finalconcept development services dg khan. (1)

8/13/2019 Finalconcept Development Services Dg Khan. (1)

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Concept Development Services Dera

Ghazi Khan

Human Resource Manual

INTRODUCTION

CDS is a non-profit, non-governmental and non-political developmental

organization struggling to aware, organize and mobilize the people ofsouthern Punjab for the realization of their developmental and basic humanrights. The CDS was registered under oluntar! Social "elfare #genc!$rdinance %&'% ( #pril )*%*. Started as a self-financed initiative ta+en b! agroup of volunteers, the CDS is active in the different socio-economicspheres of the Dera hazi han and southern Punjab.

Vision

# democratic societ! where an individual has access to eual rights andjustice

Mission

To euip with education and s+ills the marginalized people in realizing theirdevelopmental and basic human rights.

O!"ectives/

To provide services to P0"#S in District Dera hazi han throughcare, support and mobilization b! adopting care model of 123#2DS

To wor+ on D45 To provide services to Drug users b! establishing Drop 2n Center 6D2C7 To promote democratic norms in the societ!. To capacitate the communities regarding their needs. To promote health! environment among !outh b! organizing them. To promote gender eualit! and health! cultural activities. To euipped and aware the people about education, health and self

help initiatives.

Gui#in$ %rinciples o& Operation

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0ocal conte9t and available resources will alwa!s be considered in

project3program design.

2n its recruitment process CDS will not discriminate applicants on the

basis of race, se9, gender, age, ethnic origin, caste, class, color,belief, nationalit!, 12 status, se9ual, $rientation, disabilit!, educationand social bac+ground.

CDS will ma+e ever! effort to provide a wor+ing environment free of

harassment and intimidation and to support the rights of women andmen to see+, obtain and hold emplo!ment without an! form ofdiscrimination.

CDS:s internal management structures will reflect its commitment to

treat its staff with due respect and dignit!.

CDS is committed to supporting its staff to achieve wor+-life balance;

thereb! helping them spend time with their families and

communities, as well as have time for themselves to pursue activeinterests outside wor+.

Or$anizational Structure

CDS believes that the organizational structure should facilitate the

realization of the organizational goals and mission

CDS does not promote or insist on rigid organizational structure.

2nstead it follows fle9ible, demand driven and conte9tuall! relevant

structure that helps in achieving its mission objectives. The structure

will be reviewed b! the


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Principal Coordinator 6PC7 and 14 $fficer. 2n order to get professional

assistance, the PC in consultation with the 14 $fficer will identif! reputable

legal adviser6s7 in the areas of labor, emplo!ment law and ta9 law.

#ll policies relating to emplo!ment of staff and significant amendment thereof

must be chec+ed for consistenc! with law of the countr!.

2n the event of legal action initiated or threatened b! and3or against CDS on

staff issues, the PC in consultation with 14 $fficer and the most closel!

involved Senior 5anager and the legal adviser6s7 will ta+e the necessar!

decision and action. "here there is a ris+ of damage to CDS reputation, the

Chairperson must be made aware of the situation and must be involved in

the decision on appropriate course of action.

#n! situation, resulting in legal action against staff must be documented atall stages. The concerned line manager must be informed at the earliest

opportunit! and will ensure that documentation and other processes are

complete.

Con&i#entialit*

#n! emplo!ee who possesses confidential information on people, program,s!stems or finance will not disseminate this information while s3he iswor+ing at CDS or after leaving CDS. 2nformation on staff contracts, salaries,

benefits and donors: personal information are considered to be strictl!personal and confidential and an! staff in possession of such informationmust refrain from sharing or discussing such information with other staff.2ndividual personnel files are also strictl! confidential and will not beaccessed b! staff other than the PC and 14 $fficer and the staff member?sown line manager. 0ine managers should onl! have the information the!reuire 6provided b! 14 $fficer7 but not access the staff files. Staff shouldpa! particular attention to CDS:s Policies on 123#2DS and Terminal 2llnessesand their provisions for confidentialit!.

)/ 0M%+O1M0NT%O+ICI0S

)/' General %rinciples

4ecruit people with the most appropriate education, e9perience,

s+ills, and abilities, level of commitment, attitudes and behaviors.

iven eual and compatible merits of candidates, CDS would give

preference to ethnic and religious minorities, women, disadvantagedgroups and candidates with a diversified bac+ground. Therefore, itma! from time to time follow temporar! need based but inclinedpositivel! towards above mentioned categories of emplo!ment

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see+ers for meeting specific organizational objectives.

Ta+e affirmative action when necessar! to increase the number of

women staff members, where there is a disproportionate number ofmen.

Support the promotion and development of women:s leadership b!

ensuring an improved balance of women across the organization andat senior levels.

)/) 0mplo*ment

Cate$ories

+on$ Term Contract

Sta&&

a. This categor! of staff is emplo!ed on a long term position, whichwill e9ist over the foreseeable future. The contract of emplo!mentin this case will be open ended and are normall! referred to asregular or long term contact staff. The open ended contract willcontain the probation period clause of three months, which ise9tendable to an additional three months in certain cases. Seeprobation section.

b. #fter confirmation, the emplo!ee will be eligible to all accrualbenefits. The initial date of joining CDS emplo!ment shall beeffective for all purposes of calculating the tenure of emplo!ment in

the organization. 1owever the calculation of Provident fund will beeffective from the date of confirmation of the emplo!ee.

c. The contract ma! be terminated b! either part! upon a notice periodof one month.

Short Term Contract Sta&&

Staffs appointed for a short-term specified tas+ 3 Project not e9ceeding one!ear are termed short-term contract staffs.

a. Staff will be recruited with a specified period of contract, which willbe indicated in their letter of appointment.

b. Staff on short-term contractual terms will be entitled to terms andconditions of emplo!ment specified in their letter of appointment.

c. Decision to renew a contract shall be based on organizationalreuirements and performance and will be approved b! the PC.

Temporar* Hirin$

"henever necessar!, staff will be recruited on emergenc! and3 or purel!

temporar! basis3dail! basis to accomplish certain specific tas+s.

a. Such hiring refers to casual wor+ers who are emplo!ed for1uman 4esource 5anual 8 CDS

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uns+illed wor+ and whose wages are calculated with reference to ada! or piece rate.

b. The approving authorit! will be the PC in consultation withrelevant 0ine 5anager.

c. Such hiring will be on hourl!, wee+l!, monthl! or on piece rate

basis.


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goals. # volunteer provides s+ills and services to the organization on avoluntar! basis.

a. Project 5anager in consultation with the PC will decide when toinvolve a volunteer and what t!pe of wor+ he3she will perform.

b. olunteer will be paid fi9ed allowances agreed between the partiesaccording to e9pertise3 s+ills.

c. CDS considers onl! those development professionals, activists,academicians and researchers with recognized s+ills and competenceas volunteers.

d. The reuest for volunteer ma! be generated from the respective unitwith clear T$4s or individual volunteers m! submit application withtheir C.

e. The time limit will be fle9ible since volunteer is someone who is a

willing wor+er and voluntar! contributor.f. The volunteer:s commencement and completion of wor+ report has tobe submitted to the line manager with a cop! of PC.

