Morocco

FY 2001 Program Description and Activity Data Sheets

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FY 2001 Program Under a new, six-year Country Strategic Plan (CSP) approved in FY 1999, USAID programming will continue to pursue the goals of both the U.S. Embassy and USAID agency-wide performance plans. USAID activities will, therefore, support the Government of Morocco's (GOM) efforts to stimulate economic growth by improving the environment for private-sector investment. Specifically, USAID's program will facilitate the adoption of administrative reforms within the Government; improvements in the administration of commercial courts; building the capacity of sectoral associations to deliver services to their members; field testing of innovative microfinance products; and the activation of new agencies to promote investment and to support small and medium enterprises. Primary beneficiaries will be disadvantaged Moroccans and small- and micro- entrepreneurs who will gain business and employment opportunities, low-cost housing, skills training, and access to financial resources otherwise unavailable. Continuing and new activities will focus on improving water quality for household use, treating and reusing previously unused water discharges for agricultural purposes, and creating an inter-sectoral, public/private sector River Basin Agency dedicated to improving water availability. This agency will use a participatory and transparent process involving NGOs, water users associations, and local and regional governments. USAID support for improved water resources management in the agricultural, urban, and industrial sectors will reduce toxic emissions, water usage, and surface water pollution, while providing modern sewerage and potable water systems to more of Morocco's citizens. USAID's assistance in the health sector will build on a current decentralization trend in Morocco. These activities will focus on improving the capacity of health managers at the local level to better leverage resources and manage programs using a participatory, multi-sectoral approach. Also, USAID's activities will strengthen the ability of the private sector to play a more important role in the delivery of basic maternal and child health services. At the national level, USAID will continue to work with the Ministry of Health to identify and institute sustainable health care financing systems. The basic education activity will increase the participation of rural girls in primary schooling, preparing them to participate more fully in Morocco's democratic and economic development. USAID will continue to assist the Ministry of National Education in improving the responsiveness of its primary education system to the needs of rural girls through changes in the curricula and materials at the teacher training colleges. USAID will also assist in building school-community relationships at the regional and provincial level, and help provincial teams to implement their education reform programs. NGOs and the private sector will play important roles in assisting schools and communities to conceive and implement local school improvement projects. Each Strategic or Special Objective contributes to the Mission's cross-cutting themes of gender and public-private partnerships. The focus of their activities at the regional level, whenever possible, will maximize synergies among sectors, improve local level participation in decision-making and, as a result, make measurable progress towards the achievement of USAID/Morocco strategic goal of an expanded resource base and capacity for sustainable development. ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Increased Opportunities for Domestic and Regional Trade and Investment, 608-005 STATUS: New PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: $1,750,000 DA PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: $3,000,000 DA INITIAL OBLIGATION: FY 2000 ESTIMATED COMPLETION DATE: FY 2005 Summary: The leadership of the Government of Morocco, headed by Prime Minister Youssoufi and King Mohammed VI, has outlined an ambitious program of social and economic reforms to help accelerate, and broaden, the process of economic development in Morocco. The priorities of the government include: administrative reform (with an emphasis on the administration of justice), small and medium enterprise (SME) development, anti-corruption, gender equality, and education. The government seeks to establish a policy and regulatory framework that will help to attract private investment and an institutional capacity to support private enterprises. USAID will support the GOM in its efforts to stimulate broad-based economic growth by implementing a program of activities that will: leverage expertise to help bring about administrative reform; improve the administration of justice in the commercial sector; expand the capacity of sectoral associations to deliver services to their members; field test innovative, new microfinance products; and help structure new agencies to support SMEs and promote investment. Primary beneficiaries are disadvantaged Moroccans, entrepreneurs (particularly small, micro- and female) who will gain business and employment opportunities, low-cost housing, skills training and access to financial resources otherwise unavailable. Key Results: Major anticipated results include fewer administrative and regulatory barriers to trade and investment, more efficient service delivery through both public and private sector institutions, increased access to finance for SMEs, and a model of modernized, transparent system of commercial justice. Other results deriving from past activities will include: a nationwide microfinance organization offering loans to 25,000 clients in CY 2000, and reduced transaction costs for entrepreneurs because of administrative reforms and diminished opportunities for corruption. Performance and