Strategy Plan Public Version

Faith. Dignity. Resilience Global Strategic Plan 2027-2030

PAGE 2 Our Vision Guided by Islamic values, we envision a just and compassionate world where everyone’s needs are met, rights are protected, and people thrive.

PAGE 3 Our Mission Inspired by Islamic values, we save lives and enable communities to rebuild and thrive. Through compassionate humanitarian action, sustainable development, and advocacy for justice, we strengthen resilience and facilitate people to realize their full potential

PAGE 4 Our Values Compassion (Rahma). Dignity (Karama). Excellence (Ihsan) Sincerity (Ikhlas). Custodianship (Amanah). Justice (Adl)

PAGE 5 Who We Are Islamic Help is a faith-based, global humanitarian and development non-governmental organization committed to eradicating extreme poverty and alleviating human suffering. It serves communities regardless of religion, race, nationality, or political affiliation. Islam underpins our organizational identity and values, guiding and informing all aspects of our work.

PAGE 6 Our Ambition for 2027-2030 What We Will Do STRATEGIC GOALS Emergency Response and Preparedness Multi-year Programme Structure Strengthen internal systems and governance Donor engagement & resource mobilisation Localisation and Community Accountability Build a rapid, flexible Emergency Response and Preparedness Unit (ERPU) capable of responding within 72 hours Ensure a shift from isolated projects to coherent, long-term programmes Achieve full alignment with the humanitarian standards of major institutional donors, enabling success accreditation and funding eligibility To build long-term, strategic partnerships with government donors and diversify funding To Strengthen local partnerships and ensure locally-led innovations shape programmes How We Will Do It STRATEGIC ENABLERS Resource Mobilisation Systems Quality Technology, Data & Communication People and Capacity Integrated Programming Securing and managing financial resources effectively to sustain and scale impact. Strong systems, standards and processes ensure efficiency, accountability and high-quality programme delivery. Using digital tools, data systems and communications to improve decision- making, efficiency, transparency and stakeholder engagement. Skilled, motivated and well-supported staff and partners deliver impactful programmes. Linking humanitarian response with long-term development to ensure continuity, sustainability and resilience. Who We Will Reach Where We Work  Low-income households  Refugees and internally displaced people  Widows and female-headed households  Orphans and vulnerable children  Elderly individuals  People with disabilities Countries affected by natural or human-made disasters, including violent conflict, extreme poverty, hunger and climate-related shocks such as floods, earthquakes, tsunamis, landslides and extreme weather.

PAGE 7 IH Strategy Introduction The IHUK Global Strategic Plan 2027–2030 provides a structured and forward-looking framework to guide the organisation’s humanitarian and development programming over the next four years. It reflects IHUK’s commitment to delivering principled, effective, and accountable interventions in increasingly complex and high-risk operating environments. Global humanitarian needs continue to rise due to the combined effects of conflict, displacement, climate change, and economic shocks. These interconnected crises require approaches that go beyond short-term assistance, demanding integrated, multi-sectoral responses that link emergency relief with long-term recovery and resilience-building. In this context, IHUK adopts a strategic shift towards multi-year, outcome-driven programming that addresses both immediate needs and root causes of vulnerability. The organisation will prioritise continuity of support, cross-sector integration, and adaptive programming models that respond to evolving contexts and risks. The strategy is anchored in IHUK’s identity as a faith-based organisation guided by values of dignity, justice, and compassion. At the same time, it is fully aligned with international humanitarian standards and best practices, ensuring compliance with donor requirements and accountability to affected populations. IHUK’s programming is structured around five core thematic pillars: 1. Emergency Response and Preparedness 2. Education, Skills, and Protection 3. Sustainable Livelihoods and Resilience 4. Water, Sanitation and Hygiene (WASH) 5. Faith-based engagement and social cohesion These pillars are supported by strong institutional systems, partnerships, and a commitment to learning and evidence-based decision-making. The strategy emphasises localisation and community leadership, ensuring that programmes are co-designed and delivered in partnership with local actors. In parallel, IHUK will invest in strengthening its internal capacities—including governance, systems, data, and workforce—to meet the standards and expectations of institutional donors and to deliver high-quality, scalable programmes. Overall, this strategic plan positions IHUK to respond effectively to current humanitarian challenges while contributing to long-term, sustainable development outcomes. By embedding resilience, accountability, and inclusivity at the core of its work, IHUK aims to deliver meaningful and lasting change for the communities it serves.

