D ECISION M AKING IN NPO S ECTOR L ECTURE 23 MPA 505 MPA Program Riffat Abbas Rizvi.

DECISION MAKING IN NPO SECTOR LECTURE 23

MPA 505MPA Program

Riffat Abbas Rizvi

AGENDA

Preview of Last Lecture Mission, Vision of SDPI Management Procedures Efficiency and Effectiveness CFA-Council Powers Dynamic Procedures Structures Core Activities Support Program

AGENDA

Research Main themes in Research Monitoring and Survey Unit Project Acquisition and contracting Committees Data Bases Archives Transport Conclusion

Mission Statement The Sustainable Development Policy Institute

provides the global sustainable development community with representation from Pakistan as well as South Asia as a whole. The Institute's mission is:To catalyse the transition towards sustainable development, defined as the enhancement of peace, social justice and well-being, within and across generations.

Vision To be a center of excellence on sustainable

development policy research, capacity development and advocacy in Pakistan.

MANAGEMENT PROCEDURES

These management procedures have been developed to streamline the functions and provide guidelines for smooth operations of all organizational activities of the Sustainable Development Policy Institute (SDPI).

EFFICIENCY AND EFFECTIVENESS

These aim at bringing efficiency in operations and an increase in productivity, through developing a set of "staff rules", and "financial procedures".

CFA

In circumstances where these procedures are silent or if there is a lack of clarity or dispute in any of their provision, guidance may be sought from the Council of Fellows and Advisors (CFA).

POWERS

The Executive Director (ED) or any other official of SDPI to whom such powers have been delegated by the competent authority may issue instructions/ memorandums to explain/interpret various provisions of the procedures for specific needs.

DYNAMIC PROCEDURES

Hence these procedures shall be dynamic and shall be subject to change, to cater for any future requirements of SDPI.

CHANGES IN PROCEDURES

Any such changes in the procedures shall only be made through the recommendations of the Council of Fellows and Advisors and decisions of the Board of Governors (BoG) of SDPI.

MANAGEMENT STRUCTURE

SDPI has five streams of operations i.e., Support Activities, Research Programmes, Advocacy, Centre for Capacity Building and Internal Audit.

CORE ACTIVITIES

Core activities consist of infrastructure staff assigned the charge to provide support to researchers or policy makers, primarily but not exclusively, linked to SDPI.

SUPPORT SYSTEM

The support comprises information management and retrieval, library systems, database management and analysis, electronic/audio-visual communications, advocacy, and basic support in the form of administration and financial services.

UNITS IN SDPI

Core programme has the following units:• Finance and Administration• Human Resource• Management Information System• Information and Library Management • Center for Capacity Building• Data Base Management Each of the units is staffed with relevant

professional and support personnel.

RESEARCH PROGRAMMES

The research programme is undertaken by a flexible group of distinguished, inter-disciplinary scholars, who conduct original research on policy issues of sustainable development.

GOALS OF RESEARCH

The goals of the research programme are twofold: to produce high quality, evidence based research output and to enhance the research capacity of the Institute.

MAIN SPHERES IN RESEARCH PROGRAMME The main spheres of the research programme: Governance Lower Judicial Reforms Devolution/Democratic Decentralization Environment Sustainable Industrial Development Environmental Conservation Sustainable Agriculture and Forestry Climate Change Renewable Energy/Clean Fuels Hazardous Waste Management Water Reducing Emissions from Deforestation and Forest

Degradation (REDD)

SOCIAL POLICY AND POLITICAL ECONOMY

Gender Education Population and Development Community Development Labour Poverty Peace and Security Health Food Security Access to clean drinking water

ECONOMY

Macro-Economic Policies and Structural Adjustment

Emerging Technologies and Pakistan’s economy

Trade and environment Micro-Finance/Credit Process Review and Surveys

MONITORING AND SURVEY UNIT

Each of these research programmes is lead by a research fellow supported by research associates and/or research assistants.

In addition to the mainstream research programmes, SDPI also undertakes research projects.

PROJECT ACQUISITION AND CONTRACTING

Project identification New projects may be identified through the

following and other legal means: Newspapers Letter of Invitation (LOI) Visits to prospective clients Donor Websites

The Researchers, ED and BoG should take a proactive approach to identify potential opportunities and define new methods of opening up new dimensions in sustainable development.

PROJECT SELECTION/ SUBMISSION

Application for a new project shall be made in consultation with/written approval of ED/CFA with the following selection criteria:

SDPI expertise Probability of success HR/ Consultants availability Stake of community Size of funding

The following documents must be sought before preparation of Expression of Interest (EOI) or any proposal:

• Written Terms of Reference (ToR)• Evaluation Criteria of donors• Proposal template (where available)

The ED will assign a senior management team (SMT) headed by a research fellow /project director to formulate methodology, deliverables and cost estimates, strictly in line with the ToRs.

