THE HASHEMITE KINGDOM OF JORDAN Resilient and Sustainable Social Protection Project (RSSP) PROPOSED PROGRAM FOR RESULTS (P508708) ENVIRONMENTAL AND SOCIAL SYSTEMS ASSESSMENT (ESSA) DRAFT February 2025 1 ACRONYMS .......................................................................................................................................... 3 EXECUTIVE SUMMARY ........................................................................................................................ 4 1. INTRODUCTION ....................................................................................................................... 10 1.1 PURPOSE OF THE ESSA .......................................................................................................... 11 1.2 METHODOLOGY ....................................................................................................................... 12 2. PROPOSED PROGRAM DESCRIPTION ................................................................................ 14 2.1 GOVERNMENT PROGRAM AND PROGRAM BOUNDARIES ............................................................. 17 2.2 PROPOSED INSTITUTIONAL ARRANGEMENTS FOR PROGRAM IMPLEMENTATION ........................... 19 2.3 LEGAL AND INSTITUTIONAL FRAMEWORK FOR THE PROPOSED PROGRAM .................................. 21 2.4 STAKEHOLDER MAPPING .......................................................................................................... 23 3. PROGRAM’S ANTICIPATED ENVIRONMENTAL AND SOCIAL EFFECTS .......................... 29 3.1 CONCEPTUAL APPROACH TO ENVIRONMENTAL AND SOCIAL EFFECTS ......................................... 29 3.2 EXCLUSION LIST ............................................................................................................................ 30 3.3 POTENTIAL ENVIRONMENTAL AND SOCIAL BENEFITS AND RISKS ....................................................... 37 4. ENVIRONMENTAL AND SOCIAL MANAGEMENT SYSTEMS ASSESSMENT .................... 38 4.1 CORE PRINCIPLE #1 – E&S MANAGEMENT SYSTEMS ................................................................ 38 4.2 CORE PRINCIPLE #2 - NATURAL HABITATS AND PHYSICAL CULTURAL RESOURCES ............................ 53 4.3 CORE PRINCIPLE #3 - PROTECT PUBLIC AND WORKER SAFETY........................................................ 54 4.4 CORE PRINCIPLE #4 - LAND ACQUISITION AND LOSS OF ACCESS TO NATURAL RESOURCES ........ 63 4.5 CORE PRINCIPLE #5 - CULTURAL APPROPRIATENESS AND EQUITABLE ACCESS TO PROGRAM BENEFITS ............................................................................................................................................ 63 4.6 CORE PRINCIPLE #6 - SOCIAL CONFLICT......................................................................................... 67 4.7 PROPOSED PROGRAM GRIEVANCE MECHANISM .............................................................................. 71 5. RECOMMENDATIONS AND ACTIONS ................................................................................... 77 5.1 RECOMMENDATIONS ADDED TO THE PAP ........................................................................................ 77 5.2 RECOMMENDATIONS TO BE ADDED TO THE PROGRAM OPERATION MANUAL (POM).................... 78 5.3 RECOMMENDATIONS ADDED TO DLI VERIFICATION .......................................................................... 79 6. SUPPORTING ANNEXES AND REFERENCE DOCUMENTS ................................................ 81 6.1 ANNEX I: REVIEWED RESOURCES ............................................................................................. 81 6.2 ANNEX II: STAKEHOLDERS CONSULTATION MEETINGS DURING ESSA PREPARATION ................... 82 6.3 ANNEX III: GENERAL REGULATIONS APPLICABLE TO THE PFORR IN ENVIRONMENTAL AND SOCIAL MATTERS. ........................................................................................................................................... 83 2 ACRONYMS ASEA - Aqaba Special Economic Zone ASEZA - Aqaba Special Economic Zone Authority CSOs - Civil Society Organizations CSR - Corporate Social Responsibility DLI - Disbursement Linked Indicator DLIs - Disbursement Linked Indicators DLRs - Disbursement Linked Results E&S - Environmental and Social EHS - Environmental, Health, and Safety EIA - Environmental Impact Assessment EMP - Environmental Management Plan ESIA - Environmental and Social Impact Assessment ESMS - Environmental and Social Management Systems ESSA - Environmental and Social Systems Assessment GBV - Gender-Based Violence GM - Grievance Mechanism ICT - Information and Communication Technology IFC - International Finance Corporation GIS - Geographic Information System JSR - Jordan Social Registry MIS - Management Information System MoEnv - Ministry of Environment MoH - Ministry of Health MoL - Ministry of Labor MoSD - Ministry of Social Development NAF - National Aid Fund NCSCM - National Center for Security and Crisis Management NSPS - National Social Protection Strategy PAP - Program Action Plan PMU - Program Management Unit PWD - Persons With Disabilities PforR - Program for Results RA - Result Area SDG - Sustainable Development Goal SEA/SH - Sexual Exploitation, Abuse/Harassment SG - Secretary-General SH - Sexual Harassment SP - Social Protection SPCF - Social Protection and Care Fund SOPs - Standard Operating Procedures UTC - Unified Transfer and Cash 3 Executive Summary Introduction The proposed Resilient and Sustainable Social Protection Project (RSSP) Program for Results (Pfor) (P508708) is being developed by the Government of Jordan with support from the World Bank. The program objective is to enhance the shock-responsiveness, effectiveness, and sustainability of Jordan's SP system for the poor and vulnerable. This Environmental and Social Systems Assessment of the Program should be read in conjunction with the Program’s Project Appraisal Document (PAD) to provide full details of the Program Design. The program is designed to support the implementation of Jordan's new National Social Protection Strategy (NSPS) (2026-2033)., currently under preparation and public consultations. The draft NCPS, is structured around four main pillars: Dignity, Empowerment, Opportunity, and Resilience. The Dignity pillar focuses on social assistance, including cash and in-kind aid, while the Empowerment pillar addresses essential social services like healthcare, health insurance, education, and protection. The Opportunity pillar targets social security, labor market programs, and work-related social insurance, while the Resilience pillar emphasizes the system's response to shocks and crises, including those caused by climate change. Purpose and Scope of the ESSA This Environmental and Social Systems Assessment (ESSA) has been prepared by the World Bank according to the requirements of the Bank’s Policy for PforR financing for adequately managing the environmental and social effects of the Program. The ESSA assesses the potential Environmental and Social (E&S) effects of the PforR, including direct, indirect, induced, and cumulative effects as relevant. It also assesses the Borrower’s capacity (legal framework, regulatory authority, organizational capacity, and performance) to manage those effects in line with the core principles of the World Bank policy for PforR and identifies measures to enhance both the environmental and social (E&S) management systems and the E&S outcomes during Program implementation. Program activities and the expenditure framework will be further screened against exclusion criteria including large scale land use conversion; child and forced labor; significant expansions of industrial facilities; large dams; and any other high-risk activity. The findings and recommendations of the ESSA are subsequently factored into the operations overall Integrated Risk Assessment, Program Appraisal Document (PAD), and PAP. The findings, conclusions and opinions expressed in the ESSA document are those of the World Bank. Methodology The preparation of the ESSA was carried out in a participatory manner involving feedback and inputs from the key stakeholders relevant to the social protection sector including governmental institutions, non-governmental organizations, civil society, and development partners. The ESSA team collected information relevant to the assessment and conducted consultations with stakeholders’ groups. A first draft ESSA will be shared with the main implementing agency, Ministry of Social Development (MOSD) The Bank and MOSD will conduct public consultations with stakeholders on the Draft ESSA in towards end of February 2022. Findings of the assessment will be used in the decision-making process by the World Bank regarding the Program activities that may be supported under the proposed PforR and at a later stage the formulation of E&S related actions of the PAP with key measures to improve environmental and social 4 management outcomes of the Program. The World Bank team has assessed to what degree the PforR Program Systems address the core environmental and social principles. The ESSA Report is based on data from implementing agencies, published studies, media reports, web-based information, and assessments from other Bank-supported activities. The ESSA was prepared during January- February 2025 and included several meetings with main stakeholders groups in Jordan's social protection sector. Program’s Description: The program aims to enhance Jordan's SP systems’ shock-responsiveness, effectiveness, and sustainability to better support the poor and vulnerable during crises. It will achieve this through three key result areas. The first result area, “Enhancing Shock Responsiveness�. Activities include operationalizing emergency funds, preparing NAF systems for rapid response, and integrating Geographic Information System (GIS) with Jordan’s early warning infrastructure. The intended outcome is an SP System that is resilient to shocks and better equipped to respond to crises. The second result area is “Integrated Socio-economic Packages for enhanced Human Capital.� This includes linking individuals to non-monetary support, including education and health programs, improving targeting of cash transfers for vulnerable populations, and supporting upskilling and sustainable income opportunities for the poor. Outputs include updated instructions, professionalized services, and targeted programs that enhance beneficiaries' resilience and opportunities. The third result area is, “Strengthening enablers for a more resilience, efficient and sustainable social protection system�. It promotes collaboration with the private sector and Non-Governmental Organizations (NGOs), enhances governance and financial sustainability, and expands the JSR to ensure streamlined and inclusive access to services. The outcomes include a sustainable SP system with expanded coverage and greater alignment with the national priorities. The implementation of the program is supported by the Program Support Unit (PSU), which has been recently established and incorporated into the organizational structure of the MoSD. The PSU will oversee the implementation of both the World Bank-financed program as part of the NSPS and the IPF component, ensuring alignment with strategy goals, facilitating coordination across pillars, and managing day-to-day operations effectively. The NSPS is governed and overseen by a steering committee chaired by the Minister of Social Development, with membership including the Ministers of Education, Health, Planning and International Cooperation, and Labor, as well as representatives from NGOs and the private sector. The design and coordination are managed through four committees, each aligned with one of the strategy's pillars: the Dignity Pillar is led by the NAF Director General, the Empowerment Pillar by the Secretary General of the MoSD, the Opportunity Pillar by the SSC Director General, and the Resilience Pillar by the NCSCM. Additionally, a technical committee supports the overall design of the strategy. Stakeholders’ Mapping and Consultations: In January and February 2025, as part of the Environmental and Social Systems Assessment (ESSA) preparation, the ESSA team conducted a thorough stakeholder mapping and consultation process, categorizing government outlined in Annex II. Individual meetings and interviews were held with proposed implementing agencies, guided by customized question guides. These consultations focused on evaluating Environmental and Social (E&S) risks as the project design evolved, as listed in Annex III. 5 The outcomes of these consultations significantly informed the ESSA's risk assessment, ensuring the effective integration of E&S considerations into the project's planning and implementation. Disbursement Linked Indicators (DLIs): The Program consists of nine DLIs selected for their impact, the potential for the World Bank to add value, and the sequencing of results toward the final outcome. These DLIs are designed to address critical gaps in Jordan’s social protection system by enhancing its shock responsiveness, integrating socio-economic support for human capital development, and strengthening the overall efficiency and sustainability of social protection mechanisms. Disbursement-Linked Results (DLRs) provide incentives for prioritization and sequencing of results, ensuring measurable progress in key reform areas. Table 1 in Annex 2 provides an overview of the rationale for DLI selection and relevance. Table 1: Disbursement Linked Indicators (DLIs) Disbursement Linked Indicators (DLIs) RA 1. Enhancing Shock Responsiveness DLI 1: Early Warning DLR1.1: The Early Warning System (EWS) is developed, integrated with System for shock geospatial hazard data, and demonstrates functionality by identifying and response is mapping affected households. established, tested, DLR 1.2: The Early Warning System (EWS) is tested and confirmed ready and confirmed through simulations of three distinct shock types. (Scalable) operational DLI 2: The National Aid DLR 2.1. The Board of the National Aid Fund approves Standard Operating Fund (NAF) is Procedures (SOPs) for Rapid Emergency Response. equipped and DLR 2.2. The NAF MIS is amended to include the processes included in the operationally ready to SOPs deliver timely and DLR 2.3: 200 NAF staff trained to implement the emergency response effective shock- processes, as mapped in the SOPs responsive DLR 2.4: 200,000 beneficiaries classified as vulnerable and eligible for interventions. shock-responsive transfers (incremental) RA 2. Integrated Socio-economic Packages for enhanced Human Capital DLI 3: Integrated DLR 3.1 Amended legislative framework of the cash transfer program packages of support includes linking the poor and vulnerable to targeted human development are provided to the services (e.g. health and education) for increased human capital, is poor and vulnerable in approved and operationalized. Jordan DLR 3.2 Number of cash beneficiaries who are selected using the national welfare formula, and receive at least one type of non-monetary cash support (incremental) DLI 4: Strengthened DLR 4.1: Increased targeting efficiency of the ‘Health Insurance for the Poor Targeting for the Program’, through the use of the national welfare ranking formula. MOSD’s Health DLR 4.2: XXX beneficiaries from the health insurance for the poor Insurance Program for households are supported through the national welfare formula. the Poor 6 DLI 5: A new cash DLR 5.1: The government approves and operationalizes the instructions of transfer program, to the new cash transfer program that targets individuals with support individuals multidimensional vulnerabilities, including persons with special needs with multidimensional including PwD and the elderly. vulnerabilities is DLR 54.2: Additional 20,000 beneficiaries supported by NAF, through the established and New Cash Programs for people with special needs including PwD and operationalized. elderly. (scalable) DLI 6: Strengthened DLR 6.1: New ‘Accreditation of Social Workers Training Providers and Legal Framework and Programs’ instructions is endorsed and operationalized by the Implementation of government defining the accreditation requirements of social workers Social Work training programs, the accreditation process including clear steps and Accreditation and timelines, and the appeal procedure. Licensing DLR 6.2: MOSD accredits five training programs for a minimum of five social work professions according to the new instructions, ensuring standardization and recognition of social work professions, improving service delivery, workforce quality, and alignment with the needs of the national and international labor markets (scalable) DLI 7: Access of the DLR 7.1: five national programs assign target quotas for cash transfer poor to the labor beneficiaries (scalable) market is facilitated DLR 7.2: 10,000 NAF beneficiaries were linked with economic through a new empowerment programs (scalable) economic empowerment policy RA 3. Strengthening enablers for a more resilience, efficient and sustainable social protection system DLI 8: Establishment DLR 8.1: A Social Protection and Care Fund (SPCF) is formally established and through a bylaw and operationalized, with governance structures, financial Operationalization of mechanisms, and shock-responsive systems. a Social Protection and DLR 8.2: A national Corporate Social Responsibility (CSR) framework is Care Fund (SPCF), developed and integrated with a Management Information System (MIS) to Leveraging CSR for coordinate, track, and enhance the impact of CSR initiatives supporting Resilience. social protection and care programs. DLR 8.3: 10,000 beneficiaries receive support through initiatives financed by the SPCF and CSR contributions, ensuring direct impact on vulnerable populations. (Scalable) DLR 8.4: The GoJ approves instructions for a Crisis-Response window, under SPCF which includes a mechanism to allocate and channel contingency resources during a crisis. DLI 9. Enhanced DLR 9.1. The government adopts, operationalizes, and automates a Targeting, Expansion, dynamic national welfare ranking formula within the social registry to and Coverage of the enhance the targeting of the poor and vulnerable. Jordan Social Registry DLR 9.2. An additional six social services are integrated into the JSR, utilizing (JSR) the welfare ranking formula to enhance beneficiary targeting and improve service coordination. (Scalable) 7 DLI 9.3. The JSR database expands to cover 75% of the ‫ـ‬Jordanian population, strengthening its role as a comprehensive national platform for social protection. (Scalable) E&S Effects Screening: The proposed program and Results Areas (Ras) outline several key Environmental and Social (E&S) benefits and risks associated with the program. E&S Benefits: The program aims to incorporate environmental risk management approaches into crisis-response mechanisms and standard operating procedures for emergency responses1. This involves leveraging the sharing of environmental information and strengthening institutional collaboration for informed crisis-response to environmental risks and emergencies. Additionally, the program supports the modernization of the Unified Cash Transfer (UCT) system and enhances support systems, which can be associated with low Occupational Health and Safety (OHS) risks and minor environmental and public health risks. On the social side, the program enhances shock responsiveness, improving emergency preparedness and resilience among Jordan's vulnerable populations2. It also integrates socio-economic packages that link cash transfers to essential non-monetary services such as health and education, enhancing long-term economic mobility and breaking the cycle of poverty3. The professionalization of social work improves the quality of social services and aligns the sector with national and international labor market standards4. Furthermore, the program promotes economic empowerment by integrating National Aid Fund (NAF) beneficiaries into national employment initiatives and linking them with training and green jobs5. Lastly, the establishment of the Social Protection and Care Fund (SPCF) provides a stable funding source, ensuring financial resources are consistently available to meet the needs of the vulnerable6. E&S Risks: However, the program also presents some environmental and social risks. On the environmental side, the program involves minor civil works and the generation of e-waste, which can be mitigated with good Environmental, Health, and Safety (EHS) practices and compliance with national regulations1. Social risks include the potential for inequality in benefits distribution if the welfare formula used to select individuals eligible for benefits is not accurately refined or implemented transparently7. There is also a risk of social conflict between public and private sector social workers due to differing licensing requirements8. Vulnerable groups, particularly women and persons with disabilities (PWDs), may face social and structural barriers that hinder their participation in economic empowerment programs9. Additionally, there is a potential risk of excluding vulnerable groups from timely assistance due to systemic issues related to registration and database inclusion10. Lastly, the establishment of an Early Warning System (EWS) and the operational readiness of NAF for shock-responsive interventions present potential risks of social conflict due to perceived inequities in aid distribution. Recommendations added to the PAP actions: 8 1. Measure: (PAP action 1): Strengthening of the E&S capacities of the PSU to manage E&S risks and impacts by assigning qualified E&S staff (one E&S Specialist) to oversee the E&S aspects of program implementation while ensuring interim arrangements to ensure adequate management of E&S risks until the recruitment of the E&S Specialist.    2. Measure: (PAP Action 2): Inclusion of the E&S requirements covering environmental, social, health, and safety (ESHS) measures, including a Code of Conduct (CoC) in New ‘Accreditation of Social Workers Training Providers and Programs’ instructions. 3. Measure: (PAP Action3): Incorporation of OHS, public health and safety, resource efficiency, and pollution prevention topics in Social Workers training materials.   4. Measure (PAP Action 4): MoSD and NAF to set up and operate a “workers GM� for all workers under the project. The workers GM should also be equipped to receive, process, and handle SEA/SH complaints. 5. Measure (PAP Action 5): Develop and implement a comprehensive communication and outreach program aimed at all vulnerable groups and stakeholders regarding the NSPS 2025- 2033, ensuring that all project stakeholders and beneficiaries are informed and able to access the project's benefits. This should involve clearly communicating the criteria and processes used in the EWS and NAF interventions to all stakeholders to ensure understanding and acceptance. Ensuring equitable distribution of aid and involving community representatives in planning and evaluation processes can also help in managing perceptions and expectations, thereby maintaining trust and preventing social conflict. Measure (PAP Action 6): Develop and implement an extensive communication and outreach program aimed at all vulnerable groups and stakeholders regarding the NSPS 2025-2030, ensuring that all project stakeholders and beneficiaries are informed and able to access the project's benefits. This program should utilize a variety of communication channels, such as local media, social media, direct community engagements, and partnerships with local organizations and community leaders. The aim would be to educate the public on the eligibility criteria, the importance of registering, and how to navigate the registration process. This outreach should be specifically tailored to reach underserved communities, including those in rural areas, individuals with disabilities, refugees, and informal workers, to ensure equitable access to the program's benefits. 9 1. INTRODUCTION The proposed “Resilient and Sustainable Social Protection in Jordan� program for results (PforR) aims to support Jordan’s NSPS (2025 – 2033) within the ambitious EMV (2033) by enhancing Jordan's Social Protection systems’ shock-responsiveness, effectiveness, and sustainability to better support the poor and vulnerable during crises. It will achieve this through three key result areas (Ras): - RA1: Enhancing Shock Responsiveness - RA2: Integrated Socio-Economic Packages for Enhanced Human Capital - RA3: Strengthening Enablers for a more Resilient, Efficient, and Sustainable Social Protection System The first result area, “Enhancing Shock Responsiveness�, aims to establish an Early Warning System (EWS) and equipping the National Aid Fund (NAF) for effective shock response. The EWS will be integrated with geospatial hazard data and tested through simulations to ensure its functionality for identifying affected households. Meanwhile, the NAF will be prepared by approving operational procedures, training staff, and classifying beneficiaries as vulnerable for rapid emergency response and shock-responsive transfers. The second result area is “Integrated Socio-economic Packages for Enhanced Human Capital�, Aims to enhance support for Jordan's poor and vulnerable by integrating cash transfers with essential services like health and education to boost human capital. It will include legislative amendments to operationalize these packages and extend support through the MoSD’s Health Insurance Program using a national welfare formula. It will also include a new program targeting individuals with multidimensional vulnerabilities, such as the elderly and those with disabilities. Additionally, the accreditation process for social workers will be strengthened, and economic empowerment policies will be implemented to facilitate the poor's access to the labor market. The third result area, “Strengthening enablers for a more resilience, efficient and sustainable social protection system� aims to enhance social protection through the establishment of the Social Protection and Care Fund (SPCF), featuring governance structures and shock-responsive systems. A national Corporate Social Responsibility (CSR) framework will be also developed and integrated with management systems to improve the coordination and impact of CSR initiatives on social programs. Additionally, the Jordan Social Registry (JSR) will be enhanced by adopting a dynamic welfare ranking formula, integrating additional social services, and expanding its database to cover a broader segment of the population, thereby strengthening its role as a key platform for social protection. The ESSA has been prepared following the World Bank Policy for Program for Results. The ESSA is required to comply with the Bank Policy for Program for Results Financing, which includes a set of six core environmental and social principles. These principles encompass sustainability and risk avoidance, adverse impact mitigation, public and worker safety, land acquisition and loss of access to natural resources management, social inclusion, and conflict avoidance. Legal and regulatory analysis has been conducted to assess the legal, regulatory, and institutional frameworks applicable to the proposed PforR, ensuring it aligns with sustainable goals, minimizes adverse impacts, and complies with financing criteria. The E&S system also safeguards public and 10 worker safety, manages land acquisition to limit displacement, and emphasizes equitable access and cultural appropriateness, all while mitigating social conflicts in sensitive areas. Through a comprehensive examination of the potential E&S effects of the Program, including direct, indirect, induced, and cumulative effects; the borrower's legal framework, regulatory authority, organizational capacity, and performance; and the probability of achieving its E&S objectives, this report sets the framework for the proposed Program for a model that aligns with the core principles and planning elements stipulated by the World Bank. 1.1 Purpose of the ESSA The World Bank has prepared this ESSA according to the requirements of the Bank’s Policy for PforR financing for adequately managing the E&S effects of the Proposed Program. The ESSA assesses the potential E&S effects of the PforR, including direct, indirect, induced, and cumulative effects as relevant. It also assesses the Borrower’s capacity (legal framework, regulatory authority, organizational capacity, and performance) to manage those effects in line with the core principles of the World Bank policy for PforR. The specific objectives are as follows: ▪ Identify potential environmental and social benefits, risks, and impacts applicable to the Proposed Program activities. ▪ Assess the borrower’s environmental and social management systems for managing the identified E&S effects relevant to these activities, including reviewing the policy, legal framework, and performance track record. ▪ Assess the extent to which the borrower’s environmental and social management systems are consistent with the Bank’s core environmental and social principles in the Bank policy and associated guidance materials (refer to Section 1.2 for further elaboration). ▪ Based on the identified gaps, recommend and formulate measures for inclusion in the Disbursement Linked Indicators (DLIs) overall Proposed Program Action Plan (PAP) and the Proposed Program Operation Manual (POM) to enhance both the E&S management systems and the E&S outcomes during implementation. ▪ Describe the consultation process for the preparation and implementation of the proposed Program. World Bank PfoR Programs must comply with the Bank Policy for Program for Results Financing, which includes a set of (6) core environmental and social principles: • Core Principle 1: E&S Sustainability and Risk Avoidance, Minimization and Mitigation • Core Principle 2: Avoid, minimize, or mitigate adverse impacts on natural habitats and physical cultural resources • Core Principle #3: Protect public and worker safety • Core Principle #4: manage land acquisition and loss of access to natural resources to avoids or minimizes displacement and assists affected people in improving, or at the minimum restoring, their livelihoods and living standards • Core Principle #5: (Social Inclusion) Due consideration for equitable access to Program benefits, giving special attention to vulnerable groups • Core Principle #6: Avoid exacerbating social conflict, 11 The ESSA's findings and recommendations are subsequently factored into the operations' overall Integrated Risk Assessment, PAD, and PAP. The findings, conclusions, and opinions expressed in the ESSA document are those of the World Bank. Recommendations contained in the analysis will be discussed with the Hashemite Kingdom of Jordan counterparts. Recommendations from the Consultations and additional pre-appraisal discussions will also be integrated and reflected in this document. 