2012年-世界发展银行全球_Aden_-_Commercial_Capital_of_Yemen___Local_Economic_Development_Strategy_40页_2mb

Summary of Aden's Local Economic Development Strategy

Core Content

Aden, located at the tip of the Arabian Peninsula near the Red Sea, is positioned to become the commercial capital of Yemen. The city has a long history of trade and is recognized for its natural deep-water harbor, unique topography, and rich urban heritage. With the introduction of the Local Authorities Law No. 4 in 2000, Yemen initiated a decentralization agenda, which included the development of city development strategies (CDS) in four major urban areas, including Aden.

The Local Economic Development Strategy (LED) for Aden was formulated in December 2001 with the support of the Cities Alliance and The World Bank. It aimed to support private sector productivity and improve the quality of life in the city. The strategy involved a participatory process with input from public, private, and civil society leaders, and identified three strategic areas for growth: maritime, hospitality and tourism, and manufacturing.

Main Points

• Aden's Strategic Position:

  • Located near the entrance to the Red Sea and on the main East-West shipping route.
  • Has a natural deep-water harbor, international airport, and container terminal.
  • Declared a free trade zone after Yemen's unification in 1990, enhancing its economic role.

• Economic and Social Context:

  • Aden has a relatively low urban poverty rate (17%) compared to the national average (21%) and Sana'a (15%).
  • The city suffers from high unemployment (28%), which is about double the national average.
  • The majority of the workforce (87%) is employed in the public sector, with only 29% in the private sector.
  • Women's participation in the formal labor force is higher in Aden (21%) than in Yemen overall, with a significant portion working in the public sector (93%).

• Infrastructure and Urban Development:

  • Aden has developed on a peninsula and expanded along the coast and inland.
  • It consists of eight districts, each with its own commercial center.
  • The city has a mix of formal and informal infrastructure, with significant investment needed in certain areas.
  • The Aden Master Plan 2025 was completed in 2006 to guide physical development aligned with economic and social goals.

• Clusters of Competitiveness:

  • The LED strategy focuses on developing and strengthening three key economic clusters:
    • Maritime (due to its port and strategic location)
    • Hospitality and Tourism (supported by its cultural and historical assets)
    • Manufacturing (with the potential for growth in export-oriented industries)

Key Information

Strategic Investment Areas

Twelve priority investments were identified to support the LED strategy, including:

1. Off-site infrastructure for Aden Free Zone
2. New berths and cargo village at the port
3. Expansion of the Aden Container Terminal (ACT) concession
4. Off-site infrastructure for bulk commodity port and raw materials processing zone
5. Off-site infrastructure for the city periphery industrial zone
6. Improved bonding/warehousing in Tawahi
7. Cargo village and cold storage at the airport
8. Expansion of power facilities
9. Expansion of water and wastewater facilities
10. Roadway improvements
11. Natural gas pipeline from Belhaf
12. Aden Causeway widening

Migration and Demographics

• Aden is a highly urbanized governorate (100% urban), with a population of about 635,000 in 2006.
• Migration to Aden is not clearly directed from a specific region, with people coming from all over Yemen.
• The primary reasons for migration include education and access to water.
• High unemployment is a major issue, with limited private sector employment and a strong reliance on the public sector.

Business Climate

• The city has a long history of international trade but is currently dominated by the public sector.
• There is a need to strengthen private sector regulations, particularly in customs and business licensing.
• Cluster-specific organizations are weak or absent, and better coordination between universities, private sector, and government is essential for innovation and workforce development.

Implementation Strategy

The LED strategy is implemented in five stages, each with specific goals:

Stage 1

• Establish an Organization for Economic Development
• Ensure strong leadership from a diverse group of Aden's leaders
• Re-initiate and sustain a healthy rate of growth in transshipment volume

Stage 2

• Invest in specialized research institutes and cluster-specific institutions
• Trigger growth in the maritime cluster
• Reduce shipping costs and increase the number of shipping lines calling on Aden

Stage 3

• Stimulate growth in import/export reliant manufacturing activities
• Enhance incentives for warehousing and re-export functions to locate in Aden

Stage 4

• Mobilize growth in other city-based linkage services (e.g., manufacturing, packaging, banking, maintenance services)
• Increase passenger and cargo throughput at the airport
• Stimulate growth in the hospitality and tourism cluster

Stage 5

• Trigger growth in strategic sectors such as IT and supply chain management

Conclusion

The LED strategy for Aden is a comprehensive and forward-looking plan that seeks to leverage the city's unique assets and address its current challenges. It emphasizes decentralization, private sector development, and sustainable urban growth. The strategy is designed to create a shared vision for the city's future, with a focus on economic diversification, infrastructure development, and cross-sectoral collaboration. The success of this strategy will depend on the implementation of the priority investments, the strengthening of the private sector, and the improvement of governance and institutional frameworks.