Retainer

4etainers are individuals retained b! CDS for a specific purpose or role andare paid an honorarium3 consolidated fees as has been agreed as per theterms of the contract. This arrangement is for a specified period of timewhere CDS reuires the individual to be available to the organization on

priorit! e.g. 0egal #dvisors.

)/( Chan$e o& Contract Status


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organization, it is e9pected that concerned staff members will abideb! the decision. Transfers ma! or ma! not include an! changes insalar! or grade.

d. The 14 $fficer will issue transfer or an appointment letter indicatingnew dut! location, emplo!ment categor!, job title, effective date,

new dut! station, grades and salar! and reporting line.

6o! Sharin$

a. 2t must be recognized that not all posts ma! be suitable for jobsharing. @ob sharing can be applied in cases where filling the positionwith regular or short-term contractual arrangement is difficult.

b. 2t is the line manager:s responsibilit! to consider an! reuests for jobsharing. The line manager must e9amine the job description and

determine whether job sharing arrangement is necessar!.c. 2f the line manager considers that a job share arrangement ispossible then the proposals should be discussed b! the line managerwith 14 $fficer and approval is sought from the PC.

d. 2f one of the job sharers leaves the manager ma! decide to fill thevacant position b! another job sharer or to offer the post to one full-time emplo!ee.

e. Terms and conditions of job sharing are based on ver! specificresponsibilities and must be agreed with his3her line manager and 14$fficer.

)/4 Recruitment an# Selection

CDS shall recruit suitabl! ualified, e9perienced and able Pa+istani citizensfor all vacant posts unless there is a specific need for recruitment ofe9patriate staff.

%roce#ure &or Recruitment

14 unit will be responsible for the whole process of recruitments which are

falling under the jurisdiction of this 14s Policies and Procedure 5anual.Thisincludes releasing of the vacanc! announcements, overseeing andscreening the applications, contacting the applicants and setting upinterview dates, coordinating the selection process and placement.

6o! Description

a. The first step in the recruitment procedure will be to prepare athorough job specification along with well defined job description to

determine the +nowledge, s+ills and attitudes reuired for the vacantposition b! the concerned line manager in consultation with the 14



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=nit.b. The @ob Description 6@D7 should include purpose of the job, position,

location, wor+ unit, reporting line, +e! areas of responsibilities,specific responsibilities, +nowledge, s+ills and attitude reuired tofulfill the job.

8#vertisement

#dvertisement for vacant posts will be done through the li+e mindedand local organizations and newspapers.

Staff will also contact with prospective individuals to motivate andmobilize applicants.

Cop! of the advertisement will be pasted at public places for widerinformation.

acant posts will be advertised through local media, at least ten da!s

before the interview date. #ll vacancies for positions should ideall! be filled within three months

of its announcement.

Hea# Huntin$

a. Arom e9perience, especiall! when recruiting for leadership positionsand specialized functional and thematic roles, one cannot rel! solel!on advertisements to find the most appropriate candidates. Thus,direct and targeted searches for such candidates ma! be conductedthrough head hunting.

b. 2f such candidates accept CDS:s invitation to appl!, the! will beplaced directl! on the shortlist but must still go through the sameformal selection procedures applicable to all other applicants.

c. The decision of using head-hunting service shall be approved b!Principal Coordinator.

)/5 %roce#ures &or 8#vertisement an# Receivin$ 8pplications

a. #ll positions will be advertised b! the 14 =nit and the same willreceive the applications, unless otherwise stated and approved b! the

PC.b. "henever CDS staff applies for other internal positions within CDS,he3she should consult 14 or PC.

)/7 Selection %rocess an#

intervie-s

Short3+istin$

a. The 14 staff and concerned =nit 1eads will short list applications,based on the role profile.

b. Aor positions of managers PC must approve the short listing.



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Selection %rocess an# Metho#s

a. #ll short listed candidates must participate in the selection processand appear for interview.

b. #part from assessing the suitabilit! of the candidate:s competencies

against the reuirements of the position, the selection process willaim to assess the candidate:s alignment with CDS values, attitudesand behaviors, wor+ing st!les and sensitivit! for gender and diversit!.

c. Depending upon the position, a variet! of methods of assessmentma! be used. The interview panel with the 14 $fficer will discuss anddecide what assessment method will be used for a particularinterview and develop a set of assessment criteria for each positionand will agree on a pattern of discussion to be followed.

d. The selection process will be relative to job nature and levels. Aorsenior positions it ma! include at least two to three rounds ofactivities.

e. 2n case of short term contracts the 14 function in consensus with theline manager for the position ma! decide to waive some parts of theprocess with approval from the PC. The designated panel will alsomeet to discuss the pattern and structure of the interview.

)/9 Travel 0:penses &or Can#i#ates

Travel e9penses b! candidates will not be reimbursed b! CDS unlessotherwise specified b! PC or project instructions.

)/; Intervie- %rocess an#Selection

%anel Intervie-

a. The panel interview is the most critical part of the selection process.2t will be introduced towards the end of the recruitment process aftersome of the agreed basic selection processes are completed. Thisgives panel members an opportunit! to consider some of theobservations made in earlier processes.

b. #ppointment committee will be formed. This committee will consist of

three to four members; 6%7 Chairperson 6)7 Principal Coordinator 6B7$ne person from senior management 6optional7 67 Concernedthematic focal person. ender balance is a supreme considerationwhile selecting this committee.

c. Chairperson of the organization is the chairperson of appointmentcommittee while the PC is responsible to issue appointment letters forall staff.

d. Aor the post of Principal Coordinator,


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f. 2f during probation, performance is evaluated as unsatisfactor! b! thePC, his3her emplo!ment ma! be terminated, or probation period ma!be e9tended as deemed fit.

g. PC ma! waive off the conditions of probation in the case of an!recruitment if he3she is considered b! the former as ualified and or

e9perienced to effectivel! perform his3her duties.8ssessment %roce#ures

#ssessment procedures for all positions ma! follow an! of the belowprocedures 3 methods. The use of all assessment methods ma! not benecessar! for ever! position. Aor senior management positions theassessment process ma! include several of the following/

2nterview method.

uestionnaire for the interviewers.

"ritten test3 document 6computer s+ills and assessment of an! past

writings i.e., reports, project proposals, articles, wor+ plans, etc.7. "ritten assignment to test language, writing abilit!, anal!tical s+ill

and clarit! of concepts. Presentation to test clarit! of concept, rational, logic and abilit! to put

forward concepts in a clear and concise manner, i.e. communicationss+ills.

5eetings with peer group 6particularl! for senior managementpositions7 to get feedbac+ and perception on candidate from potentialpeer groups and also from names of references provided b!candidates themselves.

Aield visit 6if appropriate7 and candidate anal!sis.


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approve or sign-off an! recruitment.e. 14 $fficer or his3her representation will be included in all recruitment

process to ensure compliance and consistenc! with the policies andprocedures. 1e3she will be responsible for preparing the offer letterand issuing relevant contract documents.