PAGE 8 IH Strategy Global Humanitarian Context The global humanitarian context in 2026 remains severe and increasingly complex. According to the Global Humanitarian Overview 2026, 239 million people need humanitarian assistance and protection, with humanitarian partners aiming to assist 135 million people and prioritising the most life-threatening needs of 87 million people. One of the main causes of the crisis is armed conflict. Wars in countries such as Sudan, Ukraine, and Gaza have resulted in massive loss of life, destruction of infrastructure, and widespread displacement. Civilians are often the most affected, with many losing their homes, families, and access to basic services. Conflict remains the leading cause of hunger, displacement, and humanitarian need worldwide. As a result, millions of people are forced to flee their homes, either within their own countries or across borders1. Forced displacement remains a defining feature of the crisis landscape. UNHCR reports that 117.8 million people were forcibly displaced worldwide at the end of 2025, including 41.6 million refugees, 9 million asylum-seekers and 68.7 million internally displaced people. These figures reinforce the need for responses that combine protection, essential services, livelihoods, education and durable pathways to recovery. Climate change also plays a significant role in worsening humanitarian conditions. Rising global temperatures, droughts, floods, and extreme weather events are affecting millions of people, especially in vulnerable regions. These environmental changes contribute to food shortages, water scarcity, and forced migration. In many cases, climate pressures combine with conflict, creating even more severe crises. Another important aspect of the crisis is the growing level of hunger and food insecurity. In some regions, famine-like conditions have emerged, leaving families without enough to eat. This is often caused by a combination of conflict and environmental factors, which disrupt food production and supply systems. At the same time, health services collapse, increasing the spread of disease and malnutrition. At the same time, humanitarian organisations face a constrained funding environment. The 2026 global appeal requires approximately US$33 billion, with US$23 billion required immediately for the most life-threatening needs. This reinforces the importance of prioritisation, efficiency, value for money, donor confidence and strong accountability systems. The scale and complexity of today’s humanitarian crises demand a more coordinated, well- resourced, and adaptive response. For IHUK, this means strengthening its operational capacity, deepening partnerships, and delivering integrated interventions that address both immediate needs and root causes. This strategy is designed to position IHUK as a responsive, accountable, and impactful actor in an increasingly challenging global environment. 1 humanitari...ction.info

PAGE 9 Strategic Priorities and Programme Approaches For 2027–2030, Islamic Help United Kingdom (IHUK) will focus on consolidating its operational footprint, strengthening institutional capacity, and enhancing programme effectiveness through integrated, collaborative, and impact-driven approaches. Rather than expanding into new geographies, IHUK will prioritise deepening its presence in existing countries and sectors, strengthening long-term partnerships, and ensuring interventions remain sustainable, locally led, and responsive to the evolving needs of vulnerable communities. A central element of this strategy is institutional strengthening. IHUK will invest in staff development, governance, monitoring and evaluation, data management, and organisational learning to improve consistency, accountability, and operational excellence. Strengthened systems and processes will enable the organisation to deliver higher-quality programmes while demonstrating greater transparency and impact to donors, partners, and communities. IHUK will also adopt more integrated and cross-sectoral programming, moving away from fragmented short-term projects towards multi-year interventions that address both immediate needs and underlying causes of vulnerability. This approach recognises that

PAGE 10 sustainable change requires coordinated action across multiple sectors, including livelihoods, health, education, protection, and community resilience. Partnerships will remain fundamental to how IHUK works. The organisation will actively collaborate with local organisations, governments, donors, faith institutions, and international actors to maximise reach, effectiveness, and value for money. Programmes will be designed and implemented alongside communities and local partners, ensuring that local knowledge, ownership, and leadership are central to development and humanitarian responses. IHUK’s programming priorities will be guided by the severity of need, vulnerability of target populations, potential for sustainable impact, and alignment with the organisation’s mandate and expertise. Interventions will seek to save lives while strengthening resilience, dignity, and self-reliance. To achieve this, IHUK will implement five mutually reinforcing programme approaches. Emergency Response and Preparedness (ERAP) will strengthen readiness, disaster risk reduction, and rapid humanitarian action. Sustainable Livelihoods and Resilience (SULAR) will improve income generation, food security, and resilience to climate and economic shocks. Unleashing the Power of Faith (UPOF) will mobilise faith-based values, institutions, and community action to promote social cohesion and compassion. Water, Sanitation and Hygiene (WASH) will improve access to safe water, sanitation, and hygiene services while protecting public health. Skill Training, Education and Protection (STEP) will enhance access to education, vocational skills, protection services, and livelihood opportunities, particularly for children and young people. Together, these approaches provide a coherent framework that addresses immediate humanitarian needs while supporting long-term recovery, resilience, and sustainable development, enabling IHUK to deliver measurable and lasting impact for the communities it serves.

PAGE 11 IH Strategy Our Strategy, Ambition Goals and Enablers Faith, Dignity and Resilience AFFECTED PEOPLE MISSION Inspired by Islamic values, we save lives and ebnable communities t rebuld and thrive. Through compassionate humanitarian action, sustainable development & advocacy for justice, we strengthen resilience & facilitate people to realise their full potential IMPACT Resilient self-reliant communities ERAP Prepared communities STEP Education & livelihood pathways SULAR Improved livelihoods WASH water & sanitation access UPOF Social cohesion & compassionate community service OUTCOMES Guided by Islamic values, we envisison a just and compassionate world where everyone's needs are met, rights are protected, and people thrive VISSION STRATEGIC PLAN EMERGENCY RESPONSE within 72 hours MULTI-YEAR PROGRAM locally-led programmes GOVERNANCE & SYSTEMS CHS & Spheres-aligned systems; staff development RESOURCE MOBILIZATION Longterm donor partnerships LOCALISATION Programmes with local partners

