Strategic Goals and Monitoring Mechanism | Cooperative Agricultural Association

Association Strategy

Strategic Goals

Towards achieving sustainable agricultural development and economic empowerment for farmers

Strategic Goals

Strategic Goals and Monitoring Mechanism

Cooperative Agricultural Association for Farmers of Northern Medina

Total Goals

Strategic Goals

Operational and Service Goals

Direct services for farmers

5 Goals

Providing Trained Agricultural Labor

Goal: Providing trained agricultural labor (seasonal and permanent) and leasing it to farmers at cost, or providing any other services within the Association's scope.

Covering farmers' needs for qualified labor during peak agricultural seasons and throughout the year. Raising agricultural production efficiency, reducing operational burdens on farmers, and improving the quality of agricultural outputs.

74%

Establishing, Managing and Operating Agricultural Tourism Projects

Goal: Establishing, managing and operating agricultural tourism lodge projects, opening investment opportunities in cooperation with private sector partners, and providing funding sources for farmers.

Developing the agricultural tourism sector in Northern Medina as one of the diversified income sources. Creating new investment opportunities, increasing economic returns for farmers, and enhancing tourism attraction to the region.

83%

Providing Livestock Breeding and Veterinary Services

Goal: Providing livestock breeding, securing fodder, and providing necessary veterinary services.

Supporting farmers in the livestock sector as one component of integrated agricultural development. Improving animal production, reducing farmers' expenses, and enhancing agricultural diversity.

67%

Maintaining and Developing the Treated Water Channel (Wadi Al-Hamd)

Goal: Maintaining, opening and developing the treated water channel (tertiary) in Wadi Al-Hamd, and preserving the valley from pollution.

Ensuring the sustainability of the main irrigation source for farmers in the region. Improving the quality of water available for irrigation, preserving water resources, and reducing irrigation costs for farmers.

75%

Combating Agricultural Pests

Goal: Combating agricultural pests in all their forms, in cooperation with relevant ministries and bodies.

Covering all farms within the Association's scope, with a focus on combating the Red Palm Weevil. Protecting agricultural crops, limiting the spread of pests, and ensuring the quality of agricultural products.

91%

Developmental and Enabling Goals

Developing the agricultural sector

3 Goals

Developing the Agricultural Sector and Providing Its Supplies

Goal: Developing the agricultural sector and providing its supplies of seeds, fertilizers, and pesticides, establishing specialized animal and plant farms, greenhouse projects, and agricultural land reclamation.

Providing all productive inputs needed by the farmer with high quality and suitable prices. Raising agricultural productivity, improving crop quality, and expanding the reclaimed agricultural area.

75%

Agricultural Marketing and Organizing Festivals

Goal: Agricultural marketing, organizing agricultural marketing festivals, and building a unified brand for products.

Marketing farmers' products locally and internationally, and enhancing the added value of products. Improving product prices, opening new markets, and enhancing the competitiveness of agricultural products in local and international markets.

80%

Enhancing Partnerships and Marketing Contracts

Goal: Contracting with specialized supply companies, the National Center for Palm and Dates, and major date companies (Sana Al-Madinah, Qala'at Al-Nakheel, Sallal) to market farmers' dates.

Covering multiple varieties of dates (Khodari, Barhi, Safawi, Khalas Regular, Khalas Premium, Sukkari, Ajwa Al-Madinah). Ensuring stable marketing outlets for farmers, increasing financial returns, and improving the reputation of the region's agricultural products.

85%

Financial and Investment Goals

Enhancing financial sustainability

3 Goals

Increasing Capital and Revenue Growth

Goal: Achieving a 100% increase in capital, revenue growth exceeding 100%, and diversifying income sources (dates, agricultural supplies, investment track).

Strengthening the Association's financial base and ensuring its operational sustainability. Achieving financial stability, expanding investment activities, and achieving sustainable returns for members.

70%

Developing Operating Revenues and Improving Sales Efficiency

Goal: Raising sales efficiency, improving profit margins, and distributing income sources.

Developing sales channels, including the e-store through the "Mazare" platform. Achieving higher operational efficiency, increasing profits, and enhancing financial sustainability.

67%

Improving Liquidity Indicators and Financial Obligations

Goal: Improving liquidity indicators to ensure meeting short-term obligations, and adopting a conservative financial policy regarding obligations.