Vali#ation o& 8ppointment +etter

Aor an appointment letter to be valid it must be endorsed b! the issuingauthorit! and the recipient of the letter. Copies of the offer letter will besent to the 14 =nit 6for personal file7 and to the Ainance =nit 6if reuired7and an! other appropriate unit.Re&erence Chec.

a. 4eferences from persons 6line managers and peers7 with whom thecandidate has previousl! wor+ed are essential prior to confirming anoffer of emplo!ment.

b. #ll regular and contract staff has to provide two reference contacts.$ne of which should be at least from the last emplo!er.

c. #ll reference chec+s will be obtained in writing or verbal on phonecall. 4eferences will highlight the professional and personalcharacteristics of the given candidate.

d. 2n cases of senior staff appointment, confidential reference see+ing isa valid part of the process.

Re$ret +etter

#ll unsuccessful candidates called for an interview will be sent a regret letterwithin %F da!s after the completion of the interview process b! the 14 =nit.

%ersonnel 8nnouncements

Personnel announcements are made b! 14 unit to give information on an!new staff appointments, departures, vertical and horizontal changes inposition and responsibilit! to all staff.

)/'' %ro!ation

%erio#

Ne- Sta&&

a. # probation period of three months is applicable to all new staff onlong-term contracts in CDS from the date of hire.

b. This probation period ma! be e9tended for a ma9imum of anotherthree months in steps of one month.


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ma! undergo a probation period of one month.d. 2n case if the appointee does not meet the organizational

performance standards during the probation period his3her contractwill not be confirmed and services ma! be terminated without notice.

e. 2f the probationar! period is not completed satisfactoril!, it ma! be

e9tended; otherwise the emplo!ment ma! be terminated.f. Performance review session and discussion for the probation period

will be ta+en b! the line manager in consultation with PC anddocumented. Cop! of this document will be submitted to the 14s=nit.

g. # written confirmation letter of the appointment will be issued b! thePrincipal Coordinator on the satisfactor! completion of the specifiedprobationar! period.

h. 2nternal candidates ta+ing up new role ma! have the formal probationperiod waived or reduced. 1owever a brief review at the end of three

months is suggested.

i. 2f the emplo!ee chooses to leave CDS during the probation period,the emplo!ee will be reuired to serve a %F da!s advance notice andno accrued leave can be adjusted against this notice period. Aailing toserve the notice period, the emplo!ee pa! salar! in lieu. >otice mustbe given in writing, after discussions between line manager and staffand 14 Department.

j. "aiver of such a notice period is to the discretion of the reporting linemanager in consultation with 14 officer.

8ctin$ Responsi!ilities

a. #cting positions are geographicall!3 thematic3programmaticdetermined in CDS.

b. # person can be appointed to act in higher position onl! b! thePrincipal Coordinator. #cting appointment shall be communicated toall relevant units and offices particularl! 14 and Ainance. 2n caseswhere the position is vacated as a result of separation of the positionholder, acting person is appointed b! the ne9t line manager.

c. The acting appointment shall be based on the capacit! of the personto perform the job.d. 2t is not necessar! to have formal acting appointment for ever!

position ever! time, especiall! if the duration of absence is less thanor eual to one wee+.

0mplo*ee I#enti&ication Car#

Soon after joining CDS emplo!ment, the 14 unit will issue CDS Staff2dentification Card to the emplo!ee. The identification card will remain

the propert! of CDS and must be returned upon separation ortermination of emplo!ment at CDS. The clearance of an emplo!eereuires submission of identification card to the 14 =nit.

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The identification card will not be used to establish credit, to obtainloans or incur an! obligation on behalf of CDS. 2mproper use of theidentification card will result in disciplinar! action, which ma! includethe termination of emplo!ment at CDS.

)/') Sta&& Recor#s

# personal file shall be opened b! the 14 =nit for all staff members.Staff personal files shall be +ept confidential.

CDS holds the following personal data of emplo!ees/

#pplication to CDS and C

Copies of educational and professional ualifications

>otes from the selection process li+e interviews and letter confirmingemplo!ment

@ob $ffer,


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). 2t is the right of ever! staff member to receive a structuredorientation when the! join an! part of CDS.

B.


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2ncome ta9 pa!ment

Aloat3advance repa!ments 6if not settled for more thanthree months7

#n! other outstanding dues

e. 2n order to assist staff in meeting their financial obligations withintheir net income, no staff member is allowed to overdraw or committheir monthl! gross salar! in the form of advances b! more (*I oftheir monthl! gross salar!.

(/) Salar* Revie-

a. 2n order to address changes in cost of living, salar! mar+et,devaluation or other e9ternal factors, CDS will carr! out salar!reviews ever! !ear.

b. Salar! review will be initiated b! the 14 =nit, and supported b!e9ternal consultant if and when necessar!.

c. 5ajor salar! review must be approved b! the Principal Coordinator.d. # salar! review will not necessaril! ensure a rise in salar!.

(/2 8nnual Salar* Increment


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standards.

(/9 O&&icial >or.in$ Hours

a. #ll staffs are e9pected to wor+ *( hours per da! inclusive of an hour

per da! for lunch.b. The wor+ing hour of each staff will depend upon the nature of her3his

wor+ and responsibilities. Staff ma! be reuired to wor+ outside ofthese hours if necessar! in order to meet their responsibilities.

c. Drivers, office assistants and guards ma! be reuired to wor+ longerschedules as per demands of their jobs which will be compensated b!the CDS overtime polic!.

d. Saturda!s and Sunda!s are recognized as off da!s.

The &ollo-in$ sche#ule -ill !e maintaine# throu$h out the *ear

Summer %st#pril to B*thSeptember *&** to %H** 1rs withbrea+ of % 1rs>inter %st$ctober to B%st5arch *&** to %'** 1rs with brea+ of J1rsRama#an *&** to %** 1rs withoutbrea+

Dail* 8tten#ance an# %unctualit*

a. 2t is the dut! of all staff to report for wor+ and be punctual on ever!

official wor+ing da!. 2f the! are unable to attend or are late due to

unavoidable circumstances, the! must inform their 0ine 5anager at

the earliest possible time.

b. The 0ine 5anager must inform the relevant officer 2n-charge of leave

maintenance before %*/** Ko: cloc+ on the same da!.

c. #ll absences from dut! shall reuire reasonable e9planation from

emplo!ee and approval of 0ine 5anager. #bsenteeism and habituallate coming patterns are eligible for disciplinar! action under CDS

Disciplinar! Polic!.

,le:i!le >or.in$ Hours

CDS recognizes that certain wor+ing priorities and special circumstancessuch as caring for an immediate famil! member who is unwell, feeding aninfant or health circumstances of an emplo!ee ma! reuire staff to availfle9ible wor+ing hours or wor+ from home. This could be on a regular basis

or for a specific time period. 1owever, such wor+ing arrangements will bemade between the emplo!ee and the line 5anager and will be documentedwith 14 to be +ept in the emplo!ee:s file.

