Free Zones Corporation

   
Free Zones Corporation
General Information
Introduction: Free Zones Corporation

Head of Entity
Mr. Iyad AlQudah

General Supplies Department

   
General Supplies Department
General Information
Introduction

The General Supplies Department’s message is obtaining supplies (moveable properties and services) for ministries, government offices and public official establishments in order to achieve optimal investment for public funds and control on supplies



General Supplies Department Objectives:

1.        Draw the general policy of the Department and means of implementing this policy.

2.        Purchase necessary supplies needed for different departments according to the provisions of the Supplies Act in force.

3.        Preservation of common supplies and excess supplies from any department and storing them in central warehouses. All excess supplies are to be distributed or exchanged among other departments according to their needs.

4.        Conduct necessary studies to develop the General Supplies Department including:

a.        Maintaining standard specifications of supplies that are of common and frequent use.

b.        Holding training courses and seminars to develop employees’ skills at Supplies Units in other departments

c.        Providing consultation to other departments in supplies management

d.        Conducting necessary supplies inventory for government institutes whenever the General Supplies Department deems it necessary.

5.        Keep long-term records needed for long periods.

6.        Cooperate with other departments to locate means and methods for good maintenance of supplies.

7.        Obtain best quality supplies at best market prices and conditions when purchasing.

8.        Priority should be given to locally produced supplies provided prices are calculated according to the differential price defined by the Cabinet at (10%).

9.        Priority should be given to supplies offered by the bidder residing permanently in the Kingdom.

Income & Sales Tax Department

   
Income & Sales Tax Department
General Information
Introduction

The Income Tax Department and The General Sales tax Department were merged in one Department on 16/8/2004 under the name Income and Sales Tax Department  by the amended law of each of the Income Tax Law and the Sales Tax Law, published in Official Gazette No. 4672 Date 16/8/2004.

Historically, The Income Tax Department was established in 1951. It has exercised its work under the Law No. (50) for the year 1950 and since then tax legislation came through several amendments for the purposes of developing legislations, keeping abreast of economic and social changes and fill the gaps arising as a result of application. The latest amendments were in the year 2003 under the Amendment Law (No. 39) for the year 2003 amending the Income Tax Law No. 57 of 1985.

The sales tax has begun as excise tax in 1926 and concluded to the current format of the sales tax which came into force on 1/1/2001 under the law No. (36) for the year 2000. It is tantamount to a system of value added tax applied internationally, as the legislation passed in many stages of development before reaching the current format,The department works with two separate laws; one for income tax and the other for sales tax.



Developments in Tax Systems:

A number of amendments were conducted on the Income Tax Law with the aim of creating a suitable investment climate that is characterized by transparency and clarity while maintaining the financial and monetary stability.  Jordan is probably one of the first countries in the region to introduce the concept of self-estimation, which was done in the context of the temporary Law number (34) of the year 1988.  As for the sales tax legislation, Jordan moved from the concept of a excise tax and production through consumption tax to the first stage of the sales tax in 1994 that included the importer and the manufacturer.  This was followed by the second stage of the sales tax that added the rest of the commercial categories in 2001.  The legislative development of the sales tax had always aimed to achieve equality and justice among the clients, to encourage investment, and to lessen double taxation, all of which were part of the comprehensive reform



Vision

Tax system that is characterized by efficiency and competency, a model to be imitated to achieve targeted tax revenues, enhance investment atmosphere, and introduce optimal services to taxpayers.



 Mission

Enhance the department efficiency and competency in assessing and collecting taxes to achieve national objectives through taxpayers’ self-assessment, sampling techniques, self-compliance, dealing with tax avoidance cases, and introducing optimal services to taxpayers through applying comprehensive high quality standards.



Objectives:

The Department aims to enhance treasury with revenues. Therefore, it undertakes the following :

1. Manage the process of taxation ,collection and related procedures through spread of knowledge

2.   Raising up tax awareness  and inform taxpayers of their rights and their duties

3.  limit tax-evasion

4. Revise, evaluate and update tax policy regarding income tax,  sales tax  and value added tax.



Responsibilities:

Tax policy is considered one of the most important components of the fiscal policy and since objectives are the basic frameworks that identify any policy and they are the economic expression of the prospects of such policy, the goals of tax policy in Jordan are represented in supplying the treasury with the required revenues to finance the general expenses , encourage savings, investment ,positive impact on consumption and price- stability, and to achieve justice and social equity by re-distribution of incomes.

