According to the Public Relations and International Affairs Department of the Welfare Organization, Seyed Javad Hosseini, speaking at the Khorasan Razavi Provincial Crisis Management meeting, detailed the organizational and managerial actions taken by the Welfare Organization amidst the recent wartime conditions. He emphasized the full readiness of support structures to continue serving the target community.
Hosseini presented the Welfare Organization’s roadmap, structured around five key pillars, and elaborated on the implemented measures as follows:
1. Intelligent Activation of the Crisis Headquarters Based on Past Experiences
The head of the Welfare Organization noted proactive management predictions prior to the conflict. “Leveraging the lessons learned from the previous twelve-day war, we activated the organization’s Crisis Headquarters before the hostilities commenced. Immediately after the war began, this headquarters initiated continuous monitoring of the situation by holding 497 operational sessions across five strategic locations in the country. An urgent review of crisis management protocols and the updating of field instructions were among our first steps to adapt to the new circumstances.”
2. Interagency Synergy for Service Continuity in Centers
He referred to extensive correspondence and coordination with government bodies, stating, “To guarantee the sustained operation of sensitive centers, close collaboration was established with key ministries, including the Ministry of Interior for provincial crisis management, the Ministry of Health for ensuring medical services, the Ministry of Energy for stable power supply to centers, the Ministry of Communications for maintaining system infrastructure, and the Ministry of Sports and Youth for consultative and support services.”
3. Implementation of a Hub System and Field Monitoring
Regarding the organization’s communication structure, Hosseini explained, “We divided the country into five strategic hubs, designating some provinces as at-risk areas and others as supporting and backup provinces. Furthermore, by distributing responsibilities among deputies and center heads, we established a daily communication network to receive real-time reports from all centers nationwide.”
4. Managerial Stability and Operational Support for Centers
The head of the Welfare Organization deemed supportive measures for affiliated centers vital. He stated, “To prevent any interruption in service delivery, the operating licenses of all centers whose renewal dates had passed were automatically extended. Additionally, by creating a database of successor managers and prohibiting the transfer of central and provincial managers, we ensured the organization’s managerial stability under the most challenging conditions.”
5. Macro-Level Monitoring and Decision-Making in the Deputies Council
He concluded, “Continuous and joint sessions were held with the inspection units, the Council of Deputies, and provincial directors-general to monitor developments in real-time and make prompt decisions, ensuring that the Welfare Organization’s support umbrella never wavered from any beneficiary across the country.”
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