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For Empowered Generations, Equal Opportunities & Sustainable Growth Sustainability Report 2011 - 2014
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Page 1: For Empowered Generations, Equal Opportunities Sustainable ... · Generations, Equal Opportunities & Sustainable Growth Sustainability Report 2011 - 2014. Table of Contents. ... Overview

For EmpoweredGenerations, Equal Opportunities & Sustainable Growth

Sustainability Report2011 - 2014

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Table of Contents

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Jordan River Foundation Team 4

Performance Snapshot 12

Supply chain 66

Message from the Director General 6

Jordan River Foundation Profilea. Overview of the Organizationb. Organizational Structure

889

Sustainability and JRFa. Previous Approachb. To Datec. JRF Challengesd. Forward lookinge. Key Change in 2014f. JRF Outreach g. Stakeholder Engagement

1414141516262627

Impact on Beneficiaries Summary Performancea. Youthb. Childrenc. Local Communities

2929303845

Internal Sustainabilitya. Financial Sustainability b. Environmental stewardshipc. Employment

54545760

Ethics, Integrity and Governancea. Values, principles and normsb. Compliancec. Anti-Corruptiond. Governance

6767686869

Our Commitmentsa. Commitments Achieved b. Our Commitments for 2015

717172

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2.

3.

4.

5.

6.

7.

8.

About The Reporta. Reporting periodb. Previous reportsc. Reporting cycled. Boundarye. Guidelines

747474747474

9.

Appendicesa. Other projectsb. GRI Index

757575

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Message from theDirector General

Sustainability is at the core of our Foundation’s work, it drives us to empower communities nationwide. JRF was successful in creating positive structural change, as a result, the achievements contributed towards sustainability; social, economic and environmental.

The first step was integrating sustainable development with management and reporting practices and ensuring all our work is transparent and accountable. Thus, enabling us to measure our annual sustainability performance and in turn, promoting sustainable development in the socio- economic environmental aspects. Addressing the latter in a comprehensive way, further contributes towards achieving sustainability in the long run.

The process of developing JRF’s five year strategy included a holistic internal engagement process with all relevant departments. The strategy is organic to a certain extent, it aims to create significant positive change, based on lessons learnt; as a result, monitoring and evaluation are mainstreamed in all our work, to ensure improvements in outcomes and reporting on impact. The strategy embeds a socio economic focus, and tackles three main areas of focus; community empowerment, child safety and youth development.

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the Kingdom and how it achieves impact. The report provides insight in four areas of focus; (awareness, capacity building, direct services and environment and policy) as well as showcasing how sustainability has become institutionalized in the Foundation.

Our journey is ongoing; we do not take our achievements for granted, particularly in light of the existing challenges facing our communities across the Kingdom. We are aware that investments in socio-economic and environmental development may take several years to bring measurable impact, but we have already witnessed the seeds of change on the ground.

JRF is committed to working with all its stakeholders, helping them think for themselves and explore their own priorities and solutions, whilst empowering them to reach and understand sustainability with conviction in the long run.

Empowerment is a central component of JRF’s work; be it with children, youth, adults and Community Based Organizations (CBOs), in 2014 JRF maximized its outreach to 145,943 beneficiaries across the Kingdom. As well as, consolidating its youth development efforts and reaching out to over 48,307 young people through various programs. Through the family, child prevention and intervention services JRF reached out to 553,096 families and children. JRF has reached the most remote villages of the Kingdom; providing access is crucial to achieve genuine empowerment, thus, JRF was successful in strengthening over 700 CBO’s through capacity building, grants and income generating projects.

Change cannot happen overnight, yet JRF is determined to continue its journey towards sustainability, learning from lessons learnt and challenges. The next step is to work with a wider range of stakeholders to determine how the services and results can be scaled up to positively impact communities and individuals in need of assistance.

The uniqueness of JRF is being driven by its passion for socio-economic development; in particular, empowering communities and child safety. This is the fourth sustainability report issued; it aims to report on JRF’s progress across

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Jordan River Foundation Profile

JRF’s operational centers include our headquarters in Amman, Dar Al Aman therapeutic center, Queen Rania Family and Child Center, three handicraft operations, a center in Aqaba, and a showroom. JRF is also registered as a 501c3 in the USA and as a charity organization in the UK and France.

JRF’s VisionA Jordan where solutions are homegrown, where the opportunity to prosper is for all, and where the well being of our children shapes our future.

JRF’s MissionTo engage Jordanians to realize their full economic potential and overcome social challenges especially child abuse.

1

Organizational Structure

In the past three years, we created and implemented a new organizational structure for the purpose of improving our work procedures and methods, to enable us to serve our beneficiaries in a better way, and to enhance our sustainable growth. The new JRF that emerged from this organizational change was more responsive to our work, and aligned departmental and individual activities around our strategic goals.

Overview of the Organization The Jordan River Foundation (JRF) is a Jordanian non-profit, non-governmental organization (NGO) established in 1995 and Chaired by Her Majesty Queen Rania Al Abdullah.

Since its inception, JRF has created and implemented community-based development programs and projects that have empowered individuals and communities to improve their quality of life.

JRF is committed to facilitating the development of communities to address their specific needs while ensuring the provision of economic growth, employment generation opportunities and the promotion of an active civil society that is engaged and contributes to their overall community development. JRF dedicates its resources to awareness, and capacity building through various programs that focus on the inclusion of all sectors of society; specifically children and youth, in interventions that cultivate a thriving and participatory civil society.

JRF’s comprehensive development approach is based on addressing locally relevant topics and its success is based on strong stakeholder engagement and active community involvement throughout implementation. The aim is to ensure that community issues are identified at both the local and national levels, whilst supporting a constructive role in exploring holistic and sustainable solutions.

A.

B.

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Figure 1: JRF’s Organizational Structure

Board of Trustees

Legal Counsel

Deputy Director General

Technical Assistant for DG

Training & ConsultancyDivision Director

Training & Consultancy

Senior Manager

PMO Manager

Strategic Planning &Quality Manag.

Supervisor

Marketing & Comm.Supervisor

PD Rep

Youth EmpowermentProgram Senior

Manager

Community EmpProgram Senior

Manager

Operations

PMO

Branches SeniorManager

Aqaba CentreManager

Adopted CentresManager

Dar Al-AmanManager

PMO Manager

Community CentreManager

OperationsSupervisor

PD Rep

M & E Rep

Communication &PR Rep

Communication &PR Rep

Revolving LoansManager

PD Rep

M & E Rep

Youth EmpowermentManager

OperationsSupervisor

ProjectsSustainability

Manager

PsychosocialServices Manager PMO Manager

Child Safety ProgramSenior Manager

FinancialController

ChiefAccountant

BudgetingManager

Admin.Supervisor

VolunteeringServices

HRSupervisor

Technical SupportSupervisorInformation TechnologySupervisor

HR SeniorManager

MIS SeniorManager

M & E Rep

Monitoring & Evaluation

Senior Manager

Program Development

Senior Manager

Program DevelopmentSupervisor

FundraisingManager

FundraisingSupervisor

Communications& Outreach

Manager

CommunicationsSupervisor

PR & OutreachSupervisor

Design Manager Al Karma KitchenManager

Sales & MarketingManager

Handicrafts CentersManager

(Bani Hamida, KarmaHandicrafts, Rayyan)

HandicraftsProjects Senior

Manager

M & E Supervisor

Programs DivisionDirector

Shared Services Division Director

Fundraising & Development Division Director

Internal & External Auditing

Jordan River FoundationDirector General

1 2

3 4

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Steered By JRF’s mission, and its commitment to maximize positive socio-economic impacts through its different economic and social interventions, JRF envisioned the establishment of a Sustainability Unit in 2012 as a technical unit which oversees and monitors the progress of its interventions in the field and on communities upon programs/ projects completion.

Unit Objectives

Its approach and processes has been designed to engage the relevant stakeholders in communities through a participatory process of defining successes, challenges and innovative solutions which support the continuity of these interventions.

1

2

4

3

Provide a current status of the different interventions that has been implemented under JRF.

Define challenges and solutions facing these interventions.

Maximize the impact of success stories in the field.

Define the impact of interventions on communities.

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Memberships and Committees

During the reporting period, members of JRF participated in the following committees:1. Board Membership at the Jordan University of

Science and Technology. 2. Board membership at the Social and Economic

Council.3. National Handcraft Map Steering Committee 4. Economic and Social Women Empowerment

Committee part of the Economic and Social Council.5. National Committee to curb child labor, part of the

Ministry of Work.

The Foundation also maintains various strategic memberships as follows:

1. International Union for the Conservation of Nature (IUCN).

2. End Child Prostitution, Child Pornography and Trafficking of Children for Sexual Purposes Network (ECPAT).

3. European Foundation Centre (EFC). 4. MEDITER Network.5. Active Coalition Member, Women’s World Summit

Foundation, Children’s Section.6. International Society for the Prevention of Child

Abuse and Neglect (ISPCAN).7. Jordan Performance Evaluation Network (JO-PEN).8. Global Compact Network Jordan, in addition to

being a signatory to the Global Compact.

Furthermore, JRF participates in many governmental and national committees related to poverty alleviation, employment, agriculture, environment and family related committees as follows:

1. Integrated Ecosystem Management in the Jordan Rift Valley Project steering committee / the Royal Society for the Conservation of Nature.

2. Technical and Vocational Education and Training Council/ Ministry of Labor.

3. The Consultancy Committee of Salt Vocational and Traditional Handicrafts.

4. National Task Force for Family Protection/ the National Council for Family Affairs.

C.

D.

5. The National Council for Early Childhood/ the National Council for Family Affairs.

6. Jordanian National Commission for Women.7. Ministry of Tourism and Antiquities - Women in

Tourism committee.8. Ministry of Social Development (MOSD) - Care

Centers Steering Committee.

In view of its key role in development, JRF also played a key part as a founding member of the Arab Foundation Forum.

Awards

In recognition of the Foundations key achievements, JRF was awarded the following over the past four years:

1. In 2012, JRF received the Afro-Asian Rural Development Organization (AARDO) award in recognition of its outstanding contribution in the field of rural development.

2. In 2012, JRF received the Asian Sustainability Leadership Award for the best community action (NGO’S and ORGANISATION).

3. In 2014, JRF received the "Mark of Best Practice Award" through the "King Abdullah II Centre for Excellence".

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Performance Snapshot2

* This number reflects the total of direct (not cumulative) and indirect beneficiaries (cumulative)** The sum of each total number under each target group below

Beneficiaries

1,068,585 101,642 966,943 475 17,838 659 13,65720101,106,015 18,444 1,087,571 4,041 2,935 140 5,86520111,140,869 19,571 1,121,298 1,761 4,644 161 3,58220121,343,275 25,325 1,317,950 2,190 69,782 308 5,7142013

1,495,943 75,267 1,420,676 1,936 0 905 5,4762014

Number of families participating in awareness and

training sessions

Number of parents reached through

awareness raising sessions

Number of women receiving

psychosocial services

Total no. of total beneficiaries*(accumulative)

Total no. of direct beneficiaries

(non-cumulative)**

Total no. of indirect beneficiaries (cumulative)

Number of calls received by the

helpline

Local Partners (CBOs and Professionals)

520 116 16,208201061 3 4,8332011233 57 2,286201244 18 3,6282013

479 152 5,1212014

Total no. of CBO’s trained

Total no. of entities able to provide

development services

Total no. of professionals (youth workers, teachers, CBOs members…) able to

provide development services

Long Term Impact

1,324 1,039 12010397 471 -2011364 1,243 -2012939 866 4201325 1,111 12014

Total no. of job opportunities

created

Total no. of revolving loans provided

No. of regulatory and policy interventions

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Beneficiaries

1,068,585 101,642 966,943 475 17,838 659 13,65720101,106,015 18,444 1,087,571 4,041 2,935 140 5,86520111,140,869 19,571 1,121,298 1,761 4,644 161 3,58220121,343,275 25,325 1,317,950 2,190 69,782 308 5,7142013

1,495,943 75,267 1,420,676 1,936 0 905 5,4762014

Number of families participating in awareness and

training sessions

Number of parents reached through

awareness raising sessions

Number of women receiving

psychosocial services

Total no. of total beneficiaries*(accumulative)

Total no. of direct beneficiaries

(non-cumulative)**

Total no. of indirect beneficiaries (cumulative)

Number of calls received by the

helpline

Local Partners (CBOs and Professionals)

520 116 16,208201061 3 4,8332011233 57 2,286201244 18 3,6282013

479 152 5,1212014

Total no. of CBO’s trained

Total no. of entities able to provide

development services

Total no. of professionals (youth workers, teachers, CBOs members…) able to

provide development services

Long Term Impact

1,324 1,039 12010397 471 -2011364 1,243 -2012939 866 4201325 1,111 12014

Total no. of job opportunities

created

Total no. of revolving loans provided

No. of regulatory and policy interventions

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Sustainability and JRF3

Previous Approach

Our previous sustainability approach concentrated on making strategic impact across six focus areas: strengthening local communities, empowering youth, protecting children, mobilizing women, optimizing (environmental) resources, and building civil society capacity.