SENIOR MANAGEMENT TEAM

SMT will comprise of the following members:• Research Fellow/Project Director designated (chair)• Director Finance or In charge Finance Unit in his/ her absence• Proposal writer • M&E Manager• Relevant unit heads as per ToRs requirements

Every donor/organization has its own EOI format or criteria; review of this format is the responsibility of the Research Fellow/Project Director.

TECHNICAL PROPOSAL (TP)

The ToR is the basic information provider for TP and the methodology should be developed as per ToRs. This will be the responsibility of the SMT Chair.

Researcher/Project Leader to provide HR the requirements and the in charge HR unit will identify the human resources required within SDPI.

TECHNICAL PROPOSAL

The designated researcher will negotiate rates with short-term consultants and these rates will be finalized by the ED in line with the parameters provided in MPs.

While negotiating, it is mandatory to acquire salary history of each consultant. Salary history will be provided by the consultant with documentary proof.

TECHNICAL PROPOSAL

The researcher /project director will formulate per diem policy (if requirements differ from MPs) and this will be approved by ED. Director Finance or In charge Finance Unit in his/ her absence will prepare an internal budget in consultation with Research Director for each project.

FINANCIAL PROPOSAL

Financial Proposal (FP): For FP the /In charge Finance Unit in his absence will ensure that the current overhead rates are applied and the research fellow/project director will prepare the proposal as per the evaluation criteria.

In the FP, inflation and increase in cost will be catered if the project cuts across more than one year.

The FP should be either on the basis of:• Fixed fee, or • Reimbursable cost contract based on the actual expenditure. (Reimbursable cost

should be subject to a ceiling or budget provided in the ToR).

• Grants

Signing the Contract Each contract document should be carefully

read by the same team, which was formulated for proposal development and endorsed accordingly in writing to the ED.

TERMS OF REFERENCE (TORS)

The agreed upon ToRs must be an integral part of the contract and this shall be strictly followed, for the purpose of all work undertaken, as a part of the project activity.

DELIVERABLES

The researcher/project director is responsible to ensure time lines for the deliverables agreed in the contract and ensure that each team member submits her contribution in accordance with the timeline.

INVOICING

Director Finance or In charge Finance Unit in his/her absence is responsible to prepare and deliver the agreed contractual invoice in timely fashion with all requirements as per the nature of the payment clauses in the contract.

RESEARCH PROPOSAL DEPOSITORY

A copy of each research proposal would be sent to the research coordinator and executive program officer for record purposes

ADVOCACY POLICY OUTREACH

These units establish SDPI’s link with the external world. They help in getting knowledge translated into policies and include

• Policy Outreach & Advocacy• Annual Sustainable Development Conference• Publications• Web Development

MANAGEMENT COMMITTEES

In accordance with the powers conferred upon him/her under section 8, sub section (x) of the Memorandum of Association and Rules and Regulations of SDPI, the Executive Director may constitute committees to assist him/her for smooth and efficient functioning of the Institute

MANAGEMENT COMMITTEES

The main objective of setting up these committees is to make the management system more participatory and democratic.

As such, each committee is headed by a fellow/nominee of the Executive Director and the membership has a cross-section of staff ranging from support staff to the junior and senior research staff.

PURCHASE COMMITTEE (PC)

This committee is responsible to oversee the general purchases made by the Administration for SDPI to make sure that the system is transparent and that the goods purchased are cost effective and are of good quality.

The Purchase Committee approves the vendors for various purchases and approves quotations.

RECRUITMENT COMMITTEES (RCS)

The Recruitment Committees (RCs) act as advisory bodies to the Executive Director and the Council of Fellows and Advisors for facilitating the recruitment of staff for SDPI.

The Research Recruitment Committee facilitates recruitment of research and research related staff and the Admin Recruitment Committee facilitates recruitment of administrative staff.

CIVIL BEHAVIOR COMMITTEE/STAFF WELFARE COMMITTEE (CBC/ SWC)

It will deal with the issues of grievances, discipline, civil behavior and staff welfare.

The major functions of this committee are as follows: •To make sure that the norms and values of the Institute as well as the rules and procedures are respected by every staff member•To conduct enquiries and recommend appropriate actions within the provisions of staff rules for any misconduct, unwanted behavior, etc. •To handle the grievance issues and recommend redressal.

