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The NGO World (Registered Under Societies Registration Act 1860) has established a network of viable local & national NGOs to carry out development programs nationwide, jointly keeping in view the overall objectives of the network. The NGO World network is its main operational arm.
The NGO World carries out field activities through these NGOs. The NGO World acts as facilitator for these Network members and contributes in their training and capacity building. The NGO World also provides them technical and functional guidance. The projects which are prepared by The NGO World Network members are checked, refined and submitted to Government of Pakistan or donor agencies for funding.
The NGO World continuously strives to strengthen its NGOs Network by expanding membership to more NGOs/CBOs in the four provinces of Pakistan and Azad Jammu and Kashmir, which are active in development, poverty alleviation and other fields. It is planned that the Network should be well integrated and coordinated so that process of development may be accelerated to uplift the masses.
The NGO World has formally devised a system for the expansion of its member NGOs network through out the country. For this purpose a formal system of membership is devised for application requirements with proof of effective working for the cause of development in different sectors as envisaged in the aims and objectives of the The NGO World.
brief description of the world NGO.
How to start an NGO?
How to start an NGO? Steps to start an NGO in Pakistan.
How to manage an NGO? A guide for professionals.
Capacity Building guide for NGO professionals in Pakistan an world over.
Muslim NGOs and Charities
Muslim NGOs have a unique role to play in humanitarian relief because they are able to bridge the gap between different cultures and faiths. They first became prominent in the late 1970s, during the Russian invasion of Afghanistan...
A project management guide for NGO and other professionals of practical field.
Social mobilization in NGO. Understanding social mobilization.
Capacity Building guide for NGO professionals in Pakistan an world over.
Knowledge about NGO development in Pakistan and world over.
Leadership tips in NGO field professionals.
A guide to improve communication skills for NGO professionals.
A guide to improve communication skills for NGO professionals.
A guide to improve communication skills for NGO professionals.
Project Management Introduction, The NGO World Project Managenment Video resources for ngo professionals on Project Management Introduction
Project Management Quick Tips, The NGO World Project Managenment Video resources for ngo professionals on Project Management Quick Tips
Project Management Fundamentals, The NGO World Project Managenment Video resources for ngo professionals on Project Management Fundamentals
Project Management Leadership, The NGO World Project Managenment Video resources for ngo professionals on Project Management Leadership
Project Management Tips 1 How Not to Plan a Project, The NGO World Project Managenment Video resources for ngo professionals on Project Management Tips 1 How Not to Plan a Project
Principles and Practices of Project Management, The NGO World Project Managenment Video resources for ngo professionals on Principles and Practices of Project Management
Project Risk Management, The NGO World Project Managenment Video resources for ngo professionals on Project Risk Management
Successful Project Management, The NGO World Project Managenment Video resources for ngo professionals on Successful Project Management
Truth About Project Failures, The NGO World Project Managenment Video resources for ngo professionals on Truth About Project Failures
Total Project Success On How We Deliver, The NGO World Project Managenment Video resources for ngo professionals on Total Project Success On How We Deliver
Why Programmes and Project, The NGO World Project Managenment Video resources for ngo professionals on Why Programmes and Project
The NGO World exclusive Video resources for ngo professionals on social work in Social Work Introduction
The NGO World exclusive Video resources for ngo professionals on social work in What is Social Work
The NGO World exclusive Video resources for ngo professionals on social work in The Mission of Social Work
The NGO World exclusive Video resources for ngo professionals on social work in History of Social Work
The NGO World exclusive Video resources for ngo professionals on social work in Social Work Roles
The NGO World exclusive Video resources for ngo professionals on social work in Social Work Values and Ethics
The NGO World exclusive Video resources for ngo professionals on social work in A Day in the Life - Social Worker
The NGO World exclusive Video resources for ngo professionals on social work in The Future of Social Work
The NGO World exclusive Video resources for ngo professionals on social work in Social Work and Aging
The NGO World exclusive Video resources for ngo professionals on social work in Social Work Practice
The NGO World exclusive Video resources for ngo professionals on social work in Family Centered Social Work Practice - 1
The NGO World exclusive Video resources for ngo professionals on social work in Living to Work Not Working to Live
The NGO World exclusive Video resources for ngo professionals on social work in Faith in Social Work with Dr Quick
The NGO World exclusive Video resources for ngo professionals on social work in Prophet Muhammad(Pbuh) 'Do Good to Those That Harm You' By Abdullah Hakimquick
The NGO World exclusive Video resources for ngo professionals on social work in People of Poverty This is Why You Need Social Workers
The NGO World exclusive Video resources for ngo professionals on social work in Social Workers - We Can Help
Community Development videos, The NGO World Video resources for ngo professionals Community Development videos.
The NGO World Video resources for ngo professionals on Community Development in Community Development Principles
The NGO World Video resources for ngo professionals on Community Development in Community Development Resource Guide
The NGO World Video resources for ngo professionals on Community Development in Participatory Practices
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development
The NGO World Video resources for ngo professionals on Community Development in What is Sustainable Development
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development Introduction Part 1
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development Part 2
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development Part 3
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development Part 4
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development Part 5
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development Part 6
The NGO World Video resources for ngo professionals on Community Development in Sustainable Development The Bigger Picture
The NGO World Video resources for ngo professionals on Community Development in Rural Development
The NGO World Video resources for ngo professionals on Community Development in 5 Components for Rural Development Initiative
The NGO World Video resources for ngo professionals on Community Development in Agriculture and Rural Development in Asia
The NGO World Video resources for ngo professionals on Community Development in Nestlé Lady Livestock Workers - Rural Development, Pakistan
The NGO World Video resources for ngo professionals on Community Development in Right to Development - Self-Help is the Best Help
The NGO World Video resources for ngo professionals on Community Development in Rspn Pakistan Akhtar Hameed Khan a Vision Unveiled Part 1
Community Empowerment, The NGO World Video resources for ngo professionals on Community Empowerment.
The NGO World Video resources for ngo professionals on Community empowerment in What Defines a Community
The NGO World Video resources for ngo professionals on Community empowerment in Talk About Local - Community Empowerment
The NGO World Video resources for ngo professionals on Community empowerment in Community Initiatives
The NGO World Video resources for ngo professionals on Community empowerment in How to Start a Community Initiative, Step By Step the Case of Scs Outreach in Hackney,England
The NGO World Video resources for ngo professionals on Community empowerment in Developing and Nurturing Community Empowerment
The NGO World Video resources for ngo professionals on Community empowerment in Hub 3 Community Empowerment Agenda
The NGO World Video resources for ngo professionals on Community empowerment in Believe in Yourself
The NGO World Video resources for ngo professionals on Community empowerment in More Than a Disability
The NGO World Video resources for ngo professionals on Community empowerment in Inspiring Motivation Quotes Video
Effective Hiring and Recruiting (Tips)
by Steve Bonadio
Hiring and recruiting systems broaden the scope of legacy applicant tracking systems (ATS) by streamlining the entire hiring life cycle, from talent needs assessment and requisition creation to candidate selection and on-boarding.
Here are five tips talent managers can implement to get the most out of their hiring and recruiting investments.
Tip No. 1: Eliminate talent assessment and sourcing bottlenecks.
Many organizations are inundated with record numbers of applicants and resumes as job seekers significantly outnumber open positions. Compounding this challenge, HR and recruiting organizations are seriously resource-constrained.
For many organizations, talent assessment and sourcing processes are neither automated nor optimized, thus creating serious bottlenecks. The negative consequences of these bottlenecks include slow time to hire, low quality of hire, reduced hiring productivity and inconsistent collaboration and feedback.
A key solution to this problem is candidate filter management, which improves candidate flow and reduces bottlenecks by enabling users to more efficiently search, filter, pre-screen, assess, and rank and score applicants. By implementing a systematic candidate filtering process, organizations are better able to quickly find the right candidate for the job as well as ensure the long-term success of new hires.
Tip No. 2: Improve end-to-end process consistency and transparency.
A typical hiring and recruiting process is complex, time consuming and involves numerous constituents, including recruiters, hiring managers, approvers, interviewers and candidates. Because of the complexity, many users find that there is little consistency and transparency in the overall process, which negatively impacts hiring quality, timeliness and effective decision making.
There are four essential steps involved in the hiring and recruiting process, with each step flowing from the previous one:
a) Talent needs assessment:
Assessing the talent requirements and managing job requisitions.
b) Sourcing management:
Recruiting for an open position both internally and externally.
c) Candidate evaluation:
Evaluating candidates' skills and competencies and managing the interview process.
d) Offer and on-boarding management:
Managing job offers and transitioning candidates to employment.
To ensure consistency across the entire hiring and recruiting process, each step must flow seamlessly into the next step via automated workflows, and alerts and triggers must be established to notify users of pending action items. Each step by itself must also be optimized. Across the entire hiring and recruiting process, reporting and analytics must be enabled to support effective decision making.
Tip No. 3: Promote talent mobility.
In many organizations, talent mobility is impeded because there is no consistent or systematic process for aligning current and future talent needs to the existing talent inventory. Without a cohesive talent mobility strategy, organizations face several risks, including a focus on costly external recruiting versus internal sourcing as well as lower high performer engagement and higher churn.
Organizations should consider the following integrated processes to promote and enable talent mobility:
a) Current workforce analysis:
Includes detailed talent profiles, employee summaries, organization charts, competencies and job templates.
b) Talent needs assessment:
A key process within the overall hiring and recruiting process responsible for defining talent requirements.
c) Future needs analysis:
Development-centric succession planning to create and manage dynamic, fully populated talent pools.
Tip No. 4: Link hiring and recruiting to broader talent processes.
Many organizations tend to focus myopically on the hiring and recruiting process itself and do not consider how the process links to broader talent processes.
Organizations can drive greater efficiencies by taking a more holistic view of hiring and recruiting. Several broader talent processes present themselves for integration, including performance management (create and align new hire goals to divisional and company goals), career development (create competency-based career plans for new hires), and learning management (automatically schedule courses for new hires, especially important for compliance).
Tip No. 5: Improve reporting, measurement and decision making.
Tactical hiring and recruiting metrics, such as time to hire and source yields, used by many organizations today are inadequate and do not enable continuous improvement or facilitate better decision making. The majority of organizations continue to measure their hiring and recruiting effectiveness based on how long it takes to fill a position, how much it costs and where candidates are sourced.