Prospects: The new Moroccan government is committed to accelerating and expanding the process of economic reform. USAID is optimistic that its twenty-item reform agenda supporting the government efforts will be 80% achieved by the end of the strategy, serving as a catalyst to promote an enabling market economy. In FY 2000 and FY 2001 funds will be used for four activities: New Enterprise Development; Microenterprise Financing; Improved Policy, Administrative and Regulatory Framework for the Private Sector; and Strengthened Institutional Capacity to Foster Private Enterprise. The economic growth SO contributes to the Mission's two cross-cutting themes of gender and public-private partnerships. Activities include rural microcredit delivered through NGO intermediaries, as part of a broader community development approach. Gender considerations have been integrated throughout the Economic Growth strategy and underlying activities have been designed to maximize gender impacts. Possible Adjustment to Plans: Four factors could affect the progress of our plan: 1) the level of funding available in future years; 2) continued progress on administrative reform; 3) the advent of additional resources and areas of strategic focus under the auspices of the Regional Trade and Investment Initiative (RTII) and the "Eizenstat Initiative"; and 4) the use of Development Credit Authority as an alternative source of funds. Other Donor Programs: Donor activity is significant, supporting structural adjustment, macro-economic policy reform, infrastructure development, financial sector reform, related institutional policy reform, and assistance to specific sectors such as agriculture, fisheries and education. The World Bank is the preeminent donor in structural adjustment and financial market development. The European Union, the European Investment Bank, France, Japan and Germany are other major donors in support of the private sector. Principal Contractors, Grantees or Agencies: Primary contractors include Volunteers in Technical Assistance, The Services Group, PriceWaterhouse/Coopers, and the Stanford Research Institute. Selected Performance Measures: Baseline (1998) Actual (1999) Target (2000) Target (2001) Investor's Roadmap III:         Progress towards admin. reform 0% 2.5% 10% 20% Microfinance Intermediaries:         Volume of microcredit loans 10,300 42,000 55,000 65,000 Percent of population in the Souss-Massa-Draa region with access to Microcredit through formal sources 0% 2.5% 10% 20% U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Improved Water Resources Management in the Souss-Massa River Basin 608-006 STATUS: Continuing PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: $449,000 DA PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: $2,000,000 DA INITIAL OBLIGATION: FY 1999 ESTIMATED COMPLETION DATE: FY 2005 Summary: One of the major development challenges facing Morocco is management of its water resources on a sustainable basis. Two-thirds of its agricultural exports are produced by irrigated agriculture, which uses 90% of the nation's captured freshwater resources. Planned expansion of Morocco's network of dams can increase the supply of water by perhaps one-fourth, but projected doubling of the population over the next 30 years will result in massive decreases in per capita availability, unless fresh water is managed more effectively. Underlying these economic considerations for improving water resources management are issues of health and social welfare. Inadequate supplies of potable water and sanitation are major household burdens and causes of disease that limit productivity, economic efficiency, and educational opportunities. To prevent a water-induced crisis in Morocco, fundamental changes in water availability and use, based on equitable and transparent decisions involving the participation of community groups, the private sector and private water users associations, are essential. USAID has worked to improve water resources management in the agricultural, urban and industrial sectors since 1992. These activities included work in the areas of improved irrigation efficiency, watershed management, water quality control, municipal water and sanitation services, and training for municipal officials in financial management and environmental planning. Starting in 1999, USAID/Morocco entered a new phase of water resources management under Strategic Objective (SO) 6 - Improved Water Resources Management in the Souss-Massa River Basin. Some of the above activities will continue through FY 2002, in conjunction with SO6. Others will end in FYs 2000 and 2001. The keystone of SO6, which was approved in August 1999, is the 1995 law decentralizing financial and planning authority for water resources to River Basin Agencies (RBA). With FY 2001 funding, USAID will take advantage of this law to simultaneously support decentralization, build public-private partnerships, facilitate reduced operating cost reduction, and improved environmental quality by facilitating the establishment of a transparent and participatory RBA for the Souss-Massa region. The Souss-Massa region was selected as the most promising site for the new work because of its economic importance to the country. Its main industries -- agricultural exports and tourism -- depend upon water; it offers strong development partners; and it faces severe problems of water scarcity, water quality, and water availability that can be improved through the application of practices developed in the past seven years of USAID work in the water sector. Key Results: Activities under SO6 are just getting started. A five-year Grant Agreement for the Souss-Massa Integrated Water Resources Management (SIWM) activity was signed with the Ministry of Equipment in August 1999. SIWM will support the creation of a participatory and technically competent RBA to manage water resources in the Souss-Massa River