Tax policy in Jordan requires emphasis on the balanced equation between tax authority and the rights of taxpayers which demands the department to provide tax service and enhance voluntary compliance of taxpayers. Also to achieve harmony between tax system and the national growth goals, therefore the department sets its mission through translating it into procedural objectives that are translated into specific tasks and procedures forming the department action plan.

Stem from this concept, the department has achieved high growth rates in revenues in the past years more than economic growth rates. This might be attributed to the following:

1.Broadening the tax base through encompassing targeted sectors that were not committed to pay the tax due, such as  lump sum amount of tax from transportation and import sectors, and reducing registration threshold on sales tax to cover the largest possible number of registered taxpayers

2. Activation of the system of information and investigation, which led to the reduction of tax evasion

3. Adopting the principle of self- assessment has enhanced trust and credibility between the department and the taxpayers and helped to raise the voluntary compliance level resulted in a large decrease in courts tax cases.

Persistent development and improvement in the tax legislation have helped to create a better investment atmosphere and contributed to greater transparency in dealing with the taxpayers.



 Achievements:

Tax department is considered one of the excellent departments in the public sector since it has got the 4th rank- before the mergence among (25) establishments competed on king Abdullah the 2nd Prize for Excellence of Government Performance and Transparency in 2003, further, Sales Tax Department  got the 6th rank among prize competence criteria. It  also competed on several international prizes such as: UN prize for government performance and His Highness  Sheikh Mohammed Bin Rashed Aal Maktoom Prize for excellence of management.

The most important points of excellence in the department are:

1. The excellence of human element working in this department since (746) employees are of high qualifications (Bachelor, Higher Diploma, Master and Ph.d degrees) forming 50.9% of the whole department. employees. The staff were intensively trained on all fields of specialized knowledge of (1.5) course per single employee in average yearly.

2. Income and sales tax department is pioneer in using computer among public sector firms since a main computer was purchased and installed including modern data base (Oracle) and processing systems (Unix). Also modern communication networks were put in service that linked the main department with all its directorates in the governorates with high effectiveness. It also adopted the well- known international VIPs system for sales tax data processing.

3.Since years the department started to simplify       and speed up work procedures to be more effective along with making several guides that cover all aspects of the department and all procedures related to such services have been programmed and centrally monitored by Bench marking to follow up dealing with customers through a monitor to identify time delay in any procedure.

4. All implicit knowledge of the department was documented in addition to all procedures, and were filed and classified to be easily referred to.

5. The department adopts team working to study any problems along with a special system for employees and taxpayers' suggestions.

6. The department started a year ago to comply with ISO 9001 requirements through a relevant tender where the department's structure, duties, activities, available resources and provided services were studied at each division level and their links with each other. Also its needs of materials, human resources, technologies and work mechanisms were studied to achieve the department goals.

7.The department is preparing to launch selected e-services in 2005. This project is the first-phase of   e-government Program. The department provides such services in order to activate the use of technology as a means of improving services provided for citizens through the rapid provision of the service , the continued availability , reduction of  service costs and achieving a high degree of transparency in government procedures.

8. The department has gone a long way in computerization process particularly the system of  archiving funded by the Royal Bureau by the order of His Majesty King Abdullah the Second Bin Al-Hussein.

9.The department adopted a modern system to arrange and index files based on colures to be referred to easily.

10.Customer service unit has been established in each directorate to apply centralized service as instructions were developed and employees were trained on how to deal with customers. Similar units will be established in all the department's offices.

11. Commercial banks in Jordan were adopted to receive tax returns and due payments as well as the adoption of electronic payment means like the internet or the smart cards.

12.The adoption of a private company for the purpose of refunding taxes to travelers and tourists who visit Jordan, which contributes to the promotion of tourism in Jordan.