We did that primarily through JRF's 2 main programs each of which included several projects:

Protecting the rights and needs of children through the Child Safety Program (CSP): The CSP program addresses issues on three fronts – awareness, prevention and intervention. Through our efforts, we continue to bring child’s rights issues to the attention of Jordanian citizens and decision-makers. We touch the lives of countless children and their families with a host of creative and innovative preventative, educating approaches; mothers learning childcare techniques, fathers gaining insights to alternative means of discipline, youth instructed in conflict resolution and basic life skills, and children empowered with awareness and self-protection skills. The CSP is now recognized nationally, regionally and internationally as an Arab model for child safety. The program has established itself as a culturally appropriate model integrating international best practices and results of evidence-based research. In addition to provision of services, the Program acts as a “facilitator of change” and capacity builder at the national level.

Empowering individuals and communities through the Community Empowerment Program (CEP): JRF works diligently to provide local community members with socioeconomic opportunities to improve the livelihoods of their family members and communities.

The CEP programs have benefited numerous communities across the Kingdom by implementing programs and projects through capacity-building and business development initiatives aiming at empowering communities to articulate their needs and contribute to their own socioeconomic development. JRF’s interventions are in line with the National Agenda. We are dedicated to working in accordance with national strategies which focus on poverty alleviation and structural reform to improve the quality and standard of living for all Jordanians.

To Date

JRF’s core work and organizational development has been driven by identifying our key beneficiaries and supporting them in the development of their communities, while improving their livelihoods and safety of their children. The Foundation is committed to the principles of sustainable management and reporting, thus continues to embed sustainability into the core of our Foundation’s work through improved stakeholder engagement and ongoing reporting.

Since inception, JRF has initiated numerous socio-economic projects for women, which aim to provide employment opportunities that in turn enhance their livelihoods. In tandem, these projects also work towards enhancing women's knowledge and skills in the production of traditional handicrafts, and in entrepreneurial skills. Such initiatives have succeeded in benefiting thousands of individuals, directly and indirectly. Today, these initiatives continue to generate income for vulnerable communities and families across the Kingdom.

A.

B.

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After conducting studies on the above challenges, and with the assistance of experts and organizations in the field of strategic planning and institutional development, and in coordination with JRF’s employees, to ensure a continued bottom-up-approach, the following practical steps were considered:

• Review, modify and adopt the key vision, mission and values of JRF.

• Prepare a perception analysis on JRF through a local evaluator.

• Document the main work models of JRF through “JRF in a box”.

• Develop Projects’ Management Kit. • Conduct an institutional evaluation (pre-evaluation

2010- post- evaluation 2012).• Create miniature committees consisting of members

from the board of trustees, in order to boost the effectiveness of the departments and programs in the Foundation.

• Revise and develop JRF’s internal policies and procedures.

• Re-consider JRF’s organizational structure.• Identify strategic objectives.• Strengthening the linkages between the Foundation

strategy and the outputs and messaging of the fundraising, media and communications, and program development.

• Conduct an assessment study for the handicraft projects and discuss ways of developing them.

• Work intensively on enhancing the internal work environment by fostering positive values and ethics in JRFs’ employees.

• Conduct an impact evaluation study by the end of 2012, to measure the impact of JRF projects and intervention on targeted beneficiaries.

With the growth of the Foundation, and the evolvement of development in the country, we have widened our approach to include sustainable community investments. By integrating and serving community development needs, the Foundation is now recognized nationally, regionally and internationally as an agent for positive change. Locally, we have a reputation of being a leading Jordanian institution that contributes to the social and economic well-being of citizens, resulting in our activities becoming models for excellence. More importantly, the Foundation's beneficiaries have proven to be a testament to the success of our programs, and are often acknowledged as "success stories".

After 17 years of work, the Foundation has accumulated the needed expertise and knowledge on all institutional and programmatic levels. Thus it has become a necessity to review technical, and administrative aspects and the achievements done on the ground, and to document the lessons learnt in order to use it as a baseline to further develop the strategy.

The aim is to address national development priorities developmental issues relevant to national agendas and strategies that address poverty alleviation efforts and how they influence rates of poverty, deprivation and the quality of life. Strategic priorities have been identified for the upcoming years under the economic, social and political changes which were developed as a result of the Arab Spring.

JRF Challenges

The challenges faced at JRF can be summarized as follows:

• Limited financing and funding opportunities.• Poor understanding, by some partners, of JRF’s

working methodology.• High expectations from targeted local communities.• Social, economic and political changes such as, Arab

spring, raising subsidies on fuel prices, and inflation.

C.

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Forward looking

After much inward review and assessment, we found that at the heart of everything is the local community.

Local community is a priority to all of JRF’s programs.

JRF aims to empower communities, especially the more vulnerable, to participate in creating their own economic opportunities and improving the quality of their lives through the creative reorganization of the natural, human and economic resources at local levels.

To further help in the delivery of the Foundations primary objective, in 2013 and 2014, a strategy was developed and adopted which guides the process moving forward with JRFs’ sustainability work towards 2017.

The strategy presents three main priorities:

The Foundations priorities stem from its core target audience: children, youth and local communities. In addition to the core target groups, a special emphasis will be made on the integration and inclusion of women particularly in insuring their participation in programs.

JRF projects follow a format that has over time proved to be a successful formula for effective community engagement and for the identification of appropriate projects that enhance economic, social, and environmental conditions.

This format is based on three principles:• Ensuring genuine community participation, encouraging all members to participate in the planning, design and

implementation levels. • Long-term sustainability of projects and activities, enhancing a sense of local ownership, responsibility and

accountability.• Economic feasibility and ability to create local jobs and revenue or returns of investment for co-operatives and their

members.

In all projects, traditional and private sector leaders, community-based organization members, and local government officials are involved in identifying challenges and priorities facing their community and are provided with a platform that allows them to explore ways to resolve them. Project design, ownership mechanisms, legalization and community contributions all involve broad community participation.

D.

Provide a safe environment for chi ldren.

Empower youth economical lyand social ly.

Empower local communit iesand enhance their qual ity of l i fe.

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Figure 2: JRF’s Program Delivery

Based on our experience, we have set a roadmap to achieve our priorities. Our roadmap consists of four focus areas: awareness; capacity building; direct services; and policy reform. The four focus areas are inextricably linked. Each depends and builds on the others to support a better livelihood for our beneficiaries.

Our strategy targets a larger number of beneficiaries from the local communities within new working areas while in parallel building upon previous achievements, in order to increase the number of beneficiaries. In other words, the strategy will help extend the range of services provided by JRF through a number of effective local entities and/ or community centers in the Governorates as partners.

Promoting awareness of issues relating to respective chal lenges or issues. Awareness also helps understand the community needs and priorit ies.

Capacity bui lding of the community helps us address these needs more specif ical ly.

In this step we mobil ize the needed funds, networks and other resources to achieve desired community results.

Environment and Policy are often key to overal l development.

Awareness

Capacity

Building

Direct

Services

Enviroment

& Policy

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Awareness is a key step towards behavioral change and is an essential tool in preventing major social problems. Our awareness campaigns are targeted to reach children, youth and the community.

There is a stronger emphasis on awareness in child protection, creating child friendly safe spaces, and promoting healthy families to protect children and enhance their welfare.

The Foundation also provides programs that increase youth awareness on their role and participation in their communities and society at large that results in making them more active players in the growth and development process.

JRF emphasizes on the importance of two-way communication with all its stakeholders. This reinforces a sense of ownership amongst local communities and avoids miscommunication at the local level. JRF aims to attract local communities to participate in specialized awareness sessions through which needs and priorities of communities are identified across the country, to find common grounds between various sectors hence addressing constraints facing Jordan.

Some programs are also catered towards addressing environmental awareness issues. Given Jordan’s limited natural resources, it is important to raise awareness on how to preserve our limited resources.

Awareness

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YouthOutcomeIncreased knowledge and awareness required in the conptemporary community issues of good citizenship and community participation.

Output• Young people participating in the protection and

development of thier communities.• Young people participating in awareness seasons on good

citizenship.• Young people participating in awareness seasons relating

to various community issues (Reproductive health, environment, energy, child abuse..).

• Operatives with the youth and attendants to local bodies have the awareness and participate in the support of youth programs implemented in their working regions.

ChildrenOutcome• Increased knowledge and awareness

needed in contemporary community issues, good citizenship concepts, and community partnership.

• Increased knowledge in the concepts of child protection his development and growth among the target community groups (Children, youth, famlies, professionals and women).

Output• Children participating in awareness sessions about good

citizenship.• Children accessed through different awareness programs

across the Kingdom.• Women accessed through different awareness programs

across the Kingdom.• Families accessed through different awareness

programs across the Kingdom.• Community members accessed through different

awareness programs across the Kingdom.

CommunityOutcome• Improve knowledge and awareness

needes in the contemporary community issues, the concepts of good citizenship and community participation.

• Marginalized women youth and groups participate in decision making relating to their economic and social entity

Output• Members of the local community possess the needed

awareness and knowledge in different community issues (Energy, water, environment, parental abilities).

• Members of the local community participate indecision making and planning to develop their communities.

• Youth & Women participating in decision making & planning to develop themselves and their communities.

• Marginalized groups participating in decision making and planning to develop themselves and their communities.

Figure 3: Awareness Outcomes and Outputs

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JRF continues to play an essential role, not only as a catalyst for social change, but also as a facilitator. Capacity building is central to the Foundation.

JRF seeks to build the capacity of local civil society organizations. The capacity building and knowledge sharing programs are aimed to assist local civil societies in receiving the training they need to strengthen their impact in society.

JRF main responsibilities are:• Expand capacity building, community mobilization and consultation service both

at the regional and national levels.• Institutionalize JRF’s training activities.

Capacity Building

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Figure 4: Capacity Building Outcomes and Outputs

YouthOutcome• Increased knowledge and awareness

required in the conptemporary community issues of good citizenship and community participation.

• Young people who are able to employ their aquired skills to improve their economic and social status.

• College students and professtionals in fields relevant to social and developmental work have the skills and tools needed.

Output• Young people participating in training cources that rehabilitate

them enter the labor market.• Young people who have been networked with accessible

training opportunities.• College students and professtionals in fields relevant to

social work participate in skills boosting programs, and have necessary tools for the success of their developmental work.

• Target universities apply the practical portion of community service source in favor of the youth.

• Youth whose proficiency was raised in the feild of child protection against abuse.

ChildrenOutcome• Improvment of conducts and attitudes

towards children among the target community groups.

Output• Professtionals (MOSD, MOH, MOE, FPD) have participated in

training in the feild of child protection against abuse.• Support the creation of a safe school environment through

raising.

CommunityOutcome• Local bodies are institutionalized and

sustainable applying the standards of good governance.

• Professionals possess the skills needed for planning, implementing and providing better developmental services

• Local community members are able to employ the acquired skills to enhance their economic and social status

Output• CBOs have internal procedure manual organizes their work.• CBOs are benefitting from training programs and counseling

services.• CBOs are able to identify priorities of the target groups in

their areas and, design programs.• CBOs are able to put into effect and mange sustainable

developmental programs and services.• CBOs are able to optimally invest accessible local

resources.• Professionals participate in capacity-building activities

and training that would qualify them to provide better developmental services.

• Members of local community have participated in training qualify them to enter labor market and, administer their economic and social enterprises.

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JRF promotes citizens participation particularly in addressing critical needs in their communities in order to revitalize communities economically and socially.

Implemented social and economic projects aim at creating job opportunities, generating revenues for members of cooperatives, and reducing the general transportation costs hence making surrounding communities more accessible.

The Foundation works closely with local partners to create economic and social opportunities for youth and communities at large by optimally exploiting domestic and natural resources.

JRF seeks to create job opportunities, both permanent and temporary through the projects carried out in partnership with local bodies; while also creating accessible opportunities for youth and community members to start small entrepreneurial businesses through lending portfolios, business and social entrepreneurship.

The direct services provided for children are equivalent to child intervention services, A direct focus is made on the well-being of children, the support of families to acquire healthy lifestyles, and ensuring children grow up in a safe and nurturing environment.

Direct Services

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Figure 5: Direct Services Outcomes and Outputs

YouthOutcome• Economic and social opportunities,

domestic and natural resources optimally exploited by working with local partners/youth bodies to implement activities within a limited investment and time period.

• Friendly service for the youth provided directly from community centers for Jordan River Foundation and, active local/youth bodies carrying the Foundation’s mission (a long-term agreement is signed to provide social, and economic quality services.

Output• Opportunities accessible for youth in order to start small

entrepreneurial enterprises through (lending portfolio, business entrepreneurship, social entrepreneurship).

• Infrastructure projects support the enhancement of individuals’ economic status.

• Job opportunities available to young people.• Opportunities and volunteer tasks for young people

through youth CBOs.• Community center for Jordan River Foundation pro vides

direct services to the Kingdom’s North (once financing is available during the strategy implementa tion period).

• CBOs made active provide the holistic services of Jordan River Foundation pertaining to youth group at their workplace.

