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FY 1997 Economic Support Fund: $10,000,000
FY 1997 Development Assistance Fund: $7,357,000
Introduction
Jordan is a small, Middle Eastern kingdom which has common borders with Israel, Syria, Iraq and Saudi Arabia. Because of its strategic location and its astute leadership, Jordan has historically played an important political role in the region. The signing of a peace treaty with Israel in October 1994 reinforced that role and provided a new impetus to the Middle East Peace Process. With a constitutional monarchy and a bicameral legislature, Jordan has set a democratic standard for the rest of the Arab world. But the development of Jordan's fledgling democracy, its ability to "wage peace" and its continuing efforts to promote regional peace, all key U.S. foreign policy interests, will depend on political and economic stability, which can only be achieved with U.S. and other donor assistance. Hence, in view of Jordan's continuing key role in the attainment of objectives critical to the U.S. national interest, we do not foresee a near or medium-term cessation of the economic assistance program.
The Development Challenge
Jordan has few natural resources, primarily phosphate and potash from the Dead Sea, and these offer limited export growth potential. About the size of Indiana, Jordan covers approximately 35,000 square miles of land, but only about 8% is arable; the rest is desert. Population growth has put tremendous pressure on water, Jordan's most scarce critical resource. Water from aquifers and surface sources is extremely limited and must be conserved. Jordan's 4.1 million population is growing at an average annual rate of 4.3%1/ , which is one of the highest population growth rates in the world.
The mainstays of the economy, donor assistance and remittances from Jordanians working abroad, are dependent on political vagaries. Both were drastically curtailed because of the Gulf Crisis, for example. Consequently, the challenge to Jordan has been to continue to diversify its exports and increase its foreign exchange earnings. Creating a policy, administrative and investment climate conducive to encouraging domestic and foreign investment is vital to Jordan's long-term economic growth, political stability, and ability to reap the benefits of peace with Israel.
Overall economic indicators demonstrate that Jordan is serious about controlling problems constraining development. Jordan is meeting the conditions of the International Monetary Fund (IMF) and World Bank Structural Adjustment Program. For example, the budget deficit has declined to 5% of gross domestic product (GDP) from 17.4% in 1991; external debt is now only 90% of GDP, down from a 1990 peak of 190%; and debt service as a share of exports of goods and services fell to 18.4% from 21% in 1991. Moreover, the government has initiated a series of policy reforms that will make Jordan "open for business." Parliament passed new legislation on sales, corporate and income taxes. The IMF commended USAID for its work with the Government of Jordan (GOJ) on the investment law, a law that makes foreign and local investors equal in most cases. The law represents the culmination of efforts under the USAID Sector Policy Reform Program to support a more liberal trade and investment regime. Another significant achievement under the same program has been modernization and computerization at the Customs Department designed to encourage exports. In July 1995, the first ever Overseas Private Investment Corporation (OPIC) mission to Jordan took place. The crowning achievement, however, was the November 1995 Middle East North Africa Economic Summit that Jordan hosted. It attracted over 1,000 business leaders from all over the world, and four major U.S.-Jordanian deals were announced. USAID facilitated a number of these business contacts and jointventures. As a prelude to the summit, USAID sponsored a seminar for company executives to help them learn more about joint ventures and foreign investment and to sustain momentum, a Jordanian trade delegation visited the United States in February 1996. In the international visitor industry, which average around 10% of gross national product and is second only to workers' remittances in terms of redressing Jordan's balance-of-payments deficit, USAID efforts contributed materially to Jordan's joining the important Middle East and Mediterranean Travel Association.
Jordan has made additional progress toward establishing democratic institutions. Municipal elections were held last year. This was the first time that Jordanians elected mayors (except Amman). In Amman, half of the council was elected, but elsewhere, all members of the local councils were elected by the people. Two women were elected mayors of their towns.
In the water sector, the government has demonstrated its commitment to promote the use of treated wastewater for irrigation, and is considering options for cost recovery, including private sector, fee-based operation of water and wastewater facilities.