Managing current assets, cash and cash equivalents, inventory, and equity. Strengthening the financial position, and ensuring the ability to sustain and meet operational obligations.

80%

Institutional and Governance Goals

Enhancing performance and transparency

3 Goals

Applying Institutional Governance

Goal: Applying a binding regulatory framework that organizes the Association's work, controls its authorities, ensures the integrity of its financial and administrative decisions, protects its assets, and safeguards the rights of its members.

All administrative, financial, and operational processes of the Association. Achieving a high governance score (91.37% for 2024), ensuring transparency and accountability, and enhancing the confidence of members and partners.

80%

Enhancing Compliance with Systems and Regulations

Goal: Committing to the implementation of the Cooperative Associations System and its Executive Regulations, adopting policies and organizing regulations, defining authorities and responsibilities, activating internal control, disclosure, preparing financial statements, and submitting them to the General Assembly.

All regulatory, administrative, and financial activities. Ensuring regulatory integrity, avoiding legal risks, and enhancing institutional governance.

93%

Developing the Organizational and Administrative Structure

Goal: Activating the Association's organizational structure (General Assembly, Board of Directors, Executive Director, General Secretariat, Committees and Consultants, Financial Management, Programs Management, Public Relations and Media Management, Marketing Management), and clearly defining authorities and responsibilities.

Organizing internal work and improving decision-making efficiency. Raising institutional performance efficiency, improving coordination between departments, and enhancing operational effectiveness.

53%

Community and Social Responsibility Goals

Empowerment and sustainable development

5 Goals

Empowering Farmers and Supporting Innovative Projects

Goal: Empowering farmers (especially youth and women) through providing advanced services and technologies, enhancing the added value of agricultural products, creating new job opportunities, and achieving sustainable development for the agricultural sector and society.

All farmers, their families, and the local community within the Association's scope. Increasing farmers' income, improving quality of life, and enhancing economic and social empowerment.

92%

Supporting Environmental Initiatives and Sustainability

Goal: Contributing to the Saudi Green Initiative by planting more than 100,000 agricultural seedlings in cooperation with the Ministry of Environment, Water and Agriculture, and promoting sustainable agricultural practices.

Implementing large-scale afforestation projects in the region, and spreading environmental awareness. Improving vegetation cover, combating desertification, and enhancing environmental sustainability.

67%

Organizing Training and Awareness Programs

Goal: Implementing specialized training programs (Challenges and Marketing Strategies, Deep Impact on Product Behavior, Combating the Red Palm Weevil, Rural Development and Sustainable Agriculture) to raise the efficiency of human and agricultural cadres.

Farmers, employees, Association members, and the local community. Raising the efficiency of human cadres, improving marketing and analysis skills, and supporting knowledge-based decision-making.

80%

Institutional Communication and Strategic Partnerships

Goal: Enhancing institutional communication with government and service entities (National Center for Palm and Dates, Saudi Electricity Company, General Irrigation Corporation, Ministry of Environment, Water and Agriculture, Ministry of Transport and Logistics Services, Emirate of Medina Province).

Building strategic partnerships that support agricultural infrastructure, logistics, and electrical services. Improving agricultural infrastructure, enhancing integration with relevant entities, and supporting the achievement of agricultural sustainability.

74%

Implementing Ambitious Future Projects

Goal: Implementing qualitative future projects, including: Palm frond recycling project, refrigerators (food) project, greenhouse project, strategic investment project on land leased for 15 years (with an annual rent of 110,000 SAR and expected income of 450,000 SAR annually).

Developing agricultural and investment infrastructure in the region. Increasing investment returns, providing advanced logistics services, and enhancing economic sustainability.