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2n roles where home wor+ing is possible staff needs to have a minimuminfrastructure to enable wor+. 2t is the responsibilit! of the staff to ensurethat wor+ facilities such as computer, internet connection with email facilit!and a telephone line are available for uic+ access to office and line

managers are available to support such arrangements.

5eanwhile rela9ation of B* minutes can be awarded to staff coming fromoutstations on 5onda!. #n! staff coming after *&/B* and before lunch time,half da! leave will be considered. 4eporting after lunch time full da! leavewill be treated.

National Holi#a*s

CDS will observe all the government holida!s as specified b! the >ationalcalendar. >o compensator! da! is given in lieu of national holida!s, whichfall on a Saturda! or Sunda!.

(/; +eave

CDS is committed to provide different +inds of leaves in order to improvemotivation, morale, ph!sical and mental health as well as wor+-life balance.

a. The leave !ear shall cover the period @anuar! % to December B%.b. CDS believes in ma+ing time available to staff for rest, recreation,

fulfilling famil!3social obligations and pursue individual needs and

aspirations.c. 0eave encashment is strictl! forbidden.d. CDS will encourage staff members to ta+e annual leave and share

their leave plan with their respective line managers well in advance toavoid an! inconvenience or disruption of wor+.

e. 5anagers are encouraged to plan their annual leave ahead of time soas to avoid several senior managers being awa! at the same time.

f. #ll leave will be approved b! Principal Coordinator3Project 5anager.

+eave Durin$ %ro!ation %erio#

a. During the three-month probation period, staff ma! avail total *da!s leave out of the allotted leave for the !ear.b. #n! leave ta+en over and above these * da!s will be considered as

unpaid leave and will be deducted from salar! at the end of themonth. $n confirmation at the end of the probation period, full leaveentitlement 6minus an! leave da!s availed7 will be bac+dated to dateof joining.

c. #n! e9ception will reuire PC:s approval and will be documentedfor record purpose.

+eave ,or Sta&& on Temporar* Contract

Staffs emplo!ed on short-term contract of less than % !ear are eligible for )leave da!s per month. #n! mention of specific leave provisions in the terms

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of contract will override this rule.

8nnual +eave

a.


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ma+e formal reuest in writing to their 0ine 5anager for leave in lieucorresponding to the time wor+ed in the holida! or off wor+ing hour.Such lieu must be availed within 2< calen#ar #a*s from the da! the!had wor+ed.

+eave Recor# an# Maintenance

a. #ll leave records shall be maintained at the 1ead $ffice b! the 14=nit.b. The person in-charge of maintaining leave records at the field $ffices

will send all leave records on a monthl! basis to the 1ead $ffice.

(/'< Other

=ene&its

Sta&& Transport 8llo-ance

#ll $pen umber of

months7.ratuit! calculations will be made at the current gross salar! beingdrawn b! the departing staff.

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Miscellaneous Reim!ursements


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fulfilling travel insurances and ensuring effective participation in theevent that the! are travelling for.

Travelling staff are advised to be proactive in obtaining the reuiredhealth and safet! information about the particular area3countr! the!are visiting through internet and other publicl! available sources of

information and adeuatel! be immunized against an! potentialillness or disease.

4 ST8,, C8%8CIT1 ? C8R00R

D0V0+O%M0NT

4/' In3house +earnin$

CDS shall promote in-house learning through wor+shops, seminars,meetings, short courses and e9posure visits between organizations. The 14

=nit shall be responsible for developing in-house training plans on the basisof the outcome of staff training needs assessment. 4esource persons shallbe drawn from within CDS and local sources such as universities E specifictraining institutions in a cost-effective manner.

4/) In3Countr* Trainin$

0ine 5anagers will be full! responsible for ensuring that their staffs receivetraining and capacit! development support as per performance review andcapacit! development need assessment. Staff wishing to improve theireducational ualifications through evening studies and correspondence ma!be given support, provided that the subject is relevant to CDS:s wor+. 1owever CDS will not cover the tuition fee for staff sponsored for such studies.

Staff attending local training shall be reuired to submit a report within awee+ to their line manager with a cop! to 14 =nit.

4/2 %er&ormance Mana$ement

a. CDS:s performance management s!stems aim to/

%. #c+nowledge staff contribution and support their continualdevelopment in the role the! perform,

). 2dentif! future potential and developmental needs6professional and personal7B.


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there after. #ll reviews should be formall! documented b! the line managerwith support from the 14 function. 2mplementing effective performancemanagement s!stems reuires close collaboration between line managersand 14 function. Goth should be responsible for ensuring that performancereviews ta+e place regularl! and open feedbac+ is given and received

without fear of retribution 5ultiple feedbac+ is collected from all relevantsources, i.e./ peers, reportees, horizontal wor+ groups and relevant e9ternalsta+eholders 6e.g./ partners, donors, communit! etc7. Aeedbac+ sourcing isbased on principles of multiple and downward accountabilit! and relate to

job competenc!, values, attitude and behaviour, and sensitivit! to genderand diversit!. 2t is important to emphasise critical reflections and learn fromfailures and successes.

2ndividuals in leadership roles are e9pected to be proactive in see+ingmultiple feedbac+s at all times and certainl! during annual performancereviews. Staff should be given clear orientation b! the 14 function and line

managers on job e9pectations and how internal performance managements!stems wor+. 0ine managers and staff will mutuall! negotiate performancetargets 8 both ualitative and uantitative 8 and accountabilit! in line withappropriate strategies and plans. Performance reviews should ta+e stoc+ of+e! result areas as stated in job descriptions, though staff are not e9pectedto operate solel! within the confines of a given role.

CDS recognizes best performance through innovative and non-monetar!recognition mechanisms such as public felicitation and honours,appreciation certificates etc.4/( Succession %lannin$

The succession planning refers to processes of identif!ing and grooming

staffs to ta+e up senior leadership positions in order to maintain continuit!

and stabilit! of program direction and implementation.

a. Succession planning offers recognition and promotion based on

capabilit! rather than seniorit! or hierarch!. The Senior 5anagement

particularl! PC will ma+e deliberate effort to develop leadership and

management capacit! among senior management team members so

as to facilitate smooth and effective leadership transition and changemanagement.

b. Critical positions within CDS structure will be identified and staff with

+e! talents and potentials will be given opportunit! to e9plore their

s+ills, +nowledge and capacit! to ta+e up higher level of

responsibilities and leadership functions. Such s+ills and abilities ma!

be identified or assessed through observation, performed tas+s and

multiple feedbac+ mechanisms.

5 DISCI%+IN8R1 8CTIONS 8ND GRI0V8NC0 H8ND+ING

G! accepting an appointment with CDS, an emplo!ee is bound to abide b!

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the rules and regulations of the organization as stated in this 14 5anual and

in an! other lawful reasonable instruction, written or verbal, given b! the

Principal Coordinator, 0ine 5anager or Senior 5anagement in the

organization.

