Supporting Working Mothers Through Childcare and Nursery Subsidies: The Re3aya Programme in Jordan
0-1 Original language
English
I-1 Name of the initiative
Supporting Working Mothers Through Childcare and Nursery Subsidies: The Re3aya Programme in Jordan
I-2 Geographical coverage
JOR
I-2-A Region/country
Jordan
I-2-R Region
Arab States
I-2-T Geographical scope
Country
I-3-A Initiative start date
2018
I-4 Leading entity/organization
Government
I-4-A Specification
__EMPTY__
I-5 Collaborating entities/organizations
Civil society, including NGOs
I-5 Collaborating entities/organizations
Other (specify)
I-5-A Specification
Social Security Corporation
I-6 Has the ILO been involved in the initiative?
Yes
I-6-A Specify how the ILO was involved
Through technical assistance and social dialogue, the ILO supported the design and rollout of the Re3aya Programme (2021). Specifically, the ILO provided policy advice and capacity building to introduce a childcare subsidy that benefited 24,931 mothers, and an operational cost subsidy that supported 385 nurseries and 15,565 mothers. This support also helped transition childcare workers from the informal to the formal sector. Additionally, ILO provided technical support to design the current Maternity Insurance (MI), the umbrella for this initiative.
I-7 Is there collaboration with other agencies of the United Nations System or other partners?
No
II-1 Justification of the initiative
Affordable access to quality childcare is a global challenge that directly impacts women’s ability to enter, re-enter and remain in the workforce. In Jordan, where women’s economic participation remains critically low at 14 per cent, investing in childcare is not just a social necessity—it is an economic imperative.A well-developed, accessible, childcare sector can:Increase women’s workforce participation, unlocking untapped economic potential and contributing to national growth.Support working families, reducing the burden on mothers and enabling them to pursue stable employment.Create decent jobs, particularly for women in the care sector, transitioning workers from informal to formal employment.Strengthen early childhood development, improving long-term educational and social outcomes.
II-10 Focus on other branches of economic activity
No sectoral focus
II-11 Focus on certain categories of enterprises or economic units according to their size
Not applicable
II-12 Focus on specific status in employment
Employees
II-12 Focus on specific status in employment
Employers
II-13 Focus on other specific categories of workers and employers, not captured elsewhere
Childcare workers (for children ages 0-start of primary school)
II-14 Focus on specific groups of population / persons prioritized in the initiative
Women
II-14 Focus on specific groups of population / persons prioritized in the initiative
Mothers
II-15 Has the initiative been developed through effective social dialogue processes and inter-institutional coordination mechanisms?
Yes, inter-institutional coordination mechanisms
II-2 Objectives and description of the initiative
The initiative aims to increase women’s labour force participation in Jordan, currently at only 14 per cent, by addressing the structural barriers that limit their economic engagement. The primary focus is on expanding access to affordable and high-quality childcare services, which are essential for enabling women, particularly mothers, to enter and remain in the workforce.To achieve this, the initiative:Supports working mothers returning to work post-maternity leaveStrengthens childcare services, by supporting childcare centres catering to working familiesAligns with national and international commitments to gender equality and women’s economic empowerment, in line with Jordan’s Economic Modernization Vision, National Women’s Strategy and Action Plan, National Social Protection Strategy, Sustainable Development Goals (SDGs), and International Labour Standards (ILS).
II-3 Type of initiative
National/local law
II-3 Type of initiative
Policy / strategy
II-3 Type of initiative
Plan / roadmap
II-4 Which of the Rs in the 5R Framework for Decent Care Work guides this initiative?
Recognition, reduction and redistribution of unpaid care
II-5 Which is the main policy area of the 5R Framework for Decent Care Work does the practice focus on?
Care policies
II-6 Which other policy areas of the 5R Framework for Decent Care Work does the practice focus on?
Social Protection policies
II-6 Which other policy areas of the 5R Framework for Decent Care Work does the practice focus on?
Labour Protection policies
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Design and implement integrated and coherent care policies and systems for decent work and gender equality
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Comprehensive maternity protection and care leave and protection policies, including paternity, parental leave and long-term care leave
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Work-life balance policies and measures, including organization, time and location of work, and other terms and conditions of employment
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Universal social protection systems that provide adequate protection to care workers and recognize unpaid care work
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Invest in and make available high-quality, affordable, adequate and accessible care services, including childcare, health care and long-term care
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Ensuring effective access to labour protection and social security, including through labour inspection, for all care workers
II-8 Which beneficiaries in the care economy does the practice focus on?
Unpaid carers (workers or persons with care responsibilities, parents, other family members, etc.)
II-8 Which beneficiaries in the care economy does the practice focus on?
Paid care workers (nurses, domestic workers, teachers, childcare workers, personal assistants, etc.)
