The main lessons drawn from the development of the UNDP supported EWS is that it requires a number of ingredients, as well as an appropriate institutional environment, to be launched and able to operate successfully through its fully sponsored phase. They needed a highly qualified and motivated group of professionals at its center, broad acceptance and support of government institutions, as well as strong support from the donor community. It seems that in the case of the Jordan EWS these opportunities are largely present. This gives grounds to believe that once the project builds a critical mass of experts and streamlines management arrangements, the Jordan EWS will be able to become a well performing unit, proving a lot of value added to the policy making in the country. The value and utility of in-house EWS should not be judged only in terms of building capacity for timely interventions but also as a means of providing a forum for regular consultations and policy coordination in the decisions making processes. In this way EWS develop a culture of both conflict prevention and strategic thinking in core governance institutions or centers of governance. For this reason, developing of such units capable to issue warnings and formulate policy responses, to ensure policy consistency, and carry out analysis, measurement of performance and policy impact is encouraged as an instrument for achieving good governance.