National Plan for the Advancement of Bahraini Women 2013 - 2022
Supreme Council for Women

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
 Absence of a comprehensive strategy for women in Bahrain. Therefore the political leadership has endeavored to create a national mechanism concerned with women affairs. Amiri Decree No. (44) of 2001 was issued to establish the Supreme Council for Women (SCW) in August 2001.  The Supreme Council for Women developed a national Plan for the advancement of Bahraini women “NPABW” in partnership, impactive cooperation and joint efforts with relevant government institutions and civil society organizations during the period (2001-2004).  The NPABW was approved by His Majesty King of Bahrain, in a historic precedent Arab Worldwide, being the first strategy concerned with women affairs approved by a head of state. In a procedural step thereafter, the Supreme Council for Women developed the national plan for the implementation for the years (2007-2012).  The SCW reviewed the outcome of this plan using scientific-evaluation approaches based on analysis and justification of what was implemented. This phase commenced in May 2011 and yielded a thorough and accurate evaluation report to be used as basis in the National Plan Update phase (2012). The plan measured the direct impacts of the programmes and projects, but did not measure the impacts of the programme on women and society. The evaluation findings showed that overall achievements based on the goals of the plans amounted to 26% only. The conclusions reflected by the findings of the National Plan Review and Evaluation (2007-2012) revolved around the following themes: Partnership - The varied impactiveness of memoranda of understanding used by the SCW as one of the mechanisms aimed at activating the partnership. - The SCW led the implementation of the themes of the plan. The SCW adopted the implementation of Women empowerment programmes for women with the goal of empowering women and activating the partnership. - Difficulty in obtaining updated, accurate and documented information and data. Thus the need emerged to create institutional mechanism to activate the partnership. Institutional Action - Communication with entities concerned with implementation is one of the most significant challenges which the SCW encountered in its institutional action; thus the need to develop communication and networks mechanisms based on methodology which ensured the manifestation of development achieved in the status of women in all domains. This led to a shift in the activity of the SCW, from its focus on measuring results which lead to growth, to measuring the impacts which lead to development. Knowledge System - SCW’s concern with documentation and memorization of its efforts and programmes, these efforts however were distributed over several administrative departments, which resulted in loss of accuracy. Thus emerged the need for institutional mechanism which improves SCW’s proactive involvement in the causes of women, and the required change in scope of activity to enable it to manage knowledge and implement relevant methodology. Impact of SCW Activity - SCW’s various tremendous efforts, in many segments of society remain unaware of its true functional roles. Thus the need for advanced institutional mechanism to enhance the SCW’s response to the causes of women.

B. Strategic Approach

 2. What was the solution?
 SCW commenced an update of the national plan in partnership with different sectors of the society (governmental, private and civil society) throughout all phases of planning and implementation of the plan, using a methodology based on sustainable excellence thought and values, in line with Bahrain Economic Vision 2030, and the Government Action Plan. Methodologies adopted consolidate the ability to respond to the causes of women as the plan is nationally owned.  The NPABW (2013-2022) targets all categories of Bahraini women, in all age groups and social classes. It measures the total outcome through which the impact of the implementation of the plan on women and men is evaluated, as follows: 1. Family Stability Impact Securing social and economic needs of the family on a constant basis, promoting mental and physical health within an atmosphere of family bonds and empowering women to be self-dependent in order to provide security and protection for the entire family, by achieving: - Enhancing family bonds ensuring family stability. - Protection of women against all types of domestic violence - Reducing post-divorce problems in order to enhance family stability. - Integrating the concepts and values that support the role of women in economic and social development in educational and training curricula to enhance family stability. - Empowering women to be financially independent while focusing on reducing the percentage of unemployed women. - Achieving sustainability for women entrepreneurship to secure family needs. 2. Equal Opportunities Impact Development through integration of women’s needs by developing a supportive understanding of the practices within the framework of justice, extending the alternatives, enhancing the abilities in society in a manner that support’s women’s rights, by achieving: - Ensuring the principles of justice and equal opportunity through mainstreaming the needs of women into development. - Achieving competitiveness in all sectors, specializations and levels through women empowerment and raising the society’s awareness of women’s rights and duties. - Enhancing sustainable development programs through the implementation of the Bahraini model of mainstreaming the needs of women into development programs. 3. Lifelong Learning Impact Creating practices that ensure personal, career, social, societal and humanitarian development through quality and continual teaching and learning and the transfer of expertise and knowledge to women in all age groups, by achieving: - Knowledge empowerment of women to enhance their ability to address their issues in accordance with best practices. - Developing women’s qualification and productivity to enhance their competitiveness in the community. - Maintaining women’s participation in the socio-economic development programs through establishing mechanisms of knowledge transfer and management. 4. Quality of Life Impact Promoting all aspects of women’s life in health, environmental, social and psychological aspects that are reflected on the family, secure living and best practices by offering alternatives to women, by achieving: - Empowering women to ensure dignified and secure life for them throughout their life stages. - Enhancing the physical and psychological well-being of women by securing the requirements of improving the quality of life. - Widening the career options available to women in order for them to become an added value to the society. 5. House of Expertise Impact - Establishing a center for consultations and comparative studies in the field of women affairs through knowledge management and collaborating with concerned partners in order to create sustainable success stories, by achieving: - Investing partnerships and alliances to achieve the best forms of impactive partnership at the national level. - Establishing a national house of expertise specialized in women empowerment and issues. - Enhancing national expertise and knowledge exchange systems in order to achieve competitiveness at the local, regional and international level.

