DISCLAIMER

MANUAL OF OPERATIONS The Pakistan Centre for Philanthropy 1 DISCLAIMER This manual is a general guide to [ABC‟s] current Policies and Procedures. This manual is informational and is neither intended to create nor should it be construed to constitute a contract between [ABC] and its employees. [ABC] will review the policies, procedures and benefits it has provided herein on a regular basis and may enhance, modify or cancel any policy or procedure in this manual at any time at its sole discretion. This manual is the property of [ABC]. The use and distribution of this in whole or in part by employees for any other purpose than [ABC‟s] use is strictly prohibited. Manual of Operations The Pakistan Centre for Philanthropy 2 PERSONNEL POLICY The following objectives related to personnel administration have been set forth as part of the overall personnel administration. 1. SELECTION OF EMPLOYEES [ABC] is an equal opportunity employer which means employees are hired regardless of race, colour, nationality, caste, creed or sex on the basis of qualification required as specified by the job description, including education, experience, training, skill, physical requirement or any other condition required to perform satisfactorily the duties of the position. [ABC's] objective is to build a competent, professional, dedicated and efficient team. 2. REFEREES An applicant will provide names and addresses of three referees who could be contacted by [ABC] for obtaining more information about the applicant. One of the referees must be a previous employer. 3. EMPLOYMENT CATEGORIES 3.1 REGULAR EMPLOYEES Regular employees are those who are hired on a full time basis as permanent employees of [ABC]. These are positions, which have been approved by [ABC] Board1. Employees appointed against permanent positions are entitled to benefits applicable to permanent employees. 3.2 LONG TERM CONTRACT (LTC) EMPLOYEES LTC employees are those who are hired for a time bound contract of employment under a specific project grant, for more then one year. LTC employees are entitled to all benefits applicable to the Regular employees except gratuity. 3.3 SHORT TERM CONTRACT (STC) EMPLOYEES STC employees are those who are hired on a time bound contract of employment for a period of one year or less. In case the contract is renewed and the period exceeds one year, the category would automatically be converted to LTC and the employee would be entitled to benefits available to LTC with effect from date of extension of the contract. STC employees are only entitled to non-cashable X annual leaves and Y sick leaves, which will lapse at the end of the calendar year. 3.4 TEMPORARY EMPLOYEES Temporary employees are those who are hired at daily or hourly rates purely on a temporary basis in order to meet extra workloads or supplement the absence of an employee. These employees may not be provided with a written contract and shall be paid on a daily wage basis. 1 Board means the governing body of the organisation with whom is vested the governance function in the organisation. Its name may vary from organisation to organisation. Manual of Operations The Pakistan Centre for Philanthropy 3 4. CONSULTANTS Consultants are hired on a short-term basis for specific assignments as per their Terms of Reference (ToR), when the required skills are not available in the organisation or if staff is not free to undertake that particular task. They may be required to work full time with [ABC] during the consultancy period. The ED shall sanction all consultancy contracts. Foreign Consultants: Foreign Consultants may be identified with the assistance of Donors or „head hunted‟ by the Programme staff, who require their services. However, under a Donor Agreement, the Donor may appoint a Consultant directly and pay0 his fees abroad out of the total grant approved for the project. Foreign Consultants shall require a valid work visa before commencing work with [ABC]. Local Consultants: In the normal course, the services of such Consultants shall not exceed 9 months in a calendar year with a single contract not exceeding 6 months. The fees and other terms and conditions agreed with a Consultant shall be set down in a Consultancy Agreement. The terms of reference (TOR) agreed with the Consultant shall be attached to and form part of the Consultancy Agreement. 5. PROBATIONARY PERIOD All new appointments in Regular and LTC categories are subject to a probationary period of three (3) months, which can be extended at the discretion of the organisation. Employees on STC would be on probation for a period of at least (1) one-month. During the probationary period the concerned supervisor will observe the new employee closely. Upon completion of the probationary period, the employee will be evaluated. The employee will complete a performance evaluation form and submit it to his/ her immediate supervisor, who upon completion will forward it to the Chief Executive2 (recruiting authority) providing a recommendation for employment to be formalised or extension of probation or termination of employment, as the case may be. The probationary period in both the cases can be extended for another period of three months to provide the employee an opportunity to prove his/ her worth. The decision shall be conveyed to the employee formally through a letter. The Chief Executive will record his/ her comments and return it to the supervisor who would forward the same to Manager Finance & Administration for appropriate action and for permanent filing in the personal folder. 6. CONFIRMATION Subsequent to the completion of the probationary period, the Manager Finance & Administration will convey the status to an employee of his/ her employment. Upon successful completion of the probationary period, a letter will be issued to the employee advising him/ her of his/ her employment status. If for any reason whatsoever the probation period of an employee is neither extended nor terminated at the end of the stipulated probation period, the employee concerned shall deemed to have been confirmed from the date of expiry of probation period. 2 The nomenclature of the Chief Executive Officer may vary from organisation to organisation. But he/ she is essentially the person with whom lies the executive authority in the organisation. Manual of Operations The Pakistan Centre for Philanthropy 4 7. PERSONNEL RECORD DOSSIER The Personnel record of an employee shall be maintained under the supervision of Manager Finance & Administration, in order to have an overall staffing pattern and strength of [ABC]. 8. IDENTITY CARD 8.1 POLICY The Manager Finance & Administration will issue an ID card to the employee as soon as he/ she joins [ABC]. The ID card will remain the property of [ABC] and must be returned upon separation or termination of employment with [ABC]. An employee will be required to sign a receipt as acknowledgement for receiving the card. 8.2 MISUSE OF IDENTITY CARD The identification card is NOT to be used to establish credit, to obtain loans or to incur any obligation on behalf of [ABC]. Improper use of the identification card will result in disciplinary action, which may include termination from service. 