This was done along two parallel lines:the first was to ensure formal supervision and followup by higher authorities such as the Partnership Committee or formal joint organizations of the public and private sectors NGO Social Function Fund.The other line was to ensure providing the objective tools and standards for application of such programs. Here are details of the two lines:
1.The Community Partnership Committee chaired by the Minister of HRSD and membership of senior officials of the Ministry;the Committee is responsible for developing plans for consolidating and enhancing the concept of social partnership between the public and the private sectors and for overseeing the implementing thereof.Its functions include proposing the developmental projects that can be assigned to the private sector,and developing standards and mechanisms of follow-up and assessment.
2.The NGO Social Function Fund: Chaired by the Assistant Undersecretary for Social Development , and membership of representatives of the MOHRSD, a representative of the Ministry of Islamic Affairs, a representative of the Bahrain Chamber of Commerce and Industry,two representatives of the national banks (the Bank of Bahrain and Kuwait,Ahli United Bank),and four representatives of the major national companies in Bahrain. The fund oversees the annual subsides and collects annual funding from the private sector for developmental projects subject to clear project evaluation criteria for NGOs to identify projects before they compete for projects,and an independent committee for evaluation of projects.
3. The UNDP: has contributed to financing of the corporate evaluation program of NGOs and to identification upon initial implementation.To this end,it has mobilized a number of Arab expertise and contributed to the annual subsidy program,as well as to the formation and training of the work team at the National Centre.
1.The alignment of the corporate performance to the subsidy program is seen as a strong motive for organizations to understand and abide as possible by the corporate performance standards with the aim of enhancing their opportunity to receive subsidies for community serving developmental projects.
2.Utilization of the corporate evaluation outcomes in the community partnership program and in the rationalization of a number of decisions adopted by the Ministry on participation in functions,recognitions, etc.
3.Formation of a technical team to assess the social partnership centres:This team was formed by Ministerial Order No. 23 for the year 2011.The team comprises of specialized technical members to regularly evaluate the performance of social partnership centres and organizations.
4.Development of a social partnership corporate evaluation tool:The application thereof is overseen by the Executive Evaluation Team of Social Partnership referred to above.It includes clear standards for the development and maintenance of social partnership.
5.Publication of a guide to the financial subsidies:This guide includes clear and simplified forms for completion of information about developmental projects applying for subsidies.It helps NGOs identify the most important elements upon which planning for a developmental project is made.The guide may also be used for the design and construction of their own projects to directly apply for subsidies from any other source.