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UNITED STATES OPERATIONS MISSION ACTIVITIES IN FARS OSTAN t Phsical Description of Ostan and Proglems C'

The technical aid and assistance rendered by this Mission to the peoples of Fars Ostan is affected, to a noticeable extent, by the areast physical characteristics, its social and economic structures and lines of communications. A brief review of these aonditioervil1'se&1ttone in evaluating the typs of tedhnical aid and assistance engaged in and their results to date.

Fars Ostan (State) is approximately the size of the New England States with an estimated population of 2,000,000. About 15% or 300,000 are nomadic or tribal people belonging to one of the four major tribes; Kashghai, Boyer Ahmedi, Basseri or Arab. The rest live in one of the 4,o00 villages, towns or cities. The largest city is the capital, Shiraz, with a popplation of.:1g'9000, nlysizoothers have population over 10,000, the average of the villages being 400 or less. The Ostan is bordered by the Persian Gulf on the West, the Gulf of Oman on the South and the Ostans of Isfahan and Kerman on the North and Eabt res­ pectively. Mluntain ranges are numerous but afford uncounted valleys at elevations between four and eiht thousand feet. ' It is in these valleys and on these-mountain slopes that over 90 percent of the pop­ ulation dwell. A narrow ledge at sea level extends between the western­ most mountain range and the Fulfs but it is sparsely populated and neither agricultural nor fishing has been developed, to any appreciable 44 extent, commercially.

The tribal groups produce the areas' supply of beef, lamb, wool and goatst milk. Aside from a small rug production this is their main contribution to the economy of Fars Ostan. Each of the tribes migrate from the Southern region in the spring to Northern camps., and reverse the procedure in the fall. Each tribe has their Khan or Chieftain who reigned as supreme ruler until recently. Of recent months some of the Khans have been exiled from the country, others reappointed under GO I 19h authority. An effort to settle the tribes in a five year plan is now being initiated by the GO.

Land tenure in Fars is generally the same as that throughout Iran, though the percentaqe of "absentee farm owner" is higher than the national average. Since this area is chiefly an agricultural one farm­ ing has been the principal occupation of the people over the centuries. Farming methods, techniques s'dtr.aotices have remained the same from one generation to another. Only occasionally did a landowner adopt improved methods or techniques. When this happened he benefitted through economic gains. In many instances illiteracy made improvements in ­ productivity of the soil most difficult if not impossible. Many villages produced only enough for their own sustence as there were no means .of conveying surplus items to ma-rket centers. There were inadequate storage facilities, and only available donkey or camel trains to transport

1V V produce.

Only in the larger towns or in Shiraz itself was advanced education given attention. In the small villages, "education" consisted of learn­ ing the Koran. Generally the Mullah was the teacher. He read the Koran to his "Students" who had to memorize it directly as they were unable to read. When the mullah was unable to read himself, he quoted to his "clasd by memory. A meagre few qualified for the more adequate educational institutions of the capital. Even in these, education was limited. For exanple, history was limited to that of Iran (Persia) as was geography. Reading and writing and some arithmetic filled out the curriculum. Co­ education was not permitted and girls were denied the privilege of leqrn­ ing even dressmkaing, cooking, home-making and similar subjects. Vo­ cational schools in the region did not exist. A boy learned his trade by beginning his apprenticeship as early as five or six years of age.

Public lealth and sanitation were at the level that might be ex­ pected from a high rate of illiteracy and lack of public interest. Malaria took a heavy toll each year and had its resultant effect on agricultural production. Bacteria infested water supply systems, men­ acing personal habits and filth contributed to frequent epidemics and a high mortality rate.

The foregoing is merely an indication of the problems facing the American technician who arrived in Shiraz in late 1952. Though he had come to help the people h&lp themselves in accordance with the American- Iranian agreement be was encountered with humerous obstacles. The res­ pective Ostan agencies of the various Government Ministries were in­ adequately supplied with qualified personnel. Few had training in their fields of activity qualifying them for participation in development programs designed Ibr the improvement of the economic and social struct­ ure. No agency had means of transportation which would enable its em­ ployees to reach the bulk of the people. This resulted in almost total neglect of the above referred to problems. Practices employed through the centuries were firmly entrenched and reluctance to improve was over­ ktelming. Resentment to foreigners was noticeable and an air of distrust prevailed. A climax was reached in Anril 1953 when an anti-American campaign exploded into mob violence, Americans narrowly escaped with their lives and a considerable amount of property was &estroyed. In spite of all this, the spirit of the Mission and the firm determination to succeed in the achievements of objectives established by the combined American-Iranian Governments stands today in the monumental form of everlasting mutual respect and friendship between America and Iran. The accomplishments are many and varied, extending into all facets of the economic and social pattern of the area. They may be divided into two categories, one "construction", the other "continuing". In the first category are a road, public health center and several other diversified undertakings. All are completed and in successful use at operation. All other projects or programs are "continuing" such as Agricultural Extension-work. The continuing projects are neow under the demonstration and authority of the proper Ministry with Americ'an Technicians as Advisors. 2

The operational aspects of the various programs are now the res­ ponsibility of well-trained Iranian specialists who have been returndy: to the Government Agencies as the first step in Integration. Some were schooled in the United States under training grants though most were tr-'alb trained locally under the direct supervision of American technicians. For the first time in Iranian history have the Ostan government depart­ ments been staffed with qualified pe rsonnel in so many fields of econ­ omic and social endeavor. For the first time, has the government reach­ ed out to the far corners of the region to give technical assistance that is leading to economic improvement and better living conditions. PROGRAM ACHIEVEMENTS

I. ECONOMIC AND INCUDSTRIAL

A. Construction

(The general purpose of aid in these programs was to avert the consequences of growing unrest by providing employment and aid toward economic recovery during one of the most critical times in Iran ts recent history).

1. Shiraz to Airport Highway

Purpose: To provide employment. To make possible vehicular traffic to and from airport. Participation: Rials 8,500,000 - in form of a grant.

Remarks: Contract awarded Farcar Construction Company being the lowest bidder among several. Construction was commenced in earty 1954 a and final acceptance made in June 1954. This highway is escellently constructed and h1in withstood such traffic as heavy military tanks with­ out showing a single crack or defect todate. This highway remains the best designed and constructed, by far, of any of the roads leading out of Shiraz and contributes much to the pride of the people of the city. It gave employment to apprrzimately 400 men.

2. Fars Cement Company

Purposer To contribute to a needed national cement industry in­ tended to offset the growing importation of this commod­ ity as one measure to improve the countrze economy and employment.

Contributions: Capital investment by stockholders of Corporation Rials 200,000,000. Loan from Plan Organization Rials 100,0000. Loan from Iran-American Joint Commission' $1,259,000. 5

Remarks: Vast deposits of calcium near Shiran encouraged the local ­ people to build a cement plant near it resulting in a Corporation being formed in .1946. Under a letter of credit of $2,225,056 the tesiP of and the manufacture and delivery of cement making machinert and electric­ al 0qui ment were subsequently contracted for with the Kennedy Van Saun Company of 2 Park Avenue, New York City and the Westinghouse Internation­ al Company, h0 Wall street, New York City. Land for the enterprise was purchased, design of structures contracted for and a number of essentials such as fresh water supply, surrounding walls, mobile cranes, bulldozer, Robertson roofing also had to be secured. At the time there was a short­ age of dollars in Iran and a loan of $1,259,000 was obtained through the Joint Commission

The plant is designed to produce 200 tons of cement a day. The plant has demonstrated its ability to produce'to capacity and maintain a high grade cement conforming with American Portland Cement specifications, surpassing the quality of available imported cement. The plant has been in operation now for approximately one year and exporting 90 percent of its sales to Kuwait. Local demand is increasing and there are indications that this demand will exceed one full year t s capacity production. These indications are.based on proposed nearby concrete structures recently approved by the Plan Organization and for military purposes in adjacent areas. In the meantime conversion from "gatch" construction to concrete is being attempted through educational processes. The plant employees about 300 workers, all of whom enjoy its immaculate showers, wash rooms, cafeteria and library.

Its affect on the workingman and the local populace has been better than expected as indicated by improved management-labor relations, ioess­ - edvbuiiding construction with resulting absorption of unemployed and a big boost to civic pride and morale of the people in general. Its future economic importance depends on profits, which have not yet been realized.

3. Independent Electricity Supply Corporation

(Shiraz Municipal Power Company)

Purpose: To install 6,000 K.W. additional electrical power to meet the growing demand for energy in the city of Shiraz. The existing capa­ city before this project was 1,200 K.W. for a population of 150,000. To support this new capacity, new high transmission cables, low voltage dis­ tribution lines and transformers were required.

Contribution: Municipality Rials 7,500,000 with an additional amount pledged in monthly installments. Loan through Iran-American Joint Commission 8450,000 at 4% intefest. A partial payment of the first in­ stallment has been made.

Remarks: Of the original plan 3 - 750 KW. and 1 - ht0 X.W. Enter­ prise engine driven generators have been installed. The high and low trnsmission lines and transformer vaults are also in operation. All structures involved in this Company's operations are completed and are of the best in Iran. An additional Enterprise unit has been ordered from America and paid for but not yet shipped. The demand for electric­ al energy continues to increase and now is estimated at 15,000 K.W. The present Managing-Director is a highly competent foreign educatfdnelectric­ al engineer with good business ability. March 21st 1957 will mark the end of the first year of operation and is.expected to show a net profit. Further expansion, however, will require additional financing from bond or stock sales. No new connections are or will be made until present capacity is increased,

h. Fassa Sugar Company Purpose: To increase the sugar refining capacity of Iran because of the crain of the country's economy from sugar importation. A need for some industrialization was also cited for this area to absorb un­ employed. Location incotton producing area by Ministry of Finance and Plan Organization presumably to convert area to sugar beet growing.

Contribution: Plan Organization Rials Ministry of Finance Rials Loan through Iran-Americqn Joint Commission Rials Technical Assistqnce by Extension Advisors of Mission in'sugar beet growing demonstration plots.

Remarks: The success of this completed project, as judged by its proponents, is Row measured in turns of acreage devoted to sugar beet in replacing cotton. The tonnage of beet orocessed in the winter seas­ on of 1945-46 is reported as 16,000 tons or a forty day period. As the plant is capable of processing 50,000 tons annually, continuing technical assistance is available to encourage further localized area production of sugar beet by the Department of Agriculture and the Management of the Plant. Fassa is located approximately 150 miles east of Shiraz.

II. AGRICULTURE

A. Construction

1. Demonstration and Livestock Farm at Bajah - 18 kilometers north of Shiraz - elevation approximately 6,500 feet. (It includes 500 acres of land in a 5,000 acre valley. Two-deep wells with pumps for irrigation, four buildings of various sizes, a reservoir and United States importhd livestock and Poultry).

Purpose: To demonstrate improved methods, techniques and practices for increased production of crops, cereals and forage. To promote and develop improved quality of livestock and poultry. Contribution: Grant by Joint Commission of Rials Rentals of land paid by Ministry of Agriculture

Remarks: Bajgah serves as another training ground for the ex­ tension agent. The valuable experience and knowledge gained here is shared by him with the villagers of the district assigned him. For more details refer to the following description under "continuing".

B. Continuing

1, Bajgah Demonstration and Livestock Farm

The desert land at Bajgah for centures has grown nothing but camel thorn. It has been turned into a model farm of 500 acres with the in­ spiration and advice of American technicians.

In 1952 the Mission -edrised the Livestock Bongah to lease 500 acres of Bajgah valley land for the purpose of developing a modern livestock station and farm. A deep well was drilled (the second was drilled lat­ er) for irrigation water. Now there is sufficient water to irrigate 150 acrhs of the land. 225 deres are for dry farming and range grasses. The remaining 125 acres are waste lands, dry land forestry plantings, wind-breaks and farm stead.

Recently, Bajgah was designated as a modern demonstration farm for the purpose of showing ard training to the Ministry of Agriculture per­ sonnel, land owners and farmers, modern methods of agriculture and mach­ inery use,

Each year field days, tours and demonstrations are held. Last August alone over 300 people visited the farm and witnessed the results of the demonstration farm. About 120 tons of well cured alfalfa hay each year are harvested from the farm and stored in the barns for the purpose of ­ furnishing winter feed for the farm livestock. In addition to the alfalfa 150 tons of corn silage is grown and ensiled on the farm for winter feed. Thisbas proved to be a sensational feeding demonstration because tie local practice is to feed only straw as winter feed.

Before the organization of the Bajgah Farm no dry farming of cereals had been undertaken in that area. After the American technicians had demonstrated thqt dry farming was not only feasible but profitable, the entire valley of Bajgah has become a dry farm for cereals. At pres­ ent the landlords of the area are eagerly dry farming all the area they can prepare.

The latest development at Bajgah again reflects the value that the demonstration farm has been to the local landowners. Now, after seeing the value of irrigation from deep wells, the landlord is drilling his own deep wells on land adjoinging to .the demonstration farm in order that he may also take advantgge of modern agriculture methods. In the past two years one dealer, in Shiraz, has sold and installed over 200 engine driven pumps for water irrigation. Aside from the economic bene­ fit, more security is assured against crop failure because of drought.

Bajgah Farm is being credited by the Iranians for the improved quality of produce new available on the market. Crops produced on the farm during the season of 1335 (1956) were as follows: Alfalfa 120 tons Corn Silage I0 u Corn grain 8 i Sorgum 992 kilos Wheat,Barley & Oats 25,849 n Pastures,- animal days -:7 months grazing for 4 bulls 1' cows, 3 sheep, 5 horses, mules and donkeys Sweet Corn 565 kilos 702 kilos seed kept Watermelons 6,383 "1 21 It it it Muskmelons 1,988 It 12 t It Tomatoes 2,213 n 8 i It Eggplant 1,083 4 It Peppers 372 I4 i it Boans (Green) 255 " 309 n n Sugar Beets 51 Tons - - - - Peas 200 Kilos 84' tt i n

As of date, the Livestock at tho Station consists of:

Broun Swiss Bulls 1 Sindhi Bull 17 Native cows 3. Rambulet Rams 2 yrpus Jack 1200 Imported chickens and cockE maintained as breeding stock. JO,000.chicks have been hatched and widely distributed in the Ostan,

2. +,'riculturalExtension Service

The Extension Services in Fars Ostan was inaugurated on Nov­ ember 1, 1953. At that time nine agents and three agriculture specialists represented a new concept of rural-education jn Fars 0stan and Iran ­ the Extension Service. These twelve men under the direction of Engineer Hamidi and advised by American technicians began the ambitious task of bringing Agridultural Education to the village farmers of this Ostan. To accomplish this, these men adopted the extension philosophy of help­ ing and assisting farmers to help themselves through improved methods in agriculture. The nine agents were assigned to nine areas throughout the Ostan to live and work with the people in their areas. The agri­ culture specialists travel from area to area offering technical help and advice to the agents, farmers and landlords. The staff of specialists increased from three to eight in the ensuing years. In order to give as brief a description of the work done through extension in Fars Ostan, a summary in several of the fields of agriqul­ ture is presented as follows: a. Livestock

Artificial Insemination

The poor quality and production of many of the native cattle led to the program of breeding high production and quality into native cattle through artificial insemination. This was accomplished by im­ porting three outstanding Brown Swiss bulls and two high cjuality Sindhi bulls from the United States. Through artificial insemination 1,734 cows were inseminated by these 5 bulls on a demonstration basis by the Extension Service. Over 900 crossbred calves were born as a result of this work.. Many farmers are reporting that through the combination of improved breeding and feeding methods they have more than doubled milk production.

Sheep Improvement

In order to improve the native wool type sheep 15 heads of Rambule Rams were loaned frequently to sheep herds in-Gashghai Tribes and Bavanat. Approximately 350 crossbred lambs were born. Two farmers have bought 25 heads of pure and crossbred Rambule Rams for use in their sheep flocks.

Result: Sheep owners have experienced the value of improved sheep breed. In Bavanat a crossbred flock have been estalished which can be used as a demonstration- flock.

Feeding Sugar Beet Pulp and Molasses

25 sugar beet pulp silos demonstration were constructed and held during 1956 with 2,500 tons of sugar beet pulp which @as distributed to villagers and landlords. At present 20 tons of pulp are being taken away each day by the villagers. Donkeys and carts are busy all day hauling pulp. Already, it is estimated that 2,500,000 rials worth of feed has been distributed.

Poultry

The native chicken in the past laid an averqge of 100 eggs per year and the weight -was one kilo per bird. The Extension Service immediately realized the severity of the poultry problem and started work to improve poultry in Fars Ostan. The agents and specialists contacted the village farmers by Msing movies, slides and posters. Farmers were shown ways to improve their poultry management. During the last three years 2,082 roosters and chicks have been distributed to people'in Estahbanat, Fassa, Jahrom, Kazeroon, Shiraz, Zarghan, Gharabagh, Marvdasht, Arsenjan, parab, Abadeh, Tavabeh. In addition to the chickens distributed to these areas, 25,000 hatching eggs were distributed. This gave farmers %better quality chicken to produce more meat and eggs. With an increase from - 100 eggs per bird per year to 120 and an increase of one kilo to 11 kilos per bird, it is estimated that the farmers received an increase in income of 140,000 rials as a result of e&tension work in this field*

b. Pest Control

Bavanat, the valley between two ranges of bare mountains, 150 miles north of Shiraz, embraces more than thirty villages. There is a total population of about 15,000 and sufficient supply of water to produce fruits and nuts. Grapes, almonds, walnuts, prunes, etc., are the main crops of which a considerable amount is exported to neighboring count­ ries. Plant pests and diseases of which pwwdery mildew is the most * common, have always been a major problem in this area. The loss, rough­ ly estimated is one third of the total crops. Due to infection the remainder is not usually of a marketable quality.

Attempts have been made to encourage the farmers in this area to carry out a spraying program but the situation remained almost the same.

It was felt that such attempts failed be6fuse they were not ac­ companied with educational programs. When extension came on the scene, a series of pest control demonstrations accompanied with other audio­ visual aids were carried on. A small grapeyard was selected on which the spraying demonstrations were conducted. This grapeyard became con­ spicious becuase of having been saved from pest damages and constituted a good example to the other wineyard ownerr. The results of such edu­ cational programs were so effective and beneficial that they met with the approval of all farmers in the locality. Other farmers decided to carry on similar programs and follow the instructions which were given to them by the Extension Pest Control specialist. The farmers claimed that an amount of Rials 10,000 per heotar can be saved if the crops are sprayed in proper time. A final step had to be taken in order to enable every farmer to save his infested crop by using proper insecticides. Adequate facilities were not available to every individual farmer. Be­ sides the provision of required insecticides and sprayers were entirely impossible for any Government Agency to provide. Through an overall cam­ paign, a pest control' cooperative was established which was registered in Abadeh on July 14, 195f.

This cooperative will serve approximately 3,300 farmers from var­ ious villages. Cooperation has never meant so much to the farmers as today. In reality the Iranian farmers have come to experience the ad­ vantages of cooperative work in overcoming their agricultural problems which due to lack of required supplies and materials and lack of "know how" they have never been able to solve.

c. Plant Sciecn and Fan Machinery

In'4the last three years, extension has established a great number of

I * cereal demonstration fields in villages throughout Fars Ostan. In order to introduce pure and bigh quality seed and better farming methods hun­ dreds of field days were conducted and thousands of farmers were actually given a chance to see these fields,

The Shahpassand wheat demonstration fields exceeded the local wheat crop up to 800 kilos per hectar. The execution of such education program convinced the farmers of the importance of high quality seed. At the end of 1955 a total of 298 tons of "Shahpassand" wheat and 39 tons of California barley seed had been distributed among nearly 5,000 farmers.

The average acreages planted to Shahpassand wheat and California barley is estimated to be nearly 30,000 hectares. The increase of the yield is roughly estimated to be over 15,000 tons which amounts to Rials 62,500,000.

Wheat is grown in every important agricultural country in the world. In most Asian countries, &noluding Iran, it is the main crop.

The type of wheat grown in Iran is generally of a mixed native variety which seldom have a pure origin. In most parts of the country the average yields varies from one or two tons per hectar. There has al­ ways been a great demand for good quality and pure seeds, due to the fact that under the present conditions, the breeding and developing of new varieties of seed is alost impossible for the Iranian farmer. The limited seed production sources are not able to produce an adequate supply of various crop seeds until recently means of distribution have been so poor a farmer might not hear of a new type of seed until years after it had been developed. For example: UShahpassandtu wheat seed was dezbloped and produced at the Karaj College of Agriculture in 1945, but due to the lack of proper means of distribution it was not made avail­ able to the farmers until 1953 when Extension Service, just then es­ tablished, started an extensive cereals seed distribution program. In sections where large acreages are planted the grain drill is being in­ trcduced and the advantages of larger yield per heetar, more uniform distribution of seed with even depth and less shed to plant a hectar, have been constantly pointed out to the farmers who have come to realize the importance of improved methods and principles of agriculture.

A-sound extension organization and a gradual development of industry is the practical solution to the major problems of Iran.

d, Improved Farm Eqfipment take the place of the old native implements

There was a time when farmers would frown at the American type mold­ board plow. They claimed it was too heavy for a pair of oxen to pull. In some cases this statement was "actually proved", creating an embarassing situation for those who tried to demonstrate the advantages of this new type of plow. It was learned that farmers did not allow their best animals to be used to demonstrate the plow. Two years of constant work *g on animal-drawn farm equipment through holding practical demonstrations and field days resulted in an ever-increasing demand for such equipment. The next problem was to find a local source of supply. Two black­ smiths were engaged to manufacture farm equipment such as American type moldboard plows and harrows. Competition between these two blacksmiths increased the quantity and quality of this equipment. In the last three months fifty plows and a few harrows have been purchased or ordered by farmers from varioq. villages in Mvarvdasht. It is, estimated that in about three years time most of thenative weoden plbws will be replaced by the Amdrican type moldboard plows - the most wanted item of the farm equipment.

Today the farmer t s attitude favors extension activities. There is no sign of hopelessness among the people and they have been to absorb extension philosophy and hope for a happy and propperous future.

e. 4-H Club

The first 4-H Clug-in Iran (called 4-D) was organized at Zarghan. Boys of school age were called together and given a plot of school land on which various crops were grown under the supervision of the extension agent. The plan was accepted so well that now the landowners and the parents are providing a plot of land at home or in other scctims of the vill4;e and away from the school.

3. Forestry Under the forestry project, several different species of drought resistant trees were planted at Bajgah with the objective of growing trees for village distribution and the establishment of village wood-lot. Each year about 40,000 to 60,000 trees have been distributed through the ex­ tension agents.

Six hectares of dry farm trees were planted on Bajgah. These trees receive only winter rain water. This demonstration shows that this type of planting is feasible and practical in villages.

Porfltrrtree cuttings (26 varieties) have been gathered from Ostans of Iran with the bbjective of determining which poplar variety is best suited for lumber needs of Iran. This project will take several years to complete.

4. Vegetable Production The objectives of the vegetable project were (1) to increase desir, able seeds for distribution through extension, (2) experimental, (3) dem­ onstration of vegetable varieties and methods.

During 1956, 1,720 kilos of seed were reserved for distribution through extension. These included 800 kilos of sweet corn seed which has been received by the local Iranians in an extremely favorable manner. Concerning the experimental phases on vegetables, various exneriments were carried ot. Nitrigen and P2 05 mixed gave the best rmaltie in sweet corn- yellow bantam green corn ttials. In the case of corn grain P2o5 was found to yield most. It is very obvious to non-interested local observers that the tomato supply on the local markets has been much improved during the last three years. People of Shiraz attribute this to the seed distri­ bttion programs carried out by Bajgah and the American advisors.

5. Project No. 67 - Farm Machinery Cooperatives

The farm machinery coop project was started here to help the farm­ ers and landowners have the use of modern farm machinery, and to teach them the advantages of working together.

The project was instigated by American Technicians who laid the foundation for our first co-op. This co-op is located at Zarghan, a large village about 20 miles north of Shiraz of the Isfahan road. The first general meeting was held in August 1953, and by October the co­ op was in operation. The work started with two tractors plowing for the members. Learning co-operative principles and how to work together has taken these people a long time. The co-supervisors of this project have worked lhng and hard to keep peace among the members and to teach them bow to operate and manage a co-op. The Zarghan group now has over 300 members, who tegether have invested Rials i20,000 of their personal money into the organization as working capital.

The people of Zarghan are developing a community spirit and are now working together to buiad a hospital, a school, and an electric power, station. We believe that this coooperative spirit started in the com*­ munity with the organization of the Farm Machinery Co-op.

After the Zarghan co-op was successfully onerating others started asking for such co-ops in their areas. A careful study was made and Kavar-and Shiraz were selected as possible sites for new co-ops. On January 30, 1956, an organizational meeting was held in Kavar.. The charter was read and approved by the organizational committee, and elections were started. This co-op is'now functioning with the help of the Zarghan co-op.

To belp the farmers of Kavar to better understand co-op principles and operations tractor's wer- put towork there under the management of the Zarghan co-op. Xavar has about h00 farmers and landowners.

6. Livestock Veterinary Program

The livestock owners of Fars Ostan each year suffer great economic losses because of animal diseases either by loss from death of their animals or reduction in their production caused by illness.

Great numbers of livestock are found in most regions of this pro- Since. Large economic benefits would be widely spread among the populas tion if livestock diseases were controlled.

The livestock situation presented a serious economic problem that reqti'edA immediate action by the Mission when the Fars province office was cpened. To counteract the problem, the Mission launched the program of improvement to the veterinary service. Teams were sant out to nearly all areas of the Ostan. During the years 1952 to 1955 over 7,000,000 head of livestock were treated. The treatment breakdown is as follows:

1. Animals vaccinated 4,66,723 2, Animals trdated with phenathiazine 42,700 3. Animals treated with hexachlorethane 268,000 4. Other treatments 1,921,596 Total 7,099,019

. 7. Trrigation Program Iran is ait arid country where irrigation water means life and pro­ duction. Consequently, the efficient use of the available irrigation water is a prime importance. The irrigation practices are inefficient and most of the water is wasted. Another grett contribution to the economy of the country and a direct benefit to the farmer would be to educate him to use the available water supply to better advantage. Ex­ perimental and demonstrational work was started soon after the Mission opened a Provincial office in Shiraz.

Many water use and furrow irrigation demonstrations were conducted and attended by over 1,700 landowners and farmers. Classes were con ducted to which irrigation principles and procedures were taught to 1hO people engaged in agriculture either as operators or Ministry special­ ist-r Farmers wer- advised directly prior to the organization of the extension service. Fifteen villages were visited by irrigition specia­ lists in which over 1,000 farmers benefited from the sergice,

Experiments and research were conducted in the problem of water usage and irrigation. The extension service now advocates many of the practices recommended by the irrigation section.

III. EDUCATION A. Construction

1. Agricultural Training School in Shiraz; four modern buildings. 1. Classroom building. 2. Seed laboratory. 3. Shop building. h. Live­ stock building- all completed and in use. Demonstration School Build­ ing Gbalat completed and in use. Repair and renovation to 22 school builaings in as many villages. Completed and in use. 0li 1 5

Modern elementary demonstration school building in Shiras. The best school house in the Ostan completed and in use.

Completion of three tribal boarding schools started by GOI but un­ finished due to lack of funds,

Purpose: To make available adequate and desirable facilities for the initiation, advancement and demonstration of modern methods and pro­ cedures in the various fields of education. A secondary purpose was to relieve unemployment.

Contribution- Rials 9,500,000 plas Rials from OEAP. Previous expenditures by GOI in the partially completed structures.

Remarks: This investment has helped to influence an uncommon en­ thusiasm for American concepts and methods in school building planning. Many of the innovations in these structures are now adopted in the ren­ ovation and maintenance of existing school buildings.

B. Continuing

Introduction

United States assistance in the field of education is little diff­ erent from any other area of endeavor in the technical program. The ap. proach has been to help people to help themselves. Good education by definition implies behavorial changes in a desirable direction. Such changes may be observed in the way in which schools are administered and supervised, in the way in which terchers teach, and in the activities in which students participate.

1. Administration and Supervision

Departmentalization in the Ministry of Education was initiated after much discussion, study and planning on the part of the American Education­ al Advisor and the Osten Chief. This consists of a department of vocation alleducation, which includes agricultural industrial and home-making edu­ cation, elementary education, and teacher education. All departments are supervised at the Ostan level. A person may supervise one or more de­ partments. Overall the departments is a supervisor-general who serves as a co-ordinator of the entire instructional program.

To facilitate the work of these departments, two elementary and twd secondary demonstration schools have been established, one for boys and one for girls at each level. Teachers for these schools were especially trained by the Joint Commission. The schools are used to test and to demonstrate good teaching procedures. Steps are being taken to improve the normal school which is housed in a building built by the Joint Com­ mission, All institutions training teachers have been brought under one department with a teacher trainer supervising the teacher education pro­ gram. 71 mobile schools have been provided for tribal children. Teach­ ml eks for these schools are provided by the 'instry of Education. Three tribal boarding schools have been built to train teachers for mobile schools. The Joint Commission is cooperating with village owners in an effort to build homes for fundamental education leaders. Three such homes are in the process of being built. 28 fundamental education classes have been organized. Vocational training is offered'in agricul­ ture, vocational industrial and home-making fields. There are 18 yo­ cational industrial, 16 agricultural and 21 home-making departments or­ ganized in the various schools in this Ostan.

Summer school is held each rmtmer to train new teachers for elementaiw school and to give additional training to teachers in-service. Workshops and conferences for teachers, principals, and supervisors are held through-­ cut the year.

With a large staff of supervisors, it is important that the concept of supervision and the supervisor be changed. The. concept of a super­ visor is gradually changing from that of an inspector who checks on the teacher to that of a person who helps the teacher improve her methods and procedures of teaching. Supervisors in this Ostan provide many opportunities for teachers to learn inrservice and to improve their teaching. Area meetings of teach­ ers on Wednesday evenings is an established procedure. Instructional problems of importance to the teacher are studied, explored and discuss­ ed. Supervisors at the Ostan level visit each school in theif field in the Ostan at least twice each year. Workshops are held where supervis­ ors introduce new and interesting materials and modern methods of teach­ ing. In addition to the Ostan supervisors there are two Sharistan sup­ ervisors in each sharistan who work closely with teachers in an effort to help them improve instruction and under the guidance and direction of the Ostan supervisor.

2. Teaching Procedures

When the program of technical assistance in education was initiated in Fars Ostan, teachers taught only eighteen hours per week. Where there were several schools the teacher operated as a specialist, teaching his speciality in each of the several schools. The lecture method of teach­ ing and the rate method of learning were used exclusively. Lectures were dictated, students copied verbatim and memorized. Today teachers work from 28 to h0 hours per week. In the elementary school the wander­ ing teacher can no longer be found. The elementary teacher now has an opportunity to know the students he teaches- his problems, his abilities, his aspirations. Teachers reveal an interest in the students they teach as well as in the subjects they teach. There are fewer lectures and more student participation. Teachers teach in broad units 6S work rather than in isolated bits of subject matter. There is less rate learning and more opportunities for critical and creative thinking. P1

3. Studentst Learning Experiences

There is an increase in student participation in curricular and extra curricular activities. The first student councils were organ­ ized in Shiraz in 1955. The idea has spread to the municipal centers of eight of the ten sharistans. Student councils have formed student student cooperatives. These are operated on a self service basis. The student makes his purchases, records it, and pays for it. Since he has an investment in the enterprise he knows dishonesty will effect him, This activity encourages the idea of team work, cooperation and in­ tegrity - a far cry from memorizing and learning by rote. A student council field day was recently held in Shiraz. Students from each sharistan participated with exhibitions and demonstrations. Summer youth camns verr held the past two sufmers where students from all social classes worked and played together. Thus preparing tomorrowt s citizens for a more intelligent participation in democracy.

At the beginning of the technical assistance program vocational education was limited to domestic trades and crafts and occupied a position -of very low status. Girls now learn about foods, dress­ making, decorating and child care. Boys learn carpentry, metal work, machine shop, plumbing, electrical work and auto mechanics. The Honaristan -now functions on a productive basis making school furniture for the Ministry of Education, manufacturkng simple tools for vocational and agricultural shops and doing certain jobs in electrical wiring and plumbing.

Students in the agricultural teacher training school operate a modern fifty hectar farm improving crops and seed. A modern poultry production profit is operated by the students. Students for this schocl are recruited from the villages and are prepared to return to the villages to offer instructions in a better way of life. Aside from the fact that students who participate in the vocational -program have increased opportunities for better employment, certain idealogical changes seem to take place. A home is more thai four walls. It is a place to be made liveable and attractive. Personal satisfaction seems to stem from creating and producing. Good work is glorified. In Fars Ostan vocational education has come into its own.

