes

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al S

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r th

e C

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rvat

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of

Nat

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Prod

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nd S

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men

t (P

SD) T

eam

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com

mun

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t for

seco

ndar

y si

te d

evel

opm

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sses

s im

pact

of t

ouris

m o

n si

tes

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onse

rvat

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of

na

tura

l res

ourc

es

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com

mun

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omm

unity

ass

essm

ent r

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on

site

dev

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t are

as

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rogr

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n su

stai

nabl

e

30

Ann

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es Lead

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inab

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co

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s stra

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grat

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viro

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soci

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onom

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evel

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co

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des

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for n

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ex

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ac

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mes

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prov

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t

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trate

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s for

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lth fa

cilit

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hea

lth fa

cilit

ies a

ccre

dite

d

Blo

om C

onsu

ltanc

y To

uris

m M

arke

ting

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m L

eade

r !

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duct

ass

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to in

form

bran

d an

d m

arke

ting

stra

tegy

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tegi

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ans f

or

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rdan

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m b

rand

and

mar

ketin

g pl

ans f

or so

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mar

kets

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rand

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ketin

g as

sess

men

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met

hodo

logi

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rand

and

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st

rate

gy

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rand

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naly

sis

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ourc

e m

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alys

is

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rand

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rate

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vel A

gent

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etw

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uris

m M

arke

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m L

eade

r !

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ease

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ania

n to

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m th

roug

h

in

tera

ctio

ns w

ith tr

avel

age

ncie

s !

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ease

mem

bers

hip

in n

etw

orks

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ouris

t nee

ds a

nd

ex

perie

nces

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crea

se in

% o

f tou

rists

due

to

tra

vel a

genc

y in

tera

ctio

ns

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crea

se n

etw

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mem

bers

hip

Impa

ct In

vest

ing

&

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ture

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t Pa

rtne

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anci

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rovi

de fi

nanc

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ppor

tuni

ties t

o

lo

cal S

MEs

!

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port

busi

ness

dev

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men

t

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inan

cial

acc

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usin

ess d

evel

opm

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of S

MEs

fina

nced

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ease

in o

vera

ll fu

ndin

g to

loca

l ven

ture

s !

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gres

s in

deve

lopm

ent o

f

rela

tions

hips

bet

wee

n fu

nder

s

and

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evel

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ks &

G

over

nmen

tal

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itutio

ns

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ism

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anci

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se a

cces

s to

debt

fund

ing

and

econ

omic

gro

wth

for G

OJ

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uild

rela

tions

hip

with

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J

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cono

mic

gro

wth

!

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anci

al a

cces

s !

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in d

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undi

ng a

cces

s !

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gres

s in

deve

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rela

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bet

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de

velo

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l pla

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cces

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fina

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bora

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al, i

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34

Annex G: Performance Monitoring Plan

Component Performance Indicator Milestones Indicator definition Unit of Measurement Data Source Method Frequency Responsible

Party

General

C.4.1.1 Completion of Five-year tourism competitiveness plan

A five-year Tourism Competitiveness plan completed for the tourism value chain

The plan should be completed 120 days after signing

Completion Tourism Competitiveness plan document

Count 120th day Senior management and key staff

C.4.1.2

Methodology and index completed for measuring tourism activity and competitiveness

Methodology and index should be developed and used to measure impact of the tourism activities in the value chain 120 days after contract signing

The methodology and index should be competed and used 120 days after signing

Completion Methodology and Index document Count 120th day

Senior management and key staff

C.4.1.3 # of partnership and grant proposals received through the TPF

Year 1: 10 Year 2: 10 Year 3: 10 Year 4: 10 Year 5: 10 (non-cumulative) Solicitations for partnership grant proposals should be completed on an annual or rolling basis

Number of partnerships and grant proposals received by JCI

# Partnership and proposal documents received

Count Quarterly; Annually

Senior management

C.4.1.3

# of sub-awards made to appropriate organizations under the "The Tourism Partnership Fund" (TPF) for Jordan

Year 1: 4 Year 2: 4 Year 3: 4 Year 4: 4 Year 5: 4 (non-cumulative) The # of subawards awarded will aim to reach the % of total amount awarded that are milestones