13.The department concerns  about its commitment towards society  through conducting free courses at the department all the year long along with free guides, brochures,  publications both in Arabic and English (e.g. : Publication of Tax Awareness ) and publishing most of the data both in Arabic and English on the website and through the media.  Training programs, seminars, meetings, workshops and providing assistance to students of universities are also essential parts of spreading tax awareness.

14.Open-door policy is adopted by the department on all levels that the taxpayers will not find any obstacle to reach senior management and meet the Director General who specifies one hour daily to meet the taxpayers who create comfortable atmosphere between service provider and recipient.

15.The department has divided the tax periods to singular and plural periods for the purposes of reducing the burden on the taxpayer as well as the employees and providing better services.

16. As a part of its strategy, the department is committed to fulfill its obligations to the citizens, which are as follow:

a- Good reception with proper guide board

b- Not to ignore any call without answering the caller properly

c- Service provider must disclose his identity.

d- Provide the possibility of sending tax return by mail to those who need it

e- Setting up dates in advance for visits or meetings.

17.  The department is keen to instill high and noble values in its employees as a part of the supportive institutional culture to provide better services for citizens such as:

a- Priority is always to serve the citizen, wherever he might be

b- Get rid of change fears

c- Encourage self initiative and creativity.

D-Loyalty to the establishment.

e-Be patient, flexible and open minded in dealing with the public.

f-Team- working.

g-Not to conceal knowledge, whether implicit or explicit.

h-Be just and integrity

18.  In order to make the best use of available resources, the department has established the Directorate of Large Taxpayers aimed at providing better service in all aspects, whether administrative, technical, controlling or other.

The department  has the technical and administrative expertise that made  it a model in the region. Therefore, it is keen on international cooperation in various fields to deepen its  experience through participation in international

conferences , exchange of experience, and the reception of Arab and foreign delegations which would like to benefit from the Jordanian experience.

 

Jordanian Customs

Jordanian Customs
General Information
Introduction

Jordanian Customs was established in 1923 (Act No. (22), 1959). In 1962, Act No. (1) was issued. The Temporary Act No. (16) was issued in 1983 followed by a new Customs Act (No. (20), 1998). This Act was later amended three times. The first amendment was made in accordance with the amending (Act No. (10), 1999), the second one was made in accordance with the amending (Act No. (16), 2000), and the third was made in accordance with (Act No. (27), 2000, the current Act in force.
Accordingly, the Department's goals and mission statement have changed. Instead of just restricting its role in collecting revenues for the treasury, it shifted onto new important goals such as supporting the national economy, promoting investment, facilitating trade, combating smuggling, protecting local society and environment from hazardous materials, and controlling the movements of passengers, goods, and vehicles crossing the Kingdom's borders.



Goals and Duties of the Customs Department:



First.                   Promoting investment and enhancing the competency of national industry to improve the national economy.

Second.         Facilitating Trade Between the Kingdom and Other Countries through the following:

Third.                 Providing national treasury with revenues

Fourth.            Monitoring the movement of passengers, commodities and means of transport crossing the borders of the Kingdom in accordance with powers of the Department pursuant to legislations in force. This is clear through the following:

·            Implementing prohibition and restriction procedures

·            Monitoring the transit movement in cooperation with other Governmental Departments

Fifth.                   Combating smuggling: Through the Enforcement Directorate, this operates and organizes the work of customs combating patrols that in return identifies and seizes all smuggling attempts in the Kingdom. Through activities of the rest of the directorates concerned in smuggling cases implied in documents and vouchers such as: altering the value, numbers, weights, measures or the HS codes, and coordinating smuggling combating activities on the international level in cooperation with the WCO through the regional Intelligence Liaison Office for the Middle East in Riyadh.

Sixth.                 Contribution in consolidating social security through warding off risks of dangerous items against the local community and citizens through the following:

·            Establish and enhance environmental awareness among the employees and citizens on how to deal with hazardous materials on health and environment.

·            Coordinate with the governmental and non-governmental parties.

·            Raise the efficiency of information systems through coordinating with customs organizations in neighboring countries and world customs administrations since hazards are of different sources and kinds that cannot be prevented by the political borders.

