Amthal Al-Hawaila to Al-Rai: 6 public benefit associations and 6 charities... for dissolution and liquidation

- Our doors are open... but no request may override the law or grant its holder undue privileges.

- Speed in execution does not mean bypassing the law... it means streamlining complexity.

- Updating the Cooperative Law... and temporary management is for reform, not merely changing names.

- A comprehensive platform to document cooperative expenses and suppliers, enhancing transparency.

- Conditions and regulations for investing in kiosks in the central markets of cooperatives.

- Awarding contracts to the highest investment value bidder and allocating 50% of kiosks to entrepreneurs.

- Contacting me may bring a problem to my attention, but it does not change the law or grant an unearned right.

- A official’s proximity to citizens must not come at the expense of justice and equality among citizens.

- I am not afraid to make any decision I deem correct and in the interest of Kuwait and its citizens.

- Often, citizens do not seek an exception at all; they simply want to confirm their rights.

- I say to every citizen... our door is open, your voice is heard, your request will be taken seriously, and your feedback is valued.

- A direct mechanism for following up on complaints through senior leadership, the “Tawasul” platform, and citizen service channels.

- The field reveals what reports do not... and visits are a means to inform decision-making.

- Success is not measured by the number of decisions, but by what citizens actually feel.

The Ministry of Social Affairs is continuing to implement a package of legislative, regulatory, supervisory, and developmental measures in the cooperative sector, aimed at strengthening governance, improving administrative efficiency, and protecting members’ funds, while simultaneously enhancing the institutional and service environment of cooperatives and updating the relevant legislation.

In this context, Minister of Social Affairs, Family and Childhood Affairs, Dr. Amthal Al-Houla, adopts a central principle in her dealings with citizens and their complaints: “Do not close the door on the citizen, nor open it at the expense of the law.” She considers that a sound relationship between citizens and administration must be based on rights, information, and transparency, not on exceptions, noting that “speed in execution does not mean bypassing the law, but streamlining complexity.”

Al-Houla emphasized, in an interview with Al-Rai, that her measure of success is not the number of decisions or circulars issued, but the tangible impact felt by citizens, asking: How much time have we saved them? How many visits have we reduced? And how many services have become easier and faster?

She stated that the goal, in brief, is to achieve “less time, simpler procedures, and more humane and higher-quality service,” affirming: “We do not want citizens to merely hear about development... we want them to feel it.”

Al-Houla affirmed that “temporary management in the cooperative sector must be a tool for reform and correcting deficiencies, not merely replacing names with other names,” stressing that those assuming responsibility will be bound by a work plan, measurable results, and oversight and accountability.

She said: “True reform is not based on a single decision or a temporary measure, but on a comprehensive system that begins with legislation, proceeds through sound selection and management, and ends with measuring results and holding those responsible accountable.”

Al-Houla revealed that the Ministry is considering a new wave of referrals to the Public Prosecution regarding financial and administrative violations in some cooperatives.

Al-Houla announced the establishment of conditions and regulations for investing in kiosks in the central markets of cooperatives, following the Municipal Council’s approval to allocate spaces for them, ensuring proper utilization and enhancing oversight and transparency.

She noted that the decision sets out regulations for permitted activities and areas, requiring associations to prepare plans for the distribution of kiosks and obtain the necessary approvals and licenses before offering them for investment. The award shall be granted to the bidder submitting the highest qualifying investment offer. Associations are also required to allocate at least 50 percent of the total number of kiosks to entrepreneurs engaged in small-scale projects, and have been given a three-month grace period to inventory existing kiosks and bring them into compliance with the new regulations.

She added that the Ministry is also working to establish a comprehensive platform to document all activities of cooperative associations, including expenses and suppliers, thereby enhancing transparency and oversight and strengthening the capacity for follow-up.

Regarding the importance of the open-door policy, Al-Huwaileh stated that she considers it a fundamental part of a public official’s responsibility, emphasizing that citizens have the right to be heard, and that government entities have a duty to listen to them and examine their requests seriously.

She added that the Ministry and its affiliated entities deal daily with social and humanitarian cases that directly affect people’s lives, and many of those who interact with them belong to the most vulnerable groups or are going through circumstances that cannot tolerate prolonged waiting.