 3. How did the initiative solve the problem and improve people’s lives?
- Transformation of strategic thinking, adopting lateral thinking which aims at achieving a value added impact at the national level. - Measurement of Impact: The national plan is not limited to the measurement of indicators of direct results, but also includes the measurement of the impact of achieving integrated outcomes through which the phases of implementation of the plan in general are assessed. - National ownership of the plan: Through the activation of the roles of allies and partners in all phases of plan development and activation within a total people involvement (TPI) framework, but enlisting the participation of representatives of decision makers in all institutions and in various sectors (government institutions, private sector institutions and social society organizations) to emphasize the national ownership of the plan, and creates an integrated system for national partnership and a model at the government institutions level. - Planning strategy: the plan was innovatively developed by the SCW within a modern strategic framework to allow for harmonization between the needs of women and the government action plan, to ensure the completion of the implementation phases within the limits of the State’s budget, and within the scope of the activities of the ministries, without incurring any additional cost.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
 The phases of implementation of the plan are distributed over two years in Phase I, one of which is transitory, and the other for giving priority to implementation. This is followed by two phases, each lasting four years: for harmonization and implementation in parallel with the Government’s action plan and the State’s budget to ensure smooth implementation at ministries and public institutions, and to ensure obtaining the required support for cooperation and partnership in implementation, without the need for allocating additional budgets.  Preparation for the national plan, including six main phases, starting with the evaluation of the plan, including review. Results and preparation for new basis and concepts to be relied upon in the national plan development phase, and subsequently managing and implementing them. Based on SCW’s experience in the preparation National Strategy for the Advancement of Bahraini Women and its implementation plan, and guided by the outcomes and recommendations of the assessment phase, SCW started investing its knowledge assets in laying the foundations for creating a comprehensive implementation plan, culminating in the launch of the National Plan for the Advancement of Bahraini Women “NPABW” (2013-2022).  Phased implementation which ensures comprehensiveness, depth, ease and impactiveness of implementation, through consecutive planning levels as follows: Level 1: The NPABW (2013-2022) (Macro) The national plan describes the course of action of the leadership of the “Supreme Council for Women”, its allies, and entities concerned with the affairs of women and the Bahraini society over the coming then years, to achieve the intended impact, in cooperation with “allies” and the “General Secretariat” in society, and particularly in the field of advancement of Bahraini women. The national plan forms basis of the uniform framework to be relied upon in taking harmonized decisions at the national, regional and international levels. This includes the long term goals and objectives, outcomes and development plans, and sets the values, concepts, method of performance evaluation of impacts, outcomes and plans in the (TPI) with entities concerned. This is in addition to monitoring and evaluation of the degree of change in the society’s culture (KPC’s). Level 2: General Secretariat’s operational Plan for implementing the national strategy (Operational) This plan details requirements for achieving interim objectives, and the management of resources and operations in a manner commensurate with intended services and output based on the nature of the SCW’s strategic plan. It relies on determining the readiness of the SCW and the action mechanisms for managing the strategic plan, as well as monitoring, evaluation, assessment and review of key performance indicators (KPI’s). It is fundamentally based on a total Projects Management Programme. - During the interim phase (2013), the General Secretariat defined the executive bodies to be given priority, selected programmes/projects which are appropriate for the plan, worked on harmonizing them to achieve the outcomes and implement the plans which were selected from the national plan for implementation in 2014, which was the pilot year for the implementation of the national plan in preparation for the next fiscal cycle (2015-2018), and the staging of a number of field visits and meetings with key partners in the performance of the National Plan for the Advancement of Bahraini Women (2014), in order to study the actual status and explore strengths and opportunities for improvement in existing programmes/projects in society’s sectorial institutions. - Simultaneously with the implementation of the strategic plan (2014), infrastructure plans and programmes were implemented using an integrated methodology to continuously measure outcomes and assess the impact of the implementation of the national plan, using relevant state of the art techniques.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
