---

Note: This document may not always reflect the actual appropriations determined by Congress. Final budget allocations for USAID's programs are not determined until after passage of an appropriations bill and preparation of the Operating Year Budget (OYB).

---

JORDAN

	FY 1997	FY 1998See footnote 1	FY 1999
	Actual	Estimate	Request
Development Assistance..............	$120,000	--	--
Economic Support Funds.............	$22,976,000	$30,080,000	$25,000,000
P.L. 480 Title II...........................	2,628,000	---	---

Introduction

U.S. assistance to Jordan supports a stable and moderate government committed to peaceful solutions to the region's political problems. Throughout the difficulties of the ongoing peace process, King Hussein has played a vital role in resolving potential conflicts and maintaining dialogue among the various parties involved. This essential contribution has continued despite growing domestic opposition to Jordan's October 1994 peace treaty with Israel and a pervasive feeling within Jordan that the long promised "peace dividend" has not materialized. Maintenance of a strong U.S.-Jordan partnership is key to sustaining dialogue and maintaining stability within the Middle East. All USAID-funded activities will continue to be closely linked with the Mission Performance Plan (MPP) approved by the Ambassador. A number of specific United States Government (USG) foreign policy concerns highlighted in the MPP are directly supported by the USAID program, including national security (regional peace, support for allies), economic prosperity (broad-based economic reform, expanded markets) and global issues (stabilized population, health protection, environmental concerns). USAID's current strategy runs to 2001; graduation will depend on both developmental and geopolitical factors.

Development Challenge

USAID programs address three concerns that are central to Jordan's future development: too little water; too many people; and too few jobs. This formulation highlights the fact that the real constraints in Jordan are systemic in nature, cutting across several sectors at once. It also underscores the direct links among the three main problem areas facing Jordan. For example, high population growth rates place enormous pressure on Jordan's scarce natural resources, especially water. So too, rapid population growth makes it increasingly difficult to find productive employment for large numbers of Jordanians who enter the workforce each year. Failure to address any one problem area would jeopardize progress in all others.

With regard to water, USAID's main objective is improved water resources management. Annual water demand is expected to increase to 1.2 billion cubic meters by 2001, far above the 750 million cubic meters now available on a sustainable basis. Per capita freshwater availability in Jordan also lags far behind that available in most other countries: approximately 170 cubic meters is available per person each year in Jordan, one-third of that available in Israel and Syria, a sixth of that available in Egypt and one-fortieth of that available in the United States. In response, USAID is supporting Jordan's 14-year, $5 billion priority water investment plan aimed at ensuring efficient management of this scarce resource. USAID is heavily engaged in improving wastewater management, thereby addressing environmental concerns and obtaining additional water from a source that would otherwise be wasted. As results of USAID'S institutional and capital assistance, illustrative impact will be that water use efficiency of irrigated agriculture in Jordan Valley will increase by 3% in 1998 and 1999, four springs supplying 6.3 million cubic meters (mcm) of drinking water will be rehabilitated by the end of 1998,

and the construction of the Wadi Mousa wastewater treatment facilities will benefit 40,000 Jordanians by 2000.

Given Jordan's high population growth rate, another USAID focus is to increase the practice of family planning utilizing modern methods. Notable progress has been made in recent years, and there is some evidence to suggest that Jordan is beginning the demographic transition that most societies eventually make in terms of greater contraceptive use and a shift toward lower fertility rates. For example, the modern contraceptive prevalence rate increased from 27% in 1990 to 37.7% in 1997, putting the country well within reach of the National Population Commission's 41.5% target by the year 2000. Similarly, fertility rates have declined from an estimated 5.6 in 1990 to 4.6 in 1994 and are believed to be dropping still further. New approaches to delivering comprehensive child and mother care services are being tested, and will be expanding, with the following expected results: operational Comprehensive Postpartum Centers (CPP) will have grown from 12 in 1997 to 21 in 1999, reaching to outlying population centers; and the percentage of women delivering in hospitals with CPP Centers who return for postpartum/family planning services will have grown from 30 in 1997) to 45 in 1999.