She said: “Sometimes, a citizen comes to us not seeking an exception, but rather someone to listen to their problem, understand their circumstances, and guide them in the right direction. Our responsibility here is to avoid adding to their suffering through waiting or administrative complexity.”

She added: “I see no issue in a citizen reaching out to submit a request or complaint... What matters in the end is not who delivered the request, but rather: Do they have a right? Can their problem be resolved? And what does the law permit?”

On how the large volume of requests and complaints is managed, Al-Huwaileh explained that a direct operational mechanism has been established with leaders and officials across various entities and sectors under the Ministry, alongside dedicated channels and working groups to refer, process, and follow up on incoming requests quickly and in an organized manner.

She added that the Ministry has ensured multiple channels of communication with citizens and visitors, whether through the government’s “Tawasul” platform, in-person meetings, citizen services and management units within the Ministry and its affiliated entities, or via email, phone numbers, and direct communication channels, thereby providing more than one means to submit a request, complaint, or report to the competent authority.

She affirmed that any transaction, complaint, inquiry, or humanitarian case received through any of these channels is not retained on a personal basis, but is referred to the relevant official or team for review and response. Cases requiring urgent intervention are given the priority and speed of follow-up warranted by their nature and in accordance with the law.

In response to the perception that personal contact with an official gives the requester an advantage over others, Al-Huwaileh stated that “contact with me may make me aware of the problem, but it does not change the law or grant an undeserved right.”

She added that a citizen may indeed have a legitimate right, but their case may be delayed, they may not know the correct entity to approach, they may need clarification or an answer, or they may be in a humanitarian circumstance requiring swift referral to the relevant specialists. This is where the official’s role comes in: to follow up, remove unnecessary administrative complexities, and ensure that every rightful claimant receives their due within the legal framework and established procedures.

She stressed that if a request violates the law, it will not become legitimate simply because it reaches the Minister directly, emphasizing that an official’s proximity to citizens must not come at the expense of justice and equality among citizens.

She stated, “I am not afraid to make any decision I deem correct and in the interest of Kuwait and its citizens, provided it is grounded in law and jurisdiction. We keep God Almighty before our eyes in every decision, prioritizing the interests of the country and its citizens above all else, while remaining committed to the oath we took before God and the leadership to fulfill our trust with sincerity, impartiality, and responsibility. All doors are open to hear from citizens, but no door is open to bypass the law. The ultimate arbiter is always justice and the interest of Kuwait.”

Regarding the nature of requests citizens make to officials, Al-Hawaili noted that they have changed significantly. She pointed out that there is now greater legal and administrative awareness among Kuwaiti citizens, and most who contact the ministry understand that there are limits to what an official can do, and that any request must be supported by law and regulations.

She added that citizens, in many cases, do not seek exceptions at all; rather, they want to confirm their rights, understand the reason for delays in their transactions, obtain a response, convey feedback on a service, or access a right they are already entitled to.

Al-Hawaili emphasized the importance of field follow-up, stating that “the field reveals what reports do not always show,” and that an official cannot see the full picture from behind a desk alone.

She explained that when an official visits a workplace and listens to a citizen who has waited a long time, or an employee facing a procedure that hinders their work, they see the problem as it exists in reality, not as it appears on paper.

She added that field visits may reveal a document that does not need to be duplicated, a step that can be shortened, or a procedure that consumes the time of both citizens and employees without adding real value.

On the true measure of success for any development initiative, Al-Hawaili stated that the foundation is “the impact felt by the citizen.” She added, “It is not important how many decisions we have issued, how many systems we have developed, or how many committees we have formed; the real question is: what has changed for the citizen?”

She continued, “I hope that when a citizen leaves the institution, they feel that they were heard, that their time was valued, and that their case was not merely a number. We do not want citizens to merely hear about development… we want them to experience it.”

Al-Hawaili summarized her management philosophy by saying, “We must listen more, go to the field more, accept constructive criticism, empower our employees, streamline procedures, and invest in digital transformation, so that citizens achieve better results in less time.”

She added that development is not created by a single individual, but by an integrated system of leaders, employees, citizens, and beneficiaries. She affirmed that while not all results may appear today, what is being built now is the foundation for a faster, easier, and more efficient government service tomorrow.