·            Upgrade the efficiency of customs laboratories and the rest of national laboratories in the field of tests to detect harmful and dangerous items and to outline approved standards.

Seventh.      Contribute in controlling commercial activities to prevent illegal ones according to legislations in force.

Eighth.             Be sure that customs officers in Jordan have the knowledge, skills, and support in order to work in a higher efficiency, we will preserve a good and positive working atmosphere for workers, which supports a good life and creates motivation for work and production.

National Center for Agricultural Research and Extension

   
National Center for Agricultural Research and Extension
General Information
Introduction

The establishment of NCARTT goes back to the last 50's when the Department of Research and Extension was created. In the mid 80’s, reformulated to become “The National center for Agricultural Research and Technology Transfer”.

It was in charge of conducting applied Research at the national level. A few years later (1993) NCARTT became a semi-antonymous institution with administrative and financial independence.



NCARTT has good relationships with many regional and international institution, such as the world bank, the European Commission, United Nations Development Project, FAO, USAID, German Technical Corporation (GTZ), International Development and Research Center (IDRC), ICARDA, ACSAD, AARINNA, Arab Fund For Economic and Social Development (AFESD), Arab Organization for Agricultural Development, and many others.



NCARTT consists of a main headquarter located at Al-Hussein Agricultural Experiment Station at Balqa'a and six Regional Centers in Deir Alla, Ramtha, Khaldieh, Mushaqar, Rabba, Shoubak.



NCARTT operates 12 research stations representing different agro-ecological conditions in Jordan as follow:

·            Technology Transfer Directorate.

·            Personnel Development , Training, and Information Directorate.

·            Information Directorate.

·            Laboratories Directorate.

·            Seed Technology unit.

·            Library.



·            Researches Program's:

o           Agricultural Irrigated Research Program

o           Agricultural Rainfall Research program

o           Water Management and Environmental program

o           Livestock program

o           Social and Economic Studies program

o           Integrated Pest program

o           Biodiversity, Genetic Resources and Medical Plants program

o           Olive program

o           Low Rainfall program 



·            Working Projects:

o           Improving Barley Production and Enhancing its Use/ Arab Fund for Economic and Social Development (AFESD)

o           Herbal and Medicinal Plants / United Nations Development Program(GEF)

o           Rainfed Agriculture(ACSAD)

o           Farmer's Participation in Barley Breeding / International Development Research Center (IDRC)

o           Seed Multiplication (locally Funded)

o           Fertigation   (Locally Funded)

o           Integrated Pest Program

o           Establishing Experimental Sites to Improve Treated Wastewater Quality(AFESD)

o           Horticultural Export Promotion and Technology Transfer (World Bank)

o           Mapping Adaptation of Barley (European Union) Hydroponics Production of High Quality Vegetables (European Union)

o           Honey – bees projects

o           Improving Bee Production (Locally Funded)

o           Comparing the Efficiency of Native and Domestic Bees In The pollination of field and Orchard Crops (GTZ)

o           Evaluation of Bee Farms (France)

o           Improvement of Irrigation Water Management in Lebanon and Jordan (European commission)

o           Usage Of Information Systems For Irrigated Water Management In Jordan and the Middle east (USAID)

o           International Cooperation Project in Water Management and Remote Sensing (European commission)

o           Integrated Management For Natural Resources for anti-desertification

o           Danish Regional Cooperation Project (Denmark)

o           Gray Water Use in Agriculture (Locally Funded)

o           Studying the Effect of Using Wastewater On the Physical Quality of Soil and Productivity of Selected Crops (Locally Funded)

o           Environmental Control Project  (Locally Funded)

o           Pioneer Project for Transfer of Integrated Packages on Citrus Crops (Locally Funded)

o           Usage of Saline Water in Agriculture (Locally Funded)

o           GIS and Remote Sensing Lab

o           Irrigated Management Information System (world bank)

o           Improve Management Tools For Water (Limited Irrigation / European Commission)

o           Treatment and Reuse of Wastewater In Agricultural Production (USAID)

o           Middle East Regional Agriculture Program (Dry Land / Saline Water /Denmark)



·            Mandate:

NCARTT is mandated to conduct and/or coordinate applied agricultural research and transfer of technology activities at the national level in collaboration with public and private agricultural institutions.