Part of the challenge lies in the fact that data is spread out in various silos across the organization and there's no common employee system of record. A single, fully connected talent platform that covers the gamut of HR functions and processes - including hiring and recruiting - can alleviate some problems since the data is all in one place. With this infrastructure in place, organizations can more readily leverage strategic workforce analytics that provide meaningful cross-functional metrics, such as on-boarding effectiveness and the impact of learning programs on employee performance
Employee Engagement (A Challenge)
by Enda Larkin
An interesting incident occurred during a workshop which I recently delivered for employees working in a busy hotel. During an ideas session on how to improve business performance, one talented, but extremely de-motivated employee, surprisingly suggested several positive things which would make a difference. When later asked why he had not previously told his manager about these ideas, his response was fairly blunt, but very revealing: "I don't get paid from the neck up."
Here was a guy who was so disengaged that he saw his role as being to do, but not to think. You might wonder why he stayed, or even why he was allowed to stay, but the fact was, he was there and was not contributing as much as he could to the hotel. Although an extreme case, he is far from alone; respected national and international research commonly shows that as few as 30% of employees are actively engaged in the companies they work for. It is a disturbing thought and not something to be ignored; lack of employee engagement is a hidden cost and it is simply not possible to achieve business goals or deliver excellence unless employees roll in behind that ambition.
Employee engagement has emerged as an important issue in recent years and whilst it might be a current 'in' term, it's not necessarily a totally original concept. Issues like teambuilding, motivation, and empowerment have always been important and engagement is essentially an umbrella concept which pulls all these strands together. An engaged employee is not only happy in their job though, but translates that satisfaction into higher productivity. They believe in what the business is trying to achieve, are eager to help realise those goals and play an active role in making the company a success. Their job has meaning for them and they see a real purpose in what they do. As such, employee engagement involves addressing any issue which impacts on an individual's ability or willingness to give their all and concerns a range of factors such as individual motivation and commitment, team effectiveness, overall employee satisfaction and productivity. But what can be practically done to more fully engage employees?
This is perhaps one of the most common questions that I get asked; in fact, it has arisen in one shape or form on every leadership course that I have ever delivered. So much so that it has become something of a personal quest to try and define what the key drivers of engagement are. There is no magic pill of course, but from comparing best practices seen in companies where engagement is high, I have come up with a list of twelve factors which all leaders need to be concerned with:
It should be obvious that no one thing will, on its own, fully address the engagement issue, but I have noticed that when leadership is strong, engagement levels tend to be higher, so effective leadership is certainly the most critical first step. As well as their own capabilities, to really engage their people, leaders also need to consider the remaining drivers:
Culture is intangible for sure but it has a major impact on the feel or climate in any organization. Whilst there is no 'right' culture, there are certain environments which build engagement, whereas others do the opposite and leaders can play an important role in building a culture which draws employees in rather than pushes them away.
Relates to the make-up of teams and all leaders need to pay close attention to how they recruit people into existing teams. Employees do not necessarily all have to like each other, nor will they, but there must be a general 'fit' between all members; otherwise it is hard to engage them because who wants to work alongside a bunch of people with whom you have little or nothing in common.
In this context means ensuring that employees understand both aspirations and expectations. Aspirations relate to the big picture and, as a basic building block of engagement, leaders need to help employees to fully understand where the organization is going and how they can contribute to that. Clarity is also required as to what is expected of employees, as nothing will destroy engagement faster than conflicting directions or shifting roles and responsibilities.
Contributes to engagement in a number of ways. First, most employees want to build their skills and talents at work, so to increase engagement, leaders need to ensure that there are relevant and regular opportunities for personal development. Equally, all employees should be similarly competent at what they are expected to do. If not, others in the team have to take up the slack and this creates resentment, or worse still conflict, which can chip away at engagement.
Levels of cooperation in teams are both a driver of engagement and a reflection of it. When people work well together they build bonds and trust increases and this in turn improves general engagement levels because most people prefer to work in collaborative environments.
Controlling how individuals behave within teams is critical to engagement because when certain team members are allowed to step out of line without consequence, this serves as a de-motivating factor for engaged employees as they question why they should bother. Equally, too controlling an environment stifles engagement because people sense a lack of freedom and autonomy.
Is always key to the levels of engagement seen and where communication is regular, open, two-way and more importantly effective, employees tend to be more engaged.
For most employees having a sense of challenge in their work is vital to how engaged they feel with the hotel. When work feels repetitive or mundane, employees naturally feel less engaged so leaders need to find ways to introduce a sense of challenge for employees.
The manner in which conflict is managed can have a major impact on how engaged employees are likely to be. Constructive conflict, which leads to new ideas and better solutions, should be encouraged, but well managed, so that employees feel that they can speak their minds or contribute in an appropriate manner. Destructive conflict, on the other hand, which adds no value should be dealt with promptly by the leader; a failure to do so will impact engagement levels as most people hate to work in a poisoned atmosphere.
In the broadest sense is about people feeling rewarded for the contribution they make. Pay and conditions of course an important element in this, but things like constructive feedback and positive recognition when deserved are just as powerful in terms of building engagement.
How change is managed can also impact on the levels of engagement seen. Too little change can result in stagnation which destroys engagement, yet too much of it, or too much meaningless change can simply frustrate employees and causes them to disengage.
Apart from raising their own game, the best leaders also pay close attention to these factors because they know that in doing so they will not only build engagement levels but more importantly that this will in turn lead to greater productivity and ultimately better results. They understand that nothing can ever truly be achieved if employees do not buy into the hotel's aims and that lifting each individual's level of engagement, even by a small amount, can make a big difference; they really believe in the value of individual contributions or as Anita Roddick, founder of The Body Shop, once said, 'If you think you're too small to have an impact, try going to bed with a mosquito.'
Improve Public Speaking
Matt was just promoted to manager of his department and wanted
his first team meeting to be successful. He asked me to listen to his
presentation during a practice session. His opening went something
like this: "Ah, good morning. Um, it's a pleasure to be with you
today. Ah, what I'd like to cover this morning are, um..." And you
can imagine the rest.
When Matt was finished, he had said, "um," "ah," or some other filler
word nearly 42 times! If Matt had delivered his presentation in this
manner to his team, they would have been counting, too. They would
have been distracted from the important message Matt was hoping
to deliver. You may be surprised to learn that Matt didn't know he
uttered any of those words until we reviewed the video.
If you or someone you know tends to speak like Matt, here are six
proven ways to get rid of those annoying "filler" words:
1. Practice your presentations out loud.
The more familiar you are with the thoughts you wish to express,
the less likely you will need to search for the "right" words when
you're up before a group.
2. Record your practice and real presentations.
Many people are unaware how often they use these annoying
fillers. You may be surprised.
Try to catch the start of "um" and "ah" (you can feel it
formulating in your vocal cords), then replace it with a pause.
Count silently "one, two" while saying nothing to your audience.
This takes practice, but will be much appreciated by listeners.
Keep a glass of water handy so you can sip it in between key
ideas. This will force you to pause and not utter a filler word.
5. Increase your eye contact.
Most "ums" and "ahs" come when we are looking away from
people. Practice looking into people's eyes more directly and
you'll find it difficult to utter those filler word.
6. Get a buddy.
Ask a "presentation buddy" to observed your presentations
and provide you an agreed upon silent signal if you start using
the fillers. For example, she could raise a couple fingers near
her mouth to remind you to monitor your word choice.
After consciously applying the tips above for a few presentations,
you will break yourself of this annoying habit and increase your
the impact of your message.
The three skills that people in an organization have are leading, managing, and working. Every person has a combination of all three. I refer to a leader as someone who is strongest in leadership, a manager as one who is strongest is management and a worker as one who is strongest in workmanship.
Leadership is different from management in several aspects. While a person can be a good leader as well as a good manager, the two are two different talents. a president and CEO needs to be both a leader and a manger. The chief Architect can just be leader. A project manager can be just a manager. a programmer can just be a worker. a manager often needs to make others do things ,but rarely needs to do those things her/himself. This does not imply that a manager's role is less significant. The manager does the important work of making the workers successfully do their work.
To be a leader does not mean being a high and mighty boss. A leader is a servant as much as a commander. a good leader cares about others a leaders must lead others to success. if a leader's goal was to achieve success only for one's own self, then I'd call him or her a climber, for one who climbs to success, but not a leader. a leader who does not benefit others serves no purpose in an organization or in society.
Concept of leadership
Managers are people who do things right, while leaders are people who do the right thing.
The very essence of leadership is that you have to have a vision.
Good leaders are made not born. If you have the desire and will power, you can become an effective leader. Good leaders develop through a never ending process of self –study, education, training, and experience.
To inspire your people into higher levels of teamwork, there are certain things you must be, know and do. These do not come naturally, but are acquired through continual work and study. The best leaders are continually working and studying to improve their leadership skills.
Before we get started, let's define leadership. Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and skills).Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective.
Words of Mr. Narayana Murthy on "LEADERSHIP"
'Leadership is all about courage to dream big.'
Leadership is all about courage, courage to dream big, to take tough decisions, etc. Second, it is the ability to raise the aspirations of people and third, to be open minded and to accept great ideas from different countries and culture across the world.
Two Most Important keys of leadership
Hay's study examined over 75 key components of employee satisfaction. They found that:
Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.
Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:
Helping employees understand the company's overall business strategy.
Helping employees understand how they contribute to achieving key business objectives.
Sharing information with employees on both how the company is doing and how an employee's own division is doing relative to strategic business objectives.
So basically, you must be trustworthy and you have to be able to communicate a vision of where you are going. Notice how the "principles of leadership "in the next section closely ties in with this.
The process of great leadership
The road to great leadership (5) (common to successful leaders):
Challenge the process-First; find a process that you believe needs to be improved the most.
Inspire a shared vision-Next, share you vision in words that can be understood by your followers.
Enable others to act-Give them the tools and methods to solve the problem.
Model the way-when the process gets tough, get your hands dirty. A boss tells others what to do…a leader shows it can be done.
Encourage the heart-Share the glory with your followers' heart, keep the pains in your heart.
Impact of leadership in organization
Leadership and human behavior
As a leadership, you need to interact with followers, peers, seniors, and other people whose support you need to accomplish your objectives. To gain their support, you must be able to understand and motivate them. To understand and motivate people, you must know human nature .Human nature is the comman qualities of all people have similar needs .As a leader you must understand these needs because they are powerful motivators.
Leadership and Communication
Many of the problems that occur in a organization are the direct result of people failing to communicate. Faulty communication causes the most problems. It leads to confusion and can cause a good plan to fail. Communication is exchange and flow of information and ideas from one person to another. It involves a sender transmitting an idea to a receiver. Effective communication occurs only if the receiver understands the exact information or idea that the sender intended to transmit.
Studying the communication process as important because you coach, coordinate, counsel, evaluate, and supervise through this process. It is the chain of understanding that integrates the members of an organization from top to bottom, bottom to top, and side to side.