In family planning, the Government of Jordan's decision to allow provision of family planning services in government health facilities was a significant step forward against the backdrop of a traditionally conservative society.
Despite the noted progress, Jordan faces several serious obstacles which require our continued assistance. Even with the forgiveness of official U.S. debt, Jordan still has over $5 billion in external outstanding debt and requires foreign exchange to service that debt. Jordan still imports far more than it exports; its current account deficit is 11.8% of GDP. Jordan's foreign exchange reserves are continuously fluctuating around the $350 million mark, an amount which barely covers the country's import financing needs for a period of two months. Jordan has one of the lowest per capita water consumption rates in the world, yet the current rate of consumption cannot be sustained. The total fertility rate, down from 5.6 is still high at 4.4, and will determine long-term water demand.
Other Donors
In 1995, the United States provided 1.9% of $704 million in assistance to Jordan. Major donors are Japan, the World Bank, the Arab Fund and Germany. The United States is the ninth largest donor. This does not include $420 million in debt forgiveness that the United States accorded to Jordan in 1995.
FY 1997 Program
A politically stable, prosperous Jordan is pivotal to the achievement of U.S. foreign policy objectives in the Middle East. It is a key partner in the peace process and a source of moderation in a region often marked by extremism and turbulence. Hence, USAID efforts to promote Jordan's economic viability are very much in our national interest. Increasing the country's foreign exchange earnings is critical to ensuring its economic viability. Also, the paucity of water in Jordan and the region has implications for the stability of both and lends an important political and U.S. foreign policy dimension to the issue of water availability. Meanwhile, population growth eats away at economic growth and exerts great pressure on the country's water resources. USAID's strategy addresses these fundamental constraints to sustainable development by increasing foreign exchange earnings, increasing the quantity and improving the quality of water available for use, and contributing to stabilizing population growth.
To help Jordan address its macroeconomic issues and, at the same time, generate employment, USAID assists the Government of Jordan (GOJ) in attracting visitors interested in its archaeological attractions and natural beauty. Activities undertaken as part of this effort include preservation of cultural sites, enterprise development (to spread the benefits of tourism to small businesses and their employees), international marketing and policy reform.
USAID also approaches broad-based economic growth by addressing critical constraints to water availability and water quality. Activities are conducted through the GOJ and nongovernmental (NGO) entities in conservation awareness, planning, training and construction.
Population pressures are, in significant part, due to a lack of family planning knowledge, services and products. However, demographic health survey data indicates that there is a large unmet need in family planning -- the desired family size is about four children and 26% of married women either want to delay their next birth or stop having more children. To help stabilize population growth, our funding broadens the range of affordable contraceptives and supports an information and education campaign that targets service providers, as well as couples, who are informed about modern family planning methods.
Agency Goal: Encouraging Broad Based Economic Growth
A high population growth rate, small land area, small internal market, and limited natural resource base make economic growth in Jordan particularly challenging. USAID's contribution to this effort addresses two major constraints--foreign exchange and water.
This objective is a refocusing of the FY 1996 Congressional Presentation SO1, Increased foreign exchange earnings from selected export industries and services: fruits and vegetables; the cultural and environmental visitor industry; and manufacturing industries. To increase Jordan's foreign exchange earnings, USAID is supporting the culture and nature visitor (CNV) industry. Progress was made in all aspects, including site development, business development (with its important employment generation dimension), and marketing. Excavation work and preservation at the Amman Citadel, Madaba and Petra, key culture and nature attractions, occurred. The opening of the Archaeological Park and Mosaic School in Madaba has led to the development of several new restaurants and arts and crafts shops. A handicraft consultant continues to work with the GOJ, NGOs and local societies. A marketing campaign, specifically designed for the culture and nature visitor market niche, was launched at the Amman Economic Summit. The updated "Tour Planning Guide" aimed at industry professionals, a prototype for a monthly CNV-oriented magazine, and new brochures were widely well received.