NCARTT ‘s mandate also provides for the identification, testing, transfer and adoption of improved technologies.



·            General Goals of NCARTT:

o           Employ the results of agriculture research developed locally or adopted from other sources to increase agricultural production in both plant and livestock areas.

o           Improve and enhance agricultural production.

o           Conserve the agricultural national resources and optimize their utilization.

o           Support agricultural development activities.

o           Promote farming systems on environmentally sound basis.



·            Responsibilities:

o           Prepare agricultural research plans and programs that support the objectives of agricultural policy charter.

o           Develop / Adapt agricultural technology appropriate for local conditions and coordinate agricultural research and technology transfer activities.

o           Adopt and transfer adapted or locally developed agricultural technologies and disseminate to agricultural extension agents or farmers, follow up on their adoption by farmers in cooperation with concerned organizations, and provide agricultural extension with proper technical information.

o           Develop the skills of agricultural specialists, extension agents, and technicians working in the agricultural sector through training, specialized courses, conferences, and workshops.

o           Conduct economic studies on farm production systems and agricultural projects, and evaluate the effect of various social, and economical factors on the agricultural sector.

Collaborate with local, Arabic, regional and international institutions and organizations implementing research programs, agricultural services and consultations.

Agricultural Credit Corporation

   
Agricultural Credit Corporation
General Information
Introduction
The Agricultural Credit Corporation:



Credit in Jordan dates back to the Ottoman era. During that period, there existed the Ottoman Agriculture Bank, which had three branches in Irbid, Salt and Kerak. These branches became independent, following the declaration of the rule of local administration in 1920.



The Jordan Agriculture Bank was created in 1922, having the same three branches of Irbid, Salt and Kerak. In 1934, two new branches were opened in Jerash and Tafila; and in 1954, another two branches were opened in Jerusalem and Nablus.



The Agriculture Credit Bureau was established in 1952. It was affiliated to the Jordan Development Council, and aimed at providing front-line villages in the West Bank with agricultural credit. The Department for Cooperative Construction, a subsidiary of the Ministry of Social Affairs, was conceived with the aim of granting loans to agricultural cooperative societies that represented the nucleus of the Jordan Cooperative Society.



The above-mentioned institutions were merged into one body: the Agricultural Credit Corporation, which was created in accordance with the Temporary Law number (50) for the year 1959. It started its activities in August 1960, and afterwards, the Temporary Law was replaced by Law number (12) for the year 1963.



Sources of Financing for Agricultural Credit, as since 31/12/2000:



Self Financing:

·            The Corporation’s capital: (24) million dinars.

·            General reserve: (12,4) million dinars.

·            Annual receipts: (24,7) million dinars.



External Financing:

·            Loans and credit facilities from local sources: (45,8) million dinars.

·            Foreign loans from Arab and international sources: (28,2) million dinars.

·            Total assets of the Corporation: (125) million dinars.

·            The Corporation has (20) branches, as well as (3) regional divisions in northern, central and southern Jordan.

·            The Corporation has (390) employees.



General policy of the Corporation



Agricultural Credit Corporation general policy is based on its law and by-laws that aim at achieving the integrated agricultural development in terms of production and productivity increase both quantitatively and qualitatively. The same law and by-laws aim, as well, at raising living standards for farmers by providing the required financing for all types of agricultural projects. The tools to achieve that policy, however, vary according to the economic status that the agricultural sector witnesses as well as its relation with the other sectors at the local and the external levels. The corporation aims at achieving its objectives by operating a group of programs, procedures, and tools that can b briefed as follows:



1.        Horizontal and vertical expansion to provide agricultural financing according to the several financing formula in order to outreach all groups and types of projects. Special care is given to those projects in harmony with the economic and social development plans being implemented in the Kingdom as well as the WtO framework based on economic competence of projects. In 2001, the Corporation rendered a total of JD 13.4 million – 32.5% for the reclamation and investment of agricultural lands,30.9% for purchasing agricultural inputs, 17.3% for developing and improving poultry and livestock, 10.1% for developing and improving and investing water resources, and 9.2% for automation and agricultural manufacturing.