ChildrenOutcomeEconomic opportunities and social quality services provided directly by the Foundation’s community centers and, local/youth bodies partners in achieving the Foundation’s vision (a long-term agreement is signed to provide social and economic quality services) Increased knowledge in the concepts of child protection, his development and growth among the target community groups (children, youth, families, professionals and women).

Output• Local community centers, for JRF, effective in providing the

services of empowerment, awareness and intervention.• CBOs partners of Jordan River Foundation, effective in

providing empowerment, awareness and intervention services in their working areas.

CommunityOutcome• Economic and social opportunities

and, indepen dent local and natural resources typically utilized thru work with local partners to implement devel opmental programs and enterprises within a definite financing and a limited time period.

• Marginalized women, youth and groups participate in decision making relating to their economic and social entity.

Output• Implement economic projects in local communities.• Provide job opportunities (permanent and temporary) thru

projects carried out in partnership with CBOs.• Support CBOs thru increased membership by the members

of local community.• Provide lending portfolio thru CBOs.• Set up infrastructure projects in support of the en

hancement of social and, economic status (quality of life) for the members of local communities.

• Short/long-term partnerships made with the private sector and, governmental sector and managed by the Foundation (we build villages…).

• A community center for JRF to be established in the Kingdom’s North in case financing is made available during the implementation period of strategy, to pro vide direct holistic services and, manage the Foun dation’s enterprises in that part.

• Activated CBOs provide the holistic services of Jordan River Foundation in their area of work.

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As part of the Foundation’s mandate, JRF works on assessing policies and regulations for a better environment. Also, the Foundation invests some of its efforts in enhancing environmental sustainability, projects and workshops that address the most critical issues facing rural local communities in terms of the regulatory framework to provide increased institutional support and address the importance of environmental stewardship for environmental conservation.

It is JRF’s opinion, supported by an understanding of local community needs as communicated by local communities, the regulatory and policy environment is a challenge in certain aspects and JRF aims through this focus area to lobby for change in the regulatory field to enable more development through and with the local communities.

The legal frameworks and strategies applied by JRF in policy reforms that address the supportive of developmental issues are:• Ensuring there are professionals that have the capacity to lobby towards enhancing the legal frameworks,

raising awareness of relevant developmental issues.• Participation in mobilization and advocacy to enhance the legislative environment.

Some of the successes that JRF has had are reflected through a number of statutes that JRF has contributed to their production or amendment and its effective participation in placing of strategies at the national level and partaking in meetings for the protection of the national system.

During the term of this report, JRF through its child protection program undertook an initiative to identify alternative ways of dealing with children. The initiative took place in Al Nasr area. As an outcome of this initiative, JRF prepared a guide for parents on how to deal with children using alternative methods to physical abuse. The objective was to shed light on the negative consequences of physical abuse and to provide parents alternative means to deal with their children and address their children’s behavior. The guide also explains the different stages children go through and characterises each stage providing parents with a positive approach on and how to best handle children in each phase of their growth and development. The guide also provides guidance on how to build positive relationships with children based on love and respect.

Furthermore, JRF played a role in national level strategies such as strategy to address poverty with the Ministry of Social Development, the national agenda with the Ministry of Planning and the democratic empowerment of young people with King Abdullah Fund for Development.

Policy Reforms

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YouthOutcome• Institutional frameworks and strategies

implemented for and, supportive of youth issues.

• Bolster participation by the private sector and, media men involved in the development of a supportive environment in order to empower youth economically and socially.

Output• Draw up procedural manual inside the Foundation to work

along with the youth including the devel opment of the models and practices implemented to back youth employment.

• Participation of the Foundation in placing strategies at the national level.

• Fellowship programs, implemented in conjunction with the private sector.

• Implement initiatives consecrated to youth, applied in conjunction with the private sector.

• Youth meetings carried out with media men.

ChildrenOutcome• Increased knowledge and awareness

needed in contemporary community issues, good citizenship concepts, and community partnership.

• Increased knowledge in the concepts of child protection his development and growth among the target community groups (Children, youth, famlies, professionals and women).

Output• Professionals have the capacity to lobby in the direction of

enhancing the supportive legal frameworks and, raising awareness of relevant developmental issues.

• Participation in mobilization and advocacy to enhance the legislative environment.

• A number of statutes that the Foundation has contributed to their production or amendment.

• Participation of the Foundation in placing of strategies at the national level.

• Partaking in meetings - the national system of protection.• Worked out initiatives in partnership with the private

sector.

CommunityOutcome• Improve knowledge and awareness

needes in the contemporary community issues, the concepts of good citizenship and community participation.

• Marginalized women youth and groups participate in decision making relating to their economic and social entity

Output• Professionals participate in raising the awareness and lobbying

in the direction of enhancing legal frameworks for the relevant developmental issues.

• Local committees formed at the level of local communities lobby in the direction of providing the priorities of their areas (completed projects / interventions and, budgets of the governmental departments built on priorities of areas).

• Share in mobilization and advocacy initiatives in order to improve the legislative environment.

• A number of enactments that the Foundation has intervened in placing or amending them.

• Participation of the Foundation in developingstrategies at the national level.

• Community leaders are participants in the support of initiatives implementation and they have the capacity to lobby in the direction of enhanced legal frameworks.

• Strategic partnerships with the private sector managed by the Foundation.

Figure 6: Policy Reforms Outcomes and Outputs

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JRF’s programs, TCD has rightfully attained a pioneering position in the design and delivery of training and consultancy that are built on actual needs, and that have proven their effectiveness. In addition, TCD is building on JRF’s vast expertise and unmatched know-how based on long-term involvement in building the capacity of communities in Jordan in several areas of specialty, hence benefiting individuals and organizations.

Some of the training areas the TCD has invested in are:• Situation Management.• Psychological social impact.• Creating of safe spaces.• Management of lending portfolios.• Surveying local communities.• Increasing social engagement.• Empowering women economically.• Youths and the importance of their social role.• Handicrafts.

The main objectives of the TCD are:• Provide distinguished training and consulting services. • Expand and spread TCD services locally & internationally. • Spread awareness and guidance for children, women and families. • Activate local and international strategic partnerships through appropriate regulatory frameworks.

12

48

27

20122011

12

41

25

2010

12

49

31

12

49

31

125132

2013 2014

Geographical Outreach:

Total Number of Governorates

Total Number of Districts

Total Number of Sub-Districts

Key Change in 2014

In order to build on JRF successes as a local and regional service provider in consulting and training services, Jan 1st 2014 marked the beginning of a new entity in JRF whereby this independent unit will institutionalize the capacity building, the awareness raising and consultancy services into the Training and Consultancy Services Division (TCD).

Under its new strategic direction, TCD aspires to be amongst the region’s top training and consulting bodies, recognized at the national and regional levels for its contribution to the sustainable development of organizations and individuals. Its’ mission commits to providing a broad range of high quality and state-of-the-art consultancy and training services that address the social and economic needs of individuals, businesses, institutions, and the community as a whole, and is built on international best practices.

As part of its vision and mission, TCD aims at providing distinguished trainings and consulting services; expanding and spreading TCD’s activities and services locally and internationally; spreading awareness and guidance for children, women and families; motivating and developing communities; in addition to other objectives.

TCD’s key responsibilities are training and consultancy programs that are built on extensive and practical experiences on the ground. Being strongly based on

E.

JRF Outreach

JRF is present approximately in all the Kingdom’s Governorates (north, middle, and south). As such, the Foundation was present most prominently in the south, where it carried out a number of developmental programs that targeted a number of districts and sub-districts in the Governorates of Aqaba and Maan, in addition to its recent Comprehensive Developmental

Initiatives in the Governorates of Tafilah and Karak, which are considered two of the governorates in Jordan that are most in need for comprehensive interventions.. Through the ability to implement programs on a larger geographic level, it was demonstrated that the Foundation motivated local counterparts in participating actively in the whole developmental process.

F.

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Queen Rania Community Empowerment Centre (QRCEC)

In 2011, JRF inaugurated the Queen Rania Al Abdullah Community Empowerment Center (QRCEC) located in the Old Town of Aqaba; an impoverished area in Aqaba. QRCCE is a community center that provides integrated and holistic services to reduce poverty and unemployment while also combating child abuse by strengthening the family unit in partnership with the local community and various stakeholders.

QRCEC adopts an ecological model of comprehensive and integrated services to incorporate the cultural context, community, family and the individual (parent/ child) in the “process of change” and

secures economic opportunities and child safety. A multifaceted and comprehensive approach is used to address both unemployment and poverty in addition to the multiple risk factors associated with child rights, while identifying protective factors that enhance family functioning. The Center demonstrates multiple models to local community members to improve their economic livelihoods, and also provides a space to families and children for healthy interaction that meet the needs of a multicultural diverse population while also facilitating hands-on trainings for different professionals (e.g. teachers, counselors and nurses).

QRCEC Pillars

List of StakeholdersThrough its’ large number of stakeholders, the Foundation constantly seeks to engage them as often as possible to ensure the alignment of its programs with their needs, hence directly tackling their challenges and concerns. Stakeholders can be divided into different platforms as follows:

1. Stakeholders that help JRF define and deliver on core projects.

2. Stakeholders that are JRF primary and indirect beneficiaries.

3. Stakeholders that directly and indirectly impact JRF performance.

Stakeholder Engagement

From experience, the Foundation identifies that working closely with its stakeholders facilitates the success and sustainability of its programs. Accordingly, in partnership with its stakeholders, the Foundation initiates and supports, sustainable social, economic and cultural programs that empower communities and individuals based on their needs and priorities. Therefore the Foundation has a systematic and effective process in place to ensure a two-way engagement with key stakeholder groups, to learn about their immediate priorities and concerns, and to co-develop all projects and initiatives to respond to these priorities through community mobilization techniques.

G.

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MaterialityBased on the on-going engagements with stakeholders, and the GRI G4 guidelines, this report was built around the materiality aspects identified by stakeholders.

Figure 7: JRF’s Stakeholders

Stakeholders that help JRF define and deliver on core projects1 Stakeholders that are

primary and indirect beneficiaries2 Stakeholders that directly

and indirectly impact JRF performance3

Communities Children Government

CBO’s Women / Families Donors

Professionals Youth Employees

Volunteers Future Generations Environment

Ways of EngagementEach stakeholder requires a specific format of engagement to ensure maximum impact. The Foundation engages with them through one-on-one meetings, focus groups, help line, training, phone calls and media.

JRF ascertained its materiality based on impact and where impact was important for growth and sustainability. The key material aspects covered in this report are:

Social:

Labor Practices and Decent Work:• Employment.• Labor / Management Relations.• Occupational Health and Safety (low material aspect).• Training and Education.• Diversity and Equal Opportunity.• Equal remuneration for Women and Men.• Labor practices Grievance Mechanisms.

Human Rights:• Non-discrimination.

Society:• Local communities.• Anti-corruption.• Compliance.• Grievance mechanisms for impacts on society.

Economic: Environmental:

• Economic Performance.• Market Presence.• Resource Allocation (Specific to NGO Sector).• Ethical Fundraising (Specific to NGO Sector).

• Energy.• Water.• Compliance.• Transport.

Product Responsibility:• Compliance. • Affected shareholder engagement (Specific to NGO Sector). • Feedback, complaints and action (Specific to NGO Sector). • Monitoring, evaluation and learning (Specific to NGO Sector). • Gender and diversity (Specific to NGO Sector). • Public awareness and advocacy (Specific to NGO Sector).

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Summary Performance

Though targets seem ambitious, the aim is to raise the bar in order to benefit a larger constituency of people through the diverse programs.

2017 Targets

As a non-profit organization, JRF continues to make improvements in the lives and livelihoods of its beneficiaries. In this section, the impact related to certain projects and programs is demonstrated, hence enabling the Foundation to explicitly assess these programs. Even though an impact assessment

methodology is not applied, the numbers are still compared to the set objectives which give an indication of the progress made and the sustainable changes that were introduced by a given program in the lives of beneficiaries.

Impact on Beneficiaries4

4,194

9,687

4,563

20122011

8,237

3,250

8,084

13,601

5,545

6,179

27,405

7,176

40,686

53,43725,65859,512

2013 2014 Total

Youth

Community

Children

71,052Community

Children

85,953

22,547Youth

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Youth

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Total Youth Benefecieries Impact in 2011 - 2014

Achievements

Awareness Capacity Building Direct Services

2014

2013

2012

2011 7,024

1,357

3,652

6,254

2,028

1,576

1,629

828

635

317

264

94

18,287

6,061

1,310

Awareness Capacity Building Direct Services

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Through various programs that target young people, JRF managed to impact the lives of 19,739 young Jordanians from the age 18 – 24, by promoting positive youth development and engaging young people in meaningful activities that enhance their skills and capacities.

Through these programs, youth were provided with learning and training platforms so that they can get familiar with their inherent potential, subsequently enabling them to support other young people in reaching their potential.

After reaching a peak in 2011, the number of youth beneficiaries that were impacted by the awareness

programs has declined in 2012 but increased in 2013 and 2014. However one considers the larger framework, it can be noticed that despite this decline, the awareness programs have been able to impact the largest number of beneficiaries over the past years reaching 25,658 youth beneficiaries in total.