Basin. Results of SIWM will be achieved through: (1) improved institutions in place for water resources management in the Souss-Massa River Basin; (2) the dissemination and implementation of best practices in water resources management; and (3) democratization and decentralization accelerated through increased local participation in resource management. In October 1999, a roundtable meeting was held in the Souss-Massa region with all public and private sector agencies involved in the water sector, including Health, Agriculture, Local Government, Housing, and private water users associations. The meeting had the full support of the regional government, and was the first occasion for the various agencies to meet together to express their views of a RBA. Also, in October, an assessment was carried out to identify results and lessons learned of on-going water activities that can be incorporated into SO6. Finally, a Memorandum of Understanding was signed in November 1999 in the Souss-Massa region by the three implementing Ministries of SIWM: Equipment; Agriculture; and Territorial Management, Environment, Urbanism and Habitat. The MOU committed the three Ministries to work together to create a RBA for the Souss-Massa watershed, and to achieve the overall objectives for SO6. The signing, with the participation of regional agencies involved in watershed management, underscores the support for decentralization and local management of a scarce natural resource. Performance and Prospects: The new water strategy, SO6, builds directly upon the success of the Mission's Strategic Objective No. 2 (SO2) -- Improved Water Resources Management in the Agricultural, Urban and Industrial Sectors. SO6 activities will be based on "best practices" developed in SO2, including appropriate irrigation technologies, water conservation measures, soil erosion control, municipal water and sewerage provision, and participatory approaches to design, implementation, and management. The decision to continue work in the water sector was based upon the strong performance and energetic Moroccan interest in the current activities. These results were achieved through community-based, technically sound approaches, and with the full faith of local and national officials. SO6 contributes to the Mission's two cross-cutting themes of gender and public-private partnerships. A partnership will be created for water management among the public and private groups represented by private water users associations, provincial and regional governors, the elected regional council, and sectoral ministries such as Agriculture, Health, Environment, Housing, and Equipment. Many water users associations will involve the participation of women, who will be given a voice in decision-making on matters concerning water use. Through their participation in the Souss-Massa River Basin Agency, women and other private sector organizations will interact with local and regional government officials to improve water allocation, pricing and sanitation. Possible Adjustments to Plans: In the next six to nine months, as implementation of the SIWM activity gets underway, USAID/Morocco will further review and refine its indicators and targets to measure the results of improved water management in the Souss-Massa region. Additional indicators may be included to address issues of water quality for agriculture, industry, and residential use. Other Donor Programs: Local governments and NGO partners participate financially and provide in-kind support to various interventions. The World Bank is supporting the creation of a RBA in another major watershed in Morocco. European nations, especially France and Germany, continue to fund community-based water use and management activities. Principal Contractors, Grantees, or Agencies: One or more contracts to U.S. firms will be awarded in early 2000 to implement the new SIWM activity. Numerous U.S. and Moroccan companies, universities, and NGOs will provide short-term assistance or work as subcontractors. Selected Performance Measures: Baseline Actual (1998) Actual (1999) Target (2000) Target (2001) Decreased use of water for agriculture to be reallocated to other sectors (urban, and industry) ('99) 90% N/A 90% 90% 88% Increased use of non-traditional water sources for agriculture ('99) 0% N/A 0% 3% 5% Progress toward adoption of 11 key reforms (percent completed) ('95) 12% 54% 60% 75% 80% Progress toward effective water resources management in the Souss-Massa measured by adoption and implementation of participatory policies and programs (percent completed) ('99) 0% N/A 0% 5% 15% U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Key Interventions Promote Sustainability of Population, Health and Nutrition Programs, 608-007 STATUS: Continuing PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: $3,000,000 DA; $1,500,000 CSD PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: $1,500,000 DA; $2,000,000 CSD INITIAL OBLIGATION: FY 1999 ESTIMATED COMPLETION DATE: FY 2004 Summary: USAID has provided extensive assistance to the Ministry of Health (MOH) of the Government of Morocco over the past several decades to expand family planning services, increase contraceptive prevalence, improve child health, and assist in other aspects of reproductive health. With this assistance, Morocco has achieved outstanding results in reducing fertility and mortality of children under five and now serves as a model for other countries. Nonetheless, problems remain which pose significant challenges to sustainability. Rural Morocco lags at least ten years behind the rest of the country in every health indicator and there are important health care financing issues. Given this situation, USAID is progressively reducing its financial support to the sector, while helping the MOH to consolidate the gains achieved and to develop innovative solutions to outstanding problems. Special Objective 7 (SpO7) addresses these issues, while establishing a new relationship in the health sector in Morocco. USAID's assistance calls for greater involvement of new partners at the local level and in the private sector in order to both diversify the resource base and move problem solving from the central level closer to the local level. The focus on sustainability and phase-out is highlighted by the fact that funding levels are over 70% lower than in previous agreements. Key Results: The program will use FY 2001 funds to promote sustainability, with results in two areas. The first is the development of a model of decentralized management of primary health services in two regions. The approach will focus on involving local women, in collaboration with the MOH, elected officials, NGOs and other community associations and the private sector, in the planning and delivery of quality reproductive and child health services. Within the context of this regional model, USAID will use Development Assistance (DA) funds to address relevant policy issues and reinforce the quality, management and delivery of family planning and reproductive health service delivery. Likewise, Child Survival and Diseases (CSD) funds will be used to address issues related to child morbidity and mortality, including the reduction of deficiencies in Vitamin A and other micronutrients. The second key result will be to increase access to Family Planning/Maternal and Child Health (FP/MCH) services in the private sector. USAID will use DA funds to support relevant policy reform, social marketing of contraceptive products, and activities to improve the capacity of General Practice physicians to provide quality reproductive health services at a reasonable price. USAID will use CSD funds to support social marketing of oral rehydration salts and promote consumption of micronutrient enriched food products. Performance and Prospects: Morocco, with USAID's assistance, has proven an excellent partner in the health sector and demonstrated impressive results which have exceeded SO indicator targets. The total fertility rate (TFR; average rate of number of children per woman) was greater than 7 in 1962, 3.3 in 1995, and is now 3.1, with the urban rate as low as 2.3. The percentage of married women using a family planning method has increased steadily from 19% in 1980 to 59% in 1997. Infant mortality has decreased to between 37 to 51 per 1000 live births -- a significant decline from 91 per 1000 births in 1980.1 Given these successes, the decision was reached to phase out USAID's assistance to the sector with a program emphasis on sustainability. As a result, with USAID's support, by September 2000 the Ministry of Health will have institutionalized key elements of a national FP/MCH program. The MOH has also successfully confronted the challenge of financing contraceptives, exceeding host country contribution requirements. FY 1999 was the final year that USAID financed any contraceptives for Morocco. There are, however, serious constraints to sustainability. For example, the average number of children for rural Moroccan women is 4.1 children per woman, almost twice as high as their urban sisters (2.3). In addition, despite progress, the program remains heavily donor dependent with serious health care financing issues. For a number of reasons, the majority of Moroccans receive basic preventive maternal child health services for free from the public sector, including people who can afford to pay. USAID's assistance in the Special Objective focuses on priority interventions essential to address these constraints. It builds directly on the investments made to date as well as a new openness on the part of the GOM to address long-standing issues. For example, the GOM has demonstrated a new willingness to de-concentrate decision-making and anticipates delegating responsibility for implementation and resources to the regional level. This initiative, along with a new recognition of the necessity of a multi-sector approach, should provide a fertile context for resolving issues of health service availability and quality in rural Morocco, and will serve as a solid foundation for the decentralization model. Moreover, there is wide recognition of the need for the private sector to play a more active role in the delivery of reproductive and child health services, and that, by diversifying the sources of care, the current financial burden on the MOH can be relieved. Lastly, in order to protect USAID's investments to date, a modest amount of funding is also available to provide periodic technical assistance to the MOH to respond to problems in the national reproductive and child health systems previously developed in collaboration with USAID. Special Objective 7 contributes to the Mission's two cross-cutting themes of gender and public-private partnerships. For gender, SpO7 will use FY 2001 funds to support inclusive local management of health programs, bringing the perspectives and needs of women in under-served communities directly into the decision-making process. Local community groups, including women's groups, will be direct actors rather than only recipients of health services. For the second result, SpO7 will use FY 2001 funds to foster partnerships. Not only will private doctors be helped to organize and offer high quality, affordable reproductive and child health services, but also the public sector will be encouraged to form partnerships with local non-government organizations to reach clients more effectively. The net result will be to provide broader access to high quality care in both sectors. Besides these direct contributions to the cross-cutting themes, SpO7 will seek and support synergies with other strategic objectives whenever possible. These are likely to include, for example, providing micronutrient information and/or supplements to vulnerable groups in rural schools, and linking private physician