2.        Restructuring the Corporation and giving it further dynamism and financial and administrative autonomy. Moreover, the Corporation seeks: to further involve the private sector in drawing the financing policies of the Corporation, raising the Corporation capital, an restructuring the interest rates as well as improving its profitability. All this comes in line with its objectives of sustainability, development, and persistent growth in order to fulfill demand for agricultural credit especially at the mid and long term levels.

3.        Operating according to the supervised and channeled lending approach as well as   providing technical and financial consultancy for farmers. The Corporation also works on publishing information bulletins and agricultural cost directories as well as conducting financial feasibility studies in order to provide for the optimal use of available financial resources while improving the payback capacity to maintain sustainability for the Corporation. Thus, the Corporation has adopted ad improved specialized credit programs directed to certain groups.

These credit programs are covered either from the self-resources or in coordination and cooperation with the local and international institutions as follow:

a.        Rural Families Credit Program

The Corporation has given special attention to this program that started in1994. This Program aims at improving living standards for the poor rural families in the Kingdom while activating the role of women to diversify family income sources. This, in turn, must help control the poverty an unemployment phenomena in the Jordanian rural areas. The Program includes the delivery of agricultural loans to the several agricultural domains financed by the Corporation all over the Kingdom. The amount of loans that the Corporation has already delivered under this Program reached JD 233 thousand in 2001 rendered to 128 rural families; average of JD 1821 per family.



b.        Income Source Diversification Project

Since 1995, the Corporation has been implementing the income source diversification project in cooperation and coordination with the Ministry of Agriculture. The project is financed by the International Fund for Agricultural Development (IFAD) and the Arab Fund for Economic and Social Development. The Project aims at financing small farmers with low incomes in order to help them lead better living standards in addition to activating women’s role in diversifying their household income sources. The project delivers loans to finance several domains such as sheep fattening, garden construction, agricultural protected reserves, feed manufacturing, and agricultural manufacturing. In addition, there are the projects of improving and increasing the shami and awasi goat types.

Total amounts dispensed under this project accounted for about JD 2.8 million in 2001 given to 1328 beneficiaries from all the areas covered by the Project – an average of JD 2125 per borrower. Although the project is no more in operation, the consultations are underway to restore it using the amounts originally allocated for it. Total amounts dispensed under this project since its start reached about JD 12.2 million given to 6433 borrowers all over its designated sites.



c.        Project of Food Production Increase

In pursuance of the agreement executed with the Ministry of Agriculture in 1995 on the food production increase; the Corporation sells tractors, agricultural equipment and chemical fertilizers to the account of the Ministry of Agriculture in cash and in loans. This sale is done in compliance with the credit rules and laws applied at the Corporation. Some agricultural equipment and tractors were sold in 2001 in cash for JD 20 thousand for two farmer beneficiaries. However, the total dispensed amounts in the form of agricultural loans reached about JD 80 thousand given to four farmers.



d.        Project of Agricultural Resource management

The Project has been implemented in Kerak and Tafila since early 1998 in cooperation and coordination with the Ministry of Agriculture. It aims at achieving several purposes such as soil maintenance, optimal use of land and available water resources, livestock keeping, and combating poverty in the Jordanian rural areas. The Project is set to provide financing for small farmers and rural families with low incomes at said governorates. Total loans delivered under the project reached about JD 275 thousand given to 181 borrowers in 2001.



e.        Credit Program for the Military Group with Special Needs

On 1/11/2002, an agreement of cooperation has been signed with the Hashemite Society for Military People with Special Needs. The Agreement provides for financing individual and collective projects of the Society members with special needs with the aim of improving their living conditions. This end will be attained by means of diversifying their income sources. The annual amounts necessary for financing operations of the qualified projects will be allocated according to the needs and requirements of those benefiting from such a society and in line with the annual credit plan of the Corporation. The agreement term is five years that are renewable.



f.          Project of Improving Agricultural Resources at the Yarmouk River Basin

On 12/9/2001, an agreement was signed with the Ministry of Planning to the effect of restore the credit program to improve the agricultural resources at the Yarmouk River Basin. The Project is set to offer loans to projects of improving agricultural production, prevent soil erosion, ad rationalize water consumption in addition to the financing of other income generating projects.