8.3 LOSS OF IDENTITY CARD Loss of identification card must be reported to the Finance & Administration Office in writing, immediately. A full explanation of the circumstances involved in the loss will be required. A new card will be issued upon payment of Rs.XX (Rupees XX only). 8.4 RETURN OF IDENTITY CARD Upon separation or dismissal from service or termination of employment from [ABC], the employee must surrender identification card and all other [ABC] properties to the appropriate office before final salary payment can be made. 9. NEXT OF KIN On the first day of employment, each staff member shall be asked to formally designate his/ her beneficiary by filling in and signing the requisite form for unpaid compensation and other lump sum payments which would be used for processing payments in the event of his/ her death. 10. BASIC WORK WEEK3 The basic workweek for [ABC] is 40 hours, 5 days (Monday through Friday4), with office timings from 0830 hours through 1700 hours, with a lunch and prayer break of 45 minutes per working day, except Friday wherein the break will be for one hour. [ABC] prefers to maintain regular hours of work, to the extent possible, considering the nature of its activities. Only for short duration of period an employee may be granted a flexible time schedule duly recommended by the immediate supervisor and approved in writing by the ED, not exceeding a period of 30 days. However, employees may be asked to work beyond normal work hours as and when required. Every effort 3 4 Consider work weekdays and office timings as set by your Management. In Certain cases (depending upon the local culture), Friday may be declared a holiday and the organisation may opt to work on Sundays. Manual of Operations The Pakistan Centre for Philanthropy 5 will be made to notify employees at the earliest opportunity possible of changes in work schedules that become absolutely necessary. Excessive tardiness or absenteeism will be considered a lack of dedication, and duly noted in an employee‟s personal file. Employees are expected to report to work on schedule unless excused by their supervisors. During the holy month of Ramadan special timings are observed. Employees will be given adequate notice of these timings. 11. ORIENTATION [ABC] shall arrange a proper orientation for all new staff on their joining. This shall include (i) introduction to staff members in order to help build relationships with immediate colleagues; (ii) orientation to [ABC‟s] programme activities. 12. RESPONSIBILITY The Finance & Administration Office shall be responsible for compiling and providing orientation to the new incumbent. The orientation package should be prepared in collaboration with the other units and be readily available at all times. The package should contain but not limited to the following: o o o o o [ABC] brochures Mission Statement and Core Values of [ABC] Brief description of [ABC] projects Abstract of Personnel policies applicable at [ABC] Annual Reports of [ABC] In addition, this would be used to familiarise new staff members with the goals and objectives of [ABC], its history, organisation‟s structure, services provided by [ABC], important personnel policies, safety and security procedures and other aspects related to employment at [ABC]. Consequently, it would be the responsibility of the employees‟ supervisor to familiarise the new staff member with the functions, activities and programmes of the department. 13. JOB SPECIFICATION The concerned Manager or immediate supervisor shall arrange job specification orientation to all new staff members. This shall essentially cover the following: o o o o o o Discussion on the general scope of work of the new employees Access to rules and regulations Planning and reporting system of concerned unit Financial accountability system Introduction to staff members to whom he/ she will closely be associated Introduction to the partners/ project counterparts (if applicable) 14. SALARIES AND ALLOWANCES 14.1 SALARY SCALES The Organisation maintains salary rates at a level, which are at least equal to the prevailing rates for comparable positions in the market. Outstanding work performances are rewarded Manual of Operations The Pakistan Centre for Philanthropy 6 through periodic merit increases. The categories of employees corresponding [ABC] grades are as follows: GRADE CATEGORY I II III Office Helper, Guard, Gardener, Janitor, Cook. Driver, Senior Office Helper and Maintenance Helper. Accountant / Assistant Accountants, Administrative Assistant, Secretaries, Receptionist, Executive/ Personal Assistant to ED IV V VI 14.2 Assistant Officers and Assistant Managers. Managers and Officers. Executive Director SALARY DAY Salaries are paid once a month, generally on the last working day. 14.3 INCREMENTS Annual increment means an annual enhancement within the steps of the salary grade of an employee. There are two types of increments, which are as follows: Economic increment This increment is an adjustment for cost of living increases, market adjustment or official rates of inflation prevailing in the country. Merit Increment This increment is allowed on performance of employees on the basis of the performance appraisal. The ED may grant advance increments to any employee in deserving cases at any stage of service. 14.4 EFFECTIVE DATE OF INCREMENT All employees of [ABC] will receive annual increment effective 1 January of each year subsequent to [ABC‟s] Board meeting. The performance appraisal shall be held in September of each year and completed before the annual increment takes effect on January 1st. An employee who joins [ABC] after 1st July shall be eligible for a salary increase in January of the following year. All the salary adjustments are notified to the employees in writing, copies of which are also available in the personnel files. st 14.5 FOR NEW EMPLOYEES An employee who joins after 1 July shall be eligible for a salary increase from the January of the second year of his employment. st 14.6 SALARY COMPOSITION The following is the composition of salary applicable to all grades of employees: Manual of Operations The Pakistan Centre for Philanthropy 7      Basic salary House rent allowance Conveyance allowance Utilities allowance Any other allowance to be determined by [ABC]. The above structure is only designed to obtain maximum legally allowable tax benefits for the employees. 14.7 SALARY DEDUCTIONS The following deductions are made from salaries to meet legal and other requirements:     Income tax on salaries. Loan instalment. Bill of Collection Any other cost sharing expenses 15. GENDER EQUITY STRATEGY The goal of the gender equity strategy is to enable [ABC] to be a catalyst, actively promoting and facilitating social transformation leading towards the equality of women and men, to ensure sustainable human development. [ABC] Gender Equity Strategy is based on the following principles: o o o o Gender equity is the means to gender equality Gender equity is both a technical and political process Equitable participation in development is both an end in itself, as well as a means to other outcomes Gender equality can only be achieved through partnerships between women and men The objectives of the strategy reflect programmatic as well as institutional facets of [ABC]. Programmatic objectives: o o To ensure that all programmes promote gender equity and reduce gender inequality; and To strive towards a shared vision of gender equity and equality with project partners, and to enhance their capacity to put this vision into practice. Institutional objectives o o To ensure that every individual within [ABC] has an understanding of gender equity issues and is able to contribute to the goal of [ABC] Gender Equity Strategy; and To ensure the transformation of [ABC] into an organisation that actively practises and promotes gender equity. 