In an article, Seyed Javad Hosseini, Head of the State Welfare Organization of Iran, emphasized that redefining the relationship between government and society in addressing poverty, inequality, and emerging social challenges has become increasingly complex in today’s world. No government, regardless of its budget or institutional capacity, can address these challenges alone. International experience and local knowledge demonstrate that centralized, assistance-based welfare systems, without the active involvement of citizens and civil society, risk perpetuating dependency and inefficiency.
The mission of SWO in its new phase is built around 13 transformational shifts. Among the most important is moving away from a government-centered, centralized model toward greater public participation and the realization of society’s untapped potential.
Following a recent meeting with the new head and deputies of the Center for Public Participation and Social Capacity Development, Hosseini stressed that the Center should go beyond merely collecting charitable donations or registering permits. Instead, it should serve as a driving force and a backbone supporting all specialized divisions of the Organization.
He explained that the Center’s mission is to mobilize untapped energy and social capital in support of social justice and translate the principles of people-centered governance into practice through a Comprehensive Participation Ecosystem.
To move beyond rhetoric and establish sustainable structures, two parallel steps are required: revitalizing statutory bodies and developing and implementing a coherent policy framework.
As a first step, seven strategic councils and working groups have been reactivated with clearly defined mandates. These include the Council for Public and Social Participation, operating from the national headquarters to district level; the Assembly of Benefactors Supporting Target Groups, which is to be expanded nationwide by the end of the current Iranian year following pilot implementation in five provinces; a dialogue platform with civil society organizations; the Social Welfare Commission under the Supreme Council of the Cultural Revolution; the High Supervision Commission; and the Supreme Councils for Prayer and the Quran.
The practical foundation of this transformation, however, rests on the following 13 operational strategies.
The 13 Strategies for Establishing a Comprehensive Participation Ecosystem
1. Accelerating and simplifying the licensing process
Drawing on public choice theory and the need to reduce transaction costs, SWO has streamlined licensing procedures to remove bureaucratic barriers that discourage social innovators from entering the field of service delivery.
The online licensing process has been refined, inefficient bottlenecks eliminated, and the educational requirements for founding members simplified to require at least one bachelor’s degree, regardless of field of study, while professional suitability is assessed by the board of directors. The restrictive requirement to secure 70 square meters of commercial space has also been removed, allowing organizations to operate from suitable residential premises that meet the required standards.
These reforms, aligned with the one-stop-shop model for civil society services adopted in developed countries, increased the rate of licenses issued on time from 36% in 2023 to 99.38% in 2025. SWO consequently ranked among the top three performers out of 46 government institutions nationwide.
2. Expanding the thematic scope of civil society organizations
SWO is promoting social innovation and social entrepreneurship, emphasizing creative approaches and technology to generate sustainable social value. Charitable organizations, Hosseini noted, should not be limited to distributing essential goods and financial assistance.
The Organization has opened new avenues for initiatives involving artificial intelligence to enhance the independence of persons with disabilities, employment and entrepreneurship accelerators, innovative approaches to social prevention, and community-based mediation and alternatives to litigation.
This strategic shift has resulted in an 18% increase in the thematic diversity of civil society organizations.
3. Expanding geographical coverage
To promote decentralization and territorial equity, SWO has introduced incentives to encourage the establishment and expansion of civil society organizations in smaller cities, rural districts, villages, and underserved areas.
The initiative seeks to ensure a fairer geographical distribution of access to civil society institutions and prevent the continued concentration of organizations in major metropolitan areas. As a result, the geographical reach of these institutions has increased by 18%.
4. Broadening participation across social groups and generations
SWO is working to engage young people, emerging leaders, and experts in charitable and civil society activities. Participation opportunities have been expanded to include professional associations, student organizations, young specialists, and the business community.
The objective is to renew the perspectives, membership, and operational approaches of charitable organizations while strengthening intergenerational cooperation and social solidarity.
5. Building specialized networks of civil society organizations
By leveraging the potential of social networks and collective action, SWO has achieved a 120% increase in networking activities, expanding the number of national specialized networks from five to 11.
The long-term vision is to bring these 11 networks together and establish a Parliament of Non-Governmental Organizations, enabling civil society to participate as a formal partner in policymaking alongside the government.
