Role of Museums Within Jordanian Local Communities: Case Studies
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List of Capital Projects for the Years 2019 - 2021 ( in Jds ) Chapter Estimated Indicative Indicative Status NO
List of Capital Projects for the Years 2019 - 2021 ( In JDs ) Chapter Estimated Indicative Indicative Status NO. Project 2019 2020 2021 0301 Prime Ministry 13,625,000 9,875,000 8,870,000 1 Supporting Radio and Television Corporation Projects Continuous 8,515,000 7,650,000 7,250,000 2 Support the Royal Film Commission projects Continuous 3,500,000 1,000,000 1,000,000 3 Media and Communication Continuous 300,000 300,000 300,000 4 Developing model service centers (middle/nourth/south) New 205,000 90,000 70,000 5 Develop service centers affiliated with the government departments as per New 475,000 415,000 50,000 priorities 6 Implementing service recipients satisfaction surveys (mystery shopper) New 200,000 200,000 100,000 7 Training and enabling front offices personnel New 20,000 40,000 20,000 8 Maintaining, sustaining and developing New 100,000 80,000 40,000 9 Enhancing governance practice in the publuc sector New 10,000 20,000 10,000 10 Optimizing the government structure and optimal benefiting of human New 300,000 70,000 20,000 resources 11 Institutionalization of optimal organization and impact measurement in the New 0 10,000 10,000 public sector 0601 Civil Service Bureau 485,000 445,000 395,000 12 Completing the Human Resources Administration Information System Committed 275,000 275,000 250,000 Project/ Stage 2 13 Ideal Employee Award Continuous 15,000 15,000 15,000 14 Automation and E-services Committed 160,000 125,000 100,000 15 Building a system for receiving job applications for higher category and Continuous 15,000 10,000 10,000 administrative jobs. -
Entrepreneurship in Jordan: the Eco-System of the Social Entrepreneurship Support Organizations (Sesos)
Entrepreneurship in Jordan: the Eco-system of the Social Entrepreneurship Support Organizations (SESOs) Amani Jarrar ( [email protected] ) Philadelphia University, Department of Development Studies Research Keywords: Entrepreneurship, Social Entrepreneurship, Eco-system, Jordan Posted Date: March 22nd, 2021 DOI: https://doi.org/10.21203/rs.3.rs-334076/v1 License: This work is licensed under a Creative Commons Attribution 4.0 International License. Read Full License Page 1/50 Abstract This study aims at assessing the Social Entrepreneurship Support Organizations (SESOs) in Jordan with an updated eco-system reecting the better resourced Social Entrepreneurship eco-system characterized with comprehensive information; covering the stakeholders’ identication data, ongoing projects and initiatives, work scope, and their targeted groups, accurate data based on a well-developed survey and analysis of the survey data by our experts. This study also aims at assessing the SESOs capacity by coincide their desired needs and their actual needs, and limit the social innovation concept variation among the different institutions in the ecosystem. This study provides a survey analysis for the Social Entrepreneurship Support Organizations (SESOs), and an attempt to identify their characteristics and roles in Jordan by adopting the qualitative and quantitative analysis approach as its methodology. Results show that (57.89%) of the SESO’s in Jordan have dedicated programs that focus on women's inclusion, and that (68.42%) are hiring more than 50% in their staff. Besides that, results also show that (59.65%) of the SESO’s in Jordan did not dedicate programs for people with disability (PWD); which is a high portion in neglecting this segment of people. -
Amman, Jordan
