Al-Wedad Orphan Care Association posts institutional gains in first year of fifth board
Al-Wedad Orphan Care Association recorded a series of institutional and strategic achievements during its first year of the fifth board, covering June 2025 to June 2026, the board said. The board held six meetings and issued 76 decisions and recommendations as part of efforts to strengthen governance, improve performance and ensure long-term financial sustainability.
The activity concentrated in the Eastern Province and across the Kingdom included governance reforms, strategic planning, new financial endowments, and intensified field oversight of services for orphaned children and foster families. According to board statements and third-party reports, these measures aim to stabilize family-based care for children with unknown parentage and to professionalize the association’s operations.
Al-Wedad Orphan Care Association governance and leadership
The board prioritized governance and institutional leadership, completing the governance self-evaluation that yielded a 95.58 percent score from the National Center for Nonprofit Sector Development, officials said. The board renewed its contract with external auditor KPMG, engaged a specialist for internal audit, and updated three organizational bylaws to align with best practice governance standards.
Committees were established and activated to support oversight, including a performance and supervision committee, an audit committee, and a nominations and remuneration committee. Furthermore, the board formalized governance documentation and reinforced transparency and accountability measures to strengthen public trust and regulatory compliance.
Strategic plan and institutional development
The association approved its third strategic plan covering 2026–2030 together with a transformational plan that introduced a revised organizational chart and clarified roles across headquarters and branches. The board also ratified strategic performance indicators for 2026, which will be monitored and refined by an independent external consultant.
These initiatives included quality-improvement projects related to intake, follow-up services and partnerships, and the adoption of standardized care and empowerment protocols for beneficiaries. Therefore, management expects more consistent service delivery and clearer pathways for measuring program impact across regions.
Financial sustainability and establishment of endowment
In a major financial move, the board approved the foundational charter for the Al-Wedad endowment and established the “Al-Wedad Endowment for Orphan Care,” requiring that donor disbursements be directed exclusively to the association. The board described the endowment as a core strategic pillar intended to diversify revenue streams and ensure predictable funding for long-term humanitarian activities.
Officials said the endowment, combined with strengthened budgeting and audited financial statements for the year ended December 31, 2025, reported by KPMG, positions the association to better withstand funding volatility. This emphasis on financial sustainability supports ongoing investments in program quality, staff capacity and regional operations.
Partnerships, field visits and service quality
Strengthening external relations was a prominent theme as the board and the chair conducted outreach to government partners, donors and local stakeholders. The association’s chair visited branches in multiple regions to review service delivery, assess programs for children and foster families, and promote integration between local branches and the central office.
Notably, the board paid a formal visit to Prince Saud bin Nayef bin Abdulaziz at the Eastern Province Governorate, and the prince sponsored an event honoring partners and host families in the Eastern branch. Such high-level engagement, officials said, underscores the importance of collaboration with the Ministry of Human Resources and Social Development and other public actors to expand and standardize service access.
Committee performance and decision-making efficiency
Committee work accelerated implementation: council committees convened 19 times and collectively produced 76 decisions and recommendations, the board reported. The committees improved documentation practices, compliance monitoring and coordination with executive management, enabling faster, evidence-based decision making.
Consequently, board leaders say these governance improvements have reduced bottlenecks in program approvals and financial oversight, contributing to higher operational reliability and better beneficiary outcomes. The committees also focused on recruitment and staff development to meet the strategic plan’s human resources targets.
Transparency, audits and external accountability
The association emphasized audit readiness and external accountability by renewing its contract with KPMG and hiring an internal audit firm to provide ongoing assurance. Financial statements for the 2025 fiscal year were completed and approved as part of the board’s commitment to transparent reporting.
Officials reported that improved documentation and compliance frameworks will be used to meet regulatory expectations and to support donor confidence. Furthermore, routine performance reviews and external validation are expected to inform continuous quality improvement across programs.
Outlook and next steps
Looking ahead, the board identified implementation of the 2026 performance targets, operationalizing the Al-Wedad endowment and rolling out the new organizational structure as priorities for the coming year. Stakeholders should watch for the publication of a detailed annual report and for updates from the external consultant on strategic performance metrics.
In sum, Al-Wedad Orphan Care Association’s first year under its fifth board combined governance reforms, a new strategic framework, strengthened financial mechanisms and active field oversight. These moves aim to enhance the association’s capacity to support orphaned children and foster families sustainably while expanding partnerships and improving service quality.
Related resources and contact
For audit information and published financials, see the auditor’s website at KPMG. Additional guidance on nonprofit governance and the sector assessment was provided by the National Center for Nonprofit Sector Development, which publishes standards and evaluation tools for charitable organizations.