groups to relevant Economic Growth activities to help them form more viable practices. Possible Adjustments to Plans: USAID/Morocco is in the process of developing results packages under this SpO (which was approved in 1999), and thus anticipates some adjustments in implementation mechanisms and performance monitoring indicators and target as these are finalized. Other Donor Programs: Morocco remains heavily donor dependent, with estimates indicating that over 40% of the reproductive health program is donor-funded. Beginning in FY 2000, USAID will no longer be the largest donor in the sector, a position now assumed by the European Union (EU). The World Bank plays a very significant role as a lender. UNICEF and UNFPA also play important roles, although UNFPA has recently suffered important budget constraints. USAID is working with the MOH to facilitate expansion of successful models by these donors as well as to establish links with private U.S. foundations, including the Bill and Melinda Gates Foundation, which has shown interest in funding a number of activities in Morocco. Principal Contractors, Grantees and Agencies: USAID/Morocco's principal counterpart is the MOH. Other partners in Morocco include local and international PVOs, NGOs and professional associations. The Special Objective is implemented through USAID/Washington's Global Bureau grants and contracts and/or task orders to indefinite quantity contracts. Cooperating agency projects active in Morocco include the Commercial Markets Strategy Project, Micronutrient Operational Strategies and Technologies, Partnerships for Health and the Policy Project. USAID is encouraging U.S. PVOs to seek funding through the BHR/PVC child survival grants program, and is also working with Helen Keller International to implement community-level interventions to address micro-nutrient deficiencies and trachoma eradication. Selected Performance Measures: Baseline (1997) Actual (1998) Actual (1999) Target (2000) Target (2001) Contraceptive use, modern methods1 49% 49% 49% 49% 49% Private sector proportion of FP clients2 39% N/A N/A N/A N/A Improved policy environment (completion of 5 reforms)3 7.5% 10% 15% 30% 50% Percent of Couple Years of Protection (CYPs) from private sector 32% 32% 33%4 35% 37% 1Baseline from 1997 PAPCHILD national survey; next survey planned 2002. The goal is maintenance of existing levels despite a reduction of over 70% in USAID support to the sector. 2Ibid. In intervening years, progress will be tracked by CYP. 3The five policy reforms concern government financing of FP and MCH services, private sector service delivery, and empowerment of regional teams to plan and implement programs. 4This figure is based on preliminary data and subject to further verification. U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Increased Attainment of Basic Education among Girls in Selected Rural Provinces, 608-008 STATUS: Continuing PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: $1,500,000 CSD PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: $485,000 DA, $1,000,000 CSD INITIAL OBLIGATION: FY 1996 ESTIMATED COMPLETION DATE: FY 2004 Summary: Developing a country's human resource base is central to achieving economic prosperity and political stability. Education is a crucial part of this equation. Morocco's poor social indicators are due to large inequalities between urban and rural areas and between different segments of the country's population. Fundamental weaknesses in Morocco's education system hinder its ability to compete in the global market and to attract more foreign investments. The Ministry of National Education (MNE) views USAID's technical leadership in this sector as critical to providing credibility to its strategy for the improvement of rural primary education. In 1994, the national net enrollment rate for all children in primary school was 62% (52% for girls and 72% for boys). Numbers are severely skewed in favor of urban areas. In terms of access to education, girls in rural areas are the most disadvantaged segment of the population, with only 27% of girls enrolled in school. USAID's objective is to increase the attainment of girls in selected primary schools in rural Morocco. This will be achieved through integrated activities that address supply and demand issues in education and the policy reforms necessary for sustained change in the basic education system. Special Objective 8 (SpO8) aims to (1) introduce behavioral change at the school and community level, (2) improve the managerial skills of the staff of the provincial delegation of the Ministry of National Education to enable them to take charge of the province's education problems, and (3) negotiate new policy reforms at the provincial and central levels that are advantageous to girls' education. Key Results: By the end of 2000, a flexible, replicable model comprised of interventions at the school, community, provincial, and central policy levels, will have been developed and tested. In the second phase (2001-2004), the model will be extended in additional provinces, including the Souss-Massa-Draa. Performance and Prospects: USAID assistance using FY 2001 funding will support: 1) improvement of classroom dynamics through in-service training of teacher trainers, teachers, and administrators in student-centered teaching, multi-grade teaching, equity in the classroom, and lesson adaptation (computer-assisted teacher training is part of the improvement approach); 2) strengthening of MNE capacity at the local, provincial, and national levels to design, manage, evaluate, and replicate the model; 3) initiation of policy reforms which target the MNE management information system, rural teachers' development, decentralized decision-making, and the forging of partnerships; and 4) greater involvement of local communities, private sector entities, and non-governmental organizations in girls' education. One