Due in large part to the signing of the peace treaty with Israel, Jordan received an upsurge of visitors. However, future growth expectations are much more modest. In fact, Jordan will need to increase its international marketing efforts simply to maintain the newfound gains. Therefore, USAID will continue to help Jordan's public and private sectors to: (1) upgrade culture and nature sites to attract a greater variety of visitors; (2) protect and increase market share through international "niche" marketing activities; (3) spread the benefits to communities adjacent to sites by promoting small business development and training local people to enable them to find employment in the hospitality industry and to provide quality products and amenities for the visitors; and (4) improve the overall policy framework to allow the industry to flourish.
As benefits accrue to communities adjacent to the sites, local people will provide the cooperation that is critical to ensuring that site preservation and indeed, the entire CNV thrust, is sustainable.
Strategic Objective 1: Increased foreign exchange from culture and nature visitors. ($4,000,000)
In the water sector, USAID is undertaking several activities to address the problems of water availability and quality, primarily in conservation and wastewater treatment. These interventions mean more potable and irrigation water available to Jordanians.
In the area of conservation, over 10,000 people have received information, particularly women (principal domestic users) and students. Jordanian NGOs proved an effective vehicle to reach substantial numbers of consumers. The two-mile Walk for Water in the Amman city center attracted over 1,200 people, including many school children. The focus was on water conservation and sustainable use.
Control of industrial pollution and wastewater treatment are important elements of USAID's water strategy because the quality of the wastewater will be upgraded to the point where it can be used for unrestricted irrigation. Otherwise, valuable water of potable quality will continue to be put to agricultural use. With regard to control of industrial pollution, comprehensive industrial audits have been conducted for 15 industries; as a result, a number of industries have already adopted specific measures to save water and clean up their effluent before discharging it into the wastewater system. The upgrading of the wastewater treatment facility at As-Samra continues. The feasibility and design for water and wastewater services for the Wadi Mousa area, locus of the famed archaeological attraction, Petra, is under way. Finally, a master plan for wastewater services through the year 2025 for the greater Amman metropolitan area is under development. This activity provides a planning model to the government because it systematically incorporates both technical and environmental analyses. The last two activities also strengthened the planning capability of the government. As for policy reform, new water legislation will soon be drafted. To facilitate this reform, USAID is supporting a series of policy studies and a consensus- building and information- sharing effort.
The public awareness program will be expanded from domestic users to include the industrial and agricultural sectors. Technical assistance in operation and maintenance of drip irrigation systems, and demonstration projects will improve irrigation efficiency. The actual construction of collection and treatment facilities in Wadi Mousa will begin in 1997. The quality of treated wastewater will be significantly improved when the facilities are completed. In addition, USAID will fund feasibility studies, particularly for regional ventures, and pilot infrastructure projects involving the private sector. These will lead to upgrades and improvements of several more water supply and sewage treatment systems.
Strategic Objective 2: Improved quality and increased quantity of water available for use. ($6,000,000)
Agency Goal: Stabilizing World Population Growth and Protecting Human Health
Jordan's population growth rate of 4.3% remains one of the highest in the world. As a way to address this critical problem, USAID is concentrating on modern family planning methods--providing information and expanding the variety of products at prices most Jordanians can afford.
USAID has played a major role in assisting the Government of Jordan to put the systems in place which will support a national family planning program. As lead donor in family planning, USAID has helped Jordan to increase modern contraceptive prevalence rate (CPR) from 27% in 1990 to about 39.7% in 1995. Total CPR is now estimated at 51.6%, while the total fertility rate has dropped from 5.6 to 4.4.
In the last year, USAID, and its partners in the Ministry of Health (MOH), the private commercial sector and the nongovernmental organizations (NGOs) have been putting the pieces of a quality family planning program in place. In this period, USAID resources have been used to train over 1,000 physicians, nurses, pharmacists and family planning counselors in the private and public sectors. Additionally, a management information system for NGO family planning clinics has been establishedand is functioning. Four additional clinics have been established in the NGO sector with protocols for quality of care instituted. Also in the NGO sector, couple years of protection have increased from 21,676 (January to June 1994) to 26,861 (January to June 1995).