1.2 Methodology Developing the ESSA was conducted during January and February 2025. It involved a collaborative approach, incorporating input from key stakeholders, including proposed implementing agencies. This process was tailored to Jordan's specific context and the activities associated with the PforR. The ESSA considers to what degree the relevant Program Systems meet the following core environmental and social principles: • Promote environmental and social sustainability in the PforR Program design; avoid, minimize, or mitigate adverse impacts, and promote informed decision-making relating to the PforR Program’s environmental and social impacts. • Avoid, minimize, or mitigate adverse impacts on natural habitats and physical cultural resources resulting from the PforR • Protect public and worker safety against the potential risks associated with: (i) construction and/or operations of facilities or other operational practices under the PforR Program; (ii) exposure to toxic chemicals, hazardous wastes, and other dangerous materials under the PforR Program; and (iii) reconstruction or rehabilitation of infrastructure located in areas prone to natural hazards; • manage land acquisition and loss of access to natural resources in a way that avoids or minimizes displacement, and assist the affected people in improving, or at the minimum restoring, their livelihoods and living standards; • Give due consideration to the cultural appropriateness of, and equitable access to, PforR Program benefits, and to the needs or concerns of vulnerable groups; and • avoid exacerbating social conflict, especially in fragile states, post-conflict areas, or areas subject to territorial disputes The first step in the process was to identify potential E&S risks and impacts and assess the possible effects of the activities funded under the PforR. The assessment is undertaken by bank E&S specialists and consultants using the following comprehensive approach, which employed the following methods: 1. Document Review: The ESSA team undertook a comprehensive review of various documents essential for preparing the ESSA. This review encompassed: ▪ PforR Documents: Examination of materials produced during the PforR's preparation, including the Project Concept Note (CN), Program Appraisal Document (PAD), and other project and sector-related literature. 12 ▪ World Bank ESSA Policies and Reports: Review the World Bank's environmental and social assessment guidelines for PforR, PforR Policy, and the Bank Directive for Program- for-Results Financing. 2. National Legal and Regulatory Documents: A thorough examination of Jordanian laws, regulations, policies, strategies, and guidelines focused on E&S management for the PforR interventions. This included an assessment of official government publications and client- provided materials and a review of web-based information. The complete list of documents reviewed is detailed in Annex I. 3. Stakeholder Mapping and Consultation with Borrower Implementing Agencies During ESSA Preparation: The ESSA team extensively mapped government. Following this mapping, the team conducted bilateral meetings and interviews during January 2025 with stakeholders from the MoSD’s and NAF’s relevant directorates to discuss the E&S risks as the project design evolved. The consultation meetings were done using pre-prepared question guides tailored to each stakeholder. These discussions focused on the implementation aspects of the PforR from an E&S standpoint, assessing the strengths and limitations of their S&E systems and formulating strategies to mitigate any adverse E&S impacts. A list of the meetings is provided in Annex II. 4. Drafting the ESSA: The ESSA team prepared the initial draft of the ESSA, drawing insights gained through document reviews and consultations with various stakeholders. This draft was then presented for review to the World Bank project team and relevant government agencies. Consultation and Disclosure (after drafting the ESSA): The preparation of the ESSA included mapping of stakeholders and inputs from the implementing agencies and key stakeholders relevant to the program, including governmental institutions, implementing agencies, CSOs, and international donor agencies relevant to the PforR. The Bank, its representatives, and the Program’s implementing agencies consulted with government stakeholders during the process of preparing and finalizing the Draft ESSA during January and February 2025. The consultations outcomes have been considered in the assessment process, and relevant significant concerns have been considered in the ESSA and recommendations. 13 2. PROPOSED PROGRAM DESCRIPTION The proposed Operation will support key elements and incentivize results to increase efficiency in implementing selected government program interventions. The supported areas were selected based on the Bank’s value-added, readiness for implementation, an effort to build on previous engagements with the GOJ, and prioritization of critical interventions based on expected returns to the investment. The Project Development Objective (PDO) of the Program is to enhance the shock-responsiveness, effectiveness, and sustainability of Jordan's SP system for the poor and vulnerable. The project aims to enhance shock responsiveness by developing a resilient social protection framework to adapt to economic, climate-related, health, and social shocks. It will build early warning and timely response systems to protect the poor and vulnerable during crises and institutionalize contingency financing mechanisms for social protection during shocks. Additionally, the project aims to increase the effectiveness of social protection programs by integrating cash assistance with targeted human capital support. This includes implementing an integrated package of cash support, inclusive social services, and economic empowerment programs to improve the welfare and human capital of the poor and vulnerable. These programs also facilitate the transition out of social assistance and into the labor market and contributory social protection programs. The project will also support sustainability and systems integration by strengthening the JSR and coordinating private sector support. Upgrading the JSR to include additional services and adapting a national welfare formula will ensure expanded and harmonized coverage for social protection support, including during shocks. The corporate social responsibility platform will mobilize and coordinate private sector support to social protection programs, contributing to increased coverage and sustainability. Building harmonized national systems will lower identification costs and increase budget efficiency. The PforR will support three Result Areas (RA) where the Bank’s value added is expected to be strongest and where there is no overlap with other banks’ or other development partners’ operations: RA 1. Enhancing Shock Responsiveness: The PforR will establish an Early Warning System (EWS) under the Jordan Social Registry (JSR), integrating geospatial hazard data to map affected households and enable timely and targeted crisis response. The system’s effectiveness will be tested through simulations of three distinct shock types, ensuring that real-time monitoring and risk prediction are embedded within Jordan’s social protection framework. In addition to predictive capabilities, the program will institutionalize Standard Operating Procedures (SOPs) for emergency response, which will be approved and operationalized by the NAF Board of Directors. These SOPs will provide a structured framework to enable a rapid and efficient response to crises, preventing delays in the provision of financial assistance. To ensure the effectiveness of these protocols, 300 NAF staff will be trained to implement emergency response SOPs, strengthening institutional readiness. Moreover, the program will classify 100,000 beneficiaries as ‘payment ready’ for shock-responsive cash transfers, ensuring that financial aid can be disbursed immediately when a crisis occurs RA 2. Integrated Socio-economic Packages for enhanced Human Capital. The PforR is dedicated to the economic empowerment of the poor and vulnerable, striving to establish sustainable pathways 14 out of poverty by integrating social assistance with economic opportunities. Traditionally, Jordan's social protection system has relied on alleviating poverty through cash transfers; however, these programs alone have not ensured long-term economic mobility for beneficiaries. To address this gap, the program links cash transfers to essential non-monetary services, particularly in health and education. To formalize this approach, the Government of Jordan will revise the legislative framework of the cash transfer program to make referrals to health and education services a required element of social assistance. Furthermore, the government plans to adjust the Prime Minister’s decree on health insurance to incorporate a welfare ranking formula, which will target subsidized healthcare services to the poorest households based on objective criteria. Recognizing the specific needs of groups with multidimensional vulnerabilities, the PforR will also facilitate the design and approval of a new cash transfer program specifically for persons with disabilities and the elderly. Additionally, the program commits to the professionalization of social work by introducing accreditation mechanisms to enhance service delivery and ensure the social work sector aligns with both national and international labor market demands. It will also promote economic empowerment by integrating NAF beneficiaries into national employment initiatives, guaranteeing that at least five national programs set quotas for their inclusion. Beyond improving job access, the program aims to build partnerships with the private sector and civil society to broaden opportunities in fields like care work, which are poised for significant job growth, especially for women and youth. RA 3. Strengthening enablers for a more resilience, efficient and sustainable social protection system. The PforR will strengthen the enablers of a resilient and efficient social protection system by improving institutional capacity, governance, and technology-driven service delivery. One of the major structural gaps in Jordan’s social protection system is the absence of a dedicated mechanism to consolidate funding sources and coordinate interventions. The program will address this by establishing the Social Protection and Care Fund (SPCF) through a new government bylaw, creating a sustainable funding mechanism for social protection initiatives. This will be complemented by the operationalization of a Corporate Social Responsibility (CSR) framework, which will systematize private sector contributions to social protection programs and ensure that these resources are effectively tracked and utilized. A dedicated Management Information System (MIS) will be developed to coordinate and monitor CSR-funded activities, with at least 10,000 vulnerable individuals benefiting from CSR and SPCF-funded initiatives. To further enhance emergency preparedness, the program will establish a Crisis-Response Window under SPCF, which will introduce a dedicated mechanism to allocate and channel contingency resources during crises. This will ensure that Jordan has a reliable and pre-positioned financial reserve to respond to emergencies, reducing dependence on ad-hoc measures and external funding sources. In parallel, the PforR will support the endorsement and operationalization of a national welfare ranking formula, automating its integration within the Jordan Social Registry (JSR). As part of this effort, at least six additional social protection services will be integrated into the JSR. The JSR database will be expanded to cover 75 percent of the population The Program consists of nine DLIs chosen for their potential impact, the potential for the World Bank to add value, and the sequencing of results in the form of DLRs toward the final output/outcome. Table 1: Program’s Disbursement Linked Indicators (DLIs) 15 Disbursement Linked Indicators (DLIs) RA 1. Enhancing Shock Responsiveness DLI 1: Early Warning DLR1.1: The Early Warning System (EWS) is developed, integrated with System for shock geospatial hazard data, and demonstrates functionality by identifying and response is mapping affected households. established, tested, DLR 1.2: The Early Warning System (EWS) is tested and confirmed ready and confirmed through simulations of three distinct shock types. (Scalable) operational DLI 2: The National Aid DLR 2.1. The Board of the National Aid Fund approves Standard Operating Fund (NAF) is Procedures (SOPs) for Rapid Emergency Response. equipped and DLR 2.2. The NAF MIS is amended to include the processes included in the operationally ready to SOPs deliver timely and DLR 2.3: 200 NAF staff trained to implement the emergency response effective shock- processes, as mapped in the SOPs responsive DLR 2.4: 200,000 beneficiaries classified as vulnerable and eligible for interventions. shock-responsive transfers (incremental) RA 2. Integrated Socio-economic Packages for enhanced Human Capital DLI 3: Integrated DLR 3.1 Amended legislative framework of the cash transfer program packages of support includes linking the poor and vulnerable to targeted human development are provided to the services (e.g. health and education) for increased human capital, is poor and vulnerable in approved and operationalized. Jordan DLR 3.2 Number of cash beneficiaries who are selected using the national welfare formula, and receive at least one type of non-monetary cash support (incremental) DLI 4: Strengthened DLR 4.1: Increased targeting efficiency of the ‘Health Insurance for the Poor Targeting for the Program’, through the use of the national welfare ranking formula. MOSD’s Health DLR 4.2: XXX beneficiaries from the health insurance for the poor Insurance Program for households are supported through the national welfare formula. the Poor DLI 5: A new cash DLR 5.1: The government approves and operationalizes the instructions of transfer program, to the new cash transfer program that targets individuals with support individuals multidimensional vulnerabilities, including persons with special needs with multidimensional including PwD and the elderly. vulnerabilities is DLR 54.2: Additional 20,000 beneficiaries supported by NAF, through the established and New Cash Programs for people with special needs including PwD and operationalized. elderly. (scalable) DLI 6: Strengthened DLR 6.1: New ‘Accreditation of Social Workers Training Providers and Legal Framework and Programs’ instructions is endorsed and operationalized by the Implementation of government defining the accreditation requirements of social workers Social Work training programs, the accreditation process including clear steps and Accreditation and timelines, and the appeal procedure. Licensing DLR 6.2: MOSD accredits five training programs for a minimum of five social work professions according to the new instructions, ensuring standardization and recognition of social work professions, improving 16 service delivery, workforce quality, and alignment with the needs of the national and international labor markets (scalable) DLI 7: Access of the DLR 7.1: five national programs assign target quotas for cash transfer poor to the labor beneficiaries (scalable) market is facilitated DLR 7.2: 10,000 NAF beneficiaries were linked with economic through a new empowerment programs (scalable) economic empowerment policy RA 3. Strengthening enablers for a more resilience, efficient and sustainable social protection system DLI 8: Establishment DLR 8.1: A Social Protection and Care Fund (SPCF) is formally established and through a bylaw and operationalized, with governance structures, financial Operationalization of mechanisms, and shock-responsive systems. a Social Protection and DLR 8.2: A national Corporate Social Responsibility (CSR) framework is Care Fund (SPCF), developed and integrated with a Management Information System (MIS) to Leveraging CSR for coordinate, track, and enhance the impact of CSR initiatives supporting Resilience. social protection and care programs. DLR 8.3: 10,000 beneficiaries receive support through initiatives financed by the SPCF and CSR contributions, ensuring direct impact on vulnerable populations. (Scalable) DLR 8.4: The GoJ approves instructions for a Crisis-Response window, under SPCF which includes a mechanism to allocate and channel contingency resources during a crisis. DLI 9. Enhanced DLR 9.1. The government adopts, operationalizes, and automates a Targeting, Expansion, dynamic national welfare ranking formula within the social registry to and Coverage of the enhance the targeting of the poor and vulnerable. Jordan Social Registry DLR 9.2. An additional six social services are integrated into the JSR, utilizing (JSR) the welfare ranking formula to enhance beneficiary targeting and improve service coordination. (Scalable) DLI 9.3. The JSR database expands to cover 75% of the ‫ـ‬Jordanian population, strengthening its role as a comprehensive national platform for social protection. (Scalable) 2.1 Government Program and Program Boundaries The proposed PforR operation is designed to support the implementation of Jordan’s National Social Protection Strategy (NSPS) 2025–2033, focusing on selected, high-impact areas within the broader strategy. The NSPS aims to create a comprehensive, equitable, and transparent social protection (SP) system that reduces poverty, protects citizens from risks, and promotes inclusive growth. With an overall budget of US$3.48 billion, the first phase of NSPS for the years (2025-2028) is ambitious in scope, and the PforR program will provide targeted support amounting to US$1.29 billion, of which $350 will be financed by the World Bank representing 21.7 percent of the PforR Program. This strategic 17 focus allows the PforR to concentrate on critical reforms through three Results Areas (RAs) that will drive transformative outcomes in the early stages of NSPS implementation. The PforR boundaries are defined to align closely with the NSPS while emphasizing reforms that enhance shock responsiveness, integration of support for the poor and vulnerable, and sustainability. The program will directly support RA1: Enhancing Shock Responsiveness, RA2: Integrated Socio-economic Support for the Poor and Vulnerable, and RA3: Strengthening Enablers for a More Resilient, Efficient, and Sustainable SP System. By focusing on these results areas, the PforR will assist the government in addressing systemic gaps in governance, institutional capacity, and service delivery. This alignment ensures that the PforR complements the government’s broader efforts, reinforcing foundational systems and creating a strong basis for the long-term success of the NSPS. The Government of Jordan’s NSPS 2025–2033 serves as a comprehensive framework to address the country’s growing social and economic challenges. Aligned with the broader Economic Modernization Vision (EMV) 2022–2033, the strategy is designed to establish a transparent, equitable, and inclusive SP system. It focuses on limiting poverty, safeguarding citizens against risks, and providing fair and accessible social services. The NSPS emphasizes the need for sustainable, long-term interventions that address immediate vulnerabilities while fostering resilience and economic empowerment. Table 2. Program Boundaries Government program PforR Program Reasons for non- alignment Objective To establish a To enhance the shock- Focuses on key comprehensive, responsiveness, transformative actions transparent, and equitable effectiveness, and under the main pillars of SP systems that limits sustainability of Jordan's the strategy. poverty, protects citizens SP systems for the poor from risks, and provides and vulnerable. fair social services. Duration 2025-2028 2025-2028 Supporting the first phase of implementation Geographic Nationwide Nationwide coverage Results Main Pillars areas/pillars • Dignity – Social RA2- Integrated Socio- The PforR covers selected Assistance. Economic Support areas of each pillar of the • Opportunity – Economic Packages to poor and NSPS Empowerment. vulnerable • Empowerment – Integrated Services. Cross-cutting pillars • Resilience – Shock RA1- Enhancing Shock Responsiveness Responsiveness. • Enablers: Strengthen institutional capacity, RA3 - Strengthening leverage technology, and enablers for a more foster collaboration with 18 the private sector and resilient, efficient, and civil society. sustainable SP systems. Overall US$4.64 billion US$1.72 billion Financing 2.2 Proposed Institutional Arrangements For Program Implementation The implementation of the program will be supported by the Program Support Unit (PSU), which has been recently established and incorporated into the organizational structure of the Ministry of Social Development. The PSU will oversee the implementation of both the World Bank-financed program as part of the NSPS and the IPF component, ensuring alignment with strategy goals, facilitating coordination across pillars, and managing day-to-day operations effectively. The NSPS is governed and overseen by a steering committee chaired by the Minister of Social Development, with membership including the Ministers of Education, Health, Planning and International Cooperation, and Labor, as well as representatives from NGOs and the private sector. The design and coordination are managed through four committees, each aligned with one of the strategy's pillars: the Dignity Pillar is led by the NAF Director General, the Empowerment Pillar by the Secretary General of the MoSD, the Opportunity Pillar by the SSC Director General, and the Resilience Pillar by the NCSCM. Additionally, a technical committee supports the overall design of the strategy. Introduction to the Implementing Agencies Mandate: This section briefly describes the mandate of implementing agencies under the program and their key responsibilities vis a vis the Program. Section 4.1 further describes their environmental and social capacity. The MoSD, originally established as the Ministry of Social Affairs and Labor in 1956 under Law No. 14, has undergone significant transformations in its purpose and structure. Initially aimed at providing comprehensive social security and productive efficiency, coordinating social services for all citizens, and organizing their employment, the ministry shifted in 1975 to social development and labor. By 1979, it further specialized into social development alone. In 2024, MoSD updated its legal framework to operate under the Social Development Law No. 4 of 2024. The MoSD plays a crucial role in developing Jordanian social work through the application and enforcement of social work legislation within its jurisdiction, including four laws (Ministry of Social Affairs and Labor Law, Juvenile Law, Domestic Violence Protection Law, and Associations Law) and eight regulations covering various social aspects like childcare, family protection, and licensing of special education institutions. The MoSD has nurtured several social work institutions, granting some administrative and financial independence, such as the Cooperative Organization, the NAF, and the Higher Council for Persons with Disabilities (HCD). The ministry conducts field studies in areas like poverty, delinquency, and disability, highlighting its focus on preventive, therapeutic, and developmental strategies in social work. The Ministry also licenses, supervises, and financially supports (in some cases) various social work 19 institutions, including associations, orphanages, special education centers, nurseries, and elderly care homes, ensuring their effective operation and contribution to the social fabric of Jordan. The MoSD is leading the preparation of the NSPS 2025-2033 as well as its consultation process for this new strategy, governed by a steering committee chaired by the Minister of Social Development. The MoSD also leads the committee responsible for the Empowerment Pillar: Under RA1, the MoSD and NCSCM will lead efforts to integrate a Geographic Information System (GIS) module into the Jordanian Social Registry (JSR), allowing for improved crisis response planning. The MOSD will also operationalize the Crisis-Response component under the Social Protection and Care Fund, establishing a dedicated contingency budget to support emergency response mechanisms. Under RA 2, the MoSD will reform eligibility criteria for the health insurance program for the poor, introducing a welfare ranking formula to enhance targeting and ensure assistance reaches the most vulnerable populations. This reform will also expand health insurance coverage for low-income individuals. Additionally, the MoSD will lead efforts to professionalize social work, introducing a structured framework that formalizes key professions and enhances the quality of service delivery. Under RA 3, as part of this effort, the MoSD will establish a Social Protection and Care Fund through a newly approved bylaw, creating a dedicated funding mechanism to support social protection programs. To improve resource mobilization and service delivery coordination, the MoSD will introduce a national framework for Corporate Social Responsibility (CSR) initiatives, along with a digital platform to manage and coordinate CSR-funded projects. Lastly, the MoSD will also introduce a dedicated welfare ranking module within the JSR, ensuring that social protection programs can more accurately target those in need. The NAF, established in 1986 under Law No. 36, aims to support poor and needy families in Jordan by providing financial aid and vocational training, and helping them integrate into the labor market. Its mission goes beyond meeting basic needs, focusing on skill development and productivity through vocational training, employment programs, and physical rehabilitation for children. NAF is managed by a 13-member board, including representatives from governmental, voluntary, and private sectors, and is headed by the Minister of Social Development. The executive activities are overseen by a General Manager. The Fund operates through 42 primary branches across the Kingdom and 16 secondary branch offices in rural and remote areas. It also created the region's first mobile rapid response center to provide services in remote areas and during emergencies. NAF employs around 500 staff to support vulnerable households. The NAF contributes to the preparation and leading of the NSPS, specifically leading the committee for the Dignity Pillar: Under RA1, the NAF will develop Standard Operating Procedures (SOPs) for Rapid Emergency Response to ensure timely and effective assistance during crises. The NAF Management Information System (MIS) will be updated to incorporate these SOPs, and 200 NAF staff will be trained to implement the emergency response processes outlined in the SOPs. Additionally, 200,000 beneficiaries will be classified as vulnerable and eligible for shock-responsive transfers (for testing purposes). Under RA2, the NAF will revise the Unified Cash Transfer (UCT) program’s instructions to enhance integration with health and education services. NAF will also create specialized cash transfer programs for persons with disabilities and the elderly, providing focused support to these vulnerable groups, with plans for incremental expansion. Furthermore, NAF will execute a plan to integrate cash transfer beneficiaries into national training and employment programs, promoting sustainable livelihoods. Supporting this initiative, NAF will develop a graduation module within the UCT MIS that 20 includes a skills registry and an AI-supported profiling tool, aiding in targeted support and employment referrals. The National Center for Security and Crises Management (NCSCM) was established based on the forward-thinking vision of His Majesty King Abdullah II, who called for the creation of a central platform for crisis management to unify and coordinate the efforts of various authorities in addressing potential national crises. A Royal Letter to the Prime Minister in 2005 directed the formation of the Center, with His Royal Highness Prince Ali bin Al Hussein overseeing its establishment. In 2013, the construction of the Center’s permanent headquarters was completed to international standards, and in 2015, the National Center for Security and Crises Management Bylaw No. (20) was ratified by a Royal Decree and published in the Official Gazette, with the Center becoming operational on April 1, 2015. Under Article (5-a) of the Bylaw, the Center is managed by a board of directors, chaired by the Prime Minister, and includes the membership of the National Center for Security and Crisis Management Chairman, the Minister of Defense, the Minister of Interior, the Minister of Government Communications, the Chairman of the Joint Chiefs of Staff, the Director of the General Intelligence Department, and the Director of the Public Security Directorate. The NCSCM is involved in leading the NSPS, with the NAF heading the committee for the Resilience Pillar: Under RA1. The NCSCM and MoSD will lead efforts to integrate a Geographic Information System (GIS) module into the Jordanian Social Registry (JSR), allowing for improved crisis response planning. This system will be tested for its ability to respond to different types of shock, including flash floods, droughts, and earthquakes. Additionally, several development partners are supporting Jordan's NSPS 2025-2033, providing both financial and technical assistance. Key contributors include UNICEF, which focuses on modernizing cash transfer programs and introducing innovative approaches like cash-plus initiatives. The World Food Program (WFP) is enhancing social protection systems, shock responsiveness and advancing food security initiatives. The European Union is involved in professionalizing social work and promoting the institutionalization of social care services. Other donors, including the Foreign, Commonwealth & Development Office, support emergency cash transfer programs, particularly in response to COVID-19. 