CDS emplo!ee is e9pected to behave in a manner that is responsible,

disciplined, harmonious and productive and maintain acceptable standards

of performance.


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responsible to initiate the action/

a. $n first offence, a verbal warning will be given. # written note will begiven describing the offence and3or under performance that shouldimprove over a specified time period. # cop! of the note can be +ept

in his3her personal file.b. $n an! further offence, or in the lac+ of improvement over specified

period of time, the emplo!ee shall be issued a MAinal "arning 0etterN.This letter will also be placed in the personal file of the emplo!ee.

c. #n! occurrence of offence proved after final warning letter will resultin the dismissal or termination of the emplo!ee from service.

The warning letters will be issued b! PC or3and 14 $fficer onl!.

The emplo!ee will have the right to repl! or e9plain on receipt of an! of the

above actions. This written repl! must be submitted within H da!s of receiptof the notice.Dismissal3Termination from service can onl! be approved b! thePC.

5/2 Gross Miscon#uct

This refers to serious and grave action on the part of the emplo!ee, whichwarrants immediate investigation, suspension or automatic dismissal.

The &ollo-in$ are e:amples o& Gross Miscon#uct@ i& proven -oul#result in automatic #ismissal

O Araud and falsification of documents.O 5isappropriation of funds and propert!.O 5isuse of administrative rules and procedures for monetar! gain.O iving or accepting bribes or +ic+bac+s in the form of mone!,

services, gifts or discounts, etc.O


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O #warding of tenders3contracts to parties that one has interest in or isbound to gain financiall!

O #n! inappropriate behaviours and actions, repeated and opendisregard of organizational values or negligence which ma! result inor create a situation detrimental to the organizational wor+ or

reputation, outside or inside place of wor+.O 1olding double emplo!ment without prior approval from concerned

authorit! or the PC.O Criminal conviction b! court.O Publication of CDS:s to favour an! person, group or agenc!.O o salar! in lieu ofnotice or gratuit! will be paid.

1. 2n cases of non-establishment of gross misconduct, the emplo!eewill be reinstated to his3her original position in retrospect date of

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suspension and inuir! records will not be attached to the personalfile. 2n such cases and proven false accusation, proceedings againstthe complainant will ta+e place and ma! result in dismissal of thecomplainant.

NOT0 2n case the complaint is against the Principal Coordinator,Chairperson of the CDS will constitute the


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the line manager or b! organization depending on the situation/

O #bolition of office or structure 6redundanc!7

O 4esignationO Disciplinar! grounds

O Dismissal due to unsatisfactor! performanceO Phase out or project completion.O 4etirementO Death

O #n! other reason not covered above but ma! have criticalwor+ing implications for the organization

Termination of service can ta+e place with or without notice on either sidedepending on the case as e9plained under the sections below.

7/) Cate$ories o&

separation

Resi$nation

# staff member wishing to resign from CDS shall submit a writtenresignation stating reasons for leaving and effective resignation date.Staff resigning from CDS shall be reuired to give one-month notice or pa!one month:s salar! in lieu of notice thereof. Decision on the resignation

shall be communicated to the line 5anager E 14 $fficer3PC. The PC has theauthorit! to waive the notice period.

Dismissal Due To Unsatis&actor* %er&ormance

a. "hen standards of acceptable performance 8 as per the staffmember:s given role 8 are not met over a period of time will resulttermination of emplo!ment.

b. Poor or unacceptable performance especiall! at the managerial levelma! mean lac+ of interest or abilit! on the part of the staff member

and ma! reuire stronger action including dismissal.c. Dismissal will be effected b! the PC.

0:pir* o& Contract

# staff?s emplo!ment contract normall! e9pires at the end of the agreedperiod. 1owever, it can be renewed upon the consent of both parties. #n!pa!ment to the staff whose contract e9pires is clearl! defined in theircontract of emplo!ment

Dismissal



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The services of staff ma! be terminated due to reasons of gross misconduct,without giving notice or salar! in lieu of notice. 2n particular, CDS operates azero tolerance polic! for an! form of corruption or harassment.

O Dismissal procedure shall ta+e place as described in ross

5isconductO Summar! dismissal will not reuire an! notice.O 2n cases of dismissal arising from fraud where CDS loses mone!,

terminal dues will be withheld until the case is determined b! thecourt or settlement is agreed b! the dismissed emplo!ee.

O Dismissed person will have a right to appeal to the PC3Chairpersonagainst such action within H da!s from the date of dismissal.

Re#un#anc* an# %hase3Out o& %ro"ect

# staff?s service can be terminated on grounds of abolition of office orposition. #bolition of office or position implies when the need for a particularpost or office or structure is no longer needed b! the organisation. Phaseout from target area, completion of projects, job consolidation and re-specification for efficienc! and effectiveness purposes, retrenchment,closure of office because of lac+ of fund or securit! reasons, etc. result inredundanc! of staffs.#bolition of office shall be initiated b! line managers, in consultation withthe 14 $fficer, with approval from PC.

2n addition to monetar! benefits, based on competenc! and trac+ record, allpossible efforts will be made for personal career counseling and placementin other parts of the organization.CDS will ensure that staff affected b! organizational changes andredundancies are informed as soon as is possible and will deal with themwith respect and dignit!.

Retirement

4etirement from service is automatic and mandator! upon the attainment ofthe staff:s '*thbirthda!.

The 14 =nit shall ensure that staff age records are properl! maintainedbased on national 2D cards or birth certificates.CDS shall give a B months notice period for staff retiring at theretirement age of '* !ears.

Death

The date of emplo!ment termination will be deemed from the date of death.>ominated ne9t of +in or legal claimant will be entitled to receive accruedcontractual benefits of the staff.



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2nformation of such occurrence must be sent immediatel! to the 14 =nitalong with necessar! documents for further processing.7/2 %roce#ure &or 0:itin$ the Or$anization

a. The termination notice will be issued and signed b! as per appointment

authorit!. The PC is the final signing authorit!.b. The joint responsibilit! to ensure that all e9it paper wor+s are

complete, cleared and verified lies on 14 $fficer, Aield $ffice5anager, Project 5anager and the 1ead of Ainance.

c. The clearance process will be initiated b! 14 =nit at the head office, b!Aield 5anager at the Ailed $ffices. The e9it form will be issued b! 14=nit to the concerned person.

d. Satisfactor! handing over report3note shall be prepared b! thedeparting staff indicating tas+s accomplished, remaining and those inthe pipeline as well as an! other suggestions.

e. The departing emplo!ee will hand over her3his handing over reportand other materials 6boo+s, floppies, Computer Dis+s, files, emplo!eeidentification card, personal computer password, etc.7 to the relevant0ine 5anager and to the 14 officer or3and #dministration staffsbefore an! final clearance and dues are settled.

f. The final e9it form must be signed b! the line manger, 1ead of Ainance,14 $fficer, #dministration 5anager and finall! b! the PC.

g. The e9it interview with the departing emplo!ee is a critical part ofthe e9it process but depends on the willingness of the departingemplo!ee. The e9it interview will be conducted b! either the PC or 14

$fficer. The interview will focus on the staff:s reasons for leaving andan! suggestions the departing staff wishes to give to theorganization for its betterment and improvement in theorganizational s!stems. The e9it interview will be documented andbe placed in the 14 files for future use and reference.

h. Ainance =nit can ma+e final pa!ment settlement after deduction foran! monies and3or properties due to the organization.

