In an era where communities are reshaping their relationship with state institutions, especially with the increasing global importance of the non-profit sector, there is an urgent need to redefine the concept of 'participation,' not just as a field practice but as an impact tool. In this context, communication with parliamentary or advisory councils represents one of the most prominent avenues for organized influence. In Saudi Arabia, the Shura Council stands as an institution capable of transforming civic voices into recommendations, and recommendations into impact.

Why is the Shura Council a Strategic Channel for Influence?

Although the Shura Council does not directly legislate laws, its advisory role makes it a cornerstone in decision-making, especially when discussing reports from government entities or reviewing regulations and legislations. Much of its output contributes to shaping public policies and guiding executive visions in various sectors, including the non-profit sector.

1. Absence of Voice = Absence of Influence

When discussing regulations, if the non-profit sector does not have an active presence, recommendations will often be based on fragmented data or one-sided perceptions from within the governmental apparatus only.

Presenting the civil society perspective — based on data, field examples, and impact assessments — can make a difference in shaping regulatory material or raising objections to other provisions.

2. How Do We Communicate? Practical Steps

  • Regular Monitoring of Council Activities: Following the session schedules, committee reports, and topics under study.
  • Drafting Concise Political Briefs: Summarizing the issue, clarifying the sector's stance, and proposing actionable solutions.
  • Organized Meetings: Requesting formal meetings with the relevant committee members, especially the Committee for Social Affairs, Family and Youth.
  • Activating Networks: Collaborating among associations with shared interests to unify the voice and present a collective discourse.

From Open Councils to Influential Institutions: How the Role of the Shura Council Has Evolved in Saudi Arabia?

It is important for those working in the non-profit sector to recognize that the Shura Council did not emerge as a contemporary idea or modern administrative development, but rather as an extension of the principle of consultation that the rulers of the Kingdom have adhered to since the establishment of the first Saudi state in 1745. The council has been, and continues to be, a reflection of a fundamental principle of Islamic governance, where the founding King Abdulaziz bin Abdulrahman made the Shura Council a basis for managing governance and state affairs, implementing this principle in his general assembly and in meetings with scholars, tribal leaders, and prominent figures in the country.

In 1927, King Abdulaziz inaugurated the first official session of the Shura Council, affirming in his founding speech that consultation is not merely a procedure but a realization of the Sunnah, removal of innovation, and embodiment of the spirit of responsibility in governance.

Then came 1992, marking a turning point with the issuance of the Shura system in its modern organizational form, which restructured the council within clear frameworks, specialized committees, and a membership based on competence and experience. This transformation was strengthened during the reign of King Fahd, and then witnessed a qualitative leap during the reign of King Abdullah when women were included as full members in 2013.

This evolution from open councils to institutional councils does not signify the end of the community's role, but rather the opposite: it is an open invitation for vital sectors — led by the non-profit sector — to move from the margins to the table, and from mere observation to active participation.

3. The Council Does Not Reject the Voice of the Community

Contrary to what is often rumored, many council members welcome civil society initiatives and may even proactively seek data and reports from the relevant entities in the sector.

However, the absence of institutional presence from the non-profit sector is what makes this relationship irregular and less impactful.

4. How Do We Inspire Trust?

  • With calm, precise language grounded in numbers.
  • With practical proposals that understand the organizational perspective.
  • By not limiting ourselves to criticizing the problem but offering model solutions from within the sector.

From Listening to Influence

Participation in policy-making is not exclusive to governments or parliaments; it is a shared responsibility among all components of society.

If the non-profit sector wants to elevate its role from mere implementation to that of a partner, it must master the art of communicating with the recommendation-maker.

The Shura Council is not a closed door, but a window of influence waiting for someone to respectfully, knowledgeably, and determinedly knock on it.