USAID's economic growth strategy will increase economic opportunities for Jordanian citizens, thus ensuring that a broader section of the population benefits from the economic expansion and liberalization now taking place. This approach has been developed partly in response to growing perceptions that the benefits of recent growth and major debt reduction efforts are not being shared equally. Recent estimates point to an increase in poverty levels and one report suggests that unemployment rates may be as high as 27%. USAID activities include a new sustainable microfinance initiative. In addition, USAID supports technical assistance and training aimed at sustaining the process of economic restructuring underway in Jordan. Legal reforms, privatization, and a liberalized trade, investment and financial sector regime receive special emphasis. Significant steps have already been taken, including the adoption of a new Companies Law, a new Securities Law, and elimination of remaining foreign exchange controls. A large cash transfer program also helps support and sustain Jordan's market-based economic reform agenda. Under this objective, illustrative results are planned to include making microfinance services available to 25,000 active borrowers (50% of whom are women and 30% percent of whom reside outside greater Amman) by 2001; Investment Promotion Corporation facilitates investments that create 17,000 new jobs and result in at least $4.5 billion in new investment by 2001; and Jordan accedes to the World Trade Organization by 2000.

Other Donors

Jordan received $414 million in new donor assistance during 1997, of which 42% is grant aid. The U.S. was the largest single grant donor, providing $126.1 million. Other major grant donors included Japan ($34.1 million), Germany ($7.7 million), and the Netherlands ($7.5 million). With regard to loan assistance, the World Bank was Jordan's major creditor, providing $62 million, followed by the European Investment Bank ($61 million), Spain ($50 million), Germany ($35 million), Denmark ($20 million), and Italy ($11 million).

FY 1999 Program

FY 1999 will mark the "midpoint" of the renewed, five-year commitment of USG assistance to Jordan. This commitment stems in large part from the establishment of the Middle East Peace and Stability Fund announced by President Clinton on June 17, 1997. The fund provides additional resources for countries making a positive contribution to Middle East peace. As a result, USAID resources to Jordan were placed at $126 million in FY 1997 and $140 million in FY 1998--and are expected to exceed $100 million in each of the remaining years through FY 2001. The funding levels shown in this request are the appropriated levels and do not include funds that will be provided through the Middle East Peace and Stability Fund.

USAID programming will continue to pursue both MPP and major Agency goals. For example, USAID/Jordan's water strategic objective directly addresses global environmental issues. Similarly, its family planning strategic objective is aligned directly with the Agency goal of promoting sustainable reductions in unintended pregnancies, and its economic opportunity strategic objective strengthens market forces, expands access for the poor, and works to achieve broad-based economic growth. The inclusion of a large cash transfer component is also closely linked to these wider economic liberalization and reform issues.

---

ACTIVITY DATA SHEET
PROGRAM: Jordan
TITLE AND NUMBER: Improved Water Resources Management - 278-SO02
STATUS: Continuing
PROPOSED OBLIGATION AND FUNDING SOURCE:$10,000,000 ESF INITIAL OBLIGATION: FY 1995 ; ESTIMATED COMPLETION DATE: FY 2002

Purpose: USAID's water strategic objective supports that portion of U.S. foreign policy aimed at mitigating global environmental degradation. Given the importance of water as a potential source of regional conflict and the extreme water scarcity Jordan faces, it also helps support regional stability. Specific activities within the strategic objective are designed to improve Jordan's water resources management by strengthening the key public-sector water institutions, increasing water use efficiency, and improving the quality of treated wastewater so that it can be used for agricultural and industrial purposes.