USAID and the Ministry of Health are cooperating to encourage women to space births at least two years apart. Although 80% of all Jordanian births occur in the hospital, only 6% of women return for postpartum care and family planning services. Now postpartum family planning services are to be provided in the 12 hospitals in which most of the births occur. Over the last year, four postpartum centers have been renovated and furnished with equipment on order. In these centers postpartum family planning services have begun. Instituting family planning services in public hospitals represents a major advance in a traditionally conservative environment.
During the last year, USAID, working with its private sector partners in the pharmaceutical industry, was instrumental in launching a contraceptive social marketing program. With our technical leadership DMPA, an injectable contraceptive, has been registered for use in Jordan. Thus, women in Jordan are now able to easily find three modern contraceptives (oral contraceptives, intrauterine devices and an injectable contraceptive) at affordable prices in pharmacies throughout the country. With USAID guidance, the Ministry of Health (MOH) and the pharmaceutical industry agreed to offer contraceptives through the private sector at a market-oriented price which market research revealed women would be willing to pay, if they perceived the products to be of high quality, and if their health care provider was well trained to provide correct information and services. The program was launched in November 1995. USAID and the MOH are carefully monitoring the sales of the contraceptives.
For the first time in 1995, the MOH agreed to the use of the television to provide information about birth spacing and family planning. USAID paid for the development and production of a seven-part educational drama which contained family planning messages and was aired on Jordanian television in December 1995. The pre-test of the program was very positive, and the post-test survey is now under way. Additionally, seven 25-second television spots have been successfully pre-tested, and plans are under way to air them in 1996.
USAID will be able to reach significantly more women with family planning information and services by contacting women in hospitals where most deliveries occur. In addition, the private sector distribution system will become an increasingly important means of providing contraceptives, while market-oriented prices will constitute an important step toward sustainability. To spur political will in this sensitive area, information activities to encourage support for the national family planning program among parliamentarians, academics, physicians, and NGOs also are planned.
Strategic Objective 3: Increased practice of family planning with an emphasis on modern methods. ($7,357,000)
| Encouraging Economic Growth | Stabilizing Population Growth | Protecting the Environment |
Building Democracy |
Total |
|
|
USAID Strategic Objectives |
|||||
|
1. Increased Foreign Exchange from Culture and Nature Visitors ESF |
$4,000,000 |
|
$4,000,000 |
||
|
2. Improved Quality and Increased Quantity of Water Available for Use. ESF |
$6,000,000 |
|
$6,000,000 |
||
|
3. Increased Practice of Family Planning with an Emphasis on Modern Methods Dev. Assistance |
$7,357,000 |
$7,357,000 |
|||
|
Total Dev. Assistance ESF |
$10,000,000 |
$7,357,000 -- |
-- |
-- |
$7,357,000 $10,000,000 |
USAID Mission Director: William T.Oliver
Purpose: To increase foreign exchange earnings by increasing the number of Culture and Nature Visitors (CNVs) from targeted countries and their expenditures in Jordan. Selected cultural and natural attractions will be preserved, improved and presented so as to sustain the cultural and natural heritage as an economic resource. Communities adjacent to selected sites will benefit economically from the use of local culture and nature attractions. The policy and legal framework will be changed so that it expands, improves, and sustains CNV industry development.
Background: Jordan needs foreign exchange to correct its chronic balance- of- payments deficit and to promote long term economic stability. It has few sources of foreign exchange, and these are subject to wide price fluctuations. Jordan's culture and nature attractions, if managed well, can be a sustainable source of foreign exchange earnings from international visitors. If the appropriate actions are taken to preserve, better manage and promote the culture and nature resources of Jordan, they will continue to be attractions, and equally important, Jordanians will preserve a valuable part of the world's heritage.