The decline in 2012 was mainly due to programs being concluding during that period and restructuring the programs into the new strategic format. Also, this number normally increases at the beginning of programs due to the importance of raising awareness and creating buy-in and declines as the programs progresses and the beneficiaries move onto towards the capacity building and direct services component.

0

16

20122011

0

43

173

49

347

32

34749

2013 2014 Total

Number of entities supporting youth

Number of youth workers (professionals)

In addition to the above youths that are impacted, individuals involved with the development of youth were also involved. Below are JRF’s achievement and outreach in that respect.

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Youth Career

Initiative (2007-

On going)

126 Youth 13 of which were females successfully graduated from the training with improved economic prospects to actively participate in the Jordanian workforce.

65 Youth 3 of whom were females, were successfully employed in the hotel industry and tourism sector.

65 Families benefited from the supplement and receive regular income from their now employed son / daughter.

10 YCI graduates returned to the educational system.

Role Models graduates have become role models for their peers; whether amongst their families, peer groups or communities who may also be potential candidates for YCI.

Hotels increased the percentage of Jordanian qualified staff indicating a general acceptance of local participation in the tourism industry in Jordan.

Positive cultural change reflected in the increase of youth applications received on a yearly basis.

Unemployment is one of the major national

challenges; however, it is more of a challenge for

vulnerable youth who were not able to complete their high school

education. Where does this young population gain access to opportunities,

skills, resources and knowledge? How can we effectively reach them? This young

population is vulnerable to almost everything, and to some extent has lost faith in the system as

a whole. JRF explored different ways of reaching out to these young people. One of the opportunities JRF

explored is building the skills of youth to encourage them to join the tourism sector since there are opportunities for these

youth to get employment.

As a result and in partnership with the International Business Leaders in the UK and well renowned hotels in Amman, YCI was designed to

empower disadvantaged, vulnerable young people by equipping them with relevant life and work skills and expose them to a successful business

environment that enables them to make informed career choices and become employable. The program’s strategy focuses on (i) raising awareness on employment

opportunities within the hotel industry amongst youth, (ii) encouraging youth and their parents to consider working in hotels and (iii) empowering youth by providing them with

the necessary life and employability skills.

YCI offered participants a unique employment opportunity, exposure through professional education, and work experience. The program equipped youth with industry-specific skills in

addition to basic life skills in communication, teamwork, critical thinking, problem solving, information management, personal management, and life-long learning. These skills are not taught at the school

level, yet they are necessary to facilitate the entry of youth into a challenging labor market. As a result, young people in the program were able to enhance their potential, gain self-esteem and develop the ability to make

better decisions concerning their future and increase their opportunity in getting better jobs.

We regularly contact the former YCI graduates, in order to follow up on their progress, identifying any challenges and suggesting solutions if need be. Additionally, JRF keeps record of the positions the graduates of YCI attained which allows

us to monitor, evaluate and develop the program further based on lessons learnt. The program has proven to be an enabling employability tool, for the past 6 years, around 65% were employed in hotels and other business-related industries while 10%

went back to resume their education after realizing its’ importance.

During 2011 - 2014 the program achieved the following Results:

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Youth Leadership Program (2009, 2012, 2013)

JRF managed a Youth Leadership Program. The goal of the program was to build and enhance leadership skills through comprehensive and complementary theoretical and practical exercises, focusing on the skills needed to plan and execute community projects, particularly through the Youth Summer Volunteer Program (YSVP).

Brief:• The target group engaged: youth, community.• Implementation location: Amman.• No. of Beneficiaries: 928.• Achievements:

Youth from different public and private universities participate in a five day training program that focuses on an array of topics such as: team building, setting goals, self-awareness, team work, communication skills, problem solving, motivation, decision making, self-development, time management, stress management, leadership qualities and citizenship.

Activities that youth leaders participate in upon completion of the Leadership Program support projects (Youth Summer Volunteer Program, Youth Leaders Preventing Violence Program, Raising Awareness on Violence against Women and Children through Theatrical Play; and Youth Empowerment Program) in addition to volunteering throughout the year at the Queen Rania Family and Child Center and Dar Al Aman.

Impact

Result 928 participants (youth leaders and volunteers) through capacity building.22 community based

projects were led by youth leaders.

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Youth Interventions under the Community

Empowerment Program for Poverty Pockets Areas

“Phase III” (2011-2013).

The aim of this program is to activate the role of underserved youth as key players towards positive and

sustainable change in their communities.1

The role of youth engagement in poverty alleviation is crucial, it means opening opportunities for youth, providing them with the

space to voice and feel a sense of ownership, it also builds their skills; and can lead to wealth creation in the long run.

Poverty is an issue that our youth are coming face to face with more today than ever before.

In particular as a result of the Arab Spring and the economic crisis, it has become even more difficult for this group of youth to think of accessing opportunities.

As a result, youth living in poverty, face multitude of problems and in most cases do not know how to articulate their needs or deal with the emerging challenges.

The uniqueness of this project is that it does not adopt a cookie cutter approach; it identifies the needs of each respective geographical area and explores solutions collectively with the youth.

1 Youth leaders age: 18 - 25 years

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Key Achievements and Outcomes.

• 17 youth committees were formed where each committee has 8-10 youth members representing all villages in each pocket.

• 1,317 youth out of which 698 are females; participated in 71 Youth Strategic Planning and awareness sessions.

• 3,043 youth out of which 398 are females participated in 52 voluntary initiatives in the 12 pockets; some of which included maintenance work for mosques, planting trees, cleaning cemeteries and painting pavements.

• 967 youth out of which 566 were females took. partin 96 “how to start your business” training sessions, and 594 youth of which 520 were females were involved in 36 vocational training sessions including sewing, beauty care, data entry and car and air conditioning maintenance.

• 495 youth benefited from revolving loans to start/ develop small businesses out of which 269 were females.

• 2 training sessions on “developing youth and their engagement in community” were held targeting youth workers in all areas. 79 youth workers participated in the training out of which 36 were females.

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Abdallah Al-HijjawiYouth Career Initiative - Aqaba

Future Aspirations

Ambitious 18-year-old young man who faced challenges during his time at secondary school

that prevented him from completing his last year successfully; but he never gave up on the pursuit of

success and self-satisfaction. “I strongly want to serve my community, and be a very productive person”. “I love to see

myself in this place” he says.

Participated in all the Hospitality Industry technical trainings within the Youth Career Initiative Program implemented by the Jordan River

Foundation, in 2013-2014 7th cycle. Abdallah was highly committed and capable of seizing opportunities with his unique personality. He immediately

considered the field of hospitality as a gateway to becoming a highly skilled chef; especially since he possessed this hidden talent and passion. Abdallah was one of the

few youth selected by the Kempinski Hotel-Aqaba as an Intern for seven months.

He worked for four months in the Food and Beverage department and three months in the Kitchen, He gained experience in cooking and developed his communication skills. Many thank you letters

were received by the Hotel regarding his excellent performance. His qualifications led him to full time employment at the Fine Dining Restaurant at the Kempenski Hotel. Abdallah describes himself: “Today

I’m a Successful Person who is able to draw my life’s path and set my goals. I am still highly motivated to provide more, besides; I am seeking to complete my studies at the Royal Academy of Culinary Arts, and move

around different countries to gain new skills. Tomorrow, I’ll be a Man that will own one of the most famous restaurants in Jordan”.

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Children

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2011

Awareness

Capacity building

Intervention

Parents

2,935

0

0

Families

4,041

4,041

0

Women

0

0

140

Professionals

44

4,174

0

2012

Awareness

Capacity building

Intervention

Parents

4,644

0

0

Families

0

1,761

0

Women

0

0

161

Professionals

0

565

0

2013

Awareness

Capacity building

Intervention

Parents

69,782

0

0

Families

708

1,482

229

Women

0

229

308

Professionals

0

874

0

2014Awareness

Capacity building

Intervention

Parents

0

0

0

Families

838

929

169

Women

799

0

106

Professionals

0

16

0

When working with children, it is impossible to succeed and thrive creating long term impact, if their parents, families and other professionals are not involved.

Accordingly, below is a break down of JRF’s success in creating a more suitable environment for children to thrive.

* Only children are counted here“ for the rest, children and associated persons are included to ensure sustainable impact.”** This number includes both awareness and capacity building programs for 2012.

Achievements

Awareness Capacity Building Direct Services

0 5000 10000 15000 20000

2,686*1,266

242

7,994**

18,299

8,224

7,994**

5,026

8,524

582

243

351

2014

2013

2012

2011

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In 2013, JRF was able to reach children and impact their livelihoods mostly through awareness and capacity building programs. Silence is a grave challenge when it comes to child abuse and so through awareness the silence can be broken to prevent neglect and abuse as well as protect children.

The key awareness campaign that took place was a social marketing campaign entitled “End the use of corporal punishment of Children inside the homes of Al Naser area” over a period of 12 months. The project aimed at addressing the use of corporal punishment by parents, in Al Naser area (where JRFs Queen Rania Family and Child Center is located).

The target audience consisted of parents (mothers and fathers) of children less than 18 years of age in Al Naser area.

Dar Al Aman / DAA (2000 – On Going)Dar Al Aman is a temporary therapeutic center for child victims due to maltreatment. The center offers comprehensive and integrated intervention and rehabilitation services for abused children including: protection, care, edutainment, academic, medical, and psychosocial services.

Once a case of child abuse has been detected, investigated, and referred to Dar Al Aman, the psychological team at Dar Al Aman would devise a rehabilitation plan for each child depending on his/her situation. The treatment plan provides accurate and compassionate diagnostic, assessment, and treatment services and seeks to coordinate the efforts of various staff such as caregivers and teachers working together on behalf of the abused child. The plan includes mental health, nutritional health, medical treatment, education and behaviour modification.

Play, storytelling, and art therapy are all forms of psychological interventions employed with children. Multiple resources and educational games are used to facilitate therapeutic interactions with children. Play therapy and creative arts have been proven to be highly effective in dealing with children’s behavioural and psychological problems.

Active play is an essential part of therapy at Dar Al Aman in order to build healthy minds and bodies that can greatly contribute to the healing process for victims of child abuse. Hence, the well-equipped playground at Dar Al Aman facilitates the employment of team-building activities such as group sports to develop the social interactive skills among the children and enhance their sense of achievement, Over the reporting period, 101 children were protected and received psychosocial counseling at Dar Al Aman.

Sustainability concerns: Dar Al Aman is the only center of its kind in Jordan, although the cost of sustaining Dar Al Aman is a challenge, there are no other alternatives for the children who are abused to go to. The rehabilitation of these children is of extreme importance in order to adequately address child safety and child protection.

JRF made great efforts and progress in building the skills and capacity of Ministry of Social Development staff and in particular the case managers; equipping them with the needed psychosocial and counseling skills. However, the referral system at the national level needs to be strengthened and the conviction of the importance of child protection and child abused needs to be institutionalized in order to ensure the rehabilitation of these children. Thus, JRF continues to seek funds in order to ensure the full operation of Dar Al Aman for the safety of children.

JRF’s key achievements under this pillar are many but two key achievements are detailed below. For more information about other achievements, please review the annex that is available on our website at:www.jordanriver.jo

The objectives of the campaign were:

Knowledge Objective• The target audience should know of the presence of

positive alternatives to corporal punishment and what these alternatives are.

• The target audience should know the negative consequences of using corporal punishment on their

children.

Belief Objective• The target audience should believe that using

corporal punishment in all its forms has negative consequences on the child and the child parent

relationship.

Behavioral Change Objectives• Short term objective: seeking help and consultation on parenting and

ways of positive discipline through the help line or through visiting QRFCC.

• Long term objective: Reducing the use of

corporal punishment by parents by

providing positive alternative to

corporal punishment.

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Safe Schools (2011, 2012, 2013).

The Safe Schools is the first of its kind project that deals with problems of violence and bullying in

schools. It was established by JRF in partnership with the Ministry of Education in response to an increasing number

of calls received from school teachers and children requesting assistance with problems of violence and bullying in the schools.

School teachers and counsellors reported difficulty in dealing effectively with children’s behaviors and problems as well as stressful situations they

face in school, while children were reporting school based violence.

The project thus seeks to address common stressors in the school environment such as bullying and abuse within the school. It aims to promote and build a safe

environment in schools, which adequately responds to children’s needs and upholds their rights, through providing intervention services which put an end to violence in schools as

well as through prevention services which avert the incidence of future occurrences of violence. The project delivers a number of different programs which aim to develop the capacity of teachers,

promote a dialogue between the school and parents, implement awareness raising and training programs for children and parents as well as extracurricular activities and initiatives.

• Target group engaged: children, youth, professionals, local community.• Implementation location: Amman, Zarqa, Ajloun, Madaba, Jerash, Irbid and Balqa’a, Karak, Aqaba, Mafraq.

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Achievements (according to projects implementation location)

In 2011, Safe Schools in cooperation with Madrasati

Initiative was implemented in Eastern Amman, Zarqa, Ajloun,

Madaba, Jerash, Irbid and Balqa’a, where 5,510 bene�ciaries were

reached, out of which: 1,590 were professionals, 2907 were parents and 1013 were children through capacity building trainings and

awareness raising activities.