16. WORKING CONDITIONS A continuous effort will be made by [ABC] to provide an employee with safe, clean and comfortable working environment. Manual of Operations The Pakistan Centre for Philanthropy 8 17. DUTY STATION The duty station of an employee shall be specified in his/ her contract of employment. However, [ABC] reserves the right to post an employee either temporarily or permanently to work anywhere in or outside Pakistan. 18. CHANGE IN PERSONAL INFORMATION Staff are required to inform the Administration and their immediate supervisor in writing about change in personal information, i.e., change of address or telephone number, marital status, birth of a child, educational qualifications, honorary appointments, etc. 19. EMPLOYEE ACCEPTANCE Immediate Supervisors and the Manager Finance & Administration shall ensure that all Regular, LTC, STC and Temporary employees have read and fully understood the Personnel Policies Manual. Should any employee require further clarifications they should contact the Administration & Finance office. Manual of Operations The Pakistan Centre for Philanthropy 9 EMPLOYEES BENEFITS POLICY 1. MEDICAL TREATMENT/ REIMBURSEMENT 1.1 POLICY [ABC] regular employees and LTC employees along with their dependants shall be entitled to receive medical treatment in a calendar year (January - December). The following limits per calendar year are prescribed for entitled employees for reimbursement of medical expenses. S. No. i ii iii Designations Executive Director, Senior Managers, Managers and Officers Assistant Officers, Secretaries, Receptionist and Programme/Finance Assistants. Driver, Office Helper and Janitor. Admissible Allowance Rs. Xx,xxx Rs. Xx,xxx to Rs. Xx,xxx Rs. Xx,xxx 1.2 PROCEDURE FOR SUBMISSION OF MEDICAL CLAIMS a) An employee may utilise his/her limit for medical consultation, purchase of medicines, dental and/or ocular treatment of all types. The reimbursement is also applicable for spectacle frames, glasses and contact lens for the employee or his/her dependants including parents. b) The entitled employees and their dependants are allowed to consult registered allopathic practitioners, homeopathic practitioners and Hakeem and obtain allopathic medicines or homeopathic/Unani medication. c) A claim for the cost of medicines shall be supported by a prescription and a cash memo. However, an individual cash memo for medicines valuing up to Rs. Xxx/(Rupees Xxx only) shall not require a prescription. d) Each entitled employee‟s medical account will be maintained by the Finance & Administration Department. e) Amounts reimbursed to an employee will be debited to his /her medical account. f) An employee shall be responsible for completing his/her own medical form. He/She will submit the same to the Manager Finance & Administration for scrutiny and approval. 1.3 DECLARATION FOR MEDICAL FACILITY All employees are required to submit a declaration in order to avail medical reimbursement facility. Dependants are hereby defined for the purpose of submission of medical claims as Wife/Husband, Unmarried children up to the age of twenty-five (25) years and the Parents of the employee. Female employees whether married or unmarried are also entitled to claim reimbursement of claims for her parents. (A copy of the said declaration is attached as Appendix-C to this manual). Manual of Operations The Pakistan Centre for Philanthropy 10 1.4 CREDIT TO AN ACCOUNT OF AN EMPLOYEE On the First of January each year, the employee's medical account will be credited with an amount equal to his annual limit. In case, where an employee joins service after commencement of a calendar year, his medical account will be credited with his annual limit in proportion to the remaining period of that calendar year. For example, if an employee joined service on the 1ST of September 2000, his/her medical account will be credited to the extent of 1/3 of his/her annual medical limit. An employee shall be entitled to his/her medical facility from the date of joining at [ABC]; however, reimbursement of medical expenses can be claimed upon successful completion of probationary period. Where an employee leaves the service during a financial year, he/she will be entitled for full medical limit for that year. Provided he/she completes at least 6 months of that financial year. If the employee leaves before completion of 6 months in financial year then his medical limit will be prorated accordingly. Any excess amounts reimbursed to an employee will be deducted at the time of final payment. Any unutilised amount at the year-end in an employee's medical account will be carried forward to the next year. Any unclaimed amount in an employee‟s medical account at the time of separation from service will be paid to the employee, subject to income tax rules. 1.5 EXPENDITURE IN EXCESS OF LIMIT When the total expenditure exceeds the amount of balance in an employees‟ medical account, it may be considered for reimbursement in genuine hardship cases after scrutiny by medical committee. 1.6 COMPOSITION OF MEDICAL COMMITTEE A medical committee is constituted for the purpose of examining cases where the amount has exceeded the limits prescribed. In the event of a conflict of interest situation, the concerned individual would be replaced by another official. The two-member committee consists of: a. Executive Director/ Chairman b. Manager Finance & Administration Member 2. GROUP LIFE INSURANCE [ABC] will provide insurance under the group life insurance plan for all its Regular and LTC employees. Under this scheme the employees are covered against death caused due to Accident, Natural death, Natural disability caused due to disease. The amount of insurance applicable to each employee insured is as follows: S. No. i ii Designations Executive Director, Senior Managers and Managers. Officers, Executive Assistants, Executive/ Personal Assistant to ED, Assistant, Secretaries and Receptionist. Driver, Office Helper and Janitor. Allowance Rs. X,xx,xxx Rs. X,xx,xxx to Rs. X,xx,xxx Rs. X,xx,xxx iii Manual of Operations The Pakistan Centre for Philanthropy 11 3. OVERTIME REGULATIONS 3.1 GENERAL GUIDELINES Overtime compensation for [ABC] employees consists of overtime work payment and holiday work compensation. 3.2 APPLICABILITY These rules shall apply only to Drivers, Office helpers, office assistants and certain Support Staff positions employed under the category of regular employee. 3.3 POLICY It is the policy of [ABC] to operate within the established basic workweek. Overtime or holiday work, or compensatory time is approved only when it is determined absolutely necessary to meet urgent deadlines or to provide essential services. It shall be reimbursed only if approved in advance by the management. 