-Tribal children who traditionally followed the flocks and spoke only a foreign language-in their own country, now spend a part of each day in tent schools learning the fundamentals of an education and 'learn­ ing to speak the national language. A common language through which people can communicate, one with another is essential to the security and progress of a country.

In Fars Ostan adults as well as children and youths are provided an opportunity to learn through the program in Fundamental Education. 28 adult groups learn to read through studying agriculture, health and sanitation. [.

4. Remarks: .It is unlikely that many of these changes would have tiwhe place without the help of "merican technicians. Changes -in ad­ ministration and supervision of education bring about changes in teach­ ing which result in better learning experiences and more-desirable change in the behavior of children and youth leading to better citizens to­ morrow.

Noteworthy of metion is one change of considerable interest. When the demonstration school programs were started in this Ostan, the chief problem was a lack of pupils. Parents were afraid to entrust their c:it children to foreign ideas in eduqation. Consequently children from the homes of the less fotunate were made available for this texrimenti. Af­ ter one year of training in the demonstration schools there were obvious changes in the pupil personalities. These changes did not go unnpticed. The educated and influential parents began making requests to enroll their children in the demonstration schools. In a short time they, too, noticed im provements, An ally was thus established with leaders in the community,

Parent interests in the elementary school system was thus established. This initial interest led to the formation of a Parent, Teacher's As­ sociation, perhaps the first ever established in Iran. The activity has steadily increased in membership. The leading professional man of this community is the president. Hence, the demonstration schools 'have carried 0 teaching beyond the pupils, to parents and community at large. Statistical proof of educational achievements

Number of students in Elementary schools during 1957, 86,403 n 11 it it It i a i 1950, 30,673 It t 1 n Secondary it t 157. 8)835 a it It n In It It 1950. 3,534 Total number of students during the year 1957 95,338 I nI I Jt I n n 1950 34,207 Number of Elementary Schools in the year 1957 524 it It It n n i t 1950 321 I it Secondary n1 it it "r 1957 53 i It It it a1 II It 1 1950 29 Total number of schools in the year 1957 577 I t t it It I it 1950 350

IV. PUBLIC HEALTH

A. Constructiqn

1. Public Heqlth Clinic in Shiraz. (Completed and in use').

Purpose: To provide adequate and modern facilities for the operational ftnctions of a Public Health Servicd. is OtrbuAienrramt by Joint Commission to Ministry of Health by Rials.

Remarks: The design is thoroughly modern and the constiction ex­ ceptionally good by Iranian standards. It now serves as the foci of the continuing activities promulgated by American technical advisors in the field of Public Health.

2. Health Headquarters Building. (Completed and in use).

Purpose: To provide adequate and modern office space for the ad­ ministration of Health and lublic Health Governmental responsibilities. Previously, only meagre rented quarters were available.

Contribution: Ministry of Health Rials 1,500,000. Grant from Joint Commission Rials 5,000,000.

Remarks: All offices were previously rented in various buildings widely scattered in Shiraz. Now, this building and the clinic stand side by side on 65,000 sQuare meters of land donated by the Pious Founda­ tion of Shiraz. The impact of these structures have had is best in­ dicated by the "continuing" activities in the following part of this program.

13. Continuing

1. Background

The first nurse advisor arrived in Shiraz in March of 1952. She iniated a study of the public health nufsing problems, the existing or­ ganizations coping with these problems, and th695CITpublibibet1thspro­ gram which had been in operatiDn for about five months. The initial health program of TOI in the Shiraz region was primarily a program of curative medicine. This approach was considered to be of prime im­ portance during the initial months of our activities in order to effect an impact and pave the way for a preventive type program which was to be developed later.

Iran in 192 was a country wher- disease was rampant. The morality rate of infants was about fifty percent and, in many villages, ninety percent of the people suffered from malaria, trachoma or both. At this time, it was difficult to find an individual with the minimum character­ istics of good health; villages which were relatively free from filth and debris; and individuals with stfftoient incentive to keep themselves and/or their communities clean. Therefore, it was evident that even though one desired to con-duct a curative type program for the immediate treatment of disease, a preventive type program was more important. Many of the diseases which plague the people in Iran have their common denominator in poor hygienic practices qnd the majority of these dis­ eases were being treated with palliatives rather than by a type of program which searched out the cause. A preventive medicine program is necessarily a slow method of treatment for the people must be educated to the need for it and must understand it sufficiently to practice it voluntarily, However, it has a sound philosophy and, as long-range program, is the most desirable.

To initiate this long-range program, personnel training programs w ere commenced in the various disciplines of public health and prevent­ ive medicine. At this time there were no physicians, nurses/-sanitary engineers, or sanitarians who knew anything about this type of program. Thus, the American technicians began a training program in the fields of medicine, nursing and sanitation.

2. The Training Program

In the field of medicine, the American public health physician and his Iranian counterpart began setting up a program. They formed and taught classes in public health which included local physicians and behdars (partially-trained men who work in villages as physicians). They held meetings with mayors,-landlords, and other influential men in villages and towns, giving talks and interpreting the public health philosophy.

In the field of nuaing, it was necessary to train persornel. At this time, there were few, if any, well trained people in this field. Fourteen young women given a one year's course in simple nursing pro­ cedure, sanitation, nutrition' home-nursing, bome visiting, and simpli­ fied basic sciences. These young women, with no more than a sixth grade education, in a culture where women do not go from house-to-house talking with strange women, took the challenge and produced splendid results. Now, at the end of the first five years, it may be said that this program could not have been brought to fruition if it had not been for these young women. They are the backbone of the Public Health Nurs­ ing Program and The Maternal and Child Health program in Iran today. In the field of sanitation, which goes hand-in-hand with disease prevent­ ion, the story was the same - no adequately trained personnel. As a result, young men, with nineth grade educations were selected and given a course in sanitation at the Palasht School for Sanitary Aides which is located outside of Teheran. Upon finishing their training, these young men were assigned to villages to teach and demonstrate corredt sanitation procedures to the village inhabitants. These procedures in­ cluded provisions for an uncontaminated drinking water supply, install­ ation of toilet slabs, keeping the village streets clean, protection against disease-carrying insects, andproper disposal of garbage,

As better trained engineers were made available to health units, larger projects were undertaken such as, village bath-houses, deep wells, environmental sanitation programs, and water distribution systems. Now, at the end of five years, it may be said with pride that the public health program of Fars Ostan is under the leadership of well­ trained Iranians with advisory services in the fields of public health nursing and'environmental sanitation. The director is a physician who, under an ICA grant-in-aid, has his master's degree in Public Health from an accredited university in California. The Public Health Nurs­ ing Division is headed by a young Iranian woman who, in addition to her nuzsing education in Iran, has had one year's training in Public Health Nursing at the American Univerblft in Beirut. The Sanitation Division is headed by a young Iranian who, in addition to his degree k Engineering, has one year of Public HeqLth at the American University of Beirut. These three with a staff of one hundred professional, sub­ professional and administrative prsonnel carry on a public health prog­ ram which, considering that it is less than four years eld? is teemendous in its scope, Because of the great need to prepare technicians to work in the public health field and in order to have centers in which personnel may have pradtical experiences, Shira was chosen as one of the larger cities in, vhich a health center would be built. The health center in Shiraz is one of the outstanding achievements of the program. This unit is the beginning of a community endeavor, originated by the American physician in 1953, in which the Municipality, Ministry of Education, Red Lion and Sun Organizations ahd Ministry of Health, are participating. It is hoped that as times goes on a whole community program in health and education will be working in this area. To date the health center, the Ostan Laboratory and Ministry of Health office administration build­ ing is complete. In the near future, plans for a kindergarten, primary and secondary school to be constructed have been made. The pprgrams in the field of public health have been divided into three parts; 1. Preventive Medicine, 2. Public Health Nursing and 3. Sanitation. The following is a summary of the program;

3. Preventive Medicine

At the present time the preventive medicine program covers sever­ al fields. These fields have been developed over the years with the assistance of the American technicians.

(a) Maternal and Child Health

Mothers and children have always touched a tender spot in the hearts of mankind. As in all parts of the world, Iran has its sh share of lovely, beautiful children and fine devoted mothers. However, because of the lack of adequate sanitary conditions knowledge and medical care, the death rate both with mothers and with infants was-high. So a gr-at deal of emphasis has been put upon the Maternal and Child Health program. In 1953 a clinic for pregnant women was begun in a make-shift type of setting. At that time one almost had to drag women from the streets to fill the clinic because of lack of understanding of what a "preventive" clinic would be. In contrast there are now five clinics a week for pregnant women. Now because of the lack 6f personnel, many women seeking Ithealth knowledge" are turned away each day. At one time these women otldonly come to the clinic for medications, now they come to learn.

At the clinic the women receive a physical examination, blood­ tests for syphilis and instructions. Classes are held for the prenatal woman and for the mothers with ner babies. They are taught to take care of themselves and their children. It is amazing how eager these women are for this knowledge. Many times they sit for long hours in cold and adverse conditions wait­ ing for the nurse to arrange for the class.

The same type of clinic is held in several of the rural villages in the Ostan. To watch these women as they come into the clinicj first shy and suspicious of what is being done and said and then to see them return each fionth, cleaneri more interested and trying to practice what-they are learning is evidence that the people want to do better.

It is not enough to take care of just the motheti So in oder to carry out a good program, child clinics are held. With the anall beginning of one clinic held each week, the health penter now has five such clinics each week. The program at the health center is so organized that both the maternal and child clinics are carried on each day. Each day averages about forty children and abaut thirty women. While the mothers are at the clinics they receive individual instructions and classes and talks ase given to them in groups.

In c6nnection with the clinic program, a home visiting program is in effect. For these mothers and children who need further in­ structions and supervision visits into the home are made. In a ountry where it wqs unheard of five years ago to have strange women core into one's home and give instructions on health, it i heart-warming to see with what eagerness and friendliness the people accept the home-visitor.

Slowly the activities of the health center have increased and now milk distribution clinics, immunization clinics, venereal dis­ ease clinics, food handlers clinics are held in the'health center.

Close by the Ostan laboratory assists the physician with diag­ nosis, tests water sanples and assists the malaria program. 13,366 different tests were made during the last year.

Along with the doctors and nurses in the performance of the preventive medicine program, the sanitarian aides have contributed in many ways. They have visited homes and schools in an effort to assist the families and communities in establishing safe water supplies, clean toilets, cleaner homes and streets. They have held classes to teach the men of villages some of the things in sanita­ tion that hhe home-visotor teaches the women. At all times they have worked hand-in-ljand with the other technicians. They have so sold their program that when a mayor of a city in which the sanitary aide had been working left for a better position in a larger city, he made one request that the Department of Health .assign a sanitary aide to his new post. He agreed as mayor to furnish an office, transportation and cooperat on but he had to have one of our "good" sanitary aides.

b. Preventive Medicine

Another tremendous program in preventive medicine is "Small­ pox" control within the Ostan. What was once a part of the Ministry of Health is now a part of the Depattment of Health. It is not too difficult to immunize the people in the large cities and towns where the people are stationary. In the rural areas where the people migrate, as do the tribes, and in isolated villages, to conduct a program where in these people are given the advantages of smallpox protection is almost an unheard of thing. Yet in the two years of this program thousands of people of this Ostan have been vaccinated. During this past year, an outbreak of smallpox in Shiraz necessitated an emergency mass campaign. All the nursing and medical staff worked in the program. One of the young home­ visitors while making her rounds to the homes, came across a mullah on a donkey. She stopped him and asked him if he had had his small­ pox immunizations. She found out that he was blind, but she spoke so convincingly that he allowed her to vaccinate him and he promised to bring his family to the Health Center the next day. On this same day, this same young lady stopped and vaccinated some farmers who were working in the field. This may hot sound very important, but when one realized that in a matter of five years women who were cloistered are able to go about rather freely with a dedication to their work overcoming public opinion and even changing it, one can see that progress is being made.

Along with such programs in preventive medicine, health education has played a great part. Young men and women bate gone into schools, public places, mothers classes, villages etc. and have tried to spread the truth about health and what causes dis­ ease. Slowly children are learning what a microbe is, what can be done to keep one well etc.

c. School Health Program

The school health program has been conducted in both the city and rural schools. It has been impossible for the limited staff to get into all the schools. However, the number of children who have a better concept of health is increasing each year. Children, for the first time in their lives, in some instances, have received a physical examination and protection against the diseases such as typhoid, diphtheria, tetanus and whooping-cough. It is hoped that as time goes by that more help will be available in order to carry out this program in all schools. To give one an idea of the number of people served by the ptogram in -both the rural and city program, the following statistices are of interest: 0I Preventive Medicine Programt 1334 (March 21, 1955 to March 20, 1956).

Number of children seen in rural and city clinics; 5,987 Number of prenatal visits: 3,993 Number of postnatal visits; 757 Number of students examined: 8,703 Number protected against smallpox 180,520 Number protected against typhoid feter 11,617 Number protected against diphtheria and tetanus: 9,557 Nuber proteted against whooping cough 1,179 Number of villages visited for smallpox program. 108 Number of village people protected against smallpox: 57,906

Sanitation Program. (for the one year 1956).

Depp wells dug- 1 Inspection of deep wells under operation 58 Shallow wells dug 28 Bath houses constructed 3 Number of villages in which water has been improved: 22 Inspections for upkeep of the shallow wells - 1,613 Number of toilet slabs installed: 574. Number of inspections of households: 3,550 Village gardens installed: 201

Public Health Nursing Programs

Mothers classes: 363 Mothers attending class: 10,627 Classes for untrained midwives 36' Number of untrained midwives receiving instruction 24

4* Public Health Nursing Program

In order to have enough personnel or technical help to assist the nursing staff to carry the tremendous program, it was necessary to carry out the followingtraining programs:

a. Bebyar Classes

As there is no acute shortage of nursing personnel in Irans. it has-been necessary to train technicians to be of assistance to the nurses. This program has completed two courses of seven beyhars each.

(b) Untrained Midwife C sses

Untrained village women are delivering the majority of mw babies in Iran. Classes to teach these women the fundamental principles of cleanliness and sanitation and simple and more practic­ able methods of delivery have been organized and taught. (c) Fars Rural Behyar-Midwifery School

The Nursing Division has worked cooperatively with the Fars Begyar-Midwifery School and the Red Lion and Sun Organization in teaching young women from the villages to be trained midwives. These women are to return to their respective villages and event­ ually replace the untrained midwife with new modern methods'and techniques and health teaching principles.

(d) Public Health Nursing Courses

A three months course in public health nursing is being taught to the senior class students of the Nemazee School of Nursing. It is the aim of this program to give the future professional nurses of Iran an insight into public health and preventive medicine aspects so that they will better under­ stand the needs of their people in Iran.

5. Public Health Environmental Sanitation Division

The division of Public Health Sanitation has a personnel complement of seven technicians. It is active in the fields of environmental sani­ tation and sanitary engineering.

(a) Environmental Sanitation

In the city of Shiraz, with the cooperation of the city health officer, sanitation programs are currently being develop­ ed. At present, plans are in progress for:

(1) The remodelling and renovation of the Shiraz Municipal Slaughterhouse.

(11). Bringing the numerous milk supplies under regulation.

'1l. Bringing the meat markets, hotels and restaurants establish­ ments under supervision.

The Shiraz PHCO unit acts qs a catalyst in these situations and, once the program is under way, steps out. It remains active in these programs in an advisory capacity hereafter. In the rural portions of Fars Ostan, the division is active in the installation and/or promulgation of­

(1) Shallow wells. The problem of safe drinking water in the villages is a major-one and for this purpose, demonstration wells have been dug in the villages. Digging for these wells is supervised by the PHCO engineers, and all sanitary details are observed in their construction. Villagers themselves undertake to pay a major portion of the cost of the well. To date about 250 shallow wells have been dug and equipped with hand-pumps.

(11). Water distribution systems

Agreements qre made, in this program, with villages by PHCO whereby the piping and necessary fittings are made available if the villages will.supply the labor for installation of the pipe, provision of the well,-and provision of a reservoir. To this date all major cities in Fars Ostan have made agre6ments with PHO (a total of 12) for the installat'on of a water distribution system. Of the 12 cities, 1 has completed the work and 3 are presently in the process of completing the work. The cities pay a total of Rials 750,000 - in three installments of Rials 250,000- each.

(111). Village cleaning program

This work is carried on 1by the sanitary aides ( a total of 9) in the Ostan. A clean environment is emphasized in this pro­ gram.

(IV. School sanitation

The division encourages the installation of approved water systems and furnishes hand-pumps if the schools will perform the installation. Mosterah slabs are also furnished if the school supplies the labor for installation.

(b) Sanitary Engineering,

(1). Design: This section furnishes plans for distribution systems and deep wells. In addition, it furnishes'supervision over installing contractors and provides for maintenance for one year after installation.

(11). Construction: The division has undertaken the res­ ponsibility for finishing the uncompleted bathhouses in 17 villages. At oresent, there are 4 completed and in operation. The approximate cost of this program is Rials 3,000,000. The construction of new bathhouses in encouraged. PHC0 furnishes the engineering details and works with the villages in an advisory capacity.

* The manufacturing and installation of toilet slabs has been carried out since the early days of the program. To date, about 1.950 such slabs have been made and installed in tis Ostan. The program is self-sustaining inasmuch as the price of the slab is enough to pay for the materials used in construction and labor. A total of 25 public water closets have been designed and ­ installed by PHCO in the Ostan.

(111). Malaria Control Program

PHCO has been extremely active in this program from 1951­ through 1955. In some areas of this Ostan the incidence of malaria has been reduced 80 to 90 percent. This means that the population will be more vigorous and will be producers instead of consumers. There will be more man-hours of production and, undoubtedly, will substantially increase the economy of the areas involved. In December 1955, Plan Organization assumed control of the malaria program on a country-wide basis and is currently working with UNICEF to carry on the program which was so adequately carried and started by TOI and UNICEF during the years 1951 through 1955,

if Azerbaijan Province

Azerbaijan Provincial Office Leslie J. Brown, Provincial Director

The Tabriz Provincial Office was opened late in 1951 to service the Province of Azerbaijan, but by early 1953 it was found necessary to open a suboffice in Rezaieh due to the large land area and popu­ lation of this Province.

Azerbaijan is bounded on the north by Russia, on the west by Turkey and Iraq stretching eastward to the Caspian. The population of five million, living in 6,600 towns and villages, are composed of Persians, Turkish, Kurds, Armenians, Assyrians, and Russians. However, the common language is called Turki, which at first was quite a barrier to our activities, as all our information facilities were originated on a country wide basis in Farsi.

Another difficulty that was experienced in the early days of our activities was to overcome the highly suspicious attitude of all the population towards any foreigner, as all of Azerbaijan was under Russian occupation until 1946, a time when they suffered many hardships and privations.

It can be seen from the accomplishments of our various projects that not only has the suspicious attitude been abandoned but a real optimistic attitude toward future development has taken place.

The activities of our various divisions now operating in their respective ministries are summarized in the following report.

Educational Activities in Azerbaijan Province

It is interesting to note that Education was the first program to become effectively accepted in a Province where illiteracy is as high as 95%. S19 Education in Azerbaijan has been divided into two classes..

A. Efforts to improve training and education in elementary schools.

1. Training school teachers. Beginning in 1952, sumner classes were set up for town and rural teachers to train them in new methods of teaching and let them gain a better understanding of child behavior and the use of such understandings in childhood edu­ cation. These classes were taught by -teachers who had previously received special training in Tehran under education specialists. In the courdn of three years 820 teachers were trained in the new methods of teaching about which the subsequent reports from Education kzerbaijan Province

Department of Azerbaijan indicate that considerable improvement is being made in the teaching methods of these teachers.

Last year, it was planned that the above-mentioned classes be held (for the convenience of teachers) in ten different towns of Ostan 3 in the month of Shahrivar when teachers would report back for duty in schools. Thus 400 more teachers are expected to receive training.

2. Demonstration Schools. In order to demonstrate the correct ways of training and education, and to observe results gained from modern training and education, two Boys Demonstration schools (klamdar and Tabriz) were established and teachers assigned by the education office. These teachers work under the supervision of a special instructor. During the current year all elementary teachers of Tabriz and Rezaieh have (upon instruction from Azer­ baijan Education Department) visited the Demonstration trairing school on Thursday afternoons (at which time all the other schools are closed) and have, according to a set schedulesobserved the teaching methods of teachers and have consequently gained better insight into the newer concept of training and education. Their teaching methods have further been affected by such visits.

The Normal School students who will be working as teachers in the future, have on special days and according to a regular program attended the Demonstration school and have done practice­ teaching there. It is planned to establish a Girls Demonstration school in Astara, and all the preliminaries have been made.

3. Supervision Program. At the end of the second year summer classes, exoerience established the fact that summer classes are improving school training and education, and that teachers need more help in practical work. Therefore, five of the long-standing officials of the Education Office were sent to Tehran to attend a special course for the above purpose and to receive instructions in driving. To each of these, a jeep was made available which they use out of town 20 days every month supervising schools and helping rural teachers.

Because of the increased number of schools the teachers need more help. Therefore in accordance with the decision made with the Education Ministry the numbar of supervisors were increased to 16 during the past three years.

4. Building construction and distribubion of supplies. In ad­ dition to an amount of necessary supplies distributed among schools, 38 school buildings were constructed through the cooperation of the &A

Azerbaijan Province

villagers in different villages all of which are now operating fully. These schools were built to stimulate public cooperation in the improvement of education. Financial aid as well as technical assistance was provided to -opmplete the unfinished buildings started by Education Office of Ostan 3. Tabriz received Ris 1,000,000 for such assistance.

B. Efforts made to improve education and training in secon­ dary schools.

1. In line with attempts made for improving flementary Edu­ cation, other activities have been accomplished in training secon­ dary school teachers. Included among such activities was the formation of a special class for secondary teachers last summer. This class was attended by over 240 secondary teachers from sub­ ordinate schools and they became acquainted-with the newer methods of teaching and child psychology.. This year the teachers who are to teach such classes for secondary teachers are now in Tehran receiving necessary instructions.. Upon their return, classes similar to those of the last year will be continued.

2. Secondary Demonstration School. To demonstrate correct ways of training students in Secondary School and the application I of their talents in different fields,,.a-Secondary Demonstration school has been in operation since the month of "Day" of last year.

Although the teachers of this school have already received special trainirg in teaching principles, they do teaching work under the immediate supervision of a special instructor. The building of this school was constructed and equipped by Point Four. Classes are now held in this school..

In the field of Vocational Education the following has been accomplished:

1. A country course to train teachers of Vocational and Indus­ trial Schools for various cities of Iran was held in Tabriz during the summer of 1955. Twenty-one teachers participated. A summer course was set up to train 27 teachers of various towns in Azerbai­ jan so that they could properly teach in Vocational Elementary Schools.

2. In 1955 courses were held to train 30 teachers to organize Fundamental Education programs in various towns of Ostan 3.. This type of course was operated each summer..

3. Btght Vocational Agricultural Schools andfour Industrial Elementary Training Schools were re-constructed by Point Four Azerbaijan Province during the past four years. Many of the tools and machiperies for the Agricultural Schools were contributed by Point Fou. All of the equipment for one Industrial School was contributed.

In the field of Home and Family Education the following has been accomplished.

2. Home Economics classrooms were re-constructed in Tabriz, Maragheh, Astara and Ardabil. In Tabriz the entire staff was trained and supplied by Point Four. In the other three cities some of the staff was furnished by us.

2. All of the home making equipment was furnished for the schools with project funds.

- 3. An average of 35 Home Making teachers have been trained in summer schools and through in-service training courses in Azer­ baijan. and in Tehran.

4. A tribal literacy and home making program was tried out in Meshkinshahr., This program which is suitable for all village women has found common response by the tribes,

In the field of Fundamental Education for illiterate village youth and adult men and women the following has been accomplished.

1. In the Gendarmerie Literacy Training Program post conman­ ders were trained as teachers, and many illiterate gendarms were enrolled in classes during a two-year period.

2. In the village fundamental education programtwo leaders for men and two for women, and eight Shahrestan men and eight Shah­ restan women have been trained in Tehran and are teaching in Azer­ baij4n.

3. Activities growing out of literacy classes include building library rooms, remodelling school buildings, introducing new crops, growing gardens, getting better seeds and better stock and poultry, improving sanitation facilities, digging wells, cleaning up homes and the village, improving toads, getting services of a doctor and learning better sewing and cooking.

In the field of Youth Guidance and Physical ?ducation the following has been accomplished:

1. Establishment of a High Council for Youth Guidance on November 17, 1956, with the Shah as Chairman. This council will assist and coordinate the activities of youth agencies and organi­ zations. Azerbaijan Province

Agriculture Branch

At least 85% of the employed population of this area are engaged in Agriculture, the main crops being: livestock, wheat, sugar, fruits, and tobacco. Agricultural methods employed thousands of years ago are still the accepted practice of farmers, with the results that pitiful harvests are realized.

The established and presently operating program of a corp of E&tension Agents has become the most important agricultural achievement. Twenty-two of these "County Agents" are covering various sections of the Province demonstrating and assisting farmers with new methods of crop production, vaccination, care and feeding of livestock, also how and when to market.

Since 1952, the Veterinary Office of Point Four has vaccinated 3,803,h73 animals and treated 83,885 others. Point Four personnel have operated in 4,161 villages and trained 1,03 farmers.

Artificial inseminations since 1952 include: Tabriz, 8,868 head; Rezaieh, 460 ewes; Rezaieh, 1,272 head; Meshginshahr, 480 goats; Meshginshahr 490 ewes.

Two cotton experimental farms were established in Miandoab and Noghan in 1953-54. These two farms serve as models for farmers.

In 1955, five veterinary permanent teams in Maragheh, Mahabad, Miandoab, Koy and Sarab areas vaccinated 199,208 head of cattle against anthrax, black-leg, pox, entero-toxemia, and 1,966 head of cattle has been treated against parasitic diseases.

Also in 1955, with the help of Azerbaijan agricultural ex­ tension agents, 902,843 fruit trees were treated for aphis, leafroller and apple maggot.

Point Four provided five jeep units to the Veterinary Office for their program operations at Maku, Ardabil, Ahar, Mianeh and Jolfa.

At the present time, 22 extension agents are operating the agricultural extension programs in the Ostan. Agricultural Hten­ sion services started in Azerbaijan in October 1953. Since then, extension agents have visited 5,197 villages and 12,020 farms, demonstrating modern methods, distributing pamphlets, giving lectures and working with farmers in the field.

In general, 4,890,50 head of livestock have been inoculated and a total number of 10k,172 sick livestock have been treated. In Azerbaijan Province addition to these, 1,727 livestock keepers have been taught who can at the present time do away with many of their livestock needs. Taking into consideration the sums in cash that are stated above and the activities that are accomplished by expending these sums it becomes very clear and evident that the influence of the aids made by the said office has been very remarkable and worthy of attention. As a result of the aids in cash of U. S. Technical Co­ operation for Iran nearly five million various livestock have been inoculated against different microbial diseases, and over one hundred thousand livestock sick with parasitical and microbial diseases have been treated. This effective and remarkable assis­ tance on the part of U. S. Technical Cooperation for Iran has played a sensitive role in the economical problems of the province and consequently in the economical problems of Iran and has prevented the occurence of losses and damages that otherwise could not be compensated. If we value averagely each (sheep and goat) Rials 500, and each ox and buffalo Rls 4,000 then the treat­ ness and actual worth of the aids of U. S. Technical Cooperation for Iran will be clear to everybody.- Taking into account the details stated above, we see that the livestock death rate was in an average 40%-30% before vaccination and 50% before treatment.

The technical help made indirectly to cattle keepers of Azer­ baijan exceeds 800 million rials. This is, of course, the pre­ liminary steps. If we take into consideration the cross-bred cows in the future and estimate their financial profits, we will certainly have an amazing figure.-

Summary of the Activities from 1951 through 1956

Inseminated cows 3,925 heads Inseminated sheeps 2,259 11 Distributed chickens 9,8h2 pieces Distributed eggs 12,520 ea

EBonomical consequencesof our activities are as follows:

The difference of price between a cross-bred and local cow is at least Rs 10,000. Therefore, in 2,265 heads of cow this,

figure would make Rials 22,650,000. The price difference of a - cross-bred sheep.and loca one is 500 Rials and the total difference in 1355 sheep will be 677,500 Rials. The difference of price between an improved chicken and a local one is estimated 50 Rials and in 9,843 chicken the difference would be 492,100 Rials.- The price difference of an improved egg is 4 Rials per each and thereby 58,000 Rials in 22,520 eggs. The total profit will be Rials 221,869,600. Azerbaijan Province

Taking into consideration that all the above-mentioned acti­ vities have just recently been started in Iran, we believe that if we can inseminate all the cattle of the country, the result ob­ tained will undoubtedly be amazing.

Ecperimental Farns

- From 1952 through 1956 we received more than 100 varieties of vegetables seeds and grew part of them in Rezaieh, Shahpour, Khoy, Marand, Sarab, Ardabil, Moghan and Mianeh expperimental farms. The growing is still continued. About 70 varieties of these vegetables proved to be adaptable to the country climatic conditions and thereby welcomed by the farmers. Fortunately most of Azerbaijan villagers who had no idea of vegetables and their uses before, seem to be keenly interested in them now.

We can also find various vegetables at the markets which are new in the country like cauliflower, big tomatoes, etc. Our agents' guidance and training is still continued in this field.

Forage

More than 23 tons of pasture grass seeds delivered by Point Four were grown in 50 diffbrent areas and most of them were adap­ table to the country weather particularly in Soldous and Ardabil areas. For other places the experimental work is continuing.

We had also received some clover and alfalfa seeds from America. The lattert grass has particularly been welcomed by the cattle men.

Sugar Beet

Since 1952 we have'had experimental farms in Rezaieh, Shah­ pour, Bokan and Niandoab areas.

These farms have been worked by our technicians and they have experimented with various fertilizers. The results are very satis­ factory. The technicians have also taught the new methods to the beet growers. In 20 other experimental farms, many farmers have been guided as to how to plant and weed the farms of sugar beet.

As statistics show the total sugar-beet production delivered to Miandoab Factory was only 35,000 tons in 1952. While this figure shows 71,000 tons in 1955, a hundred per cent increase.

The farmers did not care about animal manure nor chemical fertilizers before, have been now convinced that these items can Azerbaijan Province help them in increased production..

Factory laboratory tests show that the quality of sugar-beet has also been improved.

Until recently none of sugar-baet by-products such as pulp, molasses and lime was used for agricultural purposes. But now as a result of technical guidance, all of these by-products are being used for feeding cattle, sheep and used as fertilizer. Thus, these valuable foods are not wasted in the factories any more, but kept in soils for winter needs. Our technicians built many trench silos in Resaieh, Bokan and Miandoab areas each year as follows:

h bia silos with a total capacity of 800 tons in 1953 6 silos with a total.capacity of 1,200 tons in 1954 8 large silos with 1,600 tons of capacity in 1955

In addition to the above, more than 15 smaller ones were dug in different areas near sugar-beet factories. At present the farmers who have already been taught by our technicians are making many silos for themselves.. '

Through our agents' advice, more than-1,83,086 fruit trees were sprayed in 1955-56 and as a result noarly 1,840,000 more kilos of fruit was collected.

By treating sheep diseases we have been able to save 40,000 heads of sheep valued at more than 24,000,000 Rials.

With various poisons against moles, mice, tick, etc. more than 15,000 dwellings and stables have been sprayed against harm­ ful insects.

Irrigation Training Project

In the summer of 1954 a course was held, sponsored by our Agriculture Division, to train h0 landlords and farmers in the field of new methods of irrigation. The course lasted for one month and was very successful. Azerbaijan Province

FUBLIC HEALTH ACTIVITIES IN Azerbaijan - Province

The Public Health Cooperative Organization was established in March 1953, as a Health Branch of the Point Four Office. This department includes the following sections­

1. Malaria Control 2. Small-pox Control 3. Health and Medical Laboratories 4. Nursing 5. Sanitary Engineering 6. Health Education 7. Administration

A Health Center was established in Rezaieh and Tabriz in 1956. One is being constructed in Ardabil but will not be finished until -next summer. These three modern, staffed and equipped cneters show great progress in the Public Health and Child Health programs. There is a Public Health Center 18 kilmeters from Tabriz and another ene 36 kilometers from Tabriz.