In 2012-2013, funded by Al Maabar in Aqaba, interactive awareness

raising activities were conducted, which targeted 432 parents, and 571 children and adolescents. 70 youth

and 197 professionals were involved in capacity building activities. In

addition to School initiatives were conducted and supported by

involving children in drawing 3 wall paintings for their schools, and

equipping 3 safe rooms with furniture to be used for conducting

interactive activities for the children.

In 2012-2013, the project was implemented in Mafraq. The main

achievements include: capacity building for a core group of 39 teachers and counselors, who successfully transferred their

knowledge and skills to 198 teachers through training workshops, reached 290 parents using awareness raising lectures with direct supervision from the project, and equipped 7 schools

with furniture and means to implement interactive activities for

children (school initiative).

During 2011-2013, the project was successfully implemented in Karak. It built the capacities of 26 directorate

supervisors, 183 teachers, 8 counselors and 8 school headmasters on subjects

that include: concepts of child protection, interactive learning, skills

for dealing with children, and strategic planning. In addition to spreading

awareness on positive parenting skills and child protection to 931 parents. 9

schools were also equipped with furniture and means to implement

interactive activities for children (school initiative).

Safe schools project implemented the �rst phase of Educated Neighborhood

project in Al Naser area, to support good quality education at schools in the to provide children better employment

opportunities in the future. To realize the targets of this project, the project team implemented Arabic language

and Math placement tests for 474 children in the fourth and third grade to analyze where their standards were. As

a result, 21 teachers participated in capacity building trainings to enhance

their teaching skills.

In 2011-2012, funded by Aqaba Development Company

and ASEZA and Aqaba Development Corporation ADC,

197 teachers and 108 parents participated in capacity

building trainings, in addition to 765 children and 546 parents

participated in awareness raising interactive activities.

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Paths to Safety (2012).

With a goal to: (i) raise awareness amongst women,

men and children in Eastern Amman and Zarqa on topics

related to violence against children and women, (ii) empower vulnerable Iraqi and

Jordanian youth through conducting peer to peer awareness raising activities on concepts of

child protection, and (iii) empower women in the local communities of Zarqa with sufficient knowledge and

skills on protection from domestic violence (violence against women and children).

• Target group engaged: children, women, youth, community.• Implementation location: Amman, Zarqa

Achievements100 Iraqi and Jordanian adolescents participated in peer to peer

awareness raising activities.

250 Iraqi and Jordanian children in Eastern Amman and Zarqa attended the Salhouf Tales Series.

250 Iraqi and Jordanian parents in Eastern Amman and Zarqa attended the Salhouf Tales Series.

500 members of the local community attended the theatrical plays in Eastern Amman and Zarqa.

7 Iraqi and Jordanian women educators residing in Zarqa were given the skills to implement training programs targeting other women in their local communities.

10 Iraqi and Jordanian youth leaders residing in Eastern Amman and Zarqa now possess the skills for implementing training programs targeting other adolescents in their local communities.

98 Iraqi women participated in the Domestic Violence training program residing in Zarqa.

42 vulnerable Jordanian women participated in the Domestic Violence training program residing in Zarqa.

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Raja’a Crafts

Raja’a first entered the Dar Al Aman when she was 12 years old. She was illiterate, she could neither read nor write and did not have the ability to communicate or build relationships with other children or adults. She would cry in any situation. She had tried to commit suicide several times. The specialists at Dar Al Aman developed a comprehensive rehabilitation plan for her road to recovery which included working on psychological, social, academic and health aspects.

It was evident that Raja’a needed that special care as now a year later, she has bloomed into a social, beautiful, and self-confident child that interacts with other children. She proudly mastered crafts in a meticulous manner and can now write and read at third grade level with eagerness to further improve.

Raja’a successfully completed her treatment at Dar Al Aman. However, there are still high risk factors if she moved back with her family and therefore she remains in Dar Al Aman until the best suitable alternative home is found.

Raja’aDar Al Aman

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Local Communities

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Total Beneficiaries / Year

Achievements

Awareness Capacity Building Direct Services

2,797

1,507

938

24,811

5,832

10,043

1,370

3,878

3,371

396

2,699

1,870

2014

2013

2012

2011

4,563 8,084 6,179

40,686

2011 2012 2013 2014

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Over the reporting period, we have reached 59,512 community members in total and were able to strengthen their skills, competencies and abilities in developing societies so local community members can overcome their challenges to improve their quality of life.

One way to work successfully in vulnerable communities is utilizing capacity building programs. Our capacity building approach builds the needed skills and spreads the adequate knowledge in our local communities.

In 2013, we were successful in reaching out to only 6,179 people. This reflects a decline in the rate of people reached and motivated us to research ways to better understand why this happened and identify methods to better reach people in local communities, utilizing new tools that are tailored to meet their needs and interests in order to attract their attention; yet create awareness at the same time. This resulted in a great success helping us reach out to 40,686 people in 2014.

Total Beneficiaries Affected (2011-2014)

Awareness Capacity Building Direct Services

30,053

14,451 15,008

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Local Development Initiative in Al-Karak Governorate (2011 - 2013).

In 2011, JRF started the implementation of Her Majesty Queen Rania Al- Abdulla initiative to work in Al-Karak governorate. This initiative funded by the Ministry of Planning and International Cooperation (MoPIC) aims to activate the developmental process in Al-Karak governorate through implementing several projects derived from the needs of the local communities. The initiative contributes in improving the living standards of the locals and strengthening the role of Community Based Organizations (CBOs) in managing the development of their areas. The implementation of the initiative included: assessment and selection of eligible CBOs based on a set criteria, capacity building of the selected CBOs, proposal solicitation from these CBOs, grant implementation which includes on the job training and grant completion along with regular monitoring and evaluation.

Achievements

• Selection of 30 CBOs out of 101 interested CBOs

based on set criteria.

• Creation of a capacity building plan for the CBOs

with the participation of

60 members.

• Implementation of 24 income-generating projects in cooperation with 22 CBOs

including projects like beauty center, kindergarten, knowledge center and ladies gym. The projects provided

92 job opportunities

out of which 72 are females.

• Endowment of revolving loans portfolios

to 8 CBOs and also the installation of solar systems in the village of “Smakyeh”.

Total number of beneficiaries was 183 out of

which 83 were females.

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Community Empowerment

Program for Poverty Pockets

Areas “Phase III” (2011-2014)

In order to ensure the continuity and complementary of existing national interventions,

the Ministry of Planning and International Cooperation (MoPIC) launched phase III of the poverty

pockets program that aims to address poverty and its consequences on the lives of individuals and communities in

the targeted areas with a focus on poor families.

The program was implemented in 32 areas whereby JRF intervened in twelve of them (Wadi Araba sub-district, Aqaba), (Jafer sub-district,

Husseiniya district, Athroh sub-district, Mreigha sub-district, all in Maan Governorate), (Bseira district-Tafilah), (Ghor al-mazraa sub-district, Karak), (Al-

Areed sub-district,-Madaba), (Al-Azraq sub-district, Zarqa), (Hosha and Blama sub-districts,-Mafraq), (Burma sub-district, Jerash).

JRF completed the preparatory phase of the program and signed the agreement with MoPIC on June 26th 2011 to start with the implementation.

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The preparatory phase included the completion of the following:

• Desk research and 77 visits to the target areas to get more in-depth understanding of the target areas.

• Institutional assessment for 185 CBOs. 64 participatory planning sessions conducted in 71 communities in the 12 target areas with the participation of 1,736 people from the communities, out of which 714 were females.

• 8 steering committees and 16 monitoring committees were formed.

The implementation phase included:• Implementing 60 income-generating projects of

which 11 were commercial kitchens in cooperation with 53 CBOs in the target areas; offering job opportunities for 127 of which 85 were females.

• Establishing 11 Commercial Kitchens in partnership with 11 women CBOs in 10 of the target areas. Workers were being trained on food production.

• Building the capacity of 189 CBOs on different topics like feasibility studies, management and fund raising.

• Building the capacities of 406 professionals of which 155 were females including CBOs members, worker in development units in municipalities and youth workers in order to better serve their communities.

• Creating safe school environments within the target areas. To do so, JRF signed an agreement with the Ministry of Education to support its objective.

We also conducted trainings for approximately 3,566 educational supervisors in order to transfer their knowledge to teachers working in schools in poverty pockets areas. Topics included: “Reproductive Health”, “Towards a better communication with adolescents” and “Socio-economic education program training (Aflaton)”. The mentioned 3,566 teachers conducted awareness sessions for 21,500 students and parents in the target areas.

• Signing the revolving loans portfolio’s agreements with 63 CBOs in all target areas. This was followed by building the capacities of 194 of CBOs loans committees’ members, 97 of which were females 1,882 individuals were able to open/ develop their small businesses of which 668 were females and 495 were youth.

• Completing the implementation of 255 infrastructure and basic services projects in the 12 target areas. Examples of which are: maintenance of mosques, renovating multi-purposes halls, renovating parks, providing buses to CBOs and health directorates and providing health centers with needed equipment.

- Implementing 60 income-generating projects

- 127 job opportunities- 189 CBO’s received capacity building

- 3,566 educational supervisors received trainings

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Towards Local Communities

Contributing in Energy Consumption (2013-2014).

JRF signed an agreement with the Ministry of Energy and Mineral Resources to fund the project

“Towards Future Communities Contributing to Energy Consumption”.

The implementation first started in 2013 until the end of 2014, in partnership with 70 CBOs out of 245 across the country.

The CBOs are in charge of buying solar panels for citizens and receiving monthly installments from them.

Through this project, people can heat water with solar energy instead of using electricity, which will eventually lead to a big drop in power consumption.

The project also included building the capacity of CBOs to run the revolving loans portfolios;

were 12 trainings were conducted in all governorates with

the participation of 73 CBOs,

1,110 participants of which 303 were females.

2,600solar water heaters were

installed until end of 2014.

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focused on capacity building in relation to “managing local organizations”. 492 participants, of whom 422 were women, participated in such trainings from 69 organizations.

This kind of capacity building provided the participants with the basic know how in management which enabled them to implement the objectives of their organizations.

Phase three of the project was for direction and education and is built on the previous two phases. At the completion of the evaluation of the CBO’s and development of their institutional development plan and capacity building in this phase JRF worked with each CBO independently to review and ascertain its institutional needs. This phase included 3-4 visits to each CBO to ensure that each CBO is on track to achieving its objectives. JRF worked with 69 CBO’s.

In 2014, the second phase of the project started in June with the aim of serving a wide population of CBOs introducing them to the fundamentals of sound institutional and program management .

Achievements

210 CBOs trained on the Start-up toolkit.

60 CBOs trained on Strategic Planning.

Institutional Development Assessment conducted for 60 CBOs.

Internal strengthening for change project (2011 - 2014).

JRF in cooperation with the project to enhance and develop local communities implemented by FHI360 which is funded by USAID, implemented a number of programs in relation to evaluating and training and building the capacity of a number of local CBOs. The first phase of the project was institutional assessment of 133 CBO’s that applied to the project and showed a need and readiness to build their administrative capacity and improve the impact of their local projects with the objective of: (1) defining institutional development for non-governmental CBO’s and developing an implementation plan to enhance the CBO’s ability; (2) monitor and evaluate the development of the institution; (3) define roles of the employees of the CBO’s to ensure increased effectiveness; (4) ensuring the commitment of CBO for institutional change; (5) assessing the training needs; (6) preparing a work plan to expand the financial base of the CBO’s. Over 1,100 members from CBO’s (656 of which are women) participated in this first phase.

As an outcome of the evaluation there was an institutional plan for each participating CBO that included the training priorities for such organization. At the conclusion of the evaluation there was several training sessions that were held based on the identified needs of the CBO’s. Several organizations along with JRF participated in providing such training. JRF

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Women’s Empowerment

In remote villages it is not as common for women to work. But the love of work and production, togetherness and cohesion among women of the Mohi village in Karak were the main reasons for breaking the barrier of fear and overcoming the culture of shame and face the intransigence of male domination in the rural community.

Mohi village is considered a remote area. It suffers from lack of health and education services in addition to the aggravation of poverty and unemployment. The village is located on the edge of the desert, south of the Karak plateau and away from the city of Karak. Most of its people depend on sheep breeding and cultivation of some seasonal crops. Mohi suffers from high levels of poverty and unemployment, especially among women and young people.

The lack of economic opportunities and the lack of services, especially services provided to women was the main motivation for a group of women of the village to establish a cooperative society in cooperation with JRF, The “Women’s Association Cooperative of Mohi” through which the search for ways and solutions to push women toward work and productivity took place.Through several workshops and group sessions we

were able to diagnose many problems that required immediate action. The village needed services to make the lives of villagers easier, such as beauty parlors and bookstores that sell school supplies and stationary. Another major problem was women’s inability to market their dairy products that they produce from their famous breeding cattle due to their remoteness. Their products were sold for cheap and less than the market price because some merchants would take advantage of their difficult situations.

