Sana'a: As part of enhancing administrative efficiency, developing local communities, and activating continuous monitoring and follow-up of performance levels across various sectors of Sana'a Governorate, a statistical report affirmed the governorate leadership's commitment to achieving an administrative structure that matches the aspirations of the local authority for comprehensive developmental advancement.
According to Yemen News Agency, the report of the General Administration of the Technical Secretariat and Follow-up at the Governorate's Diwan for the year 1447 AH reflects a wide-ranging developmental and organizational movement, translated on the ground through hundreds of meetings, thousands of decisions, directives, and executive plans, formulated with high responsibility to meet citizens' aspirations, elevate service levels, and overcome existing challenges in the governorate center and various districts.
The year 1447 AH witnessed intensive organization of the work of local councils, administrative bodies, and executive offices at both the center and district levels. The total activity reached 674 meetings, resulting in 1,884 decisions, 1,589 directives, and 345 recommendations. The details are distributed as follows: Administrative Bodies: 399 meetings, yielding 951 decisions, 766 directives, and 159 recommendations. Executive Offices: 211 meetings, resulting in 626 decisions, 632 directives, and 121 recommendations. Local Councils: 64 meetings, producing 307 decisions, 191 directives, and 65 recommendations.
The statistics highlight the pivotal role of administrative bodies in leading daily and field work, while the figures of executive offices and local councils reflect clear integration in shaping service policies and monitoring implementation quality. The meetings were characterized by a qualitative focus on addressing strategic files, with 40 meetings held, producing 151 decisions and 100 directives, distributed across administrative work tracks. The administrative body at the governorate center held 24 of these meetings, focusing on taking 101 decisive decisions and issuing 67 direct directives to accelerate performance.
The Executive Office at the governorate center held 12 regular and exceptional meetings, during which sectoral plans were discussed, yielding 35 decisions and 23 directives. Additionally, four specialized meetings were held, resulting in 15 decisions and 10 directives. Administrative activity was not limited to traditional structures but extended to boards of directors and joint committees to ensure flexible horizontal and vertical coordination. Six vital meetings were held, focusing on formulating general policies for institutions and offices under the governorate, producing 31 decisions and 14 directives.
The report also noted joint meetings with multiple entities, where 35 extensive coordination meetings were held with various governmental and community bodies. These meetings were highly productive, with 531 executive outputs directly serving the activation of service and development performance.
The year 1447 AH witnessed the discussion of strategic files touching the governorate's reality. The General Administration of the Technical Secretariat and Follow-up documented and followed up on the implementation of outputs from pivotal committees and minutes. Key among these was the development and revenue file, where approved projects were monitored and tracked through documented minutes of meetings of the committee tasked with monitoring the implementation level of approved projects within the governorate's plans for consecutive years (1444/1445/1446/1447 AH) to ensure they were not stalled and to complete infrastructure.
In the area of revenue performance evaluation, the minutes of a dedicated meeting documented the reasons for deficiencies in implementing circulars by some revenue offices and the feedback on their reports. Another minute documented observations on the level of local and shared revenue collection activity during the period, in addition to the minutes of a meeting held with revenue offices and their district branches, convened with the administrative body.
The report did not overlook the tourism, environmental, and investment file, nor the regulation and classification of tourist resorts in the governorate. A meeting was held with representatives of tourist resort owners in the Wadi Jarif area to discuss the results of field visits submitted by the directors of the Tourism Office and the Financial Resources Development Department regarding the inventory and classification of new establishments.
In the area of environmental sanitation, the mechanism for discharging resort waste was discussed, implementing the outputs of a meeting chaired by the First Deputy Governor on 18 Shawwal 1447 AH. Regarding health, humanitarian work, emergency response, and epidemic management, a report minute was prepared on the precautionary measures taken by Sana'a Governorate to confront the cholera outbreak, defining the roles and responsibilities of health and environmental authorities, crisis management, and the plans and meetings of the governorate's emergency committee to deal with variables and emerging contingencies.
The report addressed aspects of education, economic empowerment, and transportation, showing remarkable results in addressing deficiencies and holding those responsible accountable. It documented the minutes of a meeting discussing the report submitted by the branch of the State Legal Office regarding the investigation findings and opinion on the delay in implementing roof repairs for the old building of Al-Tafawuq School in Qa'a Al-Qaydi, Sanhan and Bani Bahloul District.
The report covered sustainable development and emergency interventions through the report minute of the Economic Empowerment Committee meeting, and the meeting minute with the representative of the Central Emergency Development Interventions Unit in Sana'a Governorate. The report emphasized the aspect of continuous field monitoring, indicating the preparation of minutes and reports on field visits to all districts of the governorate to evaluate performance up close and engage with citizens' needs.
This quantitative and qualitative output received high praise and evaluation from the governorate leadership. The Governor, Abdul Basit Al-Hadi, affirmed that the statistics issued by the General Administration of the Technical Secretariat and Follow-up for the year 1447 AH are not merely numbers to be recited, but a "practical translation of the performance evaluation, accountability, and field monitoring policy adopted by the governorate."
He pointed out that the focus on files such as "reasons for deficiencies in revenue offices" and holding those who delayed the implementation of several projects accountable reflects the leadership's seriousness in enforcing the rule of law, protecting public funds, and safeguarding citizens' interests. The Governor praised the rapid response of the emergency and health sectors, considering that the report minute on confronting the cholera outbreak proved the governorate's efficiency in crisis management and mitigating health risks.
Al-Hadi explained that the continuous monitoring of approved projects for the years (1444-1447 AH) ensures that no service project is stalled, affirming that the next phase will witness stricter quality standards and adherence to implementation timelines. For his part, the Secretary-General of the Local Council, Abdul Qader Al-Jilani, focused on the structural and organizational aspect of the report, noting that holding 674 meetings at the center and district levels represents a state of recovery and exceptional activity for local councils and administrative bodies.
He explained that the numerical lead of administrative body and executive office meetings reflects the scale of daily coordination to manage citizens' affairs and provide basic services in the districts. He pointed out that discussing the activity of local and shared revenue collection and placing district branches of offices under the scrutiny of the administrative body significantly contributed to bridging financial deficiency gaps and developing the governorate's self-resources to finance community initiative projects.
The Secretary-General praised the joint coordination mechanism with resort owners in Wadi Jarif to regulate waste and classify new establishments, considering it a model to be emulated in balancing the encouragement of tourism investment and maintaining environmental sanitation.
The vision of the Governor and the Secretary-General converged on the view that the outputs of the year 1447 AH place the governorate before a new phase titled "Transition from the Phase of Planning and Meetings to the Phase of Tangible Impact on Citizens' Lives," considering the Technical Secretariat and Follow-up as the watchful eye that ensures every decision and directive is translated into lived reality.
These quantitative and qualitative indicators from the General Administration of the Technical Secretariat and Follow-up demonstrate that the governorate is steadily moving towards institutionalizing government work and deepening transparent oversight, according to a future vision defined by commitment. They affirm that transforming these meetings into 1,884 decisions and 1,581 directives is not merely office effort, but a fundamental driver of the wheel of construction and development, and a real guarantee for translating administrative planning into tangible reality that serves society and advances the governorate in all fields.