Number of subawards awarded by type of organization (women-owned, small business)

# Subaward tracker Count Quarterly; Annually

Tourism financing team

C.4.1.3

% of awards granted under the "The Tourism Partnership Fund" (TPF) for Jordan

Year 1: 2% Year 2: 10% Year 3: 15% Year 4: 20% (cumulative)

Total dollar amount of grants awarded/ Total value of contract awarded

# Subaward tracker Count Quarterly; Annually

Tourism financing team

C.4.1.5 # of newsletters issued in electronic format

Newsletters should be issued monthly (1 per month)

Number of newsletters issued each year in electronic format

# Dated distribution records Count Monthly;

Annually Communications team

C.4.1.6 % increase in women's participation in tourism workforce

Year 1: 2% Year 2: 5% (cumulative) Year 3: 8% Year 4: 11% Year 5: 15%

# of women in the tourism workforce/ total number of women working in the tourism workforce (compared annually)

% Government employment records Count Annually Gender team

C.4.1.7 Dollar amount of private sector funding utilized by PPPs

Year 1: 4,000 Year 2: 7,000 Year 3: 9,000 Year 4: 14,000 Year 5: 16,000

Dollar amount of private sector funding utilized by PPPs

$ Project/contract records Count Annually Partnerships team

Objective 1: Create an Enabling Environment supportive of competitiveness in the tourism industry.

C.4.2.1 # of policy reforms/procedures developed

More than 10 policy reforms/procedures should be developed throughout the life of the project, as not all proposals will be submitted

Number of policy reforms/procedures developed collaboratively by the project team

# Project records Count Bi-annually; Annually

Enabling environments team

C.4.2.1

Completion of Policy Review of policies related to creating an enabling environment

To be completed within 6 months of contract signing to allow for reforms to be developed and submitted

Submission of completed report Completion Record of completion Completion

Within first 6 months of contract award

Enabling environments team

C.4.2.1 # of policy reforms submitted to GOJ

More than 10 policy reforms/procedures should be submitted throughout the life of the project, as not all proposals will be adopted

Number of policy reforms/procedures submitted to GOJ by project team

# Government submission records Count Bi-annually;

Annually

Enabling environments team

C.4.2.1 # of policy reforms adopted and implemented by GOJ

6 policy reforms adopted and implemented by GOJ within project lifespan

# of policy reforms adopted and implemented by GOJ each year

# Government policy amendment/adoption records

Count Annually Enabling environments team

C.4.2.1

# of tax regulatory and administrative procedures, including gender-biased ones, eliminated or improved

Tax regulatory and administrative procedures, including gender-biased ones, are eliminated or improved for the tourism industry

# of tax regulatory and administrative procedures, including gender-biased ones, eliminated or improved as the result of United States Government assistance each year

# Government policy amendment/adoption records

Count Annually Enabling environments team

C.4.2.1 % increase in tourism competitiveness index

To move into the top 50 rankings of the World Economic Forum's (WEF) Tourism Competitiveness Index (currently ranked 60 with a score of 4.18 (2013))

World Economic Forum Index %

Tourism competitiveness index reports and records

WEF Annually Enabling environments team

C.4.2.1

# of incentive programs created by GOJ for investment in tourism sector

Year 1: 5 Year 2: 5 Year 3: 5 Year 4: 5 Year 5: 5 (non-cumulative)

# of incentive programs created by the GOJ for investment in tourism sector

# Government records Count Annually Enabling environments team

C.4.2.1 % increase in job creation

Year 1: 5% Year 2: 5% Year 3: 10% Year 4: 10% Year 5: 15%

Percentage increase in the number of Jordanians employed in tourism sector vocational jobs typically dominated by imported labor

# Ministry of Labor records Count Annually

Enabling environments team

C.4.2.1 # of direct jobs in tourism sector created

Year 1: 5,000 Year 2: 10,000 Year 3: 15,000 Year 4: 20,000 Year 5: 25,000 (cumulative)