- Given the comprehensive scope of the national plan and its overlapping with the plans of ministries and government institutions, SCW adopted a mechanism of sharing responsibility with relevant parties in order to ensure good performance. - The national plan was developed within a (TPI) framework, where the SCW deployed its knowledge assets to lay down the foundations of the plan using mechanism which enhance responsiveness. - Representatives of partners and government, legislative, judicial, private sector, and civil society organizations participated in the development of the national plan. - In March 2013, SCW commenced its survey of the State’s programmes and projects, including many processes, such as determining executive bodies of priority, selection of appropriate programmes/projects for the plan, endeavoring to ensure compatibility for achieving outcomes and implementing plans. Key metrics used in the selection of priority entities in the legislative and judicial authorities, as well as the private and public sectors and the civil society during the pilot phase of the implementation of the plan to ensure social participation. - With the framework of integration with the efforts expended by government institutions in various development fields, SCW endeavored to strengthen social participation in the implementation of the national plan, and commenced implementation of existing programmes and projects included in the plans of those ministries and government institutions, working on development them along the lines of the “NPABW”. - SCW, worked in the first phase of implementation in parallel since the implementation of the infrastructure based outcomes and plans. Its Human Resources are expected to implement during phase I (37) programmes, or 55% of total programmes, which the human resources of partners in cooperation with the SCW are expected to perform (30) programmes, or 45% of total programme distributed over all domains.
 6. How was the strategy implemented and what resources were mobilized?
- The SCW used its knowledge assets in all phases of assessment and follow up of implementation of the national plan. At the internal level in the General Secretariat, a strategy was developed such that each employee devotes at least 70% of his/her daily work hours to the implementation of the national plan, with the remaining 30% devoted to the performance of other roles and administrative functions which are not directly related to the national plan, such as one application of the knowledge management of the SCW’s General Secretariat. A department was created and charged with the implementation of the national plan, including the Plan manager, a specialized expert, and a general coordinator. The department consists of five basic work groups which include 40% of total General Secretariat staff, including 5% of the staff related to each impact, 6% team leaders, and 29% team members. This in addition to a dedicated team charged with the survey and measurement of results/achievements, consisting of 7 members from the five basic work groups, and another team for follow up and monitoring of the overall performance using a Projects Management Programme consisting of 5 members. - The plan relied on various sources of information, data and studies, including those prepared by the SCW, and enlisted the help of specialists and experts, and used international reports and specialized references in this field. - In addition, representatives of partners, government, legislative and judicial institutions, and civil society organizations participated in the evaluation and development of the national plan as part of the SCW’s efforts to ensure the participation of all of society’s segments, categories, specialties, classes and various age groups. - The strategic plan was prepared to implement the national plan including administrative and organizational process, evaluation, training and educational tools necessary to ensure good performance of the plan, including impacts, outcomes and plans, starting with working along the guidelines of the government action programme, and selecting programmes/projects which are coordinated with the strategic plan in order to ensure the required support for cooperation and participation in the implementation of the national plan, without the need to allocate additional budgets for those programmes/projects, as they are within the approved State’s budget for 2014. This better consolidates the social partnership, in addition to programmes to be implemented by the SCW using mechanism which enhance responsiveness.