Leadership and motivation
A person's motivation is a combination of desire and energy directed at achieving a goal. Influencing someone's motivation means getting them to want to do what you know must be done. A person's motivation depends upon two things:
The strength of certain needs. For example, you are hungry, but you must have a Task completed by a nearing deadline. if you are starving you will eat. If you are slightly hungry you will finish the task at hand.
The perception that taking a certain action will help satisfy those needs. For example, you have two burning needs-The desire to complete the task and the desire to go to lunch. Your perception of how you view those two needs will determine which one takes priority .If you believe that you could be fired for not completing the task; you will probably put off lunch and complete the task. if you believe that you will not get into trouble or perhaps finish the task in time, then you will likely go to lunch .
1. DECISIVENESS IS KEY
(LALIT KHAITAN, Chairman and Managing Director, Radico khaitan)
The most distinguished trait that defines a good leader is the willingness to make decisions that are need of the hour no matter how difficult they may be. And the most significant component of such decision-making is self-confidence.
(B.MUTHURAMAN, Managing Director, Tata steel)
The ability to create a shared vision among team members is the primary trait of a true leader.
3. RELATE AND RULE
(N.LAKSHMI NARAYAN, CEO AND President, Cognizant Technology Solutions)
Good leadership is the ability to recognize all the factors that would make the leader succeed in motivating the group.
4. TAKE RESPONSIBILTY
(R.V.SHASTRI, Chairman and Managing Director, Canara bank)
A leader is only as good as his team. Leadership involves two steps: helping subordinates take advantage of their talents, and then fine tuning their performance. Good leaders always take responsibility for both the success and failure of their teams
Leadership has paramount importance in present competitive business environment, because with the help of leadership a company will face all the problems very efficiently.
People Passionate Person &
A HR Professional
Reach him at:
by Rich Thompson
Despite, or perhaps because of, its insight and ubiquity, the Myers-Briggs Type Indicator instrument - the world's most widely used personality assessment - is sometimes misused by individuals and organizations. Proper use of the instrument results in expanding vision and opportunity, while misuse can result in pigeonholing and exclusion.
Based on Carl Jung's theory of personality type, the Myers-Briggs assessment sheds light on the environments, situations and tasks that individuals of 16 unique personality types are likely to find stimulating, challenging, fulfilling, etc. Understanding core preferences - both one's own and those of others - provides insight into motivations, natural strengths, potential areas for growth and style differences and lays a foundation for team building, conflict resolution, career development and numerous other talent management functions.
Misconception: It's a personality test.
The truth: The term "test" connotes right or wrong answers, better or worse scores, passing or failing - none of which applies to Jung's theory or the Myers-Briggs assessment. Careful attention was paid to this issue in naming the instrument, which is referred to as an "indicator" rather than a "test." This value-neutral approach to personality expands, rather than limits, the assessment's usage possibilities. While pigeonholing stymies development, understanding personality type reveals new opportunities.
Misconception: It can be used to identify people's weaknesses.
The truth: The Myers-Briggs assessment does provide a basis for identifying potential "blind spots" for the 16 personality types, so why not use the assessment to pinpoint weaknesses? The fact that one tends to rely more on one preference in a dichotomous pair does not mean that he or she can't or doesn't use the opposite preference. Many successful individuals have overcome their blind spots by developing their ability to use both preferences effectively.
Misconception: It predicts behavior.
The truth: The assessment suggests "predisposition" but not "predetermination." Rather than boxing them in, learning about type empowers individuals to make more informed career and life choices based on a clear understanding of their tendencies and inclinations.
Misconception: It measures personality traits.
The truth: Though the terms "trait" and "type" are often viewed as synonymous, they describe quite different theoretical concepts. Trait theory holds that behaviors - for example, sociability - are quantifiable, meaning they come in different levels, amounts or degrees that can be measured. The trait concept may be more quickly grasped, as Western cultures in particular teach us from an early age to evaluate the world and ourselves by measurement - How tall? How fast? How smart?
Type theory, on the other hand, holds that each individual naturally relies more on one preference than the other in four pairs of opposites - Introversion and Extraversion, Sensing and Intuition, Thinking and Feeling, and Judging and Perceiving. The Myers-Briggs instrument sorts for these preferences but does not measure them. The results reflect how clearly a person casts his or her vote for each preference. The instrument doesn't measure "how much" or "how well," as do most trait-based constructs, but instead indicates how clear one is about his or her preferences: slightly clear, moderately clear, very clear or not clear.
Misconception: It can be used to identify "bad apples."
The truth: It's intended to identify valuable differences between normal, healthy people, not to identify abnormal personalities or assess morality.
Misconception: It can be used to assemble a "dream team" of personalities.
The truth: While highly valuable in team-building applications, it's not an appropriate tool for determining who does and doesn't belong on a team or for any other screening use. Effective use of the instrument enables team members to better understand themselves and one another, thereby improving team communication and cohesion and fostering an environment that enables everyone to contribute his or her best.
Misconception: It can be used to identify future leaders by matching personality types of past great leaders.
The truth: In reality, there is no such thing as a "leadership type." Effective leaders emerge from all 16 types, and all bring unique perspectives and value to leadership positions. The Myers-Briggs instrument is extremely valuable in leadership development, as it enables individuals to more fully grasp why they think and act the way they do and to better understand and appreciate the strengths and styles of the people around them. The leader who is knowledgeable about personality type will be better able to avoid misunderstandings and be open to new ideas and viewpoints that will aid in taking the organization to new heights.
Violence against children
Violence against children has always been a concern worldwide especially in the third world. The purpose of this article is to know what constitutes or amounts to violence and what can be done to prevent it from happening.
The word violence means to assault; to injure; also, to bring by violence; to compel.
Is the use of physical force against persons that potentially causes fear, injuryor death. Damage, in some contexts, is also considered a form of violence.
The quality or state of being violent; highly excited action, whether physical or moral; vehemence; impetuosity; force.
The intentional use of physical force or power, threatened or actual, against oneself, another person, or against a group or community, that either results in or has a high likelihood of resulting in injury, death, psychological harm, mal development or deprivation.
Child maltreatment is deﬁned as: all forms of physical and /or emotional ill-treatment, sexual abuse, neglect or negligent treatment or commercial or other exploitation, resulting in actual or potential harm to the child’s health, survival, development or dignity in the context of a relationship of responsibility, trust or power.(Adapted from the WHO definition)
It occurs in many different settings. The perpetrators of child maltreatment may be:
1. Parents and other family members;
2. Friends; School friends
3. Acquaintances; Strangers;
4. Others in authority – such as teachers,
Soldiers, police officers and clergy; Employers;
5. Health care workers;
6. Other children
Types of Violence
In order to develop effective interventions to address violence comprehensively, it is important to have an understanding of the different types of violence. Violence can be categorised in a number of ways. The World Health Organisation has developed the following useful typology that divides violence into three categories, based on the relationship between the perpetrator/s and the victim/s:
1. Self-directed violence includes suicidal behaviour and self-harm.
2. Interpersonal violence includes violence inflicted against one individual by another, or by a small group of individuals, and can be categorised as:
· Family and intimate partner violence; involving violence between family members, and intimate partners, including child abuse and elder abuse. This often takes place in the home.
· Community violence; involving violence between people who are not related, and who may or may not know each other (acquaintances and strangers). It generally takes place outside the home in public places.
3. Collective violence includes violence inflicted by large groups such as states, organised political groups, militia groups or terrorist organisations.
The types of violence outlined above are distinguished by the relationship between the perpetrators and the victims of the violent behaviour. The violent behaviour can be further described in terms of whether it is physical, psychological, sexual, or involves deprivation and neglect.
This typology is useful for demonstrating the nature of the violence, the relationship between the offenders and victims, and the settings where violence occurs, i. e. within the family or the community.
For example, violence in public places can include intimidation, threats, and physical or sexual assaults, between friends or strangers. Child abuse in the home can include psychological, physical and sexual abuse and neglect.
Community Violence and Sexual Violence
The Government is interested in addressing all types of violence, and is continuing to develop measures to achieve this (as indicated in this document).
However, the types of violence that are the focus of this Action Plan are community violence and sexual violence,
Community violence is defined for this Action Plan as: violence between people who are not related, and who may or may not know each other (acquaintances and strangers). It generally, but not always, takes place outside the home, in public places.
Sexual violence is defined for this Action Plan as: any sexual act, attempt to obtain a sexual act, sexual harassment, or act directed against a person’s sexuality, using coercion, by any person regardless of their relationship to the victim, in any setting. This includes various forms and contexts of sexual violence such as rape (within a relationship and by strangers or acquaintances), sexual abuse of mentally or physically disabled people and sexual abuse of children.
What factors put children at risk of violence?
· The age, sex and gender of children play a big part – for example, young children are at greatest risk of physical violence, adolescents are more at risk of sexual violence, boys are at greater risk of physical violence, and girls face greater risk of sexual violence, neglect and forced prostitution
· Levels of income and education of the perpetrators play an important role, as do patterns of behaviour that come from traditional beliefs and attitudes towards children
· Some groups of children are especially vulnerable to violence – children with disabilities, those from minorities and other marginalised groups, ‘street children’, those in conflict with the law, and refugee and other displaced children
· General trends that increase risk include growing income inequality, globalisation, migration, urbanisation, health threats, in particular the HIV and AIDS pandemic, technological advances and armed conflict, affect how we treat children. The use of drugs and alcohol and growing availability of firearms, in both urban and rural areas around the world, increase the risks and impact of violence
UN Study on Violence Against Children, published in October 2006
· 53,000 children were murdered in 2002
· Between 20 and 65 per cent of school-aged children reported having been verbally or physically bullied
· 150 million girls and 73 million boys under 18 experienced forced sexual intercourse or other forms of sexual violence
· Between 100 and 140 million girls and women in the world have undergone some form of female genital cutting
· 218 million children are involved in child labour, 126 million of those in hazardous work
· 1.8 million are involved in prostitution and pornography
· 1.2 million are victims of trafficking
Some of the major articles of UN Convention on the Rights of the Child have dealt with the issue as under.
· Article 19
States parties shall take all appropriate legislative, administrative, social and educational measures to protect the child from all forms of physical or mental violence, injury or abuse, neglect or negligent treatment, maltreatment or exploitation, including sexual abuse, while in the care of parent(s), legal guardian(s) or any other person who has the care of the child.
· Article 39
States parties shall take all appropriate measures to promote physical and psychological recovery and social reintegration of a child victim of: any form of neglect, exploitation, or abuse; torture or any other form of cruel, inhuman or degrading treatment or punishment; or armed conflicts. Such recovery and reintegration shall take place in an environment which fosters the health, self-respect and dignity of the child.
· States must submit reports to a committee that monitors implementation of children’s rights and Plan helps to compile alternative reports that are objective and present another perspective on how governments are performing.
How can violence against children be prevented?