# of direct jobs in the tourism sector created each year

# Ministry of Labor records Count Annually

Enabling environments team

35

C.4.2.1 # of jobs created outside of Amman

Year 1: 1,000 Year 2: 3,000 Year 3: 3,000 Year 4: 5,000 Year 5: 5,000 (non-cumulative)

# of tourism sector jobs created outside of Amman each year

# Ministry of Labor records Count Annually

Enabling environments team

C.4.2.2 Institutional Assessment of JTB completed

Within the first six months of project signing, an institutional assessment of JTB will be completed

Assessment of current strengths, weaknesses and areas for improvement of JTB

Completion Dated submission of assessment Completion First 6-

months

Enabling environments team

C.4.2.2 JTB strategy developed with implementation plan

Strategic plan to be complete within first 6 months following contract award. Implementation of the plan will be tracked to create space for learning and improvement.

Strategic plan for JTB developed in collaboration with JTB based off of assessment results

Completion Dated submission of strategy and implementation plan

Completion First 6-months; Annually

Enabling environments team

C.4.2.2

% of businesses and entrepreneurs utilizing incentive and promotional offers

Year 1: 10% Year 2: 15% Year 3: 20% Year 4: 25% Year 5: 30%

Percent of businesses and entrepreneurs utilizing incentive and promotional offers in their business

% Incentive/ Promotion tracking records Count Annually

Enabling environments team

C.4.2.3 Improved coordination amongst GOJ Institutions

To move into the top 50 rankings on the World Economic Forum's (WEF) Tourism Competitiveness Index (currently ranked 60 with a score of 4.18)

% increase in the tourism activity competitiveness index (policy and enabling conditions)

% World Economic Forum reports Count Annually

Enabling environments team

C.4.2.4 % increase in FDI

Year 1: 5% Year 2: 5% Year 3: 5% Year 4: 7% Year 5: 10%

% difference in amount of FDI compared annually and with baseline year

%

Ministry of Finance and Ministry of Tourism and Antiquities records

Count Annually Enabling environments team

C.4.2.4 % increase in foreign investment in Jordanian tourism sector

Year 1: 3% Year 2: 5% Year 3: 5% Year 4: 7% Year 5: 10%

% difference between total dollar amount FDI invested in Jordanian tourism sector compared annually and with baseline

%

Ministry of Finance and Ministry of Tourism and Antiquities records

Count Annually Enabling

environments team

C.4.2.5 # of years of existence of business chambers and associations

The goal is to ensure that business chambers and associations remain open and create long standing memberships

# of years business chambers and associations have been registered and operating

# Business chambers and associations registration records

Count Annually Enabling environments team

C.4.2.5

% of operating costs of business chambers and associations covered by member dues

Year 1: 5% Year 2: 10% Year 3: 25% Year 4: 40% Year 5: 50%

Amount of membership dues collected/ Total amount of operating costs of business chambers and associations

% Business chambers and associations financial records

Count Annually Enabling

environments team

C.4.2.5 # of working groups established for tourism related issues

Year 1: 2 Year 2: 5 Year 3: 7 Year 4: 10 Year 5: 12 (cumulative)

# of working groups registered with Ministry of Tourism and Antiquities

# Ministry of Tourism and Antiquities records

Count Annually Enabling

environments team

Objective 2: Development, maintenance, and improvement of Jordan’s tourism assets in ways that increase demand

C.4.3.1

Establishment of sustainable research center; completion in first year; operating independently by end of year 3

Sustainable research center is developed to coordinate and analyze tourism related data, formulate forecasts, and provide information for decision-making.