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The main outcomes which were achieved at the level of each impact over the period (2013-2014) include: 1. Family Stability Impact - Preparation of the “National Strategy for Protection against Domestic Violence” proposal. - Inauguration of the Family Conciliation Office at the Ministry of Justice, Islamic Affairs and “Waqf” in collaboration with the Supreme Judicial Council. - Inauguration of the Bahraini Women Incubator Center (Riyadat) in partnership with Bahrain Center for the Development of Emerging Industries and Bahrain Development Bank as an integrated economic incubator to serve women entrepreneurs. - Organizing the Second Exhibition for Women and Labour Opportunities in partnership between the Ministry of Labor and the SCW, aimed at providing opportunities for meeting between women seeking for employment, employers and concerned entities. 2. Equal Opportunity Impact - Implementation of the National Model for Mainstreaming Women Needs in the Government Work Plan. - Implementation of the decision to create equal opportunity committees in all government departments falling under the umbrella of the Civil Service Bureau, and the move by two private sector companies to establish equal opportunity units as a corporate mechanism concerned with ensuring equal opportunity. - Development of mechanisms to follow up the State’s budget by dividing main budget schedules “by gender” and issue of circulars to provide an integrate part concerned with equal opportunity and mainstreaming of women’s needs. - Implementation of women political empowerment programme as a collaborative programme. - Implementation of a weekly radio programme titled “Equal Opportunity Radio” in collaboration with Bahrain Radio to promote awareness of the concepts and causes of women and equal opportunity. 3. Lifelong Learning Impact - Assessment of readiness of employment centers to provide required support for job seekers, and the development of professional advice and guidance mechanism for female job seekers. - Launch of an “internal model” of the knowledge exchange programme within the General Secretariat as one of the knowledge management applications. 4. Quality of Life Impact - Inauguration of “Masaken” Project with the Ministry of Housing, aimed and enabling Bahraini women who do not satisfy conditions for receiving housing services, to benefit from. - Development of support center for women services at the SCW to provide temporary support in emergencies. 5. House of Expertise Impact - Taking initial steps to activate the Bahraini women database. - Creating a network of partnerships with government, private sector, civil society and international organizations.

 8. What were the most successful outputs and why was the initiative effective?
Following up the implementation of the outcomes, plans and programmes of the national strategic plan (2014) at SCW, an integrated Projects Management Programme was used, allowing a live performance indicators dashboard and periodic follow up reports. — To augment the credibility of the evaluation, and to obtain signs of excellence in performance, three types of performance indicators were specified including the main baseline indicator as a tool for measuring and evaluating the extent of impact through the measurement of total achieved outcomes under which the targeted and detailed indicators are listed. — Whereas the main baseline indicators of the outcome are cumulative indicators at the impact level, they were calculated at both the local and international levels using the closest statistical indicators, at the core level of those indicators, due to difficulty in calculating them at the first level of implementation. — Bahrain Central Informatics Organization, were used as a measure of the main baseline readings at the local level, specifying the numerator and the denominator based on the targets of the outcomes in general. — Main baseline international readings were obtained directly by referring to the reports issued by regional and international bodies, or measured using statistical equations if unavailable in those reports, specifying the numerator and the denominator based on the overall priority of the outcome. Some of the most significant reports relied upon are the OECD reports, World Bank reports, WHO reports, in addition to certain reports issued by the United Nations, taking into consideration the proprietary nature of some of the indicators, and in particular the social indicators for the Arab and Islamic Worlds. — Detailed indicators directly related to target work plans at the local level were measured using indicators, opinion polls and focus group. Potential readings were included based on objectives aspired to be achieved after the implementation of a set of targeted programmes in collaboration with partners. — To enhance the ability to respond to the implementation of the strategic plan for the implementation of the national plan (2014), SCW follows up the progress achieved in the programmes assigned to partners using specially designated forms, in addition to holding periodic meetings with them, in order to follow up the programmes which are included in the strategic plan they are charged with implementing, as well as the evaluation, removal of obstacles and creating alternative plans where required, and the follow up and documentation.