48%

Goals Distribution by Category

Goals Statistics

Monitoring Items Distribution

91.37%

Institutional Governance Score for 2024

Complete Monitoring and Supervision Mechanism

Monitoring and Supervision of Strategic Goals

An Integrated and Multi-Level Monitoring System - All Items Complete

1First: Monitoring at the Board of Directors Level 2 Items

Strategic goals are monitored through the periodic meetings of the Board of Directors, which amount to 12 annual meetings, issuing regulatory and operational supporting decisions, and following up on the implementation of decisions and recommendations.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
1	Periodic Board Meetings	The Board of Directors holds (12) annual meetings (monthly meetings) during the year 2025, to follow up on the Association's workflow, supervise the implementation of operational plans, and take necessary decisions to achieve strategic goals.	Monitoring the operational performance of existing projects. Approving partnerships and contracts. Reviewing operational plans and budgets. Following up on the work of the executive management and measuring the level of achievement. Issuing regulatory and operational supporting decisions. Key decisions issued (2025): Approval of the operational plan for 2026. Approval of the estimated budget. Approval of signing dates supply and marketing contracts. Approval of developing and operating the agricultural supplies store (Mawared Khadraa Agricultural Establishment). Approval of investing in a commercial site with a long-term contract for (10) years. Enhancing partnerships with government entities and the private sector.	Ensuring effective implementation of operational plans, enhancing institutional control, and achieving transparency in decision-making.	Monthly (12 meetings annually)	Chairman and Members of the Board of Directors
2	Following up on Decisions and Recommendations	All Board decisions and recommendations are documented in official minutes, and their implementation is followed up through the Executive Management, with periodic reports on the level of achievement being submitted.	All decisions issued by the Board of Directors, including approval of the operational plan for 2026, approval of the estimated budget, approval of signing dates supply and marketing contracts, approval of developing and operating the agricultural supplies store, approval of investing in a commercial site with a long-term contract, and enhancing partnerships with government entities and the private sector.	Ensuring efficient implementation of Board decisions, enhancing performance monitoring, and achieving institutional discipline.	Periodic (Monthly/Quarterly)	Executive Management, General Secretariat

10Tenth: Monitoring through Feedback and Continuous Improvement 2 Items

Includes the feedback and complaints system to receive opinions and observations, documenting and tracking responses to inquiries, conducting periodic surveys to measure member and beneficiary satisfaction, and using the results to develop services and programs and ensure continuous improvement.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
23	Feedback and Complaints System	Providing a digital mechanism to receive opinions, observations, and complaints from members and beneficiaries. Documenting and tracking responses to inquiries in the inquiries processing log. Conducting periodic surveys to measure member and beneficiary satisfaction.	All members and beneficiaries of the Association's services.	Improving service quality, increasing beneficiary satisfaction, and enhancing communication with members and the community.	Periodically	Customer Service, Public Relations
24	Continuous Improvement and Development	Benefiting from feedback results to develop services and programs. Expanding in training fields (modern agriculture, agricultural investment, digital marketing). Raising the level of commitment to quality requirements in supply and marketing contracts. Addressing issues related to laboratory tests to ensure increased acceptance rates in supply contracts. Continuously striving to achieve excellence in institutional performance through participation in development and evaluation programs (Excellence Program for Agricultural Associations).	All services, programs, and activities.	Improving the quality of services and programs, increasing institutional performance efficiency, and achieving excellence in the agricultural sector.	Continuous	All Departments

11Eleventh: Monitoring Challenges and Risk Management 2 Items

The monitoring mechanism also includes monitoring and addressing challenges facing the Association, most notably marketing challenges and product quality, and operational and regulatory challenges.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
25	Marketing Challenges and Product Quality	Analyzing the reasons for rejecting large quantities of dates in supply contracts (only 15 tons accepted out of 300 tons of Ajwa dates). Addressing quality observations, pesticide residues, and laboratory test results. Enhancing quality procedures and raising the level of commitment to requirements before supply.	All supply and marketing contracts for agricultural products.	Improving the quality of agricultural products, increasing acceptance rates in supply contracts, and enhancing product reputation in markets.	Continuous	Marketing Management, Projects Management
26	Operational and Regulatory Challenges	Working to meet evaluation requirements in excellence and quality programs. Developing agricultural infrastructure (water, roads, electricity) through institutional communication. Improving risk management and compliance through enhancing governance.	All operational and regulatory processes of the Association.	Overcoming operational challenges, improving infrastructure, and enhancing institutional compliance.	Continuous	Board of Directors, Executive Management

12Summary of the Integrated Monitoring Mechanism 11 Items

The Cooperative Agricultural Association for Farmers of Northern Medina adopts an integrated and multi-level monitoring system that ensures the achievement of strategic goals efficiently and effectively, with commitment to the highest standards of governance, transparency, and accountability, in accordance with the following regulatory framework:

