Jordan is one of the most water-scarce countries in the world. Low precipitation, rapid population growth, the Omni prevalent effects of climate change, the list goes on. Undeterred, Jordan remains intent on growing its economy, outlined in the Economic Modernisation Vision. Prudently listing its objections, the Vision seeks to combat unemployment, attract foreign investment, and expanding exports, all by 2033.

 

Undoubtedly, these stated objectives must be addressed and are foundational to future economic prosperity. However, economic amelioration is dependent upon addressing its water security, and is “a key impediment to growth, development and poverty reduction in Jordan.”

 

Thus, the Aqaba–Amman Water Desalination and Conveyance Project, known as the National Water Carrier, provides of hope for Jordan’s water woes. The National Water Carrier has a planned capacity of 300 million cubic meters of clean water annually. Complementary to the desalination plant, a 438-kilometer conveyance system will pump clean water produced from Aqaba to Amman.

 

If successful, the National Water Carrier will not only improve people’s lives, but is a necessary step towards economic growth. Benefits from an increased water supply will reach the service sector, revitalise agriculture and farms, and lower household and utility costs.

 

However, having more water is only half of the issue; reliably getting water to households and businesses is equally important. This means timely investments into receiving networks, maintenance and loss reduction, and ensuring visibility on project developments from main distribution to receiving distribution networks, and from receiving networks to households and businesses.

 

Jordan has already taken steps toward preparing receiving network readiness preparing reservoirs and transmission lines in Amman and Zarqa, and recently received direct loan approval from US International Development Finance Corporation (DFC) for the National Water Carrier.

 

Pedantic as it may seem, delivering water to a city is not the same as delivering water to a household. Consider this: project documents state that 250 million cubic meters annually will be conveyed to Amman, while 50 million will be supplied to Aqaba. That water still needs to be conveyed to receiving networks, moving through pumps, local pipes and local storage tanks, before reaching households and businesses. Scheduled to operate in 2030, achieving this goal depends not only on preparing receiving networks, but also on the readiness of local distribution systems.

 

Reliable water delivery services are critical for business operations, household budgets and economic growth. Fixing leaks, upgrading pumps and improving system monitoring all decrease the water and can improve revenues, which will in turn help finance the sustained maintenance needed for improvements.

 

But there is a distinction that must be preserved: increased billing revenue is not proof that physical water losses have decreased. Non-revenue water (NRW) measures the water that has been lost by calculating the difference between the supply of water conveyed from distribution systems and what the amount reflected on the utility bill once it reaches users. For example, if a household actually uses 100 litres of water but its meter records 70 litres that means the additional 30 litres are newly recorded, but not newly saved.

 

A coordinated delivery schedule should illustrate steps taken to ensure readiness of receiving infrastructure, repairs and upgrades undertaken to existing distribution systems with clear evidence of reduced water waste. Indicating who is responsible for system readiness, when contracts will be awarded, construction and repair updates, and estimated completion dates, while also differentiating between infrastructure needed to receive bulk water supplies and repairs to local networks needed for delivery.

 

Of course, issues will inevitably arise. Preparing to upgrade Jordan’s water networks requires substantial effort. Securing sustained financing, managing technical expertise, inter-institutional alignment, utilities and development partners all require a dizzying amount of coordination.

 

But reporting updates should explain what these issues mean for service delivery readiness, impacts on the scheduled timeline and what corrective measures are being undertaken. Prioritization is critical. Constructing infrastructure for the National Water Carrier and repairing networks in areas facing the worst shortages must coincide with a published assessment of need explaining how priorities are selected and how finance will be secured to ensure long-term maintenance. Building the infrastructure is only half the battle; keeping it working is what will produce tangible benefits.

 

Growing the Jordanian economy not only depends on the success of the National Water Carrier, but on the reliability of receiving networks, distribution systems and sustained maintenance needed to reach households and business. This demands the same urgency and attention as the additional water supply itself. Facing critically low and dwindling water resources, what good is more water if you can’t use it?