Who We Are?

Al Massar is a Sudanese based non-governmental organization (NGO) established on  2001.  The organization has been officially registered with  the  Humanitarian  Aid  Commission (HAC)  in accordance with  the  current rules  & regulations  applied  to  NGOs.  Al Massar is the first Sudanese NGO to work sole on the special needs of Nomadic people.

Our Vision:

     Inspire the reality of nomads and shepherds in Sudan and develop a vision that would provide a better life for achieving sustainable development.

Our Mission: 

* Defining the important role played by nomads and pastoralists in sustainable development

*  Increase the active participation of nomads and pastoralists in sustainable development and environmental protection and activate their influence in both processes

Our Objectives:

AlMassar is committed to realize her goals, including the following interventions: 

  • Peace: reduction of resource based conflict (farmers’ vs. nomads).
  • Education: increased enrolment & retention of nomadic children in basic education.
  • Health: increased access for nomadic pastoralists to primary health care.
  • Gender: female emancipation through awareness raising and income generation activities.
  • Environment: Range rehabilitation and management
  • Water: Improved supply & management of resources.
  • Livestock: Improved animal health and animal production.           



 Building abilities:

      Capacity building includes human, scientific, technological, organizational, institutional and resource capacities to accomplish a task or achieve a goal. In the case of this action plan a number of current weak capacity needs to be improved: 

1- Human capacity :

  as an organization needs to significantly increase the skills of its staff, particularly with regard to:

* Develop planning and project roleHuman Resource

*ManagementAccounting and Management Office

*Training and skills exchange

2- Community capabilities :

    Consensus building). As mentioned above, the weak capacity of locally based committees and organizations reduces their ability to play an appropriate role in the development process. To correct this situation, each path is suggested to improve the capacity of local Bedouin communities to participate in development:   

*  Assignment of associations,

*organization and management training  

*  Transparent democratic decision  

*  Dialogue and communication skills development    

*Manage and monitor the project

3- Technological capabilities :

  Technologies play an important role in the implementation of the Strategic Plan of Action (2017-2013). To make use of these resources, appropriate skills must be developed and maintained. In addition, the effective use of technology must be demonstrated.

4-institutional capacity: 

   As an organization, the path to substantially expand existing infrastructure over the next five years must build upon the objectives set forth in the Strategic Action Plan


Edelogie and track targets:

The goal of the track organizer is:Assisting Sudanese nomadic communities in achieving a sustainable image of development The organization follows the path to achieve its goal of sustainable ideological development and its objectives, but the main problem that hinders reaching the goal is the nature of nomadic communities. For this reason the course has established a number of centers related to development and education in selected locations along the historical routes and routes of the travelers. Such centers serve as oases providing first humanitarian services such as food, health, clean water and many other primary services. Al-Masr hopes that these centers will serve as a nucleus for the voluntary and gradual settlement of the abandoned communities.Human development does not have to be at the expense of environmental considerations. Its mask is that development and protection of the environment must be complementary and interdependent. The good and true belief is that the voluntary and gradual resettlement of nomadic communities can not be achieved without the rehabilitation of resources already existing as an improvement of natural resources without prejudice to its safety systems Natural


Strategic Priorities

The Strategic Plan adopted the following three strategic priorities:

1. To contribute to timely and effective humanitarian response throughout Sudan.

2. Encourage and facilitate durable solutions and empower individuals and communities by reducing dependence on aid.

3. Capacity to build community-based communities to address humanitarian needs.


Sector objectives:

 1. Increase access and enhance the quality of primary health care services and referral to IDPs, returnees, refugees and communities affected by conflict and natural disasters 

2. Improve emergency preparedness, risk reduction, disease surveillance and prevention, control of epidemic prone, infectious diseases and public health threats 

3. Purchase the basic pipeline before the position of medicines, supplies, reagents and medical supplies to ensure the ability to respond to emergencies in the sector



Provide access to pre-school and basic education for children at risk in communities affected by conflict, displacement, natural disasters and meet at least minimum standards for emergency education



Food security and livelihoods

1. Meet with the Food Security and Livelihoods Officer to identify the needs of newly displaced and flood-affected families

2. Support the return and reintegration of internally displaced persons in Darfur to support durable solutions, as well as in parts of South Kordofan

3. Assist Bedouin and herders affected by the obstruction of migration routes and weather fluctuations

4. Strengthen sector coordination and the capacity of national ministries and NGOs to prepare them for an effective and timely response to emergencies, food security and livelihoods in the future.


For water and sanitation:

1. Continue and expand access to water and sanitation services for vulnerable populations affected by conflict or natural disasters in Sudan, and ensure mitigation of environmental impact

2. Strengthen disaster preparedness in Sudan by building the capacity of local communities, government and partners to anticipate and respond to critical water and sanitation Interventions in high-risk areas


1. Improved protection identification and assessment needs support in response, especially for those at risk (ie women, children, the elderly and the disabled), including access to basic services, citizenship rights, alternative livelihood strategies, and a focus on prevention and mitigation of human rights Violations that occur

2. Greater coordination of protection responses, utilization of information management and analysis, including protection, monitoring and evaluation, response / referral systems, and early warning mechanisms, to improve prevention strategies, risk mitigation and protection response.

3.Strengthen the response capacity of government, non-governmental and civil society actors responsible for the protection of internally displaced persons, returnees, Southern Sudan, those at risk and those with special needs through awareness-raising and capacity-building. Another should be about awareness raising and capacity-building

.4. Raising community awareness and flexibility with regard to protection concerns for those at risk of displacement and internally displaced persons, and Southern Sudan, as well as that priority for durable solutions


5. Contribute also to strengthening the national legal framework for IDPs and victims of conflict-related ill-treatment and support response / referral systems that comply with international standards6. Emergency / refugesThe conflict improved affected populations access to shelters and basic household items



 Strategies and methodologies for implementation:

   The Outline of the Strategic Action Plan is above the calls for an ambitious group of businesses over the next five years.

To ensure the full implementation of the Action Plan, the following systems and strategies have been adopted: 

   1. Participation of communities.   

 2. Capacity building.  

 3. Partnership.  

 4. Transparency and controlCommunity


The involvement of local people is essential to the success or failure of this Action Plan. Although the upward approach theory is well established in development planning, many projects still apply such ideas only in a superficial manner. The key to successful community participation seems to be through communication. Evidence suggests that many development projects fail because of divergent ideas between the port and the stakeholders. Effective communication and dialogue is a clear means of building consensus among the various parties. To ensure free exchange of ideas and issues, channels are usually asked for clearOf communications. One of the most effective ways to achieve this is through local committees. These bodies when democratically accountable provide a cornerstone of successful development and responsiveness. Massar intends to make the establishment of these community committees a prerequisite for planning their development. The critical elements of these bodies are:

Democracy and participation of broad communities 

  Transparency in decision making and organization 

  Ownership project of the idea of ​​primary and completion and beyond 

  Proactive and responsive

   Capacity Building: One of the main weaknesses in poor community committees and weak skills bases is to actively participate in development projects. A pathway is therefore proposed to assist in the development of local committees through capacity-building and training.