2.3 Legal And Institutional Framework For The Proposed Program Jordan's environmental management is delineated by a legal framework led by the MoEnv, which orchestrates a systematic approach to environmental compliance for projects. This structured framework is supported by a well-defined process involving the Environmental Licensing Department, a Licensing Committee, and an EIA Committee. Compliance monitoring falls to the Environmental Inspection Department, which applies a risk-based strategy for prioritizing inspections. The Aqaba Special Economic Zone Authority (ASEZA) has its own environmental regulation and institutional arrangements that govern and enforce environmental protection within its designated area (i.e., Aqaba Special Economic Zone), including the EIA process (for Program activities taking place in Aqaba). The established framework reflects Jordan's dedication to balancing environmental stewardship with socio-economic progression. Jordan's Ministry of Environment (MoEnv) has streamlined the environmental licensing and EIA processes, supporting a robust regulatory framework for 21 environmental and social impact assessments. The proposed Program's activities, classified as low risk, must comply with environmental conditions and are subject to MoEnv's oversight. Capacity-building efforts and gender sensitivity are being integrated into EIA processes, and a risk-based approach is adopted for inspections to ensure compliance. Despite some capacity constraints, the proposed Program leverages international support to bolster MoEnv’s monitoring capabilities and the overall efficacy of environmental management systems. Jordan is making efforts to enhance its social risk management systems to align with international standards, which is crucial for building resilience against challenges that often disproportionately affect vulnerable groups. The country has introduced new regulations, such as the Classification and Environmental Licensing Regulation 69 of 2022, to update the Environmental Impact Assessment (EIA) process. However, these regulations still require more detailed guidance on social and economic impacts and broader stakeholder engagement. Labor legislations are improving and aligning with best practices, but there are still enforcement challenges that particularly affect vulnerable workers. Their practical application sometimes falls short, which leads to environmental and health risks. Community health and safety regulations exist and can be further strengthened in areas such as emergency preparedness and gender-based violence. The program supports Jordan's NSPS, which is being revised for 2025-2033, focusing on four pillars: Dignity, Empowerment, Opportunity, and Resilience. These pillars address social assistance, social services like healthcare and education, social security, and crisis response. The revised strategy prioritizes shock responsiveness, higher-quality social care, and sustainability through partnerships. It also calls for legal reforms to tackle unemployment, gender disparities, and social security issues. The NSPS is governed by a steering committee led by the Minister of Social Development (MoSD), with support from committees overseeing each pillar. The NCSCM, established under Bylaw No. 20 of 2015 and amended by No. 62 of 2020, is responsible for coordinating national crisis management. The NCSCM’s legal framework empowers it to manage national security threats, including natural disasters and internal unrest, and to enhance crisis prediction, response strategies, and coordination across sectors. The MoSD operates under the Social Development Law No. 4 of 2024, which emphasizes the quality of life for vulnerable groups and aims to integrate social protection systems to prevent duplication of services. The NAF, a legally independent entity established under Law No. 36 of 1986, provides social assistance to vulnerable families and individuals, including recurrent cash transfers and emergency cash transfers. The NAF’s legal framework includes clear guidelines for aid distribution, handling grievances, and ensuring transparency in its operations. While Jordan lacks a dedicated national binding legislation for social impact assessment, it has made progress in evaluating impacts pre- and post-legislation, particularly with the introduction of e- consultation initiatives. On February 2, 2025, the Jordanian Cabinet approved a system to assess the impact of public legislation and policies, effective six months after publication in the Official Gazette. This system requires establishing specialized units within ministries to conduct ongoing, quality assessments, supervised by a unit in the Prime Minister's office. Additionally, the Ministry of Digital Economy and Entrepreneurship will enhance public engagement through the Tawasal platform, developed under the 2021 E-Participation Policy. This platform, currently in its trial phase, is a key tool 22 for transparent and inclusive government processes, setting standards for e-consultations and ensuring effective stakeholder interaction. The MoSD and NAF implement Grievance Mechanisms (GMs) at national and their own levels. The national-level GM, "At Your Service," allows citizens to submit complaints, suggestions, and reports through various channels, including a mobile app and e-government portal. The platform has a structured process for handling complaints but lacks detailed demographic segmentation. The MoSD’s internal GM is managed by the Internal Control Directorate and Customer Service Division, where complaints are submitted through multiple channels. Complaints require the complainant’s identity, and once processed, they are archived in a digital system. The MoSD’s complaint management is less standardized, and there is no dedicated complaints division. Complaints are categorized but not always prioritized based on urgency or themes. For urgent cases like Sexual Exploitation, Abuse, and Harassment (SEA/SH), complaints are escalated directly to the Minister. The NAF’s GM utilizes various complaint intake channels including the UCT platform, NAF website, call center, walk-ins, and complaint boxes in the branches. Complaints received through the UCT platform, NAF website, and call center are processed as follows the 2012 Procedural and Organizational Instructions and handles complaints. Complaints are categorized and followed up through the system, but integration with other platforms, such as the "Bikhidmitkum" platform, is limited. The NAF also faces challenges in handling anonymous complaints and addressing SEA/SH cases consistently. Efforts are underway to raise awareness and improve the system’s transparency, with campaigns planned for better communication. 2.4 Stakeholder Mapping The ESSA was prepared between January and February 2025. The process began with identifying the key stakeholders of the PforR, as outlined in Table 3 below. Table 3: Project’s Stakeholders Stakeholder Internal/Ex Role in Interest/needs/concerns in Project Relevant ternal Project RAs Implementing Agencies Ministry of Social Internal Implementer Enhance the system’s crisis adaptability RAs 1, 2 Development through early warning systems, timely &3 (MoSD) financing, and effective response National Aid Fund Internal Implementer mechanisms. RAs 1, 2 (NAF) Improving social assistance distribution, strengthening essential services like healthcare, health insurance, education, and protection, while addressing gaps by prioritizing shock responsiveness, quality care, and sustainability through partnerships and service integration. 23 National Center for External Implementer Enhancing the system's ability to adapt to RA 1 Security and Crisis crises by implementing early warning Management systems, timely financing, and effective (NCSCM) response mechanisms for VG. Beneficiaries Vulnerable External Beneficiaries The establishment of an Early Warning RA 1 population System (EWS) and the operational readiness of the National Aid Fund (NAF) for shock- responsive interventions aim to ensure that vulnerable populations receive timely and effective assistance during crises NAF Beneficiaries External Beneficiaries The program will classify 200,000 RA 1 beneficiaries as vulnerable and eligible for shock-responsive transfers. However, there might be a risk of exclusion for some eligible beneficiaries. Poor and External Beneficiaries The program aims to enhance support for RA 2 Vulnerable Jordan's poor and vulnerable by integrating Households cash transfers with essential services like health and education. These households require integrated socio-economic packages that link cash transfers to essential non- monetary services such as health and education to enhance their resilience and break the cycle of poverty. There is a risk of inequality in benefits distribution if the welfare formula is not accurately refined or implemented transparently Persons with External Beneficiaries Need specialized cash transfer programs and RA 2 Disabilities (PWDs) services to address their unique challenges and the Elderly and should be integrated into early warning systems for timely crisis assistance. However, systemic issues in registration and database inclusion risk their exclusion from emergency responses, leaving them unsupported during crises. NAF Beneficiaries External Beneficiaries There is a risk of inequality in benefits RA 1,2,3 distribution if the welfare formula is not accurately refined or implemented transparently, potentially excluding vulnerable groups. Additionally, social conflict between public and private sector social workers and barriers to economic 24 participation for women and persons with disabilities (PWDs) may hinder access to training and employment opportunities. Careful planning and implementation are essential to address these issues and support NAF beneficiaries effectively. Social Work External/In Providing interested in the professionalization and RA 2 Professionals/Traini ternal training and recognition of their field, which the project ng Providers certification aims to enhance through accreditation to social mechanisms and alignment with labor workers, market standards, benefiting them with clear ensuring they career paths and standardized training. meet the However, concerns include potential social standards set conflict between public and private sector by the social workers due to differing licensing accreditation requirements under the new Social process. Development Law, and the risk of inequality in benefits distribution if the welfare formula is not accurately refined or implemented transparently. In addition, Ensuring quality training for social workers to improve service delivery. Other Interested Parties Ministry of Health Internal Regulatory The MoH is interested in ensuring that the RA 2 (MoH) and project adheres to public health regulations implementer and promotes the well-being of the population. The MoH aims to enhance the effectiveness of health services and ensure that vulnerable populations have access to necessary healthcare1. Ministry of Higher Internal Regulatory Collaborating with MoSD to integrate RA 2 Education (MoHE) education services with social protection programs, focusing on improving access for vulnerable children. Improving educational access and outcomes for vulnerable families studfents. Ministry of External Regulatory The MoEnv is responsible for environmental Environment protection and compliance with national (MoEnv) regulations. They oversee environmental licensing, inspections, and the implementation of remedial measures in cases of significant pollution incidents. 25 Their role is to ensure that the project adheres to environmental regulations and promotes sustainability. Private Sector External Interested Contributing to the CSR activities and funding RA 3 Entities party initiatives aimed at vulnerable populations. contributing Enhancing the impact of corporate social to social responsibility initiatives, improving public development relations, and supporting social causes. Civil Society External Interested CSOs are involved in various aspects of social RA 1,2,3 Organizations party development and protection, including (CSOs) advocacy, service delivery, and monitoring. Their role is to ensure that the project addresses the needs of vulnerable populations and promotes social inclusion. Higher Council for External Interested HCD advocates for the rights and inclusion of RA 1,2,3 Persons with party for persons with disabilities and ensures that Disabilities (HCD) rights of PwD their needs are addressed in social protection programs. Their role is to ensure that the project is inclusive and accessible to persons with disabilities. Development External Coordination International donors provide financial and RA 1,2,3 Partners and technical assistance to support the collaboration implementation of the project1. Their role involves coordination and collaboration for funding opportunities. Vulnerable Groups People with External Direct Direct recipients of tailored financial aid, RA 1, 2, Disabilities (PWD) Beneficiaries healthcare, training support services, and 3 emergency repones. Gaining access to services that enhance mobility, independence, and overall well- being. Also access to emergency support. Elderly Individuals External Direct Direct recipients of financial transfers, health RA 1, 2, Beneficiaries insurance, and targeted support services. 3 Support for healthcare, social services, and financial security in their later years. Also access to emergency support. The elderly may face exclusion from emergency response due to registration and database issues. 26 Low-Income External Direct Direct recipients of cash transfers, health RA 1, 2, Households Beneficiaries insurance, educational services, and other 3 targeted services. Alleviating economic hardship through comprehensive support services, improving well-being and socio-economic status. Also access to emergency support. Require integrated socio-economic packages that link cash transfers to essential non- monetary services such as health and education to enhance their resilience and break the cycle of poverty1. There is a risk of inequality in benefits distribution if the welfare formula is not accurately refined or implemented transparently. Orphans External Direct Orphans require targeted support through RA 1, 2, Beneficiaries social protection programs, including cash 3 transfers, health insurance, education, and psychosocial support, to ensure their well- being and development. They face risks of exclusion from these programs due to systemic registration issues, lack of awareness, logistical challenges, and social norms. Additionally, there is a potential risk of inequality in benefits distribution if the welfare formula is not accurately refined or implemented transparently. Widows and External Direct Financial stability and access to services that RA 1, 2, Divorced Women recipients of help overcome societal and economic 3 financial aid, challenges. healthcare, and Widows and divorced women need targeted empowerme support through social protection programs nt programs. to ensure their economic and social well- being. However, they face risks of exclusion from these programs due to systemic registration issues, social norms, and potential inequality in benefits distribution. Refugees External Beneficiaries Refugees and immigrants need to be included RA 1, 2, of emergency in the social protection system and receive 3 aid. timely assistance during crises. 27 Similar to other vulnerable groups, refugees and immigrants may face exclusion from emergency response due to registration Persons in Remote Beneficiaries Individuals in remote areas need targeted RA 1,2,3 Areas outreach and support to ensure their inclusion in the social protection system1. There is a risk of exclusion from support programs due to geographical barriers and lack of access to services1. 28 3. PROGRAM’S ANTICIPATED ENVIRONMENTAL AND SOCIAL EFFECTS 3.1 Conceptual Approach to Environmental and Social Effects The Environmental and Social Systems Assessment (ESSA) is a structured process designed to evaluate the environmental and social (E&S) effects associated with the proposed Program. This process unfolds in a series of methodical steps to ensure comprehensive coverage of all potential E&S risks and impacts. 1. Step 1: Screening Proposed Program Activities Under the World Bank Policy for Program for Results (PforR), activities that are “judged to be likely to have significant adverse impacts that are sensitive, diverse, or unprecedented on the environment and/or affected people are not eligible for financing and are excluded from the Program.� The Exclusion List is included in Section 3.2. ▪ Step 2: Assessing E&S Systems against the E&S Core Principles of the Program for Results (PforR) Following the preliminary screening, the next step, outlined in Section 3.4, is to evaluate the eligible activities against core E&S principles. This encompasses all activities delineated within the proposed Program's scope and expenditures, including those necessary for achieving the Proposed Program Development Objective (PDO), targeted results areas, overarching goals, and Disbursement-Linked Indicators (DLIs). This comprehensive screening serves to identify not just the direct impacts but also the secondary or consequential effects. These may include impacts indirectly associated with PforR financing or those resulting from proposed Program-related activities not directly funded by the PforR. ▪ Step 3: Evaluating Borrower’s E&S Management Systems An analysis of the borrower's capacity to manage E&S risks tied to proposed Program activities is conducted and presented in Section 4. This evaluation is critical in understanding the robustness and effectiveness of existing management systems. The legal and institutional aspects are carried out to determine if: → The design of the Proposed Program's E&S management system promotes sustainability, seeks to avoid, minimize, or mitigate adverse impacts, and emphasizes informed decision-making relating to the Proposed Program's E&S effects. → The system avoids significant conversion or degradation of natural habitats and physical and cultural resources under PforR financing criteria. → Measures are instituted to protect public and worker safety against construction and/or operation risks, exposure to toxic substances, hazardous waste, dangerous materials, and infrastructure rehabilitation in natural hazard-prone areas. → Land acquisition and natural resource access are managed to minimize displacement, with a commitment to improving or restoring the livelihoods and living standards of affected people. → The Proposed Program's E&S system recognizes the importance of cultural appropriateness and equitable access, particularly regarding Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities and VG. 29 → The system is designed to prevent the exacerbation of social conflicts, especially in areas identified as fragile, post-conflict, or subject to territorial disputes. ▪ Step 4: Addressing System Gaps Based on the assessment, recommendations are formulated to bridge any identified gaps within the borrower's E&S risk management frameworks. These recommendations, aimed at enhancing the systems, are comprehensively included in Section 5. While the ESSA acknowledges the spectrum of E&S effects, including benefits, known impacts, and potential risks, its predominant focus is gauging the adequacy of the borrower’s systems in managing adverse impacts and associated risks. E&S risks are typically grouped into two broad categories for analysis: → Sustainability and Institutionalization: This category examines the durability and embeddedness of E&S management systems within the borrower's institutional framework. → Specific E&S Risks: This encompasses pollution, health and safety, cultural heritage, vulnerability of natural habitats, social inclusion, and equitable distribution of benefits. The interplay between these factors can amplify or mitigate the overall risk profile of the proposed Program. The ESSA process ensures that the proposed Program's implementation aligns with environmental and social sustainability principles while effectively managing potential adverse impacts. 3.2 Exclusion List Activities that involve the following will be excluded from the Program: ▪ Significant conversion or degradation of critical natural habitats or critical cultural heritage sites. ▪ Air, water, or soil contamination significantly impacts the health or safety of individuals, communities, or ecosystems. ▪ Workplace conditions that expose workers to significant risks to health and personal safety. ▪ Land acquisition and/or resettlement of a scale or nature that will have significant adverse impacts on affected people or the use of forced evictions. ▪ Large-scale changes in land use or access to land and/or natural resources. ▪ Adverse E&S impacts cover large geographical areas, including transboundary impacts or global impacts such as greenhouse gas (GHG) emissions. ▪ Significant cumulative, induced, or indirect impacts. ▪ Activities that involve the use of forced or child labor. ▪ Marginalization of, discrimination against, or conflict within or among, social (including ethnic and racial) groups; or ▪ Activities that would (a) adversely impact land and natural resources subject to traditional ownership or under customary use or occupation. 30 Table 4: Screening of Potential Environmental and Social Benefits and Risks Relevance to Proposed Activity Environmental Effect Social Effect ESSA CPs RA1. Enhancing Shock Responsiveness DLI 1: Early Warning System for shock response Environmental Benefits: Incorporates Benefits: CPs 1, 5 & 6 is established, tested, and confirmed environmental risk management into crisis- ▪ Improves emergency preparedness and operational response mechanisms and strengthens resilience among vulnerable populations. DLI 2: The National Aid Fund (NAF) is equipped institutional collaboration for informed ▪ Provides rapid financial and other forms of and operationally ready to deliver timely and responses to environmental risks and assistance during economic, climate-related, or effective shock-responsive interventions. emergencies. unexpected emergencies. ▪ Mitigates the adverse effects of shocks, Environmental Risks: low OHS risks and e- reducing the risk of long-term socio-economic waste generation instability. ▪ Enhances community trust in government responses, promoting social cohesion and stability. ▪ Strengthens social protection, improving quality of life and security, particularly for vulnerable groups. ▪ Ensure edicated funding and mechanisms for rapid response to crises. ▪ Clear guidelines improve accountability and transparency. ▪ Increased resilience of social protection systems. 31 Risks: ▪ Exclusion and Inequality: Uneven access to information and resources may exclude vulnerable groups. Additionally, potential exclusion of certain populations could occur if data is not comprehensive or up-to-date. ▪ Stigmatization: Emergency assistance programs could stigmatize beneficiaries. ▪ Over-reliance on Emergency Measures: May undermine long-term social protection strategies. ▪ Data Privacy and Security: Concerns with integrating GIS into the JSR. ▪ Resistance to change from existing practices. RA 2. Integrated Socio-economic Packages for enhanced Human Capital DLI 3: Integrated packages of support are Benefits: Benefits: CP 5 provided to the poor and vulnerable in Jordan ▪ Links cash transfers to essential services like DLI 4: Strengthened Targeting for the MOSD’s ▪ Supporting the supply, installation, health and education, improving immediate Health Insurance Program for the Poor and operation of IT infrastructure. welfare and long-term mobility. DLI 5: A new cash transfer program, to support ▪ Enhancing the modernization of ▪ Breaks the cycle of poverty by offering individuals with multidimensional the UTC system to improve support opportunities for self-reliance and sustainable vulnerabilities is established and systems. development. operationalized. 32 DLI 6: Strengthened Legal Framework and Risks: ▪ Institutionalizes the integration of services Implementation of Social Work Accreditation ▪ The program involves the through legislative amendments for long-term and Licensing generation of e-waste, which can impact. DLI 7: Access of the poor to the labor market is be mitigated with good EHS ▪ Targets health and education services to the facilitated through a new economic practices and compliance with poorest, improving societal health and empowerment policy national regulations. educational outcomes. ▪ Provides specialized support for vulnerable groups such as persons with disabilities and the elderly, fostering an inclusive society. ▪ Professionalizes social work, improving service quality and creating employment opportunities in the social services sector. ▪ Integrates NAF beneficiaries into national employment initiatives and green jobs, aligning with sustainability goals. ▪ Expands job opportunities, especially benefiting women and youth, through partnerships with the private sector and civil society. ▪ Holistic approach to poverty alleviation by addressing multiple dimensions of vulnerability. ▪ ▪ More equitable and transparent selection of beneficiaries. Risks: ▪ Risk of Inequality in Benefits Distribution when applying the welfare formula used to select 33 individuals eligible for cash assistance, health insurance, and national employment program benefits. ▪ Complexity in implementation and coordination among different programs. ▪ Risk of exclusion if beneficiaries are not aware of the linkages. ▪ Potential inaccuracies in the welfare ranking formula. ▪ Sustainability of funding for the expanded program. ▪ Ensuring quality of health services provided. ▪ Potential stigmatization of beneficiaries. ▪ Challenges in identifying and reaching all eligible individuals. ▪ Ensuring accurate and up-to-date beneficiary data. ▪ Resistance to change from existing social work practitioners and quality of their training and social conflict with public sector social workers. ▪ Risk of Barriers to Economic Participation for Vulnerable Groups RA 3. Strengthening enablers for a more resilience, efficient and sustainable social protection system DLI 8: Establishment and Operationalization of Environmental Benefits: Benefits: a Social Protection and Care Fund (SPCF), Enhances Jordan's social protection system ▪ Establishes the Social Protection and Care Fund Leveraging CSR for Resilience. by establishing the SPCF and integrating (SPCF) for stable and sustainable funding for DLI 9. Enhanced Targeting, Expansion, and private sector CSR to enrich funds for social vulnerable populations. Coverage of the Jordan Social Registry (JSR) programs. 34 Environmental Risks: ▪ Enhance funding for social programs, Minimal risks managed with good EHS increasing the scope and impact of support practices and compliance, focusing on through increasing coordination of CSR improving institutional capacity, initiatives. governance, and technology-driven service ▪ Improves transparency and accountability delivery. through the Management Information System (MIS), ensuring resources are effectively used. ▪ Creates a Crisis-Response Window under the SPCF, enabling quick responses to crises and minimizing long-term socio-economic impacts. ▪ Improving targeting and inclusivity of social protection programs. ▪ Expands the JSR to cover 75% of the population, ensuring more accurate and inclusive social assistance. ▪ Dedicated funding for social protection initiatives. ▪ Improved financial sustainability and resilience of social protection systems. ▪ - Improved coordination and impact of CSR initiatives and enhanced private sector engagement in social protection. ▪ - Improved regulation and oversight of associations resulting in enhanced transparency and accountability. Risks: ▪ Risk of Inequality in Benefits Distribution: If the welfare formula used to select individuals 35 eligible for cash assistance, health insurance, and national employment program benefits. ▪ Ensuring accurate and up-to-date beneficiary data. ▪ Ensuring compliance and alignment with the bylaw. ▪ Data privacy and security concerns. ▪ Administrative challenges in implementing the mechanism ▪ Ensuring the quality and reliability of JSR services. 36 3.3 Potential Environmental and Social Benefits and Risks This section provides an overview of the potential effects, including benefits and risks, identified by the Environmental and Social (E&S) team's comprehensive review and assessment. The environmental benefits of the Program are related to the opportunity to incorporate and enhance environmental risks management primarily Under RA1 by: (1) incorporating environmental risks management approaches into the crisis-response mechanism and into the proposed standard operating procedures for emergency responses, and (2) leveraging sharing of environmental information and strengthening institutional collaboration for informed crisis-response to environmental risks and emergencies as part of the integration of GIS capabilities into the JSR. The proposed Program does not involve major infrastructure or civil works; hence the Program will support the supply, installation and operation of IT infrastructure and solutions to provide support to the modernization of the UTC system (RA2) and to enhance supports system. Such works can be associated with low OHS risks, increased demand on electricity (insignificant), in addition it can be associated with the generation of e-waste (insignificant). These risks can be prevented and readily mitigated with the adoption of good EHS practices, and compliance with applicable national regulations, in addition to awareness raising and training. All other activities are not expected to cause environmental risks and impacts. The program offers several social benefits associated with the different results areas: RA1. Enhancing shock responsiveness shall improve emergency preparedness and resilience among Jordan's vulnerable populations. By establishing a more efficient and targeted response system, the intervention ensures that financial and other forms of assistance are rapidly available to those impacted by economic, climate-related, or unexpected emergencies. This timely support helps mitigate the adverse effects of such shocks, reducing the risk of long-term socio-economic instability for affected individuals and families. Moreover, the systematic approach enhances community trust in governmental and institutional responses to crises, promoting social cohesion and stability. These measures collectively improve the quality of life and security for all citizens, particularly those in vulnerable groups, by building a more responsive and robust social protection framework. RA2. Integrated Socio-Economic Packages for Enhanced Human Capital" offers several key social benefits that address both immediate and long-term needs of Jordan's poor and vulnerable populations. By linking cash transfers to essential non-monetary services such as health and education, the program not only supports immediate welfare but also enhances long-term economic mobility. This linkage helps to break the cycle of poverty by providing beneficiaries with the tools and opportunities necessary for self-reliance and sustainable development. The institutionalization of these linkages through legislative amendments ensures that the integration of services is not temporary but a permanent feature of the social protection system, which in turn makes social assistance more effective and far-reaching. Targeting health and education services to the poorest based on objective criteria ensures that assistance is efficiently allocated to those who need it most, thereby improving overall societal health and educational outcomes. Specialized support for groups with multidimensional vulnerabilities, such as persons with disabilities and the elderly, acknowledges and addresses the unique challenges these populations face. This tailored approach not only meets 37 their specific needs but also fosters an inclusive society where all members can contribute to and benefit from economic and social life. Professionalizing social work and introducing accreditation mechanisms improves the quality of social services and aligns the sector with both national and international labor market standards. This professionalization benefits the entire community by enhancing the support systems available to vulnerable populations and creating employment opportunities within the social services sector itself. Integrating NAF beneficiaries into national employment initiatives and linking them with training and green jobs not only improves their access to employment but also aligns with global sustainability goals, positioning Jordan as a forward-thinking participant in the green economy. Partnerships with the private sector and civil society to expand job opportunities in sectors like care work further enrich the labor market and offer significant job creation potential, particularly benefiting women and youth. RA3. Strengthening enablers for a more resilience, efficient and sustainable social protection system deliver substantial social benefits to beneficiaries by enhancing the resilience, efficiency, and sustainability of Jordan's social protection system. Establishing the Social Protection and Care Fund (SPCF) provides a stable and sustainable funding source, ensuring that financial resources are consistently available to meet the needs of the vulnerable. This structure facilitates more effective and timely responses to social issues, increasing the overall impact of support programs. By integrating the private sector through a Corporate Social Responsibility (CSR) framework, the initiative leverages additional resources, enriching the pool of funds available for critical social programs. This integration not only broadens the scope of support but also ensures that private contributions are effectively used to enhance the well-being of the vulnerable populations. The Management Information System (MIS) enhances transparency and accountability, ensuring that contributions directly benefit those in need. The creation of a Crisis-Response Window under the SPCF pre-positions resources for emergencies, significantly improving Jordan's capacity to respond quickly to crises. This readiness is crucial for reducing the vulnerability of affected populations by ensuring they receive prompt and adequate support, thus minimizing the long-term socioeconomic impact of disasters. Moreover, the improvements in the Jordan Social Registry (JSR), including the implementation of a national welfare ranking formula and the expansion to cover 75 percent of the population, ensure that social protection programs are more accurately targeted and inclusive. However, the program may still face potential E&S risks that could impede its benefits and progress. The Benefits and risks are summarized in Table 4 above as well as in the following section IV , which provides a comprehensive risk analysis, aligned with the PforR core principles, along with proposed mitigation measures to effectively manage the identified risks. 