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
27	Comprehensive Summary Table	Level: Board of Directors - Mechanism: Periodic meetings and decisions - Frequency: Monthly (12 meetings annually) - Responsible Party: Chairman and Board Members	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
28	Comprehensive Summary Table	Level: Executive Management - Mechanism: Implementation and operational follow-up - Frequency: Daily/Weekly - Responsible Party: Executive Director, Secretaries, Committees	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
29	Comprehensive Summary Table	Level: Finance and Control - Mechanism: Financial reports, internal and external audit - Frequency: Quarterly/Annually - Responsible Party: Financial Supervisor, Internal Auditor, External Auditor	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
30	Comprehensive Summary Table	Level: Governance and Disclosure - Mechanism: Policy application, governance score measurement - Frequency: Periodically - Responsible Party: Governance Committee, Financial Management	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
31	Comprehensive Summary Table	Level: General Assembly - Mechanism: General meetings for discussion and approval - Frequency: Annually/Extraordinary - Responsible Party: All Members	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
32	Comprehensive Summary Table	Level: Projects and Programs - Mechanism: Project plan implementation follow-up - Frequency: Periodically - Responsible Party: Projects Management, Programs Management	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
33	Comprehensive Summary Table	Level: Partnerships and Communication - Mechanism: Meetings, correspondence, agreements - Frequency: As needed - Responsible Party: Public Relations, Executive Management	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
34	Comprehensive Summary Table	Level: Periodic Reports - Mechanism: Financial, administrative, operational reports - Frequency: Annually, Quarterly - Responsible Party: All Departments	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
35	Comprehensive Summary Table	Level: Internal Control - Mechanism: Auditing, compliance, policies - Frequency: Continuous - Responsible Party: Internal Control Management	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
36	Comprehensive Summary Table	Level: Feedback - Mechanism: Surveys, complaints, suggestions - Frequency: Periodically - Responsible Party: Customer Service, Public Relations	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties
37	Comprehensive Summary Table	Level: Risk Management - Mechanism: Monitoring challenges and developing solutions - Frequency: Continuous - Responsible Party: Board of Directors, Executive Management	All monitoring levels and mechanisms in the Association.	Providing a comprehensive and integrated overview of the monitoring mechanism at all levels.	As shown	All parties

2Second: Monitoring at the Executive Management Level 3 Items

Monitoring is carried out through the Executive Director who follows up on the implementation of operational and administrative decisions, directly supervises all departments and sections, and submits periodic reports to the Board of Directors, in addition to the General Secretariat and specialized committees and consultants.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
3	Executive Director	The Executive Director follows up on the implementation of operational and administrative decisions, directly supervises all departments and sections, and submits periodic reports to the Board of Directors.	Implementing operational plans. Managing current and future projects. Following up on financial and administrative performance. Coordinating with committees and consultants.	Raising executive performance efficiency, achieving coordination between departments, and ensuring efficient implementation of operational plans.	Daily/Weekly	Executive Director
4	General Secretariat	The General Secretariat documents all meetings and decisions, follows up on administrative and regulatory procedures, and preserves official records and documents.	All administrative, regulatory, and documentation procedures of the Association.	Ensuring documentation accuracy, preserving official records, and enhancing administrative transparency.	Continuous	General Secretary
5	Specialized Committees and Consultants	Specialized committees (financial, marketing, technical) and consultants are activated to monitor the implementation of goals in specific areas and submit recommendations to the Board of Directors.	Financial, marketing, technical, and consulting fields.	Enhancing specialized expertise, improving decision quality, and supporting strategic directions.	As needed	Committees and Consultants

3Third: Financial Monitoring (Financial Supervision and Control) 3 Items

Includes monitoring financial performance through the Financial Supervisor and Financial Management, internal and external auditors, and key financial performance indicators such as revenue growth, asset utilization efficiency, profit margin improvement, and liquidity ratio.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
6	Financial Supervisor and Financial Management	Monitoring financial performance through: Preparing financial statements (annual and quarterly). Reviewing budgets and financial plans. Monitoring cash flows, inventory, and equity. Monitoring obligations and approved financial policies.	All financial and accounting operations of the Association.	Ensuring financial integrity, achieving financial control, and enhancing financial sustainability.	Quarterly/Annually	Financial Supervisor, Financial Management
7	Internal and External Auditor	Appointing an internal auditor to examine and audit financial and administrative transactions. Appointing an external auditor (certified public accountant) to issue the annual audit report on the fairness and accuracy of financial statements. Submitting audit reports to the Board of Directors and the General Assembly.	All financial and administrative transactions of the Association.	Ensuring financial integrity, enhancing confidence in financial statements, and achieving compliance with accounting standards.	Annually/Periodically	Internal Auditor, External Auditor
8	Financial Performance Indicators	Periodically measuring key financial performance indicators: Revenue growth (exceeding 100%). Asset utilization efficiency. Profit margin improvement. Income source diversification. Liquidity ratio and obligations (conservative financial policy).	All key financial indicators of the Association.	Improving financial performance, enhancing financial sustainability, and supporting investment decisions.	Quarterly/Annually	Financial Management, Financial Supervisor

