Al Amana Development | The Executive Delivery Arm of GiveBack to Algeria (GBTA)

Short introduction:
Al Amana Development is the executive and operational delivery arm of GiveBack to Algeria (GBTA). Its purpose is to turn the vision into real projects that are professionally managed, measurable, and scalable across all 69 wilayas. GBTA is designed around a clear structure: a national non-profit Association owns the initiative and safeguards the public interest. In contrast, a wholly owned operating company delivers and runs projects commercially, with surplus permanently reinvested in development.

1) Why Al Amana Development?

Because productive projects require a dedicated delivery structure that combines pace with discipline, to:

• Convert development priorities into actionable programmes with budgets, timelines, and KPIs.

• Build professional operations teams and embed continuous improvement.

• Control procurement, contracting, and supply chains with full traceability.

• Protect long-term sustainability by reinvesting surplus rather than consuming it.

2) How Al Amana Development relates to the GBTA Association

GBTA relies on a functional separation that protects the public interest while enabling strong execution:

• The national non-profit Association: owner and public-interest guardian, setting strategy, approving safeguards and policies, prioritising the project portfolio, and overseeing compliance and transparency.

• Al Amana Development: a company wholly owned by the Association, executing and operating projects through clear mandates, targets, and regular reporting.

This separation reduces role overlap, strengthens accountability, and keeps decisions auditable.

3) What Al Amana Development does in practice

Al Amana Development manages the full delivery cycle, from preparation to operations and then scale-up:

• Turning a project into an operating plan: scope, risks, resources, budget, schedule, KPIs.

• Operational design: operating model, role profiles, procedures, quality and safety plans.

• Procurement and contracting: tenders, technical and financial evaluation, contracts, and documented handover.

• Supply chain management: building local supplier networks, quality standards, multi-wilaya sourcing and tracking.

• Day-to-day operations: HR, accounting, customer service, maintenance, stock, logistics, compliance.

• Improvement and replication: efficiency gains, waste reduction, and the rollout of successful models to other wilayas.

• Reporting and impact: consistent financial, operational, and social impact reporting.

To maintain discipline, the structure typically includes internal functions such as a project office (PMO), finance and controls, procurement and contracts, HR, quality and compliance, risk and internal audit, and operations support.

4) How projects are selected and delivered

We follow a standard pathway that turns an idea into a measurable project:

1. Needs and opportunity capture across the 69 wilayas, based on impact and feasibility.

2. Multi-lens feasibility assessment: financial, operational, social, legal, and risk.

3. Project approval within the GBTA portfolio through defined governance and public criteria.

4. Delivery mandate agreement between the Association and Al Amana Development: budget, delegated limits, KPIs, and reporting.

5. Phased execution with review gates, quality checks, and controlled scope changes.

6. Stabilise and scale by reinvesting surplus into new projects or expansions.

5) Core safeguards: mission lock and asset lock

GBTA’s model is built on safeguards that prevent drift and keep wealth dedicated to development:

• Mission lock: a permanent commitment to public benefit and measurable impact, not private gain.

• Asset lock: protecting GBTA assets and preventing any transfer for the benefit of individuals, implemented through:

  • Clear clauses in the Association’s governing documents and the company’s documents that prohibit private distribution.

  • Rules controlling any sale, transfer, or encumbrance of assets, requiring proper approvals and public-interest justification.

  • A dissolution clause ensuring that, if the structure ever closes, assets transfer to a public body or an equivalent non-profit entity, not to individuals.

• No profit distribution: surplus is reinvested permanently.

• Conflict of interest controls: mandatory declarations, a register of interests, restrictions and sanctions.

• Transparent procurement: objective evaluation, documentation, audit-ready trails.

• Audit and review: structured internal audit, external reviews where appropriate, and publishable transparency indicators.

6) Transparency and accountability

Trust is built through data and evidence. We therefore commit to:

• Regular project-level reporting on progress, budget, risks, and outcomes.

• A publishable indicator set: jobs created, services delivered, local sourcing, and spend efficiency.

• Ongoing updates through the “Project Updates” section.

• A secure reporting channel for concerns, with documented handling.

7) What Al Amana Development does not do

To avoid confusion:

• Al Amana Development does not replace the state and never operates outside the law.

• No project is launched without feasibility, approval, and sustainable funding and operating capacity.

• No unrealistic promises, no ad-hoc or personalised decision-making.

• GBTA is currently in the preparation phase. Any funding or collection activity is legally permitted only once formal steps are completed.

8) How to work with Al Amana Development

We welcome collaboration with:

• Algerian experts and professionals in Algeria and across the diaspora.

• Local suppliers and delivery partners are selected through transparent, auditable criteria.

• Institutions willing to support through expertise, training, and knowledge transfer.

Share the initiative, invite Algerians to explore it, and use #GiveBacktoAlgeria.
Together, we give back. Together, we build. Together, we write history.
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