Actions in Jordania

  • Support to the Social Security Corporation of Jordan in adopting a referral mechanism

    Start activities
    21-11-2022
    End activities
    10-03-2023
    Partner Institution
    Social Security Corporation
    Type of Assistance
    Institutional capacity building
    Code
    2022-18
  • Support finalising and implementing MoSD strategy

    Start activities
    abr-2016
    End activities
    oct-2016
    Partner Institution
    Ministry of Social Development (MoSD)
    Type of Assistance
    Policy development
    Code
    2015-25
    Description
    The specific objective was to support the development of the MoSD Strategy for 2016-2020 and the related Action Plan, and to share best practice from the EU in strategic planning for social protection policy.
  • Support to revise the SP Strategy of the MoSD in Jordan

    Start activities
    aug-2015
    End activities
    dec-2015
    Partner Institution
    Ministry of Social Development
    Type of Assistance
    Policy development
    Code
    2015-11
    Description
    The Ministry of Social Development (MoSD) is responsible for the provision of social services to a wide range of beneficiaries, including young people and children, families and people living with disabilities. These services are provided at a local level though social service directorates and offices. The strategic objective of the MoSD is to contribute to the development and implementation of an integrated social policy in Jordan. Social protection is delivered through four major public programmes: a social insurance programme; a public programme for the civil service and military (phasing out); a social assistance programme; and, an assistance programme for Palestinian Refugees (delivered through the UN Relief and Works Agency). There was a need to strengthen and rationalise programmes so that they better serve the most vulnerable. Moreover, addressing needs of the Syrian refugee crisis, and its impact on the country, remains a major challenge for the Government. Jordan had recently drafted a Poverty Reduction Strategy (2013-2020) and the Response Plan for the Syria Crisis. In this context the MoSD engaged in a more strategic planning approach to rationalise and strengthen existing programmes, and the needed capacities to do so. Over a period of several months, experts mobilised by SOCIEUX work with the peers on the elaboration of a draft Strategic Plan 2016-2021 for the MoSD entitled “Together – Tackling Disadvantage: Realising the potential of all our citizens and building sustainable communities”. Moreover, the experts submitted a roadmap for a communication strategy for the dissemination and endorsement of the Strategic Plan as well as a monitoring and evaluation framework for its implementation titled Business Performance.
  • Strengthening the policy dialogue, policy implementatiaon and capacity of the NAF

    Start activities
    jun-2015
    End activities
    jan-2016
    Partner Institution
    National Aid Fund
    Type of Assistance
    Organisational management (structures & functions)
    Code
    2015-01
    Description
    The Jordan National Aid Fund (NAF) provides social assistance to the most deprived and vulnerable through cash transfers since its establishment in 1986. The Fund is oversight by the Ministry of Social Development but is an independent body with network of 41 local offices. The NAF identified an urgent need for policy dialogue leading to the development of both a strategy and its implementation plan for 2014-2016, and for associated need capacity building of its top-level management. SOCIEUX mobilised experts support the efforts of their peers in strengthening the NAF’s technical, administrative and benefit-delivery capacities.  An initial thorough analysis of internal processes and activities of the NAF provided the necessary vision to plan further capacity development for its human resources and organisation, as well as specifically on targeting mechanisms. Experts also addressed the development of consistent indicators at organisational- and operational-level. Know-how for the integration of indicators in a future information management was also transferred. Finally, experts and their peers worked on preparatory activities for elaboration of a Public Relations and Communications Strategy for the NAF.