of the major weaknesses of the basic education system is the inadequacy of training provided at teacher training colleges. Key areas, such as student-centered learning, multi-grade instruction, lesson adaptation, and especially equity in the classroom, are not addressed. Thus, USAID's technical work in basic education aims to create an enabling classroom and learning environment to increase the participation of girls in the education system. In further support of the MNE's strategy for rural education, FY 2001 activities will aim to assist the MNE in mobilizing local communities, local government, and other ministries to support their local schools and assume greater responsibility for school-related decisions. Activities will also build broad-based national-level recognition of the importance of educating girls, and assist the Ministry in carrying out its first educational technology program. SpO8 contributes to the Mission's two cross-cutting themes of gender and public-private partnerships. It aims at making the education delivery system responsive to the needs of girls, through teacher training in classroom gender sensitivity and other supply-side interventions. It also promotes broadening the base of private and public partners in education with a special consideration for bringing women's voices into the process. Possible Adjustments to Plans: SpO8's experience has shown that specific changes in current school-level activities might be necessary to ensure more efficient and effective use of resources. In particular, some activities will be redirected towards teacher training college faculty in the pilot provinces to ensure wider impact and sustainable change. Other Donor Programs: The host country finances at least 25% of all program-related costs, including manpower costs associated with management, monitoring and evaluation in pilot interventions. The expansion of primary school reforms beyond the pilot areas to the national level will be the responsibility of the GOM. The GOM and the World Bank signed a loan agreement for a Social Priorities Program in September 1996. This program included an important basic education infrastructure component ($54 million), and was expected to improve infrastructure in the pilot schools. USAID's assistance package was prepared in close collaboration with the World Bank in order to build upon mutual inputs. However, due to various reasons beyond USAID's control, World Bank's implementation mechanisms did not target USAID pilot schools for infrastructure upgrading. The United Nations Children's Fund (UNICEF), United Nations Educational, Scientific and Cultural Organization (UNESCO), United Nations Population Fund (UNFPA), World Food Program (WFP), United Nations Development Program (UNDP), and the French and Spanish cooperation agencies have programs that support elements of the MNE strategy for rural education. Principal Contractors, Grantees, or Agencies: The primary contractors for the activities include: Management Systems International, Creative Associates International, Inc. (which both have U.S. subcontractors), and the Academy for Educational Development. The principal grantee is the Ministry of National Education. The Morocco Education for Girls Activity (MEG) and Girls' Education Activity (GEA) which began under SpO4 have been carried over into SpO8. Selected Performance Measures: (for Pilot Schools) Baseline (1995)1 Actual (1998) Actual (1999) Target (2000) Target (2001) Percent Enrollment of Girls (percentage of girls of primary school age comprising student population in pilot schools) 37% 40% 41% 43% 45% Gross Completion Rate (percentage of girls completing the primary education cycle, (years 1-6) within 8 years of attending school) 39% 50% N/A2 50% 55% Participation Intensity Level (Mean number of participatory activities)3 0 1.44 N/A2 2.75 3.25 1School years overlap: 1998 refers to 1997-1998 school year; in 1995, the 1994-1995 data were not available; data for 1995-1996 are used instead. 2Data will be collected in January 2000. 3The stages of participation and weights are categorized as having: non-existent or inactive partners (0), emerging partners who at least discuss moral or material support for girls' education issues (1), partners beginning ad-hoc actions in favor of girls' education (2), expanding partners with clear plans and ongoing actions (3), or mature, participating partners who also have plans for expanding actions in the future (4). U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Reduced Fertility and Improved Health of Children under Five and Women of Child-bearing Age, 608-001 STATUS: Terminating in FY 2001. Strategy Revised in FY1999; see SpO 608-007. PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: -0- PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: -0- INITIAL OBLIGATION: FY1993 ESTIMATED COMPLETION DATE: FY 2001 Summary: This Strategic Objective, which has exceeded impact targets to date, is the last planned bilateral program in the health and population sector. Subsequent USAID support to the health sector approved as a Special Objective will be implemented using Global Bureau field support programs and central indefinite quantity contracts (IQCs). With USAID assistance, over the past several decades Morocco has achieved outstanding results in reducing fertility and mortality of children under five. USAID is, therefore, winding down its financial support to the sector while helping the Moroccan Ministry of Health to consolidate the gains it has achieved and to make its program sustainable. Key Results: The program achieved a substantial reduction in fertility and improvements in the health of women and children. This program also helped the Ministry of Health form the base systems to assure sustainability of the program beyond direct USAID support for service delivery. Performance: The year 1999 was characterized by high-paced