The Health Centers perform the job of Preventive Medicine and Nursing Sections. Their programs include Well-Baby Clinics, Prenatal Clinics, General Clinics, Vaccination, Milk Distribution Clinics, performance of physical examinations for schools and kind­ ergartens, home visits, First Aid Education and investigating and controlling contagious diseases which now and then break out in a certain area, however, remote and far off it may be. In such cases, a well equipped health unit is immediately sent to the scene of the scene of the epidemic and after a diagnosis is made by the epide­ miologist and the laboratory technician who are members of the expeditionary team or unit, prompt control activities begin. Both Rezaieh and Tabriz Health Centers have excellent health and medical laboratories. The setting up of these laboratories was one of the most effective steps, ever taken towards the promotion of the public health in Azerbaijan, for they meet not only the needs of the health centers but also those of the Ministry of Health V.D. Control Organization, of hospitals and even of the private physi­ cians. The hydrologic sections of these laboratories have perfor­ med all the tests and analyses relating to Tabriz pipe water and the water of ghanats in Rezaieh and Tabriz. The related authori­ ties are continually reminded of the pollution of the Tabriz pipe water. Azerbaijan - Province

The Sanitary Engineering Section has taken long.strides towards the improvement of health condition in Azerbaijan. Promotion of the use of clean water digging and drilling of ghanats and wells (deep and shallow), installing of motor and hand pumps, constructing of water distribution systems in cities and villages, building of bathhouses and modernizing of old ones, equipping with latrine tops thousands of mostaras in the remotest villages of Azerbaijan and finally secking to bring about a safe health environment through education of people, are the duties and responsibilities assigned to the Sanitary Engineering Staff. This section is now supervising the constructions of water distribution systems in Marand, Azershahr and Miandoab.

One of the most significant and fruitful activities in course of progress in this country is the Malaria Control program. This is a progran which is performed through the combined efforts of the Ministry of Health the Plhn Organization, the MJF, and UNICEF and other health establishments. To demonstrate the importance and sdope of operation covered by this program it is sufficient to say that only this year out of the total 7000 villages in Azerbaijan 600 were sprayed with insecticides. Within recent years of activity, the percentage of malaria victims has dropped, in some villages, from 100% or 90% to 20% and even lower.

Another responsibility assumed since 1956, is conducting of smallpox control program which is intended to eradicate this disease from Iran. In addition to'fighting smallpox epidemics wherever they may break out, a routine vaccination program is conducted which covers the whole Azerbaijan, and involves 50 professional vaccinators for this purpose. An approximate number of 100,000 persons are vaccinated each month under this program. In 1954 when a smallpox epidemic broke out in Tabriz 21h,000 people were vaccinated, The epidemic, both in the city and the suberbs was wiped out in a single month with cooperation of other health institutes. It is contemplated that this disease will be under control in 3 years.

BY running various classes and showing films for school-masters, teachers, and different classes of people, the Health Education Section has done a great job in promoting public health. It is also this section that by educating people, make them ready to accept other health programs and folow sanitary instructions. All the films used by this section are produced and supplied by the MJF Depart­ ment and the U.S. Information Service.

0 Azerbaijan - Province

COMMUNITY DEVELOPMENT ACTIVITIES IN Azerbaijan Province

The purpose of this organization is-to advise and council ministry officials regarding the organizing, planning and develop­ ment problems relating to Community Development Work.

They work with Village Councils to assist them with: a. Directing jCommunity affairs

b. Evaluating importance of needed improvements.

1. Those that they can accomplish themselves, 2. Those needing technical assistance. 3. Those needing group or cooperotive action. 4. Those needing financial assistance.

c. Coordinating work with other sections such as Education, Agriculture, PHCO, Etc.

d, Actual Construction,

To date they have approved applications for financial assis­ tance to eleven village councils for a total amount of Rials 1,598,552. These loans were for the construction of three new school houses; for building four bath houses; for completing a dispensary and for construction of four water improvement systems.

To get some idea of the amount of cooperation tat is being given by these eleven villages for these projects, we find that the total contributions were: Cash 698,669 Rials, labor and materials promised Rls..391,037 and valuation of buildings partially built by villages Ris. 440,000 or a total contribution of Rls.1,529,706 compared to our loan ofRls.1,598,552.-

The above does not include the number, amount or valuation or projects completed by all the villages with only technical assistance or by their own initiative.

In the planning and consideration of the above projects an effort was made to have them serve as models or demonstrations accordingly they are located in scattered areas of Azerbaijan.

Iran is the first country to establish and organize community Development work on a National Wide scale.- In order to provide Azerbaijan Province

In order to provide workers for the program, a Development Bongah has been established in the Ministry of the'Interior. For new pro­ grams such as this, men of experience in this new type of work are not available&, Consequently, men were selected from other Ministry people and were taken to T hran for a short training course. They were then assigned to the farious Ostans where they are gaining ex­ perience by working in their new jobs.

The greatest progress and the greatest accomplishment of the specialists is their work in leading, directing and inspecting villagers to do something for themselves. Tmhre is an increasing amount of this. Although many of these self help projects are small, they are important in awakening the villagers as to what they can accomplisn by their own efforts. These self help jobs have included bridge repairs, road repairs and importance of drinking water supply. The people of the villages are the greatest under­ developed source of the country and should be the greatest objec­ tive of the program.

In addition to the Community Development type of work, co­ operatives were planned, In order to inform the people --bout co­ operatives and the related problems, in the last two years we have carried out educational program in seventy agricultural centers in eight Shahrestans of Azerbaijan. Besides lectures and discussion with groups of farmers we have shown films and dis­ tributed literature on the subject to farmers. In order to better acquaint farmers with modern farming tools, tractors, thrashers and small implements have been demonstrated in many places.

At the present time three agricultural coops have been estab­ lished. In Sarab a Farm Machinery Co-op has been formed and it has 154 members who are mostly small land owners,

The second Agricultural Co-op is in the village of Dizaj Khalil which has 200 members who are all small land owners. Another Farm Machinery Co-op is in the process of being estab­ lished in Rezaieh. There are good possibilities in Miandoab, Osko, Razeligh, Khan Amir and several other places.

In each province F1,rm Machinery will be sold on very reason­ able terms to the Farm Machinery Co-ops. Every possible means to make the members acquainted with modern tools will be used. Machine operators and mechanics will be trained. Machinery will be given to co-ops on loan basis till they work with them and see the advantages. When the Co-op decide to buy them, they will be sold at the cost with 20% down and the rest to be paid in 7 years, the money will be paid to the Agricultural Bank and later 'willbe used for a repair shop to be used by the Co-op. Managers, Board of Directors, accountants and others will get necessary training. Azerbaijan Province

AUDIO-VISUAL ACTIJITIES

3elow is a summary of Audio-Visual activities in Azerbaijan during the past 33 months.

1. Film Showing

2976 reels of film -were shown concerning health, education and agriculture in Tabriz and 22 important cities and 240 villages of Ostan 3. The number of audience totaled 657,947 individual.

Film showing for Health in the cities 778 reels 76221 audience nf a1 villages 868 " 341160 n 1646 reels 417381 audience

Film showing for Education in the cities 265 reels 44320 audience " " villages 244 it 26213 " 509 reels 70533 audience

Film showing for Agriculture in the cities 231 reels 66450 audience it nt villages 595 it 203583 t 826 reels 270033 audience

2. Film.Strips

In the above period 187 film strips were shown concerning health, education, and agriculture for the schools, mothers classes, extension agents, and home making students in Tabriz and in Shahrestans.

3. Photographic Activities

During the above period 4960 pictures were taken, A total of 37650 prints and 12640 enlargements were produced in out dark-room for different divisions use.

4. Photo Exhibits

126 - 36 - 6 photo exhibits were made concerning Health, Agriculture and Education respectively.

0 Azerbaijan Province

5. Radio Broadcasting Progrms 224 radio programs were broadcast on different subject matters for Health and Agriculture divisions as follows:

a. Agriculture 101 programs b. Health 123 " 22T programs 6. Staff Meetings . During the above period 23 meetings were held with repre­ sentatives of all divisions including discussions, covering better ways of using the equipment, and other Audio-Visual problems.

7, Distribution of Publications

The following publications were distributed in cities and villages in Ostans 3 and 4. (a) Posters Posters concerning Health Affairs 24,858 copies Posters concerning Agriculture Affairs 7,366 n 32,224 copies (b) Brochure and Booklets Brochures and Booklets concerning hath 1,960 copies Brochures and booklets concerning Agriculture 5,140 n 7,100 copies

(c) The way to success magazine 250 copies

(d) Annual magazine of U.S. Operations Mission to Iran

Part 1 1,000 copies Part 2 1,000 n 2,000 copies

(e) Land and People Magazine

From issue No. 8 to issue No. 23 43,301 copies

(f) Wall Newspaper

From issue 0 No. 8 to issue No.. 37 79)145 copies Azerbaijan Province

MISCELLANEOUS ACTIVITIES

(a) Labor Development Division

In 1956, supervisory training programs were held at the Momtaz Hatch Factory, Zafar Textile Factory, and Khosrovi Leather Factory. Thirty five supervisors attended the programs.

(b) Air Navigation Program

During the past three months a complete operation was estab­ lished for putting a beacon on the air to enable all types of planes to land in Tabriz. This includes construction of buildings, all electfical equipment, towers and generators.

(c) Demonstration Plant

In 1954, based on an agreement reached between Point Four, Ministry of labor and Tabriz Pashmineh Textiles Factory, Point Four contributed 75% of the cost for a project to improve the safety, maintenance and work conditions in the factory to be used as a model.

The project accomplishments were to construct special place for women workers, first aid room, and facilities for all workers, modern toilets and bathrooms, including drinking water, and other improvements for safety and machinery maintenance.

(d) Engineering Services

In carrying out all activities Point Four had the support of technical services through its Engineering Division, and modern equipment made available to them.

As a result of development of its technical services, the Engineering Division became a service organization for all 001 agencies and other public work organizations.

Finally steps were taken toward the integration of the above services with Iranian Government and the task was accomplished in such a way that 001 agencies benefit from the service in all their improvement projects in the cities, or activities managed by Community Development Program.

(e) Emergency Aid Project

In 1953, a sum of approximately Rls 30,000,000 was allocated for emergency improvement projects throughout Azerbaijan. The Azerbaijan Province

money consisted of proceeds from the sale of sugar imported to Iran, and purchased by currency exchanges,. donated by U.S. Government. The allocation was made available to the Governor General of Azerbaijan and the share of each city or town was mutually decided on by Governor General and Point Four Provincial Directbr. Point Four furnished the engineering services for all projects and supervised them, based on written agreement.

01 . Tehran Province

Tehran Provincial Office John P. Asher, Provincial Director

The Tehran Provincial Office was opened May 20, 1952, to service the Ostan of Tehran. This Ostan covers approximately 72,500 sq. miles and is comprised of approximately 4,500 villages with an estimated population of h,000,000. In the early days of our program none of the ministries had an Ostan Department as the government is very highly onetralized at the ministry level. After almost FIVE years of work, we have been able to have the ministries form Ostan Departments in 3ucation, Agriculture, and Community Development.

The building originally leased when this office was founded was owned by Dr. Mosadegh and was located next to his home. A wall divided the two buildings. During 1953, Dr. Mosadegh, then Prime Minister, on two occasions climbed over the wall into the Tehran Provincial Office com­ pound and escaped to seek refuge in the Majlis. As can be well imagined, a lot of activity went on at his home as he ran the government principally from his bed.

On August 19, 1953, the day Dr. Mosadegh was overthrown, tanks were located in the street, and this Point Four office and Dr. Mosadegh's home were shelled. This office was completely demolished and ransacked as the office was evacuated earlier in the morning. Two days later we were prqvided space in the 'HeadquartersI building and were back in business.

In addition to programs in the ministries, we have several so called "National ?rojects", as follows:

.1. Project No. 9, Karadj Agr;Lculture College - (See project data at end of this section)

2. Project No. 17, Tehran Slaughterhouse. The phase of this project into which we originally entered has been completed. The Plan Organization constructed a building approximately 12 years ago and with $15,000 and Rls 3,000,000 we were able to move the butchers into the new building and dispose of the old mud sheds in which they were working. This is a very important project and one which concerns all the residents of Tehran, including the foreigners. It is a big operation as they daily kill ap­ proximately 500 cattle and 4,ooo to 5,000 sheep and goats. The slaughter­ house is a long way from one that would meet Amrican standards but the sanitary conditions have been noticeably improved and the wastes from the slaughterhouse which previously were dumped behind the building, are now flushed away through the sewage system.

3. Project No. 37, Wool Sorting and Scouring Plant. This plant is now in eperation and is a completed project. This project is an excellent example of Iranian contribution. They supplied land, buildings, deep well and pump, and renovation to the existing buildings, at an estimated cost of Rls 10,000,000 (approximately $120,000). The U.S. contribution for the offshore purchase of machinery was approximately $140,000. As can Tehran Province be seen from these figures, the Iranian contribution almost matched that of the U. S.

h. Project No. 70, Construction of Transmitter Facilities, Radio Tehran. In March 1956, this office was, through the country team, char­ ged with the responsibility for Project 70, installation of transmitter facilities of 50-KW. The engineers from this office supervised the local construction and an American technician was supplied by USIS to install the equipment. On October 26, 1956, the transmitter was on the air and it was then a completed project (approximately seven months from the time construction started). The station is operating very satisfac­ torily and comments from all over the country indicate it is being well picked up. This station originally had a 2-KW transmitter which could not be heard very far outside the city.

5. Project No. 77, Tehran Municipal Demonstration Children's Home. On December 15, 1956, construction of the Children's Home was considered completed by the supervising architects. This Home will be operated as a demonstration orphanage handling approximately 100 children. There are several orphanages throughout the country very poorly operated and pro­ viding minimum shelter and food. Directors of all the orphanages will have the opportunity to observe the operation of this demonstration. This is a joint project betwwen the Municipality of Tehran, Red Lion and Sun Society (Iranian Red Cross non-profit organization) and USOM/Iran.

The activities of our various divisions now operating in their res­ pective ministries are sumarized in the following reports. '1< Tehran Province Project No. 09, Assistance to Karadj Agriculture College

A country that is as predominately agricultural as Iran must have a first class agricultural college to stimulate and guide her agriculture, and provide a constant supply of well-trained technicians who can be cal­ led into service as needed to direct and service the industry.

Without agricultural development, industry cannot develop, for where but in the ranks of her agricultural workers can Iran fi labor enough to man a developing industry? In the United States more than one person in three is counted in the labor force, while in Iran four people out of five must work at providing the nation's food. Nor can labor be pulled out of food production to develop industry until fewer people can provide food for all the people. To discover ways and teach people how to pro­ duce food efficiently is the business of a good agricultural college. No other agency can do the job as it must be done in Iran.

Iran cannot afford the luxury of having her agricultural leaders trained in foreign countries for several reasons:

a) the cost is too great to permit training the numbers she must have;

b) such a policy would limit the selection to the sons of wealthy families, and wealth is no criterion to ability in this field; ­

c) the training received in foreign lands would not always be per­ tinent to the needs of Iranian agriculture.

As an illustration of the kind of medicine Iran's agriculture needs, one can cite the acceleration in the efficiency of food production that took place in the U. S. following the establishment of the Landgrant Col­ lege System. A period of 250 years elapsed after the landing of the piligrims before one farm family could produce its own food and food enough for one other family. This was the year 1870 and was-about the time the Landgrant Colleges were being established in the various states, During the next 84 years with the leadership of the Landgrant Colleges and their Ebperiment Stations and &tension Services, efficiency of food production increased at such a rapid rate that in 195h one U. S. farm family produced its own food and food enough for seven other families and also food to export. This was a seven fold increase in 84 years over the preceding 250 years.

On the same production scale Iran is at about the year 1660. It is not necessary for her, and she should not be permitted to spend 210 years or even a major fraction of this time to reach U. S. performance of 1870. With the leadership of a first class college of agriculture she can achieve this goal in not to exceed 25 years and thus release 6,000,000 peoole for industry.

. The College is very inadequate. In order to measure accomplishments of any undertaking it is nacessary to know the point of beginning. Ac­ Tehran Province

cordingly a brief statement of the condition of the college at the time Point Four cooperation began is in order.

Originally the school which evolved to be the College of Agriculture of the University of Tehran was a school'of agriculture for boys and was located in Tehran. Shah Reza wisely considered a city to be an unsuit­ able location for such a school and had it moved to a royal garden in Karadj. The operation of the school was turned over to the Ministry of Agriculture. The University of Tehran as such had not yet come into existence.

The Dean and the professors were appointees of the Minister of Agriculture and were appointed not necessarily because of educational qualification. These men were subject to being changed by each new Ninister and frequently were. What educational training, above common schools, they had acquired had, as a general rule.. been obtained in Fra*nce. This is true of subsequent faculty members as well, and con­ sequently French methods have continued to dominate the school.

The Ministry of Agriculture used the school solely as a training ground for Ministry employees. In fact, the graduates were guaranteed a position in the Ministry.

In 1946, an act of Parliament transferred the school to the Univer­ sity of Tehran to be its college of Agriculture. Since that time educa­ tional qualification have been required of the faculty, but the French pattern of education continued and few changes in organization and ope­ rations of the College had bean made. As in France, the professor rather than the student is considered to be the center of the educational pro­ cess. Instruction consisted of a series of lectures given by the various professors on subjects each considered important, or at least interesting to himself.

As a general rule little or no attempt was made to integrate the subject matter of one course to the genuine needs of other courses or to provide a progressive, developmental sequence of related courses which together covers the field of knowledge that presumably will educate the student in that field. In other words, the offering of the College was not a curriculum in the true sense of that word.

Furthermore, the College offered only three years of instruction, and this was completely rigid and afforded no opportunity for speciali­ zation. Each student studied every course that was offered by the Col­ lege. Ech class of students (1st year, 2nd year, 3rd year) had its own room to which the professors came in turn to deliver their lectrres. The professors were in reality only part-time employees and five days of the work week held jobs in Tehran with which to piece out their notoriously low salaries. a Each professor met his class only one day a week throughout the year and if he considered his work important enough he held his stu­ Tehran Province

dents two consecutive hours. Students in most classes took little part in the learning process except to memorize the professor's lectures and be able to reproduce them when called upon to do so.

Until recently educational agencies in Iran have been so completely isolated from educational research and development that the College has been little influenced by developments in this field. The training of the professors being in the French tradition is divorced from practical ap­ plication and that is the kind of instruction they have passed on to the students. The students, in turn, consider any job that requires them to put on work clothes or to get their hands soiled, to be beneath the dig­ nity of an educated man. As a result, the practice of agriculture in Iran has been left to uneducated peasants who have no exposure to new ideas and consequently continue to follow, without thought of-change, agricultural Dractices that might well have walked out of the Old Testa­ ment. I

Another great handicap to the College has been a stationary budget through years of inflation which has prevented the development and equip­ ping of laboratories in courses where laboratories are essentail to learning. Even classrooms are inadequate for modern teaching.

The library has suffered equally. In fact, it was practically use­ less as an adjunct to modern eaching, because it contained only a very limited number of volumes and these were mostly French with some Russian, and Turkish volumes, but all were of ancient vintage. Whereas, develop­ ments in agricultural 7Tducation have been so rapid that only very recent books in this field are really useful to the modern teacher.

Accomplishments

Physical Facilities. During the first two years of the cooparation Point Four rightly decided that greatest immediate good corld be done for the College by providing some badly needed physical facilities. The major ones are listed below without comment. They have added greatly to the program of the College and to the quality of work it can do.

1. A deep well with pump and Diesel motor to provide safe water to the College.

2. A similar well in one of the College villages, as a part of a village improvement program.

3. A library-restaurant building constructed over the beginnings of a building whose completion had been interrupted by the war.

4. A few thousand modern scientific books for the library. ah 5, An irrigation laboratory building and some equipment. 6. A pest control laboratory building and some equipment. Tehran Province

7. A forest and wood technology laboratorybuilding and some equipment, with collaboration of FAO. 8. Scientific laboratory equipment and supplies, but not enough.

9. Agricultural machinery, but not enough. .

10. Facilities for the display of zoological and entomological specinnns in the form of a very creditable museum.

11. Eectric power equipment, both generator and turbine.

12. A small poultry unit and good poultry stock.

13. A small herd of Brown Swiss cattle and an open shed in which to handle them.

Educational Processes. Beginning in 1954, construction was subordi­ nated to a study of the organization, operation, and educational methods of the College. The only major construction undertaken in this period was a water-distribution system which makes water from the well avail­ able to all the buildings of the campus. Additions are constantly being made to the library in the form of late books and subscriptions to a few of the important and most useful scientific journals.

English is the dominant language of scientific agriculture. In order to prepare the students to make full use of the library, instruction in English has been increased many fold. Classes in hglish have also been -provided for the faculty and are attended with great regularity.

During this period major effort has been directed toward

1. M dernizing the organization and operation of the College. 2. Improving the competence of the faculty. 3. Modernising and expanding the curriculum to four years. 4. Preparing the curriculum for specialization when this becomes desirable. 5. Modernizing the content of courses. 6. Recognizing the content of courses. 7. Preparing for an early and considerable increase in enrollment. 8. Increasing the budget. 9.Making service to agriculture and to rural people one of the primary aims of the College and one of the principal reasons for gaining an'agricultural education. 10. Developing an organization to encourage and supervise research. 11. Initiating a modest research program that will lead to a solution of the problems that limit the productivity of Iranian agricul­ * tume. Tehran Province

Considerable success has been achieved in all of these efforts. In order to link the College directly to the University or Theran, of which it is an integral part, its name has been changed to the Agricultural College of the University of Tehran. Furthermore, specific department have been given names and are organized to foster the major branches of the subject matter of agriculture,

During the past year three members of the faculty had the opportu­ nity of going to the United States on Study Grants. Typical of the results of this opportunity is one case that was reported to superiors Decem­ ber 5, 1956, as follows :

"You will be interested, I am sure, in how promptly Dr, Feylessoufi introduced teaching methods he saw in the United States into his own work at Karadj.

"Not so very long before he went to the United States he gave me a special invitation to visit his laboratory in shop work to see the laboratory classes in session. I had a feeling at the time that he con­ sidered the work to be going along in a pretty good way. It was, how­ ever, demonstration rather than student oarticipation. True, both space and equipment were very limited. We discussed the problems at some length.

"Last week he invited me again to his laboratory. The transfor­ mation was startling. In spite of crowded space and limited equipment, I saw every student in work clothes, each working on a problem of his own and thrilled at having the opportunity to create even simple articles with his own hands.

"Again we talked at some length. This time about what is needed to put the facilities in satisfactory, if not deluxe, condition. He told me also that his third-year students who were instructed, as he said, "under the ancient curriculum" come to him and inquire somewhat im­ patiently why they cannot have laboratory work of that k nd."

After long, hard study in which the professors gained a liberal education in curriculum making and the advisor an education in the ope­ ration of the Persian mind, a four year curriculum has bean prepared which, when fully activated will provide excellent training in agricul­ ture, care has been exercised to keep the curriculum elastico so that changes that are made desirable by the growth of the College can be incor­ porated without modifying its structure,

The first two years of the new curriculum are now in operation and the third and fourth years will be activated next year and the year fol­ lowing.

The outlines of all courses are being rewritten and studied to eliminate undersirable duplication and to provide good sequence of sub­ ject matter. Tehran Province

Perhaps the most significant change that has come to the College is mental. In a recent conversation between the Dean and the Advisor, the Advisor remarked that by the end of his thirty-month tour he will have accomplished very little. The Dean replied quickly'; "Why, Dr'. Carroll, you cannot say that. You have changed our whole method of thinking about our-College and our work, and that is more important than tangible things, and more difficult, too, iben the mind is a Persian mind.1t

Whatever development comes to the College in the future will come because you have produced this basic change in our thinking.

It is true that the attitude of many of the faculty toward what the future may bring is now hopeful rather than pessimistic, as it was earlier. They are beginning to talk about things the College must have and do, most of which a year ago they dismissed as being entirely out of reach. A faculty working full time at the College is no longer con­ sidered an impossibility. The budget, particularly, was in earlier conversations accepted by them as unchangeable and even outside the realm of discussion. And yet the budget for the current year is 50 per cent greater than ever before, and another large increase has been requested for next year and has received the approval of the University council. In addition to this increased operating budget a sizable building program is being undertaken.

Future Needs. Many of the changes mentioned in the preceding section have not yet become routine and will need guidance. The mechanics of operating the new curriculum, scheduling.classes, etc., will require the supervision of someone who has had e-perience with these adjustments. Other items are the subject matter to be included in the various courses, methods of teaching and conducting laboratory classes, introduction of new courses when desirable, the function of examinations and how to conduct them, sequence of courses and many other similar matters will need supervision and direction.

Study grants should be made available to the faculty as rapidly as possible, and qualified advisors from American Colleges can be used here to excellent advantage. Expansion of the library and stimulation-of its use should be encouraged. Provision must be made to develop an active research program as an essential foundation for the teaching program.

The following list gives a random sample of other things that should occupy the attention of Advisors for the next few years:

a) Addition of cultural subjects to the curriculum. b) Guidance in preparing for a Department of Home Economics. c) Development of physical education. a) Campus planning. e) Developmant of extra curricular activities. f) Development of social centers for both students and faculty. g) Student organizations to function in the realm of student government and student activities. Tehran Province

Engineering and Construction Branch of Tehran Provincial Office

In 1951, when Amrican aid for Iran first started, it was found that to implement the programs for Education, Agriculture-and-Health, it was necessary to establish an Engineering and Construction Branch to provide necessary buildings for demonstrations. In some instances remodelling of existing buildings was sufficient.

For a tine as many as ten architects and engineers were utilized. All were Iranians except the Branch Chief who was an American engineer. It was at this period that engineering services were being provided for the Government of Iran's Village Council and rural development program. Villages throughout the area were planni.ng projects and in each instance a survey as to feasibility and costs to the village was necessary as well as plans and drawings. The requests for surveys and plans were so numer­ ous that the employm-ant of an emerxency staff of more than 70 architects­ and engineers at Point Four headquarters, separate from Tahran Team, was well justified. This staff helped the Tshran Team's smaller staff in designing the large projects such as a DeAonstration Children's Home in Tehran City for more than 100 orphans. The design of the radio trans­ mitter or the water filtratiom plant in Tehran ware other large-scale engineering feats beyond the scope of the Team's enginaoring office. After the emergency staff finished the blueprints, the staff of the Engi­ neering and Construction Division of Tehran Team supervised the projects.

In getting to villages, to examine a request for technical aid on planning a school, or a water supply system, it often was necessary to ride a horse or donkey over a mountain trail to get to the village. Some­ times many of the villagers resented the visit as outside interference. Today that is all changed and a Point Four engineer, or other technician, is welcomed in all villages as an honored guest.

It can be seen from the tabulation that follows that the projects are not only numerous but represent a wide variety of work from small terazzo slabs for prop ;rly washing the dead all the way to large school buildings. In some instances just minor repairs to existing half-finished or abandoned buildings were sufficient to demonstrate to the villagers that Americans were here to help and not to exploit. Almost all of this construction work was in the early days of USOM/Iran and during the emergency aid period of 1953-54. Taran Pro i.ace

Rie noering & Constructi on Branch, T mrzn Provjinci a.1 Of. in, U04I Completed Construction Projects 1951 - 1956 (Rials 75 to 41.00)

U.S. Local Total Project Project Conbri.b. Contrib. Cost No. Description Rials Rials Rials A-ak Shphrestan Uommund titst

Kai ad rood 46-4-25 School Remodelling 25,500 25,500 51,000 ,ashkabad 46-4-25 School Remodelling 6,667 13,333 20,000 Trzigarar 46-4 School Remodelling 53,500 30,000' 83,500 Farmahin 46-4 School Construction 270,000 50,000 320,000 Arak 3-24 Ged7airm. Post Constr. 785,625 785,625 S.iahsave-an 64 School Remodelling 99,700 30,000 129,700 Trkhoran 64 School Construction 200,000 100,000 300,000 64 School Construction 200,000 100,000 300,000 Totals for Shahrestan Arak 1,640,992 348, 833 1,989,825

Damavartd ShJhrestan Communities : Ahmadabad 46-1 -School Construction 150,000 315,000 765,000 Ahmadaoad 64 Shower Bathhouse 200,000 100,000 300,000 Iaranaxc Road and Bridge 21,000 109,000 200,000 Dashtmazar School Construction 157,000 113,000 270,000 2arbandan 64 Shower Bath Construction 100,000 200,000 300,000 Iooujhen 64 Shower Bath Construction 90,000 110,000 200,000 I Totals for Shahrestan Damavand 1,088,000 947,000 2,035,000 Damgnau Shatr stan CommrnLties Tobyeh 46-4-25 School Remodelling 15,000 15,000 30,000 Chardeh 46-4-25 School Remodelling 13,000 7,000 20,000 Mebandoost 46-4 School Construction 240,000 240,000 Totals for Shahrestan D han 268,000 22,000 290,000 0 n-Z

wan -'via ce Carmsa. Shaierc3tan Communi.ti.e s:

Garmsar 63 Gendarm. Post Constr. 960,000 960,000 Shah Sef-d 6k Shower Bath Constr. 70,000 170,000 240,000 Lajran Bathhouse 64 Construction 162,000 113,000 275,000 Kohanabad 64 School Construction 64,700 115,300 MohemmaCabad 180000 64 Reservoir Construction 20,000 80,000 100,000 Deh Soltan 64 Reservoi r Construction 30,000 Gamsar 70,000 .100,000 Woman's Cnter-Constr. 98,000 98,000 Total for Shahrestan Garmsar 1,404,700 5W8,300 1,953,000 Gbazvin Stahrasten Ovnmunit.eos:

Ghazvin 46-6 Playground Construction 15,000 15,000 Ghazvin 30,000 46-2-1 School Construction 781,382 529,245 1,380,627 Ghazvir 146- 4 -25 School Rdemodelling 8,750 8,750 17,500 AY'eyek 46-4-25 School Remodelling 6,ooo 6,oo 12,000 Zia A-ad 46-b-25 School Remodelling 13,000 26,ooo Takesten 16-4-25 School 32,000 Remodelling 6, 200 12,400 18,600 Agha Baba 6-4-25 School Remodelling 1 5,000 10,000 15,000 Nehavan(4 46-4 School Construction 357,000 Boin 64 ShowerBath 357,000 Rahmatabad 235,000 75,000 310,000 64 Road RemodDlling 30,000 Heydari.eh 20,000 100,000 64 School Remodelling 30,000 10,000 Rahmatabad 64 School Remodelling 4.0,000 90,000 20,000 110,000 Totals for Shahrestan Ghazvin 1,627,332 802,395 2,429,727 fhoi1 Sh threstan Uomunitiits : Chom 46-6 Playground Construction 15,000 Ghom 90; 000 105,000 46-4-25 School Remodelling 18,500 18, 500 Kahak 46-4-25 37, 000 School Remodelling 132,250 25, 250 H'i acad 46-4 School Construction 38, 500 260,000 163,000 423,000 Total for Shahrestan Ghom 306,750 296,750 603,500

S 0 S 5-11 .onranr :c Karadj Shahrestan Communities: Aliabad Stable 46-4 & storags 110,000 Karadj 64 School Constructi on 110,000 Zakiabad 64 160,000 140, 000 300,000 School Remodelling 132,000 33,342 Mahallah Bagh 64 Bathhouse Remodelling 165,342 77,000 77,000 Safar Khach 64 Bathhouse Remodelling Hiv 50,000 120,000 170,000 64 Bathhouse Construction 210,000 Nol a.madab-. 64 School 110,000 320,000 Construction 54,000 176,000 Abbassabad 64 Reservoir Construction 230,000 Roknabctd 865,000 35,000 120,000 64 Bathhouse Construction 135,000 'Roy'aralad School 45,000 180,000 64 Construc ,ion 90,000 Ghawa Solima.d an 64 School 370,000 16o,000 Remodelling 31,00 61,300 Ghczael Hessar 64 Bathhouse Construction 93,100 100,000 70,000 Ghessemabad o4 Bathhouse Construction 170,000 Brkobh 224;000 76,000 300,000 61! School Remodelling 140,00C Anj mabaa 61! School Construction 7,200 147,200 AlLxrc 143,000 97,000 240,000 64 Ba bhhouse Construction 187,000 Saidabad 64 School 113,000 300,000 Remodelling 100,000 120,000 Agric. ColleG& 9 System 220,000 Wqator 5,312,690 5,312,690 Agric. College 9 Constr. 14 Blgs 26,933,500 Karadj - 37 Wool Scouring Plant 26>933,500 11,300,000 10,000,o00 21, .0o0,oo Total for Shahrestan Karadj 5,,474, 990 11,573,842 Tehran unahrostan Communi tics:

Tehran 41-5 Kitchen Remodelling Tehran 29,400 29,400 70 Radio Transmitter 8,523193 Tearan 17 Slaughterhouse 8,523;193 TeLran L1;200000 4,200,000 77 Children's Home 16,340,000 8,499,960 Tehraui 46-7 School 2k,839;960 Remodelling 80; 860 80,86 Tehran 75-H Store Shed Constr. Roy Clycerine Fac. 89,500 89,500 i1 Shower Bath, etc. 1,580,000 Rey Glycerine Fac. 41 Dining Hall Constr. 1,580,000 Robat Karim 448,238 29 Road and Bridge 26,443,710 443; 238 Varcmin 35-2 Cotton Gin Fac. 26,443,710 960,000 960,000 0 0 r