Violence involving children in community settings can be prevented through adaptation of the following measures
· Universal Primary Education and raising the literacy rate.
· Education programmes which create awareness in the children on violence and its consequences.
· Life skills training;
· Assisting high-risk adolescents to complete schooling;
· Creation of awareness of the issue in the Community through awareness campaigns.
· Creation of gender equality rater equity which is a major cause of violence.
· Restricting access to firearms.
· Legislation by the governments and implementation of existing laws on child protection in a proper way.
· Stress management and managing psychological issues which are the main cause of violence.
· By making social protection strategies and reducing discrimination.
· The greater role played by NGOs/ CBO and other civil society organizations for the advocacy of the issue.
Sheryar Ahsan Khan
Legal & Development Consultant
Sheryar Ahsan Khan is a Development professional/Consultant from Pakistan. He has an experience of more than 11 years working with different organizations. The prominent among them are NCHD, ERRA, and UNDP & UNESCO. Mr. Khan is also a Legal Consultant and possesses a degree in Law (LLB) & Masters in Political Science and Diploma in Development Studies. For Details: www.afdpk.co.cc ,Email email@example.com
Can NGOs deliver development?
Education Is the Master Key of Development
IMPLEMENTING CHANGE.TIPS in ngo
PEACE OF MIND
Charity in Islam
by Ibrahim B. Syed, Ph. D.
Islamic Research Foundation International, Inc.
7102 W. Shefford Lane
Louisville, KY 40242-6462, USA
DIRECTORY OF DEVELOPMENT ORGANIZATIONS IN PAKISTAN
Masoom Rights Development Society (MRDS)
Resource mobilization for provision of social services in the field of health, education and natural resource management to the poor and deprived communities;
email = firstname.lastname@example.org, email@example.com
Masoom Rights Development Society (MRDS) is an independent registered non-government and non-profit civil society organization. MRDS prime motto is to build capacity and services delivery for the deprived and marginalized people.
MRDS emerged into the development sector with an enthusiasm to support and serve the underprivileged focusing the fields like Basic Human Rights, including Child & Women Rights, Primary Health Care, Health n’ Hygiene, Education, Drugs, Gender Equality, Relief & Rehabilitation and Environment, etc.
Formation process of MRDS was initiated in 1999, but during 2001 MRDS was registered under the Society Act 1860, when a group of educated, dynamic youth got together to establish an NGO with an aim to addressed the pressing needs of the people of Balochistan. This group had a long experience of working in the development related activities and was either directly or indirectly associated with local or International organizations. Keeping in mind the absence of enabling policies and prevailing issues, the group concluded that unless the efficiency of the human resource especially women and prime targeted communities are not improved and mobilized real benefit of development will not nurture in the society.
House # 143/103 – C, Jinnah Town, Quetta, Balochistan – Pakistan.
Tel #: 081-2828918, 081-2010188: Fax: 081-2828918
To bring visible improvement in individual lives and organizations through providing best possible Learning and Self Development opportunities leading towards prosperity and success.
A considerably improved motivated and dedicated Pakistani workforce delivering consistent quality results
Headway is a dynamic and ever improving training organization with the mission of elevating the talents of people to reach their full potential and live a life of fulfillment. Headway is created for the sole purpose of bringing positive change in the lives of people and organizations through continuous learning and self development. The company intends to offer training courses in the six core areas that is the dire need of every large, medium-size and small businesses and of every working professional as well, through reputed and respected Learning Specialists (Trainers).
Constantly evolving and ever changing business environment offers more and more challenges to maintain a productive and efficient workforce. This changing, dynamic and challenging environment, results in the ever growing need for a highly skilled, trained, motivated and engaged workforce. The biggest challenge companies’ facing these days is to attract, retain, motivate and engage the best quality employees and top performers. How do you build and maintain that employee capability within the organization is the biggest challenge of current times? At Headway it is our strong belief that continuous learning and self development are the keys through which all of the above objectives are met. Enhanced employee capability, productivity, motivation and skill building are the direct fruits of good training programs.
Organizations that are aware of the benefits of training invest good money on their employees’ development. American Society of Training and Development estimates that U.S. organizations spent $134.39 billion on employee learning and development in 2007. This amount reflects direct learning expenditures such as the learning function's staff salaries, administrative learning costs, and non-salary delivery costs (including outsourced activities). Nearly two-thirds of the U.S. total ($83.62 billion) was spent on the internal learning function, such as staff salaries and internal development costs. The remainder ($50.77 billion) was allocated to external services such as workshops, vendors and external events. (Source: www.astd.org)
Headway focuses on six major areas of work or Learning units.
1) Self Development / Motivational / Soft Skills Training
2) Career Planning and Development
3) Employability Skills
4) Meet the Expert Program
5) Training for Professionals
6) Executive English
1) Self Development / Motivational / Soft Skills Training
The very tagline of Headway suggests that working on yourself and for your own development is the key to all success and living a life of fulfillment, prosperity and success. Under this section we will be offering courses purely for professionals to improve their own development leading to increased motivations and master skill set.
2) Career Planning and Development
Each Individual has been given special talent and interests unique to his own personality, tapping and nurturing those talents and interest of work results in an ideal career. To cater to this immensely important need we arrange Career Planning Workshops mainly for University and College students. Planning your Career for Success is one of the most important actions for a fulfilling and thriving work life. In these workshops Career Specialists present the very best tips and tools in choosing and adopting the most appropriate career for an individual.
3) Employability Skills
Finding the ideal job after choosing the right career and studying the most appropriate degree is not a cakewalk. There are tools and techniques on finding the right job, from preparing resumes to sending a thank you letter after the interview which paves the way for an individual to get the all important job. Not only finding the first job is important but for an evolving and thriving career it is extremely important to keep abreast of the current trends in the industry and keep developing your skills for preparing resumes and giving interviews according to the latest trends. Workshops at Headway will be focusing these areas of learning of the Pakistani Workforce.
4) Meet the Expert Program
Time and Costs are increasingly becoming the greatest assets one has and also the greatest challenge these days. Headway is offering a unique program of “Meet the Expert”. The format of this program is such that it allows professionals to grab as much knowledge, skills and expertise in a bare minimum time period of two to three hours. An expert will be called in for the program belonging to a specific field may it by Finance, HR, Sales, Marketing or any other field who will be giving a small speech or presentation of about 20 minutes. The floor will then be open to individuals of that particular field who will be asking questions to the expert and sharing practical, on the floor problems. We believe that this is a unique way towards enhanced learning and practical problem solving in a minimum time period as well as reduced costs up to 1/4th of a full day Training Program.
5) Training for Professionals
This learning Unit is focusing purely on Professional Training. The Professional Training section will cater to the needs of Professionals only, here the word Professional implies to those people who belong to a certain profession like Teaching, Medicine, Law etc. These Trainings will be done only by those belonging to the Profession
6) Executive English
There is no doubt that English is the language of correspondence and communication in this world. If you are not familiar with English you are almost illiterate. It is the language of the business world it is proven that those who are good at English fly the corporate ladder more quickly. We will be offering courses mainly divided into two major sections i.e. Spoken and Written English. Just go through the Events Calendar on the website to see upcoming courses.
Trainers’ on the Panel
n Mobeen Tejani – CEO, Headway / Freelance Trainer
n M Yousuf Khan – Freelance Trainer
n Rashida Valika – Student Advisor / Associate Professor, Szabist
n Parvez Rahim – Employee Relations Specialist – Aga Khan University Hospital
n Nizar Noor Ali – Head of Business Development, Surfactants Chemicals
n Saqib Mansoor – Senior HR Manager, TPS
n Raza Abbas – Freelance Trainer
n Zeeshan Lakhpaty – Freelance Trainer
n Imran Azeem – Manager Training and Monitoring Shell Tameer
Trainers’ Profiles are available on our website www.headway.com.pk, Trainers’ Profile section
List of Training Programs
Below is the list of few of the Training programs from the list of many we can offer through our Trainers.
1) Communication Skills
2) Presentation Skills
3) Time Management
5) Stress Management
6) Managing your Boss
7) Executive English
8) Skills of Performance
9) Winning through Customer Service
10) Selling made Easy
11) Negotiation Skills
12) Coaching and Mentoring Skills for Line Managers
14) Employability Skills
15) Unleash your mind potential
Following methodology will be used in completion of the Program:
1) Training Manual
A Training Manual will be prepared by the trainer which will be the guideline and source of the entire training program
2) Appropriate Teaching Methods
Didactic, interactive and psychometric tools of training will be used throughout the entire training program
3) Teaching Aids and Handouts
Slide presentations, audio visual aids, worksheet assignments and other handouts will be used during the entire program
4) Active Learning Exercises
As per requirement, active learning exercises will be carried out. This includes role plays, group discussions, brainstorming, skills practice etc
Social Welfare & Community Development Society (SWCDS) Burewala
Mother & Child Health, Education, Agriculture, Youth Development, Women Empowerment, Free Legal Aid, Good Governance, Child Labour, Poverty Alleviation, MDG 2015 No.4 & 5, Anti Norcotics, International Days Celebrations
email = firstname.lastname@example.org
A Non Profit and Non Government Welfare Organisation.
Street No.3, Gulshan-E-Ghani Burewala Distt. Vehari.
+92 300 759 1129
+92 334 778 422 9
+92 67 3770276-77
+92 67 302 138 9
People Education And Community Devlopement Organization (PEACDO)
education, health and community development
email = email@example.com
Head Office:SHOP NO: 02 BESIDE SHAH LATEEF LIBRARY JAMIA MASJID MATIARI
Sindh Rural Support Program
Mobilize disadvantaged groups, women such as haris (peasants), small farmers, landless laborers and other poor people for socio-economic empowerment.
email = firstname.lastname@example.org
SRSP related to sustainable development, women empowerment, poverty alleviation, food security, agriculture, land and water resources management, institutional development, social change and women development.
D-112, Nasim Nagar Phase-III
Qasimabad, Hyderabad, Sindh, Pakistan
Civil Society Support Program (CSSP)
1. To improve educational status of girls focusing quality education and promoting gender Awareness.
2.. To promote civic education for increasing participation of different sections of the society in civic issues and democratic process.
3. Strengthening civil society organizations and networks though training, technical and financial support.
4. To organize and engage youth in educational and broad basedcommunity initiatives and civil society movements.
5. Establishing knowledge and resource centers for enriching the intellectual capability of young generation.
email = email@example.com
Noor Muhammad Bajeer ( Executive Director)
CSSP Hyderabad Sindh
Bungalow # 5-d-4 naseem nagar phase 3 near naseem shoping mall
WRITER HANDS (PESHAWAR-PAKISTAN)
WRITER HANDS was established in 1996 and registered with
government of Pakistan. The main objective of this organization is to raise
awareness regarding different social issues (Basic Rights, Facilities,
Welfare and amenities to the people, including Drug Addicts, and in field of
Basic Health / Education Facilities, Child Protection, Women Development,
Sanitation, Water Supply, Environmental Protection Emergency Incident
and Rehabilitation and Fighting against
Violation of Human Rights) in the masses through print and electronic media,
so that the issues highlighted can be comprehended by people from every walk
of life as well as layman.