3.4 OVERTIME a) Overtime work is all work ordered to be performed other than during the employee‟s basic working hours. Support staff employees, if required to perform overtime work, may receive compensation at basic hourly rate for regular days and 2.0 (two) times of the basic hourly rate for holidays up to a maximum of 45 hours a month. b) 3.5 COMPENSATORY TIME Compensatory time off may be granted for all authorised professional staff for which cash compensation has not been sanctioned. 3.6 PROCEDURES Occasional Overtime/Holiday Work Overtime or holiday work is ordered only as an emergency measure to avoid serious backlogging of regular work or to meet some temporary crisis. It must be kept to a minimum. Regular Overtime When overtime work appears to be of a continuing nature, the workload and the workweek should be reviewed to determine how to eliminate or reduce regular overtime. At this point, attempts should be made by the management to distribute workloads to determine how to reduce or eliminate the overtime. 3.7 CERTIFICATION On the next workday following the overtime/holiday work, the employee completes the overtime form indicating the actual time and hours worked and get it approved by the Reporting Officer or Manager Finance & Administration. 3.8 RESPONSIBILITY The success of this policy depends on how the Finance & Administration Office ensures that Manual of Operations The Pakistan Centre for Philanthropy 12 support staff personnel adhere to it. It is the responsibility of the Manager Finance & Administration to review the overtime form submitted by the employee to ensure that the overtime claimed is accurate. 3.9 APPROVING OFFICER Each individual manager will be the approving officer for the support staff that reports to them. 3.10 PAYMENT In order to ensure that overtime is paid by the end of the month to which it relates, the overtime sheet will be closed on the 25 th day of each month. The approved overtime sheet th must reach Manager Finance & Administration on the 26 of each month to ensure its timely payment. (Overtime form is attached as Appendix-B to this manual). 4. REIMBURSEMENT OF COVEYANCE FOR LATE SITTING If a support staff in [ABC] Grade I - III is required to sit late in the evening for discharging his duties, he/she will be reimbursed the actual cost of taxi fare or its equivalent for use of his private transport. Similarly, if an employee is required to work on a weekend or public holiday, he/she will be reimbursed actual taxi fare or its equivalent. The above allowance will become applicable if an employee works beyond 1900 hours or is required to arrive to the office before 0700 hours in the winters. For the summers, the allowance will be admissible if an employee works beyond 2000 hours and is required to arrive at the office before 0600 hours. 5. GRATUITY Each regular employee is entitled to gratuity equal to 30 days of salary per year. An employee is entitled to gratuity only after completion of one year of service. When an employee joins or leaves during a year gratuity will be credited on prorated basis provided that the employee has worked for a minimum of six months during that year. Each employee's separate gratuity account will be maintained by Finance & Administration Department. At the time of separation from service the employee will be entitled to gratuity for number of days in the gratuity account based on the last salary drawn. 6. REPATRIATION OF FAMILIES OF DECEASED EMPLOYEES TO PLACE OF RESIDENCE If a permanent or LTC employee dies at a station, which is not the place of his residence, leaving his/her spouse and children who were wholly dependent on him at such station, they shall be repatriated, along with the body of late employee, to the place of his/her native town, in accordance with concessions to be determined by ED in each case. An amount of Rs. 10,000/- (Ten thousand only) will be paid in cash to the designated beneficiary of the deceased employee to cater for the cost of funeral. 7. HONORARIUM The ED may grant an honorarium to an employee for special work performed by him/her which is occasional in character and either so laborious or of such special nature as to justify a special reward. Manual of Operations The Pakistan Centre for Philanthropy 13 8. ADDITIONAL EMPLOYEE BENEFITS 8.1 MEMBERSHIP OF PROFESSIONAL ASSOCIATIONS [ABC] reimburses annual subscription fees not exceeding Rs. XXX (Rupees XXX only) per annum paid by the employee for his membership to approved professional associations. 8.2 TELEPHONE AND TELEX Dialling “0” can make local telephone calls. Long distance phone calls can be made through the operator. Personal calls, if so required, are allowed to be made or received while at work, but these should not interrupt the work, and that they are kept brief, and to a minimum. The employees may use the office telephone and fax facilities for long distance calls during office hours for personal use only in case of emergencies and with prior permission of the supervisors. The charges for using the facility will be recovered from the employee. 8.3 PHOTOCOPYING Photocopying facility for official purposes is available at the office. This facility needs to be used with discretion. 8.4 OFFICE SECURITY While [ABC] will endeavour to protect staff members and their property, the members are responsible to ensure the safe custody and security of the property belonging to [ABC] which is assigned to them and also their personal belonging. 8.5 PARKING REGULATIONS Employees are expected to park their vehicles out side the office building. [ABC] does not take responsibility for loss or damage to vehicles parked. Manual of Operations The Pakistan Centre for Philanthropy 14 OFFICIAL HOLIDAYS/ LEAVE REGULATIONS 1. PURPOSE To define the types of leave admissible to [ABC] employees and to inform them of leave benefits, limitation and procedures. 2. LEAVE CAN NOT BE CLAIMED AS A MATTER OF RIGHT Leave shall not be claimed as a matter of right. When exigencies of service arise, the Executive Director, or an Official on his behalf, may refuse to grant leave, or cancel leave previously approved, change the nature of leave or recall the employee before the expiry of his/her leave. An employee is not entitled to any leave other than leave with out pay during the probation. 3. LEAVE YEAR The leave year is a calendar year beginning on January 1 and ending on December 31. 4. ANNUAL LEAVE It can be availed anytime during the year with prior approval of supervisor provided that availing leave at that time would not adversely affect the work in process. Employees are entitled to annual leave at the rate of XX days per month during a calendar year. In order to earn annual leave at the rate of XX days per month, an employee must work minimum of XX days during the month There would be no prorated amount of leave credited to an employee if he/she works less than XX days during the month. No leave shall be earned during the period spent on leave without pay by an employee. The Annual leave will be credited on a proportionate basis if an employee joins [ABC] anytime during the calendar year, for example, if an employee services on 1st of September 2003, he/she will be entitled to 1/3 of the 30 working days. 5. CARRY OVER Annual leave earned and not availed shall accumulate in the employee‟s annual leave account to a maximum of XX (XX) working days as of 1 st January of each year. An employee who has not availed st Annual Leave will be entitled to en-cash his leave to a maximum of XX days as of 31 December of each year. 6. RESTORATION Previously approved and scheduled annual leave, which is cancelled by the employee‟s supervisor due to work requirements, will be restored to the employee‟s account. 