4. ENVIRONMENTAL AND SOCIAL MANAGEMENT SYSTEMS ASSESSMENT 4.1 Core Principle #1 – E&S Management Systems 38 Program E&S management systems are designed to (a) promote E&S sustainability in the Program design; (b) avoid, minimize, or mitigate adverse impacts; and (c) promote informed decision-making relating to a Program’s E&S effects. Institutional Setup and Regulatory Framework In Jordan, the framework for regulating environmental standards and overseeing social aspects of projects is predominantly orchestrated by the Ministry of Environment (MoEnv), in accordance with Law 6/2017 and Law 16/2020. An exception to this is found within the Aqaba Special Economic Zone (ASEZ), where the responsibility for environmental oversight and regulation falls under the Aqaba Special Economic Zone Authority (ASEZA). The Environmental Regulation Directorate of ASEZA holds the mandate to administer and implement the 2001 Regulation for the Protection of the Environment specifically within ASEZ (as explained below). The proposed Program must also comply with and meet the requirements of Jordan's environmental and public health regulatory landscape; a well-defined regulatory landscape, with specific responsibilities allocated to different governmental entities. ▪ Under the Environment Protection Law No. 6 of 2017, the MoEnv is designated as the primary authority for environmental protection. The MoEnv is empowered to issue environmental licenses, conduct inspections of establishments, and implement remedial measures in cases of significant pollution incidents. ▪ Under Public Health Law No. 47 of 2008 (amended), the Ministry of Health (MoH) is the competent authority accountable for protecting public health in the country. MOH is empowered to issue licenses to healthcare facilities, conduct inspections of establishments, and implement preventive, control and remedial measures in cases of health risks including spread of diseases (epidemics, pandemics and vector-borne diseases). ▪ Under the Law amending Labor Law No. (10) of 2023, the Ministry of Labor (MoL) is responsible for regulating and supervising employer-employee relations in all types of businesses. The law delineates the obligations and rights of the employees and their employers. Several bylaws, regulations and instructions have been developed and enacted to address related considerations, including EHS and maintaining safe working environment, adherence to an appropriate code of conduct, and providing welfare benefits to employees. ▪ The Aqaba Special Economic Zone (ASEZ) operates under its own legal framework , which is established by Law No. 32 of 2000. According to this law, any existing legislation within the Kingdom of Jordan is applicable to ASEZ unless it contradicts the provisions of Law 32/2000. In cases of contradiction, the provisions of Law 32/2000, along with its subsequent decrees and instructions, will take precedence. The ASEZA, or Aqaba Special Economic Zone Authority, is endowed with the authority and responsibility to manage environmental, water, and natural resources, as well as to conserve biological diversity within the zone's boundaries. These responsibilities are in accordance with Law 32/2000 and are further detailed in Decree 21/2001. Decree 21/2001 is particularly important as it outlines the Environmental Impact Assessment (EIA) system that must be adhered to within ASEZ. Additionally, it prescribes the protocols for waste management and sets standards for emissions, ambient air quality, noise levels, and the protection of natural habitats. ASEZA has established its own institutional 39 framework to handle environmental issues and to enforce the stipulations of Decree 21/2001, as well as any related instructions and standards. This ensures that environmental concerns within ASEZ are managed effectively and in accordance with the specific legal requirements of the zone. The MoEnv operates through specialized departments and committees that ensure environmental compliance and social safeguarding in project implementation. Hence, the environmental screening process is occasionally initiated upon municipalities' receipt of occupational licensing applications for recently registered companies/businesses or for the annual renewal of the occupational licenses. The municipality recipient of such applications/requests undertakes initial screening to determine which project category the application falls under Decree 69/2020. The Environmental Licensing Department is the initial entry point for project applications within the MoEnv. These applications are assessed by a Licensing Committee, which classifies projects according to EIA categories as stipulated in Decree 69/2020. Specifically, projects falling under Categories 1 and 2 are escalated to the EIA Department for further scrutiny and the preparation of either an EIA or a Preliminary Environmental Impact Assessment (PEIA). The EIA Committee, a multisectoral body comprising 17 representatives from various governmental agencies, reviews the assessments. On approval, the Licensing Department issues the requisite environmental license, and the project documentation, including the EIA or PEIA and the associated Environmental Management Plan (EMP), is forwarded to the Environmental Inspection Department for ongoing oversight. For inspections, the Environmental Inspection Department operates within the framework of Inspection Law 33/2017 and is guided by additional decrees like 110/2018 and 113/2018, which clarify inspection protocols and inspector qualifications, respectively. This department is responsible for monitoring compliance across all EIA categories, and it coordinates its activities with other governmental entities to avoid redundancy and ensure efficiency. Inspectors are subject to stringent qualification criteria, which include academic credentials, years of experience, and mandatory training courses. The Inspection Department employs a risk-based approach in planning inspections, considering variables such as project risk profile, previous compliance history, and complaints from the public. Non-compliance triggers a cascading set of actions that could result in fines or temporary project closure. The department collaborates with the Environment Police Department to enforce compliance, although its capacity is constrained relative to the number of facilities requiring inspection. Remarkably, since the inception of the original environmental law in 2003, only a few Categories 1 EIAs have been rejected. The rejection criteria have included technical inaccuracies, non- compliance with spatial regulations, and public opposition. The proposed result areas aim to support the implementation of the country's social protection framework embedded in the draft Amended NSPS (2026-2033). The NSPS currently under public consultation, is structured around four main pillars: Dignity, Empowerment, Opportunity, and Resilience. The Dignity pillar focuses on social assistance, including cash and in-kind aid, while the Empowerment pillar addresses essential social services like healthcare, health insurance, education, and protection. The Opportunity pillar targets social security, labor market programs, and work-related 40 social insurance, while the Resilience pillar emphasizes the system's response to shocks and crises, including those caused by climate change. The revised strategy aims to address gaps in the previous framework, prioritizing shock responsiveness, better quality social care, and sustainability through partnerships and improved service integration. It introduces the Resilience pillar to enhance the system’s ability to adapt to shocks with early warning, financing, and response mechanisms. The strategy also highlights the need for better labor market programs and legal reforms to address challenges like unemployment, gender disparities, and insufficient social security coverage. The NSPS is governed by a steering committee chaired by the Minister of Social Development, with key members from the Ministries of Education, Health, Planning and International Cooperation, and Labor, along with representatives from NGOs and the private sector. The design and coordination of the strategy are managed through four committees, each aligned with one of the strategy's pillars: the Dignity Pillar is led by the NAF Director General, the Empowerment Pillar is led by the Secretary General of the MoSD, the Opportunity Pillar is led by the Social Security Corporation (SSC) Director General, and the Resilience Pillar is led by the NCSCM. Additionally, a technical committee supports the overall design of the strategy. The implementation is overseen by the Program Support Unit (PSU) at MoSD, which ensures coordination and alignment with the strategy’s goals. The National Center for Security and Crisis Management (NCSCM) coordinates efforts across various government sectors to manage national crises, enhancing early crisis prediction, providing recommendations on crisis management policies, and developing strategies for effective response. The MoSD, under Social Development Law No. 4 of 2024, emphasizes improving the quality of life for vulnerable groups and ensuring their dignity through social protection services. The MoSD also refers low-income families to various services and provides tailored support for those not covered by the NAF. These referrals include access to health insurance, electricity in remote areas, and housing solutions for vulnerable families. Additionally, the MoSD offers cash transfers, in-kind assistance such as devices for people with disabilities (PwDs), and operates centers directly managed by the ministry. Since 2024, he Ministry is undergoing the professionalizing the social work sector by regulating licensing and certification, with penalties for non-compliance clearly stipulated in the Social Protection Law articles 5- 6 and 16-8 and 25, to ensure high standards in the profession. Furthermore, the MoSD is connecting various SP services to the JSR, which will help target and deliver a range of social services and economic opportunities to the poor. The Law also regulates the social responsibility (CSR) funding under the Social Development Law, encouraging private sector contributions to social development and protection efforts. Prior to the new law, the Ministry managed social responsibility funding and published an annual report from 2021-2026 on their website. The NAF, established by Article 3 of Law No. 36 of 1986, is a legal entity with financial and administrative independence. It is responsible for providing financial assistance to vulnerable individuals and families in Jordan, including both regular and emergency support. The Fund is empowered to own and manage property and take legal actions, including entering into contracts. It is overseen by a Board of Directors chaired by the Minister of Social Development, with members from various ministries and organizations, including health, social security, and vocational training sectors. 41 The NAF’s main objectives include protecting and caring for individuals in need, promoting employment through vocational training, and facilitating access to health insurance for low-income beneficiaries. It also conducts research and studies related to its operations. To implement the law and operate the social protection programs of the NAF, several key instructions and procedures have been established. These include the Instructions for Financial Aid to Protect Needy Families of 2019, issued under Article (8/Z) of the National Aid Fund Law No. 63 of 1988, and the Instructions for Urgent Financial Aid for the Relief and Assistance of Needy Families Affected by Natural Disasters for the Year 2014, also issued under Article (8/Z) of the same law. Additionally, the Procedural and Organizational Instructions for Addressing the Complaints of Beneficiaries and Applicants for Services from the National Aid Fund for the Year 2012, issued under Article (8/Y) of the National Aid Fund Law No. 63 of 1983, set guidelines for handling grievances. Further, the Instructions for the Complementary Support Program for Needy Families of 2019, issued under Article (8/Z) of the National Aid Fund Law No. 36 of 1986, and the Amended Instructions for the Unified Cash Transfer Program for Needy Families No. 3 of 2022, are crucial to the NAF’s operations. Finally, the Unified Cash Transfer Program Operational Manual, Fifth Edition (2022), covering the UCT Program (the Complementary Support Program), provides detailed guidance on the operational processes. The NAF manages the National Unified Register (NUR) in Jordan, designed to collect and manage essential information about Jordanian families and other important data needed for various sectors. The registry helps government entities access the information they need to implement social protection programs and support services more effectively. The main function of the registry is to create a connected system where different organizations can share and access information. This helps in making informed decisions and improving the quality of services provided to citizens. The registry also aims to keep data up-to-date, accurate, and easy to access by using the latest technology. Additionally, the registry supports decision-making by providing necessary data to government officials, helping them make better choices based on reliable information. Through these efforts, the NUR aims to improve the way information is aggregated in Jordan, making it easier for government and other sectors to respond to the needs of the population. Annex III provide the General regulations applicable to the PforR in relation to environmental and social aspects. Implementation Performance Assessment Regarding the Environmental Licensing and EIA Process as part of the environmental system, the MoEnv has streamlined the environmental licensing process within the broader regulatory framework, ensuring effective response to all applications, irrespective of whether the project proponent is a governmental or public entity. The same applies to ASEZ, noting that ASEZA is responsible for the environmental licensing process within ASEZ, as governed by Decree 21/2001. This aligns with findings from the World Bank's recent analysis of ESF implementation in Jordan (2022) and from the Netherlands Commission for Environmental Assessment, which in February 2020 concluded that Jordan maintains a robust and user-friendly regulatory framework for Environmental Impact Assessments (EIAs) as mentioned below. Approximately 30 comprehensive EIAs are performed 42 annually in Jordan, bolstering a growing community of experts in government and consultancy sectors. The evaluation of the streamlined environmental licensing process notes the role municipalities play as responsible authorities for businesses' occupational licensing and, as such, responsible for the undertaking of initial environmental screening of projects and companies. Upon consultation with the MoEnv (Environmental Licensing Directorate) in January 2024, it is noted that the capacity of municipalities to effectively apply the initial environmental screening process needs further enhancement, the licensing system needs improvement, and the streamlining and collaboration processes need to be strengthened. 1. Staffing and Workload in Environmental Oversight: ▪ Structure and Staffing: The EIA and Licensing Department are relatively small, consisting of two and four staff members. However, the final decisions related to EIA and Preliminary Environmental Impact Assessments (PEIAs) are not solely dependent on these staff members but are made by specific committees for this purpose. ▪ Workload and Efficiency: Despite being leanly staffed, the Licensing Department manages a substantial workload, particularly conducting site visits for licensing applications across Categories 1, 2, and 3. Most of these visits relate to Category 3 projects, which are generally smaller in scale. This focus enables the department to process all applications promptly. ▪ Capacity Building and Technical Support: The EIA Department benefits from international donor-supported capacity building, especially concerning the new 2020 decree on risk assessments. In addition, the department collaborates with Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) to integrate gender considerations into the EIA process. ▪ Capacity Building and Gender Sensitivity: The EIA department gains technical strength through international donor support. Collaborative efforts with GIZ are also being made to integrate gender considerations into EIA protocols. The proposed PforR’s main implementing agency (i.e. MoSD) organization structure is lacking functional units or staff responsible for addressing environmental and climate change issues and priorities, including OHS. However, the Ministry of Labor (MoL) organization structure include a full OHS Directorate, which is responsible for strategic and operational planning for OHS at the national level, supervision and oversight OHS inspection and record keeping, enforcement of the labor law and regulations, OHS incidents investigation, awareness raising and training, licensing OHS supervisors and inspectors, etc. In compliance with existing regulations, the proposed Program activities under discussion are classified as Category (iii) or Category (iv) projects, signifying low or no environmental risk. Therefore, they do not require MoEnv approval or an environmental license. However, they must adhere to general environmental conditions of noise management and waste disposal. Despite the low-risk classification, the proposed Program must still consult MoEnv for environmental screening if activities fall under the first three project categories outlined in Regulation 69 of 2020. This is particularly related 43 to the IT hardware infrastructure and minor civil works under RA1, and the Standard Operating Procedures (SOPs) for Rapid Emergency Response. Additionally, the proposed Program must comply with the Waste Framework Law (Law 16 of 2020) and any pertinent regulations or instructions issued by the Ministry of Environment. The Program needs to (1) build the capacity of the implementing agencies and directly related stakeholders about OHS, public health and safety, environment protection and compliance with national environmental regulations, resources efficiency, and waste management, and (2) to raise Program actors and beneficiaries' environmental awareness and capacity to Environmental risks and impacts. 2. Inspection Protocols and Enforcement: Environmental inspections are orchestrated by a separate Inspection Department consisting of 58 inspectors who cover the entire country, excluding the ASEZ. Inspections are planned according to multiple criteria, such as project risk level, past compliance records, and public complaints. When violations are identified, the Inspection Department conducts a follow-up visit within 2 to 4 weeks. Persistent non-compliance triggers legal repercussions, including fines and potential temporary closure of the offending facility. The bulk of identified violations relate to non-compliance in waste disposal, dust, noise, and emissions, according to analyses by MoEnv-accredited laboratories. The Environment Police Department supplements the Inspection Department's activities. However, given the extensive scope of facilities subject to inspection, the current staffing levels provide limited capacity for comprehensive oversight and need enhancement. The department focuses on operational projects and conducts fewer inspections during construction, often initiated only in response to complaints. While both departments are efficiently managing their respective duties despite staffing constraints, there are areas where additional resources and focus are required for more comprehensive and proactive environmental oversight. It's worth mentioning that the MoEnv succeeded in increasing the number of environmental inspection visits conducted by the Directorate of Environmental Inspection and Control by more than 20% from the benchmark year of 2019 and maintaining this increase to date (437 visits in 2019 to 1180 visits in 2022, 1219 visits in 2023, and 996 visits in 2024). This was achieved in fulfilment of one of the PAP actions for the Inclusive, Transparent, and Climate Responsive Investments Program for Results (P175662). 3. Waste Management: MoEnv oversees the High Committee of Waste Management, which collaborates with line ministries responsible for regulating waste in their respective domains. Among the facilities managed by MoEnv is the Swaqa hazardous waste treatment facility, located about 125 km south of Amman. Operational since the late 1990s, this facility primarily handles expired medicines from pharmaceutical plants, IT waste, asbestos, and other special types of waste. The Swaqa facility is well-equipped with fire- extinguishing systems and groundwater monitoring wells. Additionally, private sector involvement includes Five companies for treating healthcare waste, two incinerators for healthcare waste, and various companies for recycling materials like used oils and batteries. Furthermore, 12 licensed companies transfer hazardous waste to Swaqa and other recycling/treatment centers. This 44 infrastructure suggests that Jordan possesses a well-established framework for hazardous waste management, albeit with room for improvement. Under Waste Management Law No. 16 of 2020, the MoEnv is in the final stages of developing a centralized national hazardous materials and waste database. This database aims to collate information on users of hazardous materials and generators of hazardous waste, thus facilitating enhanced monitoring and disposal procedures. However, the ministry cannot closely monitor hazardous material (HAZMAT) management due to constrained human resources unless specifically approached by waste generators. Therefore, the primary challenge lies in enforcing regulations compromised by limited resources and capacity within MoEnv to adequately control and monitor hazardous materials and waste handling. While Jordan has made significant strides in environmental management, the report on Implementing the Environmental and Social Framework in Jordan: Analysis of Environmental Risks, Capacities and Challenges (World Bank, 2022), and the combined overview assessment report on Implementing the Environmental and Social Framework in Jordan (World Bank, July 2024) identify areas for improvement, particularly with regards to stakeholder consultation, the regulatory requirements for the preparation of Strategic Environmental Assessment (SEA), institutional and enforcement capabilities, and transparency. The World Bank (2002) and (2024), and the assessment by the Netherlands Commission for Environmental Assessment (2020) highlighted: ▪ The regulatory framework for EIA is robust, featuring well-defined procedures for key steps like screening and review. The process is user-friendly and adheres to specified timelines. ▪ Annually, Jordan conducts approximately 30 comprehensive EIAs. This work is primarily carried out by governmental personnel and consultants, with limited contributions from academics and international experts. ▪ The existing EIA system needs stronger follow-up mechanisms during project implementation to ensure that outlined measures are effectively executed. ▪ Enhanced stakeholder participation in the EIA process is recommended, necessitating capacity building within NGOs and optimized frameworks for stakeholder engagement. ▪ Capacity enhancement is required for governmental staff involved in EIA procedures, particularly in the technical committees responsible for review and those who monitor compliance and enforce stipulated conditions. ▪ Opportunities exist to align EIA practices more closely with high-priority topics, such as climate resilience and water security. On this regard, it is important to note that an MTDF-funded TA to the Ministry of Environment is envisaged to (i) improve capacity for managing environmental risks related to public procurement and credit supply, and to (ii) further strengthen overall E&S risks monitoring and management in Jordan by addressing identified more general ESF implementation gaps. In relation to managing crises, the Crisis Response pillar of the NSPS 2025-2033 is led by the NNCSCM, which has a structured organizational framework designed to ensure effective crisis management and national security. The Board of Directors governs the center, with the Chairman leading its operations and supported by the Chairman Office for administrative duties. The Vice 45 Chairman assists the Chairman, with a dedicated office for support. The center also includes several specialized units such as the Internal Control & Audit Unit for oversight, and a Legal Advisor for legal guidance. The Vice Chairman Office supports the Vice Chairman’s role. Key functional divisions within the center include the Dewan Unit, likely focused on formal communications, and the Information & Cybersecurity Section, responsible for handling cybersecurity matters. The center’s operational functions are further supported by the Financial Unit, which manages financial activities, and the Studies & Prediction Unit, which analyzes data for crisis prediction. The Media Response Unit manages crisis communications, while the Admin & HR Development Division focuses on human resources and administration. The ICT Division handles technology systems, and the Training & Qualifications Division manages staff development and training. Lastly, the Operations & Plans Division is tasked with executing operational plans during crises. This structure ensures coordination across various sectors and supports the center's mission to enhance national security and crisis management. The NAF plays a central role in responding to crisis, providing social protection to vulnerable groups during emergencies. A global model, based on best practices, has been developed to guide the crisis response efforts. Under the NSPS, the Government of Jordan is working to link the early warning system with the NAF systems for emergency support. The Recovery component is also being developed, focusing on a comprehensive, economy-wide response to crises. Additionally, a social early warning system, established by the NCSCM, is in place to help predict and respond to crises effectively, with support from The World Food Program (WFP). To enhance the effectiveness of crisis response, 321 shelter and evacuation centers have been established across the Kingdom. These centers, managed through MoSD centers, MoY centers, and registered associations, are part of a broader network designed to support affected populations during crises. Furthermore, a psychosocial support team, consisting of 44 professionals (psychologists with Master’s and Doctorate degrees), is available in all governorates. This team, established with support from GIZ and Civil Defense, ensures psychosocial assistance during crises. The "Nahno" platform of the Crown Prince Foundation, previously lacking a crisis portal, now includes a dedicated section for crisis management and psychosocial support teams, improving coordination during emergencies. The MoSD is making efforts to ensure that existing centers and services are inclusive of persons with disabilities (PWD). The Ministry is focused on making necessary spatial adaptations to ensure accessibility for PWDs as part of the crisis response. This includes adapting evacuation processes and support services to meet the needs of marginalized groups, such as providing wheelchair access and designated spaces for women, children, and the elderly. However, the integration of PWDs into the early warning system is still under consideration by the NCSCM as part of the next phase. In December 2024, a Social Early Warning System exercise was conducted by the NCSCM in collaboration with the MoSD, other ministries, and private sector companies, including those in communications and energy. The exercise aimed to strengthen institutional capacities of the various institutions for emergency response. The MoSD reported a high response speed from its institutions and the NCSCM, although some lessons learned remain confidential for the Prime Minister’s office, including procedures for managing emergency funds. 