Sustainable research center has been developed and facilitated

Completion Research center registration document Completion Annually PSD team

C.4.3.1 # of assessments completed by research center

At least one per quarter Year 1: 4 Year 2: 4 Year 3: 4 Year 4: 4 Year 5: 4 (non-cumulative) The research center actively conducts research and assessments in the tourism sector to create valuable findings/results

Assessments are regularly conducted by the research center

# Assessments published by the research center

Count Annually PSD team

leader & M&E manager

C.4.3.1 # of analyses conducted to contribute to product development

At least one per quarter Year 1: 4 Year 2: 4 Year 3: 4 Year 4: 4 Year 5: 4 (non-cumulative) The quality of analysis conducted by the research center is high and meaningful for new tourism product development

# of tourism sector data collection and analyses performed to inform product development meeting the desires of source markets

# Analysis report published by the research center

Count 8-month PSD team

leader & M&E manager

C.4.3.1 # of citations by GOJ of research center analysis

At least one per report Year 1: 4 Year 2: 8 Year 3: 12 Year 4: 16 Year 5: 20 (non-cumulative) The reports by the research center is publicly published, accessible and utilized by the GOJ and the private sector in decision-making

# of resources utilized by the GOJ and private sector

# Number of citations of the report Count Annually

PSD team leader & M&E manager

C.4.3.1 Website developed

A website providing current data and research center analytical products is developed, implemented, and sustainably maintained by the research center

Website developed by the research center Development

Website registration document and regular visit check

Website development and maintenance

18-month PSD team

leader & M&E manager

C.4.3.1 # of resources downloaded from website

A website is actively maintained to provide meaningful information to users

Maintenance and sustainability of the website

#

Number of downloaded resources from the website

Count Annually PSD team

leader & M&E manager

Annex G: Performance Monitoring Plan

36

C.4.3.2 # of best practice standards created

At least one per year Year 1: 1 Year 2: 1 Year 3: 1 Year 4: 1 Year 5: 1 (non-cumulative) National and mandatory best practice standards are developed for the tourism sector

# of best practices developed for the tourism sector

# National report on best practices in the tourism sector

Count Quarterly/Annually PSD team

C.4.3.2 % of best practice standards implemented

At least one per year Year 1: 20% Year 2: 30% Year 3: 40% Year 4: 60% Year 5: 80% (cumulative) National and mandatory best practice standards are implemented in hotels, restaurants, desert camps, and medical tourism facilities

% of best practices implemented by hotels, restaurants, camps, etc. out of the total tourism facilities

%

Survey on best practices implemented by tourism facilities

Count Quarterly/ Annually PSD team

C.4.3.2 % increase in longer stays

Baseline Year 1: 5% Year 2: 10% Year 3: 15% Year 4: 20% Year 5: 25% (cumulative) Primary site offerings are expanded, enhanced, and linked to hotels and resorts, resulting in longer stays

% increase in longer stays at hotels and resorts from improved tourist experiences at primary sites

%

Survey on days of stay at hotels and resorts on primary sites

Pre- and post-data on days of stay

Quarterly/ Annually PSD team

C.4.3.2 % in higher receipts per night stayed

Baseline Year 1: 5% Year 2: 10% Year 3: 15% Year 4: 20% Year 5: 25% (cumulative) Primary site offerings are expanded, enhanced, and linked to hotels and resorts, resulting in higher receipts per night stayed

25% increase in higher receipts per night stayed at hotels and resorts from improved tourist experiences at primary sites

%

Survey on receipts per night at hotels and resorts on primary sites

Pre and post data on receipts per night stayed

Quarterly/ Annually PSD team

C.4.3.2 % increase in customer satisfaction of top 5 tourist destinations

Baseline Year 1: 20% Year 2: 30% Year 3: 40% Year 4: 50% Year 5: 60% (cumulative) Enriched tourist experience in top 5 destinations

Customer satisfaction is increased by 60% compared to the baseline in areas of focus (site presentation, information, ticketing, cleanliness, and local guide capacity)

% Customer survey at top 5 tourist destinations

Pre- and post- data on customer satisfaction

Quarterly/ Annually PSD team

Annex G: Performance Monitoring Plan

C.4.3.2

% increase in tourism receipts (international tourist + domestic tourist receipts)

