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130218_Luxor-Egypt SECAP Final

• Pursing nationwide

• Pursing nationwide transport/ traffic analysis, • Undertaking socio-economic survey and forecast up to 2027, and • Reformulating the strategy and policies for nationwide transport system 7 . One can notice that these strategic directions don’t cover urban mobility issues (although some elements of it are dedicated to the development of the subway in Cairo). Tourism targets In terms of Tourism, The Ministry of Tourism (MoTm) set ambitious goals in 2013 to increase the hotel rooms’ capacity to 300,000 hotel rooms to accommodate 14 million visitors by 2020. With this target, number rooms will increase and need energy supply to operate. It is noticeable that setting ambitious goals or the development of the sector, no complementary objectives were set to ensure that this development would not harm the environment both locally and globally. This means that the Governorate of Luxor has room to “invent a new model” where tourism will be a strong economic driver, while at the same time contributing to protect the local environment as well as mitigating climate change. 3. The Governorate of Luxor strategic vision for sustainable energy 3.1. Introduction The purpose of this section is to clarify the Luxor Governorate strategy towards sustainable energy. Since there have been years of turmoil due to unsmooth political conditions, a development strategy for the Governorate of Luxor hasn’t be clearly defined. Based on a thorough review of the Governorate's website and double-checking information with officials, no mission or vision has been clearly defined or stated so far. Hence, and for the very purpose of the present SECAP design, we are proposing below options to structure this vision and the sustainable energy strategy that could be a useful guidance for the Governorate services. 3.2. Objectives The CES-MED project aims at developing the SECAP in resonance with the already existing strategies, if any, for the participating cities and governorates. Hence, it is essential to define the main dimensions prioritised by each municipality/Governorate for a more appropriate SECAP. 3.3. The Context Luxor received special recognition, decreed by the ex-president as a special city separating from Qina governorate and appointing H.E. General Samir Farag as the governor in 2004 who developed an ambitious development strategy for Luxor 2030. In the meantime, a Presidential decree issued in 2009 added to Luxor Armant and Esna cities and their villages. These new boundaries certainly impose revisiting the strategy 7 Mints – MISR National Transport Study, the comprehensive study on the Master Plan for Nationwide Transport system, Egypt, Final Report, March 2012, JICA - available at: http://www.open_JICAreport.JICA.go.jp/pdf/12057584.pdf 18

previously set by H.E. General Farag, due to the change in the administrative status and scale, converting Luxor from a City into a Governorate. Luxor is certainly a heritage city par excellence as it contains more than one fifth of the World monuments. However, many pressing problems are undermining the value of such sites on the long-term: • Illegal urban expansions especially at the expense of the agricultural lands, • Investments and economic challenges after the recession in tourism, which remains Luxor's number one industry (more than 70 per cent of the local economy), and • Energy and pollution challenges are some of the many obstacles the Governorate has to face. Based on an article on some documents it appears that the Governorate of Luxor has already adopted four different strategic plans with the same timescale of year 2030 or 2032: • Luxor: The Capital of Monuments, Tourism and Culture, • Centre of Commercial, Logistics, Health and Education in Upper Egypt, • Luxor, the governorate of diversified economy: Tourism, Agriculture, Trade and Industry, and • Green City of Luxor. The following figure presents the SWOT analysis carried out by the Governorate for assessing the current situation and analysing future opportunities with regards to their strategic plan. Strength - Distinctive geographical location positioning Luxor as the service center in Upper Egypt; - High ratio of youth population; - Contains Sixth of the World’s most valuabe historical monuments; - Various touristic patterns (culture, conferences, festivals, therapeutic..etc); - The existence of industrial zones; - The presence of a number of modern untapped areas (Industrial areas); - Possible expansion of agricultural; and - High soil fertility and crop diversity. Weakness - Very High temperature in Summer; - Weak marketing and advertising for Luxor as a separate touristic hub; - Full reliance on Tourism as the main source of income; - Lack of skilled labour; - Weak demand for industrial investment; - Weak agricultural marketing, livestock production and poultry; and - Not benefiting from agricultural waste. Opportunities - Possibility of establishing factories for food industries and components of solar cells; - Luxor International Airport and a growing bond with Hurghada and Marsa Alam airports; - The ease of localization of the industries in Barmant due to the existence of roads and bridges; and - Benefiting from natural gas by building factories of fertilizer plants and phosphate. Threats - Non-operating industrial zones; - Some crops require high water consumption such as sugarcane; - The waste of tourism resources by not benefiting from archeological sites; - Suspending some tourism projects; - Non-completion of planting tree forests; - Some villages are randamlly affected by floods. Figure 1: SWOT Analysis by the Governorate of Luxor for the 2032 strategic plan A responsive, effective strategy is a must. Egypt adopted a Sustainable Development Strategy (SDS) known as Egypt 2030 vision, in line with UN agenda 2030 and Sustainable Development Goals (SDGs) issued in 19

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