Buried within the historic 1994 treaty between Israel and Jordan was an unexpected boon for tourism: a mandate for both nations to jointly market their attractions to American travelers. This initiative, which aimed to foster peace through exploration, was celebrated during the ASTA World Congress in Lisbon that same year. Prior to this landmark agreement, Jordan lacked a dedicated tourism office, even within its own borders.
To address this gap, the Jordanian government appointed Malia Asfour, who had been affiliated with the Jordan Information Bureau in Washington, D.C., to lead the launch of the Jordan Tourism Board – North America (JTBNA) in early 1997. With a background in international marketing, Asfour has played a pivotal role in transforming Jordan’s tourism landscape. Under her leadership, the number of international visitors surged from around 1 million in 1995 to approximately [4.28 million in 2022](https://www.worlddata.info/asia/jordan/tourism.php). This growth has also been accompanied by a significant increase in the average length of stay for North American tourists, from just over two nights to more than eight. Notably, the tourism sector now accounts for about 12% of Jordan’s GDP, solidifying its status as a vital component of the national economy.
Asfour’s influence extends beyond the JTBNA; she is actively involved with various organizations, including Tourism Cares and the Adventure Travel Trade Association. The board works collaboratively with prestigious travel groups like Virtuoso, Signature, and Travel Leaders, primarily focusing its marketing budget on trade-related initiatives. Regularly hosting industry groups and media visits, the JTBNA’s efforts were recently exemplified by hosting 700 delegates from [G Adventures](https://www.travelweekly.com/Travel-News/Tour-Operators/G-Adventures-introducing-luxury-tours) for GX Jordan, highlighting the kingdom’s appeal as a travel destination.
However, on October 7, Asfour received the alarming news that the JTBNA would cease operations by November 30. The ongoing [Israel-Hamas conflict](https://www.travelweekly.com/Travel-News/Tour-Operators/Jordan-tourism-is-casualty-Israel-Hamas-war) and simultaneous [reductions in USAID funding](https://www.travelweekly.com/Arnie-Weissmann/Making-omelets-in-Washington) are contributing factors to this drastic decision, with expectations of diminished funding until regional stability is restored. Closing the office in the largest source market—particularly during a time of recovery—contradicts sound economic strategy.
This not only mirrors the current challenges facing [Brand USA](https://www.travelweekly.com/Travel-News/Government/Brand-USA-slashes-workforce-and-drops-TV-network-amid-budget-cuts), which has incurred an 80% budget reduction, but also raises questions about broader tourism funding strategies. The JTBNA’s closure comes at a critical juncture, especially with the anticipation surrounding the 2026 FIFA World Cup, co-hosted by North America. Jordan had ambitious plans to leverage its involvement in the tournament through a targeted marketing strategy involving partnerships with major airlines and hotel chains.
Despite the impending closure, Jordan’s national tourism board continues to seek RFPs from public relations firms to preserve some level of visibility in North America. While this approach may work for other destinations, it overlooks the unique goodwill and institutional knowledge accumulated by Asfour and the JTBNA.
This decision, particularly so soon after a tentative ceasefire agreement between Israel and Hamas, underscores how detrimental short-sighted policies can be. The ramifications will be felt by many; it’s not just employees in hotels or businesses near key attractions like Petra, Jerash, and Wadi Rum who stand to suffer, but also those benefiting from community-driven initiatives launched during Asfour’s tenure.
One such initiative, known as [The Meaningful Map of Jordan](https://www.travelweekly.com/Blogs/Dispatch/Dispatch-Jordan-A-meaningful-map), showcases local social enterprises that enhance the visitor experience by promoting sustainable tourism beyond major attractions. Successful examples include the Bani Hamida women’s weaving cooperative, which grew from 17 employees in 2018 to over 315 due to increased traffic from the initiative. The program inspired similar efforts across [45 other destinations](https://www.tourismcares.org/meaningful-map), indicating the influence of Jordan’s approach in the tourism sector.
While the decision to close the JTBNA is reportedly final, the challenges facing Jordan tourism compound those that have historically afflicted this vibrant destination. Looking toward the future, it’s essential for stakeholders to consider the broader implications of cutting vital resources from industries that are fundamental to economic stability.