PAGE 12 IH Strategy STRATEGIC AMBITION -WHAT WE WILL DO STRATEGIC GOAL 1: Multiyear Programme Structure Ensure a shift from fragmented projects to coherent, long-term programmes. Objectives How we measure (success indicator)  Establish 3–5 core programme areas (e.g., WASH, Protection, Food Security, Shelter, Health).  Develop 3–5-year programme strategies for each sector.  Standardise logframes, indicators, and technical approaches.  Build a programme management unit with sector leads.  At least 70% of funding becomes multi-year.  Each programme has a 3-year strategy and annual workplan.  Programme quality reviews conducted annually. STRATEGIC GOAL 2: Emergency Response and Preparedness Build a rapid, flexible Emergency Response and Preparedness Unit (ERPU) capable of responding within 72 hours. Objectives Success Indicators  Establish an Emergency Response and Preparedness Unit (ERPU).  Develop emergency SOPs, assessment tools, and deployment protocols.  Pre-position essential supplies.  Train staff in rapid needs assessment, protection mainstreaming, and emergency logistics.  ERPU activated within 72 hours of a crisis.  Emergency roster of trained staff established.  At least one emergency response per year supported by pooled funds. STRATEGIC GOAL 3: Strengthen internal systems, governance and compliance frameworks Achieve alignment with major humanitarian and institutional donor standards, strengthening accreditation readiness and funding eligibility. Objectives Success Indicators  Upgrade finance, procurement, HR, and safeguarding systems.  Achieve compliance with CHS, Sphere, and donor requirements.  Implement digital M&E and grant-tracking systems.  Strengthen risk management and internal audit functions.  Successful donor audits with no major findings.  CHS verification or self-assessment completed.  Organisation-wide M&E system operational.

PAGE 13 STRATEGIC GOAL 4 — Donor engagement & resource mobilisation To build long-term, strategic partnerships with government donors and diversify funding. Objectives Success Indicators  Implement and update the donor engagement strategy.  Secure multi-year agreements with at least 3 government donors.  Build relationships with clusters, UN agencies, and INGOs.  Develop a 3-year resource mobilisation plan.  50% increase in government donor funding.  At least 3 framework agreements or multi-year grants secured.  Regular participation in cluster leadership roles. STRATEGIC GOAL 5 — Localisation and Community Accountability Strengthen local partnerships and ensure that locally led innovation shapes programme design and delivery. Objectives Success Indicators  Build long-term partnerships with local NGOs, authorities, and community groups.  Establish community feedback and accountability mechanisms.  Support local actors through training and joint programming.  Integrate gender, disability inclusion, and protection across all programmes.  30% of programming delivered through local partners.  Community feedback informs programme design and adaptation.  Inclusion and protection mainstreaming documented in all projects.

PAGE 14 IH Strategy STRATEGIC ENABLERS-HOW WE WILL DO IT Strategic enablers are the core capabilities that allow IHUK to deliver integrated, high- quality, and sustainable humanitarian and development impact. STRATEGIC ENABLER 1: Integrated Programming (HDP Nexus) Seamlessly linking humanitarian response with long-term development to ensure continuity, sustainability, and resilience Key focus:  Emergency → Recovery → Development transition  Multi-purpose interventions (e.g., cash-for-work, agriculture support)  Resilience-building in vulnerable communities STRATEGIC ENABLER 2: Systems & Quality Strong systems, standards and processes that ensure efficiency, accountability and high-quality programme delivery. Key focus:  Clear operational procedures (SOPs)  Monitoring, Evaluation & Learning (MEAL) systems  Compliance and quality assurance  Continuous improvement STRATEGIC ENABLER 3: People & Capacity Skilled, motivated and well-supported staff and partners deliver impactful programmes. Key focus:  Staff training and development  Leadership capacity  Partner strengthening  Knowledge sharing STRATEGIC ENABLER 4: Technology, Data and Communication Using digital tools, data systems and communications to improve decision-making, efficiency, transparency and stakeholder engagement. Key focus:  Data-driven programming  Digital data collection (e.g., mobile tools)  Information management systems  Innovation in service delivery

PAGE 15 STRATEGIC ENABLER 5: Resource Mobilisation and Sustainability Securing and managing financial resources effectively to sustain and scale impact. Key focus:  Diversified funding sources  Grant management excellence  Cost efficiency  Long-term financial planning 7.1 Cross-Cutting Priorities IHUK will integrate the following priorities across all programmes:  Gender Equality and Inclusion: Ensure equitable access and participation for women, men, girls and boys, and people with disabilities.  Accountability to Affected Populations (AAP): Strengthen feedback and complaint mechanisms  Localisation: Prioritise local leadership, partnerships and capacity strengthening.  Environmental Sustainability: Promote climate resilience and environmentally responsible practices  Do No Harm & Conflict Sensitivity: Ensure interventions do not exacerbate tensions

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