Strategy Plan

Nama’s leadership molded a team to develop a forecasting plan in accordance with the best methodological practices in building and developing strategic plans, which is the strategic management model, and to ensure cohesive visualizations and create the atmosphere within the organization’s supports and effective executive participation. The basics and skills of strategic planning were closely examined in combination with the start of The planning stages, which began with diagnosing the internal and external environments using many important tackles such as the Picasso standard for institutional evaluation of non-profit organizations, and the Quadrant Environmental Analysis (SWAT). An elite group of experienced specialists in the field of humanitarian and development work participated in this stage. And meetings with investors, and with the active participation of Nama’s leaders and members, the vision, mission, and core values ​​were formulated. Consequently, the team was able to ascertain the strategic crack, and by engaging scientific tools, the construction of the strategic matrix was reached. In an effort to achieve the greatest results and the finest outputs that Nama will provide, a plan will be dogged. Projects and activities according to the theory of change methodology and logical framework to complete the development and ensure the professional implementation of the strategy, the organizational structure was developed, unit competencies, functional roles for human resources, and procedures booklet were prepared, in accordance with best practices in institutional excellence.

- A social charitable institution that was established in 1977 AD and is affiliated with the Social Reform Society of Kuwait. It expanded in the regions of the governorates under the name “Zakat Committees” and took care of providing humanitarian aid to those in need.

- It was restructured in 2014 under the name “Nama for Zakat and Charity” with central management by transforming the zakat committees into branches, and diversified in providing aid and charitable projects. The name was changed in 2017 to “Nama for Zakat and Community Development” with the continuation of its various projects.

- Youth leaders joined the lines in 2020, forming an extension of the expertise of leading institutions in the fields of relief and development work. This emerged in the face of the Corona pandemic and battling its effects with distinguished qualitative cooperation that resulted in partnerships with state institutions and systems, as well as with civil society institutions and others, in order to enhance the pioneering role of our beloved country, “Kuwait of Humanity.”

- With the beginning of 2021 AD, we seek to build and develop an institutional system concerned with community development in an innovative, civilized form to build humanity through bridges of partnerships and alliances with local, regional and global humanitarian organizations, through a work atmosphere that adheres to professional principles and ethical values. It is a pioneering model in consolidating the concept of the third sector and complementing the public sector (first) and the private sector (second), to achieve the goals of sustainable development 2030 and in line with the vision of the State of Kuwait 2035.

- The chief institute in humanitarian and development work

- An integrated development institutional system to contribute to building human beings and the renaissance of societies through bridges of partnerships with the quality of their projects and the quality of their outputs.

 They are the rules of the integrated moral system, which are acknowledged by human nature, and the values ​​appear on the ground through life practices, and contain some of a wide spectrum of noble meanings that we pursue to establish among the pillars of the institution and with development partners, and the core values ​​are represented in:

1- Integrity: A human phenomenon that includes piety, impartiality, distancing oneself from areas of suspicion, preserving resources and property, and secrecy of information, leading to reform, righteousness, uprightness, and freedom from shortcomings, and preserving principles when they clatter with their personal interest.

 2- Efficiency: The ability to adapt, grow, and create societal balance. Efficiency lies in achieving goals, integration between the team and work divisions, clarity, objectivity, and balance in the face of the surrounding climate.

3- Giving: Taking the initiative to give what is possible to enhance institutional affiliation and appreciation and love for others. It represents a belief in social responsibility and a sense of duty dictated by conscience, achieving success and a sense of satisfaction.

1- Institutional: An assimilated system in practice, content, transcript and essence, based on clear foundations, principles and pillars, governed by precise standards and flexible regulations, so that the reference for decisions is for strong councils with competence and expertise within their jurisdiction.

2- Clearness: Complete clarity, and it is considered one of the most important principles of governance, which requires a commitment to openness in dealing during all stages of internal and external processes, practices, and outputs to all investors.

3- Integration: A rapprochement that aims to shape and strengthen partnerships characterized by common goals, through which it seeks, motivated by sentiment and social investment, to consolidate the concept of the third sector and complement the public and private sectors, in order to achieve the goals of sustainable development.

Strategic map

1- Orientation: The orientation of humanitarian work from the relief concept to the development concept in an effort to achieve the 2030 sustainable development goals.
2- Balance: Balance in the priorities of communities, the type of projects, and aspects of expenditures.
3- Expansion: Expansion of operations through partnerships in geographical regions on continents.
4- Design: Professionally design, implement and manage humanitarian and development projects in various fields.
5- Modernization: Modernizing and employing technologies, capabilities, expertise, and scientific and practical experiments.
6- Interaction: Interaction between need and response through human choices to achieve visions.
7- Strengthening: enhancing the prospects for partnerships to achieve common goals with donors and partners.
8- Rationalization: rationalizing and reducing expenses in a way that does not affect the quality and efficiency of performance.
9- Development: The development and renaissance of societies through self-reliance and capacity building.
10- Appreciation: Appreciation of human resources and distinguished partnerships.
 

The matrix was prepared guided by several matters, the most important of which are:

1- The principles of Islamic law, and the purposes of charitable and humanitarian work.

2- Vision of the State of Kuwait 2035 AD.

3- The Social Reform Society’s strategic plan.

4- Development plans of many countries.

5- Strategic plans of some civil society institutions.

6- Sustainable development goals.

7- Applicable national laws and local and international legislation.

8- Sources and documents for strategic planning.

9- Human charitable concepts and criteria for responses.

10- Expertise, accumulated experiences, research, and studies.

Establishing a set of governing frameworks and policies, and building sustainable partnerships to present plans that are consistent with Nama’s strategic thought. These policies are as follows:

First... institutional

1- Building and developing an effective institutional system, in accordance with governance standards.

2- Follow the methodology of strategic thought and planning, prepare plans, and form an information center.

3- Employing modern technology and systems in all corners of the organization.

Secondly: the human resource

1- Attracting distinguished human elements, who represent added value to the institutional system.

2- Achieving job satisfaction and instilling belonging and loyalty (internal partnership).

3- Follow the career path methodology with development plans and programmes.

Third: Partnerships

1- Constructive cooperation with all official and popular segments, donors and relevant institutions.

2- Making optimal use of available means of communication and building bridges of cooperation with development partners.

3- Integration with civil society organizations in exchanging information and implementing and managing projects.

Fourth: the media

1- Building and enhancing a distinct mental image.

2- Providing creative media services.

3- Stay away from political conflicts and maintain professional literature.

Fifth: Money

1- Follow Sharia controls and international standards in managing money, developing its resources and maximizing its returns.

2- Keeping away from suspicion regarding any donations related to any specific trend.

3- Adherence to the laws and instructions of official authorities, and enhancing transparency in financial trading.

Sixth: Projects

1- Humanity in providing aid without discrimination.

2- Design, implement and manage projects and activities through rigorous studies, specializations and methodologies.

3- Priorities for sustainable development projects.