7. PAYMENT UPON SEPARATION Upon separation, an employee will receive payment for 50% of the un-availed annual leave available in the account of the employee, prorated according to a maximum of XX leaves per annum. Manual of Operations The Pakistan Centre for Philanthropy 15 8. RESPONSIBILITIES It is the responsibility of the supervisor to ensure that appropriate measures are taken so that each employee is permitted to take a regular vacation each year. This would benefit both the employee and [ABC]. All employees should be granted, consistent with work requirements of the office involved, sufficient continuous leave for vacation purposes to provide adequate period of rest and recuperation. Leave must be approved by the employee's supervisor on the prescribed form and reported for record keeping purpose to Administration. Weekends and gazetted and public holidays do not constitute part of the Annual leave. 9. SICK LEAVE At the beginning of each calendar year each employee will be credited with XX (XX) workdays of sick leave. An employee who enters into a contract after the beginning of the year will receive a prorated amount of sick leave for the remainder of the year. Sick leave is authorised when the employee is unable to work because of sickness or injury or when he/she needs a medical examination or treatment, which can be obtained only during the time when the employee would normally, be working. Sick leave may not be used by the employee in connection with the care of a family member or to obtain medical examination or treatment for family members. Absences such as these are to be charged to annual leave, casual leave or leave without pay. It is every employee‟s responsibility to report sick leave so that appropriate charge of sick leave is made. An absence of more than three consecutive workdays must be supported by a physician‟s certificate. A physician's certificate may be required for an absence of three days or less if the employee‟s supervisor or the administration has reason to believe that the employee is using sick leave improperly. Advancement of sick leave is not permitted beyond what an employee is entitled to each year. Any sick leave not used during the year cannot be carried over to the next year. There would be no encashment for any un-availed sick leave. When an employee is sick he/she must inform his/her immediate supervisor that he/she will be unable to come to work that particular day. It is the employee‟s responsibility to get the leave approved the day the employee returns back to work and he/she must ensure that it is forwarded to the Finance & Administration Office so that appropriate charge of leave is made in the records. 10. CASUAL LEAVE Casual leave is paid leave without charge to annual leave. At the beginning of each calendar year an employee will be credited with XX working days of causal leave. It can be availed anytime during the year, although prior approval of such leave must be obtained from the employee‟s supervisor. An employee, who enters into employment after the beginning of year, will receive a prorated amount of casual leave for the remainder of the year. Casual leave can be availed any time during the year with prior permission of the immediate supervisor to a maximum of three (3) days. Advancement of casual leave is not permitted beyond what an employee is entitled to each year. Any casual leave not used during the year cannot be taken over to next year. There would be no lump sum payment made for unused casual leave at the end of the year or upon separation. Weekends and gazetted and public holidays do not constitute part of casual leave and will not be debited as such either. If the employee fails to take prior approval for casual leave, he/she must inform his/her immediate supervisor on the day he/she is unable to attend the office. The leave must be approved the day the employee returns to work and the relevant form forwarded to the Finance & Administration Office so that appropriate charge of leave can be reflected in the records. Manual of Operations The Pakistan Centre for Philanthropy 16 11. MATERNITY LEAVE Female employees, who have completed one (1) year of service, will be entitled, upon a properly documented request, to maternity leave for XX calendar days including weekends, gazetted & public holidays. While on maternity leave, the employee will continue to receive full salary and allowances. Maternity leave can be availed for a maximum of three times during the total period of service. Female employees with less than one year of service, who require absence for maternity reason will be charged to annual leave, casual leave, sick leave, and/ or leave without pay as applicable. 12. LEAVE WITHOUT PAY (LWOP) When an employee absents himself/herself without proper leave/intimation or overstays a leave period without information/prior approval; and subsequently approaches the supervisor for post facto approval, such absence is considered to be an absence without valid reasons, the period shall be treated as leave without pay. Employees may be granted leave without pay for studies and other emergencies to a maximum of 30 calendar days. Leave without pay for emergencies will only be granted if there is no balance in employees leave account. The grant of this leave will be decided on case-to-case basis at the sole discretion of the ED. 13. UNAUTHORISED ABSENCE If an employee does not inform his/her supervisor about his/her absence from duty within a reasonable time, this absence will be treated as unauthorised and will be liable for disciplinary action including deduction from pay and/or termination of service. The reasonable time will be decided on case-to-case basis. 14. GENERAL GUIDELINES FOR AVAILING LEAVE The types of leave mentioned above shall be approved by the immediate supervisor of an employee. The reasons for not granting the leave must be recorded on the application form, in the event of leave not being approved. Applications for leave of absence for two days or more should be submitted at least 24 hours prior to the time from which leave is required except in cases of sickness and emergency. An employee who remains absent in excess of the leave period approved shall be liable for disciplinary action unless he/she is able to explain his/her position vis-à-vis the over-stay and the supervisor is satisfied with the explanation. Breach of leave regulations shall be considered as misconduct by the employee and in such cases the employee shall be liable for disciplinary action. All leave should be accounted for through the leave application. Except in the case of emergencies, all employees desiring of availing casual or annual leave must submit applications for leave prior to availing leave. Employees desiring to obtain more than two weeks leave must submit their application at least one month before the requested date of commencement of leave. 15. EXTENSION OF LEAVE OBTAINED Application for an extension in leave MUST be submitted by the employee to his/her immediate Manual of Operations The Pakistan Centre for Philanthropy 17 supervisor before the expiry of leave already granted. 