46 Moving forward, the NCSCM and MoSD will collaborate to provide critical information through a data-sharing system, enhancing the response during crises. This will be achieved by integrating a GIS module into the Jordan Social Registry (JSR) for more accurate targeting and coordination during crises. Additionally, Standard Operating Procedures (SOPs) and guidelines for Social Protection and Care Fund for emergency response will be further developed, with dedicated annual allocations set aside for crisis response. SOPs for the activation and governance of emergency funds are still to be developed, focusing on the governance, management, and coordination of emergency funds and support from both local and international entities. Another key plan for the future is the expansion of the psychosocial support team across all governorates. The Ministry plans to collaborate with other ministries and CSOs to form a national team for psychosocial support, further strengthening the country’s capacity to respond to crises. In the reteam of Integrated Socio-economic Packages for Enhanced Human Capital, the Unified Cash Transfer Program (UCTP) managed by the NAF remains the primary regular cash support for beneficiaries. This program is administered through the National Unified Registry (NUR), which collects and manages critical data about Jordanian families and other key information. The NUR enables both government entities to access data for the effective delivery of social protection programs and services. It creates a connected system that allows organizations to share information, enhancing decision-making and the quality of services. The registry employs modern technology to ensure that data is accurate, up-to-date, secure, and easily accessible. It also supports decision-making by providing reliable data to government officials and works to improve information systems and training for personnel in data management. Eligibility for support under the NUR is determined by the NAF’s national welfare formula, which aims to accurately target those in need with integrated packages of support, including cash transfers. The formula is continuously evolving, with a comprehensive evaluation conducted with expert assistance, leading to recommendations and adjustments. It's currently under review and adjustment to better target coverage and eligibility, taking into consideration new indicators that focus on consumption patterns of beneficiaries. Previously number of Rapid Social Assessments (RSA) for the Jordan Emergency Cash Transfer Project has been conducted under WB program support to evaluate social risks and impacts throughout the project’s lifecycle. The first assessment was conducted in June 2020 as part of the Emergency Cash Transfer Parent Project, followed by a second RSA in July 2021 to reassess risks and project implementation. The third RSA was completed in November 2021 under the Additional Financing phase, focusing on key project processes such as outreach, registration, validation, enrollment, payment, and grievance mechanisms (GM). The NAF runs additional programs for their beneficiaries. For example, they refer households to health insurance for the poor. Under the updated strategy -which the RSSP- will support, NAF will streamline its scope of referrals to include education, health and other services. It will also establish a new cash program that targets (individuals) instead of households that have multidimensional vulnerabilities (such as elderly and PWDs) but are not benefiting from the UCT. Health insurance for NAF beneficiaries is facilitated under specific guidelines. Electronic integration with the Health Insurance Administration (HIA) ensures that HIA receives information about eligible beneficiaries. NAF 47 beneficiaries are reviewed monthly, and around 200 cases are out of the system annually when applying the formula. Beneficiaries can lodge complaints through the system if needed. According to MoSD, some families, while not eligible for NAF benefits, still require social support , such as health insurance or educational support. The Ministry is working with NAF on offering tailored services for these families, including health insurance, electricity access in remote areas, and housing solutions for the poor. Additionally, the Ministry is working towards automating services to improve efficiency and accessibility for beneficiaries. Top-performing students among NAF beneficiaries may also receive education scholarships, through the ‘poor student fund’ with points allocated for university scholarships. Also, temporary support is available for individuals who temporarily lose their income, with assistance provided for up to 6 months. Economic empowerment remains a key focus for NAF. The Fund has previously implemented economic empowerment programs under its Graduation Path, designed to refer NAF beneficiaries to waged employment, to enhance their welfare status he. A new policy document for economic empowerment has been developed, with a draft in progress, under the Graduation 2 program. The focus of this Graduation 2 program is to improve beneficiaries' capacity for self-sufficiency. A skills mapping database for individuals aged 18-46 has been created, matching individuals' skills and preferences for training and employment. The program has successfully integrated with the National Employment Platform, supporting 7 employment programs for beneficiaries. NAF and the MoSD are also focusing on expanding the Social Registry and improving Data Management. The Social Registry is planned to expand its services from 6 to 11 offerings, enhancing support for vulnerable populations. The NAF ensures the protection of beneficiaries' data, with procedures in place to safeguard sensitive and personal information within the SR. Access to data is limited to authorized individuals only, and eligibility status (whether someone is a NAF beneficiary) is shared with external parties. The SR’s Terms of Reference (TOR) align with Digital Economy policies, and partnerships are being formed to manage this data securely and effectively. The JSR, in alignment with the National Unified Registry (NUR), adheres to the Data Protection Law of 2023 to ensure secure and transparent data management. It establishes a consent management system, granting beneficiaries control over their data and regulating access by non-governmental entities through formal agreements. To enhance security, JSR implements encryption, access controls, and audit trails, with data stored securely within MoDEE. A legal review by WBG in 2022 ensured compliance with existing laws, integrating key recommendations into JSR’s framework. Additionally, JSR promotes transparency by providing user-friendly interfaces and mechanisms for reporting discrepancies. Operating within Jordan’s legal framework, including the Right to Access Information Law, the JSR ensures full compliance with national data governance standards while safeguarding personal information The professionalization of social work in Jordan is clearly outlined in the new Social Development Law, which establishes detailed regulations across several articles. Article 5 defines social work as a specialized profession, specifying qualifications, certifications, and standards, while also ensuring proper licensure and penalties for non-compliance. Article 6 mandates that entities providing 48 protection and care services to vulnerable groups must obtain prior authorization from the Ministry of Social Development. Article 16 imposes fines and potential imprisonment for individuals or entities offering these services without a license. Article 17 penalizes licensed providers who employ unlicensed individuals, while Article 18 establishes penalties for individuals practicing social work without proper authorization. To support the implementation of this law, the MoSD is working on a formal process for issuing practice licenses. Four key regulations will be published in the Official Gazette to support the law's enactment, with the first quarter of the year designated for completing these regulations. These include granting licenses for practice, correcting current practices, accrediting educational materials, institutions, and training programs, and renewing licenses. A committee of 20 members, comprising representatives from universities, charitable organizations, NGOs, the Ministry's legal advisor, and members from the education and health sectors, has worked on developing these regulations. The licenses will cover professions such as elderly care, daycare workers, and those working with orphaned children. It’s worth noting that Article 25 provides exemptions for government-employed social workers, requiring them to obtain Ministry authorization. Therefore, Government employees, including those in the MoSD, MoH, and MoE, will be considered practitioners by default, while social workers in the private sector must comply with licensing requirements within six months regardless of their years of experience. The MoSD is developing a system under the new social development law to regulate corporate social responsibility (CSR) and create a model that encourages private sector contributions to social development and social protection efforts. This may include tax exemptions or redirecting social aid to priority areas. The proposed models are currently under discussion and consultation with government entities and experts in the field. Both NAF and MoSD do not currently conduct comprehensive or strategic environmental and social impact assessments as part of a formal process for their programs and initiatives. No specific staff or roles are allocated to managing social risks and impacts within implementing agencies. A Social Impact Assessment (SIA) department is absent, and such assessments are typically carried out by external parties as required by donors. Since SIA functions are not formally established within MoSD and NAF, staff from departments tasked with policy analysis or research often lack the requisite expertise in SIA methodologies and principles. However, consultations are viewed as an effective means to address potential negative social impacts. For example, the ongoing consultations for the NSPS, which involve wide consultations across Jordan, aim to gather feedback and minimize the risk of undesirable social effects. According to MoSD, national consultations have been held to collect input from vulnerable groups and stakeholders in all governorates, ensuring inclusivity and reducing the likelihood of negative social consequences during strategy development. On the other hand, while there have been some government initiatives to enhance impact assessments and stakeholder engagement, further improvements are needed with the agencies implementing this program. For instance, on February 2, 2025, the Jordanian Cabinet approved a system for evaluating the impact of public legislation and policies, which will take effect six months 49 post-publication in the Official Gazette. This system is designed to enhance the quality and stability of legislation and institutionalize decision-making based on solid data. It requires the creation of specific units within ministries and departments to ensure continuous and quality impact assessments. A special unit within the Prime Minister's office will oversee and audit these assessments. Additionally, the Ministry of Digital Economy and Entrepreneurship will provide online platforms for public consultation and feedbk “The Tawasal platform�. The Institute of Public Administration will develop training for government employees, while the Legislation and Opinion Bureau will offer legal support. This system also mandates employee training on conducting studies and using communication channels for stakeholder engagement. The Tawasal platform, organized under the E-Participation Policy established in 2021, aimed at enhancing stakeholder engagement and ensuring transparency and inclusiveness in government operations. The platform, currently in its trial phase, already hosts numerous policies for public interaction. In 2024, the Executive Rules for the use of Tawasal were introduced, setting out the guidelines and standards for governmental entities to follow in conducting E-Consultations, E-Surveys, and E-Polls. The regulation for the use of the Tawasal platform is mandated for any ministry, department, public official institution, public institution, authority, council, municipality, the Greater Amman Municipality, or a company wholly owned by the government or in which the government holds no less than 50% of the shares, as well as any entity the Council of Ministers decides to subject to the provisions of these rules. Work is ongoing to produce a comprehensive manual for Tawasal platform that will further detail the procedures and practices for effective stakeholder participation. The manual aims to provide detailed guidelines and best practices for government employees on effective stakeholder engagement through E-Consultations, E-Surveys, and E-Polls. Its primary goal is to ensure meaningful and effective participation from stakeholders in the decision-making processes of various government bodies. This manual will serve as a critical resource in standardizing procedures across all levels of government to enhance consistency and efficiency in public consultations. Additionally, training for government focal points in all ministries is already underway, with support from the World Bank. This training focuses on equipping these key personnel with the necessary skills and knowledge to effectively use the Tawasal platform for engaging stakeholders and facilitating transparent and inclusive governance. Risks and Gaps in the Existing Systems Implementing organizations currently face a lack of environmental policies, regulations, strategies , Environmental and Social Management Systems (ESMS), and the necessary resources or capacity to leverage environmental benefits and mitigate risks associated with the program. These organizations rely on the national legislative and institutional frameworks to address E&S issues, risks, and impacts through its operation. Jordan's legislative framework and implementation practices for managing social risks have evolved, increasingly aligning with international standards. Nonetheless, several critical areas require further enhancement to strengthen legislation, policies, and institutional systems. Key Gaps identified in the system include: 50 1. Gaps in Social Aspect Considerations within Jordan's Environmental Impact Assessment Regulations: Jordan's Environmental Impact Assessment (EIA) regulations recognize the importance of social aspects in assessing the environmental impact of projects. However, there is a notable gap in the detailed guidance on social and economic impacts within these regulations. ▪ Social Aspects in EIA Regulations: The EIA regulations reference social aspects, particularly concerning characterizing the baseline social environment and assessing risks related to human health. ▪ Baseline Characterization and Impact Assessment: The regulations require baseline characterization of the social and economic environment, including aspects such as employment, demographics, social structures, land use, community services, cultural values, and archaeological heritage. They also require a description of social and economic impacts alongside environmental and cumulative impacts. ▪ Monitoring Program: A monitoring program is required that tracks worker health and social impacts within the context of ecosystem services. ▪ Lack of Detailed Guidance: The regulations lack detailed guidance on what constitutes social and economic impacts. Important concepts in social assessments, such as potential forms of exclusion or discrimination, disproportionate adverse impacts on disadvantaged and vulnerable groups, conflict, broader community impacts, access to services, impacts on land use, or restrictions on using natural resources, are not explicitly mentioned. ▪ Consultation Requirements: Under the EIA law, Consultation requirements are limited to the scoping stages of high-risk category projects. There is no requirement for stakeholder engagement or consultations beyond the initial EIA Terms of Reference stage and no requirement for draft or final EIAs to be disclosed or consulted upon. Additionally, no consultation requirements exist for moderate, limited, or low-risk projects at any stage. ▪ Lack of Social Assessment for Non-Infrastructure Programs: For investment programs or non-infrastructure service provision programs, such as health service provision or support to SMEs, and with exception to traditional social valued components addressed in the EIA system in Jordan, there is no requirement for the government to conduct a social assessment to understand needs and priorities or to consider barriers to accessing benefits, particularly for vulnerable groups. 2. Critical Gaps in Environmental and Social Risk Management within Jordan's Social Protection Sector ▪ The MoSD and NAF legal and policy framework does not require strategic environmental and social assessments for large-scale developments, leading to inconsistent assessment practices and missed opportunities for early integration of environmental and social considerations. Also, comprehensive environmental and social screening procedures, assessment, management, monitoring, and reporting are absent except when mandated by donor-funded or PPP projects. 51 ▪ The regulatory framework for EIA is robust, featuring well-defined procedures for critical steps like screening and review. The process is user-friendly and adheres to specified timelines. Hence, the existing EIA system needs more robust follow-up mechanisms during project implementation to ensure that outlined measures are effectively executed, and to address E&S risks associated with projects and investments which does not include civil works or infrastructure. ▪ Opportunities exist to align EIA practices more closely with high-priority topics, such as climate resilience, resource efficiency, pollution prevention and management, and water security. Human Resource limitations: Capacity enhancement is required for governmental staff involved in EIA procedures, particularly in the technical committees responsible for review and those who monitor compliance and enforce stipulated conditions. Also, no dedicated staff or departments within implementing agencies are allocated to managing environmental and social risks and impacts. Social Impact Assessments (SIAs) are often outsourced to external parties under donor requirements. ▪ Gap in Formal Stakeholder Engagement and Impact Assessment Processes: Formal stakeholder engagement and social impact assessment processes are not yet regulated within NAF and MoSD. However, a significant level of consultation has been conducted for the NSPS, which the PforR supports, addressing gender and vulnerability issues. According to MoSD, a risk management plan will accompany the NSPS, though it has not yet been developed. Given that the program's activities require consultation throughout both development and implementation, it is recommended to establish a formal consultation process and E&S Impact assessments during these phases. Recommendations Measure: (PAP action 1): Strengthening of the E&S capacities of the PSU to manage E&S risks and impacts by assigning qualified E&S staff (one E&S Specialist) to oversee the E&S aspects of program implementation , while ensuring interim arrangements to ensure adequate management of E&S risks until the recruitment of the E&S Specialist. 52 4.2 Core Principle #2 - Natural Habitats and Physical Cultural Resources Program E&S management systems are designed to avoid, minimize, or mitigate adverse impacts on natural habitats and physical cultural resources resulting from the Program. Program activities that involve the significant conversion or degradation of critical natural habitats or critical physical, cultural heritage are not eligible for PforR financing. Institutional Setup and Regulatory Framework The Directorate of Nature Conservation, a subsidiary of the MoEnv, holds the regulatory responsibility for natural habitats and PAs. MoEnv has subcontracted the Royal Society for the Conservation of Nature (RSCN) to manage 10 of the existing 12 PAs, leaving the ASEZA in charge of the remaining two. Various organizations, such as RSCN, the Royal Botanic Garden, and Al Mawa for Nature and Conservation of the Princess Alia Foundation, collaboratively oversee the management of SCAs. It is a regulatory requirement for all PAs and SCAs to establish and execute management plans, the compliance of which is monitored by MoEnv. Implementation Performance Assessment The national system's administrative capabilities for overseeing PAs are considered sufficient. MoEnv's Directorate of Nature Conservation operates with a seven-member team, and RSCN has a substantial staff strength of around 240, which includes ASEZA and other entities involved in SCAs' management. Hence, the implementing agencies lack the capacity and staff to address natural habitat and PA-related priorities independently without the support of MoEnv, ASEZA, and/or RSCN. Risks and Gaps in the Existing Systems While the existing framework for habitat conservation is efficiently structured and aligned with Core Principle 2, there is an identified gap in the governance of natural areas that fall outside the perimeter of officially designated PAs. The EIA regulations and system are reasonably sufficient to identify, assess, avoid, minimize, or mitigate adverse risks and impacts resulting from the Program. The program is not anticipated to cause risks and impacts on natural habitats, PAs, critical habitats, or critical physical and cultural resources. Therefore, there is no need for any additional measures. Recommendations No further measures are needed. 53 4.3 Core Principle #3 - Protect Public and Worker Safety Program E&S management systems are designed to protect public and worker safety against the potential risks associated with (a) the construction and/or operation of facilities or other operational practices under the Program; (b) exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials under the Program; and (c) reconstruction or rehabilitation of infrastructure located in areas prone to natural hazards. Institutional Setup and Regulatory Framework Under Public Health Law No. 47 of 2008 (amended), the Ministry of Health (MoH) is the competent authority responsible for protecting the country's public health. MOH is empowered to issue licenses to healthcare facilities, conduct inspections of establishments, and implement preventive, control, and remedial measures in cases of health risks, including the spread of diseases (epidemics, pandemics, and vector-borne diseases). Additionally, the law, in addition to the OSH National Profile 2012, Safety in Workplaces (Your Guide to Safety) 2016, OSH Procedures in Construction Sites (Guideline for Contractors and Site Engineers in the Small Projects) 2019, and Guide for Labor Inspectors; Inspection in workplaces 2019– construction sector. Although the law and the regulations are in compliance with PforR to protect workers, the level of implementation is weak due to the low capacity of the Ministry of Labor to monitor and inspect workplaces and the limited resources available at the ministry. Under the Environment Protection Law No. 6 of 2017, the MoEnv is designated as the primary authority for environmental protection, including projects, operations, and activities holding risk or causing impacts to public health and safety. This includes environmental pollution (including exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials), the construction and/or operation of facilities and infrastructure, or other operational practices of businesses and economic activities. The reconstruction or rehabilitation of infrastructure, including those located in areas prone to natural hazards, waste management, emissions to air and air quality, noise, impacts on natural resources, etc. The MoEnv is empowered to issue environmental licenses, conduct inspections of establishments, and implement remedial measures in cases of significant pollution incidents to prevent causing impacts to public and environment health. More details are provided in the section above discussing Core Principle #1. Under ASEZ environmental regulations, Decree 21/2001, and similar to the mandate and responsibility of MoENV, environmental clearance and licensing of business and investments are required to undergo environmental screening and EIA process, noting anticipated environmental risks likely to affect the environment and public health. This decree also addresses other forms and causes of risks to public health and safety linked to environmental pollution (including exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials); the construction and/or operation of facilities and infrastructure, or other operational practices of businesses and economic activities, the reconstruction or rehabilitation of infrastructure including those located in areas prone to natural hazards, waste management, emissions, ambient air quality, noise, and the protection of natural habitats. ASEZA also operates environmental inspection, monitoring, and auditing as needed 54 throughout its mandate area. More details are provided in the section above discussing Core Principle #1. The Jordanian Labor Law No. 8 of 1996 and its Amendments also regulate the relationship between the employer and the employee. It defines the employer's obligations to provide a safe work environment, adequate code of conduct, and suitable employee welfare. The Ministry of Labor is mandated for Labor Law enforcement. Regulation of Establishing HSE Committee and Organization No. 7 of 1998 requests each establishment to formulate an HSE committee to govern the HSE performance of that establishment. Also, it defines the number, roles, and responsibilities of the HSE organization based on the number of employees at the establishment. Regulation 42/1998 regulates the prevention and therapeutic medical care of workers. The regulation identifies the duties of employers in providing medical care for workers to prevent and treat vocational diseases. Regulation 43/1998 includes the required measures to protect workers from mechanical, electrical, and chemical risks at the workplace. Regulation 56/1998: which regulates the work of Labor Inspectors. The Regulation identifies the qualifications, duties, and procedures for OHS inspectors. The Jordanian Labor Law protects women from discrimination during pregnancy and while on maternity leave. Employers may not terminate women starting from the sixth month of pregnancy or during maternity leave. The labor law is not explicit regarding measures to prevent or address sexual harassment, intimidation, or exploitation in the workplace. It is also vital to ensure pay equity for male and females. However, the MoL has issued the Code of Conduct for Employers and Employees in the Workplace to be adopted by companies as part of their annual registration process and will be applied during the project implementation period. The Codes explicitly reference sexual harassment and gender-based discrimination and specify Grievance Redress Mechanisms in the instructions. The Code should be part of the workers' contracts package. Regarding the safety of structures and fire safety precautions in buildings, General Buildings Law 9/1993 provides the requirements for ensuring the structural stability of all types of constructions, including different types of buildings, roads, and bridges. The Law requires the establishment of a committee to prepare engineering codes for the design, construction, supervision, maintenance, and operation of different structures to ensure public safety. The issues related to hazardous chemicals and wastes were previously addressed as part of the environmental and social assessment system. Workers and Community Health and Safety In Jordan, multiple institutions manage risks related to community health and safety. The General Directorate of Civil Defense enforces building codes. The Ministry of Transport, with other entities, implements the Road Safety Strategic Plan. The Ministry of Health oversees public health, including food and water safety and medical regulations. The Ministry of Environment ensures environmental protection and emergency response with the Higher Council of Civil Defense. The Higher Council for the Rights of Persons with Disabilities supports accessibility standards. The National Council for Family Affairs and the Ministry of Social Development set and monitor family and social service standards. The Family Protection Department, under the Public Security Department, handles domestic violence cases, with NGOs and INGOs providing additional survivor services. 55 There are several regulatory instruments and standards for building safety and environmental protection. Several texts regulate the issuance of building permits, such as, The Construction Law 7 of 1993, “Instructions of Codes Application at the Design, Implementation, Supervision, Maintenance & Operation Phases and Public Safety Works and all Engineering Works in Relation thereto of 2004� and Regulation 52 of 2020. These instruments also allow verification of project compliance with legislative and regulatory provisions related to urban planning. The main purpose of these building codes is to protect public health, safety, and general welfare as they relate to the construction and occupancy of buildings and structures. Traffic Law of 2023 also provides traffic and transport management requirements. The law covers the licensing of vehicles and drivers, insurance requirements, classification of vehicles and licenses, and traffic rules and regulations, including speed limits, penalties, and fines for violations. The law aims to improve road traffic, vehicle, and pedestrian safety. National regulation does not specifically require EIAs to develop traffic management plans and assess potential traffic and road safety. The Ministry of Transport, through the National Road Safety Team, has prepared the Road Safety Strategic Plan for the years 2019-2023. This strategic plan aims to reduce annual deaths and severe injuries from traffic accidents by 20 percent in five years. The plan, which the Council approved of Ministers, revolves around developing legislation and strengthening oversight on driving vehicles; road and transport engineering and planning; vehicle safety; studies, information, and data on road safety; ambulance and rescue; awareness, education, and training, and management and coordination between the concerned authorities. There are currently no mandatory requirements for road safety assessment that would fulfill World Bank requirements. Law 20 of 2017 on the Rights of Persons with Disabilities provides the regulatory framework to ensure universal access to services and buildings. The Law defines a person with disabilities to be “a person who has long-term physical, sensory, intellectual, mental, psychological or neurological impairment, which, as a result of interaction with other physical and behavioral barriers, may hinder performance by such person of one of the major life activities or hinder the independent exercise by such person of any right or basic freedom…�. The Disabilities Law expressly prohibits discrimination on the grounds of a disability, which is defined as being “every limitation, restriction, exclusion, nullification or denial either direct or indirect due to disability of any rights or freedoms stated in this Law or any other law, and that constitutes discrimination based on disability and reluctance to provide reasonable accommodation contrary to the provisions of this Law.