Merit and excellence are at the basis of the Foundation’s staffing policy, which has a strict policy against discrimination based on gender, ethnic or confessional and party-political allegiance.. Currently more than 80 staff members work at the A.M. Qattan Foundation offices in London, Ramallah, and Gaza, 45% of whom are women.
The accounting policy and procedures provide means for systematic documentation and communication of accounting policies and procedures for the Foundation. The purpose of this policy is to provide guidance on how to record and maintain the Foundation’s assets and liabilities, as well as revenue collections and expenditure disbursements. View full text.
The Qattan Foundation is dedicated to focusing on long-term strategic partnerships, and is seeking co-funding partners in order to expand the scope of its activities within its three core programmes.
Any partnership agreements will be subject to the conditions outlined in the Resource Development Policy, which provides a mandatory framework governing the Foundation’s activities with regards to resource development.
The Policy emphasises that external funding should not exceed 40% of the Foundation’s annual budget, and that the Foundation should play a leading role in the design and implementation of any and all projects. As well, no conditions should be attached to the promise of external funding that contradict the Foundation’s core mission, which is to serve the interests of Arab and Palestinian society without discrimination.
The policy also states that the Qattan family is responsible for covering all administrative expenses and the majority of programme costs, in order to ensure the Foundation’s sustained independence. Read the full Resource Development Policy.
The purpose of the Risk Management Policy is to describe the procedure for identifying, tracking, mitigating, and ultimately reducing the Foundation’s identified risks. The scope of the document relates to the Foundation’s governance, management and programme activities.
The Foundation's Board of Trustees sees the strategic management of risk as an integral part of the decision-making process, and a way to support the effective planning and evaluation of its activities, including all resource development activities and the development, promotion and delivery of all educational and cultural projects. Risk management is understood to be a creative project component, not an ‘add-on’ administrative duty. Therefore all senior staff are responsible for encouraging risk management best practice among their staff.