Based on the above concepts, it is essential that the strategy provide for a suitable amount of flexibility for those who will execute it. This work involves a lot of change from one stage to another during work under the umbrella of the strategy, which is supposed to continue in the long term. Thus, the strategy document comprises the following main components:

- Reference framework, covering the sources to which we refer when dealing with the committee strategy, as referred to below.
- Strategic vision and mission, containing a brief text that reflects our vision of the future outlook of the committee's work, for which we set up the strategy and role to be performed.
- Strategic goals, where the strategy details its provisions relating to the future. Goals reflect the components of the role to be performed by the committee in the development and change in the country. Thus, goals can be looked at as measurements of success in sustaining the performance of the mission as stated in the strategy. They primarily reflect the directions of movements, rather than specific targets.
- Strategic objectives, covering provisions that are more detailed than the goals, but emanating from those goals. They constitute detailed contents of the strategic goals, and are identified based on each goal. While setting the objectives, consideration should be given to the input derived from the reference framework, which supports the strategy, vision and mission.
- Public policies, which form the basic principles and terms that govern the planning and executive work derived from the strategy. On the contrary to the program and plan policies that deal with limited timeframes, such public policies are characterized by relative stability, as the former policies are vulnerable to tactical change, depending on the circumstances prevailing during the time of medium or short term plans.