� This applies both to private and public sectors to rehabilitate their premises to accommodate the needs of persons with disabilities, with particular emphasis on the health, employment, education, and transportation sectors. Labor and Working Conditions, including Child and Forced Labor Jordan is a member of the International Labor Organization (ILO) and has ratified 26 ILO conventions, including 7 of the 8 core conventions. Jordan has not ratified the Freedom of Association and Protection of the Right to Organize Convention, 1948 (No. 87). Overall, the national labor legislation is comprehensive and consistent with World Bank requirements. The Jordanian labor conditions, occupational health and safety (OHS), work injuries, and work-related illness are addressed in Law 8 of 1996; the Labor Law and its amendments apply to 56 all employees and employers except civil servants, municipal service employees, domestic workers, and agriculture workers. Domestic worker conditions are covered under Regulation 90 of 2009 for Home Workers, Cooks, and Gardeners, and a new regulation for agricultural workers’ conditions has been issued in 2021. There are also several other legislations under the Ministry of Labor and the Social Security Corporation (SSC) and standards of the Jordan Institution for Standards and Metrology that elaborate upon the Labor Code. The Labor Code and its amendments set 16 years as the minimum employment age, except where children are employed as apprentices in light work. For hazardous work, the minimum age of employment is 18. The law limits working hours for such children to six hours per day, mandates one- hour breaks for every four consecutive working hours, and prohibits work after 8 p.m., on national or religious holidays, and weekends. The law prohibits all of the worst forms of child labor. Jordan expanded the list of hazardous, tiring, or health-jeopardizing tasks for young persons in the 2011 Ministerial Order Concerning Occupations that are Dangerous, Tiring, or Harmful to the Health of Youth. An employer employing under 18-year-olds has to request a copy of the birth certificate, a certificate of fitness to work issued by a Ministry of Health-approved physician and written approval of employment of the juvenile’s guardian. These documents must be kept in a file, along with particulars of the juvenile’s identity, residence, job, wage, and leaves. However, there are no penalties specified in the event of violation. Risks related to labor and working conditions are predominantly related to compliance and enforcement – especially in the informal labor market – rather than the letter of the law. Jordan has been working with the ILO for several years to strengthen the enforcement of labor laws, and the government is making a substantial effort to ensure compliance. However, there are certain areas where the law is silent or inconsistent with World Bank requirements in relation to principles of non-discrimination. In particular: ▪ Non-discrimination (general and gender-based): Labor law does not explicitly prohibit employment discrimination based on personal characteristics unrelated to inherent job requirements. There are no express provisions prohibiting gender-based discrimination in all aspects of employment (although maternity discrimination is prohibited, and a 2019 amendment to the Labor Law prohibited gender-based pay discrimination). ▪ Non-discrimination (non-Jordanian workers): Different minimum wage rates apply to Jordanian and non-Jordanian workers. However, there are plans to align the minimum wage rate of migrant workers with that of Jordanians in 2023. Non-Jordanian workers may join trade unions but not establish new ones and, in some cases, are not permitted to vote on union matters. A number of key amendments have been made to the labor law in recent years. These were aimed primarily at easing Syrian refugees’ access to the labor market and strengthening gender equality in employment. The Agricultural Workers Bylaw adopted in 2021 (and accompanied by sector-specific Inspection Instructions and Instructions for Occupational Safety and Health) also served to extend many of the provisions of the Labor Law and Social Security Law to workers in the agriculture sector 57 on paper. However, it is still considered early days in terms of putting these laws into implementation. Given significant recent amendments to Jordan’s regulatory framework, further reform is not thought to be on the immediate horizon. Other key developments related to labor law are as follows: ▪ Child labor: In June 2022, the Jordanian government adopted a new National Strategy to Eliminate Child Labor and approved a corresponding action plan. The Strategy outlines the responsibilities of all bodies regarding child labor. In addition, the National Framework for Child Labor and Beggary was updated in 2021. ▪ Informal workers and social security: According to the Ministry of Social Development, a study exploring extending social security coverage to informal sector workers is underway. ▪ Internal company bylaws: In August 2022, the Ministry of Labor, in collaboration with USAID’s Women’s Economic and Leadership Empowerment Activity, developed a Model Guiding Internal Bylaws for businesses operating in Jordan’s private sector. As of September 2022, 213 Jordanian companies have adopted internal bylaws (regulations) based on the Model, and the Ministry is now working with the USAID Governance Program to automate procedures for ratifying company bylaws. ▪ Occupational Health and Safety (OHS): The Ministry of Labor has identified a need to revise OHS legislation, including bylaws and sector-specific guidelines, to better align with international OHS directives such as the Occupational Safety and Health Convention (C155) (not currently ratified by Jordan). Regulations relevant to occupational health and safety were reviewed, and work is now underway to adopt a number of newly drafted bylaws. The Ministry is also developing a national system for occupational health and safety, linking relevant stakeholders to gather data on accredited OHS supervisors and medical staff working within companies. ▪ Workplace sexual harassment: An amendment to the Labor Law was passed in March 2023, prohibiting and imposing fines for sexual assault or sexual harassment in the workplace. The amendment is seen as a positive step, though the definition of sexual harassment in the law and the legal recourse for victims remain vague. The government is also considering the adoption of two Sectoral Codes of Conduct that relate to sexual harassment in the workplace: One for the private sector and one for the transport sector. The codes are expected to phase in over. Implementation Performance Assessment The national system's administrative capabilities for overseeing public and worker safety against the potential risks associated with (a) the construction and/or operation of facilities or other operational practices under the Program; (b) exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials under the Program; and (c) reconstruction or rehabilitation of infrastructure located in areas prone to natural hazards are considered sufficient for the proposed Program. Workers and Community Health and Safety In the rollout of initiatives under the national Corporate Social Responsibility (CSR) framework and the Social Protection and Care Fund (SPCF), there is a potential risk of sexual exploitation, abuse, and harassment (SEAH) that requires careful consideration. This risk arises from the diverse array of 58 actors involved, such as training institutions, NGOs and private sector entities engaged in economic empowerment programs, government employees tasked with managing CSR and SPCF initiatives, and various contractors or corporate entities working in collaboration with the government. The nature of these interactions and the inherent vulnerability of the beneficiaries—due to factors like economic dependence and social status—contribute to the potential for SEAH. The broad spectrum of stakeholders and the power dynamics involved can create environments where SEAH risks might manifest more readily. Both the NAF and the MoSD participate in the national-level grievance mechanism, "At Your Service," which receives complaints from individuals regarding any government service or interaction. Additionally, each entity has its own specific grievance procedures. The MoSD operates under the "Complaints Management Procedures (2016)," which outlines the complaint channels, reasons for complaints, and a form that requires the mandatory disclosure of the complainant's identity. Similarly, the NAF follows the "Procedural and Organizational Instructions for Addressing the Complaints of Beneficiaries and Applicants for Services from the National Aid Fund for the Year 2012." Issued under Article (8/Y) of the National Aid Fund Law No. 63 of 1983, these guidelines provide a framework for handling grievances. These channels are accessible to all beneficiaries, ensuring they have avenues to voice concerns and seek resolutions. Child and Forced Labor Child labor significantly contributes to school dropouts, especially among boys, compounded by factors such as ill-treatment by teachers, illiteracy, and disinterest in education, with poverty and adult unemployment closely linked to this issue. Jordan stands at the forefront of countries ratifying international conventions aimed at shielding children from economic exploitation, including the Convention on the Rights of the Child and its two protocols, alongside the International Labor Organization's conventions (Minimum Age Convention No. 138 and the Worst Forms of Child Labor Convention No. 182). The country's legislation against child labor aligns with these international standards. A 2016 survey conducted by the Department of General Statistics and the Center for Strategic Studies at the University of Jordan revealed Jordan's child population (ages 5-17) to be 4,030,3841, with 69,661 of these children engaged in labor, and 44,917 of them working in hazardous conditions. Thus, child labor accounts for 1.89% of the total national population, including Syrian refugee children. Of the total working child population, 91.7% are involved in child labor. Alarmingly, 71% of children aged 15-17 are engaged in or at risk of engaging in dangerous jobs or facing hazardous work conditions. In recent years, Jordan has taken essential steps to strengthen its policy response on child labor. The Child Labor Unit was established by the National Committee for Child Labor (NCCL) in 2011; the Jordanian Prime Minister agreed that the Ministry of Labor also chair the National Framework for Combating Child Labor (NFCCL), which is supported by the International Labor Organization. This framework was designed to integrate efforts to combat child labor between the Ministries of Labor, 1 Ministry of Labor (www.mol.gov.jo) 59 Education, and Social Development and to effectively address the identification and referral of labor Children in Jordan. The Department of Child Labor and Institutional Nurseries within the Ministry of Labor is actively engaged in formulating and executing strategies to address child labor. This includes developing annual plans, setting performance indicators, and managing an electronic system to oversee the national strategy against child labor. The department reviews and updates child labor legislation, collaborates with various stakeholders to strengthen efforts against child labor, and enhances the skills of labor inspectors for effective law enforcement. It also conducts research, maintains electronic systems for data management, and focuses on continuously improving practices. Additionally, the department processes complaints related to child labor, as evidenced by the 11 complaints received in the first two months of 2024, ensuring each case is thoroughly investigated and addressed. The national labor inspectorate under the Ministry of Labor is responsible for enforcing labor law . The Ministry of Labor currently conducts four different types of inspections: (i) primary inspections of new enterprises, (ii) “proactive� inspections, (iii) follow-up inspections based on major non- compliance, and (iv) inspections based on complaints. Observers have previously stated that the inspectorate’s enforcement capacity is hindered by knowledge gaps, insufficient training, and limited up-to-date communication of regulatory changes and the implementation/monitoring requirements in practice (e.g., latest COVID-19 guidance, recently introduced provisions on gender-based pay discrimination, flexible work permits for Syrian refugees). In addition, the Ministry of Labor may have insufficient numbers of inspectors to identify and investigate non-compliance with all aspects of the law; the reported focus is on the validity of work permits and social security registration. The authorities have taken a number of measures to strengthen the labor inspection system. In 2020, the ILO and The Ministry of Labor signed a memorandum of understanding that laid out three key recommendations, including for the Ministry of Labor to carry out an assessment of labor inspectors’ skills gaps, introduce targeted training, and upgrade the Ministry’s electronic system to support more efficient inspection. Work to upgrade the e-inspection system is currently underway. To build The Ministry of Labor’s capacity, several organizations have trained The Ministry of Labor staff, including the ILO (including Better Work Jordan-BWJ), UNHCR, USAID, DFID, and IFC. Specialized training plans and programs, such as occupational health and safety and targeted training on labor dispute mediation, have been introduced to strengthen the inspectorate's capacity. Nonetheless, the need for further capacity building at The Ministry of Labor is still great. Key areas identified for capacity building include (i) knowledge and professional competencies of labor inspectors on compliance criteria, using systems, compliance-based inspections, etc., and (ii) IT capacity to conduct risk-based inspections and improve documentation and follow-up. These capacity needs are being supported by ILO’s comprehensive technical assistance program. The World Bank supported Economic Opportunities for Jordanians and Syrian Refugees Program for Results include measures that are designed to align with ILO’s support and reinforce improved The Ministry of Labor performance results in these critical areas (for example, conducting risk-based inspections, inspection manuals and procedures, and enhanced IT systems. 60 Some data suggests that the Ministry of Labor could also use additional inspectors ; however, this may not be a priority in improving The Ministry of Labor’s capacity.2 In 2019, MoL indicated they conducted about 50,000 inspections across Jordan. In 2018, the number of inspectors was 135, down from 200 in 2017, and a number that may be insufficient for the size of Jordan's workforce, which includes more than 2.295million workers3 (ILO’s technical advice is a ratio approaching 1 inspector for every 15,000 workers in developing economies so that Jordan would employ about 153 inspectors). The MoL includes the OHS Division, which is responsible for conducting related inspections. The Division includes only 18 OHS inspectors that cover the whole country. In 2020, the Ministry of Labor launched the Hemayeh online platform, allowing workers (including non-Jordanians) to submit anonymous complaints related to employment matters, such as non- payment of wages, instances of suspected child labor, and other issues. The platform is available in English and Arabic and has received over 60,000 complaints in the past two years. According to the Ministry of Labor, work is currently underway to make the platform accessible in 10 different languages and to open it for domestic workers to use. In addition, embassies and diplomatic missions will be allowed to submit complaints on behalf of domestic workers of their nationality.4 Overall, some unique contextual factors and challenges frame national labor legislation and its implementation in Jordan. Principally, these are low labor force participation, particularly among women, high levels of unemployment, especially among youth, and insufficient job creation. Jordan must create 57,000 new jobs annually to absorb current labor market entrants. The structural dependency of the Jordanian economy on foreign aid and remittances renders it vulnerable to external shocks – including political and economic changes in the region and COVID-19. Risks and Gaps in the Existing Systems While the existing framework for habitat conservation is efficiently structured and aligned with Core Principle 2, there is an identified gap in the governance of natural areas that fall outside the perimeter of officially designated PAs. The EIA regulations and system are reasonably sufficient to identify, assess, avoid, minimize, or mitigate adverse risks and impacts resulting from the Program. The program is not anticipated to cause risks and impacts on natural habitats, PAs, critical habitats, or critical physical and cultural resources. Therefore, there is no need for any additional measures. The proposed Program poses minor (insignificant) environmental risks linked to OHS and public health and safety risks linked to the minor IT hardware infrastructure and civil works. While Jordan has established regulations for projects environmental screening and EIA, addressing health and safety risks remains undervalued and requires further enhancement. Regulatory measures are in place to monitor OHS and environmental impacts for similar operations. Despite these safeguards, the lack of human resources limits the capacity for effective monitoring and enforcement, particularly for hazardous material management. Workers and Community Health and Safety 2 Ergon. Jordan ESS2 Briefing Report. 2022. 3 US State Department. 2018 Findings on the Worst Forms of Child Labor. 2018. 4 Ergon. Jordan ESS2 Briefing Report. 2022. 61 In addressing the deficiencies within the existing grievance mechanisms operated by NAF and MoSD, it's crucial to consider how inefficiencies and the lack of anonymity directly impact the system's effectiveness and the trust of those it aims to serve. The current design and application of these mechanisms do not allow for anonymous complaints, which poses significant risks in contexts influenced by prevailing social norms. Particularly for women, the inability to lodge complaints anonymously can deter them from reporting issues due to fears of breach of confidentiality and potential retaliation. This undermines trust in the system’s ability to safeguard their privacy and provide adequate protection, which is essential for encouraging the use of the system and ensuring workplace safety and equity. Furthermore, the management of grievances related to Sexual Exploitation, Abuse, and Sexual Harassment (SEA/SH) within the current framework reveals critical gaps. If the approach to handling SEA/SH grievances remains unchanged, the expansion of the system could exacerbate the disconnect between the occurrence of incidents and the registration of complaints. The perception that SEA/SH complaints are either not given the necessary attention or are processed using the same procedures as other complaints can discourage individuals, particularly women, from coming forward. This reluctance contributes to the silence surrounding SEA/SH issues, adversely affecting women’s well- being and their ability to participate equally in the benefits of the program. Recommendations ▪ Measure: (POM Action): Incorporating the E&S requirements for the mitigation and management measures required to address the OHS and public health and safety risks and impacts connected to the IT Hardware and civil works into the tender documents and procurement and contracting documents and processes. Such measures should ensure compliance with the applicable national regulations, especially those related to e-waste management and OHS, in addition to good industry practices. ▪ Measure: (PAP Action): Inclusion of the E&S requirements covering environmental, social, health, and safety (ESHS) measures, including a Code of Conduct (CoC) in New ‘Accreditation of Social Workers Training Providers and Programs’ instructions. ▪ Measure: (PAP Action): Incorporation of OHS, public health and safety, resource efficiency, and pollution prevention topics in Social Workers training materials. ▪ Measure (PAP Action): MoSD and NAF to set up and operate a “workers GM� for all workers under the project. The workers GM should also be equipped to receive, process, and handle SEA/SH complaints. ▪ 62 4.4 Core Principle #4 - Land Acquisition and Loss of Access to Natural Resources Program E&S systems manage land acquisition and loss of access to natural resources in a way that avoids or minimizes displacement and assists affected people in improving, or at the minimum restoring, their livelihoods and living standards. Based on the existing scope, no indications exist that the Program's activities under RAs would give rise to land acquisition issues or loss of access to natural resources. 4.5 Core Principle #5 - Cultural Appropriateness and Equitable Access to Program Benefits Program E&S systems give due consideration to the cultural appropriateness of, and equitable access to, Program benefits, giving special attention to the rights and interests of Indigenous Peoples/Sub- Saharan African Historically Underserved Traditional Local Communities, and to the needs or concerns vulnerable groups (VG). 1. Risk of Exclusion of Vulnerable Groups from Emergency Response GIS System Institutional Setup and Regulatory Framework MoSD and the NAF play central roles in providing social protection to vulnerable groups during emergencies. The MoSD, with its responsibility for coordinating social protection programs, works alongside the National Center for Security and Crisis Management (NCSCM) to ensure that services, such as shelter and evacuation centers, are available and accessible to those in need, including marginalized groups such as persons with disabilities (PWDs), women, children, and the elderly. The NCSCM operates with a structured organizational framework designed to ensure efficient and coordinated crisis management. The regulatory framework guiding the crisis response efforts is anchored in the NCSCM’s mandate to ensure effective coordination and delivery of services during crises. The MoSD has developed strategies to ensure that the existing centers and services are inclusive of persons with disabilities by implementing spatial adaptations, such as wheelchair access and designated spaces for vulnerable groups. The SOPs for emergency fund activation are still in the planning stage. Implementation Performance Assessment In December 2024, a Social Early Warning exercise was conducted by NCSCM in collaboration with MoSD, other government ministries, and private sector companies. The exercise aimed to enhance institutional capacities, ensuring that crisis management procedures are effective and well-practiced. The implementation of crisis response strategies has shown positive progress, with the establishment of 321 shelter and evacuation centers across the Kingdom and significant efforts to include persons with disabilities in crisis management. The high response speed of institutions like the MoSD and NCSCM is evident, but some lessons learned remain confidential. As the crisis response system continues to evolve, there is a clear need for the integration of digital systems like GIS and more 63 formalized risk management planning to strengthen the overall efficiency and effectiveness of responses during future crises. The planned integration of the GIS module into the Jordan Social Registry (JSR) holds the potential for more accurate beneficiary targeting, allowing for a more coordinated and effective response to emergencies. The MoSD’s ongoing efforts to update and improve services for vulnerable populations show promise in addressing gaps and enhancing the crisis management framework. However, the integration of PWDs into the early warning system is under consideration for future phases based on resources. Gaps in the Existing Systems Despite the implementation of a digital GIS system for emergency response, there is a potential risk of excluding vulnerable groups from timely assistance, primarily due to systemic issues related to registration and database inclusion. The emergency response system relies heavily on the Jordan Social Registry (JSR), which primarily contains data from individuals previously registered for government assistance, like during the COVID-19 pandemic or for bread subsidies. Moreover, the system depends on individuals proactively registering for assistance, which can lead to the exclusion of those not already in the system or who fail to register due to factors such as lack of awareness, accessibility challenges, social norms, or distrust in the system. This is particularly true for immigrants, refugees, or persons with disabilities (PWDs), who often remain invisible and unsupported in crisis situations. Additionally, while PWDs are recognized in the JSR, there are significant challenges in adapting the system to effectively meet their specific needs, such as those with auditory or visual impairments. This inadequacy further complicates their access to necessary emergency services. These systemic shortcomings create a risk framework where critical supports during emergencies might be delayed or entirely inaccessible for the most at-risk populations, leading to their exclusion from crucial benefits. This oversight can exacerbate vulnerabilities during crises and undermines the effectiveness of emergency response efforts. Recommendations Measure: 1. Measure (PAP Action): Develop and implement a comprehensive communication and outreach program aimed at all vulnerable groups and stakeholders regarding the NSPS 2025- 2033, ensuring that all project stakeholders and beneficiaries are informed and able to access the project's benefits. This should involve clearly communicating the criteria and processes used in the EWS and NAF interventions to all stakeholders to ensure understanding and acceptance. Ensuring equitable distribution of aid and involving community representatives in planning and evaluation processes can also help in managing perceptions and expectations, thereby maintaining trust and preventing social conflict. Measure (DLI Verification): Ensure PWD Inclusion in Early Warning Systems: NSCSM should focus on creating an inclusive system that effectively supports persons with disabilities (PWDs), including individuals with hearing or visual impairments. Considering resource constraints, it is essential to explore alternative solutions to reduce the risk of exclusion, such 64 as adaptive technologies, accessible communication channels, and collaborations with the Higher Council for PWDs (HCD) and Organizations of Persons with Disabilities (OPDs) 2. Risk of Unequal Distribution of Benefits and Exclusion from Social Services (Cash Assistance, Health Insurance, Education, etc.) Institutional Setup and Regulatory Framework The NAF, established under Law No. 36 of 1986, plays a crucial role in providing social protection to vulnerable groups in Jordan. Operating with financial and administrative independence, it is governed by a Board of Directors chaired by the Minister of Social Development, which includes representatives from key sectors such as health, social security, and vocational training. The NAF manages the Unified National Register (NUR), an essential tool for collecting and managing data about Jordanian families. The NUR ensures transparent and efficient targeting of beneficiaries for social protection programs, including the Unified Cash Transfer Program (UCTP). This system facilitates access to necessary services, promoting inclusivity in social protection efforts. Eligibility for support under the NUR is determined by the NAF’s national welfare formula, which targets those in need with integrated social assistance support packages. To regulate eligibility for the UCTP, various instructions, Standard Operating Procedures (SOPs), and guidelines have been enacted under the NAF law. It is also important to note that UCTP beneficiaries have access to additional support programs, including education scholarships, vocational training, economic empowerment opportunities, and health insurance. Implementation Performance Assessment The NAF has made good progress in refining the targeting of social assistance through the implementation of its welfare formula. The formula is currently under review and adjustment to better target coverage and eligibility to minimize inclusion and exclusion risks. The formula being refined by NAF will serve as the foundation for all related program interventions, effectively becoming the base for social protection support in Jordan. This enhancement addresses the current issue where not all NAF beneficiaries are covered by health insurance (HI). By amending the legislative framework of the cash transfer program, the update ensures that all beneficiaries receive HI coverage, allowing NAF to make appropriate referrals. Concurrently, the MoSD has different eligibility criteria for HI than those used for NAF beneficiaries. With the new system, there will be a unified selection criterion based on the welfare formula, streamlining MoSD’s HI referrals to ensure consistency across all services. Furthermore, this unified standard will be applied across all services provided under the Social Registry, including health insurance, as outlined in the program interventions. This means that the refined formula will underpin the entire social protection framework in Jordan, ensuring a cohesive and equitable approach to support. Gaps in the Existing Systems Despite the improvements and the establishment of NAF's formula, and the importance of having a unified formula for all social services and assistance to coordinate efforts and enable better-targeted programs, there remains a potential risk that could undermine equal access to social protection benefits. This risk includes the possibility of excluding vulnerable groups that are not fully captured by 65 the welfare formula, or that the formula itself may not account for all necessary considerations needed to ensure precisely targeted support. Such oversights could result in disparities in access to benefits, potentially leaving some of the most vulnerable populations without adequate support. There is another potential risk related to the communication of eligibility criteria and accessibility of project benefits associated with the welfare formula. Effective communication is crucial because only individuals who register can be evaluated by the formula to determine their eligibility for the ash Transfer and other social services under the SR. Currently, around 66% of Jordanians are registered under the UCT, highlighting a gap where a notable portion of the population might remain uninformed about their eligibility or how to access these benefits. This situation could lead to a scenario where eligible individuals do not seek the benefits they are entitled to, due to a lack of understanding or awareness of the registration process and the criteria used by the welfare formula. This risk underscores the need for clear and widespread communication to ensure that all potential beneficiaries are informed and able to access the program benefits effectively. Recommendations Measure (DLI verification): To ensure equal access to benefits for all vulnerable groups, it is crucial that the NAF continues refining its welfare formula to capture a broader spectrum of social vulnerabilities. The formula should be adjusted to ensure that no group is excluded from receiving support, ensuring the inclusivity of all those in need. Additionally, regular updates and reviews of the formula and targeting system should be conducted to adapt to emerging vulnerabilities and changing socio-economic conditions and impact of crisis. Measure (PAP Action): Develop and implement an extensive communication and outreach program aimed at all vulnerable groups and stakeholders regarding the NSPS 2025-2030, ensuring that all project stakeholders and beneficiaries are informed and able to access the project's benefits. This program should utilize a variety of communication channels, such as local media, social media, direct community engagements, and partnerships with local organizations and community leaders. The aim would be to educate the public on the eligibility criteria, the importance of registering, and how to navigate the registration process. This outreach should be specifically tailored to reach underserved communities, including those in rural areas, individuals with disabilities, refugees, and informal workers, to ensure equitable access to the program's benefits. 