USAID Role and Achievements to Date: USAID is supporting the culture and nature visitor industry in Jordan, in close coordination with the Government of Jordan (GOJ), nongovernmental organizations (NGOs), and selected communities. Progress has been made in all aspects, including site development, development of small businesses in the vicinity of the sites (with its important employment-generation dimension), and marketing. The American Center for Oriental Research (ACOR) has been awarded a cooperative agreement with USAID to continue its work at Petra, Madaba, and the Amman Citadel, in protecting and presenting sites. The opening of the Archaeological Park and Mosaic School in Madaba has led to the development of several new restaurants and arts and crafts shops. A consultant continues to work with the GOJ, NGOs, and local societies to improve the quality and marketing of handicrafts.
Jordan is only beginning to promote itself in a strategic manner as a destination for United States and European markets. With USAID support, a public and private consortium was established to market Jordan. In 1994, USAID assisted the GOJ and the marketing consortium to develop and implement a coordinated marketing campaign, including development of a tour planning guide, rack brochures, site brochures and posters in major target languages. The materials have won awards for both their advertising merit and the quality of the printing, and were used successfully at the annual London Travel Mart.
A marketing campaign, specifically designed for the culture and nature visitor market niche, was launched at the November 1995 Amman Economic Summit. The updated "Tour Planning Guide" aimed at industry professionals, a prototype for a monthly CNV-oriented magazine, and new brochures were widely and well received. Jordan has joined with Israel to market regional itineraries through the American Society of Tour and Travel Agents.
Description: Due in large part to the signing of the peace treaty with Israel, Jordan has received an upsurge of visitors. However, future growth expectations are much more modest. In fact, Jordan will need to increase its international marketing efforts simply to maintain the new-found gains. Therefore, USAID will continue to help Jordan's public and private sectors to: (1) upgrade culture and nature sites to attract a greater variety of visitors; (2) protect and increase market share through international "niche"marketing activities; (3) spread the benefits to communities adjacent to sites by promoting small business development, and training local people to enable them to find employment in the hospitality industry and to provide quality products and amenities for the visitors; and (4) improve the overall policy framework to allow the industry to flourish.
Host Country and Other Donors: The GOJ is expected to contribute $3,330,000 to the strategic objective.
USAID is presently the largest donor in the sector. The World Bank is planning a tourism sector development loan which will assist in developing infrastructure at the Dead Sea, Wadi Mousa, Wadi Rum, and Amman, and provide institutional support for the Ministry of Tourism and Antiquities. The Japanese have identified six infrastructure projects in downtown Amman, the nearby city of Salt, and in the vicinity of the Dead Sea.
USAID has cooperated closely with the German and Italian archaeological missions to Jordan and with the World Bank. The development of the Archaeological Park (primarily Byzantine churches and Roman buildings) and Mosaics School at Madaba, the latter teaching the restoration of Jordan's famed mosaics, provides an excellent example of donor cooperation. Funds for the Mosaics School have come mainly from the Italian assistance program with some funding from the Canadians, while USAID has made the major investment in developing the Archaeological Park, aided by local currency generated by the Commodity Import Program.
Beneficiaries: USAID assistance is expected to generate significant employment opportunities in a growing service sector. The indirect beneficiaries are suppliers of commodities for the hotel industry, producers of traditional arts and transport services. Ultimately, the general public benefits because USAID-assisted activities will increase the foreign exchange earnings of Jordan while assisting in the preservation and presentation of Jordan's valuable cultural and natural heritage.
Principal Contractors, Grantees, or Agencies: USAID implements these activities through the U.S. firm Chemonics, Inc., the American Center for Oriental Research and other nongovernmental, not-for-profit organizations.
Major Results Indicators:
| Baseline | Targets | |
|
|
$582 Million (1994) | annual increases by 10% (1995), 3% (1996), and 3% (1997) |
|
|
0.044 (1994) |
annual increases to 0.07 (1995), 0.075 (1996), and 0.08 (1997) |
|
|
0% completion (1994) | annual increases to 7% (1995), 14% (1996), and 40% (1997) |
|
|
80,340 CNVs (1994) |
annual increases by 10% (1995), 5% (1996), and 5% (1997) |
PROGRAM: JORDAN
TITLE AND NUMBER: Improved Quality and Increased Quantity of Water Available for Use -
278-SO02
STATUS: Continuing
PROPOSED OBLIGATION AND FUNDING SOURCE: FY 1997; $6,000,000 ESF
INITIAL OBLIGATION: FY 1995; ESTIMATED COMPLETION DATE: FY 1999
Purpose: To improve water resources management, increase conservation and efficient water use, and improve water and wastewater infrastructure.
