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General Administration of Supportive Affairs

Mission and Objectives:
Core Mission:
The core mission of the Administration is to develop and adopt strategies and programs to manage the human, financial and technical resources of the Council.
General Objectives of the Administration:
Human resources planning, development and training.
Managing the Council’s financial resources and maintaining financial control.
Performing all contract and procurement procedures.
Providing organizational units with technical support.
Managing the Council’s transactions and maintaining confidentiality.

Organizational structure of the General Administration of Supportive Affairs:

Attaining a high degree of quality and excellence in providing the Council with supportive services in its internal works.
The General Administration of Supportive Affairs provides internal administrative, financial and technical services to the Council’s departments and branches and all associated bodies according to procedures and controls connected with performance indicators that help us ensure the realization of the vision, objectives and strategies of the Council.
Honesty: We work in a dedicated manner and abide by the ethics of work and profession.
Fairness: We seek to achieve the principle of equal opportunities and fair treatment.
Quality: Applying the highest quality standards in all activities and services of the General Administration of Supportive Affairs.
Teamwork: We establish the culture of working as a team.
Loyalty and Belonging: We promote the culture of loyalty and belonging to the Council.
Human Resources Department Plan
To participate with administrations in building the internal organizational structures.
To plan the Council's needs of human resources and attract talents to occupy job vacancies and nationalize present jobs.
To develop incentive schemes for those with outstanding performance.
To build an integrated electronic system for the Human Resources Department and integrate the same with the financial system.
To identify training needs and develop the training plan required for the Council’s employees and link it to performance evaluation.
To prepare development courses for employees and make second line managers ready.
To produce and update the Human Resources Procedures Manual.
To create awareness among staff about the internal work regulations.
To build the performance management system.
To create awareness among the staff of the performance management system.
To carry out a quarterly evaluation of the Council's employees.
To link the performance management system to employee evaluation.
To develop preparatory system for new employees.
To hold an annual ceremony for the Council’s employees.
To measure the Council’s employees' satisfaction periodically.
To participate in the competition of the Best Workplace in the Kingdom.
Information Technology Department
Plan Pillars --- Smart Systems ... Information Security... Quality
Extensible and flexible IT infrastructure.
Conducting information security and confidentiality procedures and developing special policies.
Periodically conducting security testing of information security.
Raising the awareness of the Council’s staff of information security and holding awareness workshops.
Integration with relevant bodies to exchange data with a view to improving and speeding up the procedures and making them accurate. (e.g. Nazir)
Electronic updating campaigns for the members of the Council.
Establishing unified standards and guidelines for applications development.
Transition to smart systems and improving the experience of the Council system users.
Smart applications of the Council systems and websites for mobiles and handheld devices.
Content enrichment and enabling Arabic and English support in the website.
Creating sub-websites and connecting them with the Council website.
Linking the Council website to the internal electronic systems.
Transition to cloud computing to reduce costs and provide security and high availability for data.
Development of electronic systems, automation and archiving of paperwork.
Rapid response to the disaster recovery site.

Financial Department
Planning the budget of the Council and ensuring its disbursement in accordance with the Council's plans and programs.
Setting the Council’s Administrations and branches as cost centers.
Evaluating general and operating expenses and attempting to limit them while increasing the productivity and effectiveness of employees.
Using technical systems that simplify the financial procedures and make them accurate.
Developing the disbursement and follow-up procedures and linking the same to the relevant departments.
Preventive control of the Council's funds (ensuring the legality of financial disposition before doing the same).
Adopting several progressive levels of financial powers.
Applying financial policies and procedures.
Building an electronic system that tracks changes in assets and warehouses.
Using special programs for financial planning and analysis.
Enabling financial investment programs for the Council revenues and assets.
Supporting and developing the financial and in-kind resources of the Council.

Procurement and Contract Department
Providing the Department with trained talents
Establishing the Department procedures.
Transferring all the Council procurements and contracts to the Procurement Department rather than the Financial Department.
Maintaining and archiving the Council contracts.
Approving tender documents to describe the needs.
Preparing lists of approved suppliers and deciding the appropriate supply methods.
Developing the policies through which the performance along with the speed and accuracy of purchase orders execution are developed.
Establishing inspection and receipt procedures.
Applying quality standards associated with purchasing processes.
Administrative Communication Department
Organizing the procedures of receiving, delivering and following up all the materials and correspondence received by the Council.
Electronic authentication of all incoming and outgoing transactions.
Organizing the standards of confidentiality of transactions conducted by the Council.
Documenting internal correspondence between the departments of the Council while maintaining confidentiality and privacy.