USAID Role and Achievements: In 1997, USAID became the single largest bilateral donor in Jordan's water sector. As a result of USAID's support, the Ministry of Water and Irrigation (MWI), Water Authority of Jordan (WAJ), and Jordan Valley Authority (JVA) now have an integrated management information system that affords greatly improved water data collection, analysis and strategic planning. Such capability is essential for introducing improved management approaches and new cost recovery policies. It also enhances the ability of the Government of Jordan (GOJ) to understand and successfully negotiate regional agreements related to water. With regard to managing municipal water supplies, commendable progress has also been made. For example, the GOJ recently announced that it had attained a 100% cost recovery level for operation and maintenance expenses of municipal water supplies in Greater Amman. The GOJ has established a goal of 125% cost recovery by the year 2001.
In addition, USAID plays a significant role in improving Jordan's water infrastructure, through direct support and by leveraging other donor funds. USAID-funded emergency improvements at the As-Samra wastewater plant (which services Greater Amman) ensure that the effluent from a single aerated system meets almost all Jordanian water quality standards, despite the fact that the plant receives more than twice the volume of wastewater it was originally designed to treat. Completion of the new USAID-funded wastewater treatment plant at Wadi Mousa, near Petra in southern Jordan, should afford similar benefits to an additional part of the country. Elsewhere, the $150,000 provided by USAID to design a new water conveyance system resulted in a $25 million commitment from the German Government to construct the system. Once complete, residents in greater Amman will have access to an additional 45 million cubic meters of "peace water" from the Sea of Galilee and Yarmuk River.

Description: USAID supports three main sets of activities in pursuit of its water-related strategic objective, namely (1) building stronger water institutions; (2) increasing the efficiency of water use, and (3) improving the quality of wastewater.

Strengthened water institutions principally involves improvements in data collection and analysis and the installation of new management information systems. This foundational work is essential to adopting new management approaches. Significant improvements already underway in the area of municipal water supply include introducing private-sector management contracts and enhanced cost recovery policies. By contrast, cost recovery and management improvements in the irrigated agricultural sector, which uses three out of every four gallons of water consumed in Jordan, continue to lag behind despite recent promising developments.

Improving water use efficiency will help stretch scarce water resources further. With respect to municipal water supplies, this includes improvements in billing and collections as well as reductions in physical losses as a result of leakage or contamination. With regard to irrigation agriculture, the goal is to increase water use efficiencies from 40-50% to 80% for many crops. Improvements either

planned or underway include creating an Irrigation Advisory Service (which will provide on-farm, water-use advisory services), a change in the irrigation scheduling system from rotational to on-demand, and infrastructure improvements in various water delivery systems.

Finally, USAID is providing substantial resources to improve the quality of wastewater treatment in several areas of the country thereby ensuring that a significant and previously unusable water resource is made available for agricultural or industrial use (in 1995, Jordan obtained an additional 58 million cubic meters of water from this source, representing seven percent of the country's total water supply). This includes emergency improvements at the As-Samra treatment plant outside Amman and the construction of new treatment facilities at Wadi Mousa near Petra and in North Shounah. Wastewater improvements at Aqaba and elsewhere are also under consideration.

Host Country and Other Donors: Water investments in Jordan are shaped in large part by a $5 billion GOJ plan covering all aspects of water supply and wastewater treatment in Jordan through 2011. Donor coordination is excellent, with Germany, Japan, Italy, France and the European Community all providing substantial resources to this sector. Both Germany and Japan support construction of new conveyance systems bringing "peace water" from the Jordan Valley to Amman. Similarly, both Germany and France are funding the new water supply system in conjunction with the USAID-financed construction of the new Wadi Mousa wastewater treatment plant. Most major donors, including Italy, Germany, the World Bank, the European Investment Bank and USAID also support the recently completed wastewater plan for Greater Amman. The World Bank, Japan and Sweden are helping the GOJ to implement various aspects of this USAID-financed plan.