16. COMPENSATORY LEAVE Compensatory leave is available to employees who are requested to work on official and public holidays. This leave MUST be availed within 60 calendar days, and is not encashable. Leave will be approved with the prior permission of the immediate manager/supervisor. This benefit is applicable to those staff members who are not entitled to receive overtime. 17. LEAVE OBTAINING PROCEDURE AND MAINTENANCE OF RECORDS An employee who wishes to proceed on leave or has already availed a period of leave should obtain a leave application form from Administration wherein the leave record for the year would be recorded. It is the responsibility of each employee and his/her supervisor to properly report leave and submit required leave reports to the Finance & Administration Office. Leave will be treated as LWOP and reflected on the leave form in the event of leave having been availed without the prior approval of the immediate supervisor. The leave form will be forwarded to the Finance & Administration Department who would make the appropriate charge in the leave record. (A Leave form is attached as Appendix L to this manual) 18. SUPERVISOR The employee‟s supervisor is responsible for the accuracy of leave reported, which he/she approves. These records will be considered as official leave record for the employee. All employees are reminded to follow the leave policy and in cases where prior approval was not required for a leave, it should be approved the day the employee returns to work and forwarded to the Finance & Administration Office to ensure that appropriate charge of leave is made in the records. Failure to do so may result in leave without pay. 19. HOLIDAYS Sundays are official holidays observed by [ABC]. Other public holidays as announced by the Government of Pakistan are also observed. The following is a list of public holidays normally announced by the Government of Pakistan. Particulars Kashmir Day Eid-ul-Fitr * Pakistan Day Eid-ul-Azha * 9th and 10th of Muharram * May Day Eid-e-Milad-un-Nabi* Iqbal Day Independence Day Quaid-e-Azam Birthday/Christmas *Subject to appearance of moon No. of Holidays (Days) 1 2 1 2 2 1 1 1 1 1 Manual of Operations The Pakistan Centre for Philanthropy 18 RECRUITMENT AND SELECTION POLICY 1. EXECUTIVE DIRECTOR (ED) The Board of Directors appoints the CEO, sets his/ her compensation and periodically evaluates his/ her performance. After the contract period is over, the Board evaluates his/ her performance as the Executive Director and makes a decision to renew or other wise his/ her contract. 2. OTHER APPOINTMENTS The ED appoints all senior managerial staff in consultation with the Chairman of the Board, and the programme and support staff in his/ her own discretion. The ED and the Manager Finance & Administration will ensure that all documentation related to the appointment is available on record. 3. ADVERTISEMENT To fill a new or vacant Regular or LTC position, [ABC] will advertise as follows. The vacancy notice shall stipulate the position title, a brief description, minimum qualifications and previous work experience required, etc. Advertisement is not required for secretariat or support staff. For STC and temporary positions, no external advertisement will be required, however, written approval of the ED must be secured. 4. EMPLOYMENT APPLICATION FORMS Apart from submitting a bio- data or CV, the newly selected employee will be required to complete [ABC‟s] employment bio-data form before the issuance of an appointment letter. 5. SELECTION PROCESS All applications will be received at the Reception desk and logged onto the register, wherein a number will be allocated to each application for the purpose of transparency and record. After the expiry of the deadline for the receipt of applications, the Manager Finance & Administration in co-ordination with the concerned Programme Manager/ Officer will screen the applications in accordance with the established criteria for the purpose of short listing. 6. INITIAL INTERVIEW The interview process shall mean preliminary discussion to evaluate the potential of prospective candidates and their academic and professional background. A written test may be conducted if considered necessary for a specific position. The ED will nominate an interview committee comprising at least three (3) members, who will carry out initial interviews and make recommendations of candidates for the final interview. 7. FINAL INTERVIEW The interview committee will submit its final recommendation of the best candidates for the position to the ED, who will constitute a panel, if required, and conduct the final interview. Manual of Operations The Pakistan Centre for Philanthropy 19 8. APPOINTMENT LETTER All appointments are recorded in a letter of appointment setting out the conditions of employment signed by the ED. This letter is addressed to the employee on appointment and a copy, signed by the employee, is kept on [ABC] files. For the purposes of compensation, benefits and record keeping, all employees of [ABC] are classified in accordance with the nature of the functions, the responsibilities involved and the working conditions; due regard is given to the qualifications and abilities required. Manual of Operations The Pakistan Centre for Philanthropy 20 ENDING OF EMPLOYMENT AT [ABC] 1. POLICY [ABC] and its employees both have the right to deal with each other fairly. On the one hand the employer has the right to expect a staff member not to leave without due notification and ensure a smooth and planned continuation of work. At the same time, the employees have the right to procedures concerning their departure so that they can leave on amicable and agreeable terms with their entitled benefits. The purpose of these procedures is to make both parties aware of their obligations regarding the ending of contracts for any of the following reasons. 2. EMPLOYEE SEPARATION Notwithstanding what is stated here in above, [ABC] reserves the absolute right to terminate the employment of any member of staff on giving due notice to him according to the terms and conditions stated in his/her letter of employment/contract. 3. RESIGNATION An employee may resign from employment for better prospects with any other organisation or for personal reasons on giving due notice. There will be an exit interview with the employee leaving the organisation to ascertain the cause of resignation and to gain feedback on the organisation. 4. NOTICE PERIOD Employees, who have completed their probationary period, shall be required to tender resignation in accordance with the terms of employment or make payment in lieu of the notice period. In case an employee leaves [ABC] without serving the notice period, he/she shall pay [ABC] an amount equal to his/her salary for the un-expired period of notice, unless [ABC] waives such payment. No notice or payment of salary in lieu of Notice is required if an employee is dismissed from service on account of misconduct. 5. WAIVER OF NOTICE The Executive Director may curtail or waive the notice period or payment of salary. 6. PAYMENT OF ACCRUED BENEFITS UNDER RESIGNATION Employees shall be entitled to receive full ending benefits as admissible under the terms of employment with [ABC] at the time of resignation. 