Background: Lack of water in Jordan is a serious problem and, without vigorous interventions, there will be a national crisis within the decade. Virtually all economically viable sources of fresh water have been tapped. Water scarcity is exacerbated by rapid population increase, weak government institutions, inefficient water management and use, lack of adequate wastewater treatment capacity, and inappropriate pricing policies. The Government of Jordan (GOJ) is fully aware of the impending crisis and is committed to making the difficult reforms required.
USAID Role and Achievements to Date: USAID water sector contributions have been made through developing infrastructure, increasing the capacity to design and implement water projects, improving the monitoring of water quantity and quality, facilitating open discussions on water policy reform, increasing public awareness, and improving cooperation between Jordan and its neighbors on water issues. With water a key factor in regional peace, and with the strong U.S. commitment to promoting that peace, continued high-profile involvement in the water sector is essential.
Description: A number of major activities are planned for FY 1997. An emergency upgrade of the facility providing wastewater treatment for the Amman and Zarqa area (80% of Jordan's population) will be completed in 1997. This will significantly improve the quality of treated wastewater, thereby making it available for irrigation use. A comprehensive master plan, feasibility study, and preliminary engineering design for wastewater services (including reuse) for the greater Amman area through the year 2025 will be completed. Final design of new water supply and wastewater treatment facilities for the area surrounding the archaeological attraction, Petra, which must serve a heavy influx of visitors, will be completed, and construction begun. Several environmental impact assessments for water and wastewater facilities will be completed. Hardware and software permitting improved data management and analysis will be installed and made operational as will additional stream flow monitoring stations at key locations. Additional activities in irrigation efficiency, groundwater recharge, laboratory upgrades, water sector policy reform, and public awareness will continue to improve water management capacity and efficient water use.
Host Country and Other Donors: Other major donors in this sector are the Germans, the Canadians, the British, the European Union, and the World Bank. USAID is cooperating closely with Germany in a number of key areas, including emergency upgrades of the existing Amman wastewater treatment system, preparations for construction of facilities envisioned under the wastewater master plan, and development of data management systems. USAID coordinates activities with Canadian and World Bank efforts in institutional restructuring and water policy reform. The Ministry of Water and Irrigation (MWI) is the host country counterpart in USAID's activities. The MWI has invested significant financial and personnel resources in implementing USAID-funded activities.
Beneficiaries: The direct beneficiaries will be water users (municipal, industrial, and agricultural) in the greater Amman area, in the Jordan River Valley, and in the Wadi Mousa area where Petra is located These beneficiaries constitute approximately 75% of the population of Jordan.
Principal Contractors, Grantees, or Agencies: USAID implements these activities through the following U.S. and Jordanian firms, and two Jordanian environmental nongovernmental organizations:
Major Results Indicators
Baseline Target
42% (plastic houses) 55% (plastic (1991) houses) 1997
Purpose: To improve maternal and child health by reducing the number of unwanted pregnancies, and to promote the continued use of modern family planning methods by improving knowledge of family planning, by making services in the public and private sectors more accessible, and by making products more affordable in the private sector.