3. Risk of Barriers to Economic Participation for Vulnerable Groups Institutional Setup and Regulatory Framework The NAF plays a critical role in connecting their beneficiaries to economic empowerment programs aimed at enhancing welfare status and fostering self-sufficiency among beneficiaries. The NAF collaborates with sectors like health, social security, and vocational training to create support pathways for beneficiaries. Key initiatives like the Graduation Path and the Graduation 2 program aim to equip beneficiaries with essential skills and connect them to employment opportunities. Implementation Performance Assessment 66 The NAF has made considerable progress in integrating its programs with the National Employment Platform and in creating a skills mapping database. These efforts have enhanced the connection between beneficiaries and training or job opportunities. Under the new economic empowerment program, NAF is exploring referrals for subsidized childcare support for working women and identifying programs that are inclusive of persons with disabilities, aligning with the scope of the Project. However, Women and persons with disabilities (PWDs) among NAF beneficiaries may face logistical, cultural, and accessibility barriers that limit their participation in economic empowerment programs, preventing them from fully benefiting from job and training opportunities. Women, for example, may struggle with family-related obligations or societal expectations that limit their ability to participate, while PWDs often face accessibility issues that hinder their involvement in available programs. As a result, these groups may not fully benefit from the economic empowerment referrals by NAF. Gaps in the Existing Systems The NAF’s efforts to link their beneficiaries to the economic empowerment programs, though valuable, may still fall short in addressing the specific needs of women and PWDs beneficiaries. For women, social norms and family duties often prevent them from accessing training or employment opportunities. PWDs face challenges related to accessibility, including transportation, mobility issues, and a lack of adaptive infrastructure. These groups need specific accommodations to ensure they can participate fully in the programs, such as accessible training locations, flexible scheduling, or financial support for transportation. Recommendations 1. Measure (DLI verification): To enhance inclusivity and ensure equal access to economic opportunities, the following measures are recommended: a. Provide Targeted Support for Women and PWDs Beneficiaries' Integration into Economic Empowerment Programs: NAF’s upgraded economic empowerment plan should prioritize the inclusion of women and PWDs by establishing a quota to ensure their participation in available programs. To enhance accessibility, NAF should collaborate with implementing agencies to identify whether demand-side opportunities accommodate PWDs and integrate them into referral processes. Additionally, NAF should connect economic empowerment beneficiaries, particularly women and PWDs, with existing government and non-government-subsidized support programs such as transportation and childcare subsidies b. Establish more robust monitoring systems to track the participation and success of women and PWDs in economic programs. This will help identify gaps and inform future program design to ensure better inclusivity. c. Implement awareness campaigns to challenge societal norms within NAF beneficiaries that restrict women's participation in economic activities and advocate for the integration of PWDs into the workforce. 4.6 Core Principle #6 - Social Conflict 67 Program E&S systems avoid exacerbating social conflict, especially in fragile states, post-conflict areas, or areas subject to territorial disputes. 1. Risk of Potential Social Conflicts Arising from Emergency Response Institutional Setup and Regulatory Framework MoSD and the NAF, play central roles in providing social protection to vulnerable groups during emergencies. The MoSD, with its responsibility for coordinating social protection programs, works alongside the National Center for Security and Crisis Management (NCSCM) to ensure that services, such as shelter and evacuation centers, are available and accessible to those in need, including marginalized groups such as persons with disabilities (PWDs), women, children, and the elderly. The NCSCM operates with a structured organizational framework designed to ensure efficient and coordinated crisis management. The regulatory framework guiding the crisis response efforts is anchored in the NCSCM’s mandate to ensure effective coordination and delivery of services during crises. The MoSD has developed strategies to ensure that the existing centers and services are inclusive of persons with disabilities by implementing spatial adaptations, such as wheelchair access and designated spaces for vulnerable groups. The SOPs for emergency fund activation are still in the planning stage. Implementation Performance Assessment While the NAF, MoSD, and NSCSM conducted a Social Early Warning exercise in 2024 and plan additional exercises during the program, it remains unclear whether they are accounting for potential social conflicts arising from the emergency fund's implementation. The 2021 NAF study on the "Jordan Emergency Cash Transfer Project Additional Financing" highlighted that social cohesion tends to weaken during crises but can be repaired in communities that recover from economic challenges. To mitigate the negative impacts on social relationships and prevent social tensions, the study recommends implementing shock-responsive cash transfers to alleviate economic pressures on poor households. It also identified the potential for social sensitivities and criticism towards government if benefit distribution lacks transparency. To address these issues, the study proposed a structured communication plan to clarify targeting criteria and eligibility, a timely and transparent grievance redress mechanism, and a dynamic Stakeholder Engagement Plan to ensure ongoing transparency and community involvement. These measures aim to enhance fairness and maintain trust throughout the project's lifecycle. Gaps in the Existing Systems The establishment of an Early Warning System (EWS) and the operational readiness of the NAF for shock-responsive interventions present potential risks of social conflict due to perceived inequities in aid distribution, competition over scarce resources, dependency, and issues with transparency. If certain groups or regions are perceived as consistently prioritized over others, it could lead to feelings of discrimination and foster social tensions. Additionally, in situations where resources are scarce, intensified competition among affected communities can occur, potentially leading to conflict. 68 Continuous reliance on shock-responsive transfers might also create dependency, generating resentment if aid is perceived as inadequate or delayed. Without transparent and accountable processes, these interventions might engender distrust and further grievances among the communities. The primary gap identified in the 2021 NAF study is the potential long-term impact of social tensions that may not be fully mitigated by immediate economic interventions such as cash transfers. While the proposed measures focus on enhancing communication and immediate grievance redress, there is a lack of provisions for sustained social support and conflict resolution programs that address deeper, enduring social fractures exacerbated by crises. This oversight means that while immediate needs may be addressed, the longer-term social and psychological impacts of crises on community cohesion and individual well-being could remain unattended. Thus, there is a need for more comprehensive strategies that include continuous social support and community-building initiatives to fully restore and enhance social cohesion beyond the crisis period. Recommendations Measure (DLI verification): integrate specialized training on conflict resolution, community engagement, and well-being support into the existing training program for the NAF staff responsible for emergency response. This enhancement will enable staff to effectively address both the immediate and long-term social impacts of crises, fostering deeper community relationships and enhancing overall resilience. 2. Risk of Potential Social Conflicts Arising from Targeted Social Protection Interventions Institutional Setup and Regulatory Framework The MoSD and the NAF are mandated to offer a range of social services to the poor and vulnerable populations. These services encompass cash transfers, referrals to essential services such as health insurance and education and connecting beneficiaries of the Unified Cash Transfer (UTC) program to economic empowerment initiatives. Implementation Performance Assessment Currently, the cash transfer regulations are available on the NAF website, along with other services and clear instructions. While the MoSD has all legal frameworks published, it sometimes falls short in adequately sharing information. NAF is in the process of organizing a media campaign to educate citizens about their services. Gaps in the Existing Systems The Socio-economic Packages for enhanced Human Capital, and the SPCF and CSR initiatives while designed to bolster the well-being of Jordan’s vulnerable populations, inherently carry risks of social conflict due to perceived inequities and exclusions in the distribution of benefits. For instance, the targeted nature of the interventions—such as the health insurance for the poor that uses a national welfare ranking formula to select beneficiaries, or the specific support provided to persons with 69 disabilities and the elderly through new cash transfer programs—could lead to perceptions of unfairness among those not qualifying under the defined criteria. This perception could be particularly acute among near-poor households or those who just miss the eligibility threshold, feeling sidelined in favor of others who receive significant, visible support. Similarly, the implementation of DLI 7, which facilitates access to the labor market through national programs assigning target quotas for cash transfer beneficiaries, could foster competition and resentment. If the economic empowerment programs are seen as exclusive or favoring certain groups disproportionately, it may lead to discontent among those who are not included, or who perceive the selection process as opaque or biased. Recommendations Measure (DLI verification): Enhance transparency around how decisions are made, and resources are allocated under the project. Regular, clear communication about the criteria and the processes used for selecting beneficiaries can help in managing expectations and reducing perceptions of unfairness. Additionally, involving community representatives in the planning and ongoing evaluation of these programs can help ensure that they are seen as equitable and responsive to the needs of all potential beneficiaries, not just those currently targeted. Regular assessments and adjustments based on community feedback would further ensure the interventions remain relevant and effective, fostering a sense of ownership and acceptance among all stakeholders. 3. Risk of Potential Social Conflict Between Public and Private Sector Social Workers Institutional Setup and Regulatory Framework The professionalization of the social work sector in Jordan is clearly outlined in the new Social Development Law. This law establishes regulations to ensure that social work meets high standards. Article 5 defines social work as a specialized profession, establishing requirements for qualifications, certifications, and licensure. Articles 6, 16, 17, and 18 stipulate penalties for non-compliance, including fines and potential imprisonment for individuals or entities offering social protection services without the proper licenses. The MoSD is working on formalizing the licensing process and accrediting training institutions. This regulatory framework aims to ensure that social workers are qualified, and services provided to vulnerable populations meet established standards. While the law covers government and private sectors, Article 25 provides exemptions for government employees, making them automatically recognized as licensed practitioners, which creates a distinction between the public and private sectors. Implementation Performance Assessment The MoSD has made notable progress in advancing the professionalization of social work by developing a licensing framework. A committee of 20 members from universities, NGOs, and the MoSD has worked on drafting the regulations, which are expected to be finalized and published in the first quarter of the year. The key regulations include procedures for granting practice licenses, accrediting training programs, and renewing licenses. The regulations will cover professions such as elderly care, daycare workers, and professionals working with orphaned children. However, the professionalization 70 process is still ongoing, and the implementation of the new licensing framework is yet to be fully realized, particularly in the private sector. Gaps in the Existing Systems While the institutional setup and regulatory framework for the professionalization of social work are in place, there are concerns about how this will affect the dynamics between public and private sector workers. One key gap is the potential resistance from private sector social workers, who may perceive the new licensing requirements as a threat to their current roles and livelihoods. Additionally, the differential application of these regulations to government employees—who are automatically considered licensed—creates a divide between the two sectors. This disparity may lead to social conflict, as private sector workers feel unfairly treated or disadvantaged compared to their government-employed counterparts, especially if they are required to undergo licensing processes despite years of experience. Recommendations Measure (POM): To address the potential risk of social conflict between private and public sector workers, the MoSD should consider providing targeted outreach and support to private sector social workers, helping them navigate the licensing process. This could include offering training, resources, and clear communication on the benefits of professionalization. Additionally, it would be beneficial to establish a transition period where private sector workers are given ample time to meet licensing requirements without risking job loss or career disruption. The MoSD should also consider aligning regulations across both sectors to ensure greater equity and fairness. Regular consultations with private sector workers and professional associations can help address concerns and ensure smoother implementation of the new regulations. 4.7 Proposed Program Grievance Mechanism The MoSD and NAF implements Grievance Mechanisms (GMs) at two distinct levels: National-Level GM: “At Your Service": This GM facilitates interaction between the public and MoE through five channels: inquiries, suggestions, praise, complaints, and reports of corruption. It utilizes a mobile app, an e-government portal, and the National Information Center. A chatbot for the Prime Ministry's Facebook page is being developed. The platform processes are well-defined but lack detailed data segmentation by demographics like location, gender, or age, with anonymity preserved except for contact details. An optional GPS feature is available, but its precision is debatable. The platform has a structured protocol for handling complaints, including categorization, logging, and case referral, as per the Organizational and Procedural Regulations. Complaints are sorted by severity and type, and users receive SMS notifications throughout the resolution process. There's a system for the automatic escalation of unresolved issues, and a national dashboard documents all activities, with various metrics used for analysis and performance assessments. Complaint resolutions are communicated through updates, with cases marked as resolved, canceled, or returned. MoSD - Level GM 71 The MoSD Complaints Management Procedures (2016) is very brief on its role within the organization, detailing the complaint channels, reasons for complaints, and form with the mandatory disclosure of the complainant's identity. The Internal Control Directorate Mandate is explained in the Audit Procedures Guide Legislative Framework and Internal Control Unit Failure Mechanism 2020. The complaints management system at the MoSD operates through several units, without a dedicated Complaints division or directorate. Complaints are primarily managed by the Internal Control Directorate, which is linked to the Minister and includes divisions for administrative and technical audit and control, and the Customer Service Division (CSD) under the Administrative Affairs Directorate. Uptake: Complaints can be submitted through various channels, including the CSD, WhatsApp (for the Internal Control Directorate), the MoSD website, complaint boxes available across the Ministry and affiliated directorates, or through walk-ins at the Customer Service, Minister’s office, and other employees. Complaints cannot be submitted anonymously; all complaints require the disclosure of identity and contact information. If complaints are submitted anonymously via the complaint box, they are still followed up through official channels. Sorting and Processing: Complaints may be handled directly by the relevant directorate when received by walk-in or through the CSD, or they may be escalated to the Internal Control Unit for further action. Once a complaint is received by the Internal Control Directorate, an internal memo is created for follow-up. When the complaint is closed, it is assigned a number and stored in an access system for archiving purposes, which was created by MoSD staff. Complaints from the "Bikhidmitkum" platform are tracked, and actions taken are documented and sent back to the platform. While complaints are sorted and processed manually and archived into the digital system, the system does not categorize complaints by urgency or theme. Acknowledgment and Follow-Up: Procedures vary depending on the channel of complaint submission. Complaints received via WhatsApp receive immediate acknowledgment, while those submitted through other channels, such as CSD, do not receive formal acknowledgment but are followed up by the relevant department. Complaints submitted through the "Bikhidmitkum" platform receive acknowledgment and a case number, and follow-up is managed through the platform. Verify, Investigate & Act: Complaints may lead to the formation of an investigation committee or be directly addressed by the relevant directorate. Investigations are conducted with full confidentiality, especially for sensitive cases, and the findings are reported directly to the Minister. Monitoring & Evaluation: The system’s monitoring focuses on archiving complaints but reports on the most common complaint types are not generated. When recurring complaints arise, issues are escalated to the Minister. Annual reports on complaints focus on resolutions rather than content. The Institutional Development Directorate gathers data from the various sources of complaints within the ministry to identify areas for improvement. An annual report is produced for the Minister. Feedback: Complaints resolution feedback is not systematically collected. Some informal feedback may be received through phone, WhatsApp, or the "Bikhidmitkum" platform. For complaints related to Sexual Exploitation, Abuse, and Harassment (SEA/SH), there is an urgent and confidential handling process, though not formally written and depending on the discretion of the complaint’s recipient. These complaints are escalated directly to the Minister, and investigations often 72 involve specialized female investigators. If the complaint involves SEA/SH between employees or between an employee and a beneficiary, an investigation committee is formed, and legal action may follow if necessary. Currently, there is no formal communication strategy for complaints or awareness campaigns, although limited communication occurs via WhatsApp and other platforms. NAF - Level GM The Procedural and Organizational Instructions for Addressing the Complaints of Beneficiaries and Applicants for Services from the National Aid Fund for the Year 2012, issued under Article (8/Y) of the National Aid Fund Law No. 63 of 1983, set guidelines for handling grievances. The complaints management system at the NAF is handled by the Unified Cash Transfer Directorate and the Customer Service Department. Uptake: Complaints can be submitted through various channels, including the UCT Complaints form, The NAF Website, the Call Center, walk-in complaints directly at NAF branches, and complaint boxes in NAF and their branches. Complaints submitted anonymously are not accepted through the UCT platform or NAF’s website. Sorting and Processing: Once complaints from the UCT platform, website and call centers are received, they are recorded in the UCT system and extracted to be classified according to various categories and then can be extracted to a dashboard to report them, using Excel. However, complaints received through the Bikhidmitkum platform and complaints boxes are not integrated into the system, creating potential duplication issues. Acknowledgment and Follow-Up: Complaints received via WhatsApp or text messages are immediately acknowledged, with follow-up information provided, including requests for additional documents. For complaints submitted via the Bikhidmitkum platform, a confirmation text is sent to the complainant along with a case number. Verification and Investigation: Complaints are categorized and sent to the relevant departments for further investigation. For example, complaints related to data updates are directed to the documentation department, while sensitive issues like harassment or fraud are handled by the internal control unit. If further investigation is needed, additional documents may be requested from the complainants, and the actions taken are tracked through the system. Monitoring and Evaluation (M&E): Periodic reports are generated to track complaints and analyze trends. The reports provide insights into the types of complaints received, categorizing them by reception channel, gender, governorate, and type (suggestion, inquiry, data update, etc.). The data collected is used to inform policy adjustments and improve the complaints management system. Feedback: NAF conducts an annual beneficiary satisfaction survey, with a section dedicated to assessing satisfaction with the complaints handling process. Immediate feedback is also gathered through the Bikhidmitkum platform, where satisfaction is assessed after each complaint is resolved. For complaints involving individuals over 18 related to Gender-Based Violence (GBV), SEA/SH, a reporting mechanism through Family Protection services is in place. Complaints of this nature follow specific processes and are directed to the Unified Cash Support Director or Internal Control for further action. Efforts are underway to raise public awareness about NAF’s services, including the complaints management process. Media campaigns, informative messages addressing frequently asked questions, and signage with complaint numbers are being created. Additionally, videos and banners are being produced to guide beneficiaries on how to register complaints effectively. 73 Gaps identified in the existing system: The team has identified critical inefficiencies in the MoSD GM, notably: ▪ Inconsistent Processes Across Departments and Channels: There is a lack of consistency in how complaints are handled across different departments and communication channels. Complaints received through various channels (e.g., WhatsApp, Bikhidmitkum platform, customer service, complaint boxes, etc.) follow different processes. This creates confusion and inefficiencies as there are no unified standard operating procedures (SOPs) or coordination between departments, despite having SoPs for some departments or channels. Additionally, different employees in different departments may handle similar complaints in varied ways, leading to discrepancies in the resolution process. This inconsistency can negatively impact the timeliness and quality of complaint resolution, especially when urgent issues arise or when a complainant's experience differs depending on the channel through which they submitted their complaint. ▪ Inconsistent Follow-up Procedures: While complaints are acknowledged in some cases, such as via WhatsApp or through the Bikhidmitkum platform, other complaints (e.g., via CSD or complaint boxes) do not always receive immediate acknowledgment. The lack of a clear follow- up procedure across all channels can lead to confusion among complainants and may delay the resolution of their issues. This gap could impact the perception of transparency and responsiveness of the complaints management system. ▪ Limited Feedback Collection Mechanisms: Although there are some informal feedback mechanisms in place (such as phone calls or WhatsApp), or annual satisfaction survey, there is no formalized process for gathering comprehensive feedback on the complaint resolution process’ satisfaction (complainant's experience). This limits the ability of NAF and MoSD to systematically assess complainant satisfaction and identify areas for improvement. Without formal feedback channels, it is difficult to track the effectiveness of the complaints management system and ensure continuous improvement. ▪ Lack of Integration Between Different Complaints Channels: Complaints received through various channels, such as Bikhidmitkum, WhatsApp, and complaint boxes, are not fully integrated into the formal system. This lack of integration can lead to duplicate entries, missed complaints, or inconsistencies in the data. An integrated system for tracking and processing complaints from all channels would improve efficiency and ensure that no complaints are overlooked. ▪ Underutilization of Complaint Reports in Decision-Making Processes at MoSD: The Ministry approach to complaint reports lacks integration into decision-making and strategic planning. Despite collecting actionable feedback through the "At Your Service" platform, this data seldom influences ministry-level decisions. While annual reports are generated, they focus more on resolution and performance metrics rather than providing a high-level analysis of trends and recurring themes in the complaints. The reports lack a detailed examination of the underlying issues driving the complaints ▪ Gap Related to Anonymous Complaints: A key gap in the complaints management system is the handling of anonymous complaints. While NAF and MoSD have mechanisms in place for collecting complaints, including via platforms like "Bikhidmitkum" and complaint boxes, 74 anonymous complaints are not allowed for formal processing. This limits the ability to capture and address complaints from individuals who fear retaliation or prefer confidentiality. ▪ Gap in Handling SEA/SH Complaints: both NAF and MoSD showed a lack of clear and standardized procedures for handling complaints related to SEA/SH. While these complaints are escalated directly to the Minister of NAF Director and involve specialized investigators, the processes are not explicitly outlined in official documentation, leaving room for inconsistency and discretion. The lack of a formalized system for SEA/SH complaints may lead to delays in action or inadequate follow-up, especially when dealing with sensitive cases. This creates a risk of insufficient protection for victims and undermines the effectiveness of the complaint handling process. ▪ Lack of Publicity of Complaints Mechanisms and Channels: Another gap is the lack of sufficient publicity regarding the complaint mechanisms and available channels. While there are various ways for beneficiaries to submit complaints (e.g., Bikhidmitkum, WhatsApp, complaint boxes), these channels and the processes behind them are not widely publicized or communicated to the public in a systematic way. The absence of awareness campaigns, clear signage, and informational materials leaves many beneficiaries unaware of how to submit their complaints or even that such mechanisms exist. Given this, NAF is planning campaigns to address this purpose. ▪ Gap in Distinguishing Between Service Requests and Complaints: A concern arises from the mixing of complaints related to services at NAF, such as data correction, with other types of complaints. Correcting beneficiary data should be considered a service, not a complaint, as it pertains to maintaining accurate records rather than addressing issues or grievances. This distinction is important to ensure that data corrections are not conflated with actual complaints, which could potentially mislead the understanding of the issues at hand. The documentation department for data updates and the internal control unit may need to clearly separate these processes to improve clarity and ensure accurate handling of each type of request. Recommendations Measure (PAP Action): MOSD to develop Standard Operating Procedures (SOPs) for grievance mechanism (GM) complying with the requirements of the World Bank and international best practices. The SoPs should ensure: ▪ Standardize Processes Across Departments and Channels: To eliminate inconsistencies in how complaints are handled, it is recommended that MoSD develop and implement a unified set of Standard Operating Procedures (SOPs) for all departments involved in complaints management. This would ensure that complaints received via different channels (e.g., WhatsApp, Bikhidmitkum, CSD, complaint boxes) follow a consistent process, improving the efficiency and quality of the resolution. For NAF, it’s advised to mainstream existing GM SoPs and protocols across all complaint intake channels, including social media, WhatsApp, and bekhedmentkom. Regular training for employees on the standardized processes would further minimize discrepancies in handling complaints. ▪ Establish Clear and Uniform Follow-up Procedures: A clear, structured follow-up procedure should be implemented across all channels to ensure timely acknowledgment and resolution of complaints. This could include assigning a case number upon receipt of a complaint, sending 75 automatic acknowledgments to all complainants, and ensuring that all complaints are tracked and followed up on consistently. The follow-up process should be standardized across all communication channels to improve transparency and responsiveness. Both the NAF and MoSD should consider implementing automation to ensure that all complaint channels are integrated into the same GM queues within the Management Information System (MIS). ▪ Formalize Feedback Collection: To track the effectiveness of the complaint resolution process and continuously improve the system, it is recommended that NAF and MoSD implement a formalized feedback collection mechanism. This could involve a structured post-resolution survey for complainants, immediately after the complaints’ closure through the different channels. Regular analysis of this feedback would provide valuable insights into the strengths and weaknesses of the complaints handling system. ▪ Integrate Complaints Data for Better Tracking and Efficiency: The complaints management system should be fully integrated to ensure that complaints from all channels (Bikhidmitkum, WhatsApp, call centers, and complaint boxes) are recorded in the same system, reducing the risk of duplication and missed complaints. A centralized, automated system for complaints management would improve efficiency, streamline data processing, and ensure that no complaints are overlooked. ▪ Utilize Complaint Reports for Strategic Decision-Making: To improve the impact of complaint data, NAF and MoSD should ensure that complaint reports are used strategically for policy adjustments and program improvements. This involves generating high-level analysis on complaint trends, categorizing recurring issues, and taking action based on these insights to improve service delivery and prevent future complaints. ▪ Clarify Procedures for Handling SEA/SH Complaints: The processes for handling complaints related to SEA/SH should be formalized and standardized and follow the survivors cantered approach. Clear documentation outlining the procedure for these sensitive cases should be developed, ensuring consistent handling of SEA/SH complaints across departments. A formal, transparent system would ensure that victims receive timely and adequate support while maintaining confidentiality. ▪ Improve Public Awareness and Accessibility of Complaints Mechanisms: To address the lack of publicity regarding complaints mechanisms, NAF and MoSD should launch awareness campaigns to inform beneficiaries about the available channels for submitting complaints. This could include clear signage, informative materials, and media outreach to ensure that all beneficiaries know how to access the complaints system and are aware of their rights to submit complaints. ▪ Clarify the Distinction Between Service Requests and Complaints at NAF: To improve clarity and ensure accurate handling of requests, NAF should clearly differentiate between service requests (such as data corrections) and formal complaints. Service requests should be processed separately from complaints, and the processes for handling them should be clearly defined to avoid confusion and ensure that each type of request is addressed appropriately. 