4Fourth: Monitoring through Institutional Governance 2 Items

Done through the application of governance and disclosure, commitment to implementing the Cooperative Associations System and its Executive Regulations, adopting policies and organizing regulations, and periodically measuring the governance score, which reached 91.37% for 2024.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
9	Applying Governance and Disclosure	Committing to implementing the Cooperative Associations System and its Executive Regulations. Adopting policies and organizing regulations (financial policies, procurement, human resources, conflict of interest, whistleblowing, anti-money laundering, investment). Activating internal control and financial and administrative disclosure.	All administrative, financial, and operational processes.	Ensuring transparency and accountability, enhancing institutional trust, and achieving regulatory compliance.	Continuous	Governance Committee, Financial Management
10	Governance Score	Periodically measuring the governance score (reached 91.37% for 2024), and working to complete the development of the governance system through: Automating procedures. Enhancing risk management and compliance. Improving documentation and disclosure quality. Raising the efficiency of institutional performance indicators.	All aspects of institutional governance.	Improving governance quality, enhancing transparency, and achieving the highest standards of institutional compliance.	Periodically (Annually)	Governance Committee, Executive Management

5Fifth: Monitoring through the General Assembly 2 Items

Done through annual ordinary General Assembly meetings and extraordinary meetings, where financial statements, Board of Directors reports, audit reports, and strategic plans are discussed and approved, in addition to updating the members register and documenting attendance.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
11	General Assembly Meetings	Holding annual ordinary General Assembly meetings to discuss and approve financial statements, Board of Directors reports, audit reports, and strategic plans. Holding extraordinary meetings when needed to make exceptional decisions.	Approving the balance sheet and final financial statements. Discussing achievements and challenges of the past year. Approving future plans and budgets. Electing Board of Directors members (at the end of the term).	Ensuring transparency and accountability to members, enhancing community participation, and approving strategic plans.	Annually/Extraordinary	All Members, Board of Directors
12	Members Register and Communication	Updating the Association's members register (shareholders), documenting meeting attendance, and informing members of regulations and systems.	All General Assembly members.	Ensuring members' rights, enhancing institutional communication, and achieving transparency with members.	Periodically	General Secretariat, Public Relations

6Sixth: Monitoring through Projects and Programs (Implementing Initiatives) 3 Items

Includes monitoring existing projects such as Mawared Khadraa Agricultural Establishment, Nadeed Al-Madinah Dates Establishment, the e-store, and the strategic investment project, in addition to future projects and various programs and activities.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
13	Existing Projects	Following up on the operation of Mawared Khadraa Agricultural Establishment (agricultural supplies). Following up on dates marketing through Nadeed Al-Madinah Dates Establishment. Supervising the cultivation of the Association's land (50,000 square meters) with date palm varieties (Ajwa, Safawi, Anbar, Fuhul). Following up on the establishment of the e-store through the "Mazare" platform in cooperation with the National Center for Horses and Dates. Supervising the strategic investment project (land leased for 15 years).	All operational and investment projects of the Association.	Ensuring efficient project implementation, achieving sustainable returns, and enhancing agricultural development.	Periodically (Monthly/Quarterly)	Projects Management, Executive Management
14	Future Projects	Setting timelines for implementing palm frond recycling projects, food refrigerators, and greenhouses. Preparing engineering and financial studies for new projects. Coordinating with government and private entities to obtain licenses and support.	All planned future projects.	Expanding investment activities, enhancing agricultural infrastructure, and achieving sustainable development.	Per timeline	Projects Management, Executive Management
15	Programs and Activities	Implementing developmental programs (Red Palm Weevil control, rural development, agricultural development fund). Implementing economic programs (cooperative marketing and investment, financing and investment). Implementing responsibility and innovation programs (professional qualification, innovation and community awareness). Implementing training programs (marketing, consumer behavior). Periodically measuring the impact of programs and linking them to performance indicators.	All social, economic, and training programs and activities.	Enhancing community development, improving service quality, and supporting economic empowerment.	Periodically (Quarterly/Annually)	Programs Management, Executive Management