WRITER HANDS a welfare Organization comprising of poets, writers,
journalist, lecturers, lawyers and students free of all kind of atrocities,
discrimination, racism and political commitments.
WRITER HANDS has implemented many projects regarding different issues in
NWFP especially District Mardan with the technical and financial support of
different Donor agencies/Government and some of the projects are still in
progress. In a very short time WRITER HANDS gained considerable achievement
in social development sector.
WRITER HANDS is trying to do more for the poor and vulnerable people of the
area with your valuable cooperation. WRITER HANDS will be honored to share
ideas and experiences with your organization for the welfare of the society,
for which we will like to stay in touch with you.
Muhammad Zaman Adil
Office No 6/29 Bilor Plaza Peshawar Cantt: NWFP Pakistan
Cell: + 92 313-7771474
Ph: + 92 91-5509559
email = firstname.lastname@example.org
monitoring of the population in the field of education, health and environment in Benin
NGO ESE-Benin aims to fight against poverty and contribute to the harmonious development of people. It intends to reflect on the crucial problems hindering the development process in Benin have named illiteracy, with special emphasis on education in the case of girls and women because a woman is to educate educate a nation, malnutrition, undernourishment, diseases and various pollutants that degrade our environment.
Description_&_Address = 01 bp 3091 COTONOU Bénin
Society for Conservation and Protection of Environment
email = scope(at)scope.org.pk
Description:SCOPE is in the consultative status with UN ECOSOC and accredited with UNEP, GEF, UN CSD, UNCCD, HABITAT and many other UN and international environmental conventions, committees and bodies. It is member of International Land Coalition (ILC), Climate Action Network (CAN), Environment Liaison Centre International (ELCI), Environmental Law Allaince Worldwide (E-LAW), Freshwater Action Network (FAN) and DRYNET.
SCOPE is an active player in the implementation of UN Convention to Combat Desertification (UNCCD) and working in the drought affected drylands with local communities to manage natural resources.
1-Protection of natural resources
2-Conservation of wildlife and protected areas
3- Public interest litgation to protect environment
4- clean drinking water
5- protection of access to land rights for peasants
6- sustainable agriculture
7- combating drought and desertification
Rural Development Project-PAKISTAN
email = email@example.com
“A just and democratic society based on the principles of equality, fairness, justice and interdependence.”
Description: RDP was established in 1992 by a set of highly motivated, socially committed and like-minded individuals. It was formally registered with societies Act of 1860 in December 1993 as a non-government and non-profit organization. In the face of prevailing feudal political structure and traditional mindset peoples were feeling straitjacketed and a collective voice in terms of organized collective forum was need of the hour. Establishment of RDP was a long awaited desire and realization of the people of the Hazara to address the issue of Human Rights and it emerged as a catalyst in mobilizing and organizing the rural people for asserting their basic rights to expression, participation in politics and availing a rightful way to justice.
RDP started its activities in 1992 on mutual help basis by mobilizing and organizing the masses for bringing about a change in the status quo environment of political exploitation, gender-Discrimination and violation of children and women rights.
Currently RDP is a national level advocacy and development organization working in two districts named Haripur and Mansehra. With its head office in Mansehra, RDP is implementing a long term multi-sectoral program of livelihoods rehabilitation. In future organization intends to further expand its operations in Siran, Kagan and Muzafarabad valleys. After the recent ARMY operatons, RDP implemented Emergency response project to support IDPs families in Hazara Division. An Integrated Livelihoods recovery project is underway in District Buner.
Address: C1176 Sikandar Pur Road Haripur Pakistan. 0995-615502
Centre for Disaster Preparedness and Management, University of Peshawar-PAKISTAN
email = firstname.lastname@example.org
Imparting education and training in the field of disaster risk reduction/prevention/mitigation and management leading to post-graduate degree/diploma in disaster prevention and management.
• Promoting research leading to higher degrees and instituting research case studies to provide hands-on training in the fields of disaster prevention/mitigation and management.
• Assisting federal and provincial governments in disaster risk reduction through vulnerability mapping, information clearing house mechanism and training in risk assessment, prevention, mitigation and management from various forms of natural and man-made hazards.
• Assisting disaster management authorities at federal, provincial and local levels through case studies and compilation of best practices, such as adaptation strategies at district level to climate hazards, e.g., as droughts and floods.
• Providing a platform equipped with latest information/data, digital and spatial library to national, provincial and local government institutions for framing disaster management frameworks and early warning.
WHY IT IS IMPORTANT?
The importance of disaster management cannot be neglected as the globe is more frequently hit by disasters as compared to the past. The global warming and the climate change is causing more exposure of the globe to the hazards ultimately converting into disasters due to the lack of societies equipped with the advanced techniques of coping with the disasters. Therefore it is necessary to equip man with such knowledge and techniques so that the hazards could be avoided from being converted into disasters and that the effects of the disasters could be minimized and that in future disasters of every magnitude could be coped with easily. In this regard, the disaster preparedness and management is of supreme importance and also very important for each society.
WHY THE UNIVERSITY OF PESHAWAR TOOK THE INITIATIVE?
There is a lack of resource persons qualified in the disaster risk reduction and disaster preparedness and management. Therefore there was always a need felt in the relevant area for the qualified personnel in the field whenever the homeland was struck by a natural or man-made disaster. However the need of educating common masses in this field of study arouse when the northern area of Pakistan specifically NWFP was severely hit by a devastating earthquake on the 8th of October, 2005. There were thousands of people killed and left homeless and consequently millions of foreign aid flowed in the country but due to the unavailability of the qualified personnel, it took too long in the rehabilitation.
Another fact that compelled the University of Peshawar to take the initiative is that Peshawar City is lying very near to the Hindu Kush Series and is very vulnerable to various natural disasters. Particularly flash floods and earthquakes. Therefore the University of Peshawar can serve as a focal point, as there is no other well established university which could work on such a big level.
Therefore the think tanks combined and planned to form a well-organized structure which would educate the people in Disaster Preparedness and Management, as a result the University of Peshawar took initiative to establish the Centre for Disaster Preparedness and Management (CDPM) in collaboration with the GTZ and ICIMOD.The CDPM, University of Peshawar has become the pioneer of the Disaster Management Studies in the public sector as it has become the 1st institute to offer the 1st ever post-graduate one-year diploma in the Disaster Preparedness and Management.
The CDPM also intends to offer more specialized curricula in the Bachelor’s and Master’s Degree, which will produce much more specialized and qualified individuals as compared to that of the diploma holders.
Address: Centre for Disaster Preparedness and Management(CDPM, STC Building, University of Peshawar, NWFP, Pakistan.
Hyphen Media Institute (Malawi-Africa)
email = email@example.com
The strategic goal of Hyphen Media Institute is to empower the poor, vulnerable and marginalized communities to address poverty and other social concerns that bring human suffering thereby contributing to national and global development.
Description: Hyphen Media Institute commits itself to the transformation agenda of the Malawian situation and will contribute toward this at every opportunity as such it longs to see a Malawian society where communities are empowered to address their own development needs through active participation and access to information that will enable them make informed choices and opinions in their day to day lives
Hyphen Media Institute exists to empower the poor, vulnerable and marginalized communities to address livelihood insecurity, illiteracy, poor sanitation, environmental health and governance issues through provision to the Malawian society and the international community access to correct information, media facilities, and services for the benefit of the public and private sectors, with particular attention to the needs of the local communities.
In our work, Hyphen Media Institute will be guided by the following values:
1.Integrity –Living what we preach
2.Transparency and accountability - being open and accountable to stakeholders, the communities that we serve and ourselves.
3.Professionalism- Adherence to ethical conduct in the discharge of our day to day duties
4.Objectivity – ensuring that messages send home the intended impact
5.Accuracy – Ensuring messages reflect needs of targeted audience
Hyphen Media Institute
P.O. Box 30337
Human Development Foundation-PAKISTAN
email = firstname.lastname@example.org
To facilitate a non-political movement for positive social change and community empowerment through mass literacy, enhanced quality of education, universal primary healthcare and grassroots economic development.
Description = Transforming Lives…!Established in 1999, Human Development Foundation (HDF) Pakistan is one of the leading development sector non-profit organizations, registered under section 42 of the Companies Ordinance, 1984 of the Government of Pakistan that also enjoys tax-exemption under section 2(36) of Income Tax Ordinance, 2001. In 1997, visionary Pakistani expatriates of USA realizing the dire need of community empowerment for sustained and meaningful progress established Human Development Foundation North America (HDFNA), in Chicago, USA. As an offshoot of HDFNA, HDF, Pakistan was created to empower the people of Pakistan and to transform their lives through a holistic approach of integrated programs. HDF is aligned with the Millennium Development Goals and has been certified by Pakistan Center for Philanthropy (PCP) and NGO Resource Center (NGORC) under their Institution Management and Certification Program (IMCP).
Working as a catalyst, HDF provides people with the skills necessary to make use of their available resources. It empowers the communities that help initiate a change in society. This approach of utilizing integrated program services includes Social Mobilization, Education, Health, Economic Development and Sustainable Environment initiatives.
Presently, HDF is represented in all the four provinces of Pakistan and AJK through its eight regions i.e. Mardan, Tando Muhammad Khan, Rahim Yar Khan, Zhob, Karachi, Islamabad, Lahore and Muzaffarad Complex (Azad Jammu and Kashmir). Through its integrated program services, HDF is directly supporting over 28,000 households that make over 200,000 people and another over 100,00 people are also being supported indirectly through its partner organizations.
HDF House 19, Sumbal Road, F-10/3, Islamabad
email = email@example.com
MISSION: To facilitate socio-economic change in the lives of disadvantaged people, particularly women and children, in the southeast of Bangladesh through the promotion of income and employment generation activities, health services, education and awareness raising.
Description: SDE Bangladesh is a non-governmental, voluntary, not for profit making, non-religious and development organization. From inception in 1992, it has been implementing various development activities to uplift the socio-economic and cultural condition of the ultra poor, reduction of poverty and hunger; improve the health and hygiene condition. It has given emphases to the development of the women and children through awareness raising, access to the local resources, strengthening capacity and skills of their organization, imparting felt-need based problem-solving program by adopting modern scientific knowledge and techniques.