Beneficiaries, Principal Contractors, Grantees or Agencies: All Jordanians benefit from improvements in the water sector, widely viewed as one of the most critical constraints facing Jordan today. Emergency improvements at As-Samra benefit the approximately 1.6 million residents of Greater Amman, who rely on this plant for wastewater treatment. An estimated 40,000 Jordanians will directly benefit from the completion of the new wastewater treatment plant at Wadi Mousa near Petra, which will also help protect Jordan's major tourist attraction and "World Heritage" site. Another 18,000 Jordanians should directly benefit from similar wastewater improvements in northern Jordan.

Major U.S. contractors involved in water include Development Alternatives, Inc. (for work related to water policy, information systems and irrigation water use efficiency) and Camp, Dresser and McKee and Morganti (for design and construction related work). The U.S. Bureau of Reclamation has also provided technical assistance to assess sedimentation problems at the King Talal reservoir.

Major Jordanian counterparts include the Ministry of Water and Irrigation, the Water Authority of Jordan, and the Jordan Valley Authority. Also, a USAID grant to the Jordanian Environment Society has allowed this organization to play an innovative role in drawing greater public attention to the growing water problems faced by Jordan.

Major Results and Indicators

--    New management information systems at the MWI, WAJ and JVA function effectively by the end of 1998.
-- Series of new water policies and organizational changes introduced by 1998.
-- Water quality and quantity monitoring system for entire country rehabilitated by 1999.
-- A public awareness program on water scarcity and conservation completed by June 1999.
-- Water use efficiency of irrigated agriculture in Jordan Valley increased by 3% in 1998 and 1999.
-- Four springs supplying 6.3 million cubic meters (mcm) of drinking water rehabilitated by end 1998.
-- One spring and seven wells providing 18.7 mcm of drinking water rehabilitated in 1999 and 2000.
-- Aerate two remaining sections of As-Samra wastewater treatment plant by end of 1999.
-- Develop design and tendering documents for wastewater improvements at Aqaba by mid-1999.
-- Complete construction of Wadi Mousa treatment facilities, benefitting 40,000 Jordanians by 2000.

---

ACTIVITY DATA SHEET
PROGRAM: Jordan
TITLE AND NUMBER:    Improved Practice of Family Planning With an Emphasis on Modern Methods 278- SO03
STATUS: Continuing
PROPOSED OBLIGATION AND FUNDING SOURCE: $6,700,000 ESF
INITIAL OBLIGATION: FY 1995; ESTIMATED COMPLETION DATE: FY 2001

Purpose: USAID's family planning strategic objective in Jordan supports that portion of U.S. foreign policy aimed at stabilizing world population growth and protecting human health. Given the pressures of a rapidly growing number of people on a fragile, resource-scarce environment, it also indirectly supports broader global environmental concerns. Specific activities within the strategic objective are designed to improve maternal and child health by reducing the number of unwanted pregnancies; promote sustained use of modern family planning methods through increased knowledge of family planning and improving access to services; and move Jordan's health sector toward financial sustainability through a rationalized national health care financing system.

USAID Role and Achievements: Jordan's annual population growth rate of 3.7% is among the highest in the world. Continued rapid growth adversely affects prospects for sustained economic and social development. Spurred by this realization, the Government of Jordan (GOJ) and USAID have made significant progress in ensuring nationwide availability of quality family planning products and services. Modern contraceptives are now available in public hospitals and in local pharmacies throughout Jordan. Modern family planning services and information is provided by USAID-trained physicians, nurses and pharmacists in all 12 governorates. To ensure that modern contraceptive supplies keep pace with demand, USAID and the United Nations Family Planning Association (UNFPA) established a national contraceptive distribution network in 1997. This logistics and information system is maintained by trained Jordanian health care management specialists.

The public affairs dimension of family planning is also addressed through media campaigns and seminars and workshops involving religious leaders, government officials, health professionals, and others. The public information campaign on television has proven to be a notable success, with the GOJ providing free, prime-time advertising (worth $500,000) to air USAID-funded contraceptive "infomercials." According to one recent study, 80 percent of religious leaders surveyed now agree that family planning principles are "in accordance with the teachings of Islam." Overall, the modern contraceptive rate in Jordan has increased from 27% in 1990 to 37.7% in 1997. Similarly, fertility rates have declined from an estimated 5.6 in 1990 to 4.6 in 1994 and are believed to be declining still further.

