U.S. Government (USG)

1
U.S. Government (USG) the Global Fund

• United States largest single country donor to the
  Global Fund (U.S. contributions to date total
  623 million of a total of 2.1 billion).
• USG has played a strong role in formation and
  present leadership of GF.
• USG, through USAID, CDC and HHS provides
  additional funds and technical assistance to
  countries.
• USAID
• Bilateral agency
• Both donor and internationally recognized
  technical assistance agency
• Funds INGOs, local NGOs, ministries,
  public-private-NGO entities
• Provides bilateral funds to countries (additional
  to Global Funds in HIV/AIDS, Tb, malaria)

2
U.S. Government (USG) the Global Fund (cont.)

• U.S. delegation composed of representatives from
  Department of State (DOS), USAID, Dept. of Health
  and Human Services (HHS). 
• Representatives of all three agencies contribute
  actively and substantively to all four GF
  committees, and are members of three (Governance
  and Partnerships Procurement and Portfolio
  Management and Monitoring, Evaluation, Finance
  and Audit).

3
Illustrative Examples of USAID Mission Global
Fund-Related Support  

• Participate as a CCM partner to improve the
  technical quality of proposals and assure
  complementarity between the Global Fund and
  USAIDs own bilateral strategy and program.
• Represent bi-lateral donors as constituency group
  on CCM.
• Provide logistic, financial, or technical
  assistance support to the CCM to improve its
  capacity to function as a true, participatory
  stakeholder group (Jordan).
• Provide technical assistance through Cooperating
  Agencies to perform analyses or assessments
  necessary to strengthen proposals (Jordan).
• Include support to Global Fund proposal
  development and implementation in Mission
  strategic plan to leverage USAID comparative
  advantage (Jordan).

4
Illustrative Examples of USAID Mission Global
Fund-Related Support (cont.)

• In GF proposal implementation phase in
  coordination with other country-level partners,
  assure that USAID support to improve capacity for
  strengthening implementation of the national
  response includes organizations involved with
  implementing Global Fund proposals (Jordan). 
• In GF proposal development phase identify
  critical technical, human, and system gaps that
  could hinder effective implementation and
  efficient utilization of additional Global Fund
  resources, and develop bi-lateral program and
  project support to help fill them (Jordan).
• Provide bilateral support to adapt proven
  interventions to local conditions. This
  experience can subsequently be used as a model
  for Global Fund scale up (Jordan).

5
USAID/Jordan Population Health Strategy 2004
2009Gateway to the Future Themes Only the
best for Jordan! Lets keep Jordan a low
prevalence (HIV/AIDS) country!
6
Guiding Principles for Development of New
Strategy 2004 - 2009

• Work closely with Jordanian and other partners
  under umbrella of GOJ/USG national policies and
  strategies e.g., Jordans Socio-Economic
  Transformation Plan (SETP), National Health,
  Population, HIV/AIDS strategies.
• Strengthen information service delivery
  programs where feasible to build synergies,
  reduce redundancies preserve scarce resources.
• Concentrate assistance in key geographical
  areas and on selected populations to achieve
  critical mass enable Jordanians to make choices
  to improve their own health.
• Ensure that capacity building/institutionalizati
  on is part of every activity that USAID support.

7
Criteria for prioritizing future site selection
and geographical areas.

• demographic (seek every opportunity to access
  Jordans demographic dividend)
• epidemiological
• geographic
• organizational institutional/human resources
  (public-private-NGO-donor)
• behavioral (health seeking and high risk)

8
Population Family Health Strategic
Framework2004 - 2009
9
Stakeholders and Partners

• Jordanian Counterparts Stakeholders
• Ministry of Health, Department of Statistics,
  Private Sector, Higher Population and Health
  Councils, Jordanian Association For Family
  Planning Protection, Royal Medical Services,
  Queen Zein ASharaf Institute.
• National Council for Family Affairs, etc.
• Other Donor Partners
• UNFPA, The World Bank, JICA, UNICEF, WHO

10
Funding for Health and Population

• 1997 2003 90 million total funding
• 2004 2009 100 million total funding
• HIV/AIDS funding
• 2000 2004 1.2 million
• Supported STD, VCT, BCC, and the National AIDS
  Committee
• 2004 support to Global Fund Training and
  development of ME Plan, VCT, policy
• 2004 2009 3 million (but trying to get
  additional funding from USAID/Washington)

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Supporting Activities to HIV/AIDS2004 - 2009

• Primary health care strengthening - 25- 35
  million (TBD)
• Private sector programs - 11.5 million
• Health policy reform / systems strengthening -
  14.5 million
• National health communication strategy utilizing
  life-stages approach (BCC) - 12 million
• Contraceptives / Contraceptive Security Plan -
  3.6 million
• Surveillance system for chronic infectious
  diseases - 5 million
• Capacity building / institutionalization

12
USAIDs Historic Program Advantage in the Health
Sector in Jordan

• Successful public-NGO-private sector
  partnership
• Strong commitment to and focus on long-term
  development by USAID/Washington and USAID/Jordan
• Technical assistance
• Understanding of the health sector in Jordan
  and globally
• Strong interest in partnerships and
  sustainability.

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VISION 2020 Only the Best for Jordan!

• To achieve a health competent Jordan in which
  individuals, families, communities, and
  institutions are empowered with the knowledge,
  skills, and resources needed to work together to
  improve and sustain health.

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Explanation of the Demographic Dividend
The future of a country is in the hands of its
people. Jordan has the opportunity to access a
demographic dividend that could double its
economic growth over the next 25 years, but this
requires policy-makers to understand the
demographic trends and create a policy
environment that takes maximal advantage of
demographic potential. Over the next 50 years,
Jordans demographics will change dramatically
a change that has the potential to translate into
dividend or disaster for the country. The
countrys population is growing rapidly, doubling
over the last 20 years and likely to almost
double again by 2035 or earlier. More important,
however, is the demographic transition the
country is undergoing, as it moves from high
fertility and mortality, to low fertility and
mortality. 1 The first set of pyramids for
2003 and 2020 assumes that fertility will remain
constant at the level projected in the Jordan
2002 Population and Family Health Survey. The
second set for 2003 and 2020 assumes that
fertility will decline and reach replacement
level by 2020. It is important to note the
changes, by age group, in these pyramids as the
population gradually shifts from a younger to an
older population and the changing needs in the
health sector over time. Thus, Jordan needs to
continue to aggressively exploit this short
window of opportunity in order to cash in on its
demographic dividend.
1 Bloom, David E., et. al. Demographic
Transition and Economic Opportunity the Case of
Jordan, (April 2001)
15
Jordans Demographic DividendConstant Fertility
16
Jordans Demographic Dividend Declining
Fertility