ISDE Bangladesh has been covering with the various services for the disadvantaged and under developed community people through giving emphasis to the children and women at southeastern part of Bangladesh including Myanmar (Burma) boarder districts Cox’s Bazar, Chittagong and Chittagong Hill Tracts. The major activities are self help institution building of poor women & development, awareness raising & motivation, women Income & employment creation, human and skill development training, non-formal education (adult, adolescent & children), nature & environment development & social forestry, prevention of dangerous climate changes, biodiversity management, homestead gardening and nutrition education, primary health and adolescent reproductive health care, safe motherhood care & support, promotion of child rights & development, safe drinking water supply and sanitation, STI/HIV AIDS prevention and education, regenerative agriculture, empowerment of coastal fishing community, access to justice and good governance, civic education, promotion of volunteerism, youth and community development, disseminating gender concept and developing social entrepreneur for stopping violence against women, human rights and legal education, democracy and legal education, women participation in local governance, reduce gender discrimination, rights of adivashis & minorities, campaign on stops illegal use of small arms, peace building and peace education, prevention of trafficking and sexually abuse, consumer education & rights, tobacco control, ICT education and mobilization, integrated disability in community development, fisheries development & livestock development, arsenic mitigation, sustainable alternative energy resource and improve cook stove use, disaster & risk reduction and early recovery etc.
S M Nazer Hossain
House # 291, Road # 12, Block-B,
Chandgaon R/A, Chittagong-4212
Tel: 088-0443-3382351, 031-671727(R), 0171-3110054,
Legion Against Adversities of Society-PAKISTAN
email = firstname.lastname@example.org
Mission: Harnessing peoples’ potential to alleviate their poverty and to awake their spirit of self reliance
Address = College Colony Saidu Sharif Swat, NWFP
Description: Yar Muhammad Samejo Educational Society & Development Organization (YMSESDO) is non-profit non-religious non-government organization based at Usta Muhammad District Jaffarabad, Balochistan, Pakistan. YMSESDO was founded in 1995. Yar Muhammad Samejo Educational Society & Development Organization is registered with the Volunteer Social Welfare Agencies; Registration & Control Ordinance 1961 Under Registration # 17/05/CD.The organization is also registered with Societies Act 1860 government of Balochistan with registration number 746. YMSESDO formed by a dedicated group of development workers and corporate philanthropists to work for agriculture development, women development, HIV/AIDS Prevention & Care and relief and rehabilitation in Balochistan Province. Balochistan is neglected, backward and remote Province of Pakistan, which has been facing lot of problems. District Jaffarabad is one of the poorest city of Balochistan Province and the rural communities live in miserable situations.
We intervene with participatory approaches and involve all stakeholders to ensure smooth implementation and result oriented projects and ensuring community ownership through their active participation. Our strategic target groups are community based small groups having potential and capacity to initiate developmental activities. We raise local leadership for sustained activism for their own development. Our interventions broaden the communities’ vision towards strategic dimensions of their community based development work.
Our thematic areas of services are i.e. sustainable agriculture, women empowerment, adolescent’s reproductive health, Education, primary health, HIV/AIDS and disaster response. The activities are focused to benefit women and children in broader context as women and children are the most vulnerable segments in our target areas and they become the prime victims of poverty, misery, hunger and injustice.
Al-Falah Health Organization-PAKISTAN
1. Name of NGO: _______Al-falah Health Organization ® (AHO)
Full Name of NGO
2. Postal Address: 33 Faisal Town Sillanwali __Sargodha Punjab
3. Year of establishment: ___2003____________
4. Registration with. _Social welfare department_ Registration No. & \Date:DOSW(SGD)2003-27 Dated 9 dec 2003
5. Focal Person : Ehsan Ullah Malik ( President )
Contact No:92 300 6036800 Email : Maliksgd@hotmail.com
Web : www.ahop.tk
6. Introduction, background and rationale:
AHO is working for awareness for social Development in the field of health for all, PHC/RH/FP/HIV/AIDS/Hepatitis anti –narcotic campaign, Tuberculosis (TB), environment activities with specific emphasis on control and prevention training and capacity building for different groups in the community. Awareness and education in the above mentioned field to create responsibility for community and for family is at top priority on agenda. The organization has established linkages with health institutions for early referral and for reducing neo-natal, infant, child, mortality in collaboration and coordination with community. Awareness raising health education on EPI,MCH/FP/ Reproductive health, Anti-narcotics activities for youth are one of major program for creating awareness, raising to appropriate center for treatment and rehabilitation
· Awareness campaign for drinking water
· Trainings for capacity building
· Primary health care ( Awareness campaign against fatal diseases )
· Community rural primary schools
· SKILL development Center for women ( Gender Empowerment)
· Peace through interfaith dialogue
· Agri services
· Advocacy for the achievement of MDGs
Though government is being providing these services in these area, but due to shortage of qualified and lack of compressive skill and unavailability’s of road public could not get medical facilities and awareness, COs, /CBO,s and health groups of this organization are already functional and communities members are committed and sensitize. The purpose of this project is to influence and improve Family Planning policy and practice through its support for quality research and effective advocacy. However, there is considerable scope for learning in the public sector and civil society in these area for effective advocacy can be contributed positively to policy reform and practice change. This could be a fruitful area for advocacy activity.
Aims & objectives of NGO __ Providing basic health facilities (especially mother care) to the deprived rural community who belong to extremely low income groups and unskilled agricultural working class. Enhancing education facilities in rural areas with the objective to produce skilled labor and improve literacy rate. Promote human rights awareness in the illiterate masses in order to sensitize them to the seriousness of the issue and remind them of their long-forgotten basic rights. Support women development in the rural areas and discourage gender discrimination through concentrated efforts of public awareness. Aware people about fatal disease e (HIV/AIDS, Polio, Hepatitis, etc) arranging seminars & banners. Blood Bank (Free blood donation society) We intend to build a Trust Hospital for needy in future. We intend to work in general welfare fields and help government machinery in public welfare projects)
7. Geographical Area of Operation/Activities: ____Rural and Urban tehsil Sillanwali Distt. Sargodha
(Sillanwali tehsil is a back word area of Sargodha distt , located at jhang and chinot Border .
Population of this Tehsil is 141815 men 173330women total 315145,
Action for the Rights of Children (SHANGLA-PAKISTAN)
To enable people to take responsibility for the situation of the deprived child and so motivate them to confront the situation through collective action, thereby giving the child and themselves an opportunity to realize their full potential.
Description_&_Address = ARC Shangla, Hussain Manzil Besham Bazar District Shangla NWFP Pakistan
email = email@example.com
Baku Volunteers\' centre (Azerbaijan)
email = firstname.lastname@example.org
The main aims and objectives of the center are:
“Baku Volunteers’ Center” was formed in 2003. The Center was formed by Jeyhun Shiraliyev, a specialist on international relations. We are non-profit, non-governmental, youth organization.
Our missions are:
• To build young people’s self-esteem and self-confidence;
• To build young people’s capacity to consider risks and consequences and make informed decisions and take responsibility;
• To help young people to develop social awareness and a sense of social solidarity;
• To develop their ability to manage personal and social relationships;
• To offer worthwhile and challenging new experiences;
• To provide learning opportunities to enable young people to gain knowledge and develop new skills;
• To help young people to develop social awareness and a sense of social solidarity;
• To give young people a voice in decision-making which affect their lives;
• To enhance young people’s role as active citizens;
Our main activities:
• assessing the needs of young people, and planning and delivering programmes related to, e.g. health, fitness, smoking, drugs, relationships and bullying;
• running arts-based activities, community/environmental projects, residential activities, outdoor education and sporting activities;
• befriending and supporting individuals in various settings;
• recruiting and training staff, including volunteers; meeting, liaising and networking with educational establishments, social services, and other agencies, to address issues and promote opportunities for young people;
• working with parents and community groups to win support for improved provision and acting as an advocate for young people’s interests;
• identifying and pursuing sources of funding for projects to improve services and/or resources for young people;
Our values are fundamental to the process, raising the confidence of individuals, their contribution to society, and their value as citizens. These values are: Empowerment of young people; Equality and inclusion; Respect for all young people; Involvement of young people in decision-making; Partnership; Voluntary participation
Tel/fax: +994 12 439 83 26
Address: 14B,A.Alekberov Str.,Baku Azerbaijan
AAS (AIDS Awareness Society)-PAKISTAN
email = email@example.com
DESCRIPTION: Awareness & Prevention of HIV & AIDS, Promotion of SRHR among young people, Improvement of Maternal Health
Address = 2/6 A, Al Noor Town, Walton Road, Lahore, Pakistan,
Sanjh Development Foundation Mianwali -PAKISTAN
email = firstname.lastname@example.org
Social development of marginalized communities especially women through mobilization, group formation and capacity development
Description = slums in Mianwali district shows For the next five years SDF experience of working with rural and urban that a poverty alleviation process must take into consideration people\'s awareness, understanding and acceptance. Projects need to be identified, designed, executed and evaluated by the poor themselves, based on their own needs and perceptions. As the process evolves, it also depends on the internalization of the group\'s needs. None of this can be predetermined as required by the conventional project approach.
Experience now confirms that poverty cannot be eradicated without the participation of the poor themselves. Any strategy of sustainable development, designed with the objective of eradicating poverty, has to involve the large numbers of the poor and has to begin by bringing about unity among them.
The rhetoric of the empowerment of the poor through their participation has entered the vocabulary of conventional thinking and practice on poverty alleviation. But the fact that participation and empowerment of the poor are alternative instruments that can permit the poor greater access to resources (not only to land but also to credit, health and education) and ensure greater equity has yet to be properly internalized. Participation means building countervailing power which leads to a healthier democracy.
The focus on immediate issues rather than on larger concerns of social and political transformation has led, in each case, to a movement from the simple to the complex; from a reliance on external support, to generating community resources for self-reliance and self-development; from knowledge and skills being in the hands of external agents of change and the elite to being more widely shared in a participatory manner; and from power being concentrated among a few to it being dispersed so that internal authoritarianism is less likely to arise. Above all, it displays a resurgence of confidence by the poor themselves in the making of their own future.
SDF’s experience also endorses that where the poor participate as subjects and not as objects of the development process, it is possible to generate growth, human development and equity.
These instances demonstrate that at relatively lower levels of income it is possible to achieve a high level of human development.
All SDF’s success cases have demonstrated that through the formation of homogenous community groups with similar socio-economic backgrounds, the poor can achieve human development and contribute to growth. Individually, they would not have been able to overcome the obstacles in their struggle for survival, security and self-respect. Poor women, who carry the double burden of being women and poor, have gained positively in this approach. Alone, a poor woman is very vulnerable, but a number of women coming together creates a sense of solidarity. For all categories of the poor, organization is strength. Building organizations of the poor requires awareness-building and sensitizing the poor to the causes of poverty and the need for concerted action to overcome them.
