Strategy

NACAB is constructed as a Federation of NGOs. The decision making body of NACAB is the General Assembly (GA). In the NACAB’s GA, the member NGOs are represented (NACAB has 37 NGO members). The NACAB’s Council of Directors (CoD) is in charge with governing the organization in-between the GAs. The NACAB Executive Secretariat is in charge with coordinating the network of CABs. The NACAB Executive Secretariat supervises the activities of NACAB and of its network of CABs, under direct monitoring of the CoD, in domains such as: network development, training, Public Relations and promotion, sustainability, both at the national level and at the international level.  

NACAB’s Strategic Directions:

1. To construct an unitary image of NACAB 
a.    Increasing the visibility of NACAB actions in the media
b.    Developing promotion mechanism especially tailored for specific target groups
c.    Consolidating the capacity of NACAB Council of Directors to efficiently represent the interests of the organization among the stakeholders.

2. To constantly adapt the NACAB services to the needs of the citizens
a.    Identifying the impact of the services offered by NACAB to the citizens
b.    Improving/diversifying the services in accordance with the impact analysis.

3. To enhance to degree of involvement to all NACAB structures in administering the organization
a.    Consolidating the degree of involvement of the NACAB members through undergoing common values
b.    Improving the capacity of the CABs to offer services of quality
c.    Stimulating/facilitating experience exchange and sharing best practices examples among the CABs
d.    Developing the means and methods of communication with the members of the network
e.    Consolidating the capacity of the Executive Secretariat to offer services of quality to the NACAB members
f.    Consolidating the capacity of the NACAB Council of Directors to fundraise for the organization.

4. To improve the capacity of NACAB in order to constantly engage in fundraising activities for the organization
a.    Stimulating partnerships on project proposals among the CABs
b.    Identifying and co-opting external partners to support the activities of the CABs
c.    Developing the capacity of the CABs to elaborate local financial sustainability plans
d.    Consolidating the capacity of NACAB to engage in income generating activities.

5. To enhance the degree of involvement of NACAB in public policy making
a.    Developing skills among the members of the CABs and the Executive Secretariat to identify and synthesize the problems of the communities and to formulate and influence the public policy process
b.    Building on the already acquired resources of NACAB in influencing the public policy process
c.    Developing and promoting at least 20 proposals for changing public policies annually.