Baseline Year 1: 1% (2%) Year 2: 3% (6%) Year 3: 6% (12%) Year 4: 10% (20%) Year 5: 15% (30%) * Total % (Domestic%)

The total amount of tourism receipts, which includes both international and domestic, should increase by 15% and within the total, domestic tourism receipts should increase by 30 percent over the five year project period

% National Statistics

Pre- and post- data on tourism receipts over the project period

Quarterly/Annually PSD team

C.4.3.2 % decrease in seasonal fluctuation in tourism receipts

Baseline Year 1: 1% Year 2: 5% Year 3: 10% Year 4: 15% Year 5: 20% (cumulative)

The fluctuation in tourism receipts should be decreased by 20% over the five year project period

% National Statistics

Pre- and post- data on fluctuation in tourism receipts over the project period

Quarterly/Annually PSD team

C.4.3.3 # of new tourism products developed

Year 1: 2 Year 2: 4 Year 3: 6 Year 4: 8 Year 5: 10 (cumulative) Ten new tourism products developed or scaled up

Number of new tourism products developed to attract more tourists

#

Government documentation on new tourism product development

Count Annually PSD team

C.4.3.3 # of new products linked to secondary sites

Year 1: 1 Year 2: 2 Year 3: 3 Year 4: 4 Year 5: 5 (cumulative) Five new tourism products are linked to secondary sites.

Number of new products linked to secondary sites #

Government documentation on new tourism product development linked to secondary sites

Count Annually PSD team

C.4.3.3 # of tourists per year to each of the ten selected sites (5 secondary)

Year 1: 50,000 per site Year 2: 50,000 per site Year 3: 50,000 per site Year 4: 50,000 per site Year 5: 50,000 per site (non-cumulative) Each new tourism product attracts at least 50,000 tourists per year by the end of the contract

Number of tourists per year to each of the ten selected sites

# Number of tickets sold at each of the ten selected sites

Count Annually PSD team

C.4.3.4 # of new trip circuits developed

Year 1: 1 Year 2: 2 Year 3: 3 Year 4: 4 Year 5: 5 (cumulative) At least five new trip circuits developed

Number of new trip circuits developed #

Government documentation on new trip circuits

Count Annually PSD team

37

Annex G: Performance Monitoring Plan

C.4.3.4 # of new tour routes developed

Year 1: 1 Year 2: 2 Year 3: 3 Year 4: 4 Year 5: 5 (cumulative) At least five new tour routes developed

Number of new tour routes developed #

Government documentation on new tour routes

Count Annually PSD team

C.4.3.4 # of new tour routes incorporating an overnight stay at a secondary site

Year 1: 1 (includes overnight stay at a secondary tourist site) Year 2: 1 Year 3: 2 (includes overnight stay at a secondary tourist site) Year 4: 2 Year 5: 2 (cumulative) At least two routes incorporate at least one overnight stay at a secondary tourist site

At least two routes must incorporate at least one overnight stay at a secondary tourist site in the itinerary

#

Survey on number of overnight stays at a secondary site in new tour routes

Count Annually PSD team

C.4.3.5 Completed Curriculum Assessment

Assessment conducted identifying needs of tourism industry and university curriculum shortfalls

The assessment must 1) survey various tourism sector firms hiring or employing university-level graduates to determine the skills they seek in job applicants and 2) survey Jordanian universities’ tourism-related programs to determine adequacy of the curricula in meeting the tourism sector’s skill demands

Completion Curriculum Assessment report Completion 120th day PSD team leader

& M&E manager

C.4.3.5 # of curriculum adjustments/improvements adopted

Year 1: 2 Year 2: 4 Year 3: 8 Year 4: 12 Year 5: 16 (cumulative) University curricula are developed and improved to match skills demanded by firms in the tourism sector

Number of curriculum adjustments/improvements adopted in the universities

#

Survey on university curricula adjustments/improvements

Count Annually PSD team leader & M&E manager

C.4.3.5 # of students completing courses with revised curriculum

University graduates will have acquired the skills to match the demand in the tourism market