WEB COMMITTEE

The Web Committee will be an advisory committee to the Executive Director and the Fellows and Advisors Council on matters relating to SDPI website management.

MEDIA RELATIONS COMMITTEE

The terms of reference for the Media Relations Committee are as follows:

•To promote SDPI’s agenda/program through media and publications, and to remove misunderstandings, if any.•To cultivate SDPI friendly media.•To review criticism from media and clarify SDPI’s position.•To create space for progressive ideas in the media with a special emphasis on SDPI’s themes.•To manage adequate coverage in local/national Urdu and English press.•Periodical review of SDPI-Media interaction should be carried out.•Any other area where the committee decides to intervene in accordance with the situation.

ANTI-GENDER HARASSMENT COMMITTEE

This committee shall be set up to look into the issues of misconduct which could be termed as gender harassment.

The objective of this committee is to protect the rights of both sexes at the Institute in terms of gender-based violence and any kind of discrimination of either sex.

The committee shall have equal membership of both the sexes, and preferably the chairperson shall be a female.

APPEAL COMMITTEE

In case of any grievance, an Appeal Committee (AC) will be formed by the ED and or Council of Fellows and Advisors (CFA) to review the appeal and make recommendations to the ED and or CFA.

OFFICE MANAGEMENT

1. General This section describes procedures to be

followed in the provision of administrative services e.g. incoming and outgoing mailing, filing system and use of office facilities

INCOMING AND OUTGOING MAILING PROCEDURES

2.1. Incoming Mail Incoming mail is received by the Reception

where it is entered in an "incoming mail register", sorted out and either put in the pigeon hole of respective addressees or sent to their offices.

OUTGOING MAIL

Outgoing mail originated by the various programme/project people at SDPI is centrally managed by the Admin department.

The ordinary outgoing mail is either put at a place in front of the Reception desk earmarked as outgoing mail or put at the dispatcher’s desk.

If no dispatcher is employed, the Admin Department will make arrangements to clear the mail after entering it in a mailing register.

IN-CITY MAIL

In-city mail is hand delivered by the dispatch rider twice a day. Such mail is entered in the register and signatures are taken from the receiver of the mail.

IN-HOUSE CIRCULATION

For in-house circulation of mail/information, either it is placed in the pigeon holes of individuals or circulated, attaching a circulation slip, through the office assistant. In-house circulation of information can also be done through electronic mail system

It is recommended that staff deal with papers required for desk circulation (which is in general considered a priority) as rapidly as possible and passed on to the next person quickly to enable a quick and efficient circulation or give feedback to originator, when required.

ELECTRONIC MAIL (E-MAIL)

Internal/external mail can be originated /processed via Email. If necessary, the sender/receiver will maintain a soft and/or hard copy record of such mail.

FILING SYSTEM

In order to ensure the continuity of the Institute's work, all files should be viewed as property of SDPI and should be easily accessible, with the exception of confidential files.

Files should be maintained at each programme/project level and each programme/project should designate one staff member as focal point for coordinating filing.

CONFIDENTIAL DOCUMENTS

In general, there is open access to all files. However, files related to personnel matters, BOG decisions, and finance are considered confidential and not of direct access to staff. They are kept in the respective offices.

ARCHIVE

An archiving system shall be developed and records older than 3 years should be transferred to the archive or discarded.

DATABASES

All units, programmes/projects and departments/committees shall develop and maintain databases with the facility of “word searching” information.

USE OF OFFICE FACILITIES

4.1. Telephone In the SDPI, external lines and internal lines

are available. Staff has its own extensions and to call somebody within the office, just dials the extension number.

FAXES

Incoming faxes in the SDPI office are copied to the addressee, and the original faxes are kept in a Master file at the reception.

Outgoing faxes are recorded in a Proforma devised for the purpose and personal faxes are charged to the individuals concerned. Copies of all outgoing faxes along with the confirmation messages (fax printouts) are kept by the receptionist.

TRANSPORT

Transport services will be administered by the Admin Department.

Officers requiring the use of vehicles will complete a Transport Requisition Form/Register. Depending on availability of a vehicle, the Admin. Officer will confirm the availability of official transport.

In case of non-availability of office transport for an official work, the individual can claim taxi charges at the prescribed rate.

RENTING OUT FACILITIES

The conference room and its facilities may be rented to other NGOs/similar organizations on payment at the rates determined by the Council of Fellows and Advisors from time to time.

CONCLUSION

In this current lecture, we have studied about certain policies applied by sustainable development policy institute regarding their management structure, committee, office handling etc. In the coming lecture we are going to have a review of rest of the policies applied by SDPI.

REFERENCE

SDPI Official document.