7. EXPIRY OF FIXED TERM CONTRACT Employment on a fixed term contract will automatically conclude, and unless the contract is renewed or extended by mutual agreement of the parties, all obligations on each party shall immediately terminate. Manual of Operations The Pakistan Centre for Philanthropy 21 8. TERMINATION OF EMPLOYMENT BY [ABC] [ABC] may terminate the employment of a regular or contract employee at any time at its discretion without assigning, specifying or spelling out any reason(s). If [ABC] terminates an employee, it shall be required to tender notice or make payment of salary in lieu of notice in accordance with the terms of employment. 9. PAYMENT OF ACCRUED BENEFITS UNDER TERMINATION An employee shall be entitled to receive full ending benefits accrued under [ABC] policy unless the termination is a result of disciplinary proceeding against the employee, for which no payment of salary and benefits would be made in lieu of notice period. 10. TERMINATION WITH REASON [ABC] may terminate the employment of a regular or a contract employee for any of the following reasons:     Redundancy or Reduction in Force (RIF) Health Reasons Disciplinary Reasons Continued unsatisfactory performance 10.1 REDUNDANCY AND REDUCTION IN FORCE (RIF ) The ED, in consultation with the Chairman, at any time may declare a RIF situation and eliminate position(s), which will result in the termination of the employment of the employee holding that position. In such cases, the employee must be notified three months before the expected date of termination due to RIF. In such circumstances, the employee shall be entitled to THREE MONTHS SALARY in addition to the accrued benefits, such as gratuity, leave encashment, etc. If for some reasons, the position reopens at a later stage, the terminated employee shall be given an opportunity to resume his/her duties. When not all employees holding the same position are being terminated, terminations shall be based on disciplinary record and longevity of service with [ABC]. Those with best performance record and/or with the longest period of service should be the last to be terminated. RIF shall usually be imposed because of all or any of the following reasons:    Abolishment of position(s) due to restructuring and reorganisation of [ABC] programme. Lack or non-availability of funds. Cessation of organisation partially or wholly. In the event that one position is declared redundant, but at the same time any other position in [ABC] is lying vacant, the incumbent of the redundant position should be given consideration for that particular position, if he/she possesses qualifications commensurate with the available position. 10.2 TERMINATION/RESIGNATION FOR HEALTH REASONS [ABC] may terminate the services of an employee on grounds of mental or physical Manual of Operations The Pakistan Centre for Philanthropy 22 incapacity and/or incapability where, in the opinion of [ABC] and or a medical doctor, he/she is unable to provide useful and efficient services. In either case, the employee shall be entitled to all accrued benefits under [ABC] regulations. 10.3 CONTINUED UNSATISFACTORY PERFORMANCE Failure to carry out all duties as listed in job description, inability to perform prescribed duties in satisfactory manner and generally unsatisfactory performance and inability to improve upon this will lead to termination of employment. However, in order to give an employee the opportunity to improve his/her performance, the shortcomings and weak areas of performance should clearly be identified and mutually discussed with the employee in an appraisal meeting. This may be in the regular or in a specially called appraisal meeting. When the line manager expresses dissatisfaction of performance, the employee is placed on a three-month observation period subsequent to the appraisal meeting. At the end of the three-month observation period, the line manager is required to hold another special appraisal meeting with the staff member to assess whether or not improvement has been made in the previously identified areas. In the event of no improvement, a decision to terminate the employment shall be made and notice for termination issued to the employee. 10.4 TERMINATION DUE TO DISCIPLINARY ACTION Employees shall also be liable to termination as a result of disciplinary action. Please see regulations titled "Disciplinary Action". 11. ABOLITION OF POST If an authorised post is abolished due to restructure or other reasons, the employment may come to an end. 12. DISMISSAL An employee may be dismissed from employment on the following grounds: o Unauthorised absence. o Gross negligence or misconduct (see also disciplinary procedure). 13. PERMANENT DISABILITY If an employee is permanently disabled and cannot discharge his/her duties or is declared medically unfit for the job, his/her employment then comes to an end. A doctor appointed by [ABC] will determine whether there is a permanent disability, if the employee is unable to carry out the duties as described in his/her job description. [ABC] will facilitate the employee with securing terminal benefits under the insurance cover, if any, provided during the course of employment. 14. RETIREMENT The retirement age is 65 years, which may be amended at the discretion of the Board from time to time. However, in the case of certain categories of employees or of an individual employee, [ABC] may in its sole discretion fix a lower age limit, which shall be specified in the employment contract. Payments of all accrued benefits due to him/her shall be released at the time of retirement. Manual of Operations The Pakistan Centre for Philanthropy 23 15. RE-EMPLOYMENT In exceptional cases, individuals who have reached the retirement age may be re-engaged as contract staff or consultants. 16. DEATH Employment comes to a natural end if an employee dies during the tenure of his/her services. Payment of the accrued benefits shall be made to the family members previously nominated by the deceased employee in the declaration submitted. [ABC] will file a claim with the insurance company for payment of the insurance amount, if any, to the nominated family member of the deceased employee. 17. EXIT INTERVIEW There will be an exit interview of an employee with the Manager Finance & Administration or his designate prior to his/her departure. The purpose of the interview will be to obtain feedback on his/her work experience with [ABC]. Information provided by an employee will be used by the management to better understand the reasons for departure and provide an insight into how the institution can improve. Each employee will be required to complete an exit interview form. (An Exit Interview form is attached as Appendix-M to this manual). Responses received from departing employees will be kept confidential. 