76 5. Recommendations and Actions Based on the above assessment, the following measures are proposed under the proposed Program activities to address the gaps between the national and sub-national E&S management systems and the core principles of Policy on Program-for-Results Financing. These measures ensure adequate mitigation of E&S impacts and risks associated with the proposed Program’s activities. 5.1 Recommendations Added to the PAP Table 5: E&S Proposed PAP Actions Action Source DLI# Entity Timeline Completion measurement Strengthening of the E&S E&S All MOSD June 2025 E&S Specialist recruited capacities of the PSU to manage E&S risks and impacts by assigning qualified E&S staff (one E&S Specialist) to oversee the E&S aspects of program implementation, while ensuring interim arrangements to ensure adequate management of E&S risks until the recruitment of the E&S Specialist. Inclusion of the E&S E&S All DLIs MOSD February EHS and CoC requirements covering 2026 requirements are environmental, social, included in the new health, and safety (ESHS) instructions and relevant measures, including a training materials. Code of Conduct (CoC) in New ‘Accreditation of Social Workers Training Providers and Programs’ instructions and relevant training materials. 77 Develop and implement a E&S All DLIs MOSD January Communication and comprehensive 2026 outreach program NAF communication and developed and rolled out outreach program aimed at all vulnerable groups and stakeholders regarding the NSPS, ensuring that all project stakeholders and beneficiaries are informed and able to access the project's benefits. MOSD to develop E&S All DLIs MOSD February SOPs prepared and Standard Operating 2026 rolled out Procedures (SOPs) for grievance mechanism (GM) complying with the requirements of the World Bank and international best practices. SOPs should be prepared to receive and process SEA/SH complaints MoSD and NAF to set up E&S All DLIs MOSD March Workers GM in place and operate a “workers 2026 GM� for all workers under NAF the project. The workers GM should also be equipped to receive, process, and handle SEA/SH complaints 5.2 Recommendations to Be Added to The Program Operation Manual (POM) 1. Incorporating the E&S requirements for the mitigation and management measures required to address the OHS and public health and safety risks and impacts connected to the IT Hardware and civil works into the tender documents and procurement and contracting documents and processes. Such measures should ensure compliance with the applicable national regulations, especially those related to e-waste management and OHS, in addition to good industry practices. 78 2. To address the potential risk of social conflict between private and public sector workers, the MoSD should consider providing targeted outreach and support to private sector social workers, helping them navigate the licensing process. This could include offering training, resources, and clear communication on the benefits of professionalization. Additionally, it would be beneficial to establish a transition period where private sector workers are given ample time to meet licensing requirements without risking job loss or career disruption. The MoSD should also consider aligning regulations across both sectors to ensure greater equity and fairness. Regular consultations with private sector workers and professional associations can help address concerns and ensure smoother implementation of the new regulations. 5.3 Recommendations Added to DLI Verification 1. Ensure PWD Inclusion in Early Warning Systems: NSCSM should focus on creating an inclusive system that effectively supports persons with disabilities (PWDs), including individuals with hearing or visual impairments. Considering resource constraints, it is essential to explore alternative solutions to reduce the risk of exclusion, such as adaptive technologies, accessible communication channels, and collaborations with the Higher Council for PWDs (HCD) and Organizations of Persons with Disabilities (OPDs) 2. To ensure equal access to benefits for all vulnerable groups, it is crucial that the NAF continues refining its welfare formula to capture a broader spectrum of social vulnerabilities. The formula should be adjusted to ensure that no group is excluded from receiving support, ensuring the inclusivity of all those in need. Additionally, regular updates and reviews of the formula and targeting system should be conducted to adapt to emerging vulnerabilities and changing socio-economic conditions and impact of crisis. 3. To enhance inclusivity and ensure equal access to economic opportunities, the following measures are recommended: a. Provide Targeted Support for Women and PWDs Beneficiaries' Integration into Economic Empowerment Programs: NAF’s upgraded economic empowerment plan should prioritize the inclusion of women and PWDs by establishing a quota to ensure their participation in available programs. To enhance accessibility, NAF should collaborate with implementing agencies to identify whether demand-side opportunities accommodate PWDs and integrate them into referral processes. Additionally, NAF should connect economic empowerment beneficiaries, particularly women and PWDs, with existing government and non-government-subsidized support programs such as transportation and childcare subsidies b. Establish more robust monitoring systems to track the participation and success of women and PWDs in economic programs. This will help identify gaps and inform future program design to ensure better inclusivity. c. Implement awareness campaigns to challenge societal norms within NAF beneficiaries that restrict women's participation in economic activities and advocate for the integration of PWDs into the workforce. 4. Enhance transparency around how decisions are made, and resources are allocated under the project. Regular, clear communication about the criteria and the processes used for selecting 79 beneficiaries can help in managing expectations and reducing perceptions of unfairness. Additionally, involving community representatives in the planning and ongoing evaluation of these programs can help ensure that they are seen as equitable and responsive to the needs of all potential beneficiaries, not just those currently targeted. Regular assessments and adjustments based on community feedback would further ensure the interventions remain relevant and effective, fostering a sense of ownership and acceptance among all stakeholders. 5. Enhance transparency around how decisions are made, and resources are allocated under the project. Regular, clear communication about the criteria and the processes used for selecting beneficiaries can help in managing expectations and reducing perceptions of unfairness. Additionally, involving community representatives in the planning and ongoing evaluation of these programs can help ensure that they are seen as equitable and responsive to the needs of all potential beneficiaries, not just those currently targeted. Regular assessments and adjustments based on community feedback would further ensure the interventions remain relevant and effective, fostering a sense of ownership and acceptance among all stakeholders. 80 6. Supporting Annexes and Reference Documents 6.1 Annex I: Reviewed Resources Legislations: 1. Constitution of the Hashemite Kingdom of 1951 with Amendments through 2011 2. Environment Protection Law No. 6 of 2017 3. Environmental Classification & Licensing Regulation No. 69 of 2020 4. Inspection Law 33 of 2017 5. ASEZ Law and its amendments No. 32 of 2000 6. Regulation for the Protection of the Environment in the Aqaba Special Economic Zone No. (21) for the Year 2001 7. Waste Management Framework Law No.16 of 2020. 8. Social Development Law No. 4 of 2024 9. National Aid Fund Law No. (36) of 1986 10. Instructions for Financial Aid to Protect Needy Families of 2019, Issued under the provisions of Article (8/Z) of the National Aid Fund Law No. 63 of 1988. 11. Instructions for Urgent Financial Aid for the Relief and Assistance of Needy Families Affected by Natural Disasters for the Year 2014, Issued under the provisions of Article (8/Z) of the National Aid Fund Law No. 63 of 1988. 12. Procedural and Organizational Instructions for Addressing the Complaints of Beneficiaries and Applicants for Services from the National Aid Fund for the Year 2012, issued under the provisions of Article (8/Y) of the National Aid Fund Law No. 63 of 1983. 13. Instructions for the Complementary Support Program for Needy Families of 2019, issued under the provisions of Article (8/Z) of the National Aid Fund Law No. 36 of 1986." 14. Amended Instructions for the Unified Cash Transfer Program for Needy Families No. 3 of 2022. 15. Unified Cash Transfer Program Operational Manual, Fifth Edition (2022) UCT Program - Complementary Support Program. 16. Principles for the Disbursement of Urgent Immediate Aid in the Branches of the National Aid Fund, issued under Article (19/W) of the Instructions for Financial Aid for the Care and Protection of Needy Families for the Year 2012 and its Amendments. 17. National Center for Security and Crisis Management Bylaw No. 20 of 2015 and its amendment in No. 62 of 2020. 18. Rights of Persons with Disabilities Law No. (20) of 2017 19. Guiding Manual for Combating violence and sexual harassment in the workplace 2019 Policies and strategies documents: 1. Jordan Economic Modernization Vision 2. Booklet of associations Classification, 2018. 3. Social Responsibility Funding Reports, 2016-2021. Other Resources: 1. Grievance Mechanism (GM) Assessment and Strengthening, a report by the World Bank 2022. 81 6.2 Annex II: Stakeholders Consultation Meetings During ESSA Preparation Target stakeholders Topic of Meetings Date consultation Ministry of Social Development (MoSD) Result Areas Meeting 1 -Assistant 15 January 1, 2 & 3 Secretary General 2025 Meeting 2 - -Assistant 15 January Secretary General – 2025 Legal Affairs Meeting 3 – Internal 26 January Control Directorate 2025 National Aid Fund (NAF) Result Areas Meeting 3 – Deputy 16 January 1, 2 Director and Head of 2025 PMU Meeting 2 – GM Team 26 January 2025 Ministry of Environment (MoEnv) Meeting 1 - X 30 January 2025 82 6.3 Annex III: General Regulations Applicable to the PforR in Environmental and Social Matters. No. Law/Bylaw/Policy Description 1. Environment The law empowers the MoEnv with key responsibilities, including the issuance Protection Law of environmental licenses and oversight of establishments. The licensing No. 6 of 2017 process comprises screening for environmental risks and requiring an EIA or a Preliminary EIA by accredited consultants. MoEnv must also approve any activity modifications and is authorized to conduct environmental audits for compliance. This framework ensures robust environmental governance and risk mitigation. Pursuant to Law No. 6 of 2017 and its associated decrees, the framework for biodiversity and natural habitats in Jordan has been established. Currently, 12 Protected Areas (PAs) have been officially designated, while an additional seven are under evaluation for potential designation. Furthermore, the GoJ has proclaimed four Special Conservation Areas (SCAs) in accordance with the stipulations of Environmental Law 6/2017. 2. Environmental The amended Environmental Classification & Licensing Regulation No. 69 of Classification & 2020 categorizes establishments and projects into four risk levels to guide Licensing environmental governance. High-risk entities necessitate a full EIA and Regulation No. 69 licensing, while moderate-risk ones require a Preliminary EIA and licensing. of 2020 Limited-risk activities need environmental approval for location but no EIA, and low-risk activities require neither approval nor licensing but must adhere to general environmental conditions. This stratification enables a tailored approach to environmental risk management. The Environmental Classification & Licensing Regulation No. 69 of 2020 outlines a structured approach to environmental governance. It includes annexes that describe specific activities within four risk categories and mandates the formation of an EIA Committee at MoEnv. This committee is responsible for reviewing EIAs, Preliminary EIAs, and licensing requests. The regulation also provides guidelines on safe distances between development activities and residential areas, taking into account factors like wind direction and water resources. The committee has the authority to grant waivers to these guidelines and to upgrade a project's risk category. Consultations are only mandated for high-risk projects, and a range of stakeholders, from community leaders to academia, are involved. Environmental licenses are valid for five years and must include comprehensive EIA and PEIA requirements. For existing facilities, an Environmental Audit is required under specific conditions, governed by 2014 instructions. The institution must commit to a mitigation plan backed by a bank guarantee once the audit is approved. 83 3. Inspection Law 33 The Environmental Inspection Department at MoEnv oversees projects across of 2017 all four EIA categories, irrespective of whether they have undergone an EIA/PEIA. Coordination with other inspections is facilitated by Inspection Law 33/2017, which integrates various inspection processes in Jordan to eliminate redundancies. Decrees like 110/2018 outline inspection procedures, while Decree 113/2018 specifies the qualifications required for inspectors. The regulatory system classifies economic activities based on their E&S risk levels, dictating the extent of environmental assessment needed—comprehensive, preliminary, or screening. It also lays out guidelines for environmental audits and inspections. Inspectors must adhere to specific requirements, such as maintaining data confidentiality, avoiding conflicts of interest, upholding integrity, and not hindering the facility's economic activities during inspections. MoEnv further specifies that inspectors should possess a relevant university degree, have between 3 to 7 years of experience depending on seniority, and complete training courses that enhance both managerial and technical skills. 4. ASEZ Law and its The ASEZ follows its environmental regulations as specified in Decree 21/2001. amendments No. This decree outlines the EIA system in ASEZ, waste management protocols, 32 of 2000 standards for emissions, ambient air, noise, and the protection of natural habitats. 5. Regulation for the In the ASEZ, the Environmental Regulation Directorate administers environmental Protection of the regulations, a function otherwise performed by MoEnv in the rest of the country. Environment in Decree 21/2001, specific to ASEZ, categorizes projects into three risk-based the Aqaba Special categories, akin to Decree 69/2020. Both decrees necessitate full EIAs for Category Economic Zone 1 projects and Preliminary EIAs (PEIAs) for Category 2. However, ASEZ's Category 3 No. (21) for the does not require any environmental assessment, diverging from the requirements Year 2001 under Decree 69/2020. Stakeholder consultations in ASEZ are limited to Category 1 projects, similar to Decree 69/2020. Furthermore, Decree 21/2001 sets out conditions under which environmental audits can be initiated, such as in response to complaints or pollution incidents, and mandates that these audits be conducted by a third-party entity approved by the Directorate. 6. Waste Framework Law for Waste Management No. 16 of 2020 regulates waste Management management under the jurisdiction of the Ministry of Environment. The Framework Law legislation mandates waste generators to employ waste reduction, reuse, and No.16 of 2020. recovery techniques. Residual waste must be processed and disposed of according to environmentally approved protocols (e.g. MoH to regulate management of healthcare waste). The Law calls for the establishment of a High Guiding Committee for Waste Management, comprising representatives from line ministries. This committee is responsible for approving the national waste management plan, associated policies, action plans, and legislation. Key regulations under this Law include: ▪ Decree 68 of 2020: Specifies procedures for obtaining hazardous waste management permits. It outlines requirements for the segregation, storage, transport, treatment, and disposal of hazardous waste, including detailed protocols for disposing of hazardous substance containers. 84 ▪ Decree 85 of 2020: Calls for the implementation of a waste tracking information system. This system is mandated to include data on waste quantities (exceeding 1,000 tons/year for non-hazardous waste or any quantity for hazardous waste), transfer stations, landfill leachate, gas emissions, and waste handling facility operators. The Electrical and Electronic Waste Management Instructions of 2021, issued by the MoEnv on 16th February 2021, became effective as of mid-August 2021. Annex 1 of the Instructions enumerates a comprehensive list of covered electrical and electronic equipment, which includes large and small household appliances, IT and telecommunications gear, consumer and lighting equipment, and an array of other specific categories such as medical devices and batteries. 7. Social The law organizes the social protection in Jordan through a focus on improving Development Law the quality of life for vulnerable groups (Article 3), ensuring their dignity and No. 4 of 2024 privacy while providing essential protection and care services. The MoSD’s missions, as described in Article 4, emphasize the critical role of social protection in achieving the Ministry of Social Development’s broader mission. Social protection is specifically addressed through several key actions. The Ministry is tasked with ensuring the implementation of social policies in collaboration with relevant authorities, as well as developing strategies and programs aimed at strengthening and expanding social protection systems, including care, protection, and social development services, with a focus on increasing productivity for targeted groups. The law also stresses the importance of providing protection and care services while coordinating efforts between different stakeholders to avoid duplication and ensure efficiency in service delivery through mechanisms for data sharing. In addition, the law requires organizing and licensing community responsibility initiatives and establishing comprehensive databases for tracking targeted groups and services provided. Article 12 of the law establishes the Social Protection and Care Fund within the Ministry of Social Development. This fund is designed to provide financial support for the ministry's social protection and care programs. The management of the fund is overseen by a committee chaired by the minister, with procedures and regulations related to its operation defined by a system established for this purpose. The fund’s financial resources come from several sources: allocations from the Ministry’s budget, as well as donations, grants, and other financial contributions, provided they receive approval from the Cabinet. In terms, of professionalization of social work, The Law clearly organized this through articles 5- 6 and 16-8 and 25. Article 5, which defines social work as a specialized profession and highlights the importance of related supporting professions. The law stipulates that the practice of social work, along with the professions that support it, will be regulated by a system established for this purpose. This includes the determination of the qualifications, certifications, and standards for practicing social work. The law also ensures that the professional conduct of social workers is governed by a specific regulatory framework, which 85 outlines the criteria for obtaining certifications, the process for licensure, and the penalties for violations of professional standards. This move toward formal regulation aims to elevate the standards of practice in the social work field, ensuring that social workers are well-equipped to provide high-quality services and contribute effectively to the goals of social development. Article 6 prohibits individuals or legal entities from providing protection and care services to vulnerable groups without obtaining prior authorization from the Ministry of Social Development. This regulation ensures that only qualified and licensed entities can offer such essential services. Article 16 establishes penalties for providing these services without a license: individuals face fines ranging from 500 to 1,000 Jordanian Dinars, with imprisonment for repeat offenders. Legal entities can face fines ranging from 1,000 to 7,000 Jordanian Dinars and repeat offenders may face imprisonment for up to one month, in addition to fines. Article 17 imposes penalties on licensed social work providers who employ unlicensed individuals to practice social work. If a licensed provider allows an unlicensed person to practice, they will face a fine ranging from 500 to 5,000 Jordanian Dinars. In the case of repeat offenses, imprisonment may also be applied. Article 18 penalizes individuals practicing social work without proper authorization from the Ministry. The fine ranges from 500 to 1,000 Jordanian Dinars and repeat offenders may face imprisonment for a minimum of one month and a maximum of two years. Also, Article 25 outlines exceptions for social workers employed in government ministries and public institutions. These workers are exempt from some of the licensing requirements, provided they obtain the necessary authorization from the Ministry. Social workers in the private sector have up to six months from the effective date of the law to comply with licensing requirements 8. National Aid Fund The Law organize the work of the NAF in Jordan. Article 3 of the National Aid Fund Law No. (36) of Law No. (36) of 1986 establishes the National Aid Fund in Jordan, granting it legal 1986 personality and financial and administrative independence. The Fund has the authority to own and manage both movable and immovable property and to take necessary legal actions, including entering into contracts and pursuing litigation. The Fund is linked to the Minister of Social Development and its headquarters are in Amman, with the ability to open branches across the Kingdom with the approval of the Board. The Law Article 4 outlines the composition of the National Aid Fund's Board of Directors. The Board is chaired by the Minister, with the Fund's General Director serving as both a member and the Vice Chairman. The Board also includes representatives from several key sectors: the Ministry of Awqaf, Islamic Affairs, and Holy Sites; the Ministry of Health; the Department of General Budget; the Social Security Corporation; the Vocational Training Corporation; Noor Al-Hussein Foundation; the Queen Alia Fund for Voluntary Social Work; and the General Union of Charitable Societies. Additionally, three representatives from the private sector are appointed for two-year renewable terms, as decided by the Council of Ministers based on the Minister's recommendation. The members specified in points 3 through 10 are appointed by the relevant minister or the head of the respective organization. 86 Article 7 outlines the key objectives of the National Aid Fund and the allocation of its resources to achieve them. The Fund works to protect and care for individuals and families in need by providing regular or emergency financial assistance. It also aims to create or increase employment and production opportunities for these individuals and families through vocational or physical training. Additionally, the Fund nominate list of the low-income beneficiaries to the Ministry of Health to issue them health insurance cards in line with the regulations of the Civil Health Insurance System. Furthermore, the Fund provides vocational training for its beneficiaries through relevant institutions and conducts scientific research and field studies related to its activities and objectives. To implement the law and operate the social protection programs of the NAF, several key instructions and procedures have been established. These include the Instructions for Financial Aid to Protect Needy Families of 2019, issued under Article (8/Z) of the National Aid Fund Law No. 63 of 1988, and the Instructions for Urgent Financial Aid for the Relief and Assistance of Needy Families Affected by Natural Disasters for the Year 2014, also issued under Article (8/Z) of the same law. Additionally, the Procedural and Organizational Instructions for Addressing the Complaints of Beneficiaries and Applicants for Services from the National Aid Fund for the Year 2012, issued under Article (8/Y) of the National Aid Fund Law No. 63 of 1983, set guidelines for handling grievances. Further, the Instructions for the Complementary Support Program for Needy Families of 2019, issued under Article (8/Z) of the National Aid Fund Law No. 36 of 1986, and the Amended Instructions for the Unified Cash Transfer Program for Needy Families No. 3 of 2022, are crucial to the NAF’s operations. Finally, the Unified Cash Transfer Program Operational Manual, Fifth Edition (2022), covering the Takaful UCT Program (the Complementary Support Program), provides detailed guidance on the operational processes. 9. National Center The Bylaw outlines the structure, responsibilities, and objectives of the center. for Security and Under article 2. The bylaw defines crises as� natural disasters or events that Crisis threaten national security, such as internal unrest, disturbances, or events that Management cause significant loss of life, damage to public facilities and property, or have Bylaw No. 20 of negative effects on the national economy, public welfare, or the environment and 2015 and its public health. The Prime Minister, upon the recommendation of the council, can amendments No. also classify certain events as crises�. 62 of 2020 Article 3 establishes the National Center for Security and Crisis Management in Jordan, which is directly linked to the Prime Minister and operates with financial and administrative independence. Its main headquarters is located in Amman, but it has the authority to open offices or branches in other regions across the country. Article 4 outlines the objectives and responsibilities of the National Center for Security and Crisis Management. The center's primary aim is to ensure coordination and integration among various national entities to create a secure 87 and stable environment during crises. To achieve this, the center focuses on several key tasks. It works to enhance early crisis prediction by building a comprehensive national database. The center also empowers decision-makers at all levels to make informed, timely decisions based on accurate and relevant information. Additionally, the center provides recommendations on national policies and crisis management procedures, develops capacity-building programs in collaboration with both the public and private sectors, and assesses the readiness of critical infrastructure to face risks. Moreover, the center ensures the development and testing of national crisis plans, while also contributing to the planning and implementation of crisis management training programs. It collaborates with military, security, and civil institutions, as well as private sector organizations, to achieve these goals. Article 5 specifies the governance structure of the National Center for Security and Crisis Management, which is managed by a Board of Directors. The board is chaired by the Prime Minister and includes key members such as the President of the Center, the Minister of Defense, the Minister of Interior, the Minister of State for Media Affairs or another minister appointed by the Prime Minister, the Chairman of the Joint Chiefs of Staff, the Director General of the General Intelligence Directorate, the Director General of Civil Defense, the Director General of the Public Security Directorate, and the Director General of the Gendarmerie Forces. This board is responsible for overseeing the center’s activities and ensuring effective management of national security and crisis response efforts. Article 10 emphasizes the confidentiality of all information, data, documents, and their copies that are received by the National Center for Security and Crisis Management or related to its work. Any employee who has access to such information as part of their duties is bound by confidentiality. The provisions of the State Secrets and Documents Protection Law apply to this information. It is prohibited to disclose, reveal, or allow unauthorized individuals to access such information. This ensures the protection of sensitive data related to national security and crisis management. 10. Rights of Persons The law outlines several key articles related to The PforR: Article (34) “The General with Disabilities Civil Defense Department will in coordination with the Council execute the Law No. (20) of following: a. Provide emergency, relief, aid, and related information in accessible 2017 formats for persons with disabilities. b. Include into the security and safety instructions issued by the Civil Defense Department the standards related to accessibility. c. Deliver training to aid and rescue teams in Sign language and on methods for assisting persons with different disabilities in cases of emergency and natural disasters. d. Deliver training to persons with disabilities and their families on the principles and skills of public safety and first aid�. Article (27) “a. It is forbidden to exclude or restrict a person’s access to Social Development programs, services, and institutions along with nursery homes on the basis of, or because of, disability. Article (28.b) “It is incumbent upon any individual working in teaching, 88 education, rehabilitation, therapy or in a supervisory capacity at a residential care institution, center or institution for persons with disabilities to meet the following conditions: 1. To have an academic university degree in special education, social services, psychology, educational or psychological counseling or any other specialization related to the nature of work for which he or she is responsible. 2. To pass the training and rehabilitation courses which the Council designs and implements in coordination with the relevant authorities. 3. To undergo an assessment process regularly according to conditions determined by the Council in coordination with the relevant authorities�. Article (29) “It is incumbent upon the Ministry of Social Development and the Ministry of Health, each according to its expertise, and in coordination with the Council to execute the following: (f): “Provide physical, psychological, social and vocational rehabilitation services in close proximity to where persons with disabilities and their families are living, and render these places accessible to persons with disabilities�. 89