Description: USAID support is an integral part of Jordan's first National Population Strategy adopted in 1996. Specific USAID-funded activities are organized around three main themes, namely (1) improving knowledge about contraceptives; (2) increasing the availability of family planning products and services; and (3) rationalizing health care financing.

Information about contraceptives is regularly provided through the media. Current efforts focus on increasing male confidence in specific contraceptive methods, with a view toward increasing the percentage from 47.6% to 67.7% those who believe that pills are safe, and increasing the percentage from 60.4% to 80.4% of those who believe that IUDs are safe for their spouses to use. Information about the broader implications of rapid population growth on Jordan's social and economic development is also advancing USAID's program goals. This is achieved in part through policy-based presentations to parliamentarians, religious leaders, government officials, and others aimed at alerting the GOJ to future problems posed by rapid population growth and strengthening their support for the GOJ's national family planning efforts.

Increased availability of family planning services relies in part on the close link between family planning and broader mother and child health care concerns. Almost all births in Jordan occur in a hospital.

Although only six percent of mothers return specifically for postpartum health care after giving birth, 95% of children received the recommended vaccination by age one. Given these circumstances, a complete "package" of services has been organized around the needs of both mother and child. The recently adopted referral systems also help strengthen this relationship and expand the availability of family planning services within the GOJ public health system.

Bringing modern, efficient methods into the health care financing system has become an important new area of USAID involvement, especially given the enormous pressures placed on the health care system as a result of rapid population growth. Population momentum, as a result of increasing numbers of women entering their peak childbearing years, suggests that Jordan's population will continue to grow for decades, even as fertility rates decline. High population growth will also increase the demand for GOJ funding for family planning and reproductive health services. Beginning this year and continuing at least through FY 1999, USAID will help introduce a national health accounts system; increase private-sector participation in health care service delivery; review national accreditation and licensing rules for health care providers; strengthen the ability of the Ministry of Health and Health Care (MOHHC) to lead health-related policy dialogue and better manage its implementation; and utilize health econometric models to evaluate health insurance schemes in developing financing options and payment mechanisms.

Host Country and Other Donors: USAID remains the single largest bilateral donor in the health sector. UNFPA is also an active player and coordinates closely with USAID. More recently, the Japanese have begun to support Jordan's family planning efforts. In 1997, the MOHHC, USAID's main GOJ counterpart, provided an estimated $700,000 for equipment and furniture to support USAID initiatives. Jordan Television, in cooperation with the MOHHC, also provided $500,000 in free, prime-time advertising space.

Beneficiaries, Principal Contractors, Grantees or Agencies: USAID activities directly benefit the 630,000 married Jordanian women between the ages of 15 and 49, nearly 70% of whom have an expressed desire for family planning services. Indirectly, fathers and children benefit due to substantial maternal health improvements associated with longer birth intervals and smaller families.

Principal contractors involved in the USAID-funded program include Johns Hopkins University, U.S. Bureau of Census, Abt Associates, Harvard University, Pathfinder, Futures Group, John Snow, the Academy for Educational Development, the Centers for Disease Control and the University Research Corporation.

Major host country partners include the MOHCC, Jordan University Hospital, Jordan University for Science and Technology, Royal Medical Services, Department of Statistics, Jordan Association for Family Planning and Protection, Noor Hussein Foundation, National Population Commission, and private sector entities such as pharmaceutical companies and pharmacies.

