Page 42 - Annual Report 2018

Royal Health Awareness Society
Annual Report 2018

ORGANIZATIONAL PERFORMANCE DEVELOPMENT

RHAS established a new department for monitoring and improving
organizational performance, and implemented several projects on developing
medium and short-term plans, policies, processes, and systems to ensure
higher effectiveness in achieving organizational goals and higher efficiency in
implementing programs.

2018 Achievements and Results

During 2018, RHAS organizational performance development department has:
• Received a technical assistance grant from USAID Civic Initiatives Support Program to

assess and review the Good Governance policies, regulations, and practices, and to
develop RHAS Strategic Plan, where a review of RHAS Bylaws in light of the results of good
governance assessment was done, and ensured the compliance to good governance and
transparency principles.
• Developed good governance instructions and policies, such as: RHAS Inclusion & Equity
Policy; Conflict of Interest Regulations; and RHAS Whistleblowing Policy.
• On Strategic Planning, reviewed the Mission to give RHAS a bigger role in advocating for
the provision of the conducive environment for the safe and healthy behaviors.
• Developed RHAS’ Strategy (2018-2020), focusing on three main goals: (1) Raising
awareness and empowerment of the community to adopt safe and healthy behaviors,
(2) Contributing to the development and enforcement of health and safety policies and
legislations, and (3) Positioning RHAS as a pioneering organization in preventive health
and public safety at national, regional, and international levels.
• Developed and implemented frameworks and procedures related to planning and
monitoring programmatic and operational performance, specifically the Annual Planning
Framework and the Strategic and Annual Performance Monitoring Frameworks.
• On Programs Monitoring and Evaluation, the department conducted 42 Programs’ M&E
activities: 24 Focus Group Discussions for beneficiaries, partners’ staff, and parents; 9 Key
Informant Interviews; 9 surveys for programs’ training evaluation and measurement of
behavioral change; and on-site monitoring visits were conducted for all programs, where
results were reflected to to feed into programs improvement.

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