7Seventh: Monitoring through Partnerships and Institutional Communication 2 Items

Done through following up on the implementation of partnership contracts with the National Center for Palm and Dates and major date companies, attending coordination meetings with government entities, exchanging official correspondence, and participating in joint initiatives and programs.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
16	Strategic Partnerships	Following up on the implementation of partnership contracts with (the National Center for Palm and Dates, Sana Al-Madinah Dates Company, Qala'at Al-Nakheel Dates Company, Sallal Dates Supply Company). Following up on contracting with specialized companies (solar energy, safety, contracting). Attending coordination meetings with government entities.	All partnership contracts and contractual agreements.	Enhancing institutional cooperation, expanding the partners base, and achieving integration with the government and private sectors.	As needed	Public Relations, Executive Management
17	Institutional Communication	Exchanging official correspondence with government entities (Ministry of Environment, Water and Agriculture, Saudi Electricity Company, General Irrigation Corporation, Ministry of Transport and Logistics Services, Emirate of the region). Holding coordination meetings to follow up on joint projects (treated water, agricultural roads, logistics and electrical services). Participating in joint initiatives and programs.	All communication channels with government and service entities.	Improving agricultural infrastructure, enhancing institutional integration, and supporting the achievement of agricultural sustainability.	Continuous	Public Relations, Executive Management

8Eighth: Monitoring through Periodic Reports 3 Items

Includes annual and quarterly financial reports, administrative and operational reports such as the annual Board of Directors report and social and economic program reports, in addition to Key Performance Indicators (KPIs) and linking them to strategic goals.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
18	Financial Reports	Preparing annual financial reports (final statements, balance sheet). Preparing quarterly financial reports to monitor financial performance. Submitting internal and external audit reports.	All financial and accounting reports.	Ensuring financial transparency, supporting investment decisions, and achieving compliance with accounting standards.	Annually, Quarterly	Financial Management, Financial Supervisor
19	Administrative and Operational Reports	Preparing the annual Board of Directors report (including achievements, challenges, future plans). Preparing social and economic program reports. Preparing operational performance reports for projects.	All administrative and operational reports.	Enhancing administrative transparency, supporting strategic planning, and improving operational performance.	Annually, Quarterly	All Departments
20	Performance Indicators	Measuring Key Performance Indicators (KPIs) in financial, operational, administrative, and community fields. Linking performance indicators to strategic goals and measuring the achievement rate.	All Key Performance Indicators of the Association.	Improving institutional performance, supporting decision-making, and enhancing the achievement of strategic goals.	Periodically (Monthly/Quarterly/Annually)	All Departments

9Ninth: Monitoring through Internal Control and Compliance Mechanisms 2 Items

Done through applying the internal control system, anti-money laundering and counter-terrorism financing policies, and the whistleblowing and whistleblower protection policy, in addition to the financial and accounting procedures manual, and conflict of interest, investment, and disbursement policies.

#	Item	Mechanism	Scope	Impact	Frequency	Responsible
21	Internal Control System	Applying tools and mechanisms to audit the Association's work, protect its assets, and prevent errors or violations. Applying anti-money laundering and counter-terrorism financing policies. Applying the whistleblowing and whistleblower protection policy.	All financial and administrative operations and transactions.	Ensuring financial integrity, protecting Association assets, and enhancing regulatory compliance.	Continuous	Internal Control Management
22	Approved Policies and Procedures	Relying on the financial and accounting procedures manual, and procedures for handling receipts. Applying conflict of interest policy, document retention policy, investment policy, and disbursement policy. Committing to the job descriptions for financial and administrative positions.	All approved policies and procedures in the Association.	Ensuring administrative and financial discipline, improving work quality, and enhancing operational efficiency.	Continuous	All Departments

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Strategic Goals

Strategic Goals and Monitoring Mechanism

Operational and Service Goals

Developmental and Enabling Goals

Financial and Investment Goals

Institutional and Governance Goals

Community and Social Responsibility Goals

Monitoring and Supervision of Strategic Goals

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