MINISTRY OF WATER AND IRRIGATION WATER YEAR BOOK “Our Water situation forms a strategic challenge that cannot be ignored.” His Majesty Abdullah II bin Al-Hussein “I assure you that the young people of my generation do not lack the will to take action. On the contrary, they are the most aware of the challenges facing their homelands.” His Royal Highness Hussein bin Abdullah Imprint Water Yearbook Hydrological year 2016-2017 Amman, June 2018 Publisher Ministry of Water and Irrigation Water Authority of Jordan P.O. Box 2412-5012 Laboratories & Quality Affairs Amman 1118 Jordan P.O. Box 2412 T: +962 6 5652265 / +962 6 5652267 Amman 11183 Jordan F: +962 6 5652287 T: +962 6 5864361/2 I: www.mwi.gov.jo F: +962 6 5825275 I: www.waj.gov.jo Photos © Water Authority of Jordan – Labs & Quality Affairs © Federal Institute for Geosciences and Natural Resources Authors Thair Almomani, Safa’a Al Shraydeh, Hilda Shakhatreh, Razan Alroud, Ali Brezat, Adel Obayat, Ala’a Atyeh, Mohammad Almasri, Amani Alta’ani, Hiyam Sa’aydeh, Rania Shaaban, Refaat Bani Khalaf, Lama Saleh, Feda Massadeh, Samah Al-Salhi, Rebecca Bahls, Mohammed Alhyari, Mathias Toll, Klaus Holzner The Water Yearbook is available online through the web portal of the Ministry of Water and Irrigation. http://www.mwi.gov.jo Imprint This publication was developed within the German – Jordanian technical cooperation project “Groundwater Resources Management” funded by the German Federal Ministry for Economic Cooperation and Development (BMZ) Implemented by: Foreword It is highly evident and well known that water resources in Jordan are very scarce. -
Tafila Region Wind Power Projects Cumulative Effects Assessment © International Finance Corporation 2017
Tafila Region Wind Power Projects Cumulative Effects Assessment © International Finance Corporation 2017. All rights reserved. 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 Internet: www.ifc.org The material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. IFC encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly, and when the reproduction is for educational and non-commercial purposes, without a fee, subject to such attributions and notices as we may reasonably require. IFC does not guarantee the accuracy, reliability or completeness of the content included in this work, or for the conclusions or judgments described herein, and accepts no responsibility or liability for any omissions or errors (including, without limitation, typographical errors and technical errors) in the content whatsoever or for reliance thereon. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The contents of this work are intended for general informational purposes only and are not intended to constitute legal, securities, or investment advice, an opinion regarding the appropriateness of any investment, or a solicitation of any type. IFC or its affiliates may have an investment in, provide other advice or services to, or otherwise have a financial interest in, certain of the companies and parties (including named herein. -
Jordan's National Dish
MIDDLE EAST Briefing Amman/Brussels, 8 October 2003 THE CHALLENGE OF POLITICAL REFORM: JORDANIAN DEMOCRATISATION AND REGIONAL INSTABILITY This briefing is one of a series of occasional ICG briefing papers and reports that will address the issue of political reform in the Middle East and North Africa. The absence of a credible political life in most parts of the region, while not necessarily bound to produce violent conflict, is intimately connected to a host of questions that affect its longer-term stability: Ineffective political representation, popular participation and government responsiveness often translate into inadequate mechanisms to express and channel public discontent, creating the potential for extra- institutional protests. These may, in turn, take on more violent forms, especially at a time when regional developments (in the Israeli-Palestinian theatre and in Iraq) have polarised and radicalised public opinion. In the long run, the lack of genuine public accountability and transparency hampers sound economic development. While transparency and accountability are by no means a guarantee against corruption, their absence virtually ensures it. Also, without public participation, governments are likely to be more receptive to demands for economic reform emanating from the international community than from their own citizens. As a result, policy-makers risk taking insufficient account of the social and political impact of their decisions. Weakened political legitimacy and economic under-development undermine the Arab states’ ability to play an effective part on the regional scene at a time of crisis when their constructive and creative leadership is more necessary than ever. The deficit of democratic representation may be a direct source of conflict, as in the case of Algeria. -