implementation as USAID, the Ministry of Health and partners worked to consolidate gains and complete activities planned under this final bilateral agreement. This intense activity directly benefited intermediary beneficiaries, especially health care workers, as well as our ultimate customers, women and children. By the end of this Strategic Objective in late 2000, the Ministry of Health will have in place most of the necessary elements of a fully functioning national Family Planning/Maternal Child Health program: 1) a nationwide network of service providers and facilities; 2) an adequate contraceptive logistics system and the ability to project needs and procure commodities; 3) appropriate pre-service and in-service training programs; 4) a strong national health information and communication program; 5) the basic tools for a modern, nationwide, data management and disease surveillance system; 6) an active private sector with two self-financing social-marketed contraceptives (orals and condoms); 7) successful pilots ready for replication in both Emergency Obstetric Care and Integrated Management of Childhood Illnesses; and 8) a burgeoning non-governmental sector including active professional associations for physicians, nurses, and midwives. Adjustment to Plans: This SO is ending in December 2000. Follow-on activities will be continued under Special Objective 7 (SpO7). Selected Performance Measures: Baseline (1992) Actual (1998) Actual (1999) Target (2000) Target (2001) Total Fertility Rate (TFR) 4.0 3.05 3.05 3.0 N/A Infant Mortality Rate (IMR) 57 36.6 36.6 36.6 N/A Contraceptive Prevalence Rate (CPR) for modern methods 36% 49% 49% 49% N/A% U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Improved Water Resources Management in the Agricultural, Urban and Industrial Sectors 608-002 STATUS: Continuing. Strategy Revised in FY 1999; see SO 608-006. PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: $1,551,000 DA PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: -0- INITIAL OBLIGATION: FY 1992 ESTIMATED COMPLETION DATE: FY 2002 Summary: Although Morocco has water resources, periodic droughts, rising levels of pollution, and increasing water consumption threaten its environmental and economic well being. Historically, insufficient attention has been given to protecting water and other natural resources to assure availability for future generations. Without significant changes, per capita water availability is expected to decline by 50% by the year 2020. Since 1992, USAID has worked to improve water resources management in the agricultural, urban and industrial sectors. USAID/Morocco's SO2 addresses: environmental sustainability, by establishing a system to conserve and clean water, and enabling sustainable urbanization; economic growth and agricultural development, by improving sustainability of natural resource use; and human health, by improving access to water and sanitation. Key Results: Irrigation technologies introduced by the Tadla Resources Management (TRM) project reduced water consumption on farms in the target area by 20%, while simultaneously improving crop yields. The Water Resources Sustainability (WRS) Project reduced siltation of a major reservoir in northern Morocco's second largest city, Tetouan. WRS also designed and has almost completed the construction of two model waste water treatment plants--a chromium recycling plant in Fez, and municipal liquid waste treatment plant near Agadir that will reuse treated water for irrigation. In addition, a pilot wastewater treatment plant began operation, and construction began on a full plant in Al Attaouia for wastewater treatment, wastewater reuse, and production of methane. Also, construction has begun on a full-scale waste water treatment and reuse system. Municipal services were provided to 2,938,000 poor urban residents in 30 communities. Performance: SO2's performance is on-track with major results achieved. The purpose of SO2 is to promote the policies and institutions, technical practices, and participation that will improve the quality and quantity of Morocco's water, and make potable water and sewerage connections available to more people. Based upon the strong performance and energetic Moroccan interest in these activities, the Mission decided to intensify its work in the water sector, focusing on adapting the most effective technologies and management practice from SO2 under a new Strategic Objective to be implemented in the Souss-Massa region. Adjustments to Plans: This SO is ending in FY 2002. Follow-on activities will be continued under Strategic Objective 6 (SO6). Selected Performance Measures: Baseline Actual (1998) Actual (1999) Target (2000) Target (2001) Loss of soil erosion in target areas (tons/ha/year) ('97) 64 61 57 55 48 Progress toward adoption of 11 key reforms (percent completed) ('95) 12% 54% 60% 75% 85% Cumulative number of project-funded of poor-urban households connected to sewerage and water services ('94) 0 122,420 161,820 213,820 N/A U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Expanded Base of Stakeholders in the Economy, Targeting People of Below-median Income, 608-003 STATUS: Terminating. Strategy Revised in FY 1999; see SO 608-005. PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: -0- PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: -0- INITIAL OBLIGATION: FY 1995 ESTIMATED COMPLETION DATE: FY 2000 Summary: SO3's goal is to improve the quality of life for poorer Moroccans through equitable and sustainable social and economic development. Most jobs in Morocco are created by small-and micro enterprises, which represent more than 80% of all companies in the country. In addition, these enterprises tend to employ large numbers of poorer Moroccans. To create lasting jobs, these enterprises must have the opportunity to develop and expand, and the ability to respond to new market demands. Activities under this objective