 9. What were the main obstacles encountered and how were they overcome?
- The communication process with the entities concerned with implementation. Therefore the need arose to the development of communication and networking mechanisms to ensure the availability of accurate information. This was achieved with the activation of the internal communication model at the SCW, as well as the introduction of a number of mechanisms with partners including service-level agreements (SLAs), equal opportunity committees, the Committee for Cooperation with Civil Society Organization, in addition to the incorporation of woman’s needs and causes as part of the government action programme. - SCW gave particular attention to the documentation and memorization operations of its efforts and programmes. These efforts however were divided among several administrative departments, and therefore lacked thoroughness and accuracy. In order to document the activities of the SCW throughout its journey on the road to implementation of the national plan, the SCW moved to adopt an advanced and impactive system to documents its activities, in reliance on an integrated MS Project “project management system”, providing a dashboard and periodic follow up reports. - In spite of the great and diverse efforts by the SCW, many segments of society are not award of its rue roles. Therefore, action was taken to implement mechanisms aimed at promoting awareness of SCW and introducing the concepts and terminology of the national plan, using several media channels (visual/audial/social/networks) to increase the average response of the local, regional and international communities to the causes of women. - To overcome the challenge of team staff members organization of their work priorities to ensure the implementation of the plan, a (70/30) strategy was implemented such that each employee or team member dedicates at least 70% of his/her time to the implementation of the plan, with the remaining 30% dedicated to other administrative functions which are not directly related to the national plan.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
Main benefits realized during the course phases of SCW’s implementation of the National Plan for the Advancement of Bahraini Women, are: — Introduction of new concepts at the local, regional and international levels, whereas the implementation of the national plan (2013-2022) is not limited to measuring the direct outcome indicators. It also measures the impact through the measurement of the total impacts of the implementation of the plan on women and society. — Change of strategic thought of the SCW by moving from the phase of advancement of women through empowerment and development of conditions to the empowerment of women through the provision of opportunities, capabilities and choices which support women and enable them to improve their conditions and the society around them, with a view that woman alone has the will to change, the resolve to participate. These plans and programmes are merely means which support and assist her to unleash her capabilities and invest her energies for achieving the aspired change and development. — Enhancing participation though the creation of impactive institutional mechanisms manifested through the integration of the National Plan for the Advancement of Bahraini Women in the government action programme, through guidance with the government action programme and endeavoring to select programmes/projects which are coordinated with the strategic plan in order to ensure the required support for cooperation and participation in the implementation of the national plan, without the need to allocate additional budgets for those programmes/projects, as they are within the approved State’s budget for 2014. This in addition to programmes which are assigned to the SCW. The implementation of the decision to create equal opportunity committees in all government departments falling under the umbrella of the Civil Service Bureau, and the move by two private sector companies to establish equal opportunity units as a corporate mechanism based on social participation and enhancing the ability to respond to women’s causes, in addition to the development of the State’s budget to include subdivisions of main budget schedules by type and allocating a complete part to equal opportunity and the integration of women’s needs in the circular, thus ensuring social participation and enhancing responsiveness to the causes of women, as main examples. — Adoption of a methodology emphasizing the national ownership of the National Plan for the Advancement of Bahraini Women (2013-2022). National Strategy for the Advancement of Bahraini Women was approved by His Majesty King Hamad bin Isa Al Khalifa, King of Bahrain as a first plan to be approved by a head of state. This confirms the support of the State’s political leadership of everything which can make a greater and more comprehensive contribution to woman in society being a citizen who is fully competent within the framework of partnership and based on a mechanism reliant on partnership and full interaction of direct and indirect stakeholders at all levels of planning and implementation of the total people involvement (TPI) national plan, which enables partners to adopt and integrate it in their action programmes. — Reliance in the implementation of the Strategic Plan for the Advancement of Bahraini Women on the application of knowledge management methods by adopting a total projects management programme and a live dashboard to support visual management programmes at the SCW. The SCW also commenced initial steps to activate the Bahraini Women database, with mechanism which enable the SCW Secretariat General and society’s institutions to better respond to the causes of women. — Implementation of mechanism aimed at promoting awareness and introducing the concepts and terminology of the National plan for the Advancement of Bahraini Women (2013-2022) using social networking channels as one of the mechanisms to activate electronic interaction with the general public, in addition to the publication of the plan’s manual in Arabic and English on SCW’s website. This increases the responsiveness of the local, regional and international communities to the causes of women and contributes to the activation of social partnership in the implementation of the national plan. The Board has also implemented the Equal Opportunity Radio in collaboration with Radio Bahrain to promote awareness of the concepts and causes of women as well as equal opportunity to enhance responsiveness to the causes of women