The Italian-Palestinian Expedition to Tell Es-Sultan, Ancient Jericho (1997–2015): Archaeology and Valorisation of Material and Immaterial Heritage
The Italian-Palestinian Expedition to Tell es-Sultan, Ancient Jericho (1997–2015): Archaeology and Valorisation of Material and Immaterial Heritage Lorenzo Nigro Sapienza University of Rome Abstract: Sapienza University of Rome and the Palestinian MoTA-DACH have been committed since 1997 to the protection, scientific re-evaluation and tourist rehabilitation of Tell es-Sultan, ancient Jericho. Excavations, surveys, and restorations over 15 field seasons allow an update of our knowledge on the history of this long-lived site of the ancient Near East, as well as making it possible to match data collected by three previous expeditions within a single comprehensive picture. Keywords: Epipalaeolithic, Neolithic, Chalcolithic, Early Bronze Age, Middle Bronze Age, Late Bronze Age, Iron Age, Tell es-Sultan, architecture, biblical archaeology, burial customs, chronology, fortifications, heritage, urbanisation, valorisation. Introduction exploration, and its worldwide fame are firmly connected to its biblical mention in the conquest This paper offers a provisional summary of the major narrative of the Book of Joshua (Joshua 2:6), making it an results of the Italian-Palestinian Archaeological icon of biblical archaeology (Finkelstein and Silberman Expedition to Tell es-Sultan, a joint pilot project carried 2002, 96). Separate from the biblical narrative, on by Sapienza University of Rome and the Department discoveries by the two previous British expeditions to of Archaeology and Cultural Heritage of the Palestinian the site gained it the epithet of ‘the oldest city of the Ministry of Tourism and Antiquities (MoTA-DACH) world’, making the urban character of the site the between 1997 and 2015. The project is supported by the key measure for scientific evaluation of its cultural above mentioned institutions and by the Italian Ministry significance (see below). -
Women's Political Participation in Jordan
MENA - OECD Governance Programme WOMEN’S Political Participation in JORDAN © OECD 2018 | Women’s Political Participation in Jordan | Page 2 WOMEN’S POLITICAL PARTICIPATION IN JORDAN: BARRIERS, OPPORTUNITIES AND GENDER SENSITIVITY OF SELECT POLITICAL INSTITUTIONS MENA - OECD Governance Programme © OECD 2018 | Women’s Political Participation in Jordan | Page 3 OECD The mission of the Organisation for Economic Co-operation and Development (OECD) is to promote policies that will improve the economic and social well-being of people around the world. It is an international organization made up of 37 member countries, headquartered in Paris. The OECD provides a forum in which governments can work together to share experiences and seek solutions to common problems within regular policy dialogue and through 250+ specialized committees, working groups and expert forums. The OECD collaborates with governments to understand what drives economic, social and environmental change and sets international standards on a wide range of things, from corruption to environment to gender equality. Drawing on facts and real-life experience, the OECD recommend policies designed to improve the quality of people’s. MENA - OECD MENA-OCED Governance Programme The MENA-OECD Governance Programme is a strategic partnership between MENA and OECD countries to share knowledge and expertise, with a view of disseminating standards and principles of good governance that support the ongoing process of reform in the MENA region. The Programme strengthens collaboration with the most relevant multilateral initiatives currently underway in the region. In particular, the Programme supports the implementation of the G7 Deauville Partnership and assists governments in meeting the eligibility criteria to become a member of the Open Government Partnership. -
List of Capital Projects for the Years 2018 - 2020 ( in Jds ) Chapter Estimated Indicative Indicative Status NO