In a parallel track to administrative and legislative development, Al-Hawaili revealed work underway on a unified visual identity for cooperative societies. This step aims to enhance the overall appearance of the cooperatives and standardize their institutional image in a modern and organized manner that reflects the nature of cooperative work and its standing in Kuwaiti society.

She clarified that the project goes beyond changing logos or colors; it aims to establish a unified visual and organizational pattern encompassing the facades, entrances, signage, service points, and facilities of the cooperatives. This will contribute to improving the overall landscape, raising the level of organization, and enhancing the experience of members and visitors.

She affirmed that the goal is for each cooperative society to have a clear identity and an organized institutional appearance, as it is a service and social facility that citizens visit regularly. Citizens should be able to feel the development in the environment where they receive services, not just through decisions and legislation.

She added: “We consider you our partners in developing services. We are working today on reforms and changes, some of which may appear quickly, while others may take time. However, the goal is one: to make your service experience easier, faster, higher in quality, and more comfortable.”

She emphasized that all development, acceleration, or simplification undertaken by the Ministry is carried out within the framework of laws, regulations, and prevailing systems. She added: “There is no development at the expense of legality, and facilitation does not mean bypassing controls. Rather, we strive to provide the best and fastest possible service within legal frameworks that ensure justice and equality and protect the rights of all.”

She noted that work is proceeding in parallel to support employees and leaders, and to develop systems, procedures, and the digital infrastructure. This is based on the belief that service quality begins with a team capable of achieving results, evolves through citizens who participate by offering observations, and is completed by outcomes that are felt on the ground.

Al-Hawaila pointed out that she always emphasizes two points in her requests to leaders and officials: first, not to close the door on the citizen, and second, not to open the door at the expense of the law.

She indicated that this takes on greater importance in entities with a social and humanitarian character, as some of those who turn to them may be in circumstances requiring immediate support. Therefore, the speed of response may be part of the entity’s human responsibility, rather than merely an administrative procedure.

She added: “I ask officials to listen to the citizen, respect their right to information, and respond clearly, whether their request is approved or cannot be fulfilled.” She noted that “respecting the citizen does not mean agreeing to all their requests, but rather ensuring they find someone who listens, explains, and provides a clear answer.”

Al-Hawaila affirmed that she does not object to criticism or observations directed at the Ministry and its affiliated entities, stating: “We do not fear constructive criticism, nor are we disturbed by observations aimed at reform and development.”

She added: “Sometimes a citizen or employee sees something we cannot see from within the system. Their observation may lead to modifying a procedure, addressing a flaw, or simplifying a service.”

She continued: “When a citizen criticizes a service, it does not mean they are against us. They may be the first to point out where we need to change. Therefore, I consider every objective, developmental criticism an opportunity for improvement, and every constructive voice has value to us.”

Al-Hawaila noted that shortening the administrative cycle is one of the main objectives in the current phase. She pointed out that “the citizen is not concerned with how many documents are exchanged within the entity, how many departments their case passes through, or the number of signatures it receives. They simply want to know one thing: when will I get the result of my request?”

She added: “For this reason, we are reviewing procedures and looking for every step that can be shortened, merged, or converted to electronic means, while fully maintaining oversight, transparency, and the integrity of decision-making.”

She said: “We want to reach a stage where citizens are not forced to take leave from work, move between multiple buildings, or submit the same document multiple times to complete a service that could be done more simply. Speed in completion does not mean shortening the law... but shortening complexity.”

She stressed that the measure of success is not the number of decisions or circulars issued, but the amount of time saved for the citizen, the number of visits reduced, and the services that have become easier and faster.

She clarified that some changes may not yet be felt by the citizen, as there are reforms whose results appear quickly, and others that are structural and require time.

She added that “a great deal of work is being carried out behind the scenes,” through teams reviewing procedures, enhancing services, updating electronic and digital systems, and integrating data and workflows.

She noted that in some cases, it is not merely a single procedure that is changed, but rather the complete service journey is rebuilt from start to finish—a process that inherently requires time, precision, and coordination among multiple entities.

Al-Hawila described the citizen as a partner in evaluating and improving services, as they are the ones who experience the service from beginning to end and therefore know where they encountered difficulties, where they had to wait, and which procedures need simplification.