Tohre Pro-vince

Karavan Sara Sangi 63 Gendarm.Post Constr 995,000 995,000 Oshan , 64 Bathhouse Remodelling 47,00C 47,000 Torgho2abad 614 School & Clinic Rem. 160,000 160,000 Fasham 614 Clinic Construction 110,000 140,000 250,000 Totals for Shahrestan Tehran 60,006,901 8,639,960 68,666,861 7.anjan Shahrestan CUomuni t~i Is!:

Lanjan b6-6 Playground Construction 15,000 15,000 30,000 I har 46-4-25 School Remodelling 16,500 16; 500 33000 hezel Da-&eh 46-42 School Construction 150,000 220,000 370,000 I.i daj 46-4 School Construction 260,000 15,700 275,700 Soltarieh 46-4 School Construction 300,000 300 ;000 Pcidabad 46-1 School Remodelling 120,000 312,000 132,000 bii.mavar 614 School Construction 130,000 70,000 200,000 Total for Shahrestan Zanjan 991,500 649,200 1,640,700 Saveh Smhrestan Communi t- es Saven 46-6 Playground Construction 15,000 30,000 45,000 Saveh 4-1 Work-shop Construction 60;000 60,000 Gharghabad 46-4-9 School Remodelling 21,667 33,333 55,000 Mamocn5deh 46-14 School Construction 359,000 80,000 439,000 Zavieh 46-4-25 School Remodelling 13,334 26,666 40,000 Gharghabad 614 Shower Bath Remodelling 160,000 160,000 Aa.rabad 614 Road & Bridge 70,000 30,000 100,000 Total for Shahrestan Saveh 699,001 199,999 899,000

oennan Shahrestan Communities: L emjan 46-6 Playgroud Construction 20,000 20,000 10,000 Sorkheh 46-4-25 School Remodelling 13,0OO 6,000 19,000 0 01 0 376

Toian P,rovince

Sangasar 46-b--25 School Ramodelling 12,633 25,266 37,899 Shahmirzad 46-4-25 School Remodelling 4,503 9,006 13,509 Biabanak 46-4 School Construction 2L0,000 110,000 350,000 Dozdhera 46 - School Construction 35,000 122,500 157,500 Total for Shahrestan Semnan 325,136 292,772 617,908 Shahrood bhLaestan ?omm ties Shahrood& 46-6 Playground Construction 15,000 21,100 36,100 LUal -h Now 46-4-25 School Remodelling 8,750 8,750 17,500 Total for Shahrestan Shahrood 23,750 29,850 53,600

Kashan Shahrnstan Communities: Kashan 46-h Playground Construction 25,000 50,000 75,000 A'an 46-h School Construction 290,000 62,000 352,000 Chaus&& 46-4 School Construction 57,000 100,000 157,000 Rahagh 46-4 School Construction 78,900 220,000 298,900 Ala vi 46-4 School Remodelling 45,0ho 98,000 13,400 GhohpoolI 16-4 School Remodelling 13,000 22,000 35,000 Fin 46-1--25 Playground Construction 6,000 6,00c 12,000 Abyanch 46-4-25 School Remodelling 6,334 12,666 19,000 Natanz. 46-1-25 School Remodelling 20,000 40,000 60,000 Meimeh 46-4-25 School Remodelling 5,667 11,333 17,000 Kalah 64 Clinic Construction 83,125 196,875 280,000 Barikarasf 64 Bath Construction 110,000 60,000 170,000 Total for Shahrustan Kashan 7)40,]026 878,87] 1,619,300 Mchallat 3hahrestan Comttxan ties: Narag> 46-1 School Remodelling 56,700 37M,000 b31,700 Khorein 46-4-25 School Remodelling 1,000 14,000 28,000 Shahkoobeh 46-4-25 School hemodolling 9,000 Hassanabad 18,000 27,000 46-4-32 School Construction 150,000 220,000 Delijan 63 Gendarm. Post 370,000 750,000 750,000 Total for Shahrestan Mahallat 9797,700 627,000 1,606,700

GRAND TOTAL for Tohran Province 115,577,178 25,856,775 llL33,953

0 Tehran Province Public Health Activities in Tehran Province

Public Health is a philosophy, a way of life, with so many facets that cannot be verbalized but can be felt; and the fact that the people have and are acquiring this philosophy and trying to live by the stand­ ards set up, and crying eagerly for more'help and more education is a monument to the American and Iranian workers who have developed the Health program in Tehran Province. In the United States it would be un­ thinkable that nine public health nurses could do much with a 4% million population with all the facilities available, but it is being done in this area with outstanding success with virtually no facilities. Starting from scratch the provincial department now has its headquarters in the capital city and has five Health centers in villages and towns. In 1954, at the general clinics, Robat-Karim had 5,783 patients, Ali-Shah-Avaz had 1,383, Kashan 300, and the mobile unit functioning at the tine in villages had 14,028, Saveh had no clinic-. Veramin had not been added then as a Health Center in conjunction with the _Near East Foundation school at Galeh-o. Besides these, there were 13 vaccinated more than a million people against small-pox and immunized more than 200,000 children against diphthetia and tetanus. And from these centers, with only 9 nurses and 21 bayars (nurse aids), they make monthly, besides the rest of their program, about an average of 100 home visits.

For example what does the nursing program include? Well baby elinics, Prenatal Clinics, Mothers Classes, Untrained Midwives classes, School I Health program, Immunization, Home Visiting, Aiding in Epidemic control, and in two centers they had Tuberculosis control under the helpful guid­ ance, with inservice training of the World Health Organization Tubercu­ losis nurse, who also showed how to give BCG vaccine.and how to do Man­ toux tests. There was a good start in industrial hygiene working in the Match factory, the Soap Glycerine Factory and the Cement factory, but with the cut in budget and personnel this was part of the program that had to be eliminated in Tehran city. Besides this the nurses participate in other than scheduled programs much -as special lectures and classes for bayars, (sponsored by the American Joint Distribution Committee), or in­ service courses for school teachers, or lectures in Public Health in the two nursing schools in the city, or giving first aid classes to students in sixth grades or to youth organizations. No matter how busy they are they seem to be able to meet the demands on their time and energy. In the areas around the Health centers programs are carried out on a week­ ly, bi-weekly, or monthly basis depending on the size of the village.

Perhaps one of the most dramatic accomplishments is the training of 130 untrained midwives in the last three years. These classes are given not to teach midwifery but rather to teach these women (mostly old) safe, clean ways to handle both the mother and child, how to wash the hands, boil cord ties and scissors, how to use clean sheets or clothes under the mother and how to bathe and care for the newborn in­ fant. These old midwives are often skilled in their work, but lack understanding and information and simple personal hygiene techniques and are often dangerous for the safety of the mother and baby because of old wives tales and superstitions; such as packing mud in the vagina to stop the mother from bleeding or putting a mixture of ashes and oil Tehran Province

on the babies umbilicus which results in innumerable cases of neonatal tetanus. Often they are filthy but skillful. They are also known to put black candle soot in the babies eyes so that he will have black eyes. It has been said that in a transverse delivery when the hand comes out, the midwives will put fire to the hand so that the baby will pull it back (which of course is impossible, and to us inhuman and more than not costs the life of mothers and child. Interestingly enough these women are eager to learn to do what is right, and after a three months course they are given a bag with simple equipment which they have been taught to use, and they return at intervals to have the bag checked and to seek advice. The nurse often goes into the homes to watch their deliveries and help them with their technique. These midwives are given physical examinations also. Besides the classes they are shown films.

The midwivery bag contains a bag,-one towel, one bar of soap, an apron, scissors, cord ties, white cotton material for cord dressing, soap dish, a pot to boil things and an alcohol jar. The course includes lec­ tures and demonstrations on hand-washing; preparation of room reserved for delivery; preparation of bed for delivery; the mothers and babies supplies as much as possible; method of washing babies, isolating bed; cord dressing and eye cleaning. The midwives get more eager with each class and come back for a second series. In one area with a population of 200,000, there was one trained midwife; and in a village of 3,000, there was no midwife and a mother died because of it, perhaps over a period of time more than one mother lost her life.

.In this same area, there are many abnormal births since so many of the girls do rug weaving from childhood and develop deformities of the pelvis and often reqfiire caesarian sections to produce a live baby and save their own lives. It is a problem to be met, and even the Director of the National Carpet Company has expressed the opinion that no rug should be woven at the expense and jeopardy of the life of the people of Iran. The midwives attend the prenatal clinics with their patients, and observe while the physician and trained midwife examine and give' instructions to the patients. The midwives have been receptive in spite of lack of education and infirmities due to age. This teaching is one of the most important phases of the nursing program. Midwives are taught not only what to do, but what not to do. The importance of maternal and child health cannot be ignored if this country is to move forward.

Due to the shortage of nurses, it has been necessary to train bayars (nurse aids) in order to do the work. The nursing division of this Ostan has trained 86 of these girls with only 21 in their employ now, due to lack of budget. However, the training has not been wasted since they are working in many other health organizations. The course was a one year course with six months theory and six months practical experience in the field, under adequate supervision. The course included lectures and films on personal hygiene, simple anatomy and physiology, nutrition, ethics, infant care, prenatal and postnatal care, simple epidedilogy and the value of immunization, sanitation, care of home and water supply and demonstration and return demonstration of such procedures as taking tem­ peratures, pulse and respiration, bathing a baby, formula preparation, and preparation of dry milk, and simple first aid. Tehran Province

When a visitor in one village asked one shy girl why she was train­ ing to be a health visitor she replied nI want to be trained to promote Public Health and to be able to help the people of my village and my country," and the visitor asked again would she like to be trained to be a good dress maker her reply was "No, I want to be of real service to the people and I think the work I am learning to do is more important.

It takes courge for these girls and their families to let them do this work, because in may conservative comunities it is really defy­ ing the tradition; but the challenge and the need of the people has been made a strong enough motive to by-pass the mores and traditions. The people appreciate these girls too. In one village a woman had a miscarriage and was hemorrhaging, the husband called one of the village girls who had gotten her training and she was able to give them proper instructions and advice, thus the villagers are being helped and taught to take care of themselves when adequate medicine is really unavailable. In many places, the people have told us they look forward to the home visits of the bayars and when they don't come are really disappointed. In a number of cases after the visits and instruction on home and person­ al hygiene the application by the mother has been so wonderful and succes­ sful that it has given the bayars the satisfaction of seeing results and wanting to do even more for the people.

Prenatal clinics, and Post natal follow up and Well Baby Clinics and Mothers Classes and Clubs have been a terrific challenge and a real success, but the need is still so great. A limited staff can only do so much, but in one year-there were 2,859 babies in attendance at Well Baby Clinics in the five clinics of the province and in four Prenatal clinics there were 2,648 mothers. The attendance at the mothers classes in five Health centers totaled 3,469. In these classes, lectures are given on personal and home hygiene, films are shown, demonstrations on infant and child cares communicable diseases etc. are given. In most of the centers, a nursery has been started so the children can play and also the mothers can give their undivided attention in class. The toddlers are given morning nourishment of milk and crackers and they too are taught simple personal cleanliness and to play together. They enjoy themselves so much that they serve as nice little magnets to draw the mothers back to the classes which are held weekly, and in some cases more often.

The Prenatal Clinics are also held weekly in the health centers. The case finding is done by the Health visitors on their daily home visits and by referral of other patients. The first physical examination is made by a physician and trained midwife. Health teaching is stressed and expectant mothers are urged to attend the clinic regularly. If compli­ cations are present, more frequent visits are arranged and follow up in the home is done as necessary. The babies up to two years of age attend the Well Baby Clinics. A physician gives the first physical examin­ ation and starts the necessary immunization which includes: small-pox, diphtheria and tetanus and in the case of older children typhoid. Follow­ up home visits are made by the Health visitor as necessary. Dry milk is distributed to the children who need it in addition to vitamins and dry egg yolk which is furnished by UNICEF. A noticeable improvement in Tehran Province

tha babies and children, regularly attending these climics has been ob­ served by the villagers themselves. One mother at a clinic all joy holding an emaciated little child in her arms who looked like'an old man at six months of age but who was really three years old, due to malnutrition; but her little child was improving and had smiled for the first time. These mothers take the instructions and apply them at home with amazing success, but sometimes they cantt because of poverty and misunderstanding. In the summer each baby may be given a mosquito net, and the mothers are given two bars of soap also from UNICEF which is a fine example of cooperation of agencies.

Another group which has demanded the time of the nurses with genuine satisfaction has been the teachers, Summer inservice training courses have been offered and their response has been wonderful. One village teacher who went back to his school to impart this knowledge to his students said that he didn't know that so much wrong teaching could be done until he took the course in Health; and now he was correcting his errors. Recently the nurses offered another series of lectures to a group of teachers and their interest was so keen that they wouldn't let the nurses leave after each lecture bombarding them with questions. Mental hygiene lectures were also given the teachers. This is a relative­ ly new concept in school health here, but an old problem coupled with discipline in the schools. One nurse told me of a -teacher putting a child's hand on a hot stove for punishment. The teachers are underpaid and the facilities are poor, but through these mental health talks new concepts of discipline etc. are being discussed. Of course the nurses are not the only ones interested in this; the Department of Education has a program of helping the teachers and the students. School Health is an area that has been somewhat crowded out but offers a wonderful challenge. Even in the beginning of the Point Four Health program the need for a nurse from the U. S., just for this program was a plea which still has not been realized. However, some work has been done in the schools such as First Aid classes to sixth graders which is as high as many students go. This has proved of great benefit, and not long ago a man from a village wrote in to thank the Health Department for the knowledge that he had gotten from the class. With the use of a tourni­ quet he had saved the life of his child who had suffered a bad cut. .The students are eager to learn and prove very good teachers for their families too.

A Statistical department is in operation now which was badly needed. Surveys are being done. In the past week a Shick survey of 5,000 school children under ten has been completed to determine the extent of diphtheria immunization necessary. At one time the survey of deaths in the city was done by taking the deaths over a period of three months from the cemeteries. Plans are being made to use statistics in accident control, and in many other areas, and reporting is-being required more and more in all areas.

Much other work could be discussed such as help in orphanages, both­ municipal and private, but this is one opportunity which is only being started now - our help has been requested and we will try to meet it. Tehran Province

Health Education is a must in any country; but particularly in one where an organized public health program has not been functioning for long; and where the masses of the population have not had the information necessary to give them confidence in new ideas and methods, and have no concept at all of preventive medicine. The object of health education is to help people improve their own health through their own efforts; and this is done by trained Health Educators and Aides through community Health education. The program is carried out with audio-visual aids, such as films, radio prograns (carried on daily by the assistant health officer), loud speakers on a truck announcing clinics, programs etc. and distribution of literature and posters.

The Health Educators are influential in helping to get the villagers interested in forming village councils, PTA groups, cooperatives, and classes for various groups such as food handlers, teachers etc. The showing of films had to be sold because at first many villages did not want films shown; but as education has progressed and time gone by, this has proved a marvelous tool in health education. A partial statis­ tical summary of the work of the Health Education Division helps to show the scope of their work. These figures cover the last three years. 105 places have been effected by Public Health activities. There have been 563 film showings with an attendance of 183,329 persons. 1,037 con­ ferences on health have been held with a participation of 29h,370 persons. There have been 522 classes for various groups. The Health Educators have had a part in village councils 99 times. The publications distri­ buted have totaled about 37,975 pieces of literature covering everything from Maternal and Child Health, Diseases, Nutrition, Sanitation, Im­ munization etc. to growing gardens and weaning children.

An essential and successful part of the health team is the division of Sanitary Engineering. It is the responsibility of this division to work for a safe water supply and sewage disposal; to promote environ­ mental sanitation in villages, cities, institutions etc.,; to protect the public with safe food handling; and to help work out sanitary disposal of organic refuse and rubbish involving some insect and rodent control. -

Currently, the Sanitary Engineers are responsible for the inspection of bathhouses, which could not have been done even a couple of years ago, as a source of disease. Not only do they inspect; but they now have the authority to require cleaning up of sliney pools, shower stalls, and bathhouses with polluted water. In this area, they have been able to supervise the construction and functioning of six bathhouses in operation in six villages and towns. These mean so much to the people who have not the advantage of running water or heated tubs or showers.. It isn't worth much to teach cleanliness and expect it when there are no-facilities or no water to produce such., a A brief summary of the efforts of this division is impressive, and there is no way to estimate the saving in life and health of people. In the area of water supply and distribution 19 deep wells in 17 loca­ tions have been drilled and installed in the Ostan. In 10 villages, Tehran Province

shallow or dug wells with distribution systems have been installed. 161 shallow wells with hand pumps have been installed in 123 villages, usually at the schools.

Sewage disposal is a major problem, and to date about 3,000 sanitary privy slabs have been installed in cooperation with the villagers throu­ out the province. Originally latrines were installed on a give away basis, but at the present time, the villagers are providing the necessary labor for installation and also paying 50 rials for each slab.

Environmental sanitation can be a health menace too. In one village 298 man work days and 30 donkey work days were provided by the village and the students from the school helped to load and unload the gravel to clean up the streets. Later two permanent street cleaners were employed by the village who also help to maintain the water distribution system, fly control, and other work.

The slaughterhouses have also demanded the attention of the Sani­ tarians and adequate disposal of the wastes. Several villages have realized the need for proper slaughterhouses and have made this a project of the village council.

The Division has also worked with other organizations such as as­ sisting the Near East Foundation in the digging of 13 shallow wells. Helping to train personnel for other organizations. The Director of this division was trained on scholarship in the U. S., his assistant ­ received a scholarship to the American University of Beirut, and ten Sanitary Aids were trained in Palasht School near Tehran. Safe water, safely distributed, has won the gratitude of many villagers and made many villages safe places in which to live, and more and more villages are shouldering the expense for sanitary improvements.

The Laboratory which is an addition worthy of pride to the Tehran Ostan Health Department was established after the dissolution of the former Tehran Laboratory of the Ministry of Health and the PHOO labora­ tory centered in the Pasteur Institute. It started operation in July 1956, and has as its director the first Iranian to receive a doc­ tor's degree from the University of Texas. He is a man with an out­ standing record; a man who could make more money elsewhere but who wishes to serve his people. He has assembled a good staff and the Laboratory has done more than 29,736 analyses. It carries on the func­ tions of any large laboratory doing blood work, urinalysis, stool specimens and other tests. The health centers have small laboratories and can do simple tests, but the rest are sent to the central laboratory. Technicians are also being trained for other laboratories. Since in the effort to control Venereal Diseases, a regulation was passed that the marriage registration office should require a blood test in Tehran, this offers another area of service. The problem is that this now applies only to widows and divorces since the law-had not been made applicable to women.marrying for the first time. Tehran Province

In line with the laboratory is epidemic control which requires the efforts of the whole public health team, medicine, nursing, engineering, health education etc., and of course the cooperation of the people. In one village the landlord became interested in the health and welfare of his people and used his car to bring not too clean and tidy village children with diseased scalps to Tehran for X-ray treatment and his interest continued and he wanted to help build a new bath for the people. This interest and cooperation of villagers and village owners can be multiplied many times and it took work and understanding on the part of the health team to bring this about.

In 1954 when serious floods hit the Tehran area, with thousands of casualties, effective disease control measures were started immediately to prevent epidemics. Mass innoculations against typhoid fever were given where the flood waters cpntaminated the drinking water supply. In Kashan where 145 cases of typhoid developed 4,000 imunizations were given immediately and treatment to the ill and health instruction to the well to prevent further spread of the disease accompanied by proper sanitary investigation and correction of the situation.

The most common epidemics in Tehran have been diphtheria, typhoid, pertussie, measles and small-pox. The efforts to keep these and other diseases like dysentery, ring worm and favus under control cannot be let up. A real effort to imanize the preschool and early school ­ children against diphtheria, tetanus, and pertussis is and has been made, In 1954 in the city of Tehran alone 26 innoculation centers were set up before the fall session to try and immunize all the primary school children; and over 3556 children were immunized in 18 days.

This communicable disease control doesn't end with immunizations; but where possible, films are shown, lectures made in schools and to the general population; home visits are made to the sick and isolation technique and nursing care demonstrated as well as other preventive measures taken. After one of the teams had been working in Kashan on tuberculosis control, a 17 year old boy sent in a poem of appreciation for what had been done, the translation of which read as follows:

Don't grieve; a friend will cheer you with prosperity Long live the powerful government of the U. S. Every Iranian individual is thanking you.

In this very Tuberculosis control, one worker found a family rejoicing over the death of a one-year old child with T.B. because when the father had found the baby had the disease he had left home, and when the child died he returned. They didn't realize that this curse could be cured and controlled.

MALARIA is a debilitating disease fortunately not experienced by many Americans; but for those who have had it, it's a nightmare that cannot be forgotten; and this very disease has been a major health menace in Tehran Province. Control is expensive and along with the program Tehran Province of DDT spraying, Health education is given, so that the people can-under­ stand what their enemy is; how it is spread; the symptoms and the treat­ ment; and most important, the means of control. In 199 all expenses for the program were taken over by the Ministry of Health and the Plan Orga­ nization; but in 1956, all expenses were taken over by the Plan Organi­ zation. The following figures give an idea of the magnitude of such a program and the cost:

No. of villages Popul. Houses Bldgs. sprayed protected sprayed sprayed Surface

1954 1124 304,000 52,000 62,000 61,620,000 sq;mtrs 1955 852 201,900 37,000 38,000 24,339,000 It 1956 1353 372,4oo 57,690 64,365 36,173,000 It

Expense Rs Per capita Sa.mtrs per capita

1954 1,502,025 4.95 Ris 203 1955 2,030,163 10.05 i 120 1956 3,683,928 9.89 n 98

Obviously this is an expensive operation and the per capita cost is much more than is spent on the total remaining public health program, which in this province is 0.75 rials per capita. For this reason, the malaria control has to have a budget all its own. The hopeful thing is that with continued vigilance and education the disease perhaps can be wiped out or controlled less expensively; and perhaps in the future when the economic standard of villagers is higher, they can help to finance the program.

So it goes, people are born and people die but with the accomplish­ ments of the Health team many who might have lived in illness and disease or died in infancy are able to live a useful constructive life. Tehran Province Community Development Activities, in Tehran Province

The Bill to Increase the Farmers' Share opened a new era in the life of Iranian peasants. According to this bill; 20% of the owner t s share would go to farmers and village councils equally,- The owners who for ages had had provided any public facilities for villagers and regarded ­ it as an act of charity and benevolence, suddenly werb upset by this bill and discontinued their contributions. Bathhouses stopped operating$ school buildings were left without repairs and whatever did not interest an owner he neglected.

Villagers struggled in establishing their own councils and tried to collect some money, but as they had never planned for their own needs they were unable to cope with the situation. The joint project of USOM/Iran and the Government of Iran in setting up the Community Develop­ ment program filled the gap.

The guidance and education rendered to the rural population by this new organization is really significatn. Building projects are solely a by-product of the program. It did not take long before landowners as well as villagers realized the benefit and usefulness of this project. This is shown through the close cooperation between them and the suc­ ceases they have achieved. For the first time villagers felt real mas­ ters of their own destiny. They would sit down, discuss their own -needs, decide and go ahead carrying out their decisions. Community Development specialists, technicians, village workers and other technicians would lead, guide and assist village societies in all-the above phases of the program. Thousands of self-aided projects have now been completed by villagers themselves through contributing labor, materials, and money where needed. The Joint Fund for Agrarian Development's contribu­ tion, both financial and technical, were needed for performance of so many projects.

It is interesting to know that in 47 loan projects, the amount of the loan has been approximately one-third of the total cost. About Ris 5,000,000 ($65,000) has been involved in the above loans which are being paid back by village councils, while v'illagers themselves have contributed about Rls 10,000,000 ($130,000) either in cash or in kind. What the Government of Iran has paid for personnel and equipment used on some of the above projects has not been reckoned,

The volume of the work performed in the line of Community Develop­ ment in Tehran Province includes 41 loans for 47 projects which had technical help at the same time and 64 self-aid projects, using only technical assistance.

New schools have been built and the Ministry of Education has * provided teachers and equipment for everyone of them. This has helped a great deal to raise the standard of Education in rural areas. Tehran Province

Many school buildings have been repaired and remodelled., In more than one village the classroom was in a dungeon next to the stable and sharing the same yard. The modern school of today, standing on the same siter inspires pride and-self-satisfaction to villagers who helped build ite

"Cleanliness is the sign of Faith": such is the Islamic teaching. This is easily noticeable by the interest of villagers in having better bathhouses, and many new sanitary baths have been built and are in operation., Although the operating cost is comparatively higher than that of the old type, villagers prefer to pay more. They now realize that many skin diseases are caused by the impure water of the old tank bath. Trachoma, scalp and venereal diseases are highly reduced where the inhabitants enjoy such modern bathhouses.

Dozens of old tank baths have been changed into shower baths,,.just by adding some piping and the installation of a shower. The old type Persian bath is living the last days of its life.

Clean potable water is appreciated by all farmers in Iran, For ages Iranians have looked for better drinking water. They dig miles and miles to get pure water from the spring or the mouth of a ghanat. Now thanks to the cooperation of the Community Development *office with vil­ lage societies, many villages have a water distribution system of some kind.

Inter-village roads and even partial highways, culvert and bridges have been built through the effort of village societies so that the villagers can market their products. This has greatly raised the stan­ dard of living of farmers.

The rural population of Iran is now on the right path and there is much hope-for its future prosperity. This great human force has just realized how to organize and utilize itself to have a better life; it only needs a push and some guidance, and that is whai we are contributing. Tehran Province

Agriculture Branch Tehran Province

Iran is a land of extremeties, where the manifestations of old and new civilizations exist together. Thousand of hectars of arable land are still tilled with oxen and a wood plow. The majority of farmers have never used modern equipment in agriculture. The irrigation methods were actually the same in many parts of the country as were used at the time of Xerxes. The farmers of Iran were extremely pessimistic about recei­ ving any assistance when Point Four arrived in 1951. New political movements were growing. Some, with leftist ideas, created great obstac­ les and difficulties for the American agricultural technicians who sought to go into the villages introduce new doctrines for better living through coo-peration and friendships

At this point, it is necessary to explain that 80% of the popu­ lation of Iran is involved in agriculture, with 2,720,000 hectars of land under irrigation and only 35 million hectars of the total area of 628,000 square miles is arable land. Out of this the Tehran area of operation for Point Four comprises about 10%.

The Tehran provincial office of Point Four includes in the accomplish­ 'mentsof the past five years:

1. Introduction of new seeds to the farmers. 2. Introduction of new low-priced steel plows. 3. Introduction of new row-type methods of cultivation and irrigation. 4s. Introduction of new insecticides for pistachio nut, sugar beet and cereal diseases to the extent that the production of the farmers has in sane instances increased from two to twenty times. 5. Introduction of new -methodsin Tree plantation in the villages. 6. Introduction of modern agricultural machinery. 7. Establishment of farm machinery cooperative.' 8. Establishment of dried fruit preservation cooperative. 9.(vestock improvement: a) Artificial insemination. b) Helping to establish better pastures to feed-animals. c) Formation of teams to prevent animal diseases by means of vaccination. d) Imp~ortation of Brown Swiss cattle, American. breeds of poultry, new breeads of jackasses, and new breeds of sheep. 10. Introduction of new cultivation methods for the production of vegetables and fruits. 11. Introduction of agricultural extensionist services to the. farmer of Iran. Tehran Province

Agriculture Extension in Tehran Region

Today there are 21 Extension Agents working in the Tehran Ostan. There are also seven Specialists backstopping the Ag3nts. The agents are located in the different Shahrestans and villages. The-Spcialists are locatad in the Provincial headquarters of the Ministry of Agriculture.

The local agents carry on demonstrations and educational meetings in five to eight villagas near his headquarters villages. The goal of the agant is to have at leest ten demonstrations. Some of the projects stressed are: Improved sugar beet production, Improved-cereal production, Vegetable gardens, Horticulture andfrui.ts, Poultry, Livestock (Sheep and Cattle), Pest Control, and Pasture and Forage crops. -*

Karadj Training and Demonstration Farm

In the spring of 1955 a tract of twenty hectars of land was obtained by lease from Karadj College. A major portion of this land was placed under cultivation. In the first year of operation this farm was a , very successful demonstration of better agricultural methods and the actual work was done by the agents men in training as extension agents, specialists or laborers under their supervision.

The agent trainees lived in the Karadj College dormitory and this gave them an opportunity to come in contact with all the agricultural technicians in the College. Thus.the agent received information and­ training that could not be obtained elsewhere.

Audio Visual Program

In the past two years the Tehran provincial film truck has travel­ led 33,000 kilometers and showed films in'more than 100 different vil­ lages. The unit goes to the field as requested by the agent and the filn shown is to accomplish a definite purpose. The film subjects include demonstration techniques and results in work on Anthrax, Artificial Inse­ mination, Better Feeding Practices, Sheep, Cattle and Poultry Breeding, Spraying Fruit Trees, Smut Control in Cereals and many others.

*Six times a year an Eztension Magazine is published that contains articles written by the agents, specialists and technicians of Karadj College on demonstrations and research findings of the College. The copies are distributed through extension agents, Community Development and Education workers.

Livestock Improvement

Improved breeding program -- 1) care, 2) feeding, 3) management.

The demand for artificial insemination of dairy cows has greatly expanded. The Livestock Bongah (Bureau) estimates that the following Tehran Province . figures indicate the accomplishments in the Tehran Ostan during the past four years:

1. Number of cows artificially inseminated in Tehran Ostan (six-year period) - 28,283 2. :stimated number of live female offspring from the artificially inseminated cows - 11,950 3. Average per cent increase in production of milk of cross bred cows compared to native mother cow - 100% 4. Number of artificially inseminated ewes 8,000 5. Number of American chicks exchanged afnd distributed (other than Heydarabad) 200,000 6. Number entirely purebred dejonstration flocks of American chickens in area of Tehran 20

Probably the most successful program in agrieulture has been the Pistachio Spraying Program. In 1952 the pistashio harvest was very low. In 1953 a spray program was startad in Damghan. The farmer paid 2 rials per tree for spraying. The result was that the farmer received 10 kilos of nuts per tree instead of 2 kilos per tree. In 1954 a spray program was started in Damghan and Ohazvin. In the Ghazvin Area alone 20 tons of infested nuts were picked and burned.

Trees Sprayed ,lUnspraye~d' Ghazvin 105,000 b5, 000 Damghan 65,000 45,000 150,000 150,00 Total Cost of Spraying Project

Farmers contribution Rls 690,000 = .$ 8,700 Ministry contribution 240,000 = $ 3,000 USOM/Iran contribution 150,000 = $ 1,900 Total Cost Ris 1,080,000 = $ 131,600 Production of Unsprayed Trees Yield per tree Price per kilo Unsrpayed Trees in kilos - to farmer Total

Ghazvin - 105,00 1 Rls 40 Ris 4,200,000 = $ 52,500 Danghan - 45,000 1 11 40 Pls 1,800,000 = $ 22,500 Total Ris 6,000,000 = 75,000 Tehran Province

Production of Sprayed Trees

Yield per tree Price per kilo Sprayed Trees in kilos to farmer T6tal income

Ghazvi.n - 105,000 21 RUs 70 Rls 1h7,000,000 =1,800,000. Damghan - 45,300 20 70 R1s 63,000,000 = $ 800,000

Total als 210,000,000 82,600,000

During the 1956 crop year the farmers themselves sprayed 180,000 tress in Damghan and Ghazvin area and recAived a harvest of an estimated 3,500 tons, an estimated gross income from Pistachio of $2,600,000.

The Veterinary Science Program -

This is a program to help the farmer help himself through a Lives­ stock Vaccination disease treatment, internal and external parasite con­ trol, and a sanitation program.

The Department organized teams to operate by car-'iotorcycle, horse or mule to all areas in the Shahrestans to control contagious diseases by vaccinations through demonstrating treatment of livestock in order that the farmer might do the work himself.

The organization of Veterinarian teams was started in 1952 with four teams. In 1955 there were nineteen and in 1956 there were 27. Today a large percentage of livestock in the province is treated or vaccinated. The Ehtension Service Department is co-operating and doing the educational work for the Veterinary Science Bongah.