List of Capital Projects for the Years 2018 - 2020 ( In JDs ) Chapter Estimated Indicative Indicative Status NO. Project 2018 2019 2020 0301 Prime Ministry 14,090,000 10,455,000 10,240,000 1 Supporting Integrity and Anti-Corruption Commission Projects Continuous 275,000 275,000 275,000 2 Supporting Radio and Television Corporation Projects Continuous 9,900,000 8,765,000 8,550,000 3 Support the Royal Film Commission projects Continuous 3,500,000 1,000,000 1,000,000 4 Media and Communication Continuous 300,000 300,000 300,000 5 Supporting the Media Commission projects Continuous 115,000 115,000 115,000 0501 Ministry of Public Sector Development 310,000 310,000 305,000 6 Government performance follow up Continuous 20,000 20,000 20,000 7 Public sector reform program management administration Continuous 55,000 55,000 55,000 8 Improving services and Innovation and Excellence Fund Continuous 175,000 175,000 175,000 9 Human resources development and policies management Continuous 40,000 40,000 35,000 10 Re-structuring Continuous 10,000 10,000 10,000 11 Communication and change management Continuous 10,000 10,000 10,000 0601 Civil Service Bureau 575,000 435,000 345,000 12 Enhancement of institutional capacities of Civil Service Bureau Continuous 200,000 150,000 150,000 13 Completing the Human Resources Administration Information System Project/ Stage Committed 290,000 200,000 110,000 2 14 Ideal Employee Award Continuous 15,000 15,000 15,000 15 Automation and E-services Committed 30,000 30,000 30,000 16 Building a system for receiving job applications for higher category and Continuous 20,000 20,000 20,000 administrative jobs. -
THE STARTUP GUIDE Business in Jordan
Your complete guide to registering and licensing a small THE STARTUP GUIDE business in Jordan Find out what to do, where to go and what fees are required to formalize your small business in this simple, step-by-step guide Contents WHY SHOULD I REGISTER AND LICENSE MY BUSINESS? ........................................................................................ 2 WHAT ARE THE STEPS I NEED TO TAKE IN ORDER TO FORMALIZE MY BUSINESS? ............................................... 3 HOW DO I KNOW WHAT TYPE OF BUSINESS TO REGISTER? ................................................................................. 4 HOW DO I CHOOSE A BUSINESS STRUCTURE THAT’S RIGHT FOR ME? ................................................................. 6 I’VE CHOSEN MY BUSINESS STRUCTURE… WHAT NEXT? ...................................................................................... 8 I’VE GOTTEN MY PRE-APPROVALS. HOW DO I REGISTER MY BUSINESS? ............................................................. 9 A) REGISTERING AN INDIVIDUAL ESTABLISHMENT ........................................................................................ 10 B) REGISTERING A GENERAL PARTNERSHIP OR LIMITED PARTNERSHIP COMPANY ...................................... 13 C) REGISTERING A LIMITED LIABILITY COMPANY ........................................................................................... 16 D) REGISTERING A PRIVATE SHAREHOLDING COMPANY................................................................................ 20 I’VE REGISTERED MY BUSINESS. HOW CAN I SET -
Jordan Umayyad Route Jordan Umayyad Route
JORDAN UMAYYAD ROUTE JORDAN UMAYYAD ROUTE Umayyad Route Jordan. Umayyad Route 1st Edition, 2016 Edition Index Andalusian Public Foundation El legado andalusí Texts Introduction Talal Akasheh, Naif Haddad, Leen Fakhoury, Fardous Ajlouni, Mohammad Debajah, Jordan Tourism Board Photographs Umayyad Project (ENPI) 7 Jordan Tourism Board - Fundación Pública Andaluza El legado andalusí - Daniele Grammatico - FOTOGRAFIAJO Inc. - Mohammad Anabtawi - Hadeel Alramahi -Shutterstock Jordan and the Umayyads 8 Food Photographs are curtsy of Kababji Restaurant (Amman) Maps of the Umayyad Route 20 Graphic Design, layout and maps Gastronomy in Jordan 24 José Manuel Vargas Diosayuda. Diseño Editorial Free distribution Itineraries ISBN 978-84-96395-81-7 Irbid 36 Legal Deposit Number Gr- 1513 - 2016 Jerash 50 All rights reserved. No part of this publication may be reproduced, nor transmitted or recorded by any information Amman 66 retrieval system in any form or by any means, either mechanical, photochemical, electronic, photocopying or otherwise without written permission of the editors. Zarqa 86 © of the edition: Andalusian Public Foundation El legado andalusí Azraq 98 © of texts: their authors Madaba 114 © of pictures: their authors Karak 140 The Umayyad Route is a