Major Results and Indicators	Baseline	1996 KAP	Target

Total Contraceptive Prevalence Rate	40.0  (1990)	48.0	 	53.6 (2000)
Modern Contraceptive Prevalence Rate	27.0 (1990)	38.9	 	41.5 (2000)
Five Jordanian Association for Family Planning clinics
   recover 60 percent of their costs	45% (1997)		 	60% (2000)
Operational Comprehensive Postpartum Centers (CPP)	12 (1997)	21 (1999)
Percentage of women delivering in hospitals with CPP
   Centers who return for postpartum/family planning services	30 (1997)	45 (1999)
Nine additional Comprehensive Postpartum Centers functioning 
   by 1999

---

ACTIVITY DATA SHEET
PROGRAM: Jordan
TITLE AND NUMBER: Increased Economic Opportunities for Jordanians - 278-SO05
STATUS: Continuing
PROPOSED OBLIGATION AND FUNDING SOURCE: $8,300,000 ESF
INITIAL OBLIGATION: FY 1997; ESTIMATED COMPLETION DATE: FY 2002

Purpose: USAID's economic opportunity strategic objective directly supports the U.S. Government's "economic prosperity" foreign policy goal, aimed at opening markets and promoting broad-based economic growth. Indirectly, it also promotes regional stability and economically strengthens a key U.S. ally that is vitally engaged in the Middle East peace process. Specific activities within the strategic objective are designed to increase access to business services, implement important policy reforms, and sustain Jordan's market-based, economic restructuring program.

USAID Role and Achievements: In April 1997, USAID approved a new, five-year, $30 million economic growth strategy for Jordan. The creation of the Middle East Peace and Stability Fund in June 1997 further strengthened and expanded this effort by helping to launch the first in what is expected to be a series of significant policy-based, cash transfers. The initial cash transfer of $50 million was effected in late FY 1997, with further tranches anticipated during each of the next four years and total funding under the expanded SO expected to eventually reach $300 million. Future cash transfers will hinge on the Government of Jordan's (GOJ's) attainment of specific policy and implementation benchmarks in key areas related to trade, investment, financial and legal reform, and privatization, among other areas. The impact of the cash transfer program is further strengthened by technical assistance and training which will support policy reform implementation. Also, local currency associated with this program is being used to support a wide range of USAID and GOJ development priorities.

USAID is also launching a series of initiatives focused on the micro- and small-business sectors and related to microfinance and other business services. Policy constraints that contribute to the formal banking sector's reluctance to meet small businesses needs will also be examined and addressed. The intent is to ensure that a wider spectrum of Jordanian society shares the benefits of economic growth. Though this new strategic objective began only recently, two leading U.S. NGOs are already involved in innovative new microfinance programs designed to demonstrate that micro-enterprises can be both sustainable and profitable in Jordan.

Description: By the end of FY 1999, USAID will have completed the second year of a four-year, technical assistance program (in cooperation with the World Bank) designed to help implement key economic policy reforms. Parallel technical assistance and training through other mechanisms will also be available to support GOJ's economic reform agenda. Areas of major emphasis include streamlined customs procedures, the elimination of legal and administrative constraints to international trade, improved foreign and domestic investment policies and procedures, modernized capital markets, wider use of new financial instruments, the introduction of full protection and enforcement procedures for internationally recognized intellectual property rights and accession to the World Trade Organization (WTO).

Milestones anticipated under the GOJ reform program will be reenforced through a significant cash transfer element of approximately $50 million annually. Specific policy objectives linked to this cash transfer will likely include, among others, trade and investment reforms, financial sector and legal reforms, support for privatization, expanded private sector participation in infrastructure and management projects and improved public sector efficiency. Changes in the latter area might include, among others, more transparent procurement procedures, budget rationalization, and new approaches to fiscal management.

Finally, significant aspects of this strategic objective target the micro- and small-business sectors which continue to make important contributions to economic activity and employment in Jordan. Lack of access to credit and other business services has been identified as a key constraint toward more rapid

private sector growth. USAID interventions will increase productivity and competitiveness by creating new financial service mechanisms, improving access to technology and markets and promoting modern business management practices. USAID's strategy includes active and early engagement with the formal banking sector to help demonstrate that sustainable microfinance can work in Jordan, with a view toward helping to ensure future access to financial services. Importantly, USAID's microfinance activities are focused on women and will encourage the expansion of micro-credit to the relatively poor southern region of Jordan, where unemployment rates exceed 50% and poverty is believed to be on the increase.