As a result, a fully equipped women’s beauty salon opened in the village which allowed women, especially brides, get such services without the hassle of going to other nearby villages. It also created job opportunities for local women to work in the salon. Also, a local bookstore opened which enabled students and their parents easy and quick access to books, supplies and stationary.

The women producing dairy products were connected with a dairy factory that would purchase their products in market price on a regular basis which provided women temporarily employment and contributed to improving their level of income and help their families.

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• Networking the Foundation’s programs with the private sector within the programs of community responsibility.

Financial sustainability is critical to our survival. Our Board and Senior executives evaluate our financial sustainability every 3-5 years based on our targets/ strategy to ensure our growth and impact as an NGO towards our beneficiaries, national impact and national goals. We plan to be able to be there for our beneficiaries in the long term.

Over the past four years, our financial performance has been improving with a minor decline in 2014. The net revenues in 2014 represent a decrease of around 7% over 2013. The revenues decrease was due to mostly concluding one of the main projects implemented by JRF.

Internal Sustainability5

Financial Sustainability

We aim to achieve our sustainable development goals by ensuring financial sustainability for the continuation of our programs through the diversification of our sources and gaining the confidence of our supporters.

We ensure financial sustainability for the Foundation, through:

• Generating unrestricted funding in order to scale up the Foundation’s grants.

• Activating the role of board of trustees in allocating the funding (USA).

• Boosting participation by the board of trustees in Jordan to assist in cementing our relationships with the existing financers and getting access to new financers.

• Seeking out financing to set up a regional community center in the North of Kingdom.

• Developing an integral and standard system in order to rate the financers whether of individuals or private/ public sectors.

• Ensuring communication continuity with non profit organizations and Arab funds with the aim of program expansion and assistance in expanding and developing training and consultancy center.

A.

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JRF receives support from many individuals and organizations for the work it undertakes. Below are details of the cash and in-kind contributions received during the reporting period.

2014

2013

2012

201111,485,161

12,257,007

13,016,87612,064,223

2011

11,485,161 12,257,007 13,016,876 12,064,223

2012 2013 2014Description (JD)

Direct economic value generated:Revenues

12,282,4212,958,3870564,5272,900,048

(797,260)

12,160,0213,033,1030600,1525,700,240 96,986

12,901,0213,205,9450602,6415,902,287

115,855

11,962,8233,131,4650747,1777,672,064

(431,635)

Economic value distributed:Operating costs

Employee wages and benefits

Payments to providers of capital

Payments to government (by country)

Community investments

Economic value retained (calculated as ‘Direct economic value generated’ less ‘Economic value distributed’)

Net Revenue (JD)

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In the above list, we excluded the ministries and international NGO’s that are directly related to the programs.

Name

Fadi Ghandour

Darin Rover

Hani Al Qadi

Ziad Al Rifaie

Ruba Al Shami

Sabih Al Masri

JRF USA

Ahmad Hanandeh

Saed Darwazeh

Ali Kolaghassi

Sabih Al Masri

N/A

Ali Khawam

Eyad Musbah

Micheal Marto

Mahdi Al Saifi

Fadi Ghandour

Salah Edeen Al Bitar

Ahmad Hanandeh

Mathew Lee

Type

Personal

Organization

Organization

Organization

Organization

Organization

Organization

Organization

Organization

Organization

Personal

Organization

Organization

Personal

Organization

Organization

Personal

Personal

Organization

Organization

Company

N/A

Sustainability Excellence Arabia

Four Season Hotel

King Al Hussein Club

Tufenkjian Freres

Arab Bank

JRF USA

Zain Telecommunications Company

Al Hikmeh Pharmacuitical

Saraya Jordan

Arab Supply & Trading Corporation (ASTRA)

Arab Potash Company

Al Riyadh Invest. Companies Group

N/A

The Housing Bank for Trade & Finance

Al Masar Contracting Co. Jordan

N/A

N/A

Zain Telecommunications Company

Commercial Office of the Republic of China (Taiwan)

Year

2011-2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 – 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2011 - 2014

2014

Value (JD)

60,000

22,553

20,000

11,250

9,000

851,738

283,200

250,000

150,000

411,400

400,000

231,500

200,000

150,000

110,000

113,000

100,000

95,000

79,186

70,800

Cash/In-Kind

In-Kind

In-Kind

In-Kind

In-Kind

In-Kind

Cash Agreements

Cash Agreements

Cash Agreements

Cash Agreements

Cash

Cash

Cash

Cash

Cash

Cash

Cash

Cash

Cash

Cash

Cash

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way that also creates economic opportunity and social gain (a good example is our organic farming initiative). In this regard, we have an excellent program model that simultaneously aims to reduce materials input, energy and water consumption, protect biodiversity, and minimize various wastes.

Based on the type and size of our operations, our key environmental impacts are related to water, energy and transportation. Accordingly, senior management monitor our environmental performance and footprint related to water, energy and transportation and address any key changes in the event that there are any peaks.

In our offices we use paper wisely through efficient use of printing and copying. We have cut our paper use by 80% simply by replacing paper files with electronic files going digital when possible, printing duplex (both sides of the paper), and recycling.

Monies were received from the government in the form of funds for projects as follows:

Energy

Energy is a valuable commodity in Jordan. Despite being based in the Middle East, Jordan has no commercial oil production and is reliant on costly imports.

We at JRF always seek to minimize our use of energy. We are aware of the increasing environmental and financial incentives to do so, given the recent rise in energy costs, especially heating fuel, and thus we set a goal to reduce electricity requirements.

At the end of every month, the financial department

reviews our consumption and in the event our consumption is above average, an email circular is sent out to remind everyone of the importance of energy conservation, the negative environmental impact of energy and ways to minimize use of energy. However, through our improved general awareness pertaining to consumption practices in light of the increases in fuel prices, we have dramatically decreased our consumption of heating fuel amongst other energy components. Our heating usage has increased by 19% as a result of harsher weather conditions in 2014.

On the other hand, our electrical consumption has decreased by 12% in 2014 as a result of increased consciousness in the consumption of electricity.

Description/Year

Monies received (JD)

2011 2012 2013 2014

3,634,853 1,280,823 3,730,192 4,601,907

Environmental stewardship

JRF strongly believes that even though we seek to positively impact our local communities in which we operate in, we also have a duty to minimize the negative environmental impact of our operations internally.

At JRF, we have an untiring commitment to environmental responsibility and our efforts cover our entire operations, from the way we operate and the services we provide our beneficiaries to how we engage our employees. In living our fundamental value of stewardship, we work to make the communities we operate in a better place for generations to come.

Environmentally speaking, we have always considered that care and nurturing of the natural environment is an essential element of successful community development and empowerment. A large number of our projects are in fact environmentally oriented – responding to some sort of environmental issue in a

B.

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We are committed to a 5% reduction in water consumption for 2015.

Years

2011

2012

2013

2014

Total Money Spenton Heating (JD)

9,098

15,045

10,544

12,889

Total Heating Quantity Used (Liter/ Diesel)

22,889

36,010

13,936

16,514

Years

2011

2012

2013

2014

Total Money Spent on Electricity Costs (JD)

38,187

78,487

83,782

163,654

Total Quantity Used of Electricity (Kw/ hour)

355,700

507,737

613,260

539,594

Years

2011

2012

2013

2014

Money Spent on Water Usage (JD)

3,966

5,945

4,790

9,412

Water Consumption (m3)

3,692

3,067

4,758

6,251

Water

Water is perhaps the most important resource in the region, and is very scarce in Jordan. Every year marks warning on shortages of supply. Continuous and significant reduction in water consumption is an environmental priority for everyone in the organization. The water we use in all of our locations comes from the Municipality system, which is derived from storage of winter rainwater and surface water resources with some reliance on highland aquifers. None of the water which we use has been previously used, and none of

the water we use is recycled.

Our monthly consumption of water is reviewed regularly by the finance department and senior management to ensure that we remain on target.

Our water consumption has increased since our last Sustainability Report. We seek to reduce our water use in a cost-effective and efficient manner in the coming years.

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Transport

Due to the size and geographical disbursement of our operations sustainable transport continues to be a key focus at JRF. Most of our employees need to transport to rural and far destinations to reach targeted groups. It is important to us that we manage our environmental impact in that aspect and manage our transportation in an efficient and cost-effective manner. This not only decreases overall costs but also decreases emissions.

As part of the above effort, all JRF gas vehicles are now running on unleaded gasoline, as a result of switching of all gas pumps in the Kingdom to un-leaded.

We try to reduce our transport impact through:• Reducing the number of cars used to drive to

meetings by holding meetings in a location where the most number of attendees are located.

• Monitoring drivers and transportation activities.

• Reducing repetitive transportation that is intended for the same purpose.

Also, there is a dedicated employee that is responsible to manage the logistical needs of JRF to ensure that transportation is a coordinated matter to minimize our environmental footprint in that respect. Such person also monitors our transportation expenses and notifies senior management in the event they exceed our expected needs.

Nevertheless, it should be noted that we will be working in the coming three years on establishing a new location and stand-alone building for JRF to include all headquarters and staff. This will help address time, effort and cost issues pertaining to communication and transportation among others.

In 2014, we have increased our vehicle fuel usage by 5% and our gas consumption has decreased by 20%. This increase in vehicle fuel is due to our increased geographic outreach where employees need to drive to remote and far regions in the Kingdom. We seek to further manage our gas and vehicle fuel consumption in the coming years.

Years

2011

2012

2013

2014

Total Money Spent on Vehicle Fuel Costs (JD)

40,468

54,653

71,242

118,332

Total Quantity Used of Vehicle Fuel Liter – Benzene (90 and 95 Octane)

72,893

89,102

103,642

108,966

Years

2011

2012

2013

2014

Total Money Spent on Gas Costs (JD)

686

806

1,813

1,271

Total Quantity Used of Gas - (12KG Gas Cylinder)

105

116

172

138

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Workforce Profile

At JRF, our people define who we are as an organization. Our workforce is staffed with a unique and talented group of individuals who work to address challenging and often sensitive issues. Our staff consists of a highly talented portfolio of people who diligently work to

successfully address and alleviate these challenges. At the end of 2014 we had 268 employees – 177 of which are women. This means that around 67% of our workforce is female, with senior management composed of 75% female.

• Ensure gender diversity, equal opportunity and non- discriminatory environment in the workplace.

• Managing pay-scale to ensure that it commensurate pay to job description and performance.

• Ensure the satisfaction of employees by: - Managing any potential conflicts. - Communicating with management on their behalf. - Maintaining a healthy and safe work environment.• Develop the policies and procedures to fit with the

requirements of work development and staff, to secure justice and equality for the promotion of production at work.

All policies and procedures developed by the Human Resources Department are reviewed and approved by executives at the highest level to ensure effective monitoring and evaluation of employees.

2011

850186

15920

161

2012 2013 20142011 2012 2013 2014

247118

2011

Employees

Full timePart timeContractorsTotal by gender

850186

17720

179

201226524

820183

16520

167

2013250188

880189

17711

179

2014268243

Average number of volunteers every month

Employment

Our people are extraordinary. To say they are the core of our success seems an understatement. The level and combination of dedication, commitment, skills, experience, knowledge, attitude, passion and often courage required to address the difficult and important issues we face, in our cultural context, is immense.

It is of fundamental importance and value to invest in our employees as they are the key to our success.

We at JRF seek to employ committed professionals to develop and produce the work with high level of efficiency.

Our Human Resources department’s aim is to:• Ensure staff high quality performance in order to

realize the Foundation’s objectives drawn up in the strategy.

• Ensure employment development within definite clear mechanisms.

• Seek local employees for all our projects to ensure sustainability.

C.

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In line with our goals in serving our society, we aim at creating more and better job opportunities for different provinces in Jordan to promote social inclusion. Employees hired locally outside Amman fully manage local operations and accordingly are considered senior management in their entirety.

2011

81 41

15443

2012 2013 2014Employees

EmployeesMiddle Management Senior Management

8051

17153

7931

16043

8441

17333

2011

5 4325130

197155151

2012 2013 2014Employment by age group and gender

Age Group18-2526-3536-4546-5556 and above

13528211

127664234

53124203

96467234

33624251

96972254

2011

79250

1332062

2012 2013 20142011 2012 2013 2014Geographical Location

AmmanMadaba AqabaRayan

79250

1502072

75260

1381892

83240

1531862

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Labor/ Management Relations

We at JRF recognize that a respected labor/ management relationship is important in advancing areas of mutual interest with respect to our sustainability initiatives. We maintain open communication channels with our workforce. This allows us to address and resolve issues through practical engagement from both sides. Any issues can be taken directly to our

Grievance Policy

JRF has a clear grievance policy in place and is communicated to all employees. We maintain a procedure for collecting and addressing employee grievances and complaints to guarantee that employees can raise their concerns in complete discretion. Our

CEO or Vice-Chair, be it issues of fairness, integrity, discrimination, program effectiveness, or any other issue.

We organize an annual retreat for all employees to allow for organizational planning, team building, issues discussion, and other pertinent considerations.

grievance policy provides employees with an effective process for resolving any grievances that are directly associated with their employment.