project funded by the European Neighbourhood and Partnership Instrument (ENPI) and led by the Ma‘an 150 Andalusian Public Foundation El legado andalusí. It gathers a network of partners in seven countries in the Mediterranean region: Spain, Portugal, Italy, Tunisia, Egypt, Lebanon and Jordan. This publication has been produced with the financial assistance of the European Union under the ENPI CBC Mediterranean Sea Basin Programme. The contents of this document are the sole responsibility of the beneficiary (Fundación Pública Bibliography 160 Andaluza El legado andalusí) and their Jordanian partners [Cultural Technologies for Heritage and Conservation (CULTECH)] and can under no circumstances be regarded as reflecting the position of the European Union or of the Programme’s management structures. -
BY Redda Talhouni from the Moment You Step Into the Parking
MInd, BodY & Soul | HANGOUT HANGOUT | MInd, BodY & Soul THE Name of the Place: The Jordan Museum JORDAN Type of Museum: History and Cultural Date opened: Soft opening Opening Hours: Saturday, Sunday & Monday, 10 AM – 2 PM Entrance Fees: Free MUSEUM For: Every person claiming they love this country’s culture & history and yet aren’t BY Redda TalhounI willing to read about it. Plus, morning people! From the moment you step into the parking lot in Ras Al Ayn, a sense of unwavering intrigue unfolds. The history & culture story begins there with large artifacts greeting you, including a train compartment from the Ottoman Era! As you walk towards the interior campus, a quaint little that allow you a ‘hands-on’ learning in Hebrew Mishnaic dialect. Secondly, the After the Museum… fountain centers a tranquil outdoor square where the souvenir store, the book shop and café/ experience. ‘Writing Matter of Communication’ gallery In all honesty, getting your friends to join is one where attention to detail is of utmost you for a museum visit might be a slight restaurant are set to open, and to the left the entrance to The Jordan Museum. Don’t Forget Children importance. Plenty of knowledge can be difficult task. To help you do so, try luring A visit to The Jordan Museum isn’t gained from the beautiful mural displaying them by promising any of the following restricted to adults. Children can enjoy the history behind the alphabets, and AFTER activities. Management various universities including the Royal Iron Age, the Classical and Late Antique their time by spending it in ‘Makany’, which various relics will teach all there is to know 1. -
Consultative Process Report Consultative Meetings in the Kingdom Governorates
Consultative Process Report Consultative meetings in the Kingdom governorates Author MCA-Jordan team Millennium Challenge Account - Jordan P.O. Box 80 Amman 11180 Jordan March 2009 Prime Ministry Table Of Contents Executive Summary 3 1. General Background 10 1.1 Introduction 10 1.2 Millennium Challenge Unit - Jordan 11 1.3 Millennium Challenge Corporation 14 2. Consultative Process 16 2.1 Consultative Meetings in the Kingdom Governorates 18 2.2 Methodology 21 3. The Consultative Meetings Results in the Kingdom Governorates 30 3.1 Balqa Governorate 30 3.2 Irbid Governorate 35 3.3 Ajlun Governorate 41 3.4 Zarqa Governorate 46 3.5 Mafraq Governorate 52 3.6 Karak Governorate 57 3.7 Madaba Governorate 62 3.8 Tafileh Governorate 67 3.9 Ma’an Governorate 74 3.10 Aqaba Governorate 80 3.11 Jerash Governorate 85 3.12 The Capital Governorate 89 Appendices 96 A.1 Millennium Challenge Account (MCA – Jordan) Team 97 A.2 Jordan River Foundation Team 97 A.3 Participants in Consultative Meetings 98 A.4 Consultative Meetings Agenda 120 A.5 List of the Materials Distributed During the Meeting 121 A.6 Power point presentation on the Millennium Challenge Account- 121 Jordan Millennium Challenge Account-Joradn/ Consultative Process report 2 24/4/2008-26/5/2008 Prime Ministry Executive Summary Introduction Millennium Challenge Corporation (MCC) is an institution under the U.S. government which was established in 2004 to work with some of the low-income countries in the world. MCC relies on the principle that aid becomes more effective when it promotes good governance, economic liberalization and investment in people who seek to achieve economic growth and eradicate the extreme cases of poverty.