Host Country and Other Donors: The GOJ's Ministry of Planning (MOP) has already established a task force to coordinate activities undertaken by USAID and other donors in microfinance. USAID launched its own initiative after organizing a "best practices in microfinance" workshop (which was also sponsored by the World Bank, UNDP, European Commission). USAID, along with the World Bank and the United Nations Development Program, is now supporting a jointly developed, sustainable microfinance training program for Jordanian practitioners. With regard to the policy element of this strategic objective, the World Bank, Germany and Britain, among other donors, will provide related technical assistance and training. Coordination with the World Bank is especially strong and includes a new technical assistance fund supported by USAID through a three-year, $15 million performance-based grant with the World Bank.

Beneficiaries, Principal Contractors, Grantees or Agencies: This strategic objective benefits broad sections of Jordanian society, given its interest in promoting reform in ways that expand economic participation and unleash heretofore dormant elements of Jordan's market economy. The microfinance component is specifically focused on the relatively disadvantaged sections of society, including women and residents of less prosperous regions of the country. By 2001, there should be at least 25,000 microfinance loans outstanding that will benefit a much larger number of individuals whose livelihoods depend on the success of micro-enterprise entities.

Contractors and grantees involved in implementing USAID-funded programs under this strategic objective include Chemonics, Save the Children, Cooperative Housing Foundation, UNDP, as well as the Peace Corps. The MOP is the main government counterpart though other entities such as the Ministry of Industry and Trade, Ministry of Finance, Central Bank, Customs Department, Economic Privatization Unit and the Investment Promotion Corporation are also involved. Local business associations and private-sector firms should also participate as the result of efforts designed to strengthen the constituency for economic reform in Jordan and provide business development services.

Major Results and Indicators

--    Microfinance services available to 6,000 borrowers in 1999, an additional 9,000 borrowers in 2000, and an additional 10,000 borrowers in 2001 -- a total of 25,000 Jordanian microentrepreneurs (50% of whom are women and 35% of whom reside outside of Greater Amman).
--    Two microfinance institutions utilizing "best practices" lending principals and linked to the formal banking sector by 1999; a third microfinance institution meets this criteria by 2001.
--    Cost-effective business development services (e.g., technology, marketing, production, business management) available to micro- and small-businesses that increase sales by 25% and employment by 10% at targeted entities by 2001.
--    Investment Promotion Corporation facilitates investments that create 10,500 new jobs by 1999 and an additional 12,000 new jobs and $2.2 billion in new investments by 2001.
--    Jordan accedes to the World Trade Organization by 2000.
--    At least two major privatization transactions completed by 1999 and three additional privatization actions by 2001.

---

JORDAN
FY 1999 PROGRAM SUMMARY
(in thousands of dollars)

USAID Strategies and Special Objectives	Economic Growth & Agriculture	Population & Health	Environment	Democracy	Human Capacity Development	Humanitarian Assistance	TOTALS
S.O.2. Improved Water Resource Management - ESF	---	---	10,000	---	---	---	10,000
S.O.3. Increased Practice of Family Planning with an Emphasis on Modern Methods - ESF	---	6,700	---	---	---	---	6,700
S.O.5. Increased Economic Opportunities for Jordanians - ESF	8,300	---	---	---	---	---	8,300
Totals - ESF	8,300	6,700	10,000	---	---	---	25,000

Note: Strategic Objectives 1 and 4 are closing; no additional funds will be added.

USAID/Jordan Mission Director, Lewis W. Lucke

---

Footnote: 1 The program described does not reflect the possibly higher funding levels under discussion, for which plans are not yet completed; details on the expanded program will be provided if and when approved.

---

[USAID Home]

[CP 99 Home]