4.        Cooperating with the government to mitigate impacts of threats faced by the Agricultural Sector due to drought prevailing at the Kingdom in 1999-2001. this is done either through direct lending or rescheduling of installments and interest rates. The Corporation persisted in treating drought impacts that affected the Kingdom since 1999. Efforts in this context included financing livestock keepers with loans to purchase feed. Total amount of such loans accounted for JD 2.8 million in 2001 given to 1198 livestock keepers; i.e. 21% of total loans delivered by the Corporation 68% of agricultural animal and plant production inputs for the same year.

Upon a Cabinet Resolution, the Corporation exempted all the borrowing farmers from interests of 2001, which accounted for JD 4.3 million (30%-70%) according to the outstanding balance groups and in favor of small farmers. The Government honored the whole exemption obligation.



5.        Increase the administrative and financial competence of the Corporation by means of increasing its competitiveness and computerizing all its operations including all branches and relevant institutions. The Corporation persisted in giving more financial and administrative autonomy as well as providing training for employees towards a better competence at work. In 2001, the Corporation delegated a total of 306 mal and female employees to training programs held inside and outside the Kingdom as follows:

It is worth mentioning, however, that the number of employees benefiting from the local and foreign training programs during 1991-2001 mounted to 1816 employees of all specialties, locations and job levels at the Corporation.

Ministry of Awqaf Islamic Affairs and Holy Places

Ministry of Awqaf Islamic Affairs and Holy Places
General Information
Introduction

Brief Overview:



Awqaf affairs in Jordan and Palestine were formerly organized through the administration of the Ottoman Agreement issued on 19 Jumada II, 1280 Hijri. This remained in force until it was cancelled by Article (10) of Islamic Awqaf Law of the year 1946.



It is noteworthy that the First Fundamental Law of Trans Jordan, (30 Shawal, 1346 Hijri corresponding to 19/4/1928) took special interest in the Islamic Awqaf, Article (61): (Islamic Awqaf affairs and administration of Waqf financial affairs are managed by a special law. Waqf affairs are governmental issues.)



Upon the declaration of the Hashemite Kingdom of Jordan in 1946, the Constitution emphasized the aforesaid as stated in Article (63): (Islamic Awqaf affairs and administration of Waqf financial and other affairs are managed by law.) After the declaration of the Kingdom, the Law of Islamic Awqaf No. (25) of the year 1946 was issued. The same law had previously been issued as a temporary one under Article (4) of the same year and was endorsed by the Legislative Council with some amendments and additions on 21/ 11/1946. The Law of Islamic Awqaf was ratified and issued by a Royal Decree on 2/12/1946. The Law was issued as temporary according to Article (61) of the Fundamental Law since the (Jordanian) Constitution was not yet declared. Upon presentation to the Legislative Council, it was re-issued as a permanent law and was enacted by reference to Article (61) of the Kingdom’s First Organic Law at the time of declaration of independence on 25/5/1946. No reference was made to Article (63) of the Constitution as the latter was only declared on 12/ 6/ 1946. Moreover, Awqaf Law No. (1) of the year 1946 issued by virtue of law had been issued on 12/6/1946 according to Awqaf Law No. (4) of the year 1946 and which later became permanently named Law No. (5) of the same year.



The First Organic Law of the Emirate of Trans Jordan and the Constitution of the Kingdom during the time of late King Abdullah I, founder of the Kingdom, stated that Awqaf affairs and financial matters are to be organized by a special law due to its distinguished status. Waqf has its own independent entity; its funds are not to be mixed with other public funds; it is totally independent of any other bodies whilst giving it and its funds all the privileges that public and government funds and interests enjoy. This came as early recognition of the importance of Waqf to guard and protect it from loss and aggression, enabling it to fulfill its mission while seeing to its total independence.



