According to the Public Relations and International Affairs Department of the State Welfare Organization, Dr. Rezvani, Deputy for Planning and Strategic Information, stated regarding the “Comprehensive Plan for Program Re-engineering and Foundational Policy Transformation”:
“Today, the State Welfare Organization is simultaneously facing three major issues: increasingly complex and diverse social phenomena, limited resources, and growing expectations. Moreover, supervisory authorities no longer expect mere reporting of ongoing performance; instead, they demand impact assessment of services and accountability for activities.”
He added:
“Given the President of the Organization’s emphasis and his scientific approach to policy and program genealogy and the introduction of thirteen transformative shifts aimed at improving and renewing policy frameworks, the Deputy for Planning and Strategic Information has undertaken a study and review of the decision-making and planning processes within the organization. This effort aims to outline the optimal planning system and move toward a learning-oriented and forward-looking institution.”
Rezvani stated that through months of continuous work—including research, field surveys, data analysis, discussions with experts, and, most importantly, attempts to understand the organization’s internal narrative—this comprehensive plan for program re-engineering and foundational policy transformation was developed directly from the organization’s real challenges.
He identified the key strategic goal of the plan as establishing a dynamic, accountable, and learning-based decision-making system. He added:
“We sought to design a mechanism capable of testing policies, reflecting errors, redesigning pathways, and keeping the organization agile and resilient in the face of evolving futures. Aware of the challenges, we aimed to create a model that reflects the organization’s forward-looking vision—a model that is not merely a roadmap for existence, but a design for transforming the organization into an intelligent and pioneering institution.”
Rezvani further noted:
“This framework is an adaptive model uniquely tailored to the Welfare Organization. For the first time, such a model will be designed and implemented within a governmental institution. It is rooted in the cultural context, administrative structure, and specific legal requirements of the organization. The roadmap has now been approved and, after pilot implementation in two centers and one headquarters deputy, it is ready to be extended to other areas as part of a collective transformation process. Of course, executing this transformation requires courage, openness to change, and the commitment of all managers and experts across the Welfare Organization.”
He concluded:
“The Welfare Organization can build a better future for itself and its target community if we all move forward together—with a shared logic and unity of purpose.”
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