Number of students graduating completing the courses

# University enrollment/graduation data

Count Annually PSD team leader & M&E manager

C.4.3.6 # of outsourced tourism concessions developed

Year 1: 1 Year 2: 2 Year 3: 3 Year 4: 4 Year 5: 5 (cumulative) At least five outsourced tourism concessions developed due to Contractor’s efforts

Number of outsourced tourism concessions developed

#

Government documentation on new tourism concessions developed outsourcing

Count Annually PSD team

C.4.3.7

% increase in Jordanian SMEs providing goods and services to large tourism sector firms

Year 1: 3% Year 2: 8% Year 3: 13% Year 4: 17% Year 5: 20% (cumulative) At least cumulative 20% increase in purchases of Jordanian SMEs’ goods and services by major hotels, large tour operators, and other large tourism sector firms

Jordanian SMEs are more actively participating in the tourism industry by providing goods and services to large tourism sector firms

%

Survey on Jordanian SMEs in major tourism sector firms' supply chain

Pre- and post-data on SME engagement in the tourism sector

Quarterly/Annually

PSD team leader & M&E manager

C.4.3.8 % of hotels classified

Year 1: 25% Year 2: 45% (cumulative) Year 3: 65% Year 4: 85% Year 5: 100%

# of classified hotels / total number of hotels %

Ministry of Tourism and Antiquities classification records

Count Annually PSD team leader & M&E manager

C.4.3.8 % of restaurants classified

Year 1: 25% Year 2: 35% (cumulative) Year 3: 50% Year 4: 65% Year 5: 80%

# of restaurants hotels / total number of restaurants

% Ministry of Tourism

and Antiquities classification records

Count Annually PSD team leader & M&E manager

C.4.3.9 # of Neighborhood Enhancement team activities conducted

At least two Neighborhood Enhancement programs are carried out per neighborhood per year

# of and/or types of activities that Neighborhood Enhancement teams conducted on behalf of their constituents/ neighborhoods

# Neighborhood

Enhancement Program document

Count Annually PSD team

Objective 3: Expansion, development, and deepening of source markets

C.4.4.1 Completion of marketing and promotions techniques in key source markets

Marketing and promotion plan will be complete by the 120th day after signing; Drafts will be checked-upon every 30 days

Submission of completed assessment report

Completion Submission of

strategy plan for key source markets

Complete 120th day Marketing team and partners

C.4.4.1 % increase in advertisements in key source market media

Year 1: 5% Year 2: 5% Year 3: 5% Year 4: 5% Year 5: 5% (each year in each source market)

% increase of advertisements run in key source markets in all media forms

% Records of all

media advertisements (print, aired)

Count Annually Marketing team and partners

C.4.4.1 % increase in seeing as a favorable Jordan as a tourism location

Year 1: 5% Year 2: 5% Year 3: 5% Year 4: 5% Year 5: 5% (each year)

Impression of Jordan as a tourism location on a scale of 1-10.

% Survey; Interviews; Focus groups

Count and average. Annually Marketing team

and partners

C.4.4.1 % increase of utilization of e-marketing and e-selling by private sector

Baseline Year 1: 3% Year 2: 5% Year 3: 7% Year 4: 9% Year 5: 12%

Baseline usage versus annual difference in usage of e-marketing and e-selling by private sector Average % of marketing that is e-marketing/e-selling (as reported by firms)