9 OTH0R ORG8NI8TION8+ %O+ICI0S@ S1ST0MS ?

%ROC0SS0S

9/' Internal #ecision3ma.in$ process

CDS:s internal decision-ma+ing process will aim to create an empoweringculture for staff and partners. 2t will be transparent, effective, responsible,non-bureaucratic and participator!.

O CDS will have decentralized decision ma+ing structures thatshare power and authorit! down the line.

O These structures should be clear and transparent to staff andshould cover line, functional, program and horizontal

management and overall organizational decisions.O "ho or what structures can participate in which +inds of

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decisions should be transparent and articulated throughdecision-ma+ing matri9es regularl! reviewed and updated.

O Staff will be made aware of decision-ma+ing channels andforums for various +inds of decisions and their input should beaccepted when decisions affect them.

O Staff advisor! committees, tas+ forces and wor+ing groups ma!be created to advise on the subject of major organisationalpolic!.

O 5inutes of management and program meetings must be sharedwith staff to allow them to ta+e part in the decision-ma+ingprocess.

O During transition, or if line managers are undergoinginvestigation or disciplinar! action, the decision ma+ing authorit!will fall either to the ne9t line of management or an! speciall!appointed person.

9/) Transition an# chan$e mana$ement processes

2n a d!namic organisation li+e CDS, management and organisationalchanges due to internal and e9ternal factors are inevitable. 2t is important tonote that change can originate from all levels and areas of wor+. The5anagement Team will respond proactivel! to the changing circumstance soas to ma+e the organisation conte9tuall! relevant and more effective. Thisma! entail changes in structure, polic!, s!stems, practice and reuired s+ill-sets. Staffs are encouraged to proactivel! anticipate change and build theircapabilit! to adapt with the changing situation rather than resisting.

Gui#elines

O


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forums, reports and case studies or stories.0ine 5anagers in general should +eep staff updated both to helpcommunicate activities and direction, and to reinforce organizational cultureand identit!. The $rganizational Development function will shareinformation regarding appointment and resignations and changes in roles

and responsibilit! among staff in a regular and timel! manner. 2nformationrelating to senior managers, functional and theme leaders will also beshared across the larger international organization.

The Communication =nit will ensure dissemination and communication ofinformation regarding the wor+ of CDS internall! and e9ternall!.

9/( Sa&et* an# Securit*

The wor+ of CDS sometimes reuires staff to operate in difficult and ris+!

circumstances. 2n such conditions, CDS will ta+e all reasonable steps toensure the securit! and safet! of staff.Senior managers and the Principal Coordinator will ta+e primar! ownershipfor the safet! and securit! of staff that are accountable to them.

9/4 Chil# Sa&e Guar#in$ %olic*

CDS ensure that all staff has a complete orientation of Child SafeguardingProtocols and Child Safeguarding Polic!. During recruitment and selectionprocess Child safeguard protocols will be followed as per Child Safet! Polic!.

CDS ensures that staff and management clearl! +now the reportingmechanism to report Child #buse Cases. Staff has to sign the ChildSafeguarding Polic! and Code of Conduct. 14 will arrange continuousdevelopment sessions for team regarding Child Safeguarding.

9/5 Co#e o& con#uct &or Gen#er 6ustice at -or.place

The purpose of this code is to ensure a wor+ environment where women andmen can feel safe at wor+ and to have fair accountabilit! s!stems for an!gender harassment or abuse at the "or+place.

The code is a part of CDS:s management polic! and its implementation ismanaged through a rievance Committee, comprising of three Senior5anagement Team members. 1owever, member of this rievanceCommittee could also be from outside the organization. rievanceCommittee will be formed on need basis.

Gen#er Harassment refers to an! unwelcome se9ual advance, reuestfor se9ual favours or other verbal or ph!sical conduct of a se9ual nature,causing interference with wor+ performance, is made a condition of

emplo!ment or creates an intimidating, hostile or offensive wor+environment, or the attempt to punish the refusal to compl! with such areuest. The intimidating behaviour or act can be of a person in authorit!,

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who controls conditions of the complainant:s emplo!ment or from a co-wor+er, who as a result of intimidation can ma+e the wor+ environmenthostile for the complainant.

Mani&estations o& Gen#er Harassment

There are two significant manifestations of gender harassment in the wor+environment, which are described below/

a/ 8!use O& 8uthorit*

# demand b! a person in authorit!, such as a PC or 0ine 5anager, forse9ual favours in order to +eep or obtain certain job benefits, be it asalar! increase, a promotion, training opportunit!, a transfer or the

job itself.

!/ Creatin$ 8 Hostile 0nvironment

#n! unwelcome se9ual advance, reuest for se9ual favours or otherverbal or ph!sical conduct of a se9ual nature, which interferes with anindividual:s wor+ performance or creates an intimidating, hostile,abusive or offensive wor+ environment. The t!pical MhostileenvironmentN refers to a pattern of offensive conduct over a period oftime. 1owever in cases where the harassment is particularl! severe,such as ph!sical contact, a single incident would constitute a

violation.

Generall*

0imiting the emplo!ee:s options for future promotions or training,distorting the evaluation reports, generating gossip against theemplo!ee or other wa!s of limiting access to his3her rights for thesa+e obtaining or forcing se9ual favour constitute as genderharassment.

Passing on pornographic material in print or electronic form, or

passing on written offensive messages of a se9ual nature would alsobe considered gender harassment.

Persistent e9pressions that suggests superiorit! of one gender overthe other such as jo+es that demean one gender, unwelcomereferences to a person:s appearance or bod!, where the! causeps!chological harassment and serve to den! colleagues their dignit!and respect and contribute to an atmosphere in which ineualit! isemphasized ma! constitute gender harassment.

Responsi!ilit* o& Mana$ement in Implementation o& the Co#e

The management will ensure implementation of the code and fulfil itsresponsibilities in all fairness. The following responsibilities will be carried

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out b! the management/

a. Conduct awareness sessions about the Code and the conseuences ofsuch harassment at wor+place for both the affected person and theaccused, in fact for all staff within the organization

b. Displa! copies of this Code of Conduct in


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# complainant does not necessaril! have to ta+e a complaint of genderharassment through the informal channel. The complainant can launch aformal complaint at an! time.

%roce#ure o& Investi$ation

>o member of the rievance Committee should be in a position where the!are directl! or indirectl! reporting to the accused. 2n cases where the PC isthe accused investigation can be launched b! a rievance Committeeconstituted b! ot reporting immediatel! will notaffect the merits of the case.

a. Detailed account of the complainant and the accused form a part ofthe evidence.b. "itness statements.c. Statements of persons with whom the complainant might have

discussed the incident, statements of persons from whom advice ma!have informall! been sought, should be considered as evidence.

d. #n! other documentar!, audio or video records can be submitted.


