Organisational Structure

Organisational Structure

GiveBack to Algeria (GBTA)

Why a clear structure matters

GiveBack to Algeria (GBTA) is designed to turn national goodwill into organised, measurable, long-term action across Algeria’s 69 wilayas. To achieve this, GBTA requires a clear organisational structure that protects the public interest, prevents role overlap, strengthens accountability, and allows the initiative to scale without losing integrity.

Important note: GBTA is currently in the preparation phase. The structure below reflects the proposed model to be adopted once the legal set-up and official procedures are completed.

The principles that shape our structure

  1. Separation between governance and delivery

  2. Zero tolerance for conflicts of interest

  3. Transparency and auditability

  4. National representation and local presence

  5. Sustainability through documented processes, not personalities

The proposed structure at a glance

GBTA is built around four connected layers:

1) The National Association (public-interest guardian)

The Association is the owner and protector of GBTA’s mission. It provides strategic direction and oversight.

Key bodies include:

  • General Assembly (members)

  • Board of Directors

  • Standing Committees

  • Internal Control and Audit Function

2) The National Advisory Council (independent expertise)

A group of recognised experts across priority sectors (law, finance, governance, engineering, health, education, technology, communications). The Council supports stronger decision-making through independent review and recommendations.

3) The Delivery Arm: Al Amana Development (professional execution)

A fully owned operating company responsible for implementing projects professionally, under the rules and safeguards set by the Association.

4) Wilaya Units (local connection and monitoring)

Local coordination units that help prioritise needs, support delivery, and track impact across all 69 wilayas.

1) General Assembly

The General Assembly is the Association’s highest moral authority. It brings together members under defined membership rules and ensures broad accountability.

Its role includes:

  • Approving the mission, core principles, and strategic orientation

  • Electing the Board of Directors or approving the selection mechanism

  • Reviewing and approving annual administrative and financial reports

  • Approving significant amendments to statutes and internal policies

2) Board of Directors

The Board is responsible for governance, oversight, and mission protection. It does not manage day-to-day operations.

Its responsibilities include:

  • Setting national priorities and project selection criteria

  • Approving strategy, multi-year plans, and risk frameworks

  • Approving budgets and reviewing performance against clear indicators

  • Appointing senior leadership of the delivery arm through transparent standards

  • Enforcing compliance, conflict-of-interest rules, and procurement standards

3) Standing Committees

To ensure depth and professionalism, the Board works through standing committees with clear scopes, documented minutes, and defined annual work plans.

Suggested committees:

Governance and Compliance Committee

  • Code of conduct, conflict-of-interest disclosures, ethics procedures

  • Internal policy updates and compliance monitoring

Finance and Audit Committee

  • Budget review, financial reporting oversight

  • Internal audit plan and external audit coordination

  • Financial risk monitoring

Projects, Investment and Impact Committee

  • Reviewing proposals using objective criteria

  • Defining impact indicators and monitoring outcomes

  • Recommending adjustments based on evidence

People, Volunteering and Capacity Committee

  • Role descriptions, recruitment standards, training plans

  • Volunteer network structure and deployment

Communications and Partnerships Committee

  • Public messaging, stakeholder engagement, partnership strategy

  • Reputation management and communications planning

Procurement and Contracts Committee

  • Competitive procurement standards and supplier criteria

  • Review of major contracts and vendor governance

4) National Advisory Council

The Advisory Council supports decision quality without becoming an executive authority.

It contributes by:

  • Reviewing major projects and large commitments

  • Stress-testing feasibility, governance, and impact assumptions

  • Providing sector expertise and improvement recommendations

  • Strengthening public trust through independent advice

5) Al Amana Development: the delivery arm

Al Amana Development translates approved projects into professional execution.

Its core duties:

  • Operational planning, procurement, staffing, and delivery management

  • Quality control and performance reporting

  • Building professional teams (project management, finance, procurement, legal, HR, operations)

  • Managing revenues and directing surpluses to reinvestment in line with the non-distribution principle

Core rule: the Association governs and protects the public interest; Al Amana Development executes and operates within approved safeguards.

6) Wilaya Units: local coordination and impact monitoring

Because GBTA aims to serve all 69 wilayas, local presence is essential.

Wilaya Units supported by:

  • Collecting local data and helping identify priorities

  • Facilitating partnerships and community engagement

  • Monitoring delivery on the ground and reporting progress

  • Supporting volunteer mobilisation aligned with agreed policies

7) Decision-making and reporting lines

  • Project teams report operationally to Al Amana Development leadership.

  • Consolidated reports are submitted to relevant committees, then to the Board.

  • The Board approves strategic initiatives and major projects through documented resolutions.

  • Any potential conflict of interest requires disclosure and recusal from discussion and voting.

8) How we reinforce transparency

  • Periodic financial and administrative reporting suitable for publication

  • Internal and external audits based on an annual plan

  • Project dashboards: progress, budgets, outcomes, risks

  • Clear procurement rules and fair competition standards

  • Documented governance records and key decisions

Invitation to contribute

GBTA’s strength depends on competent people who value integrity, transparency, and measurable impact. If you can contribute to governance, execution, monitoring, or local coordination, your expertise can help shape a credible national model.

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