Once organized into groups, the success cases motivated their members to start regular if very modest saving. Regular saving provides a new sense of an accumulation process and also contributes to a higher level of empowerment. Savings preceded access to credit. In the past, the poor were dependent on moneylenders who not only charged exorbitant rates of interest but also demanded a dehumanizing dependent relationship. Success has been greater where credit and savings have been integrated. Repayment capacity and group cohesion have also been strengthened as collective savings became a new common property that provided equitable benefits. Although over the past five decades, the government allocated substantial sums of money for credit purposes, particularly for the poor, their delivery and utilization have been limited. These limitations are often the result of the very culture of lending institutions. They cannot reach the millions of poor because of bureaucratic procedures and collateral requirements. This does not mean that the poor do not use credit. In the absence of formal sources of credit, they revert to the informal sector and are forced to enter the \"debt trap\" of moneylenders. Annual interest rates are invariably very high and often range between 100-300 percent while formal interest rates are much lower. This is equally true when they borrow for their survival needs from moneylenders. The debt trap has sometimes led to bondage.
Experience shows that once adequate savings accumulated, the poor could start their own group credit programs without the need for formal collateral. Group activities also ensured a high rate of repayment because of peer group pressure. Group savings led to a reinforcement of mutual trust that served the twin purpose of credit without conventional collateral and an inbuilt mechanism to ensure timely repayment through peer monitoring. In the process, an elaborate credit program, with a very high level of repayment performance, had been initiated in most of the cases. As a result of this kind of social mobilization and accumulation process, a significant quantum of community assets has been created cost-effectively. The real income of beneficiaries has gone up and many of them now tend to save at a rate even higher than the national saving rate. The new process of accumulation also ensures higher levels of investment and asset creation by the poor and, in the process, greater equity is assured along with growth.
Once organizations of the poor are built and the new accumulation process begins, there is a need for self-management to sustain the process. Training and sensitization play a crucial role in the new system of self-management of group activities.
SDF believes that a key to social mobilization is to offer the poor a partnership in development through a \"sensitive support\" organization. Such an organization also performs a critical function as an umbrella organization for capacity building. This entails a set of obligations on the part of each partner, and is the hallmark of the support organization. While other agencies and organizations offer a \"soft\" approach and \"inputs\" which further reinforce inertia and dependence, the support organization offers a \"hard\", well coordinated approach, leading to self-development. Under the \"soft\" approach, other agencies undertake activities for the beneficiaries. Under the \"hard\" approach, two steps are involved--firstly, activities are undertaken collectively by the beneficiaries mainly with their own resources; secondly, when the beneficiaries have achieved an appreciable degree of experience and self-reliance, the support organization will start concentrating squarely on furthering capacity building and information networking. The support organization does not undertake activities on behalf of the villagers. It provides an enabling environment and a sensitive support mechanism in which people can work for themselves to improve their own lives.
Poor women have taken very effective advantage of the process of social mobilization. They have demonstrated that a great deal of their dormant energy, when released, could lead to a new power to tackle the double burden of gender and poverty. In the process, they also take care of other social deprivations and as a result, the entire family is benefited.
It was in the confluence of these trends that SDF took off as historically as a national organization committed to supporting participatory self-development initiatives in various underprivileged communities of Lahore and its surrounding areas.
When SDF enter into a participatory process of community mobilization for a self-reliant development, they become aware not only of their resources, but also of the systemic (political, social, historical, economic) factors which maintain and perpetuate their poverty and deprivation.
SDF views \"development\" as essentially a homocentric process. It is man, not his environment that needs to grow and develop. Every new-born child has all the potentialities of what humanity as a whole has so far actualized, achieved in terms of civilization and culture. Given enabling environment, all these potentialities could become kinetic. To interpret development in terms of infrastructure or industrial growth is to limit it merely to economics.
1. Development is economical, psychological and social:
lack of self-initiative
absence of self-sufficiency
2. Governance: Issues related to democracy and good governance, situational analysis on political and social issues.
3. Social and Development needs, reasons, bottlenecks and alternative solutions of development problems. Tolerance in terms of political & ideological differences for promoting dialogue and discussion. Militarization and sectarianism, exploitation, Gender
4. Conflict resolution at community level -- who is going to resolve these conflicts and how?
Sanjh Development Foundation
House No.E-84/2 near fahad plaza Mianwali
Haray Rama Foundation Pakistan
email = email@example.com
Human Rights, Interfaith, Education
Description= We are working for Dalits of Pakistan, and other minorities of pakistan
address: 111-P,East Rahim Yar Khan+92-300-967 5588
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Address/Contact Details: Near DHQ Hospital, Timergara, District Dir Lower, NWFP-Pakistan
Contact No. +92-945-621550, +92-346-8002700
Focal Person: Syed Inam-ul-haq
Mission Statement: Bring together all the communities for the best utilization of available resources.
To ensure the qualitative & quantitative education.
To provide the basic health facilities to the people.
To work on hygiene education to aware the people about the hazardous diseases & their effects on their health.
To work on water & sanitation in order to ensure the access of the people to safe drinking water & to discourage open defecation to stop diarrhea and to contribute to the environmental cleanliness.
To work on wild life conservation i.e. to preserve the old species (birds/animals) and introduce the new ones in the locality.
To protect the rights of all human beings especially children & women.
To ensure sustainable by utilization of natural resources as well as community participation.
To manage the risk disaster & emergencies.
To work on social & political problems.
To work on paralyzed and handicapped people to make them able to live a dignified life.
To work on women-folk to equip them with various skills to make them self-reliance in the decision-making process.
To contribute to the millennium development goals (MDGs).
To work on various campaign i.e. Polio, family-planning, human-trafficking.
Conduct Sports Activities
Help the IDPs of Maidan etc.
Rural Women\'s Movement (RWM)-SOUTH AFRICA
email = firstname.lastname@example.org
build women\'s indegenous movement
Description = Indigenous women\'s property rights movement
38 Valley Road
Sea Cow Lake
Lodhran Pilot Project(LPP) - PAKISTAN
email = email@example.com
To supportthe lical cummunity in the provision of basic necessities
Description: The year 1999 was a crucial period in shaping the map of Lodhran, as Lodhran Pilot Project (LPP) was emerging as a Local NGO to address the gigantic issue of sanitation, under kind supervision of Muhammad Hafeez Arian, a selfless unique individual who laid the foundation of LPP under the progressive leadership of Jahangir Khan Tareen. He worked with Dr. Akhter Hameed Khan for 15 years, and then shifted to Lodhran for noble cause of sanitation.
LPP is the first kind of its NGO addressing the issue of Rural Sanitation in small district Lodhran. LPP is working for sanitation in 121 villages through community participation since 1999.
Lodhran Pilot Project aims to provide low cost sanitation facility in the rural areas through community participation. Since its inception in 1999 till the year 2004, LPP successfully implemented low cost community owned sanitation schemes in 18 villages of District Lodhran in addition to 123 streets in Lodhran City. The success of LPP generated the need for sanitation system by local communities through out the District.
Postal Address is:
Lodhran Pilot Project(LPP), Jalal Pur Mor, District Lodhran,Pakistan. Contact # 0608-362928
Jl. Tgk.Chik Lr. E.No.18 Beurawe
PO. Box 141 Banda Aceh 23001
Telp. +62 651 7428446
Email. ccde.aceh@gmail. com
Web : www.ccde.or. id
When there was very few non-governmental organizations existed in Aceh, three NGO activists established Center for Community Development and Education in November 30, 1993. The background was concerns and care on vulnerable women’s life that were marginalized, discriminated in the community because of gender inequality, etc. Women were discriminated in all sectors of life that caused women live in poverty. Naturally, poor women then lost their access to all public sectors, such as economic resources, education, and even politic, etc. This condition then caused women powerless intellectual and financial. All of these conditions became the concerns of CCDE to bring women out of poverty. Therefore, it became the dream of CCDE to help women as mentioned in its vision and mission
The dream to bring women out of poverty, intellectual and financial encouraged CCDE to make it happened. But, as what we often hear is that every beginning is difficult. It also happened to us when we started our work in the community. We were lacking of resources, money and human resources. However, CCDE tried to do what it could do. Therefore, the first thing we could do was coming to the community to organize women in the rural area. Started organizing two women’s groups in Manggeng, South West Aceh, through technical assistance, as our strategy for creating educative activities for women. It was not easy to start an NGO since not many people would support the activities or the works in the community. Therefore, at the early years from 1994-1996 CCDE worked very slowly with very small resources.
So, in order to build the organization, CCDE built its networking with other NGOs, local, national and international. Hence, CCDE built communication and collaboration with many stakeholders, included national NGOs such as ASPPUK Jakarta, Bina Swadaya, PPSW, YIS Solo and also with some embassies in Jakarta and donor agencies.
Before tsunami disaster, CCDE office was in Kajhu, Baitussalam, Great Aceh. Unfortunately, when the tsunami disaster hit and devastated Aceh on December 2006, all CCDE’s facilities such as office, women training centre, and fund raising, division which consisted of an English course and stationary shop were washed away by tsunami. The tsunami seemed to be the end of our work. Even worst, director and staffs of CCDE were not spared severe loss of beloved marriage partners and children. In addition to CCDE materials damage, 10 women’s groups comprising of more than 300 women have been vanished with them houses and enterprises. The disaster forced many others to temporarily stop their operation.