The Veterinary Science Bongah reports the following accomplishments from 1952 to 1956:

1. Number of animals treated for infectious diseases or parasites 633,035 2. Number of animals vaccinated 11,175,082. 3. Number of villages where veterinary science activities are carried on 9,015

The acting head of the Veterinary Science Department of the Ministry of Agriculture states that the occurence of anthrax among human beings has decreased'by 75% during the past four years. It seems logical this would be due to control of anthrax among animals by vaccination. Tehran Province

Village Woodlot

Since 1954, villagers have been induced to plant about 79,000 village. woodlot trees in 21 different locations within the province. Satisfactory results are reported from most of the demonstration. Extension Service has demonstrations on village woodlots in Kashan, Ghom, Saveh, Semnan, Shahroud, Damghan, Mamasan and Zarand - or 12 woodlots for a total of seven hectares.

Farm Machinery Co-operative

The Farm Machinery Co-operative at Robat-Karim is fully organized,, properly chartered and registered. It has a newly built compound office space - storage and repair shop. The Extension Agent is co-operating by conducting educational meetings. The Co-operative operates in 11 vil­ lages and has approximately 550 paid members. Farm Machinery such as tractors, harrows, plows and grain drills have been purchased by the Co-op. Custom work is done, such as plowing, and thereby the Co-op has a source of income.

Fruit Drying and Processing Co-op in Demavand Capital Ris 357,.00 $ ,500 Number of share­ holders 1,583 - Total Dried Apricot output 4,766 kilos

Due to the successful operation =.nd production of a better quality fruit, the Co-op received ten times the amount of apricots for processing for the last two years as it received in the first two years and its product is in great demand.

Progress in Plant Science

By row method demonstrations, infiltration method of irrigation and application of fertilizer, field crops in some areas have been increased by 30%. The quality is also improved. Also 30% less water is used in growing a crop, which is a v.exy important factor where water is sdare as is the case in most parts of Iran.

Point Four has introduced a California and a Utah barley, which have done very well in this country,

Each year the agents have demonstration plots of improved va­ rieties of grain in their respective areas to prove the varieties adapted-to local area. Also the rate of seeding is demonstrated. Drilling the grain with one-half the amount of seed used in the old broadcast seeding has given excellent results as well as an improved quality. In the Ghom arias as a result of row planting demonstrations Tehran Province of major crops, eight villages'have changed over from the conventional kart method to plantings by the row method. Farmers report irrigation requirements of 30% less water for irrigation. Yields as high as 20% greater for row method plantings. Other definite results of row crop plantings and improved seed introduced by Point Four technicians:

The extension supervisor at Ghom reports that farmers have received a 40% greater yield by using improved seed over the native seed. In co-operation with th3 national program for-improving cereals, the Tehran Ostan sponsored and exchanged in a three year period 294 tons of cereal. Most of this seed consisted of California and Utah Barley. A 25% increse in production has resulted from demonstrations in smut control. The quality has also been greatly improved. Tehran Province

Educational Activities in Tehran Province

1951-1957

The task of improving education in a country like Iran with a long and, in certain periods, a distinguished history, a country that in ancient times contributed much to the development of western civiliza­ tion, with traditions and customs that are deep-seated and have under­ gone little change for centuries, a country whose people are extremely conscious and proud of the greatness of ancient Persia and of its position in the ancient world, is very different than a country like Nigeria where no such background exists. Here, schools of some sort, whether those of the Mullahs or those based on European ideas, had been in existence for a long time. But these schools were mainly for the select few those who expected to occupy the privileged positions of their fathers, or those who intended to be Mullahs.

The idea of a universal system of education, to be furnished with­ out cost to all the children of the country, was in the minds of many of the leaders of government, especially those in the Ministry of Education. Reza Shah the Great wanted education for all the people and tried to get the program started, but the government was handicapped with a highly centralized system which created obstacles to quick change. The Point Four progran in the early 50's not only supplied the means for initiat­ ing a program of universal education but also the basic theories and methods to get it started. The Americans came with jeeps and other vehicles which made it possible to reach villages that were remote and isolated. In other words, the Point Four program helped the Ministry of Education people to accomplish what they knew should be done but were not able to carry out. Most of the small villages had no schools at all. When in 1951 the Americans visited the schools that did exist in the villages, they found many empty seats,' because teaching methods did not stir interest. Now, if one visits these shools, one finds the rooms packed with children from wall to wall. A bench big enough for two ­ youngsters by American standards, will provide seating for from four to six. Often, there is barely enough room for the teacher to conduct the class. This new interest in education is not limited to the boys. In small villages where there is only one school building, for both sexes, one is likely to find that from 10 to 20 per cent are girls.

In brief, some of the problem of that confronted the Americans in 1951 are as follows:

1. The Iranians had a system of education, but it was difficult to show them where their system was inadequate and failed to meet the needs of the people individually, and the country as a whole. a 2. Iran isa huge country with vast desert areas and remote villages that were practically inaccessible.

3. There was a serious problem, because of differences in language. For instanoe, in north-west section of Tehran Province most of the people spoke Turkish. '11 Tehran Province

h. It was difficult for the people to comprehend the purpose of the Americans in Iran. For a long time they were suspicious and could not believe that the Americans were concerned primarily in helping the Iranians provide better schools for their children.

5. The absence of roads and motor vehicles and other means of communication seriously hampered the work in the outlying regions.

6. The confused political situation, particularly in 1951, 1952 and 1953, and prevailing feelings of insecurity, was a great obstacle.

7. The absence of factual information about the existing schools in Iran and the lack of school surveys of any sort made it extremely difficult for the Americans to understand the school situation in Iran.

8. Ideas for educating the young are deeply rooted in the philo­ sophy of a life of a people and it takes much time and study to affect changes.

9. The Americans had to develop a plan that would not only suit the consumers at the bottom of the social ladder but also the officials at the top. Because the people had a deep distrust of high government officials, this distrust was shifted to the Americans as the people ob­ served them collaborating with officers in the Ministry of Education.

10. The absence of a middle class in rural Iran hindered the work because there was no group with which the middle class Americans could quickly identify themselves. Theyi had to cope with the enlightened few of the Iranian aristocracy who were not always interested in spreading the possibilities of education.

It is obvious that these problems could not be easily and quickly solved but it is correct to say that much progress has been made towards the solution of all of them.

For instance, when Americans entered a village to induce construction of a school or to improve one already there, the villagers were suspi­ cious, then amazed, when they realized that these people had come to help them. Previous to the coming of the Americans, no one came to the vil­ lages except the tax collector who wanted money and recruiting officers who wanted to take the young men away for the army. They came to take something away, not to give anything. In fact, it often happened that when Americans came into a village, the villagers fled. Now they flock around the car, eager to find out what the Americans are going to do. One result of these visits to the remote villages is that for the first tine in history representatives of the Ministry of Education are now vising these villages.

As a specific instance of this newly awakened interest in education, particularly the education of girls, attention should be directed to the girls' elementary school now under construction in the Garmsar area, approximately 120 kilometers from Tehran. On their own initiative, the people of this community decided to build a four-room school for girls I), Tehran Province

which during the present year will le enlarged into a six-room school, thus providing six years of elementary education for the girls for whom no school had existed previously. The villagers are furnishing all the materials for the building as well as the labor necessary to build the school. It is expected that the building will be ready for use before the end of the present school year. The construction of'this school building not only indicates the interest in education felt by the rank and file in Iran, it is also an amazing demonstration of local initiative, in a country where all functions of government are highly centralized, where the people are accustomed to do without such services or have them furnished by the Ministry of Education.

The objective of Point Four in education in 1951 was to provide a school environment calculated to develop to the maximum, the potential capacity of each child, to impart the fundamental skills of civilization, viz, the three R's, to teach the fundamental facts of hygiene, and the conditions necessary for healthful living in the community, to foster understanding of the Whysical and social environment of which the child is a part, to promote esthetic interests-and appreciations, and health­ ful recreational activities, to encourage pride in Persian history and hope for its future, to develop the type of citizenship necessary to cope with Iran's present problems, to build in the yound desireable character traits and help them develop for themselves high moral ideals, a to promote a genuine regard and respect for manual labor and help create a better understanding between the school and the community. To accom­ plish these goals the following steps were taken:

1. Build, repair, remodel and equip model demonstration schools.

?. Supply the above schools with necessary operating materials. 3.. Train teachers in special short courses, summer training courses, and on-job-training (supervision).

4. Train supervisors.

5. Give leadership to Shahrestan Chiefs of Education and Elementary school principals and administrators. 6. Sponsor Parent-Teacher Associations.

7. Develop text material, illustrative material and other teaching aids and help teachers in their use.

8. Develop school playgounds.

9. Use Demonstration School as a laboratory in helping train future teachers.

10. Provide English classes for government officials. Since any improvement in education must begin with the teacher, summer training courses were started at first in the City of Tehran, III Tehran Province later in the various Shahrestans (counties). These courses were from four to six weeks duration and offered instructions in child develop­ ment, principles of education, methods of teaching. Here the job was to lead the teachers away from the strict memorization type of education that had prevailed and to show them how to manage a functional program of education, an education that bore some relationship to the lives the children were living and to give them the intellectual equipment needed to improve the quality of their living experience. Thus, a radical change in attitudes and habits was called for. As every one knows, to accomplish basic change in a person's philosophy of education is a slow process and cannot be achieved in one summer session. Natural­ .y,some will learn the new ideas more quickly than others. Between 1951 and the spring of 1957 a total of 3,159 teachers in Tehran Province have been enrolled-in these summer courses.

In addition, a number of model schools were established in the various shahrestans. These schools were furnished the necessary equip­ ment and schools furniture to facilitate the introduction of new methods of working with children. The teachers for the model schools had com­ pleted one or more sumer courses that had been directed by American educators. In order to maintain a continuous program of teacher improvement some 26 supervisors for the -elementary schools were given special-train­ ing.

In 1954 there were 117 boys elementary schools in Tehran with-a total enrollment of 63,386. In 1956, just two years later, the number of schools had increased to 157 with a total enrollment of 73,068. During the same period, the number of boys private elementary schools increased from 36 with 12,709 pupils to 220 in 1956 with a total enrollment of 18,736. Likewise, there were 11 girs elementary schools in 1954 with an-enrollment of 53,135 and in 1956 there'were 143 girls elementary schools with a total enrollment of 63,000.

In 15 towns and villages adjacent to Tehran there were 261 public schools in 1948 with 20,852 children enrolled. In 1956, eight years laters, both figures were practically doubled with a total of 461 schools and 41,695 pupils.

Secondary Education

Believing with Thomas Jefferson that it is better to give all the children some elementary education rather than to keep the masses illiterate and furnish a complete educational program for the few, Point Four placed its first emphasis on the lementary schools in Iran. Butin 1953 attention was directed to the secondary school, and the first step was to establish in Tehran a secondary demonstration school to show what could be done in a student centered school as contrasted with the subject matter centered school that generally prevailed. The following steps were taken in building this program: 1. Development of a secondary demonstration school which involved I

Tehran Province

the training of a faculty, revising the curriculum, developing materials, teaching aids and text material.

2. Training of teachers, principals and other administrators of secondary schools throughout the Ostan. This was accomplished through summer training courses, special conferences and short courses. A total of 285 principals and teachers have attended these courses.

3. Making supervision visits to secondary schools of the Ostan and giving first hand aid to teachers in their instructional problems.

4. Helping develop a wholesome attitude between the school and the community through Parent and Teacher Organizations.

5. Organizing a "Traveling Team" of secondary educationists to go to various Shahrestans and set up work-shops for teachers.

6. Ecouraging the establishment of school liraries and organizing a traveling library to accompany the above-mentioned team.

Some figures can be cited to show that the secondary program in Tehran is expanding as the elementary program is expanding. In 1954 there were in the city 37 public high school for boys with an enrol­ lment of 17,118 and 20 public high schools for girls with 7,838. In 1956 the number of boys schools had increased to 43 with 22,304 students and 31 for the girls with 11,327. The expansion of private secondary schools is even more striking. In 1954, there were 18 private schools for boys with 8,534 students. In 1956, the number of private schools had increased to 30 with 22,304 boys enrolled. During the same period the number of girls schools increased from 13 to 20 and enrollments from 4,660 to 5,94, In the Tehran suburbs the number of boys secondary schools increased from nine in 1948 to 45 in 1956 and the number of girls schools increased from two to 16. The total enrollment in the private boys and girls schools in 1948 was 240 but in 1956 the total was 5,486.

Home and Family Education

Up to the advent of the Americans in 1951 the schools were making very little contribution to the improvement of home and family life in Iran. The exclusively academic ideas of Iranian educators permitted no practical courses in home economics calculated to develop useful skills in sewing, cooking and child care. There were a few courses in needle­ work for girls, but they were concerned mainly to teach fancy embroidery and crochetting.

The home and family education program in Tehran Ostan got under way in 1953. Its main purpose is to provide a practical type of program for girls and women that will equip them to become better home-makers, wives and mothers.

The home-making curriculum'includes basic information and practical work experience in cooking, sewing, nursing in the home, child care, nutrition, famitly relationships, personal grooming and household Tehran Province

furnishing. The program is not only available to girls enrolled in school, but epecial classes are held in the evenings for adult women, and girls that are not regularly enrolled in all day school.

Teahers had to be trained to teach the high school courses in Home Making and the courses that were being introduced in the fifth and sixth grades in some elementary schools. A total of 345 women have had this special work and Home Making departments established in 16 high schools in Tehran Ostan.

Women's Activity Program

This program is actually an extension of the Home and Family Education program and is designed to give women working in the village and the factory a basic knowledge of homemaking and at the same time provide them a means for increasing their income,

Ia addition to basic home-making, women enrolled in this program are taught handicrafts and sewing on a semi-commercial basis. From the sale of the things they make, they are able to supplement the family income.

Four centers were opened by the government in 1953-54 in villages near Karadj and has been expanded to include the Industrial City of Karadj and a center in the Garmsar area.

The center at Karadj Industrial City was begun in September 1955 by the Ministry of Industry and Mines and includes a'training center for women and a nursery school. Thirty-five wives and daughters of laborers between the ages of 12 and 60 are enrolled. The nursery school and kindergarten have a total of 40 children enrolled between the ages of two and six years.

In addition to the six centers mentioned above, there are four classes for adult women in Home Making, two in Tehran, one in Ghazvin and one in Zanjan. It is obvious that so far, only a start has been made in the women's activity program.

Fundamental Education Program for Adults

The fundamental education program was started in the province in 1954 with training courses for ostan and shahrestan leadersby the Ministry of Education with Point Four supplying an advisor. These leaders were responsible for beginning the program in four selected villages in Tehran Ostan.

While the FAndamental Education program usually begins with the basic tools of learning, reading and writing, it does not stop there. All phases of village life are considered; the improvement of health conditions, agriculture, education and other aspects of village life as well. .The village people learn to help themselves but call upon expert assistance when needed, Tehran Province

Centers for this program have been established in each Shahrestan in Tehran Ostan, with a total of 13 centers. 11 instructors have been trained.

Vocational Education It soon became obvious to the educators of Point Four that the schools of Iran should, in addition to the academic education they offered, give those who could not attend the higher schools some help in the all-important business of earning a living. Consequently, programs in vocational agriculture and in industrial and manual arts were set up in 1953.

Some vocational education existed in Tehran Province prior to 1953, but these courses were so academic and abstract as to be of a very little practical value. Students in these courses had become skillful in passing within examinations, but they had had no experience in actually performing the various tasks involved and so were unable to perform the simplest processes. For instance, even though there were some school gardens, the stu­ dents never did any of the actual work, i.e. preparing the soil, plant­ ing the seeds, tending the growing plants. This work was done by labor­ ers. The students were educated to be gentlemen farmers, and a gentle­ man must not soil his hands or get manure on his boots.

So the American instructors in vocational agriculture pulled off their coats and neckties and demonstrated the use of various tools and implements used in agriculture. The purpose here was not only to give the boys competence in vocational skills, but to teach them, by example, that manual labor is nor degrading nor disgraceful, but is essential in the make-tp of the true gentleman.

As a result of their efforts, the students have come to accept this work experiences as a basic and essential part of the program.

Agricultural Education

The development of agriculture in elementary rural schools was begun in 1953. These schools teach agriculture in the fifth and sixth grades. The curriculum includes the teaching and practical work experience in gardening, growing crops, care of animals and farm shop work.

In the development of these schools, the village provides the land. and water for the school farm, the Ministry of Education provides the buildings, teachers, supplies and utilities. Point Four assisted in the development of this activity by providing some supplies and equip­ ment and technical assistance. Agricultural Departments have been estab­ lished in 36 public schools of the Ostan. Two elementary schools offer­ ing agriculture were constructed under Point Four auspicies.

Special training courses, short courses and conferences have been Tehran Province

the means of assisting teachers in their instructional problems. A total of over 87 teachers have attended one or more of these courses.

In order to prepare instructors adequately for the Agriculture Normal Schools, it was found necessary to establish an Agriculture Education Department at Karadj College. This Department has as its objective the training of Teachers of Agriculture, County Extension Agents and Community Development Technicians. This department was es­ tablished under direction of the Education Division of Tehran Provincial Office in 1953. Senior students are accepted in this department and receive additional training to supplement their regular course of study. The course of study includess methods of teaching agriculture, Adult Education in Agriculture, Agriculture Extension Methods, Educational Psychology and Shop work. A total of 54 students have graduated from this department. There are 16 enrolled this school year.

In addition to the above mentioned projects in Agriculture Education, some technical assistance, and tqols and equipment has been provided to the Agriculture Normal School at iviamazan.

Industrial Education

The teaching of industrial arts in elementary schools was begin in 1953. These schools are designed to broaden the curriculum of the elementary school, to give students practical work experience and to develop an appreciation for the laborer and the contribution that he makes to society. General shop work is taught which includes metal work, wood work and sheet metal work. Tehran Provincial Office has assisted in the establishment of these schools-by providing supplies, equipment, materials and technical assistance. During the last four years, a total of 137 elementary industrial-art teachers have attended the special training courses and conferences that have been established and super­ vised jointly by the Ministry of Education and Tehran Provincial Office. Sixteen industrial-arts schools have been established in the ostan.

Related training courses for apprentices was begun at the Tehran Horaristan in 1954. Since that time two courses have been completed and the third course is in operation now with over 200 apprentices en­ rolled. Through Point Four, materials, supplies, teachers salaries and technical aid has been provided. The courses are designed to assist apprentices from the various shops in Tehran attain their goal of jour­ neymen in the shortest time possible. This is also an example of how a school can serve the community in a very practical way.

Assistance has also been provided to the Tehran Honaristan by helping teachers develop teaching aids, providing special training courses for the instructors and other types of the technical assistance. Tools and equipment have also been provided.

Ghazvin now has a new First-cycle Industtial School. This was established through joint cooperation between the City of Ghazvin, the Ministry of Education and the Tehran Provincial Office, Tehran Province There is evidence that vocational education is now accepted in Iran, as an integral part of school education. A seven-year plan for the expansion of agricultural education has been set up by the Ministry of Education and the money to operate the program has been approved by the Plan Organization. This includes:

a. 700 departments of agriculture in elementary schools. b. 70 First-cycle agriculture schools;

c. 7 Agriculture Teacher Training Schools.

total budget approved is Ris !83;000,000 ($6,200,000) A similar program has been set up by the Ministry of Education for industrial education. Likewise, the Plan Organization has budgeted 306,930,000 Rials ($4,000,000) to promote industrial education in Iran- The program includes:

a. 729 workshops in elementary schools

b. 19 first-cycle industrial schools c. 10 Honarestans. IRAN-AMERICAN JOINT FUND FOR TECHNICAL AND ECONOMIC DEVELOPIENT

(T~iEMASTER JOINT FUND).

BACKGROUND

On April 1, 1953, Administrative Agreement #2 was entered into by the Government of Iran and the Government of the United States establishing the Office of Consolidated Services. This agreement provided among other things that the American controller of the US0M/Iran and a representative of the Seven Year Plan Organization would be the Directors of the Office of Consolidated Services. This Office was unique in one sense in that it was the only joint operation where the director of the Mission was not also the American co-director. (Also it should be noted that this was the only joint operation where the two individuals in charge of it were not co-directors but were actually diroctors. All of the other j.oint funds and joint operations wero headed by co-directors and the American co-director was always the Director of the Mission.) This organization was charged with the responsibility of providing adminlistrative support to the -Joint Funds of Agriculture, Education, Economic Development, and Agrarian Development.

On April 21, 1954 an agreement entitled "Agree­ ment Outlining Functions of Iranian and United States Technical Agenciest was entered into by the Director of the USOH1/Iran, Mr. Warne$ the Managing Director of the Seven Year Plan Organization, and the Ministers of,Agriculture, Finance, Interior, Education, Health, and National Economy, which provided for the establish­ ment of the Joint Fund for Technical and Economic Development.' In Article III A.of this Agreement the functions of the Joint Fund for Technical and Economic Development (Master Joint Fund) were detailed as follows:

1. There will be established the Iran- American Joint Fund for Technical and Economic Development. This Joint Fund will serve as an agency of the Govern­ mdnt of Iran, and saall provide country­ wide economic and financial planning and administrative services to Iranian Ministries and Joint Funds established .to carry out specific program respon­ sibilities. The Director of the United States Operations Mission to Iran and Dr. Seyed Fakhredin Shademan, Minister of National Economy of Iran, shall serve as Co-Directors of the Joint Fund for Technical and Economic Development.. The monies of the Joint Fund may be maintained in such bank or banks as the Co-Directors shall select and shall be available only for the purposes of this agreement. Allocations of tech­ nical assistance and special economic assistance funds in support thereof, appropriated by the Governments of Iran and the United States, exclu­ sive of pay, allowances, subsistence and related costs of the United States technicians, shall be channelled through this Joint Fund. The Office of Project Manager and all activities thereunder shall be conducted pursu­ ant to the direction of the Go- Directors of the Joint Fund. At the optionof the Administration, the United States allocations of dollars may be withheld to make payments outside of Iran and, when expended as agreed upon by the Co-Directors, shall be considered as if deposited to the credit of the Joint Fund.

2. No funds shall be withdrawn from monies of the Joint Fund for any purpose except by issuance of a check or other similar withdrawal document signed by both Go-directors of the Joint Fund. The Co-Directors may include in the deposit agreement to be made with any bank a provision that the bank shall be obligated to repay to the Joint Fund any monies which it shall pay out from the Joint Fund on the basis of any document that has not been signed by the two Co-Directors or their designated rqresentatives.

3, It is agreed that the activities to be undertaken in accordance with this agreement may include cooperation between the parties horeto and other governmental and municipal agencies as w'oll as other legal entities, and international organizations of which the United States of America and Iran are members. By agreement between the Co-Directors of the Joint Fund for Technical and Economic Development contributions by either or.both parties, or by third parties, may be accepted for use in effectuating the cooperative program, in addition to the funds, property, services and facilities contributed under this agreement.

4. Cooperative programs initiated jointly by the G.ovrnments of Iran and the United States shall be con­ tained in program agroome nts .executed between the United States Operations Mission to Iran and the Ministry or other Irania n agency concerned with the execution of the program. Within the limits of available funds, the Co-Directors shall make the following apportionments:

(a) Program operation supplies, equipment and funds necessary to provide administrative services to agreed specific programs; and

(b) Program supplies, equip­ ment and funds to Iranian agencies and specific program Joint Funds in accordance with rec mmendations issued by the Iran-American Joint Commission for Social and Economic DovelopmE t.

5. The general policies and opera­ tional procedures that are to govern the operations of the Joint Fun4, such as the disbursement of and accounting for funds, the incurrence of obligations of the Joint Fund, the receipt, purchase, use, inventory, control and disposition of property, the appointment and discharge of officers and other personnol of the Joint Fund and the terms and conditions of their employment, and all other operational matters, shall be deter­ mined jointly by the Co-Directors.

6. The Joint Fund will maintain or cause to be maintained, books, accounts, and records adequate to reflect all financial activity and to identify the goods purchased in whole or in part by it, and to disclose the end use thereof.

7. The Joint Fund will enable accredited representatives of the Administration to inspect any and all goods purchased in whole or in part, and to visit any of the sites on which a project is carried out, and to inspect, audit and make copies of any books, accounts, records, contracts, orders, invoices, studie,s, reports and other documents relating to the goods purchased in whole or in part by the Joint Fund, and the use thereof in a project or to the progress of the project. 8. The Joint Fund for Technical and Economic Development, as well as specific program Joint Funds, will furnish or cause to be furnished to the Administration all such infoimation at such times, in such form and in such detail as the Administration shall reasonably request, relating to the expenditure of funds, the use of the goods purchased in whole or in part, the progress of the project, and the internal and external finan­ cial and economic conditions of the projects.

9. All contracts of the Joint Fund and other instruments and documents shall be executed in the name of the Joint Fund and shall be signed by the Co-Directors. The books and records of the Joint Fund relating to the cooperative program shall be open at all times for examination by authorized representatives of the of the Administration. The. Go- Directors of the Joint Fund shall rondor an annual report of their activities to the two Governments, and other reports at such intervals as may be appropriate.

10. All funds actually deposited to the credit of the Joint Fund pursuant to this agreement shall continue to be available for the cooperative pro­ gram without regard to annual periods or fiscal yors of either of the parties.

11. All materials, eqipment and supplies acquired by the Joint Fund for the cooperative program shall become the property of the Joint Fund, and shall be used only in the furtherance of this agreement. Transfers of goods, supplies, equipment and funds to specific program Joint Funds shall be effectuated by the Co-Directors of this Joint Fund in accordance ­ with duly executed program and project agroements. Any materials, equipment and supplies remaining with the Joint Fund at the termination of the cooper­ ative program shall be at the disposition of the Ministry of Finance.

12. Interest received on funds of the Joint Fund, and any other increment of assets of the Joint Fund, of what­ ever nature or source, shall be devoted to the carrying out of the cooperative program.

13. Any funds of the Joint Fund which remain unexpended and unobligated on the termination of the cooperative program, unless otherwise agreed upon in writing by the parties hereto at that time, shall be returned to the parties hereto in the proportion of the respective funds contributed by the.parties under this agrooment, as it may be from time to time amended and extended. 14. The parties declare their recog­ nition that the funds provided in this agreement for expenditure by the Administration or the Iran-Ameriban Joint Fund for Technical and Economic Development are used in furtherance of the technical cooperation program in Iran, and that the Administration and the Joint Fund are entitled to the rights and privileges provided for in the exchange of notes executed between the Governments of Iran and the United States, referred to in Article I of this agreement.

15. Any right, privilege, power or duty conferred by this agreement upon either of the Co-Directors may be delegated by eithort of them to any of their assistants, subject to any limitations that may be pre­ scribed by their rospective Governments.

On June 16, 195 a program support agreement was entered into between the Foreign Operations Administration of the United States of America, the Ministry of Finance of Iran and the Co-Diroctors of the Joint Fund for T~chnical and Economic Development which was the original funding document for the Master Joint Fund. This program support agreement was prepared pursuant to the agreement outlining the functions of the Iran-American technical agencies. On the basis of these two agreements the Master Joint Fund was formally established on July 1, 1954. In a later section of this report there is a detailed report on the actual starting operations of the Mastor Joint Fund. It should be noted that at the time of the establishment of the Master Joint Fund the Office of Consolidated Services continued its repoonsibility for providing the fiscal backstopping for all approved programs and projects within the program joint funds. The Joint Fund for Technical and Economic Development, more commonly known as the Master Joint Fund, was responsible for:

1. Fiscal activities as they related to the payrolling of all locally employed personnel not specifically assigned to program operations; 2. Local and offsnore procurement, both dollars and rials; 3. Receiving, warehousing and issuance of all project commodities both in Tehran -and in the provinces;

. Personnel;

5. All transportation, both non­ project and project.

The Office of Consolidated Services and the Master Joint Fund continued to operate as separate entities until Janus ry 1, 1955 when, by agreement, the Co- Directors, Master Joint Fund, established the Office of the Controller of the Master Joint Fund and all of the fiscal backstopping of the Office of Consolidated Services was consolidated with the fiscal operations of the Master Joint Fund under the Office of the Controller of the Master Joint Fund. At the-time of this consolidation the Office of Consolidated Services had assets totaling Rials 8,092,778 of which Rials , 378, 590 were basic funds mad available to the ffice of Consolidated Services for payment of wages and salaries to certain local personnel while Rials 2, 714, 188 were funds which had been specifically allotted to projects 30, 33, 77, 73, and 88 and for which the Office of Consolidated Services had the disbursing and auditing responsibility. At the same time the Directors, Office of Consolidated Services, ordered that the Office dc Consolidated Services should be liquidated as soon as 'possible. This liquidation was completed on March 24, 1956 when the Co-Directors, Office of Consolidated Servicesdeposited in the Master Joint -Fund a check totaling Rials .8;689,200. Thus while the Office of Consolidated Services which came into existence on April 1, 1953 and "actually was ter­ minated on March 24, 1956 and provided certain of the basic services to projects and programs, it was realized that only thm ugh the establishpont of such an organ­ ization as the Master Joint Fund that the proper back­ stopping and servicing to programs and projects could be achieved.

In connection with the establishment of the Master Joint Fund five policy orders woro issued. They were Policy Order #1 dated June 14, 1954 which provided for the establishment of a uniform procedure for the issuance of policy statements, procedures, instructions and notices governing operations of the Master Joint Fund. Policy Order #2 dated Juno 14, 1954 which provided for the organization and functipns of the Executive Office, Master Joint Fund. Policy Order #3 dated June 24, 1954 made dologations of authority for signing of documents and communications of the Master Joint Fund. Policy Order #4 dated June 23, 1954 established the policies and procedures for the management, control, movement and disposition of all expendable and non-expendable property owned by the Mgster Joint Fund. Policy Order #5 dated Juno 27, 1954 established the policies and procedures for fiscal operations of the Master Joint Fund.

Of particular intorost in these policy orders was Policy Order 2 which set up the basic organization of the Executive Office in six branches: motor transpor­ tation, fiscal, personnel, administrative, property management and procurement, with the following major areas of responsibility:

1. Executive Office: specifically charged with the responsibility of plinning, establishing and and executing an administrative management and services program consistent with the overall administrative policy established for the Master Joint Fund;

2. Transportation: includes the operation, maintenance and repair of all vehicles assigned to the Master Joint Fund; further charged with assisting the Iranian ministries in the develop­ mont of regulations for the maintenance and operation of GOI vohicles as requested;

3. Fiscal: the activitios as they relate to pay­ rolling of all locally employed personnel not specifically assigned to program operations; 14. Personnel: responsible for the establishmont-; of standards for recruitment, classification and appointment of all personnel for the Master Joint Fund; responsible for the reviewing of wage standards and for initiating and implementing appropriate wago scale surveys;

5. Administrative Services: responsible for the operation and maintenance of all Master Joint Fund buildings and compounds in Tehran; for establishing an maintaining Master Joint Fund records; for performing all necessary translating, typing and reproduction work required for Master Joint Fund Headquartors; 1 ' 6. Property Management: basically responsible for the establishing and implementing of procedures for property control and management for all Master Joint Fund property in Tehran and the field;

7. Procurement: responsible for the developing and implementing of Master Joint Fund procurement procedures in Iran. The actual establishpent of the controller's office in the Master Joint Fund was affected by Policy Order #6 dated January 4, 1955. Thero was an addendum to Policy Order #5 issued on July 21, 1954 which made minor changes in Section 9 of the basic policy order in connection with provincial office and.headquarters fiscal operations. These six basic policy orders represented the oriminal group of policy orders and prowedures under which the Master Joint Fund operated. Subsequently five additional policy orders were issued, as follows: Policy Order #7 of April 15, 1955, which established general procedures for the disposal .of property that had been surveyed and certified for sale as salvage or scrap; Policy Order #8 issued June 12, 1955 which con­ tained the statement of policies and objectives of the Master Joint Fund procurement branch; Policy Order #9 issued October 17, 1955 which provides for the policies and procedures for bonding Master Joint Fund employees in fiscal and property positions;

Policy Order #10 of November 23, 1955 which set forth the policies and procedures for the requisitioning and procuromont of goods and services for the Master Joint Fund; while Policy Order #11 issued January 14, 1956 was the personnel procedures manual with appendices covering travel and compensation. Those policy orders wore supplemented from time to time by staff notices which put into effect certain related procedures and operations. However, there have been in operation since the the beginning of 1956 review groups within the Master Joint Fund who have had the responsibility for reviewing all of the policies and procedures in offect so that a revised set of procedures intthe fields of property accountability, personnel, transportation, fixcal operations and general services might be issued. At this writing the personnel procedures which were covered by Policy Order #11 have been reviewed and by means of amendment have been brought up to date. This review included among other itoms a conversion procedure which brought into line all of the positions and soxlarias for like jobs and crafts within the Master Joint Fund and ropresents a current position as of the 1st of December, 1956. Further, the revised draft procedures on transportation regdAlations is under final roview by the Co-Directors and should be issued in lato spring.