The Ministry of Awqaf was renamed on 16/1/1968 according to Law no. (4) of the year 1968 which stated that the Director of the Higher Council of Awqaf or the Supreme Judge assumes the cabinet of Ministry of Awqaf to be known from therein as Ministry of Awqaf, Islamic Affairs and Holy Places.



In Palestine, however, Awqaf affairs were managed through the Higher Islamic Council according to Islamic Council Regulation issued in Palestine on 20/12/1921 during the British Mandate. Following the declaration of unification of the two banks of Jordan at the Jericho Conference on 1/12/1948, the Lower House of the Parliament ratified the unification on 13/12/1948 and law no. (62) of the year 1951 was issued. Unification was announced after parliamentary elections (to include MPs from the two banks of Jordan) on 24/4/1950.



Law no. (62) stated the adoption of the provisions of Awqaf Law no. 25 of the year 1946 throughout the Kingdom as of 1/5/1951.



Jordanian laws for Awqaf affairs remained in force over the two banks even after the Israeli occupation. The Jordanian Ministry of Awqaf continued to directly manage the affairs in the West Bank and relations were not severed even after the legal and administrative disengagement with the West Bank in 7/8/1988 in order to allow the Palestine Liberation Organization (PLO) to regain the rights of the Palestinian people on their land. The Rabat Arab Summit Conference, in 1974, declared the (PLO) as the only legitimate representative of the Palestinian people as of that date. However, Islamic Awqaf affairs and the Eastern Courts were excluded (from the disengagement) due to their significance and lest they fall directly under the Israeli Ministry of Religious Affairs.



When the Palestinian National Authority assumed its responsibilities and requested to be entrusted with Awqaf affairs and the religious courts, the government in Jordan agreed to administrative and legal disengagement with religious courts and Islamic Awqaf in the West Bank. By this, the courts came under the jurisdiction of the Palestinian authority according to the laws and provisions in force at the time and before the agreement. Nevertheless, Jordan excluded eastern courts and Awqaf in Jerusalem from the disengagement agreement as the issue of Jerusalem was postponed until the time of the final negotiations. Up to this date, Jordanian laws regarding Islamic Awqaf in the holy city are still applied.



Objectives:

1.        Maintenance, development, preservation, and management of mosques and Awqaf funds.

2.        Development of mosques to deliver the message of Islamic education.

3.        Nourish the spirit of sacrifice, strife and stability in the nation and strengthen morals through the teachings of Islam and guidance of the faith.

4.        Nurture and solidify Islamic mannerisms in the private and public lives of all Muslims.

5.        Support public Islamic functions and the scriptures; call for the establishment of religious institutes and schools to teach recital of the Holy Koran.

6.        Spread Islamic culture and preserve Islamic heritage; reveal the role of Islam in the elevation of mankind and bring Muslims closer to their faith.



To achieve all the above-mentioned objectives, Article no. (3) of the Administrative Organization Law No. (16) of the year 1997 has defined the means by which the Ministry will realize its goals stating: For the Ministry to achieve its goals stated in Article (3) of Ministry Law of Awqaf and Islamic Affairs and the Holy Places no. (26) of the year 1955, the Ministry will:



1.        Maintain, preserve and manage the affairs of Islamic Holy places and maintain Islamic relics such as mosques and holy shrines.

2.        Oversee the construction, maintenance and financial management of mosques to enable them to carry their mission.

3.        Supervise and manage schools teaching the Holy Koran and establish others; organize Koran recital contests on the national and international levels.

4.        Supervise and manage Islamic Cultural Centers and help establish others.

5.        Print, sanction and edit new editions of the Holy Koran printed locally or abroad.

6.        Publish Islamic texts and books and in particular Islamic heritage texts and encourage research and Islamic studies.

7.        Promote and encourage Waqf philanthropist deeds; consolidate the true meanings of Islamic Waqf and its role in economic and social development and societal solidarity.

8.        Guide Muslims to virtuous ways and acquaint them with principles of their faith through sermons and preachings, lectures, seminars, publications and other methods that serve the purpose.

9.        Manage the affairs of Hajj and Omra to ensure the safety of pilgrims.