Fortunately, when CCDE was collapse because of the tsunami disaster, the commitment and spirit to rebuild CCDE still existed. Therefore, the Director CCDE who survived from the disaster restarted its building CCDE on March 2005. To run the activities, CCDE rent a small house and purchasing some office equipment and recruited new staffs and new volunteers. Fortunately, some organizations, as CCDE’s network, helped CCDE with some donations. CCDE got some supports from Oxfam, Swiss Contact and some donations from net-Kraft Germany. In May 2005 Swiss Contact came and helped CCDE with the small project to help women’s groups organized by CCDE. Still in May 2005, Tifa Foundation supported CCDE’s work with a program revitalizing the Meunasah as the center of Community education in South West and South Aceh. In the same year CCDE got support from WDP Germany for helping CCDE building Women’s capacity through educational and economic development service. In 2006, CCDE got more supports from various funding such as Deutcshe bank 100.000 euro for Microfinance Development Project for Tsunami Victims. This program is aimed at building women, the survivors of tsunami disaster in Bireun district. Here CCDE provided various training series and working capital through micro credit scheme service. International Youth Foundation which office in Baltimore, USA also supports CCDE for helping the youth the survivors of tsunami building entrepreneurship among the youth. The program which is supported by Nokia has been two years from 3 years program set up until 2009. The program supported called The Tsunami Reconstruction Initiative Program for the Youth in Aceh is still running in 5 districts in Aceh. WDP Germany as one of the CCDE’s supporters had also continued its supports for CCDE in 2006-2007 with the program, Building women’s capacity through education and economic development service. In this program CCDE covered two areas of working namely women in South Aceh and in Central Aceh. The program finished at the end of 2007. Hivos, which had supported CCDE with building Acehnease women’s writing habit, also continued its support for CCDE to build Acehnese Women’s writing Habit from March 2008 to March 2009. Other supporting resources received by CCDE was from Oxfam GB which provided some funds for CCDE to run the Integrated and Sustainable Micro finance for the tsunami survivors in Banda Aceh and Great Aceh. This program was held from November 2006- November 2007. In 2008, Oxfam GB has initiated its new supports for CCDE to run a program on Eliminating Violence against women in Aceh. This is a six months program, which is addressed for 200 women from 14 districts in Aceh. In this program women as the beneficiaries of the program are served through a serial of creative writing training and civic education dealing with the issue eliminating violence against women ib Aceh. Generously supports also came from The Finnish Embassy in Jakarta. The Embassy helps some funds for building Acehnese women’s capacity from 7 districts in Aceh in 2008. Terre Des Hommes Germany with its generous supports CCDE implementing its program for Acehnese women and children. Terre des Hommes, for three years program helps CCDE Promoting the good quality and capacity building of the teachers and Children in schools and empowering Acehnese women. This program will last until November 2010. This year, CCDE builds networking with Crisis Management Initiative for increasing Acehnese women participation indecision making process and peace building in Aceh.
For covering 14 districts in Aceh, CCDE is now organized by 20 staffs. Most of the staffs are females. This organization is conducted by involving all staffs in the decision making process. CCDE uses participatory leadership in order to create a comfortable and cooperative condition in working and providing services for women.
It is always relevant with CCDE’s vision. The vision of this NGO is the realization of civil society which is democratic, justice, equity,collaborative, opennes, participatory, critical, educative and responsible. So, here the objectives of CCDE is to bring women live in a wealthy, equal,and fair for the need of all. Hence, the dream of CCDE to pull out women from the poverty will come real, since the works of CCDE get supports from stakeholders who may concern on women.
Now, when CCDE is 15 years old, it is still consistence with its work and vision. The age of a teenager which is still not stable yet. Since it is the 15th anniversary, it is a good moment for reflecting. It is the time to see whether CCDE is still on the track or not. Does CCDE still work for women as it dreamed at the time this organization established? Should CCDE change the paradigm and the styles? It seems that, CCDE seriously and consistent empowering and strengthening women in Aceh. Even Center for Community Development and Education (CCDE) Banda Aceh, actually is not a women’s organization but it is an organization which concerns and works for women.
Knowing CCDE closer, it is good to see what it has been doing since 15 years ago. CCDE as a local NGO in Aceh has been trying to work harder and harder from the bottom. As a local NGO which concerns on empowering women and children, CCDE has been providing various activities. The activities are as follows:
The training series provided by CCDE consists of training which aimed at Improving women’s knowledge, attitudes and skills, CCDE also trained women to change the thinking paradigms and raising women’s awareness on every issue faced by women in Aceh. Therefore, the training series provided by CCDE are training series, which can support the vision and mission of CCDE. All these training activities are aimed at bringing women to be more powerful and strong. Below are the training activities provided previously and in the future such as Training Community Organizing, Small Business Management, Production Management Training, Marketing management Training, Credit Union Training, Vocational Training, Training Reproductive health, Journalistic Training, Creative writing Training, Leadership Training, Civic Education, etc.
Monthly Discussion serial
Another strategy to build women’s capacity is through discussion series. CCDE encourage women to run discussion activities in their community. Here, CCDE does monthly discussion series in order to increase women’s awareness, improving women’s capacity in expressing ideas and thoughts orally, strengthening women’s self-confidence to speak in front of public. These activities are still going on. The topics of discussions are the actual or current issues faced by women in their community.
Women Economic Development
Since women have less access to financial resources, CCDE initiates and provides working capital for women who want to build businesses. Therefore, since 1996 CCDE has been providing a financial service through micro credit program for women micro entrepreneurs across Aceh province. The mechanism and procedure of accessing micro credit are always discussed and negotiated with women as the beneficiaries of the program provided by CCDE. CCDE makes women easy to access the credit. The result, women can show their good track in repayment.
CCDE has a lot of experiences in helping women and female youths to build entrepreneurships through its educational and financial services. CCDE as a local NGO provides some funds, which can be lent for the beneficiaries anytime they need. The mechanism of the micro credit firstly made together with the clients. In distributing the micro credit, CCDE started its credit from IDR 50.000,- and now it has been IDR 6.000.000 per client. Especially for the female youth CCDE has given credit until IDR 25.000.000,-
Providing Reading Center and Publishing POTRET.
Women actually have a lot of problems to be sounded through media. Unfortunately, women have less capacity in writing and less access on public media. Based on this condition, CCDE builds women’s writing capacity through various creative writing training series. In order to give space for women to express their problems, thoughts and ideas, in 2003, CCDE tried to provide two facilities for women in order to build reading and writing culture for women. The first facility is providing books by opening a small library in Manggeng South West Aceh. This library provides about 2000 books where women who live in Manggeng can access any information at the library. And the second facility is publishing POTRET, a journal for women. This journal is the media for women to express their ideas and thoughts in written language. Women here are involved in producing POTRET where women are the resource who writes for the journal. The publication of POTRET at the first year was under support of WDP in Germany. It was published quarterly, where all contributions or the contents contributed by the women. Now after the tsunami disaster, POTRET is published monthly. The publication of POTRET gets good progresses. In 2003, it was only published with the form of newsletter printed 1000 copies. Then the form to be changed in journal style with 1000 copies, Now moving to the magazine’s style with 4000 copies published every month and distributed to all women the beneficiaries of the CCDE’s programs. Besides, POTRET is also distributed to NGOs, local, national and international and also to embassies.
Scholarship for Orphans
After the tsunami disaster, CCDE then ran a new program for helping orphans the survivors of tsunami disaster. CCDE provides a scholarship program for the orphans the survivors of the tsunami who now live with their adopted family or with their relatives. The orphans receive a small amount of money every month directly to their bank account. There are 51 orphans as the beneficiaries of this program. Besides helping those 51 orphans, CCDE through its collaboration with Terre des Hommes, helps 80 poor and orphans children at 3 schools in Great Aceh. They receive IDR 200.000,- every month.
Great Thanks for those who have supported CCDE to work in the Community
In this occasion, it is a great time to thank for all stakeholders who have helped CCDE in 15 years of its age. Here, we would like to thank for: ICF (Indonesia Canada Friendship) in Jakarta, ASPPUK Jakarta, Community Recovery Program (CRP Jakarta), CRS Jakarta, Canada Fund, New Zealand Embassy, WDP Germany, Novib The Netherlands, Tifa Foundation, Heifer Project Indonesia, Swiss Contact Medan, Hivos, Oxfam GB, The Samdhana, Crisis Management Initiative Helsinki, International Youth Foundation in Baltimore, USA, Asia South Pacific Bureau for Adult Education ( ASPBAE), Walhi, FBCB Sumatera, Deutcshe Bank, TDH Germany, Finnish Embassy, Crisis management Initiative other national network such as Education Network Justice for Indonesia, etc. These stakeholders have been very helpful building CCDE capacity in dedicating its work for empowering and strengthening women in Aceh.
Now after the rehabilitation and reconstruction of Aceh post tsunami, international donors and other funding agencies exit from Aceh, CCDE as a local NGO tries to build the sustainability of program in order to keep the program existing since there are still many people needing our services. CCDE tries to do some fund raising activities by utilizing and revolving the funds of micro credit owned by CCDE. The distribution of the micro credit for more beneficiaries in Aceh since before and after tsunami disaster, has helped CCDE can remain working with more people in Aceh until now.
The culture of the organization
CCDE as a very locally small NGO, which operated firstly in one sub district, now has been working in 14 districts organized by 20 people where 13 of the staffs are female and 7 are males. There are also 16 community organizers who support CCDE’s work in the community.
Since it was established the decision making processes made through the participatory approach where all staffs and community organizers are involved actively.
CLEAN WATER CONFERENCE REPORT
women Day Article Contest
European Commission Call for Funding Proposals
The European Commission is seeking proposals for projects in Pakistan
that will focus on " Improving the provision of water and Sanitation Service"
deliver to the communities in NWFP & Balochistan.
Max. Funding Amount = 750,000 EURO
Min. Funding Amount = 500,000 EURO
Interested applicants of NWFP & Balochistan should submit the
concept notes latest by 12th April 2010.
For the preparation of concept notes, contact us as soon as possible.
Our charges for the preparation of concept note is: Rs. 15,000 Only
Our charges for the preparation of project proposal depends on the
Minimum and Maximum Funding Amount.
If your project will under 500,000 EURO, We shall charge Rs. 80,000/-
If your project Proposal will around 750,000 EURO, we shall charge Rs. 140,000/-
For more details, feel free to contact us
Hammad Yousuf, Managing Director
Organizational Development Consultants
NGO Consultansy Firm
Off # 5, Mujahid Plaza
Jinnah Avenue, Blue Area,
Training at LUMS-Managing Human Resources in Social Enterprises
Report Writing Skills training at SFPI
Short Course on Leadership in Family Planning and Reproductive Health
TCF Theatre Festival 2010
Islamabad, 10 December 2009: The Government of Japan signed an agreement today with the United Nations Development Programme (UNDP) to provide USD 12 million ...
Peshawar, December 14, 2009 - In a ceremony held on December 14th, U.S. Consul General Candace Putnam delivered four search and rescue equipment kits to the NWFP Provincial Relief, Rehabilitation and Settlement Authority (PaRRSA)...
ISLAMABAD, Dec 13 (APP): Earthquake Reconstruction and Rehabilitation Authority (ERRA) has completed 5,000 projects in northern quake affected region of the country.Besides, same number of projects are underway ...
Deterioration of human rights and security accompanies increase in terrorism and conflict...
Our global footprint now exceeds the planet's capacity to regenerate by more than 30%. The response of the business community to the sustainability agenda is crucial...
A list of NGOs working in Pakistan
The usage and deployment of ICTs assist in creating benefits in all aspects of daily life and entail skilled personnel to employ newly developed ICT applications. ICTs also contribute to sustainable production and consumption patterns, as well as reduce traditional barriers, providing an opportunity for all to access local and global markets in a more equitable manner.
The new markets structures have necessitated a new set of skills which assist in the development and use of ICT services. ICT applications are now user-friendly, accessible to all, affordable, adapted to local needs in languages and cultures, and support sustainable development.