Since the property accountability procedures and fiscal procedures are intimately interlocked with the integration efforts of the Mission these procedures cannot be issued until some time late this summer. Similarly, the general services procedures are still under review because of the require­ ment of the Co-Directors that there be a differentiation between regular general services of the Master Joint Fund and those general services which aro provided under the 0MI-MP services contract which was effective July 1, 1956. This procedure therefore, will not be issued in final form until late in the year. OPERATIONS OF THE MASTER JOINT FUND

The Master Joint Fund operations actually started on July 1, 1954 when Mr. Abe S. Ashoanese was appointed as Acting Executive Officer. Concurrently with his appointment Dr. Shahpour Shafai was appointed to the position of Assistant Executive Officer, and on July 4, 1954 was trans­ ferred from Rezaiah where he had been sub-provincial director to Tehran to fill this position. Dr. Shafai reports that he bad been informed he was to help gather together piece by piece the newly established Master Joint Fund and make it function. He further reported that in the first staff meeting held by Mr. Ashcanose it was revealed there was a total lack of procedures for the newly established Master Joint Fund which, because of this lack of procedures, was operating under old TCA regulations in the fields of personnel, procurement, warehousing and transportation. One of the first assignments Mr. Asheanose gave to the branch chiefs was to establish procedures. There were in-existence a few drafts of proposed procedures which later proved to have been written by Mr. Randolph Dickens, Jr., but none of them were signed, nor were they approved by the Co-Directors of the Master Joint Fund. Dr. Shahfai said that when the organization was established there were in fact no work procedures and no organization. 2veryone employed in the laster Joint Fund as a branch chief was roquired to work virtually day and night to implement an operating organization, and of necessity postponed until a later date the actual drafting of procedures.

indicative of the generally prevailing conditions at the time of its founding is the following statement of Dr. Shafai relative to the Property Compound: "As with the other branches, at the time of assumption of responsibility by MJF this sedtion had no operating procedures -- no property accountability procedures, no property management procedures, no survey procedures, nothing, except the general orders of TCA. The integrity of the Iranian employees in this area of operation was weak and when MJF acquired the branch immediate drastic steps had to be taken to gain con­ trol of the situation." This statement is confirmed by observations of the Management Team from FOA/W, in their report contained in TOUSPA A-674, dated October 27, 1954. Section G, page 8, of this report states, "The Master Joint Fund has made remarkable inroads on the backlog and near chaos of operations and records which prevailed prior to the transfer."

Exactly two years later to the day, inTOICA A-984 of October 27, 1956, the-report of Mr. Robert E. Peck on a visit to USOM/Iran states under sub-title "MJF Operations", "Operations of the Master Joint Fund were reviewed and the writer was impressed with the efficiency and thoroughness of the activity, particularly in the automotive and property management areas which were examined in some detail.

As can be seen from the above, while the Master Joint Fund began its life on July 1, 1954 it started with virtually nothing except a basic requirement that 'it must operate within the framework and the functions set forth in the agreement which outlined the functions of the Iran and U.S. technical agencies, which was sigaed between the two governments in April, 1954. It had virtually no procedures, its records were of limited value due to inaccuracy, incompleteness or nonexistence; it was inadequately staffed in the early months of its operation as will be noted in the mare specific details of its key branches which follow.

On the other hand it has in over two years of operation geared itself into a relatively efficient and reliable operating agency and promises to continue to improve in every respect.

KEY ?ERSONNEL

As noted above, Mr. Abe S. Ashcanese was appointed Acting Executive Officer on July 1, 1954 and became Executive Officer on January 23, 1955, serving until May 26, 1955 when hr. Thelbert F. Taylor, who had been the Provincial Director at Kermanshah, was appointed as Executive Officer, MJF. In the fiscal operations Mr. John A. Webb, who arrived in the Mission June 14, 1954 as Joint Funds Fiscal Advisor, was appointed by the Co-Directors, Master Joint Fund, as the Controller of the Master Joint Fund on January 1, 1955.

In the followinz sections more detailed reports are presented on the specific areas of operation such as transportation, procurement, and property management. There is also a statement with regard to the management and general services provided by the iaster Joint Fund to the USOM/Iran under a contract agreement. TRANSPORTATION

The first chief of the Transportation Branch was Mr. Paul F. Riddle, who was appointed to this position July 1, 1954, having just arrived from the United States. This branch too was a-mass of unrelated operations which Mr. Riddle had to pull together into an operating unit. He found no workor transportation procedures in existence and the only existing control on transportation was a check sheet which wgs supposed to have been filled out by the driver to indicate what repairs were required on the vehicle. Of particular interest in the matter of pro­ cedures was the first paragraph of a memo from Mr. Randolph Dickens, Jr. to Mr. Abe S. Ashcanese, dated July 15, 1954 on the subject of MJF policy order "On the Use and Main­ tenance of the Master Joint Vehicles" which said in part, "In view of my orders having just been received, it will be necessary-for me to depart from Tehran on July 22, 1954 and I, therefore, will not be able to complete the procedure on the above subject. Inasmuch as I have worked so

closely with this problem for so many - months, I would like to pass on to you a suggested outline of items to be included in such a procedure with appro­ priate comments."1 Mr. Riddle made it his-first point of business to review carefully the operations of the repair shop which had been in operation for several months and had reportedly been established to perform major repairs on OMI vehicles. Mr. Riddle reported the shop was inadequate for the purpose proposed, having only floor space to accomodate 25 jeeps and no parking facilities. Employees at the time of the transfer consisted of 31 in the shop and 7 administrative personnel, a total of 38. Mr. Riddle found that prior to July 1, 1954, the shop averaged a total of 21 completed job orders each month with all minor repairs and service work being performed by the American Embassy Repair Shop. He found that the shop was so poorly organized and so inadequately equipped as to be ineffective, and was not in a position to perform major repairs on equipment of any type. Vehicle records were non-existent. Part stores were not controlled, and no system had been established for the receipt, storage and issue of automotive spare parts and supplies. Mr. Riddle found that there was no knowledge on July 1, 1954, of how many vehicles there were or where they were located. It was decided that the Assistant Executive Officer would take on as a special assignment the requirement to specifically identify each vehicle by number, type and location which would be under the operational pool control of the Master Joint Fund. Dr. Shafai reports that he considered this a rather easy problem and, therefore, went to the Property Management Compound to get the necessary information. He felt that since all of the vehicles in existence had been under the control of the Operations Officer of the Joint Administra­ tive Services that there would be available accurate records. Exactly 24 hours later, Dr. Shafair reported that he was forced to give up. He had spent almost 12 hours in the compound and found that the solution to this problem was far more complicated than he or anyone else could conceive. From that day forward a search began to locate the whereabouts of vehicles known to be in operation. Days and nights of efforts by the Chief of tne Transportation Branch (who during this time had to serve as his own assistant, dispatcher and as head of maintenance and repair) yielded after 2- months twice the number of vehicles which had been reported as being in the operating pool as of July 1, 1954. 'While the Chief of the Transportation Branch eventually received two American assistants, Mssrs. Cox and Stokes, it was not until the lattrr spring of 1955 that he was able to change from operating on a day to day basis to the proper management type of operation that would permit him to turn out quality repair work in quantity sufficient to service the program needs and he levelled off about 500 maintenance and repair jobs a month in June of 1955.

The following exceprts from Mr. Riddle's report presents the history of the transportation branch and the current status of its operation as of December 31, 1956. REPORT ON TRANSPORTATION BRANCH Paul F. Riddle

On July 1, 1954 I was instructed by the Mission Director to assume the duties of Transportation Officer for the Master Joint Fund Transportation Branch. The duties and responsibilities of this position were to provide transportation for all phases of the USOM/Iran progrmm and establish procedures and maintenance facilities for all USOM/I motor vehicles operating throughout Iran.

A complete reorganization of the Transportation Branch was carried out. Procedures were prepared for the operation, service, maintenance and repair of all USOM/I motor vehicles for Headquarters in Tehran and the ten Provincial OffLces throughout Iran. All forms were revised and new forms developed and put intb use in order to provide adequate documentation and control. A Central Repair Shop was established on GOI property, on facilities constructed by the Seven Year Plan Organization. Specifications were prepared for major alterations, modifications and renovations of the shop compound to provide facilities to-perform service, maintenance and repair for all vehicles in the Tehran ­ area and major repairs for all vehicles operating throughout Iran. Specifications for shop tools and equipment were prepared, equipment purchased and the shop equipped to perform major repqirs on all types of motor vehicles. Personnel were employed and a training program put into effect' to provide technicians and supervisors to perform each phase of the Transportation operation. This training consists of on-the-j'ob training and classroom lectures with the use of training films and projectors.. Training The Transportation Supervisor is responsible for the administration requirements, selection, training and placement of all Master Joint Fund Transportation Branch personnel of all categories, supervisory and subordinate. He supervises one American technician and approximately 80 national personnel at the Central Repair Shop and 150 drivers and motor pool personnel assigned to the Tehran Headquarters operation, OMI and MJF. He reviews requests for and selects transportation personnel recruited by the Master Joint Fund Personnel Office for assignment to the ten Provindial Offices throughout Iran. An on-the-job training programz was estabished and is conducted for personnel in all categories of the transportation program for MJF Headquarters in Tehran and for personnel recruited for assignment to the various Provincial Officers throughout Iran. Supervisory personnel are recruited and trained in modern procedures and manage­ ment in administration. Establishment and maintenance of adequate records, controls and motor vehicles cost accounting procedures are in effect. Local technicians of all categories (mechanics, electricians, machinists, welders, sheet metal workers, painters, etc.) are recruited and trained in modern methods of repair and use of modern automotive shop tools and equipment. On-the-job training courses are conducted for personnel recruited for provincial shops and transportation assignments. Personnel are trained in the particular field in which they are to be assigned. The training period varies according to individual aptitude. k program has been established for training motor pool despatchers and drivers. Periodically classes are conducted in training and driver instructions, with the use of projectors and training slides to assist classroom training in conjunction with actual on-the-job shop and driver training. Facilities and on-the-job training are provided for various transportation personnel of the Government of Iran Ministries. Iranian personnel educated in automotive maintenance are provided on-the-job training, and actual practical experience for such.personnel is sponsored by the Education Division, such students to be assigned to various Provincial Offices as instructors, upon completion of training. Technical assistance is provided and speci­ fications are prepared for the establishment of modern shop facilities, tools and equipment for the Tehran Police Department. GOI provides on-the-job training and guidance for shop and service personnel for the Tehran Police Department. Training is provided and classes are conducted for technicians of the Ministry of Agriculture Engineering Division. The Transportation Supervisor provides technical assistance to the various Ministries of the Government of Iran in the establishment of transportation facilities, shop floor plan layouts, and preparation of proper and adequate tools and shop equipment to assure maximum efficiency with a minimum expenditure. Repair shops have been established at each of the Provincial Offices to prcvide service, preventative main­ tenance and minor repairs for their motor vehicles and periodically the ten provincial shops established throughout Iran are visited to assure that established procedures are being adhered to and that adequate records and controls are maintained, and to assure a high degree of standardiza­ tion throughout the provincial shops in operation and maintenance of automotive equipment. Personnel recruited for the provincial transportation units are required to spend the necessary time in training at the Central Repair Shop before they are assigned duties in the Provincial Offices. Frequently personnel require additional training and are returned to Headquarters for further training or refresher courses. The Central Repair Shop has continually improved both the quantity and quality of work performed. The operation has increased from an average of 21 completed repair jobs each month to more than 500, 50% of which have been major repairs consisting of complete vehicle overhaul, engine overhaul or overhaub of a major component. The progress continues to climb, as, for instance, in the month of April, 1956 completed jobs numbered more than 650. The Central-Repair Shop can provide, if necessary, facilities to service, maintain and repair in excess of 1,500 motor vehicles of all categories. A parts store has been esta­ blished in the Central Repair Shop Compound adequate in size to provide all spare parts, receipt, storage and issue for the operation of the Central Repair Shop.

Transportation has been entirely reorganized and, except for one vehicle assigned to the Director, all vehicles are pooled and despatched as requirements dictate. Shuttle service has been organized and operated where feasible to provide transportation in Tehran and to the Provincial Offices where commercial transportation is not available. It has not been the policy to despatch vehicles-to Provincial Offices where commercial transportation by air or rail is available. In brief, the following has been accomplished in the Master Joint Fund Transportation Branch from July 1, 1954 to the present date: 1. Procedures and regulations have been established and all forms developed. 2. The MJF Transportation Branch has been properly organized.

3. A Central Repair Shop has been established, equipped and staffed to perform service, maintenance and repair for all program vehicles. 4. Ten provincial shops have been established, equipped and staffed, and personnel trained.

5. Parts stores have been established, procedures, forms and controls developed, and personnel trained to supervise and operate the stores. 6. Over 200 drivers and despatchers have been trained. 7. One hundred shop personnel in all categories -- supervisors, shop foremen, mechanics, electricians, machinists, metal men and painters -- have been trained. 8. Supervisory personnel and assistants in each branch and section of the Transporta­ tion Branch have been trained. 9. Administrative personnel have been developed and an efficient administrative staff organized. 10. A motor vehicle inventory of all vehicles purchased for USOM/Iran has been completed. The inventory was prepared in numerical order, by type of vehicle, and by project and location. The Transportation Branch overall has continually increased in efficiency and production in the past two years. The operation of the MJF Transportation Branch is a good example of accomplishment and one to be proud of. This success is due greatly to the untiring efforts of the Assistant Chief of Transportation and the Iranian Assistants and their supervisory personnel. It is believed that shop personnel of all categories when properly trained and super­ vised are as competent and effective as can be found in any country. PROCUREMENT

In the field of Procurement, Mr. Braida was Branch Chief when MJF took over wv. bcth local and offshore procurement. The Branch received three American assistants, Mr. Harness, Mr. Hambric and Mr. Knox. For a short period of time Mr. Knox was Acting Procurement Officer, until Mr. Vorbach arrived to take over the operation. The conditions existing in this branch were deplorable. Integrity of the Iranian personnel was lack­ ing completely. Leakage of information prior ti a purchase was a common circumstance. Things were in such a state that many people involved had to be separated. The job description dated March 15, 1954., for the position held by Mr. Vorbach called for the recruitment of a Procurement and Supply Officer and statcs that the encumbent of the position of Chief, Prccuroment and Supply Section., shall be immediaoly supervisod by and be res­ ponsible to the Operations and Facilities Officer of JAS (Joint Administrative Services) in Tehran.

However, when Mr. Vorbach arrived at the post on 'September 23, 1054, he received a letter of welcome from the Acting Direc­ tor, J.J. 3-ulden, dated Seotemb-r 22, 1954, which sthted, "Your assignment with this Mission will be as Procurement and Supply - Officer wi-w what we call the Master Jcint Fund Executive Office. Your supervisor in this w,-rk will be Ir. A.S. Ashcanase, Execu­ tive Officer, MJR." .

On October 16, 1954, Master Joint Fund Staff Notice 34 was issued, subject, "Assignment of Personnel." This Staff Notice assigned Mr. Vorbach to the osition as Chief of Procurement Branch, Master Joint Fund.

Upon his assumption of duties as Chief of the Procurement Branch, involving both offsh'ro and 1ocal procurement, Mr. Vor­ back found that he had as chief of the offshore section, Mr. Lowell Hambric and as chiof of the local procurement section Mr. William Harness; his princippl American assistant was Mr. J.W. Knox who had been detailed temporarily to the Procurement Branch pending the arrival of Mr. Vorbach. Mr. Vorbach's pred­ ecessor, Mr. Braida had departed the post approximately two months prior to Mr. Verbach's arrival. All other Americans in the Procurement Branch had arrived at the post during the previous two m-nths, and had, according to their statements to Mr. Vor­ bach, received little or nooriantation from Mr Braida.

Procedures followed were thosewhich had. been supposedly extracted from old TCA manuals. A proposed new procurement procedure was unearthed by Mr. Vorbach who attempted to draft and have approved necessary revisions. As of October 15, 1954, the required approvals of the procedures had not been abtained.

Mr. Vorbach had numerous contacts with representatives of American industry who were protosting the manner in which dollar awards were being made and he had numerous conversations with Mr. Bray, Economic Counselor of the Embassy, on this subject. The cause :for the complaints appeared to be based on the fact that the specifications as written were restrictive. At this point it appears necessary to state that the specifications were prepared by technicians working for various divisions chiefs and thatawards for dollar offshore procurment were made as a result of the division chiefs' recormmendations.

in accordance with a memorandum issued by the Director, USOM/I dated December 2, 1054, a supply and management study team was organized under the chairmanship of Mr. Charles White, OM Controller, and consisted of Mr. David Eldridge, Mr Sherman Con­ ever, Mr. Harold Keen, Mr. Leslie J. Brown and Mr. Ames Gauthier, Messrs. Eldridge, Brown and Conover, were assigned to examine the procurement oporations, while Messrs. Keen and Craurhier wore assigned to review property management. Mr. Conever re­ ports that ene day prior tr, their first week's report to the co­ mmittee, Procurement was conletoly reorganized by transferring all offshore procurement fromWPU7 TO US0P Iran. This was ef­ fected by the issuance of General Order No. 105, dated Decomber 13, 1954, subject, "6SOM/Iran Pr-'curement Office." It establish­ ed the Procurement Office within OMI t, have charge of all U.S. dollar oxpenditures and was effoctive immediately. It appointed Mr. Eldridge as Acting Procuremont Officer and assigned Messrs. Knox, Hambric, and Harness to his

On December 15, 1954, MI.TP Staff Notice No. 49, subject "Prcuremient Branch, MJF Operations," was issued, stating that OMI Procurement Branch has been estnblished for tbe-handling of U.S. dollar purchases. Paragraph 2 -hereof continued Mr. Vor­ bach as Cbf, Procurement Branch, MJF'. On December 23, 1954, an office memorandurm was issued by the Acting Chief, OMI Pro­ curement Office." 1-aragraph 1, thereof states that in accordance with Generol Order 105, a procurement office has been established wituin USOM/Iran which will have charge of all procurement with U.S. dollars.

TOY pricrity ,as accordod to the establishment of the new ONI Procurement Office and Mr. Vorbach, in addition to losing all his American assistants, was ordered to and did make availab-..e for immediate transfer his most highly qualified Iranian porson­ nel, including the only stenographer and three of four typists. Jorking on the premise that the managemont team would continue t- function, Mr. Ashcanase instructed Mr. Vcrbach on December 22, 195, to cot in touch with M. Eldriage and request him to expodite their review and analysis of local procurement opera­ tion,.-which request was subsequently made. th.s request was again repeated on January 10, 1055, On January 16, 1955, apprrx­ imatoly cne monthafter the transfer ofoffshare procurement, Personnel Branch had not been able to replace the stenographer or the typists wne, had been relea-sed to :ffsharc procurement. As of February 23, 1955, local procurement still had no typists. Records show that on March 28, 1s55, a last attempt was made tr get Mr. Keen to complete the team review of local pro­ curement and set up local procurement procedures. By that time Mr. Keen had been assigned to a special detail in the office of the Prime Minister and could devote no timo to a completion of the team review. In the interim the other members of the team had returned to their respective divisions and assumed the duties for which they were originally recruited. It immdiate­ ly became oncumbent upon the Chief of Procurement, MJF to es­ tablish orderly procedures and processes for the operation of the local procurement effice. This was accomplished by the is­ suance of MJFO Policy Order No. 8, dated June 12, 1955, which established the criteria covering procurement by the local pro­ curement office, and by Policy Order No. 10 dated November 23, 1955, which cave detailed operating procedures for the requisi­ tioning and procurement of locally prcured goods and services

1n the interim, entirely new bilingual forms were devel­ oped cbvering the requisitioning of automotive spare parts, project, and aeministrative supplies-. Bilingual purchaseorder forms were developed and printed. Bilingu-l invitations to bid and price quotation forms, were developed and used. Record keeping systems wore'rovisod and fact sheets showing the status and position of any item it thm procurement shop were developed and their use institutod. The Invitation and Bid form was adnp­ ted and is in current usc fir all publically advertised invita­ tions to bid, A price car. f'r rocerding prevailing prices w-s developed. A system cf daily reports sarwing the time c':nsumed in the novement of paper (requisitions) between rhe date of in­ itiation in the field and the fote received ii: procurement for action, was set up. The use -f a daily report form showing pur­ chases, total cost, -buyers' name and dealer's n-me was instituted. This form provides ready informaticn to show production of buyers and the number of line items or units of work produced dily. These forms and rther misc. controls, with constant oral instruc­ tion and an in-service training program, have resulted in cut­ ting th- lead time for delivery of locally procured items from an excessive figure of 3nywhere from 60 to 90 days to a 30-day norm. These ccntrols permit us to koop the requisitioning unit or agency acviscd and they are no 1.-nger wi-naut information s tr whether or not they will bc successful in 'btaining their supplies en the local mrket.

A sttnding rule rf thumb in the Procurement Branch is that nt requisition is in the office longer than two weeks. If in that time they canct I cate the item Cr items on the l'cal mar­ ket, the requisitioning unit is aovised that it is not -veilable for local purchase.

The procurement brnch policy order mentioned above was adnpted "or use ir the Special Act- vitios Accounts Manu-l with­ out radical changes. Further, the procedures c:,ntined in PclicY Orders No. 8 and 10 were ovaluated and approved by the Plan Organization tc such an extent as to their agreeing to the exDenditure of Plan Organization funds without pre-audit. Qualified members of the Procurement Branch were requested by various ministries to in'doctrinate their procurement personnel in the interpret­ ation of the policy crders so that they might comply with the requirements of the Special Act.vities Account Manual. At the time of Mr. Varbach's arrival at the post there was a legal assistant on the rolls of his ffice who wns used for the purpose of drafting leases for the rentnl of property, both in Tehran and the prrvinecs, required ftr the project and/or program operation. It wns the policy rf the p nvincial direc­ tors t- submit their lease requirements together with the pro­ posed rental to the Procuremont Office for oxecution and ccnsu­ mation of a lease. Dr-fts of such .oases were preparet. and for­ warded to the lor-al consul, OMI Headquarters, for approval Rnd tho securing -f the Co.-DiroctorV' signatures. The preparation of services and/or supplies orntracts ftr the Joint Funds were likewiso the responsibiliuy -f this ffice and. were handled and executed by this logal cdvis:sr. This activity was trqnsferred from the Administrative Sorvices Branch by I4JP Staff Notice No'. 8 dated July 10, 1954. The oxistonce :f tnis service in the wcrk perfyrmed by the legal avisor was later rtficially xccu­ mented. in KJFO Policy Order N%. 10 of Ncvember 23, 1955. Upon the .eparture of rhe OMI 1:.gal c. nsul an orpL yoo c.f NJF was assigned the responsibility of acting in the capacity of legal adviser to OMI. Par roasons rf scennmy and efficiency of oper­ ation it has been determined to centralize all legal work in that office, effoctive as of the beginning .of the new Iranian fiscal year (Marca 21, 157), at which time the encumbent will serve in a dual capacity as legal consul to 011I and MJF.

In September 1955, there was a scri(s -f discussions between the Chief, Prrocuremont Branch and the Executive Officer, MJF with rgard to the establishment of bid and award bnards. At that time the noccssary revisions were discussed which woulbe required t.- MJ Policy OrCer Nn. 10 which would prsvide for the establishing of these two boards. During the late winter of 1055 and the early winter of 1956 procedure and revisions were prroc ssed through the HJF hich woul pr-vice these necessary chanzges in Policy Order No. lo. items. In the lnte spring of 1956, it was administratively decide, thqt since the Procolures already established had b.on accepted by the Seven Year Plan Or­ ganization and were to be utilizod in the Spodiahl Activities Ac ounts Manual, and any changes would require a lengthy roclear­ xrg with the Geornment of Iran and other agencies using these preceCures, that the Bicd oAnwnrds BoarC would not be estsblished during fiscal year 1335 but would be procossod for clearance and after adequate aCju tment and .revisicn ue t2 changes in opera­ ting ccnditien will be propared and submitted to the Co-Directors MJF for operation "uring FY 1336. PROPERTY MANAGEMENT

The conditions in the Property Management Compound were possilbly the worst and most confused of any area which the Master Joint Fund took over in July, 1954. The physical condition of the property and the records can best be compared to a dump heap. Apparently the Compound mushroomed physically too fast for the records to keep up. As was true with the other branches, at the time of assumption of responsibility by MJF this section had no operating procedures, no property accountability procedures, no property management procedures, no survey procedures, nothing.but the general order of TCA on property which, of course, had not been adapted to use by the Master Joint Fund. The integrity of the Iranian employees in this area of operation was weak and when MJF acquired the branch immediate drastic steps had to be taken to gain control of the situation. The Property Compound was filled with supplies and equipment, some of which had been in Iran for several years. Technicians.had to make a physical search of the property area to determine existence or non-existence of project supplies and equipment. There was no property inventory method, no notice was being sent to requesting divisions of the receipt of property, and no segregation of the area was being made by projects. There existed no coordination between Procurement, the port area and the compound as to determining what was purchased, what was shipped, what was received at the port and finally what should have been received in the Property Management Branch in Tehran.

On the arrival of the new Branch Chief, Mr. Howard, in August 1954, he reported the following conditions of the Property Management Branch. There was not an inventory of the warehouse and storage sheds and to the best of his ability to determine there never had been an inventory. There were piles of requisitions and memoranda but no operational plans or procedures for the management of the compound. Stacks of lime and fertilizer were exposed to the weather, the sacks having burst and contents-having been strewn over the entire area. Farm mach*inery, auto­ mobile spare parts, chemicals and miscellaneous property of all types were strewn about the compound area. The receiving section, shipping section and carpenter's shop had for security a sagging chicken wire fence which could be entered from any point by simply stretching the wire apart where each panel was joined by overlapping the wire. The yard of the ehtire area was covered with loose sand and gravel which necessitated the entire area being hard­ surfaced and properly drained. Immediate steps were taken to improve the efficiency and orderliness of the operation. Adequate distribution was made of receiving reports which included a release order for the supplies and equipment. A workable inventory system was initiated based upon packing lists contained in the received supplies and equipment. All through the early part of 1955 improvements continued to be made in the development of adequate and proper records management, proper property segregation and warehousing, and methods of control on the release of project property. In all instances of project equipment, American personnel familiar with the project and coming from the Division responsible for requisitioning the project equipment were required to be present -and to identify and certify that the property was present and that it was in accordance with the procurement document. This inventory way the chief property record available to the Mission sufficiently detailed to establish a time and point at which all future property questions could be reconciled. I The following is a partial list of improvements in operations and management that have been indthtnPthprty Property Management Branch. 1. On July 1, 1955 a centralized numbering and control method was established for all requisitions submitted tc the Property Management Branch. This provided more efficient and effective management, enabled all parties concerned to identify the requisitions readily, and provided for an information copy to be returned to the re­ quisitioning agency with notation of action taken on all items requisitioned. 2. On July 1, 1955, a new property numbering series was initiated with a provision for project designation and a fiscal year designa­ tion.

3. On June 15, 1955 a systematic and orderly requisitioned schedule was established for all offices in Tehran and the regions in order to provide for a balanced work load in the Property Compound. 4. Spare parts catalogues for vehicles utilized by provincial offices were prepared and forwarded to each provincial office, indicating parts, description, number and price, and provincial offices were instructed to submit requisitions for a three months' stock level of required spare parts.

5. There has been established a catalogue of all common end-use administrative supplies and forms. This catalogue is designed along similar lines with the GSA supply catalogue and carries stock number and nomenclature. All requests for administrative supplies, equipment and forms must be based upon items available in this catalogue. It is the res­ ponsibility of the Property Management Branch to maintain a stock level of all items listed in the catalogue for all operating divisions and provincial offices. Prior to stock levelling any form listed in this catalogue the office primarily responsible for the utilization of information obtained from the form is required to approve the stock level requisitioned.

6. On November 23, 1955 MJF Policy Order No. 10 established in detail policies and pro­ cedures for the requisitioning and procurement of goods and services for MJF.

7. Bilingual forms, where feasible, were devised for this total operation.

8. All shipments of project supplies now received by the Property Compound must be checked and inventoried in the presence of the technician from the division responsible for initiating the order and upon the completion of this inspection and checking against the PIO/C, a receiving report is initiated which factually reflects the quality, quantity and condition of the supplies and equipment received.

9. The Property Management Branch has established a PIO/C control card which will reflect the status of the order pertaining to each item under every PIO/C issued against funds made available to the Iran-American Joint Fund for T4chnical and Economic Development (Project 89). This document further reflects the obligation of funds and continues to reflect changes in this obligation until it is liquidated. 10. On May 14, 1956 the Co-Directors of the Master Joint Fund, at the recommendation of' the Acting Director of the Mission, directed the Executive Officer, MJF, to close down the Property Compound for a period of seven calendar days, stopping all but absolutely essential or emergency operations, and to conduct a complete and thorough inventory of all of the supplies and equipment located. in the Property Compound. By utilizing all of the available personnel and facilities operating under the direction of the Executive Officer, MJF, and supervised by the senior American and Iranian personnel of the Master Joint Fund, the inventory was completed on schedule. Once the inventory was reconciled­ all of the data was furnished to the Contract and Supply Officer of the Mission as the basis for his operation of collating the physical property and equipment with the basic fiscal documents under which the material was purchased. Since that date project property is released from the Master Joint Fund Property Compound only upon the presentation of proper documents of transfer so that all the project property leaving the Compound is delivered under transfer of title procedures. 11. In accordance with the provisions of OMI General Order 152 the Contracts and Supply Officer, OMI, is the USOM/Iran officer respon­ sible for the labeling program as provided for in Manual Order No. 1170.1. MJF has been designated as the labeling organization for the Mission. The MJF Property Compound has in-the past assumed this responsibility and has affixed labels and decals to all U.S. dollar financed supplies and equipment received within that Compound. The Transportation Branch has secured copper stencils which have enabled them to place in the required locations a-three­ color clasped hands emblem on all U.S. Govern­ ment vehicles. The MJF budget proposal for the year 1336 has a reimbursable budget section providing for personnel, supplies and equipment that will enable MJF to assume the operational and reporting responsibility in accordance with the requirements of the referenced manual order. 10 History

The Property Section of the Joint Administrative Services was transferred to the Master Joint Fund with effect from July 1, 1951 and was to operate under MJF Policy Order # 2 which had been issued on June 14, 1954. In accordance with the Policy Order the name of the branch was changed to Property Management Branch, Master Joint Fund, and Mr. Ernest Diggs, who had been on the staff of Mr. Randolph Dickens and in charge of the property compound from January 19,.1953 as Property Officer, was transferred to MJF July 1, 195+, assuming the title of Chief, Property Management Branch. He continued in this capacity until early August 1954 when he left on home leave. No American was in charge of the compound from that time until the end of August 1954 when Mr. Walter Howard arrived in Iran as, Chief, Property Management Branch, and he continued in that position until the end of August, 1956, when he went on home leave and transfer orders. Upon Mr. Howard's completion of tour Mr. Diggs was transferred from Resht on September 1, 1956 as Acting Chief, Property Management Branch, serving in that position until middle December, 1956 when he left on home leave and transfer orders. At that time Mr. Harry M. Stokes, who had been the Assistant Transportation Officer in the Transportation Branch of the Master Joint Fund, was appointed Acting Chief of the Property Management Branet and continues in that capacity today. PERSONNEL BRANCH, MJF

The Personnel Section was transferred from JAS Personnel to MJF effective July 1, 1954 as provided for in MJF Policy Order No. 2 dated June 14, 1954. Miss Louise Wilson who had been Personnel Assistant for local personnel (JAS) was acting until the arrival of Miss Ellen Littlejohn. Miss Littlejohn had been recruited as Operations Officer for the Education Division, but was immediately assigned as Chief, Personnel Branch, MJF(Acting) and remained Personnel Officer until trans­ ferred to the Education Division effective January 5, 1955. Derwin Bell who had been sent to Iran as Administrative Services Officer was appointed Personnel Officer, MJF at this time and remained Personnel Officer until April 23, 1956, when upon his resignation from ICA, Mr. Wilbert Templeton was appointed Acting Personnel Officer. Mr. Templeton went on home leave December 8, 1956 and again Miss Ellen Littlejohn took over as Acting Personnel Officer. Mr. Behbahani Kalekpour, a man with a veryfine record of some years with the Iranian Government, was suggested by the committee which planned for the Master Joint Fund, as assistant Personnel Officer. Unfortunately, Mr. Malekpour decided to take advantage of a grant for a year's study in the United States. In September of 1954, Nasrullah Z. Shirazi who had been among other things superintendent of coolies of NIOC was appointed Assistant Personnel Officer. His exper­ ience with NIOC made him a driving force if rot a good personnel man. He was separated in July 1955. After Mr. Shirazi's departure, Mr. Ali Reza Sheibani who had been with MJF Personnel since its inception in charge of recruiting was made Assistant Personnel Officer. Personnel Actions had been cut separating about 1700 employees from OMI prior to July 1, 1954, to be available for employment with the Joint Fund for Technical and Economic Development (MJF). The first month of operation was very hectic. There were few, if any, trained personnel either in the Personnel Branch or elsewhere in the organization. There had not been too many changes within the Divisions ot changes in technical personnel, but in MJF -- the service organiza­ tion -- they had for the most part only such personnel as were not particularly desired by JAS. The work load was very heavy; the personnel actions to put these 1700 employees on MJF rolls in Tehran and the ten regional offices had to be cut and a basic organization set up. The recruiting load continued to be very heavy,.,and for several months MJF was in the early stages of organization and adjustment. Many of the Branch Chiefs found themselves with inherited staff problems that required considerable adjustment. The turnover rate was heavy not only in MJF, but in Divisions and Regions. Nearly every Region had a new Provincial Director who found himself faced with the same personnel problems as MJF Headquarters in Tehran. Those problems had to be met and gradually solved, but this involved many hours of work that normal operating conditions would not have required. One of the major problems in recruiting in the early days was the problem of pressure applicants and outside-interference in personnel procedures. For months the lowest number of applicants recorded in a day was 53 -- the largest number nearly 200. This was in addition to the several hundred people who had filed applications and who daily called to inquire about their prospects of employment. Unfortunately only a small percentage of the applicants were employable in iMJF. Then, as now the chief need was for well trained bilingual tyoists, competant secretaries and stenographers, and technically trained people with practical experience. The aim was adequately to fill the open positions, not to provide jobs for appliconts, and courteously to accept applications but also to try courteously but firmly to explain that the acceptance of an individual's application did not mean a job was to be provided. This concept was so contrary to accepted thinking that many hours were spent telling an individual that though he might be qualified, it was also not only possible, but a fact, that he did rot meet the require­ ments of one of the few vacant jobs. It had been necessary at the very start to set up a Training and Testing Unit which was badly handicapped because of lack of furniture and type­ writers. The Records Section also had to handle a tremendous volume of paper connected with this large scale turnover., Approximetely 2,000 new Personnel Pctions were cut, including those.of the change-over and the new appointments. New files were made for all employees. It was necessary at that time to set up an entirely new reference unit for which it was necessary to select and train personnel to establish standards and procedures to follow, and to arrange the many contacts and introductions with various Iranian Government Agencies. A new leave record and personnel record card system had to be established which involved individual action on two or three documents for each employee. New forms were necessary for every procedure and while much advance work had evidently been done, much remained to be done -- for that matter, still remains to be done. The Personnel Office moved into a newly prepared building on July 10, 1954 and it was extremely difficult to proceed with much of this incomplete work. A Health Unit was established where pre-employment physical examinations and daily treatment of job illnesses and injuries were given.