% Website assessments; surveys

Count and average of all firms

Annually Marketing team and partners

38

Annex G: Performance Monitoring Plan

C.4.4.1 % increase in cooperative marketing of JTB's activities

Baseline Year 1: 5% Year 2: 10% Year 3: 15% Year 4: 20% Year 5: 25%

Cooperative marketing of JTB's activities / total marketing of JTB's activities

% JTB records and reports Count Annually Marketing team

and partners

C.4.4.1 # of tourism-related

marketing organizations established

Baseline Year 1: 2 Year 2: 4 Year 3: 6 Year 4: 8 Year 5: 10

Number of new marketing organizations established each year

# Ministry of Tourism

and Antiquities records

Count Annually Marketing team and partners

C.4.4.1

# of marketing organizations utilized for primary destination marketing

Baseline Year 1: 2 Year 2: 4 Year 3: 6 Year 4: 8 Year 5: 10

Number of marketing organizations working with primary destinations

# Ministry of Tourism and Antiquities records

Count Annually Marketing team and partners

C.4.4.2 % increase in Jordan's travel agent network membership

Baseline Year 1: 5% Year 2: 5% Year 3: 5% Year 4: 7% Year 5: 10%

Difference of total travel agent network memberships compared annually

% Travel agent network database Count Annually Marketing team

and partners

C.4.4.2

% increase in utilization of sales and distribution channels in source markets

Baseline Year 1: 5% Year 2: 10% Year 3: 15% Year 4: 20% Year 5: 25%

% of sales and distribution channels used in source markets compared each year.

%

Records of channel use from Ministry of Tourism and Antiques.

Count Annually Marketing team and partners

C.4.4.2 % increase in tourists due to travel agents and tour operators

Baseline Year 1: 5% Year 2: 10% Year 3: 15% Year 4: 20% Year 5: 25%

% of tourists attributable to contact with a travel agent compared each year % of tourists attributable to contact with a tour operator

%

Surveys; Interviews; travel agency financial records; tour operators financial records

Count Annually Marketing team and partners

Objective 4: Increased access to finance for Jordanian businesses and entrepreneurs in the tourism sector

C.4.5.1 $ increase in debt-

financing for medium-term lending in tourism sector

Baseline Year 1: $200,000 Year 2: $300,000 Year 3: $350,000 Year 4: $400,000 Year 5: $525,000 (average investment per enterprise) Increased debt investment for growth in Jordanian tourism businesses and enterprises requires increase in investment in the $50,000- $1,000,000 range per enterprise

$ invested in debt-financing for businesses and enterprises in the tourism sector

$ List of

loan/deal/contract disclosure

Pre- and post- data on debt-financing

Annually Tourism financing team

C.4.5.2

# of trainings for financial management provided for SMEs and start-ups

Baseline Year 1: 4 Year 2: 5 Year 3: 7 Year 4: 8 Year 5: 10 Improved business and financial management capacity in the tourism sector by offering trainings in at least 10 major cities in the country

# of trainings offered and # of trainings received

# quarterly report by

training partners/institutes

Count Quarterly/Annually

Tourism financing team

C.4.5.2 % of SMEs and start-ups received trainings for financial management

Baseline Year 1: 40% Year 2: 60% Year 3: 80% Year 4: 90% Year 5: 100% (cumulative) Improved business and financial management capacity in the tourism sector through trainings

% of SMEs received trainings %

quarterly report by training partners/institutes

Count Quarterly/Annually

Tourism financing team

C.4.5.2

% increase in dollar amount of debt/equity investments in tourism activity-assisted SMEs

Baseline Year 1: 10% Year 2: 15% Year 3: 20% Year 4: 25% Year 5: 30% Increased amount of investment in SMEs in the tourism sector

% increase in $ invested in SMEs to expand their businesses

% List of loan/deal/contract disclosure

Pre- and post-data on debt-financing

Bi-annually/Annually

Tourism financing team

C.4.5.3 # of ventures supported by start-up capital funds

Baseline Year 1: 10 Year 2: 10 Year 3: 10 Year 4: 10 Year 5: 10 (non-cumulative) More active start-ups in the tourism sector funded by venture capitalists

# of start-ups started in the tourism sector funded by venture capitalists

# # of start-ups registered Count Quarterly/A

nnually Tourism

financing team

C.4.5.3

# of public private partnerships (PPPs) for tourism infrastructure projects

Baseline Year 1: 2 Year 2: 2 Year 3: 2 Year 4: 2 Year 5: 2 (non-cumulative)

# of PPP projects evaluated and implemented to develop tourism infrastructure

# PPP projects disclosure Count Quarterly/A

nnually Tourism

financing team

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