Occupational Health and Safety

JRF strives to provide a safe and healthy workplace even though generally our exposure to safety is low. We

are committed to maintaining a productive workplace through minimizing accident risks, injury and exposure

The table above shows that even though the total number of grievances has increased, our grievance policy is successful and encourages employees to raise their issues and resolve them.

Employees Benefit

Benefits offered to our full time employees include health insurance including insurance against cancer (70% coverage for employees, and 30% coverage for up to 3 family members, any number above three are not supported but receive a special JRF rate), social security contributions, and paid leave for all of the following: 14 calendar days of vacation (21 for managers), 14 days of sick leave, 70 days of maternity leave and 6 days of marriage leave.

2011

56,375229,023

2012 2013 2014Benefits (JD)

Health CareSocial Security

72,311242,770

73,39125,9445

103,517303,584

2011

N/AN/AN/A

2012 2013 2014Grievances/ Year

Number of grievances filledAddressed and resolvedGrievances from before 2011 but resolved during 2011-2014

24YesN/A

40YesN/A

40YesN/A

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These injuries and absenteeism are only for full-time employees.

Training and Education

Recognizing that the Foundations needs special expertise and related training is not available in the local market, although such expertise has been acquired over the past years by doing, we resolved to develop training materials special for JRF leveraging the expertise of employees who acquired such expertise.

Thus, we examined and analyzed the most important skills and needed experiences, and divided them into three types of training as follows:

• Basic skills (policies and procedures, work ethics, time management, communication, etc).• Job skills (project management, community stimulation, reporting, basics of follow-up and evaluation, etc).• Technical skills (by job needs and requirements).

We have a very low injury rate. During the period of this report, we have only had a few minor injuries and in 2014, we are proud to report that there were no injuries. Needless to say, we will continue to communicate safety instructions with our employees to deepen their understanding of safety risk and will take proactive action to prevent similar incidents from occurring in the future to foster and promote a safety culture.

In our JRF offices we reinforce that all injuries must be reported. To achieve our goal of zero injuries and promote a safe work environment, we have put in place safety training and procedures in addition to first aid and evacuation procedures training. We also offer health insurance to all our full-time employees including insurance against cancer.

JRF seeks to create a culture of employee performance; this is cultivated by ensuring all employees receive a three month performance review followed by an annual review. During the reporting period, all of our employees received performance reviews.

2011

000

1880

000

9020

2012 2013 2014Injury/Year

Number of Minor InjuriesNo. of Serious InjuriesOccupational DiseasesAbsenteeism (sick leaves)Work Related Fatalities

000

2470

300

1,2270

000

2190

200

1,0830

000

2490

000

1,2760

20119,378

20128,411

201319,313

201448,205

Amount Spent on Employee Training (JD)

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Turnover and Recruitment

We realize our employees are central to achieving our sustainability goals and that is why we are committed to attracting and retaining talented employees.

Due to our reputation as a great place to work, we have a great availability of labor and the average number of applicants for vacancies is increasing.

Our growth during the reporting period:

2011

5331050

2330

2012 2013 2014New Recruits/ Year

Age Group18-2526-3536-4546-5556 and aboveGender Male Female

9251262

1539

1212820

1024

5291001

1629

In 2014, our turnover rate has slightly slowed down. Even though we welcome this improvement, we continuously focus on further lowering our turnover numbers by creating a flexible and rewarding work environment.

Several employees were not considered in the calculation of the turnover of employees such as women on maternity leave, or employees on sabbatical.

Go

Stay

2011

4

4.7

19

11.8

9.3

2012 2013 20142011 2012 2013 2014

2011 2012 2013 2014

Rate of Turnover by Gender/ Year

Number of Employees that Left JRFPercentage of Turnoverby Gender

Total Percentage of Turnover

10

11.6

29

16.2

14.7

9

10.8

24

14.4

13.2

12

13.5

16

8.9

10.4

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2011

4,7472,349705

4,2452,187582

2012 2013 2014Ratio of basic salary and remuneration

Senior ManagementMiddle Management Employees

6,0672,585720

3,6482,132556

6,3702,436778

3,8262,302594

6,5612,630801

4,0672,133626

Diversity, Non-Discrimination

and Equal Opportunity

We support diversity, equal opportunity and indigenous rights at

JRF. We do not tolerate discrimination under any circumstances nor do we tolerate

child labor, and as such do not hire anyone under the age of 18. We also prohibit forced or

compulsory labor.

JRF clarifies ethical standards in the employment contract, yet the organization does not currently have a Code of Conduct

or internal value statement. During the reporting period, there were no known incidents of discrimination. JRF continuously seeks out

new ways to encourage communication on any such issues – stressing a policy of open channels to contact the Director General, and providing

anonymous complaint boxes in addition to regular direct meetings between management and staff.

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Important notes on table above:

The average salary for senior management is high in males section because the only male is the GM with the highest salary in the HR salary scale.

The female average salary in the Employees level is low because most of the workers in Bani Hamida

Support for Working Women

At JRF’s three Community Handicraft operations, the wageworkers and main beneficiaries are women. The women have the choice to work from home if their

and Al Karma centers are women working as Artisans and therefore get paid on an item by item basis. The average salary of workers on our scale in such centers is relatively lower than in-office employees working in JRF headquarters.

family obligations require them to do so. The workers are paid per piece produced, as this allows them to work at their own pace according to their own timetables.

Our Volunteers

While JRF volunteers are not part of our workforce, they nonetheless play an essential role in our organization’s programs. We have two categories of volunteers. The first category is comprised of volunteers who are dedicated on a long-term basis, and the second are those that volunteer for the short term on a project-by-project basis. Our long-term volunteers also include the “Friends of JRF” who have been supporting the JRF since its inception in its operations and fundraising efforts. The “Friends of JRF” consist of 243 dedicated volunteers in 2014.

We recognize that the hard work and passion our volunteers put forward and selflessly share with us only enhances the work that we do for our stakeholders. We are tremendously grateful to them.

Our Human Resources and Administrative Affairs department facilitates volunteer work in JRF and integrates them with the culture of work and sustainability of all our projects and programs pursuant to what was completed.

The department oversees the promotion of volunteer concept among all our programs and project managers to identify opportunities that can be filled by the volunteers in the management of their projects and programs to reduce costs and ensure their sustainability.

The department also watches over volunteer management and the policies, procedures and follow-ups required ensuring their rights and duties.

We try our best to do responsible buying through ensuring responsible acquisition of resources from suppliers, while at the same time influencing the supply chain to operate more responsibly. We seek to support our local community through local purchasing and contracting whenever feasible. Most of our procurement activities are done with local suppliers and contractors. For the past three years, the total amount paid to local suppliers was 7,885,045 JD. There is only one non-local supplier and payment to

them constitutes less than 1% of our spending.

All goods and services secured by our projects must conform to JRF procurement procedures, and, if applicable, to donor requirements.

We have a supplier audit process that covers environmental, health and safety practices, hazardous material and management.

Supply Chain6

66

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Throughout our history, ethics and integrity have always been an integral part of our core values. We are dedicated to doing the right thing. Our code of ethics guides employees on how to behave with unquestioned integrity everyday and helps define our

Values, Principles and Norms

Our ValuesJRF has identified a set of values that help achieve the foundation’s vision and mission. These values reflect the extent of our commitment to applying the best practices in optimizing value for all our stakeholders and achieving best results for the local society.

commitment to support a culture of trust in all we do. Understanding that good governance is essential to effective performance, we continuously strive to be a progressive NGO model that integrates a structure of governance and transparency in our organizational practices.

JRF PrinciplesThe JRF approach is based on three principles that permeate our projects throughout the Kingdom.

These principals are as follows: 1. Participatory methodology that ensures meaningful community involvement. 2. Commitment to the long-term sustainability of projects and activities. 3. Economic endeavors that lead to community-level job creation, employment, human capital returns, and revenues for CBOs (cooperatives) and their members.

Ethics, Integrity and Governance7

Our core values are:

Social justice

Responsibility

Participation

Sustainability

A.

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During the reporting period, JRF had no incidents of non-compliance and no monetary sanctions for non-compliance to laws and regulations.

and provision of services and programs, other than helping to achieve the maximum amount of regulatory operational efficiency by the optimal use of resources available.

The functions of the unit are:• Contribute to the development of the Foundation’s

strategy and, control the annual audit. • Develop and implement the strategy of follow-up and

assessment and, ensure amalgamating them into the Foundation’s strategy.

• Contribute to identification of strategic trends through placing the key performance indicators to monitor the success and progress.

• Develop the policies, standards, procedures relating to follow-up and assessment and, ensure proper and correct implementation of these policies and procedures by all programs/ projects and/ or departments divisions.

The M&E unit will help:• Measure the actual performance and track how the

objectives drawn up are realized.• Evaluate the progress achieved and thereby set up the

accountability.• Identify strengths and weaknesses to take the

appropriate actions.• Empower the management to take timely corrective

and preventive actions. • Show the causes of success and failure, and agree

on how to use this information to improve future procedures.

• Develop and enhance performance.• Provide managers with the information needed to take

routine decisions.

Compliance

We at JRF strive to comply with all applicable laws and regulations in the communities we operate in. It is our aim to steer the foundation in line with a value-driven strategy. Our strong ethics and integrity significantly contribute to our credibility.

Anti-Corruption

In terms of managing overall societal impacts, we comply with all relevant laws. We do not pay or accept bribes and we are responsible to report knowledge of any such activity. We will not be a part of any corruption by any authority; to the contrary we will be an example of how much can be achieved with limited resources when effectively deployed. We will always systemically engage communities and stakeholders and systematically manage and measure our results as they relate to individuals and communities.

100% of our business units are analyzed for risks relating to corruption through our independent financial auditing as well as our procurement policy and controls. Plus, all our employees sign agreements that prohibit involvement in corruption.

Coinciding with the development of our new strategy, in 2011 we created a Monitoring and Evaluation (M&E) Unit. The unit contributes to the achievement of our vision, mission and strategy. It also helps measure the performance of programs, projects and departments compared to their set goals to ensure the implementation of projects and programs in an efficient and effective manner.

As a result, we are now able to build and promote the existing examples and initiatives more effectively. Through the collection of data and information required, the unit/ division of follow-up and assessment will become able to identify the aspects of success and lessons learned. Also, it will grapple with the challenges that we confront at the strategic and executive levels through the provision of recommendations for enhancement based on the manuals, and thus, follow-up and assessment process would help us take corrective decisions relating to enhancing the design

B.

C.

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D.The board takes over the following tasks:1. Design the general policy of JRF and approve the

required programs and plans for its implementation.2. Invest the assets (tangible and intangible) and

properties of JRF in the projects to which the objectives of JRF are related.

3. Raise fund required for the activities of JRF from local, Arab and foreign resources in accordance with the plans set for this purpose.

4. Approve entering into contracts or agreements of which JRF is a party and to appoint the authorized signatory to sign such on behalf of JRF.

5. Approve the annual report, the forecasted budget and the balance sheet of JRF.

6. Approve the administrative, financial and organizational instructions related to the Foundation issues.

7. Form specialized committees constituted of the board members and others in order to facilitate taking over the tasks of the board.

8. Appoint the auditors of JRF.

The board is convened upon the invitation of the Chairperson or the Vice Chairperson when the first is absent. Decisions of the board are taken unanimously or by the majority of the presence, and in case the votes are equal, the side with which the head of the meeting votes shall be preferred.

The board appoints the secretary by whom the board meetings are organized, and the minutes of meetings and the decisions made are registered.

Good governance is essential for effective performance; and thus, we at JRF continuously strive to serve as a model for progressive NGO governance in the region. The Board also includes several permanent committees, such as an Executive Committee which welcome other board members to their meetings. When needed and on a periodic basis, ad-hoc committees are also convened for specific purposes.

Additionally, economic, environmental, and social issues are also regularly reviewed by the Board, which works together with the Foundation to actively adopt environmentally sound approaches within projects and initiatives. This is evident in its adoption of a policy for undertaking environmental assessment and obtaining government sign-offs on the community empowerment projects the Foundation initiates.

Governance

JRF is managed by a Board of Trustees which is constituted of no less than eleven members including the Director General. The Board of Trustees is headed by a Chairperson. The Chairperson is appointed by virtue of a Royal Decree. Currently, there are three women on the board of trustees.

The Board meets on a quarterly basis providing oversight over all activities and legal responsibilities of JRF. During the quarterly meetings the board sets strategy, approves long-term strategic plans and reviews the annual business plan.

JRF Board of Trustees:• Her Majesty Queen Rania Al Abdullah, Chairperson• Mr. Amin Khlifat, Vice Chairperson• Mr. Sa’ed Karajah, Legal Advisor• H.E. Mr. Karim Kawar• Eng. Ammar Khammash• Ms. Dina Shoman• Dr. Omar Razzaz• Mr. Tarik Awad• H.E. Mrs. Hala Bseiso Latouf• Eng. Khalid Nahhas• H.E. Eng. Said Darwazeh• H.E. Mrs. Suzanne Afanah• Mr. Omar Hmoud• Eng. Ghaleb Al Qudah, Director General

Her Majesty Queen Rania Al Abdullah has been involved in all aspects of the Foundation’s growth and development. In Her role as Chairperson of the Board of Trustees, Her Majesty chairs board meetings, providing visionary leadership to ensure the existence of long-term, impact-oriented programs.