It was obvious from a study of the mail that had been received in the last months of the pre-MJF period, and from inquiries made concerning action or promotion requests made over a long period'of time, that the subject of promotion requests and basic job evaluation needed much work. There seemed to be great discrepancies in the assignment of certain salaries to certain individuals. We attempted to study this situation thoroughly and to evaluate the records of these individuals who seemed to have a legitimate complaint as to their hiring salary. Individual cases were studied and cor­ rections were made in many cases, but a recommendation was made that a job classification study be undertaken as soon as personnel were available or work load was light enough to permit time to be spent on this much needed study. At this time it seemed as if every section was moved to submit a request for promotion action for a high percentage of their personnel. It was a very real problem until action could be taken on these hundred odd requests, many of which -ere still in the possession of the Embassy Personnel Office. It was believed that if proper consideration were given to this problem, i.e. a fair starting salary and equitable pro­ motion policy etc., it would produce very real results in increasing the morale of the entire organization. It was hard at that time to give specific incidents marking progress; however, we felt that the operation had become much smoother, and our backlog of work necessitated by this changeover had been greatly reduced. Good progress was made in the establishment of new files in the various sections, including personnel records, leave, etc. The records showed that MJF strength had increased from 1,726 employees to a total of 1,873 as of July 31 of that year. Good progress was being made in the reference check section. Forms had been prepared and were being approved for use, which would simplify much of this procedure. Certain work had been done on personnel procedures prior to July 1; however, when the material finally came to the Personnel Office, it was incomplete, inadequate and in many cases not at all applicable. Work proceded on the development of a personnel procedures manual. The first draft of these procedures was edited, and checked by a Personnel Specialist from the Public Administration Section who assisted in review­ ing the manual. This manual, although ready in November of 1954, was not finally anproved until Mr. Thelbert Taylor became Executive Officer. It was obvious that at this time many changes had to be made, but it was difficult to make firm recommendations. The first few months of operations, particularly with so many new personnel, both American and Iranian, were quite hectic. It was difficult to say what the trend was, but at the end of the first six months of operations it seemed that both Person­ nel and the other branches of MJF operations were functioning under more normal conditions with definite needs, deficiencies and the more obvious faults understood, and long range plans to better these conditions were prepared. Plans for training classes to be given in English and Farsi typing and shorthand, and classes for basic English, were coming along quite well, but these plans at that time did not become a reality and were not brought into operation as hoped. During Miss Littlejohn's second term of service as Acting Personnel Officer in December, 1956, these plans for training classes for MJF employees eventually were again re­ vised. However, extreme difficulties are.being encountered in finding competent instructors for shorthand and English classes. Emphasis is made on the heed for English classes because the majority of the MJF clerical staff are handicapped only by their limitations with the English language. The logical follow-up to founding the Master Joint Fund for Technical and Economic Development was the integration of the program with the Government of Iran. Effective March 21, 1956 (Farvardin 1, 1335), the beginning of the Iranian year, the operating personnel of the projects in each division were integrated into the respective Ministry offices. This involved much planning and a heavy added workload in the Personnel Branch. A cross training program was begun in the Personnel Branch and recommended for all other MJF Branches, so that adequately trained personnel in each field of operation would be available to be used as part of the necessary training teams which were to be assigned in the various ministries,. to assist and Advise in setting up the functions within the respective ministries which had previous­ ly been carried out by MJF employees within the divisions in various phases of the program. The procedures for handling the personnel in these spec­ ial activities accounts were modeled on MJF Personnel Procedures, and have formed the basis for this operation. Classification

As part of the position classification work being done by Public Administration for the Government of Iran, it was .decided to have the training teams who had been trained dur­ ing the public administration program study the position of all MJF employees. This study, designed primarily for the use of the Iranian government, proved inadequate for specific requirements of MJF. At long last in late 1955 and early 1956 the recommenda­ tions for a thorough study of the organization and the beginn­ ing of a true job classification study began to get under way. It became evident also that the salary schedule needed review­ ing and that an upward revision was needed in a number of areas. The MJF fersonnel Branch assisted in a survey conducted. by Tehran to determine the wage and salary rates being paid in Tehran by employers -- American, Iranian and foreign -­ utilizing persons in positions similar tc those of MJF.

In common with all good business and government employers, MJF has two principal aims in salary administration:

1. that employees be paid adequately and fairly in accordance with prevailing salaries;

2. that employees dcing comparable work and work of comparable responsibility and difficulty be paid comparable salaries.

After adjustments for the differences in privileges and benefits granted by the various organizations, the results of this survey indicated that the Master Joint Fund Salary Schedule did not reflect the prevailing salary rates in Tehran. The indicated upw~xd adjustments were nct, however, uniform for all occupational categories or grades of difficulty of work. It was found advisable, therefore, to revise the com­ plete schedule to enable the Master Joint Fund to follow prevailing salary rates and pay practices and still maintain a uniform system of compensation through comparable pay for work of the same relative worth and responsibility. This new schedule was approved by the CotDirectors of the Master Jcint Fund to be-effective November 22, 1956., It represented a completely revised grade structure with new title alignments as well as adjusted salary allocations to the respective grades.- Thus, it does not represent a general increase for all employees, but simply revised schedule to which positions can be allocated on the basis of classifica­ tion actions to determine their ccoupational category and comparable level of difficulty and responsibility. This classificaticn was sufficiently successful so that it has been followed with great interest by the principal Iranian agencies such as the Seven Year Plan Organization. The overall plan had been cleared with the Plan Organization and the Council of Ministries as being in line with their overall long range plan of paying a living wage -- comparable salary for comparable responsibility and degree of difficulty.

Currently a classification study is being made of posi­ tions with an office cf the Joint Commission.

Early in 1955 it was determined that it was realistic to pay to all MJF employees their annual leave that had accrued since the founding of MJF. This was done during the month of Esfand (the last month of the Iranian year), and the Personnel Manual was changed to establish this as an annual functional procedure.

Great progress has been made in the organization and basic policies of Personnel. Much progress remains to be made. The training programs of 1954, 1955, and 1956 are paying off, especially in the Personnel Branch and ether component parts of MJF. Comparatively untrained personnel of 1954 now head various sections and units and today are training techni­ cians and are capable of carrying a heavy load of responsibility. History of Fiscal Activities of the Iran-American Joint Fund for Technical & .Economic Development.

In order to put the above subject in its proper perspec­ tive it is appropriate to refer to the program supoort agree­ ment signed on the 16th day of June 1954, by the Director of USOM/Iran; Dr. Seyed Fakhredin Shahdeman; as Co-Director of the Joint Fund for Technical & Economic Development; and Dr. Ali Amini, Minister of Finance of Iran., The above-referenced agreement was made pursuant to "An Agreement outlining the Function of Iranian and United States Technical Agencies," entered into between the parties there­ to and the members of the Joint Commission for Social and Economic Development on the 21st day of April 10%. The first document recognized the necessity for coordinating certain activities common to all of the Joint Fund's and the second document signed on-June 16, 1954 provided the funds nece­ ssary to implement the agreement. These funds consisted of f 450,000.- of which $ 390,000.- came from SEA funds and C 54,500.- came from TA funds. These funds were to be with­ held in the United States to meet payments to be made out­ side of Iran, in U. S. dollars and Rls. 49,500,000.- equiv­ alent to 41 550,000.- which consisted of $ 300,000.- SEA funds and 4 250,000.- TA funds. At a later date it was found necessary to use S 420,000.- of the ? 450,000.- for rial gen­ eration. The funds provided were made up of Se 54,500.- TA funds and $ 395,500.- SEA funds. There was then established, what later became known as the MJP/0. This office was headed by an Executive Officer and was made up of six branches, namely: Motor Transportation; Fiscal; Personnel; Administra­ tive Services; Property Management; and Procurement. All ex­ cept fiscal are dealt within other sections of this report, -and this section will address itself to the fiscal activi­ ties only.

On April 1, 1953 the Administrative Agreembnt No. 2 , signed by the following: Minister of Education; Minister of Agriculture; Managing Director of the Seven Year Plan Organ­ ization; and the Director of TOI predecessor of USOM/Iran. This agreement was establshed for the purpose of providing cooperative fiscal support to the Joint Funds in Agriculture; Education; and Economic Development. At a later date the Joint Funds for Agrarian Development and Industrial Develop­ ment were included, and established an office known as the Office of the Consolidated Services. Article II states as follows: " The Administration will establIsh, in office space now occupied by it, an office to be known as "Office of Con­ solidated Services". This office shall be under the joint supervision and direction of the Comptroller of the Technical Cooperation Administration for Iran and the representative of the Plan Organization and shall provide all fiscql services necessary to the operations of the Joint Funds. The ministers of Agriculture- and Education and the ManaTing Director of the Seven Year Plan Organization agree to detail to this office such technicians, administrators, accountants, auditors, clerks, and inspectors as they shall detnrmine may be made available for the conduct of the Consolidated Services, and who are acceptable to the Directors of the Office of Con­ solidated Services. During the period of their detail, they will retain their Ministry status, seniority and other rights-. The Administration shall detail to such office such techni­ cians and supervisors as it shall deem necessary to pguide the operations of the Office of Consolidated Services. The Direc­ tors of the Office of Consolidated Services shall employ such other personnel as may be necessary to carry out the activi"­ ties of the Office of Consolidated Services." On June 16, 1954, there was assigned to the Mission a Joint Funds fiscal advisor and on the basis of a review and report prepared by the advisor and filed with the Co-Direc­ tors of the Joint Fund for Technical and Economic Develop­ ment. It was agreed by the Co-Directors and the Mission Con­ troller, that the handling of local currency for direct pro­ ject payments and project support could best be handled in one office. On the basis of this decision there wAs established effective January 1, 1955, the Office of the Joint Fund Con­ troller, and all of those Personnel in both the MJF/O Fiscal office and the Office of Consolidated Services were trans­ ferred to the Office of the Joint Fund Controller. The Office of Consolidated Services did not go out of existence, but con­ tinued as the account to receive'commitments to oroiects and programs entered into prior to June 30, 1954. The Joint Fund Controller had in addition to the responsibilities assigned to him by virtue of his office, the added responsibility as a result of his being Co-Director, Designate of the Office of the Consolidated Services. At the time the Office of the Joint Fund Controller was established, separate bank accounts were maintained for each of the following programs: Agriculture, Education, Agrarian, Development, -and Industry. Funds for the implementation of these programs were paid directly into these bank accounts, from an account known as the OCS master account. There was in addition, another account known as the OCS operating account. This account also received its funds from the OCS master account, and disbursed funds for the implementation of the following project Nos: 30, 33, 77, 78 and 88, as well as the payrolling of all GOI ministry personnel.

These projects, though written under a narticul-r pro gram, because of the multiplicity of the activities were not administered by the Co-Directors of the particular Joint Fund, but were administered by the Co-Directors of OCS. In order to provide funds for the implementation of the proiects in the provinces, there was established a revolving fund for each of the progrnms, as well as one for the Joint Program Support (MJF/0), This method reauired revolving funds rang­ ing from one million to 8 million rials, depending on the program and province. The sum of these revolving funds amount­ ed to Ris. 220,000,000.- when the Office of the Controller was established. One reason for the large revolving fund was the turn around time required in getting a voucher from the region paid. In some instances as much as six months might be required. As a means of speeding up payments to the pro­ vinces and reducing the size of the revolving funds, the pre­ cedure of paying the voucher immediately, upon receipt, was established, and auditing was done afterward. This served two purposes. (1) It immediately made it possible to reduce the size of the revolving fund, and (2) took the pressure of the audit branch in their examination of the vouchers sub­ mitted by the provincial office. It was also the practice of the MJF/0 office to make most of their pa-ments in cash, this required the maintenance of large sums of money as much as Rls. 10,000,000.- during certain times in-the month, In order to eliminate this it was decided to make all payments in excess of Rs. 2,000.- by cheque, and this brought up another interesting point. Cancelled cheaues were retained by the bank. In order that the Controller's Office would have complete documentation it was agreed with the banks, that our cheques would be prepared in quadruplicate, The original copy going to the payoe, a non-negotiRale, duplicate going to the bank and two copies retained for use in the accounting office. At the end of the month the 'ank returns the paid cheques, so that we now have a complete cycle of the trans­ action, namely: Requisitions; purchase orders, Invoices, Receiving Reports; and Cancelled Cheques. The cheaues are also prenumbered by the printer, thus making it possible to immediately detect a missing cheque.

Revolving funds are now down to Rls. 17,500,000.- and the cash in the hands of the Disbursing Officer consist of Rls. 50,000.-

There is one area in the Controller's Office that still leaves much to be desired, and this is in the field of written 0 procepures. This office has, over a 24 month period, dis­ bursed in excess of Rs, 2,000,000,000.- equivalent to approximately $27,000,000,- This work was accomplished with two Americans, grades FSS/9, later raised to FSS/7 and one FSS/3.

The serious need for procedures is well recognized, but there has been neither of the ran power, nor the time to accomplish such acproject, The net result has been that fis­ cal procedures have followed the old TCI manual and where additional guidance has been necessary, It has been on an as need basis and have been in the form of directives to meet a specific situation.

In reviewing the Status of Cash Reports submitted b the provinces it was disclosed that large sums showed up as advances, the detail of these advances was renuosted. Re­ view of the detail submitted, disclosed that lniege sums;as much as a couple of hundred thousand rials would hove gone unaccounted for by technicians for long periods of time. A directive was immediately sent out reouesting that all ad­ vances be liquidated within 30 days and that effective im­ mediately no advances would remain unliquidated for a period of more than 30 days. This brought to the attention 6f the provincial directors a situation which their under-staffed offices had not heretofor, brought to thbir attention. When the fact was made kno'wn the provincial directors then imme­ diately took corrective action, The need for establishing a uniform svstem of record keeping was keenly felt at the very o.utset. To overcome this situation an accounting procedure was established on July 1, 1955. This system is based upon the principle of double entry, and though certainly not complete in every respect has established uniformity in accounting for all funds. A current review is being made of the record keening system, and when it is completed the feasibility of putting the act­ nal record keeping and preparation of financial statements on available IBM equipment.

To summarize the transition that has taken place in the fiscal affairs it may be stated briefly s~s follows:

1. OCS with its numerous bank accounts and large revolving funds.

2. MJF/0 with its fiscal office for the purpose of payrolling local employees, and paving other local program support costs.

3. Establishment of Joint Fund Controllers Office that took over above functions, reducing revolving funds, eliminating cash payments above a certain sum, bonding of local employees who handle Joint Fund's, reducing time in retmbursing provincial offices. All payments are now telegraphically re­ mitted, Putting all funds in one bank account and maintaining control through seperate ledger accounts.

4.The establishment of Special Activities Accounts in the Ministry of Finance of the GOI for the benefit of the various ministries having co-operative pro­ jects with the U.S. Government. These accounts were established on'March 21, 1956, as a step in the phasing out by USOM/Iran and the assumption by GOI of a greater share in implementing the co-operative effort of the two countries. The SA Accounts were slow in getting starte,9, but nre now well established and the Joint Fund Controller's Office should, in the year beginning March 21, 1957, act as a funding agent and end-use cbeck office only, indofar Rs pro­ jects are concerned. It will still have the payrol­ ling of local employees and the paving of other local program costs. Sl CONTRACT AGREEMENT

Under the agreement between the U.S. Operations Mission to Iran and the Iran-American Joint Fund for Technical and Economic Development, certain areas of responsibility were assigned which had formerly been performed by either the Joint Administrative Services section (JAS) or by OMI. The breakdown by paragraphs under Article I is as follows:

(a) Procurement and Supply

The Master Joint Fund was charged with the responsibility for the acquisition, warehousing and distrubution of all office forms, supplies, furniture' and equipment. In accordance with this responsibility a stock lovel program was established within the MJF Property Management Branch to insure-that the Mission will have at all times an adequate supply of office forms, supplies and equipment.

(b) Property Management

1. MJF was charged with the responsibility of planning for the acquisitions of office quarters, effecting alterations and repairs, and performing maintenanco and servicing of said OMI buildings. All alterations, repairs, maintenance and servicing of the OMI office buildings are the responsibility of the Administrative Services Branch. This branch has at its disposal to perform those roqired ser­ vices personnel who have been trained in the repair and maintenance according to American standards of such items as plumbing, electrical fixtures, electric equipment, and heating facilities. It places at the disposal of the Mission a typewriter repair unit which is probably the best trained and the best equipped organization of its kind in Iran. Building maintenance personnel perform their opera­ tions after office hours and hqve had sufficient training to result in those services being performed without interruption of normal office business.

2. MJF is charged with the maintenance of accountability records for the U.S. Government owned offico furniture and equipment. There is available for this purpose a property accountability section in the Property Management Branch, adequately trained and equipped to maintain the required records. (b) U. S. Gcvernment Household Furniturp

MJF is responsible for the acquisition, ware­ housing, refurbishing, issuing, delivery, and the maintaining of accountability records on behalf of the Mission for all U.S. Government household furniture and related services. Responsibility for this activity was assumed on October 2, 1956. ON this date NJF started the inventory of stocks on hand in JAS and assumed administrative control over the locally employed personnel with the unit, and took possession of the signed inventories of furniture in the hands of either ICA technicians or furniture on loan. The furniture received was in a deplorable condition and, at the time of receipt by the Mission as now furniture, had been of inferior grade, construction and design. A large percentage of t he stock on hand was in such a state of disrepair that it required considerable work prior to having even a relatively small utility value. The most valuable asset of the furnityro was that by this time it had sufficiently dried out so that in utilizing it in a rebuilding program it would reduce to a minimum the cracks and chccks that occurred in using unscasoned lumber.

In accordance with the )rovisions of the contract, the Executive Officer of MJFO established a trial operation to repair, refurbish and renovate samples of this furniture for approval as to whether or not the program of rebuilding would be acceptable to OMI, This was done by creation of a showro.)m which was established in the Shahreza office building, where samples were shown finished in blond, maple, walnut, mahogany and black. Responsible OMI officers wore requested to inspect it and qpprove the renovation program demonstrated. Mr. Stoops, Mr. Hamer, Mr. Delp and Mr. Rowe all visited the domonstration and approved the display. On November 26, 1956, the Director ap-roved a staff notice prepared in coop­ eration with the Executive Officer, USOM/Iran, ref­ erenco the program under MF for renovation and refurbishing of U.S. Government household furniture.

The present rencvation program has now been in oporation for approximately 90 days. From its state of basically little knowledge of the o oration of furniture manufacturing, with the many operational problems, i.e. personnel, organization, space and availability of materials on the local market, this organization has reached a point, considering all factors, of a fairly competent and efficient operation producing what I believe may be croditably compared with an inexpensively priced American product.

(d) Management of the Mission Apartment House

MJP was assigned completo managoment, operation and maintenance responsibility for the Abe Kacraj Apartment House, Since assumption of this rosponsibility MJF has assigned as manager a thoroughly competent and well trained apartment house suporvisor. An economy program consistont with appropriate service to the tenants has- boon initiated,. As an example, it had formerly been the practico to leave a majority of the lights on within the building 4 hours a day. It is now required that lights be turned on at dusk, and at 11:00 p.m. the lights are extinguished, except 'for lights in the main foyer and on each stain landing. Under the former managoment, within a contoact for theoperation of the Contral Heating Plant of the building, the operator in addition performod occasional minor repairs on the plumbing system. This contract cost Rs. 20,000 a month. At the present time the same operation is performed by one man during the night, for Rls. 5,600 a month, and during the day a general service man looks after this work. (c) Maintenance of U.S. Government Residence Quarters

Government leased quarters in Tehran are, (1) that of the Director, USOM/Iran, and (2) that of the Deputy Director, USOM/Iran.

(f) Transportation

MJP has always providoa this service to the Mission in what is believed to be a satisfactory manner.

(g) Roeroduction of Written Matorials

This provides for such services as the affecting of translations, mimeographing, hectographing, photo­ stating, and blue printing. This service, because of the organizational structure of MJF, is materially tied into the delegation of additional responsibility to MJF as contained in the Director's memorandum of January 10, 1957, wherein the MJF was instructed to develop procedures and organize a message and distr­ bution service adequate to support the requirements of USOM/Iran and MJF. In considering this additional responsibility it had been determined that distribution and reproduction of written material could be tied together in such a manner as to nake possible maximum utilization of potential idle time of message center peisonnel. On February 9, 1957 the Executive Officer, MJF, proposed a basic plan for the organization and operation of such facilities as were required. -As an additional part of this basic plan for operation of the Message and Distribution Center, arrangements are being made to consolidate the MJF mimeographing unit and the former 01MI hectographing unit into a single operation. Detailed operational plans and procedures will shortly be presented to the Co-Directors of MJF and to the Director of OMI, reference providing the remaining facilities required under this section. reP we rrgl ljl U

SPECIAL ACIVITIES ACCOUNTS

In the summer of 1955 the Director of the United States Operations Yission to Iran, Mr. Clark S. Gregory, announced that the major management goal for the ensuing fiscal years was the integration of the joint programs into the agencies of the Government of Iran. He divided the integration pro­ gram into three phases; physical integration, fiscal inte­ gration and property integration. During the fall of 1955 the physical integration went forward in accordance with the established time-table. During this same period the Dir­ ector set forth the principles on which were to be based the fiscal integration of the program. Of paramount importance in his guidelines for fiscal integration was the requirement that the procedures established would be of such a nature that it would permit its ready adaptation by the Govern­ ment of Iran agencies in lieu of their own antiquated and complex fiscal system, He specified that the procedures were to be a vehicle for financing and not an operatinp tool. The then existent procedures of the Government of Iran vest­ ed in the fiscal administration many planning, programming and operating responsibilities, either assigned or assumed, 0 and did much to decrease the effectiveness of the ministries' programs, particularly in the provincial areas. He further specified that the entire fiscal system-should be adjusted so that the' operating year would correspond to the Persian fiscal and calendar year which runs from March 21 of one year to March 20 of the next year.

Tb develop the proc"edures that were required he ap­ pointed a special working group composed of three senior members of the USOM/Iran Public Administration Division who were specialists in the respective fields of govern­ mental budgeting, accounting and auditing, working under the supervision of the Assistant Director for Operations, who had the primo responsibility for the development of these procedures. This special group was fertunate in that there had already been in operation in the Master Joint Fund both persotnel procedures and procurement procedures which could rea6ily be adapted to the Special Activities Accounts. In the case of personnl procedures the Master Joint Fund Policy Order No. 11, which was the latest edition of the personnol procedures and included appropriate ap- pendices on travel and compensation, KY1 was virtually moved intact into the Special Activities procedures, with the only modifications being in the areas of compensation and hours of work. In the procurement section certain modifi­ cations were'required in order to adapt the existing M.JF procedures to the forms and related material which the GOT was already Using. It was only in the fields of audit­ ing and accounting that completely new procedures were developed, based in part on the somewhat limited written procedures in the MJF, but primarily being a new set of procedures which could be adapted with minor modifications to existing GOT fiscal and accounting auditing forms. It was for this latter reason, of course, that the selection of particular senior officials in the Public Administration Division was made.

These men spent somthing over three months, begin­ ning in October 1955, in developing a series of procedures and instructions necessary to provide for fiscal integra­ tion. The system they developed was entitled Special Act­ ivities Accounts. The purpose of this procedures was pre­ sented to the Iran-American Joint Commission in its meeting on January 25, 1956 by the Director, who proposed that:

"Special Activities Accounts will be established in the Governrmnt of Iran as a step in the process of shifting the entire operating and financial responsibilities for projects, started largely by United States Operations Mission to Iran, from the United States Operations Mission, Iran to the Ministries of the Government of Iran. Under special circumstances, however, as agreements may be reached between tha United States Operations Mission to Iran and the Government of Iran, the Special Activities Accounts may be utilized to finance special activities other than projects begun rnder ausnices of the United States Operations Mission to Iran. The estab­ lishment and operation of the Govern­ ment of "Iran Special Activities Ac­ counts ultimately will supplement all of the various Joint Fund and the Pub­ lic Statistics Cooperative end Public Health Cooperative. Special Activities Accountp will consist of a single cash account in the Bank Melli, and obliga­ tion and cash accounts to bc maintained by the Treasurer-General and the Min­ istrias concerned. These accounts will be operated entirely by regular Government of Iran personnel under regulations, pro­ cedures, and controls to be approved by the Joint Commission."

The Director said that in order for this procedure to be effective it would be necessary for annual project budgets to be propared by the several ministries and the division chiefs of USOM/I to be submitted as the basis for the amounts to be included in the Snocial Activities and the types of personnel, services, procurement and operations for which expenditures may be made for the Special Activities Accounts. He further specified that all employees payable for the Special Activities Accounts would be temporary, daily wage employees of the ministries conncerned, whose con­ tinued employnent was subject entirely to the availabilitr of funds and the continuation of the particular project. The proposal specified that no em-eloyoe receiving remun­ eration from Special Activities Accounts could receive any salary, fee or wage from any GOI agoncy for the same work and the same hours of work, but that each ministry would have the authority to selct what personnel would be paid from the .Special Activities Accounts and to determine amounts of daily wages to be paid, providing that such wages did not exceed the MJF salary scale in affect in March, 1956. While in the past the MJF employees who were engaged in these projects worked a 40 hour week, the Special Activities Accounts umployees, sinco they were daily wage employees of the ministries, would wcrk the regular GOI 35 hour week, and a corresponding reduction of 12,1 would be made in the MJF salary and wage scal6 for the position under Special Activities Accounts. This propesal was ac­ cepted by the Joint Commission et the 79th meeting and the members of the Commission agreed that they would study the matter and final decision regarding its implementation would be reached at the next meeting.

At the 8Oth wsting of the Iran-Amrri can Joint Com­ mission, which was hld on February 1, 1956, the Joint Commission approvdc ulie tuxt of the statemvent regarding the principles and policies of the Special Activities Ac­ counts and agreed to review, so that action could be taken at the next meeting, the rules and regulations and procedures for the Special Activities Accounts.

At the 81st meeting of the 0 omi ssion, .which was held February 8, 1956, and the 82nd meeting, which was held on March 14, 1956, the final procedures which were embodied in a Special Activities Accounts Manual issued in March, 1956, were approved by the Comassion. The approval of these procedures included the specification that beginning on or about March 21, 1956, which is the beginning of the Persian fiscal and calendar year 1335, the financial operations of most of the projects will be handled through the newly established Special Activities Accounts in the various ministries and agencies of the ' Government of Iran. Upon the activation of these accounts each Iranian ministry and agency would select the Iranian project personnel whom they wished assigned to Special Activities Accounts by consultation with the respective division chiefs of USOM/I, and upon the transfer of these approved personnel to the respective Iranian ministries or agencies, no project personnel would continue to be employed directly by the individual joint funds, including the Master Joint tund.

The Council of Iinist-ars, in their session of March 17, 1956 approved that effbctivo 7arch 21, 1956, all of the GOI employees who will be deotailed by their respective ministries or agenci s to Special Activities Accounts would be subject to the following regulations:

1. The service period in the various branches of the projects will be added to the official serv-ica of the employees, and they will ret&:n aL of their Covsrn­ mont privileges such as promotion, rctire­ ment and seniority.

2. As long as the above mentioned employees are d3t ltd to the Special Activities Accounts assiganrtts the respective ministry is reqaired to resuri e the amounts budgeted for such em­ ployce e'd must refund these salary savings co the jrceasury of the Government of Iran.

3. Tb, ub7ve-mentioned employees will receive all o cir solaries and allowances from the Gn Ilac biv'ities Accounts to which they are detaiied, and the employeas r retirement de­ a. ductions will be withheld from their salaries and will be paid to the account of the Department of Retirement and Pension. This action is covered in the decree of the Council of Ministers 21581,1446.

In a later session of the Council of Ministers decree 3684 (ministerial number 109/3933) was approved, and pro­ vided that in compliance with the decisions reached at the meeting of the Iran-American Joint Commission (which is composed of representatives of the Government of Iran and 1SOM/Iran) the execution of projects formally operated by the several joint funds should be conferred to the con­ cerned ministries, and the Ministry of Finance is respon­ sible for administering the concerned financial affairs and should take appropriate decisions and execute them in order to facilitate the progress of the projects.

The effect of the establishment of the Special Ac­ tivities Accounts and its related procedures was a major step in introducing into the Government of Iran certain basic Drocedures and regulations which would facilitate the smooth transition of projects which had been former­ ly operated by the joint funds into the respective min­ istries of the Government of Iran, and in the future to permit their activities to be operated and financed en­ tirely by the GOT.

As part of the procedures there was established the requirement that an annual project budget, prefaced with a statement of guiding principles., would be prepared by the minister and the USOM/Iran division chief concerned. The guiding principles were required to state in clear terms the objectives of the project, both in terms of ul­ timate goals and of the goals to be achieved .irx the cur­ rent fiscal period, together with specific means by which these goals will be achieved, including the types of re­ sources, manpower, supplies and equipment that would be made available to carry out the objectives of the project. The proceldires required that the Ennual budget, when ap­ proved, w0 :ld become part of the project agreement exec(uted by the t r governments and would present the olanned expend cure of 1u-cth by activiti es and br ob ects of exoenditure, r:gc the nature of the service, articles or other itorms :nolved was specified as well as the pur­ pose r vaich the obligations would be incurred. In order that this fiscal vehicle would be a real method of financing and yet adaptable to future GOI direct operations, it was specified that for the Persian year 1335 the annual project budgets would be financed by deposit of GOI rials and counterpart rials generated by sales of commodities purchased with U.S. financing and deposited first into the Master Joint Fund and then through quarterly allot­ ments made available to the Special Activities Accounts in the Ministry of Finance in accordance with approved an­ nual budgets. The procedures also roquired that the Mas­ ter Joint Fund would- continue its post-audit functions in the expenditure of funds put into the Special Activities Accounts, and would provide the sevciral agencies involved in the financing of project (the Plan Organization, the Joint Conmission and USOM/Iran) with summary statements of accounts for each project and an analysis of the expen­ diture pattern of the project in relation to the objectives established and the progress made.