II-8 Which beneficiaries in the care economy does the practice focus on?
Care recipients (children, older persons, persons with disabilities, etc.)
II-9 Geographical scope
Urban and rural
III-1 In a short paragraph, summarize the main results and impacts obtained
The ILO assisted the Social Security Corporation (SSC) in reviewing its law, including the amendment of articles related to maternity protection, to facilitate employment retention among women with young children. Following these legislative amendments in 2019 and 2023, the ILO provided further assistance as a member of the “Re3aya” (Care) programme committee, launched by the SSC. This programme supports both working mothers returning post-maternity leave and childcare centres catering to working families. As part of this initiative:24,931 mothers received childcare subsidies.385 nurseries benefited from operational cost subsidies, supporting 14,979 children and 15,565 women, both as employees and as mothers.
III-2 Explanation of the innovative element of the initiative for advancing decent work in the care economy
Addressing the Lack of Fiscal Space: Recognizing the absence of fiscal space to directly finance childcare subsidies and facilities, the Re3aya Programme was innovatively designed under the Social Security Corporation (SSC). Instead of requiring new government funding, this programme is self-sustaining, utilizing the existing budget from Maternity Insurance (MI) to support working mothers and childcare centres. The MI was established in Jordan in 2011, introducing the solidarity principle that employers in the private sector must contribute 0.75 per cent worth of each employee’s base salary (excluding bonuses and overtime) to the MI regardless of sex.This financially viable model ensures long-term sustainability without additional fiscal burdens.
IV-1 What were the main challenges or difficulties during the design and implementation? How were they faced/ addressed?
One of the key challenges during the design phase was ensuring that financial support targeted the nurseries most in need. To address this, clear selection criteria were established to exclude financially viable models. Measures such as setting a ceiling on childcare fees and defining caregiver-to-child ratios were introduced to ensure that financing was directed towards vulnerable nurseries. Similarly, for mothers benefiting from the childcare subsidy, subsidy amounts were linked to wage brackets, with differentiated levels of support based on income.Another major challenge was the lack of trust in the Social Security Corporation (SSC). Many small women-owned businesses initially perceived SSC’s involvement as an attempt to exercise control over them. To overcome this, the engagement of CSOs played a critical role in building trust between the private sector and the regulatory body. Women’s organizations applied consistent pressure and advocacy, which was essential for the success of the initiative. Without their involvement from the outset, the model initiative would not have been realized.
IV-2 Lessons learned and good practices, including room and opportunities for improvement
A key lesson learned is that programmes are more effective when designed based on real needs identified by beneficiaries themselves. In this case, the ILO and the SSC built the programme by listening to and integrating the priorities voiced by women’s organizations, ensuring that the intervention responded to actual challenges faced on the ground. Additionally, the use of actuarial studies conducted with the ILO provided a strong evidence base, helping to design a financially sustainable model.Going forward, there is an opportunity to further institutionalize consultation mechanisms with women’s organizations and other social partners, ensuring their perspectives continue to shape programme design and adaptation over time.
IV-3 Key conditions for success
Political buy-in and a willingness to change are crucial for advancing women’s economic participation. What Jordan has integrated into its national strategies and agendas today is the result of a long journey of over a decade sensitizing both officials and the public at all levels. This transformation requires time and cannot be achieved within the lifespan of a single project. Some donors (like Norway) and government officials recognize that such change demands a long-term commitment from all stakeholders.
IV-4 Key conditions for sustainability
Enforcement of Legislation and Policy Integration: Ensuring that childcare is embedded in national strategies—such as the Economic Modernization Vision and National Women’s Strategy—was essential. To truly drive sustainable change, these policies must be backed by enforceable legislation and continuous monitoring, ensuring that care work remains a priority at all levels.Sustainable Funding Models: Leveraging existing mechanisms, like the maternity insurance of the Social Security Corporation (SSC), demonstrates an innovative approach to sustainable funding. This model reduces reliance on additional fiscal space by utilizing pre-existing funds, ensuring that childcare services remain financially viable over the long term.
IV-5 Potential for transferability, expansion and replicability in other countries and contexts
The potential for expansion is significant. ILO’s Regional Office for the Arab States believes that the experience is replicable and is currently documenting the journey of the Maternity Insurance as an example.
V-2 Contact information of ILO focal point
Reem Aslan, Project Manager and Gender Technical Specialist ([email protected])
VI-1 Title and Description
Equality@Work : Advancing Healthy, Safe and Diverse Labour Force in JordanThe project is dedicated to bringing together all key stakeholders to support vulnerable workers and employers in advancing decent working conditions by better aligning national legislation with International Labour Standards (ILS) and ensuring that vulnerable workers and employers enjoy their right to organize to build their representative structures to impact policies and make their voice heard and responded to.