All members of the board are appointed by the Chairperson for a renewal period of four years. The Foundation’s Board of Trustees is comprised of individuals from the public, private, and non-profit sectors who work hand in hand to provide guidance and expertise towards the strategic development of JRF. In their capacities, they oversee and monitor the implementation of all JRF’s projects, whilst ensuring the proper implementation of required administrative and financial systems and procedures.

Among the Board’s key responsibilities is the utilization of sound fiscal and ethical accounting and management practices, ultimately ensuring that the Foundation maintains full transparency and accountability at all times. The Board meets on a quarterly basis to oversee the smooth execution of all JRF’s activities and legal responsibilities, and also lays down strategies and approves long-terms strategic, as well as annual business plans.

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The Board meets on a quarterly basis providing oversight over all activities and legal responsibilities of JRF. During the quarterly meetings the board sets strategy, approves long-term strategic plans and reviews the annual business plan. Given the nature of the organization, economic, environmental and social issues fall under the regular review of the entire Board.

JRF and its Board adopts the precautionary principle relating to the environment, and this is evident in the large proportion of environment-oriented community empowerment projects, as well as the policy of undertaking environmental assessment and obtaining government sign-off on all JRF community empowerment projects. More information about the responsibilities of JRF’s Board of Trustees can be found in JRF’s 2007 and 2008 Sustainability Management Reports.review of the entire Board. JRF and its Board adopts the precautionary principle relating to the environment, and this is evident in the large proportion of environment-oriented community empowerment projects, as well as the policy of undertaking environmental assessment and obtaining government sign-off on all JRF community empowerment projects. More information about the responsibilities of JRF’s Board of Trustees can be found in JRF’s 2007 and 2008 Sustainability Management Reports.

JRF has 7 committees to boost the effectiveness of the departments and programs. The committees are:

Branding

and Communications

Committee.1.

2.

3.

4.

5.

6.

7.

Fundraising Committee.

Executive and Audits

Committee.

Follow-up for sustainability

Management Reports Committee.

Community empowerment

Program Committee.

Child Protection Program Committee.

Executive Committee.

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Commitments Achieved

Review agreements with partners and sign new agreements (MoSD, MoE, MoH). Y

Establish community-based networks from parents and youth to spread awareness on child safety among these groups in local communities.

Y

Community Empowerment Program Goals

Expand the work in 2-3 additional Poverty Pockets areas (verbal approval by MoPIC). Y

Qudorat phase III N

Provide 3 youth clubs, 2 municipalities and 1 medical center with the needed infrastructure support services. Y

Increase the number of revolving loans given to women-managed projects by 30%. Y

Establish 6 income generating projects in 1 district and 2 sub-districts. Y

Establish 18 new revolving loan portfolios in 2 districts and 5 sub-districts. Y

Enter 2 new urban areas. N

Youth Initiatives Unit Goals

Finalize a procedure manual that will provide a clear vision and will serve as a defining framework for the unit’s methodology in working with all programs.

Partial

Capacity Building and Business Development Services Goals

Expand capacity building, community mobilization and consultation services throughout the region. Y

Institutionalize JRF’s training and consultancy activities and activate the newly registered Regional Training Center to include both CBBDS and QRFCC trainings and services.

Y

Expand the training skills of JRF staff in preparation for JRF’s strategy to become a regional training center. This is particularly important for CEP staff, the finance team and the Human Resources team in order to train other counterpart CBOs and NGOs in Jordan and the region.

Partial

Summary of Achievements from 2011-2014

8 Our Commitments

Commitments Achieved

The following table summarizes our achievements on these goals:

A.

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Build the capacity of at least 5 CBOs Y

Gain further certifications in international training programs. Y

Expand capacity building community, community mobilization and consulting services either through acquiring new clients, establishing new partnerships or providing specialized services in Jordan and the region.

Y

Provide capacity building support for JRF field workers. Y

Human Resources Goals

Ensure 100% of employees receive their employment reviews in addition to career path and succession plans. Y

Accountability to Donors Goals

Follow up on all commitments in this Sustainability Report and issue a 2010 Sustainability report. Y

Marketing, Fundraising and International Relations Goals

Increase visibility of JRF internationally. Y

Resources Development Department’s Fundraising Goals

Institution level environment goals (targets take into account. We will begin our enhancements in Q3) Y

Maintain our current level of electricity requirement. Y

Reduce water consumption by 10%. N

Community-level Environment Goals

Establish an environmental management framework. Y

Conduct at least 3 awareness sessions on organic farming targeting farmers, women and students. Y

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Desired Impact for 2015

Organizational Development

Enhance the external communication to highlight JRF as institution arising from the vision of Her Majesty Queen Rania Alabdullah the founder.

Develop the internal values and communication and, corroborate the motivation for work among the Foundation’s employees.

Provide the Foundation’s programs with optimal qualifications, expertise, manuals and best practices to develop a qualified methodology in dealing with the youth, child and local community.

Assure sustainable funding.

Enhance the quality of developmental services, locally, regionally and internationally, through the Training and Consultancy Center for the Foundation specialized in institutional development, economic empowerment and spread awareness of child safety against abuse among society members.

Program and Program Delivery Enhancements

Replicating the Queen Rania Center for the Family and Child in different geographical areas of the Kingdom; ensuring the provision of access to a wide array of programs that serve the child, the family and community. All programs will be localized based on the emerging needs and priorities of the respective communities.

Creating a national Youth Development Program; carrying the slogan of ‘Empowered Generations’, JRF aims to introduce a new way of thinking about young people in Jordan and what we as adults can do to help them succeed.

Partnerships

Build and strengthen partnerships in order to support and ensure sustainability of the Foundation’s programs and services, financially and technically.

Build strategic partnerships with the private, governmental and non-governmental sectors, and implement joint programs arising from the social responsibility.

Empower local entities to provide similar services to those of the Foundation’s.

B. Our Commitments for 2015

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About The Report9

We are continuously committed to reporting on our social, environmental and economic performance.

Reporting period

This 2011-2014 report is our fourth report and is cumulative report for 2011-2014. This four year round report reflects achievements and outcomes more accurately. It covers the reporting period January 1, 2011 to December 31, 2014 unless otherwise indicated.

Previous reports

In 2007, JRF demonstrated its commitment to high levels of transparency through initiating its first sustainability management and reporting practices.

Since then, we have produced two more sustainability reports for years 2008 and 2010 (covering 2009 and 2010). There is one re-statement from previous reports and it is with respect to stakeholder engagement. Since our cycle of operations is quite long, our stakeholder engagement is on-going and our findings impact our current operations.

Reporting cycle

We are planning to continue reporting on sustainability in various cycles based on our programs and projects since it is important that our reports capture the impact of our work. As we have ensured that the quality and credibility of our previous reports is paramount, we did so for our fourth report. The GRI Reporting Principles for Defining Quality is used.

Boundary

The boundary of this report is limited to our direct operations via our programs delivered by our employees and volunteers across the governorates in Jordan. The report does not extend to our suppliers and the organizations we work with.

Guidelines

This report is prepared based on the GRI G4 Guidelines and the Not for Profit Sector Supplement. We are reporting in accordance with G4 “core”.

A.

B.

C.

D.

E.

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A. Other projects www.jordanriver.jo B. GRI Index

General Standard Disclosures

General Standard

Disclosure

Page Number (or Link)Information related to Standard Disclosures required by the ‘in accordance’ options may already be included in other reports prepared by the organization. In these circumstances, the organization may elect to add a specific reference to where the relevant information can be found.

Strategy And Analysis

G4-1 5-7

G4-2 5-7

Organizational Profile

G4-3 1

G4-4 8-10

G4-5 8-10

G4-6 8-10

G4-7 8-10

G4-8 8

G4-9 54

G4-10 54-55

G4-11 None

G4-12 61

G4-13 8-10, 12-13

G4-14 62

G4-15 10

G4-16 10

Identified Material Aspects And Boundaries

G4-17 Jordan River Foundation

G4-18 26

G4-19 26

G4-20 26

G4-21 26

G4-22 None

G4-23 66

Appendices10

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Stakeholder Engagement

G4-24 25-26

G4-25 25-26

G4-26 25-26

G4-27 25-26

Report Profile

G4-28 66

G4-29 66

G4-30 66

G4-31 67

G4-32 66

G4-33 66

Governance

G4-34 44,63, 67

G4-35 63

G4-36 63

G4-37 63

G4-38 63

G4-39 63

G4-40 63

G4-41 63

G4-42 63

G4-43 63

G4-44 63

G4-45 63

G4-46 63

G4-47 63

G4-48 63

G4-49 63

G4-50 63

G4-51 63

G4-52 63

G4-53 63

G4-54 63

G4-55 63

Ethics And Integrity

G4-56 44,65

G4-57 44,65

G4-58 44,65

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Specific Standard Disclosures

DMA and Indicators

Page Number (or Link)Information related to Standard Disclosures required by the ‘in accordance’ options may already be included in other reports prepared by the organization. In these circumstances, the organization may elect to add a specific reference to where the relevant information can be found.

Identified Omission(s) In exceptional cases, if it is not possible to disclose certain required information, identify the information that has been omitted.

Reason(s) for Omission(s)In exceptional cases, if it is not possible to disclose certain required information, provide the reason for omission.

Explanation for Omission(s)In exceptional cases, if it is not possible to disclose certain required information, explain the reasons why the information has been omitted.

Category: EconomicMaterial Aspect: Economic Performance

G4-DMA 52

G4-EC1 52-53

G4-EC2 -The Standard Disclosure or part of the Standard Disclosure is not applicable.

As a social organisation it role with respect to climate change is not a core focus.

G4-EC3 60

G4-EC4 55

Material Aspect: Market Presence

G4-DMA 59

G4-EC5 63-64

G4-EC6 59

Material Aspect: Procurement Practices

G4-DMA 65

G4-EC9 65

Category: EnvironmentalMaterial Aspect: Energy

G4-DMA 55

G4-EN3 55-56

G4-EN4 -The Standard Disclosure or part of the Standard Disclosure is not applicable

As a social organisation it does not have the systems, resources or focus area to collect and manage such data

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G4-EN5 -The Standard Disclosure or part of the Standard Disclosure is not applicable

As a social organisation it does not have the systems, resources or focus area to collect and manage such data

G4-EN6 -The Standard Disclosure or part of the Standard Disclosure is not applicable

As a social organisation it does not have the systems, resources or focus area to collect and manage such data

G4-EN7 -The Standard Disclosure or part of the Standard Disclosure is not applicable

As a social organisation it does not have the systems, resources or focus area to collect and manage such data

Material Aspect: Water

G4-DMA 56

G4-EN8 56

G4-EN9 -The Standard Disclosure or part of the Standard Disclosure is not applicable

As a social organisation it does not have the systems, resources or focus area to collect and manage such data

G4-EN10 -The Standard Disclosure or part of the Standard Disclosure is not applicable

As a social organisation it does not have the systems, resources or focus area to collect and manage such data

Material Aspect: Compliance

G4-DMA 66

G4-EN29 66

Material Aspect: Transport

G4-DMA 57

G4-EN30 57

Category: SocialSub-Category: Labor Practices And Decent Work

Material Aspect: Employment

G4-DMA 58

G4-LA1 62

G4-LA2 60

G4-LA3 - The information is currently unavailable

This data will be collected as part of human resources in the future

Material Aspect: Labor/ Management Relations

G4-DMA 58,60

G4-LA4 30 Days

Material Aspect: Occupational Health And Safety

G4-DMA 58,60

G4-LA5 -The Standard Disclosure or part of the Standard Disclosure is not applicable

There are no components of health and safety in the work involved

G4-LA6 60-61

G4-LA7 Zero

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G4-LA8

-The Standard Disclosure or part of the Standard Disclosure is not applicable

There are no components of health and safety in the work involved

Material Aspect: Training And Education

G4-DMA 58

G4-LA9 58-59, 61-62

G4-LA10 58-59, 61-62

G4-LA11 58-59, 61-62

Material Aspect: Diversity And Equal Opportunity

G4-DMA 58

G4-LA12 58-59, 67

Material Aspect: Equal Remuneration For Women And Men

G4-DMA 58

G4-LA13 63-64

Sub-Category: Human RightsMaterial Aspect: Non-Discrimination

G4-DMA 58

G4-HR3 63

Sub-Category: SocietyMaterial Aspect: Local Communities

G4-DMA 14

G4-SO1 14

G4-SO2 Zero

Material Aspect: Anti-Corruption

G4-DMA 66

G4-SO3 66

G4-SO4 66

G4-SO5 66

Material Aspect: Public Policy

G4-DMA 22-23

G4-SO6 Zero

Material Aspect: Compliance

G4-DMA 66

G4-SO8 66

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Tel: + 962 6 5933211Fax: + 962 6 5933210

P.O. Box 2943 Amman 11181, JordanEmail: [email protected]

/JordanRiverFoundation @JordanRiverFDN/JordanRiverFDN @JordanRiverFDN www.jrf.org.jo


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