6. Institutionalizing structured engagement with civil society
Hosseini emphasized that decision-making is more legitimate and effective when stakeholders are directly involved.
SWO has therefore moved beyond ceremonial engagement with civil society organizations by holding 21 regular sessions of its dialogue platform, resolving eight major implementation challenges.
Other measures include strengthening the Assembly of Benefactors, expanding the Student Parliament, establishing a strategic advisory council, including network representatives in relevant councils, and introducing a decision-making framework that channels issues from local service settings to the national headquarters.
7. Establishing community-based oversight mechanisms
SWO is promoting participatory and specialized oversight, recognizing that monitoring based solely on designated inspectors may not be sufficient.
Three mechanisms have been introduced: establishing parent-teacher associations at rehabilitation and care centers; issuing guidelines for network-based oversight committees; and involving relevant professional bodies, including the Medical Council, the Psychology and Counseling Organization, and the Nursing Organization.
These measures aim to strengthen accountability, professional standards, and public participation in service monitoring.
8. Expanding targeted campaigns and increasing public contributions
Through five national campaigns and dozens of provincial initiatives organized around national and religious occasions, SWO has mobilized public trust and encouraged contributions through crowdfunding and other participatory financing models.
According to Hosseini, these efforts have generated 3.5 trillion tomans in public contributions during the period under review. In addition, the conclusion and activation of more than 60 strategic cooperation agreements with government agencies and public institutions have strengthened institutional collaboration.
9. Expanding corporate social responsibility through a three-tier atlas
SWO has developed a comprehensive social responsibility framework at national, provincial, and district levels. This approach identifies actual social needs and presents them to industries and companies, helping align corporate contributions with clearly defined priorities.
The initiative has resulted in a 120% increase in resources mobilized through corporate social responsibility and has helped shift such activities away from discretionary, ad hoc arrangements toward a more structured and needs-based approach.
10. Developing transparent participation packages and defining managerial accountability
The Organization has structured public participation along two complementary dimensions.
First, the responsibilities and performance indicators of managers in mobilizing public contributions have been defined at every level, from the national headquarters to provincial and district offices and individual center managers.
Second, the needs of target populations have been organized into clearly documented, transparent, and measurable charitable investment packages. These packages enable benefactors to support specific projects according to their interests and financial capacities.
11. Promoting charitable giving through recognition and role models
SWO is working to strengthen the social standing of charitable giving through recognition, incentives, and the promotion of exemplary practices.
A structured branding system, annual awards recognizing outstanding contributors, and the introduction of leading examples of philanthropy are intended to encourage greater participation and foster a positive culture of charitable giving.
12. Expanding volunteer networks, the “Salam Mahalle” initiative, and time banking
Hosseini stressed that philanthropy extends far beyond financial donations. Contributing time, knowledge, professional skills, and human compassion can be even more valuable than monetary assistance. This approach draws on community asset-based development and time-based economic models.
To support this vision, SWO has developed a comprehensive framework for volunteer networks, identified 11 categories of participation, and implemented pilot initiatives in four provinces.
The expansion of the Salam Mahalle (Hello Neighborhood) initiative and the activation of a Time Bank will enable citizens to exchange services on an hourly basis and provide mutual support to people and groups in need. Drawing on successful international models, these initiatives are intended to strengthen community resilience and local solidarity.
13. Developing technological infrastructure, artificial intelligence, and the “Nik” platform
A sustainable participation ecosystem requires robust digital infrastructure. SWO is therefore developing centralized and transparent national accounts, upgrading its national public participation portal, and expanding the use of the Nik platform through data-driven transparency and algorithmic governance.
Artificial intelligence tools are also being introduced to match identified needs with the intentions and preferences of benefactors. The objective is to ensure that public contributions reach those most in need with greater accuracy, minimal waste, and full respect for their dignity.
A People-Centered Model for Social Welfare
Hosseini concluded that establishing a comprehensive participation ecosystem based on these 13 strategies represents a commitment to structural transformation within the State Welfare Organization of Iran.
He expressed his firm belief that when government reaches out to society, civil society organizations, universities, and benefactors through smart, transparent, and institutionalized mechanisms of cooperation, the country can make significant progress in addressing social challenges and unmet needs.
“The State Welfare Organization is the second home of all civil society organizations and benefactors across Iran, and it will fully support this growing ecosystem,” he stated.
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