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the complainant to prepare a detailed statement of incidents in casethe written complaint is not detailed. # statement of allegations willbe drawn b! the rievance Committee and sent to the accused

b. The accused will be as+ed to prepare a response to the statement ofallegations and submit to the rievance Committee within a specified

time.c. The statements and other evidence acuired in the inuir! process

will be considered confidential materials.d. # staff member in the organization could be designated to provide

advice and assistance to each part!.e. The complainant and the accused will have the right to be

represented or accompanied b! a staff member, a friend or acolleague.

f. The rievance Committee will conduct verbal hearings with thecomplainant and the accused.

g. Statement of Complainant will be recorded first in the presence ofaccused. The accused will then be allowed to cross e9amine thecomplainant.

h. The rievance Committee will record testimonies of other relevantpersons and review the evidence. Care should be ta+en to avoid an!retaliation against the witnesses b! giving the necessar! protection.

i. To constitute gender harassment, the conduct must be Kunwelcome:.


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p. The harassment can occur outside wor+ing hours and wor+place. 2t isthe access that a perpetrator has to the person being harassed b!virtue of a job situation or relation that is relevant here.

. The rievance Committee will ensure confidentialit! during the inuir!process.

Time o& Inuir*

The investigation procedure will be completed as soon as possible. Theinuir! and the implementation of the decision should not ta+e more thansi9 wee+s.

Decision o& the Grievance Committee

#fter a decision is reached regarding the complaint, the rievance

Committee will recommend disciplinar! action in case the accused is foundguilt!. This action can var! from leave without pa! to demotion anddismissal from service. The decision will be submitted to the relevant units,such as 14 E Ainance.

2n case the complainant is in trauma, CDS will arrange for counseling and foradditional medical leave. This can be suggested as a part of the decision.CDS can also offer compensation to the complainant in case of loss of salar!or other damages.

The rievance Committee will monitor the situation regularl! until themembers are satisfied that the corrective measures have beenimplemented.

8ppeals

The person who has been punished for the misconduct of se9ual harassmentas defined under this Code of Conduct and is dissatisfied with the uantumof punishment will have the right of appeal before the #uthorities 3 Courtshaving jurisdiction to hear the cases of disciplinar! action under the 0aws

applicable to the $rganization.

; INT0R%R0T8TIONS 8ND 8M0NDM0NT O, THIS %O+IC1

This 5anual will be revised and updated ever! B !ears to +eep it relevantwith changes in the operating environment and internal needs. 2nterimreview and revision, as and when necessar! will be recorded in a seniormanagement meeting and communicated through a memorandum ornotice. The Principal Coordinator 6PC7 will sign the memorandum or noticeand then it will be formall! announced as binding. The memorandum or

notice will then be made as a part of this manual.

The Principal Coordinator has the authorit! to amend, cancel or modif! an!



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of the policies and procedures in this manual or introduce new ones inconsultation with the 5anagement through memorandum as and whennecessar!. The memorandum will be made part of this manual.

The 14 $fficer is responsible for coordinating the review after ever! three

!ears, in close consultation with the Senior 5anagement and will submit tothe Principal Coordinator for final approval. Staff members are also free tosubmit amendments for consideration in writing to the 14 =nit.

The 14 Polic! and Procedures 5anual will be made available to all staff,units and Aield offices through soft and hard version for their reference anduse and displa!ed in conspicuous and accessible locations in eachdepartment.

5atters not covered in this 14 Polic! 5anual ma! be interpreted and applied

according to the current labour law of Pa+istan and the established practicesof CDS.

The authorit! to interpret or amend an! of the provisions stipulated in thispolic! manual shall be vested in the


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Development Services organization According to this program the awareness is given

to the people a-out health and cleanness In the dispensary free medical checkup and

free medicine are provided to the poor

%ext I visit the mind set life set pro#ect of Concept Development Services organization

In that pro#ect I counsel the criminal and other affected people to change their thinking

pattern and negative attitude%ext I visit the C$%C&'! D&(&)$'*&%! S&+(IC&S free medication pro#ect of

Concept Development Services organization In that pro#ect Concept Development

Services organization provided free medical camp and -asic needs to the needy and

effected people

%ext I visit the female skill program of Concept Development Services organization In

that program goods are provided -y Concept Development Services organization to the

needy women according to their skills So that women can get the respect and her right

in the society !hat pro#ect which I survey on "st week

Week 2

Second week of my survey we decided to visit the slums houses in .hazi .hat to seethe poor health conditions there ,irst of all Internee told that Slums /ouses are made of

corrugated iron and any scrap material they can find !he houses were of different kinds

of metals where the houses were easy to -reakdown /ouses can -e made from many

materials 0ood1 -rick1 ado-e1 straw1 and etc Internee and Concept Development

Services team started #ourney from D. 2han at 344 am and reached .hazi .hat at

544 am !he pro#ect director *iss Shumaila %aseem was also there 0hen Internee and

Concept Development Services team reached there and saw slums houses there !he

condition of slums houses was very -ad !he houses were made with the help of old

torn clothes It seemed to look like that people were living like animals 0ell1 Internee

stepped forward and asked a question to a lady /er name was Amana *ai She toldthat she lived there with her family She had 6 children She told that there were

approximately "44 houses and each family had 6 to 7 children She told that her

hus-and and little children had earned money )ittle children had stood at the corner of

the road and every passenger gave them little money Due to this they had earned 84 9

8: rupee in a day /er hus-and work in fields and they collect wood from the fields

!here housewives had made the -askets from the wood after this they sold them in the

-azaar !hey spend this money on their on expenses

!hey live a very tough life !hey do not have pure and healthy food !here is no

health care providing system !hey have disease of malaria1 food poison1 diyeria1

typhoid1 cholera1 higher levels of illness !he families have no medical help $ne of the

main reasons why the disease spread so quickly was -ecause there were no effectivewaste management policies in place

;a-ies get sick a lot specially the new -orn -a-ies1 -ecause there is no other way to

-uild up their immunity level against the different viruses and other germs !hey drink

river water which is full of germs and the waste of hospital and factories included in So

people health was endangered !heir ladies do not know a-out the family planning

!here is lack of medical facilities and lack of nutritional facilities Dengue fever late

treatment and lack of awareness in the population steps were taken to kill vectors for the

fever and the disease was controlled

!hey did not have pure water for drinking !hey lived across the river in the houses

0hen the flood came they had reached on the sides of the road !hey lived there in

summer and winter %either did they have warm clothes to prevent the coldness ofwinter nor did they have any covering !here was no arrangement of sanitation 0hen it

was to hot1 they sat in the -oat !he water of the river was used for drinking %either



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had they known a-out religious education nor any other education !he people wanted

their children to get education -ut their circumstances were not good

0e stayed there from < to = hours !hey said that the government did not do any help

!hey lived there on their own will !hey also wanted to -uild houses1 school and

hospital for them so that they also improve their lifestyle After survey we came -ack