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The development of the National Plan for the Advancement of Bahraini Women (2013-2022) is based on the though and values of sustainable excellence, with a methodology which aims at achieving the sustainable impact based on the principle of equal opportunity and the mainstreaming of women’s needs in development and government action programme, that enhances joint responsibility in the preparation, implementation and funding of the plan, as well as the development of a methodology for comprehensive communication to contribute to the stability and growth of the Bahraini society. — Vision: an equal partnership to build a sustainable competitive society. — Mission: to empower Bahraini women and mainstream their needs in development programmes to ensure the sustainability of their family stability and cohesion, consolidate the principle of equal opportunity to ensure the competitiveness of the Bahrain women and their lifelong learning, as well as ensure diverse options for the Bahraini woman to improve the quality of her life with supportive legislations and policies, as well as integration with allies and partners in the institutional arena to improve conditions for women, in addition to providing a house of expertise specialized in the affairs of women with international specifications and standards, employing national expertise and staff. — Integration with the efforts of the State’s institutions in all development fields. the SCW has worked on the implementation of the national plan starting with existing programmes/projects which are included in the plans of those ministries and institutions and working on development them in line with the National plan for the Advancement of Bahraini Women, thus ensuring meaningful achievements leading to further cooperation and sustained and impactive partnership in the completion of implementation of programme/projects included in the National plan for the Advancement of Bahraini Women, thus enabling the SCW to consolidate sustainable partnership relationship and national responsibility in implementation. — Transformation from the advancement of women methodology to the advancement of women themselves, benefitting from training, awareness and development opportunities provided by society, relying on her capabilities, and inspired in her objectives by reasonable convictions. The plan was characterized by its flexibility which allows local, regional and international organizations to be guided by them as reference to develop women related strategies. — Obtaining recommendations at the international level, where the national plan is considered one of the best practices at the local, regional and international levels. This is confirmed by guidance in the preparation and implementation of strategies and plans by government organizations at the local level, and some countries at the regional and international levels. — The plan is compatible with the national vision of the Kingdom of Bahrain, Bahrain 2030, which provides assurances for sustainability.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
- The plan relies throughout the phases of its development on advanced planning though which is commensurate with the institutional maturity and relies on the lateral thinking which aims at realizing added value at the national level by achieving comprehensive outcomes, and place which are in line with those outcomes. A continued evaluation method is adopted and the path is corrected when required for all fields related women, rather than the vertical thinking of the plan with themes that are structurally disparate by objectively linked. The economic and social themes in the 2007-2012 plan, were integrated as part of the Family Stability Impact in the existing plan. The environment and health themes of the 2007-2012 plan, were integrated as part of the quality of life impact in the current plan. The education and training fields of the 2007-2012 plan were replaced with the lifelong learning impact in the current plan. The Kingdom of Bahrain completed the education and training phase to reach the lifelong learning phase. The decision making them of the 2007-2012 plan, was replaced with the equal opportunity impact, as a total impact covering everything related to development through the mainstreaming of the needs of women in a framework of justice and expanded option. This all represented a qualitative move not only at the level of strategic thinking for planning, but also at the level of in depth comprehensive implementation to achieve the vision of the SCW of an equal partnership to build a sustainable competitive society, allowing the SCW to become a national, regional and international house of expertise in the field of women. - Management of activities through partners, using a methodology which emphasizes the national ownership of plan, to enable partners to adopt and integrate the plan’s components in their business programmes. - Transformation of the general orientation towards achieving a significant difference in the impact of the national plan as an important wave for Bahraini women towards their roles, having bypassed the advancement of women wave, and endeavoring to achieve an impact through outcomes not only results, and the impactive implementation of the partnership, working under the concept of knowledge economy. - Minimizing waste of resources through organization and integration of efforts of partners, which is represented in the development of uniform indicators, and endeavoring to achieve sustainable results and achievements, and to benefit from SCW’s accumulated knowledge. - Optimal deployment of energies and accumulated expertise in the SCW Secretarial General, with minimum resources and minimum cost. The General Secretariat formed teams to implement the National Plan for the Advancement of Bahraini Women (2013-2022) using its own staff divided into implementation units. Each unit is supervised by a management leadership stakeholder. This in addition to the formation of a team to monitor and measure performance. - Compliance with keywords in all results and achievements provided by each work team and subsequent decision on each of the aspired impacts.

Contact Information

Institution Name:   Supreme Council for Women
Institution Type:   Government Agency  
Contact Person:   Hala Mohammed Al-Ansari
Title:   : Secretary General  
Telephone/ Fax:   Tel: +973417223 / Fax:+97317415311
Institution's / Project's Website:  
E-mail:   monitoring@scw.bh  
Address:   Build 1003 Road 2825
Postal Code:   Block 328
City:   Western Riffa
State/Province:   Riffa
Country:  

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