Since this was the first year in which a procedure involving an annual project budSet had occurred, the pro­ cedures permitted annual variations of up to 20% from budgeted amounts for objects of expenditure and for ac­ tivities without prior approval of the Joint Commission, so long as the increases were compensated for by equiva­ lent decreases in other object classes or activities. If an increase in annual budgeted amounts of 'one or more object class or activity was required in excess of 20 although compensated for by equivalint decreases, a forral project amendment signed by the appropriate representatives of both governments had to be executed. Similarly, if there was any shift, no matter how small, of budgeted funds be­ tween projects or where it was desirable to budget income from any' source not provided for by the original annual budget, a formal project amendment signed by the repre­ sentatives of the two governments was required. Since the approved annual budget for each project was the authority for the controller of the Master Joint Funds to establish a commitment in ths amount of the approved annual bud­ gets on the books of the Master Joint Fund to the credit of the particular projent, it was also agreed that the allotments made on a quarterly basis by the controller of the Master Joint Fund would be :-ade only in keeping with the -pproved annuAl budget, and would take into considerahion any unobligated funds renaininct from the previous quarter or quarters.

1- n _?1y, the procedures required that any economies or inclerants rosulting to the projocts during the Persian calendar year would be returned at the end of the calendar year to the Master Joint Fund, where it would be avail­ able for rebudgeting for the following year, in accordance with project agreements which had been approved by the Joint Commission, the USOM/Iran and, where applicable, the Plan Organization.

The Special Activities Accounts procedures thus pro­ duced a situation in which funds were made available from the several sources only in accordance with approval an­ nual budgets which clearly established the objectives which were to be attained; the method of obtaining these objectives, and the annual as well as the long-range goal of the project. It permited financing of projects on a quarterly basis to the extent that the operating staffs were abla to utilize funds. For while the annual budget might require quarterly allotments of, for example, rials ten million, the second quarter allotment was the actual amount required to permit obligation during the second quarter of rials ten million, and if in the first quarter, because of operating difficulties, inclement weather or other reasons the project did not expend all of its allot­ meht the second quarter allotment was decreased by the a­ mount of the unobligated first quarter allotment. The pro­ cedures also permitted realistic flexibility in variations by the activities and objects of expenditure so long as the total funds approved for the project were not exceeded. Similarly, the procedures provided that income earned by a project could only be utilized in the project under certain basic regulations, including the amendment of the appropriate documentation. It prohibited large variations within the project unless such variations which might often include changes in the objectives of the project were ap­ proved by the two governments concerned.

The procedures for the first time put the opera­ tions of a project on a strictly'annual basis and required that any unobligated funds remaining at the end of the year would be returned to the joint control for reprogramming in acqordance with the next yearts goals. These steps were the stepping stones of revisions in the Government of Iran fiscal procedures which would permit not only a more realistic approach to planned expendituros, but would provide the checks and coundirchecks necessary to measure how well ac ivitics were being carried out and how effectively were the goals being reached. The procedures are truly a vehicle of finan­ cing but ouite properly should be-called the precision tools of a modern fiscal procedure for the Government of Iran. OPERATIONS

In accordance with the principles established by the Iran-United States Joint Commission, the Special Activities Accounts were put into operation on March 21, 1956 (Farvardin 1, 1335), which was the first day of the Persian Fiscal and Calendar year 1335. On that day the controller of the Master Joint Fund deposited with the Treasurer- General of the Government of Iran checks to cover the first quarterrs allotment of most of the Special Activities Accounts, In a few projects, certain complicating factors required that they continue in operation as part of the original joint fund for a shorb period. Immediately, there developed a series of complications in connection with the ap­ plication of procedures, since this was an entirely new and, at the moment, complicated procedure for the Government of Iran's fiscal offices in the Ministries and in the Provinces. During the first three months, the Special Activities Accounts suffered the typical growing pains of a completely new procedure and it was necessary for the Iran- United States Joint Coimmission on two occasions to authorize the Co- Directors of the Master Joint Fund to pay especially for the months of Farvardin and Ordibehesht, 1335, the salaries of the Iranian Employees, deducting such salaries from the appropriate allotments under the Special Activities Accounts. In late May, 1956, there was established Project Number 103, "Special Activities Accounts Financial Management," which made available the sum of approximately $60,000 in rials from funds available to the Joint Commission to the Treasurer-General for the financial management and operation of the Special Activities Account by GOT personnel. The project permitted the Treasurer-General to appoint in the Ministries in Tehran and in the finance offices in the ostans personnel who would be specifically responsible for the opera­ tion of the Special Activities Accounts under the supervision of the existing ministerial chief accountant at the Tehran level and under the pishkars in the provinces (who are the M1inistry of Financels represen­ tatives in the provinces.) This project was only for the fiscal year 1335 and was established because this new mode of operation produced a strain on the Government of Iran with the assignment of the financial management and operation of the Special Activities Accounts by GOI personnel to the Treasurer-General. The project provided that a cadre of trained personnel, not to exceed 30 persons, would be the staff within the Treasurer-Generalts office, who would supervise and perform the key accounting and disbursing functions of the Special Commission. Eleven of these men were special accountants in ten Ministries and the University of Tehran, nine wore field disbursing officers in the nine key ostans, and ten were the auditing staff and administrative staff in the office of the chief disbursing officer of the Treasurr- General. In addition to the above personnel, provision was provided for employing existing chief accountants in the other Ministries on a strictly recorded overtime basis to service Special Activities Accounts in their Mkistries. Small amounts of funds were made available in the project within the total speclfied above for travel and certain lraitec sup'olies md materials. WP The Special Activities Accounts procedures were ultimately estab­ lished in GOI agencies for all projects during the second quarter of the Persian year, Like many new management devices, the procedure produced its share of problems, of interprebation and intent of the written rules and regulations. To facilitate the ready use of the .procedures, the Irai-tUnited States Joint Commission for Social and Economic Development on August 22, 1956, authorized the office of the Co-Directors of the Iran-American Joint Fund for Technical and Economic Development to carry out the Joint Commission's responsibility of in­ terpreting the Special Activities Accounts Manual and in guiding the various Iranian agencies dealing with the said manual. This authority permitted the office of the Co-Directors of the Master Joint Fund to amend or alter the existing policies and regulations by means of an amendment submitted for the review and approval of the Joint Commission. It also provided that a Secretariat be established within the office of the Co-Directors of the Master Joint Fund and provide for the appoint­ ment of a senior Iranian official as the head of the Secretariat. Mr. A, Behnam, who had been the acting Provincial Director of -the Ahwaz Province was designated on October 17, as the responsible officer for the Secretariat and under the general supervision of the Co-Directors he was charged with the responsibility of recommending appropriate language, revised policy and regulations for submission by the Co- Directors of the Master Joint Fund to the Joint Commission.' He also was directed to establish a central clearing point so that interested GOI officials might be better informed of the policy regulations and procedures of the Special Activities Accounts Manual. While this Secretariat within the office of the Co-Directors of the Master Joint Fund provided valuable services in the interpretation and revisions of the Special Activities Accounts procedures, it soon became Apparent that the problem of bringing detailed recommendationd directly to the Joint Commission would soon prove to increase the complexities of the procedure, therefore, the Joint Commission at the 85th meeting on December 22, 1956, approved that a committee composed of the Treasurer- General of the Ministry of Finance, the American and Iranian Co-Directors of the Master Joint Fund, the American controller of the Master Joint Fund, and the Iranian Chief of the Department of Investigation and Centralization of Accounts of the Ministry of Finance, be established with the chairmanship vested in the Treasurer-General of the Ministry of Finance. The Committee was delegated the authority and responsibility to do the following:

1. Continuous examination and evaluation of the operations of the Special Activities Accounts procedures.

2. Amend, alter, add and delete the Special Activities Accounts regulations and prepare new provisions as needed.

3, Aake such administrative arrangements as may become nacessary to the successful operation of the Special Activities Accounts including arrangements for classifica­ tion of positions and central procurement, etc. 4. Consider the reports submitted to it by the Secretariat of the Special Activities Accounts.

5. Send a copy of the decisions adopted to the Sec­ retariat of the Special Activities Accounts.

This committee was established because the variety of problems encoun­ tered and the broad administrative implications of possible solutions were such that solutions could only be formulated'through the joint efforts and counsel of such a group. Further, while the Special Activities Accounts were the creations of the Iran-United States Joint Commission; and, therefore, the administration of the procedures were the responsibility of the body, it was apparent that the Joint Com­ mission should concern itself with the broader aspects of the total development problem and not deal with the administrative details that would occur from time bo time. The Committee was therefore established to provide the necessary broad basis for administrative decisions that must be made.

The General Organization Meeting of the Special Activities Ac­ counts Procedures Committee was held on December 26, 1956. At that meeting, it was agreed that the committee would meet twice a week on Wednesdaysand Saburdays in the afternoon (later changed to Tuesdays and Saturdays,) and would operate through the means of a formal agenda and a formal recording of the deliberations of the committee. Since that date, the committee has met regularly and on.all but a few occasions, the senior members were not able to be present but had designated their deputies to represent thems at the sessions. The first eleven meetings were devoted to clearing up the accumulated backlog of problems that had arisen in the first nine months of the operation of the Special Activities Accounts. The decisions of the committee are issued in the form of policy circulars uith distribution being made to all the agencies of the Government of Iran as well as to the knerican counterpart of Ministers and Chiefs of GOI agencies. After the back­ log of problems had been handled, the committee turned its attention to the preparation of the appropriate documentation to be used in connection vith the call for the FY 1336 Special Activities Accounts Budgets. This call was issued, at the beginning of Bahman, 1335, and required that the presentation, including all supporting schedules, of the 1336 Special Activities Accounts annual budgets must be sub­ mitted to the Secretariat no later than Bahman 30, 1335 (February 19, 1957). The Committee.in its call pointed out that while the first year of operation unaer Special Activities Accounts Procedures and Regulations produced numerous deficiencies in budget plan and execu­ tion primarily because of the failure of GOI agencies -o include previ­ sion for thz essential supporting services in the original budget sub­ mission, thse defIciencios would not be permitted in 1336. The coitttte nI tea out that it was extremely important that appropriate planning be made of the 1336 programs and projects so that all support functions would be properly included in the budget. This included such items as operabion and maintenance o! eauipment, travel, inland freight, and related items. To facilitate both the planning and recording of such information, the committee utilized the services of Mr. Sherman Conover of Public Administration, who prepared a series of detailed schedules (with illustrative examples) which must be pre­ pared by-the 001 agencies for submission through the Committee to the Joint Commission. The schedule consisted of a summary schedule, which presented the estimated funds required for 1336 for each activity. xithin the project, as well as the estimated obligation by objects of expenditures and the required quarter allotments. This schedule required that data for the actual obligation through the end of Bahman, 1335, as well as the total estimated obligaton for 1335 mustb e presented for comparison.for estimated funds required for 1336. This schedule was supported/auditional schedules covering the justification for the project including the problem to be solved and the Plan of action to be undertaken. This justification was required for each of the activities listed in the summary schedule. Further, the Ministries were required to show detailed estimates, for Object Class 01, Personal Services, of the number of personnel at each grade, the basic salary to be paid, and the computation of the total costs for personal services. Furthermore, the Ministries were required to list the individual names of all employees by position, grade and salary for the particular project, For the remaining object classes--travel, transportation of things, communications services, supplies and materials, equipment and lands and structure, the Ministries must present standardized schedules containing both an explanation of the object of expenditure and a detailed estimate of how they arrived at the total estimated fund for each object class. In the case of Object Classes 08-09, the Ministries were required to list each individual item, which they would propose to purchase in such quantity that the total cost would be Rials 50,000 or greater and all the individual items where the cost would equal or exceed Rials 50,000. Further in Object Class 09--Equipment, the budget call required a differential between matorial manufactured in Iran and materials which were foreign made whether purchased offshore or locally. For those projects where a third-party contract existed such as Com­ munity Development, Institute of Administrative Affairs and similar projects, the Ministries were required to prepare a separate set of standard documents listing the provisions of the contract relating to support, an explanation of the problem and the plan of action for which they would require that funds should be expended and a detailed dis­ tribution of the contracts support costs by object class of expenditures with supporting detailed estimates showing the assumption used in arriv­ ing at these estimated costs. In preparing their annual project budgets for 1336, the Ministries were required to prepare individual budgets for each operating agency within the Ministries (that As for each pro­ vince or indep'n-ent department or bongah) and also prepare one for the headquartuns operation. This particular requirement was not in existence for tn. 1335 budgets, but it was found during the year that unleqs proper pC.2uYin was done at each onerating level and .the budget for this operating level approved as part of the total submission, that the degree of flexibility was not in keeping with the good management that had been laid down for the Special Activities Accounts. To process the 1336 budget submissions, a subcommittee of the main committee was established consisting of the deputies of the principal members of the committee, This subcommittee started daily sessions on the review of the individual project budgets on the first day of Persian month Esfand. After this detailed review by the subcommittee, the approved budget submission will be submitted to the full committee for their approval and subsequent submissipn to the Joint Commission. Upon approval -by the Joint Commission, the annual budgpt including the summary budgets and budgets for each operating agency or level will be made part of the project agreements. PROJECT 039 - AGRICULTURAL EXTENSION 'SERVICE

Harper S. Johnson, Advisor During the past three years, since the implementation of the Agricultural Extension Service Project, Agricultural Extension Agents have made direct contacts with 5,158,546 farmers to acquaint them with improved and modern methods of farming. The following methods have been employed in making contacts with'farmers:

Methods 1954 1955 1956 .(1333) (1334) (1335) 1. No.Farmers Meetings Held 31,058 14,434 19,728 Attendance 259,538 380,401 295,124 2. No.Method Demonstrations -hen 12,028 13,372 14,184 Attendance 216,052 225,779 163,564 5. No.Result Demonstrations 4,012 6,735 6,363 No.Farmers Observing 81,090 90,142 66,796 4. No.Farms & Homes Visited 26,728 29, 586 79,372 5. No.Field Visits Made 36,486 50,365 123,875 6. No.Films Shown 3,022 2,171 1,655 Attendance 1,160,356 1,181,224 595,744 7. No. Radio Programs Given 420 261 253 8. No. Publications Distributed 102,208 103,582 125,698

As a result of these contacts and demonstrations, farmers have made use of equipment, materials and seeds in incraasing quantities. Although complete national figuresr are not-available at present a few typical cases are reported as indication of the reaction of farmers to these new inova­ tions to their programs;

1. Since Iran is a bread eating nation with a wheat shortage, wheat of necessity must received attention in the Exten­ .sion Program. The following account of Extension work on wheat improvement is cited:

"Shahpassand" wheat seed was developed and produced at Karadj College of Agriculture in 1945, but due to lack of proper means of distribution it was not made generally / available to the farmers until 1953, when the Extension Service, just then established, s'T-ted an extension cereal demonstration program on orders of the Minister of Agriculture. In the last three years, Extension has established a groat number of demonstrations in villages throughout Fars Ostan in order to introduce improved­ seed and methods. Many field days were held and thou sands of farmers actually saw these fields. Shahpassand wheat over yielded the local varieties by more than 30%. As a result of thisprogram farmers were convinced of the 9 importance of good seed. At wore exchanged among naarly 5,000 farmers."

2. Sugar Boots is a most important crop for both man and beast and a cash crop as well. The following report from Azerbaijan s'tates:

"In'the Miandoab area our Extension Agents have twenty sugar beet demonstrations showing farmers the new methods of growing beets. Many farmers have been guided in use of fertilizers, good seed, how to plant and cultivate this crop.

"Statistics show that the total sugar beet produc­ tion delivered to Miandoab Factory in 1952 was only 35,000 tons, while in 1955 the figure shows 71,000 tons, thereby a 100% increase".

"Also until recently the sugar beet by-products were not utilized, but dumped into the river or burned. But as a result of our agents guidance, farmers today are making good use of both the pulp and the molasses.

"In 1953, silos were constructed which used 800 tons. In 1954, 1200 tons and in 1955 silos were constructed to use 1600-tons. Farmers are now making their own silos and using all of the malasses for food"

3. A report from Shiraz is typical of work done in Post Control:

"Bavanate, the valley between two ranges of bare mountains, 150 miles north of Shiraz, which embraces more than thirty villages with a total population of about 15,000 and sufficient supply of water is a produc­ tive fruit and nuts area. Grapes, almonds, walnuts, prunes etc. are the main crops of which a considerable amount is exported to neighbouring countries. Plant posts and diseases of which powdery mildew is the most common have always been a major problem in this area, the loss roughly sstimated is onec third of the total crops due to the infection.

"Attempts had previously been made to encourage the farmers in this area to carry out a spraying program but the situation was never improved and remained almost the same.

"It was felt that the failuro of such attempts was because they were not accompanied with educational pro­ grams. When Extension came on the scene, a series of pest control demonstrations were carried on. A small (1 grapeyard was selected on which a spraying demonstration was conducted. This small grapeyard became conspicious with the distinction of having been saved from pest damages and con­ stituted a good encouragement to the other vine-yard owners. The result of such educational programs was so effective and beneficial that thy met with the approval of all farmers in the locality and they docided to carry on similar programs and follow the instructions which were given to them by the agent and extension pest control specialist.

"The farmers claimed that an amount of Ris. 10,000 ($127) per hectare can be saved if the crops are sprayed in proper time. A final step had to be taken in order to enable every farmer to save his infested crop by using proper insect­ icide. Adequate equipment was not available to every indivi­ dual farmer and required insecticides and sprayers could not be furnished by any Government Agency. MY. Hosseini, Ostan Pest Control Specialisty recommended an overall compaign, thus a post control Goz6 was established which was registered in Abadeh on July 14,1956,

"This do-opwill serve an estimated Z,300 farmers from various villages. Cooperation has never meant so much to the farmers as today. In reality the Iranian farmers have come to experience the advantages of cooperative work in over­ coming their agricultural problems which due to the lack of required supplies and materials and more important the "Know how" have never been able to solve, eversince they were dependent on land and water for their living".

Stories like these can be duplicated on many other subjects and from every province.

Extension Organization

A. Joint Agreement signed by the Ministerof Agriculture and the Director of the U.S. Technical Mission on February 22,1952 and as amended on April 1,1952 sot forth three objec­ tives:

1. "To give technical and economic aid and support to the Ministry of Agriculture in its reorganization program to establish an agricultural extension service as a functional arm of the Ministry;

2. "To train personnel in the Ministry to function in the various positions necessary to develop an extension program; and

3, "To aid the Ministry in the establishment of facil­ ities and resources necossary to carry out oxtension activities."' Six major activities wore involved in this project: "Roorganization; orientation; Agricultural Agents tlk training; Specialists Training; Administrators Trainin::snd Procurement of Facilities and Establishment of Extension Program."

Roorganizationg This phase of the program is taking definito form under the direction of a Committee headed by Dr. Ardalan, Deputy Minister. The portion of this reorganiza­ tion plan and report as related to Extension has been c :v.1 completed. The objectives, function and organization, to­ gether with job discriptions and job qualifications have been completed.

Orientation. The orientation phases of the program, consisting of informing the personnel of the Ministry of Agriculture on the philosophy, technique, organization and requirements of vxtonsion wbs sarriod out in March 1953.

. This work was done by a team of Specialists from TCA/W, USDA, and FAO.

Training. A training schedule began for selecting and training agents in May 1953, Approximately 190 men designa­ ted by different divisionsand Bongahs of the Ministry made up the group of prospective agents. Agents and specialists have been trained as follows: Agents Specialists Administratives

1953 190 (s'lect d 120) 33 40 1954 43 30 1955 38 1956 36 37

227 100 40

Of those who were trained thoro have been a few casviltios who could not grasp the philosophy and spirit of Extension.

The present training program consists of quarterly "in­ service" training conforonces for agents in each Ostan and a national annual conference of Ostan Supervisors and pocial­ ists once each year. The pr-sont rcto of training now agents is 50.- 75 annually.

U.S.Training, Since the inauguration of Project 039, the following members u. the Extension Service have gone to the U.S. on short term pnr'icinpnQ rqining grants: S FY 1953 Abbas Ahmadi Ghclamroza Eftokhari Manouchohr Hakami I Hossoin - Gholi Khadivi Kazom Nomaz-i Issac Younatan

FY -1954

Abdolazim.Sadaghiani Zabra Mir Sand Samii FY 1955

Majdodin Hashemi Nosratollah Khatibi

FY 1956

Ahnad Molavi Dr. Hossein Razzaghi Azar Financial Support

For properly equipping and supporting the Extension Project, funds have bean appropriated as follows:

U.S. Dollars GOI Rials 1955 $99,871 34,590,000 1956 104,390 41,602,800 1957 199,000 .73,928,325 U.S. Technical Assistance.

The first group of Technicians recruited for assistance to the project constituted a training team of experts who arrived in arly 1953:

Jamcs E Crosby, OFAR (3 Mo.) Dr. Thoo Vaughn, OFAR Dr. Fred Frutchoy IT Dr. Ellis Clough Mr. Fred Jans IT Mr. A. W. Manchester Mr. Lisle Longsdorf I? Dr. LD. Kzlscy Mr. M. J. Reagan (9Th ar) Mr. Ross Silkott (3 Month) MP. J.R. Hall (2 Ye-ar) Mr. Lo Roy Bunne ll "- Tfjhrdn Mr.Vern Hendrickson (2 rear) Isfahan Mr. Andy Ronshaw ' Shiraz Mr. Tom Blow " Tabriz Mr. J.M. Crooks " Kermanshah Mr. Bert Despain R sht Mr. Clifford Skiver " Ahwaz Mr. Vern, Oterhansly " Kerman Mr. R.B. McDaniel "I Mr. Melvin Peterson

FY 1954

Mr. D avid Sharp, Jr (2 year) FY 1955 No new personnel FY 1956 Honry A. Alsmeyer (2 year) - Isfahan R.B. McDaniel " - Tohran Calvin L. Martin " - Rssht George A. Ramsay " - Shira.z Elgar M. Nelson " - Tabriz Harpir S. Johnson " - National Thomas G. Reynolds " - Meshed

Forward

Requests were made in 1956 to expand the technical assistance to the Extension Program by recruiting Advisors for Rural Womons work and Rural Youth work. Personnel have been set up in the Extension Service for those activities. Mr. Sharp, who has been Acting National Extension Advisor for a good part of 1956 has been recruited and oxpected. to return from home leave at an early date as National Rural Youth Advisor. Airpar has been in ICA W for several months roquesting recruitment of a National Rural Wonns Extension Advisor.

By March 15,1957 it is oxpocted that four more Provincial Extension Advisors will be on the jo., thereby comploting the .full implementation of personnol quota.

U SPECIAL AC'!IVTTIES ACCOUNTS

In the summer of 1955 the Director of the United States Operations Mission to Iran, Mr. Clark S. Gregory, announced that the major management goal for the ensuing fiscal years was the integration of the joint programs into the agencies of the Government of Iran. He divided the integration pro­ gram into three phases; physical integration, fiscal inte­ gration and property integration. During the fall of 1955 the physical integration went forward in accordance with the established time-table. During this same period the Dir­ ector set forth the principles on which were to be based the fiscal integration of the program., Of paramount importance in-his guidelines for fiscal integration was the requirement that the procedures established would be of such a nature that it would permit its ready adaptation by the Govern­ ment of Iran agencies in lieu of their own antiquated and complex fiscal system. He specified that the procedures were to be a vehicle for financing and nob an operating tool. The then existent procedures of the Government of Iran vest­ ed in the fiscal administration many planning, programming and operating responsibilities, either assigned or assumed, and did much to decrease the effectiveness- of the ministries' programs, particularly in the provincial areas. He further specified that the entire fiscal system should be adjusted so that the operating year would correspond to the Persian fiscal and calendar year which runs from March 21 of one year to March 20 of the next year.

To- develop the procedures that were required he ap­ pointed a special workim group composed of three senior members of the USOM/Iran Public Administration Division who were specialists in the respective fields of govern­ mental budgeting, accounting and auditing, working under the supervision of the Assistant Director for Operations, who had the prime responsibility for the development of these procedurcn . This special group was fortunate in that there had already bs'n in operation in the Masver Joint Fund both personnel orocedures and procurement procedures -t

which could reaeily be adapted to the Special Activities 21, Accounts. in the case of personnel procedures the Master -~ Joint Fund Pelicy Order No. 11, which was the latest edition of the personnel procedures and included appropriate ap­ pendices on travel and compensation, was virtually moved intact into the Special Activities procedures, with the # only modifications being in the areas of compensation and hours of work. In the procurement section certain modifi­ cations were required in order to adapt the existing MJF procedures to the forms and related material which the 001 was already using. It was only in-the fields of audit­ ing and accounting that completely new procedures were developed, based in part on the somewhab limited written procedures in the MJF, but primarily being a new set of procedures which could be adapted with minor modifications to existing GOI fiscal and accounting auditing forms. It was for this latter reason, of course, that the selection of particular senior officials in the Public Administration Division was mado.

These men spent something over three months, begin­ ning in October 1955, in developing a series of procedures and instructions necessary to provide for fiscal integra­ tion. The system they developed was entitled Special Act­ ivities Accounts. The purpose of this procedures was pre­ sented to the Iran-American Joint Commission in its meeting on January 25, 1956 by the Director, who proposed that:

"Special Activities Acccunts will be established in the Government of Iran as a step in the process of shifting the entire operating and financial responsibilities for projects, started largely by Uhited States Operations Mission to Iran, from the United States Operations Mission, Iran to the Ministries of the Government of Iran. Under special circumstances, however, as agreements may be reached between the United States Operations Mission to Iran and the Government of Iran, the Special Activities Accounts may be utilized to finance special activities other than projects-begun under auspices of the United States Operations Mission to Iran. The estab­ lishment and operation of the Govern­ merit of "Iran Special Activities Ac­ counts ultimately will supplement all of the various Joint Fund amd the Pub­ lic Statistics Cooperative and Public Health Cooperative. Special Activities Accounts will consist of a single cash 4

account in the Bank Melli, and obliga­ tion and cash accounts to be maintained by the Treasurer-General and the Min­ is'tries concerned. These accounts will be operated entirely by regular Government of Iran personnel under regulations, pro­ cedures, and controls to be approved by the Joint Commission."

The Director said that in order for this procedure to be. effective it would be necessary for annual project budgets to be prepared by the sevoral ministries and the division chiefs of USOM/I to be submitted as the basis for tho amounts to be included in the Snecial Activities and the types of personnel, services, procurement and operations for which expenditures maY be made for the Special Activities Accounts. He further spocified that all employees payable for the Special Activities Accounts woula be temnorary, daily wage employees of the ministries concerned, whose con­ tinued employment was subject entirely to the availability of funds and the continuation of the particular pro jcct. The proposal specified that no emplcyce receiving remun­ eration from Special Activities Accounts could receive any salary, fee or wage from any GOT agency for the same iwork and the same hours of work, but that each ministry would have the authority to select what personnel would be paid from the Special Activities Acceunts and to determine amounts of daily wages to be paid, providing that such wages did not exceed the MJF salary scale in effect in March, 1956. While in the past the MJF employees who were engaged in these projects worked a 40 hour week, the Special Activities Accounts employees, since thcy were daily wage employees of the ministries, would wcrk the regular GOI 35 hour week, and a corresponding reduction of 12% would be made in the MJF salary and wage scale for the position under Special Activities'Accounts. This proposal was ac­ cepted by the Joint Commission et the 79th meeting end the members of the Coranission agreed that they would study the matter and fine) decision regarding its implementation would be reached at the next neeting.

At the 80th iooting of the Iran-Amrcan Joint Com­ mission, which was Sild on February 1, 1956, the Joint Commission approv od the toxt of the stato-mont regarding the princinlas and pnlicies of the Special Activities Ac­ counts and agrced to raview, so that action could be taken a-t the next meeting, the rules and regulations and procedures for the Special Activities Accounts.

At the 81st meeting of the Commission, .which was held February 8, 1956, and the 82nd meeting, which was held on March 14, 1956, the final procedures which were embodied in a Special Activities Accounts Manual issued in March, 1956, were approved by the Commission. The approval of these procedures included the specification that beginning on or about March 21, 1956, which is the beginning of the Persian fiscal and calendar year 1335, the financial operations of most of the projects will be handled through the newly established Special Activities Accounts in the various ministries and agencies of the Government of Iran. Upon the activation of these accounts each Iranian ministry and agency would select the Iranian project personnel whom they wished assigned to Special Activities Accounts by consultation with the respective division chiefs of USOM/I, and upon the transfer of these approved personnel to the respective Iranian ministries or agencies, no project personnel would continue to be einployed directly by the individual joint funds,- including the Master Joint 1 und.

The Council of Ministers, in their session of March 17, 1956 approved that effective Larch 21, 1956, all of the GOI employees who will bo detailed by their respective ministries or agencies to Special Activities Accounts would be subjoct to the following regulations:

1. The service period in the various branches of the projects will be added to the official service of the employees, and they will ret: n a'- of their Govern­ ment privileges such as promotion, retire­ ment and seniority.

2. As long as the abova mentioned employees are etaid to the Special Activities Accounts assign-nn.ts thc respective ministry is required to resumtc the amounts budgeted for such em. ployc3 -rdmust refund these salary savings to the .r:asury of the Government of Iran.

3. Tb; bovc-mentioned employees will receive all oCfi ' ie solaries and allowances from the Goo'L Ac id ties Ac counts to which they are detUried, and the employees' retirement de­ ductions will be wibhheld from their salaries and will be paid to the account of the Department of Retirement and Pension. This action is covered in the decree of the Council of Ministers 21581,1446.

In a later session of the Council of Ministers decree 3684 (ministerial number 109/3933) was approved, and pro­ vided that in compliance with the decisions reached at the meeting of the Iran-American Joint Commission (which is composed of representatives of the Government of Iran and USOM/Iran) the execution of projects formally operated by the several joint funds should be conferred to the con­ cerned ministries, and the Ministry of Finance is respon­ sible for administering the concerned financial affairs and should take appropriate decisions and execute them in order to facilitate the progress of the projects.

The effect of the establishment of the Special Ac­ tivities Accounts and its related procedures was a major step in introducing into the Government of Iran certain basic procedures and regulations which would facilitate the smooth transition of projects which had been former­ ly operated by the joint funds into the respective min­ istries of the Government of Iran, and in the future to permit their activities to be operated and financed en­ tirely by the GOT.

As part of the procedures thcre was established the requirement that an annual project budget, prefaced with a statement of guiding principlas, would be prepared by the minister and the USOM/Iran division chief concerned. The guiding principles were required to state in clear terms'the objectives of the project, both in terms of ul­ timate goals and of the goals to be achieved in the cur­ rent fiscal period, together with specific means by which these goals will be achieved, including the types of re­ sources, manpower, supplies and equipment that would be made available to carry out the objectives of the project. The proced was required that the sunual budget, when OF­ proved, w:-:.ld become part of the projoct agroement exceated by the trov-oernments and would present the planned expend§ 6ure of urc's bcth by activities and bTr ob ecs*i; of ex3enditure, 't! the nature of the service, articles or other items xnolred was specified as well as the pur­ pose i r vaich the obligations would be incurred. In order ,hat this fiscal vehicle would be a real method of financing and yet adaptable to future GOT direct operations, it was specified that for the Persian year 1335 the annual project budgets would be financed by deposit of GOI rials and counterpart rials generated by sales of comodities purchased with 11.S. financing and deposited first into the Master Joint Fund and then through quarterly allot­ ments made available to the Special Activities Accounts in the inistry of Finance in accordance with approved an­ nual budgets. The procedures also required that the Mas­ ter Joint Fund would continue its post-audit functions in the expenditure of funds put into the Special Activities Accounts, and would provide the several agencies involved in the financing of project (the Plan Organization, the Joint Commission and USOM/Iran) with summary statements of accounts for each project and an analysis of the expen­ diture pattern of the project in relation to the objectives established and the progress madc.

Since this was the first year in which a procedure involving an annual project budget had occurred the pro­ cedures permitted annual variations of up to 20. from budgeted amounts for objects of expenditure and for ac­ tivities without prior approval of the Joint Cormission, so long as the incroases were compensated for by equiva­ lent decreases in other object classes or activities. If an increase in annual budgeted amounts of one or more object class or activity was requircd in excess of 20 although compensated for by eqtuivalunt decreases, a fortal project amendment signed by the appropriate representatives of both governments had to be executed. Similarly, if there was any shift, no matter how small, of budgeted funds be­ tween projects or where it was desirable to budget income from any source not provided for by the original annual budget, a formal project amendment signed by the repre­ sentatives of the two governments was required. Since the approved annual budget for each project was the authoriiy for the controller of the Master Joint Funds to establish a commitment in the amount of the approved annual bud­ gets on the books of the Yaster Joint Fund to the credit of the particular project, it was clso agreed that the allotments made on a quarterly basis by the controller of the Master Joint Fund would be -ade only in keeping with the atpproved, annual budget, ard would take into consideration any unobligated funds remaining from the previous quarter or quarters.

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