Week 3In third week of pro#ect internee went to Concept Development Services development

organization !here internee told the Concept Development Services Direct a-out

survey I told all the poor health conditions which face slums houses people I told that

people living in crisis neither did not they have any place to live nor they have any food

to eat !hey spend all the day in hunger !hey have nothing to give their children !hey

did not fulfill their needs> even they have no pure water for drinking !hese pro-lems

cause many diseases !hrough their pro-lems disease are increasing day -y day !he

team of Concept Development Services decides to provide aid 0e collect Cooking oil1

sugar1 pluses1 missals1 soup1 water1 flour1 rice and the -asic needs of life Concept

Development Services %.$ collected the one week aid !he new clothes were

-rought for elders and kids !he students also collected a lot of material It was includednew and old things !he whole team of Concept Development Services decided that we

would give all things and clothes to the poor people of .hazi .hat in +amadan ;etter

living is the right of every person1 so why the poor deprive of it If we help those

people1 they can -e going forward in their life All the crimes of the country are due to

these people1 -ecause these people -ecome criminal to improve their lifestyle 0e can

save them through the support of our rich people

Week 4

In =th week of pro#ect internee again went to .hazi !he people of .hazi .hat were

very pleased to see us 0e reached at 544 am to .hazi .hat I told her that health is

wealth Internee told them a-out some rules of healthy lifestyle Internee told that theyshould eat healthy and pure food and they should wash their hands -efore eating !hey

told that they also want good lifestyle -ut they cannot afford this Internee said that

Sleep well for at least six to eight hours a night Sleep is like medicine for the mind and

-ody Sleep deprivation results in premature ageing1 irrita-ility and a short temper Air

provides life?giving oxygen )ike water1 the -ody cannot survive without taking in

oxygen 'lenty of fresh1 clean air is essential to good health 'ure 0ater is a great way

to help control one@s physical -ody Internee advises them that they should keep

themselves and their houses clean !hen she distri-uted the funds -etween these

families During getting funds they feel happy Internee and whole time also make

picture with them After advising them we came -ack

Week 5

In :th week of internee survey Concept Development Services Development

$rganization arranged a free medical camp for poor people in Concept Development

Services %.$ Doctor checks the poor people and provides them free medicine

Internee gives special attention to health of children $ver 544 patients receive free care

each month at the health camps /ealth camp is a multi?purpose health activity in which

teams of specialized doctors1 nurses1 la- technicians1 and pharmacists provide free

diagnosis1 treatment1 medicine and health education !hese health camps are

enthusiastically supported -y .eo care hospital /ealth awareness and education arealso given to help people live a life free from disease Internee also gave awareness

a-out the dangers of malaria1 /I(AIDS and to-acco

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&ye camp is arranged every ,riday During my work eyes camp is arranged on ,riday1

Saturday and Sunday 0here poor people come and check there eyes and Concept

Development Services %.$ provide free medicine ,lood relief camp is also

esta-lished for flooded people In this camp free health educations provided to poor

people and provide them free medicine !his camp was esta-lished under the control of

'*A Internee also works in this camp /ealth education was also providing ConceptDevelopment Services always take care of those people who are poor In medical camp

internee gave health education /ealth education a-out childrenBs -ecause most of the

disease are found in children

Week 6

Six and last week of my pro#ect internee went the main office of Concept Development

Services houseInternee gave all the report of a-out work Internee gave the report that

in .hazi .hat there should -e houses1 schools and hospital for people then they live

-etter life !here parents also want to give education for their children -ut their

resources are not enough to do that Internee told all the pro-lems to chair person !he

chair person promised that they provide them -asic facilities of life Internee work very

well All the staff of Concept Development Services organisation satisfied on work Inthese days there pro#ect of health and dispensary system running well Internee gave

them many new ideas a-out how to aware poor people a-out health and internee learned

many new things from Concept Development Services organization During my work

internee face many pro-lems and challenges ;ut internee did not lose heart !he

Concept Development Services %.$ is new place for interne

CONCLUSION

/ealth in poorer areas is very -ad !hrough there -ad conditions there are manydiseases Concept Development Services has good name and plays good roles 'oor

people cannot fulfill needs Concept Development Services helps those people All the

crimes of the country are due to these people1 -ecause these people -ecome criminal to

improve their lifestyle 0e can save them through the support of our rich people !hese

people also part of our society Concept Development Services provide free medicine

and free checkup to poor people Concept Development Services works for people In

poorer areas there have no pure water to drink and no pure food to eat !hey live very

tough life $ne of the main reasons is that disease spread so quickly -ecause there was

no effective waste management policy in these areas ;a-ies get sick a lot specially the

new -orn -a-ies -ecause there is no other way to -uild up their immunity level against

the different viruses and other germs !hey drink river water which is full of germs and

waste of hospital and factories included in So people health was in danger !here is

lack of awareness'regnant women inha-iting ur-an slums are a high risk group withlimited access to health facilities /azardous maternal health practices are rampant in

slum areas ;arriers to utilization of health services are well documented Slums in the

same city may differ from one another in their health indicators and service utilization

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rates !he study examines whether hazardous maternal care practices exist in and

whether there are differences in the utilization rates of health services in two different

slums /ealthy living is a com-ination of many things1 including good nutrition1 regular

exercise and a positive attitude !aking care of your -ody and feeling pride in your

accomplishments can improve -oth your physical and mental health

!here are many things you can do to improve your quality of life ? improving your diet

and exercising regularly are two of the easiest steps %o matter how small you start

Eadding an apple a day to your diet or walking : more minutes a dayF1 you can make a

change and an improvement in your life

C$%C&'! D&(&)$'*&%! S&+(IC&S organization D . 2han has name1 good

will all over the world It is an organization which compensates and motivates its

employees It has some pro-lems which needs time to overcome ;ut overall itBs a well

reputed organization having separate department which works together to generate

revenues

Recommendaton!

" !he hospital should made there

8 &ducation is necessary for every person so &ducational institute made there


42/42

"" Define the rights of women in the lights of Islamic teaching and literature

"8 .overnment should also ensure that every citizen of the country is following the

main themes defined -y the religious committee

SUGGESTION

As a sociologist1 interne prefer to work at C$%C&'! D&(&)$'*&%!

S&+(IC&S D . 2han ;ecause it is the organization which holds the

motivational factors !his is the platform where you can seek many practical

things

As a sociologist interne will try to accumulate the weakness of the organization

Gturn them to strengths

Interne will also improve the /+ practices in the organization which includes

employeeBs motivation their reward programs and their appraising standards

C$%C&'! D&(&)$'*&%! S&+(IC&S needs some improvements in

-uilding maintenance1 parking issues1 employee training difficulties as a

sociologist interne will try to overcome these o-stacles G -y hard work I will try

to increase the revenue of C$%C&'! D&(&)$'*&%! S&+(IC&S

'ersonality interne had a wonderful time at C$%C&'! D&(&)$'*&%!

S&+(IC&S D . 2han and interne definitely try to work their again

finalconcept development services dg khan. (1)

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