focused on 1) improving government policies and regulations; 2) simplifying procedures for creating and expanding small and microenterprises; 3) broadening access to financial resources and services; and 4) improving and expanding management and advocacy services provided by business associations and consulting firms. Key Results: During FY 1999, these activities generated almost 18,300 person-years of employment, exceeding the 1999 target of 15,200. Forty-five percent of these jobs went to women. The cumulative new-jobs-generated figure for the period 1993-1999 is an impressive 150,557. Progress during 1999 was good, mostly surpassing the reform agenda targets. Performance: USAID's activities made substantial progress on policy reform including: 1) creation of a small business policy unit; 2) institution of a legal framework to codify a formal process on administrative reform concerning enterprises; 3) initiation of a one-stop business registration center; and 4) adoption of economic associations law. In 1999, 27,000 business licenses were issued to SMEs (3,240 licenses issued to women, equivalent to 12% of total). More than 18,000 loans were provided to small and microenterprises for a value of $2 million. There was a real boost in the number of membership of business associations, which reached 40,000 members. There was the opening of six new microfinance offices, now totaling 36 offices dispatched among all the regions. Adjustment to Plans: SO3 will end in FY 2000. USAID will continue economic growth assistance under a new strategic objective, SO-5. Selected Performance Measures: Baseline Actual (1998) Target (1999) Target (2000) Target (2001) Jobs created for below-median income people (cumulative) 104,597 129,557 155,557 170,000 N/A Progress towards adoption of key policy reforms (percent completed):           Small business policy unit 60% 70% 80% 100% N/A Legal framework 40% 60% 80% 100% N/A Economic association 40% 60% 100% N/A N/A Business tax forms 40% 60% 80% 100% N/A Official Guide for business formalities 40% 60% 80% 100% N/A Creation and expansion of small and microenterprises 23,000 25,000 26,000 30,000 N/A Loans to microenterprises (cumulative) 1,880 11,030 17,110 21,000 N/A U.S. Finance Table (Microsoft Excel) ACTIVITY DATA SHEET PROGRAM: Morocco TITLE AND NUMBER: Increased Basic Educational Attainment among Girls in Selected Rural Pilot Schools, Using a Replicable Model, 608-004 STATUS: Terminating. Strategy Revised in FY 1999; see SpO 608-008. PLANNED FY 2000 OBLIGATION AND FUNDING SOURCE: -0- PROPOSED FY 2001 OBLIGATION AND FUNDING SOURCE: -0- INITIAL OBLIGATION: FY 1996 ESTIMATED COMPLETION DATE: FY 2000 Summary: Developing a country's human resource base is central to achieving economic prosperity and political stability. Education is a crucial part of this equation Fundamental weaknesses in Morocco's education system have hindered its ability to compete in the global market and to attract more foreign investments. In 1994, the national net enrollment rate for all children in primary school was 62% (52% for girls and 72% for boys), with the numbers severely skewed in favor of urban areas. In terms of access to education, girls in rural areas are the most disadvantaged segment of the population, with only 27% of girls enrolled in school. Accordingly, USAID's objective was to increase the attainment of girls in selected primary schools in rural Morocco. This was to be achieved through integrated activities that addressed supply and demand issues in education and the policy reforms necessary for sustained change in the basic education system. Key Results: By the end of 2000, SpO4 will have developed and tested a flexible replicable model comprised of interventions at the school, community, provincial, and central policy levels. In the second phase (2001-2004), which will be implemented under SpO8, the model will be extended in additional provinces, including the Souss-Massa-Draa. Performance: USAID assistance supported: 1) improvement of classroom dynamics through in-service training of teacher trainers, teachers, and administrators in student-centered teaching, multi-grade teaching, equity in the classroom, and lesson adaptation (computer-assisted teacher training is part of the improvement approach); 2) strengthening of MNE capacity at the local, provincial, and national levels to design, manage, evaluate, and replicate the model; 3) initiation of policy reforms which target the MNE management information system, rural teachers' development, decentralized decision-making, and the forging of partnerships; and 4) greater involvement of local communities, private sector entities, and non-governmental organizations in girls' education. Adjustments to Plans: This SpO is ending in FY 2000. Follow-on activities will be continued under Special Objective 8 (SpO8). Selected Performance Measures: Baseline (1995)1 Actual (1998) Actual (1999) Target (2000) Target (2001) Percent Enrollment of girls of primary-school age 37% 40% 41% 43% N/A Gross Completion Rate, percentage of girls completing years 1-6, within 8 years 39% 50% N/A2 50% N/A Participation Intensity Level (Mean number of participatory activities) 0 1.44 N/A3 2.75 N/A 1School years overlap: 1998 refers to 1997-1998 school year; in 1995, the 1994-1995 data were not available; data for 1995-1996 are used instead. 2Data will be collected in January 2000. 3The stages of participation and weights are categorized as having: non-existent or inactive partners (0), emerging partners who at least discuss moral or material support for girls' education issues (1), partners beginning ad-hoc actions in favor of girls' education (2), expanding partners with clear plans and ongoing actions (3), or mature, participating partners who also have plans for expanding actions in the future (4). U.S. Finance Table (Microsoft Excel)

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