Background: The 1990 demographic and health survey (DHS) revealed that there is substantial unmet demand for family planning services. Close to one-half of the women surveyed had completed their family size and wanted no more children. An additional 25% wanted no more children within the next two years. The survey also revealed that if all unwanted births were avoided, each woman would have only 3.9 children, on average, instead of the actual 5.6 found in the survey. The DHS revealed that 95% of the women in Jordan could name a contraceptive method and 94% of women actually know where to obtain services. However, 15% of women did not use one because of myths and rumors about the efficacy and safety of these methods, and 21% discontinued use for the same reasons. To address the challenges associated with the strategic objective, USAID and its partners are focusing on a package of activities which will promote the acceptance and continued use of modern family planning methods. There are several constraints toward achieving this objective. First and foremost is the lack of a reliable and predictable contraceptive distribution system in the public sector. Additionally, in spite of positive reactions toward improved service delivery and the use of mass media to promote services and products, the Ministry of Health (MOH) continues to fear a negative reaction by Islamic fundamentalists toward promotion of family planning services. Further, inadequate donor funding of necessary elements (contraceptive supplies, information, and materials) of a national family planning program will impede progress.
USAID Role and Achievements to Date: Through 1995, USAID provided all of the Intrauterine Device (IUD) contraceptives available in the public sector. Although the Government of Jordan (GOJ) regulates the price of pharmaceuticals in the country, USAID was instrumental in convincing the GOJ not to subsidize the cost of contraceptives for the contraceptive social marketing (CSM) activity. Additionally, USAID was able to convince the pharmaceutical companies in Jordan that increased sales would result if the products were marketed at an affordable price to low-income consumers. The two major policy breakthroughs which USAID facilitated in 1995 were: (1) the agreement by the MOH to use the television and radio for family planning information; and (2) gaining approval from the Director of the Directorate of Pharmaceuticals (the Jordanian equivalent of the Food and Drug Administration) and from the Pharmacists' Syndicate to place the CSM logo on contraceptive products and at pharmacies and private clinics. This logo identifies products and service providers participating in the CSM program and operates like a "Good Housekeeping Seal of Approval." Preliminary results from the Jordan 1994 Census on Population and Housing revealed that modern contraceptive prevalence has risen from 27% in 1990 to an estimated 39.7% in 1995.
Description: The program will continue its emphasis on improving the quality of services it provides to the customer. Eleven model maternal child health and family planning centers will be established, personnel trained and services implemented using quality assurance protocols. A program of operations research is envisioned to evaluate the quality of care being provided and to help program managers improve service delivery. A model program to include the lactation amenorrhea method of breast feeding will begin. Activities to encourage postpartum care and family planning services will begin.
The demographic health survey will be undertaken to verify the results achieved toward this objective. A series of activities are planned to disseminate information for MOH and other GOJ planners and opinion leaders In addition to working with the traditional family planning NGOs, USAID and its partners will expand their outreach to include NGOs that work to improve the quality of the lives of women overall. Training of health care providers will continue in the public and private sector. The CSM activity will continue with an emphasis on increasing sales and improving information to customers and providers as new products and/or new methods enter into the program. The pharmaceutical companies are forecasting a 10% increase in sales. It is estimated that total CPR will increase to 62.8% from the 1995 level of 51.6% and modern CPR will increase to 48.3% from 39.7% in 1995.
Host Country and Other Donors: The United Nations Population Fund (UNFPA), through its fourth country program, has provided $7 million from 1995-1996. USAID and UNFPA are discussing the provision of oral contraceptives (OCs), by UNFPA, to the family planning program. USAID-supplied OCs are not registered in Jordan and so are not allowed to be distributed. Consequently, method of choice, in the public sector, for Jordanian women is limited to IUDs. USAID and UNFPA meet regularly to make sure that activities undertaken in support of this strategic objective are not duplicative but mutually reinforcing. In December 1995, the European Union (EU) and the Japanese Government fielded exploratory teams to Amman to consider developing family planning and reproductive health programs for Jordan. USAID held discussions with both donors on ways to collaborate and ensure complementary efforts.
Beneficiaries: This objective has three distinct sets of customers. The customers, or beneficiaries, are the 418,840 currently married women 15-49 who are at high risk of conceiving a child who risk dying due to age and number of children already born, the 346,368 currently married women of reproductive age who have a demand for family planning services, and the men who are married to these women.
Principal Contractors, Grantees, or Agencies:
Major Results Indicators
Baseline Target