18. CLEARANCE PROCEDURE The clearance procedure shall initiate when an employee (a) tenders resignation (b) is terminated or (c) is dismissed from service. The following steps shall be applicable in such a situation: a) Clearance form shall be issued to the employee by the Administration department subsequent to any of the events at (a), (b) or (c) transpiring. The administration department in consultation with the employee will fill columns titled (i) Mail forwarding address, (ii) return office equipment and stationery issued to the employee, (iii) return the official identity card, office keys including desk keys issued to the employee. (A Clearance form is attached as Appendix N to this manual). b) In case a computer or any other equipment is issued, the Manager Finance & Administration or his subordinate will be required to sign on the sheet at column titled "Store/Office Equipment". c) The concerned department head or his delegate shall be responsible for sign off in column titled „Official files returned‟ only after having received a list of official files maintained by the concerned officer. d) Subsequent to the completion of the above procedure, the "Clearance" Sheet along with "Receipt and Discharge" forms will be forwarded to Manager Finance & Administration for processing of columns titled (i) Any outstanding dues cleared by the employee, (ii) Bill for Collection Paid and (iii) Accounts cleared by [ABC]. Consequently, the account section will secure the signature of the Executive Director on the Clearance Sheet at the time of securing final approval for the payment. e) Once the final payment has been made to the departing employee, the "Clearance" along with "Discharge and Receipt" sheets will be filled in the personnel folder. Manual of Operations The Pakistan Centre for Philanthropy 24 19. CERTIFICATE OF SERVICE Upon separation from employment, a service certificate relating to the nature and length of service shall be provided to the employee including the designation held by the employee. If specifically requested by him/her, this will provide details of the assignments undertaken and responsibilities. Causes of separation from employment will be a part of the permanent record and will be kept in the employee's personnel file. Manual of Operations The Pakistan Centre for Philanthropy 25 PERFORMANCE APPRAISAL POLICY 1. PURPOSE To define policy and procedures for the appraisals of the work performance of employees of [ABC]. 2. APPLICABILITY The appraisal is applicable to all employees employed by [ABC] regardless of whether they are Regular, LTC, STC or Temporary employees. 3. POLICY It is the supervisor's continuing responsibility to help improve the employee‟s work through regular appraisal of performance, leading to a written annual report. The performance report itself is the supervisor's periodic official summary of employee's performance. Appropriate use of employee performance appraisals should improve employee‟s performance. The performance of all employees shall be evaluated at least once a year. Manager Finance & Administration, who shall issue a timetable along with formats and guidelines to Appraising Authorities, shall initiate this process. The objectives of performance evaluation are as follows: o o o o To encourage the employee to participate actively in improving operations and the standard of work of the unit. To provide incentives for exceptionally high quality work performance by the individual and to maintain quality of performance. To reward major accomplishments of an individual who has contributed to the achievement of [ABC] objectives. To regulate and monitor the work performances of all employees, and to maintain an efficient level of performance. If the work performance of an employee deteriorates in any way, to bring that to the attention of the employee so that he/ she may be given a chance to improve. The evaluation would recognise and initiate steps to correct work deficiencies, identify areas for development and provide a guide. To strengthen the employee - supervisor relationship. To identify training and developmental needs of the employees. To encourage and subsequently recognize new ideas and suggestions which eventually would lead to a more efficient office environment. o o o 4. APPRAISING AUTHORITIES The reporting officer shall be the Appraising Authorities of the employee concerned. 5. DATE FOR IMPLEMENTATION Performance evaluations are scheduled to insure that every regular employee is evaluated annually prior to reappointment for the succeeding year. Manual of Operations The Pakistan Centre for Philanthropy 26 6. ANNUAL EVALUATION During September of each year, the Administration & Finance Office would forward the performance appraisal form to each employee. The employee completes the report and forwards it to the Reporting Officer for review, comments and signature. The report is then forwarded to the ED for review and signature. At the end the report is forwarded to the Manager Finance & Administration in a sealed envelope to ensure confidentiality for the purpose of permanent filing in the personnel folder. 7. SPECIAL EVALUATION Special reports would be required under the following circumstances. o o o o Departure, change or transfer of Reporting Officer unless a rating was prepared within the proceeding three months. Transfer or reassignment of an employee to another position unless a rating was prepared within three months. Sixty days after an unsatisfactory performance report. Completion of probationary period. 8. CONFIDENTIALITY AND DISPOSITION OF FORMS The completed annual Performance Evaluation form for each employee is part of that employee's official personnel file in each department. Each supervisor is to conduct performance evaluations. The final step in the evaluation process involves review by the department head, or designated management official. As an official part of each departmental personnel file, the Performance Evaluation form shall be treated as confidential. 8.3 9. GENERAL INSTRUCTIONS FOR COMPLETING PERFORMANCE EVALUATION FORMS The purposes of performance evaluations are; a) b) c) d) e) f) to provide a fair assessment of the employee's performance, to assist the employee to improve performance, to provide a basis for an appropriate level of compensation, and to support and provide documentation for personnel actions under approved policies. Performance evaluations should be scheduled to ensure that every regular employee is evaluated annually prior to reappointment for the succeeding year. The completed performance evaluation form is a part of the employee's official personnel file, and as such, shall be treated as confidential. 10. GUIDELINES FOR PERFORMANCE EVALUATION FORMS The performance evaluation form should provide space on the front for: a) b) The date the annual performance period ends. The name, title and department of the employee being evaluated. Manual of Operations The Pakistan Centre for Philanthropy 27 c) d) A list of "Key Responsibilities" or major elements of the job. The evaluator may describe each key responsibility by using a word or a brief phrase or sentence to say what, how, and when each task is performed. An evaluation which places emphasis on how well each key responsibility has been performed. The evaluator should describe performance levels which meet, exceed, or fail to meet expected levels. The back of the performance evaluation form should provide space for: a) An overall summary of the performance evaluation, taking into consideration the level of performance on each key responsibility. The overall summary, again using the "Guide for Evaluation," may be very brief or may be more descriptive if needed. Specific targets for improvement should be noted. The actual date of the evaluation, name and title of the evaluator/supervisor who has direct knowledge and supervisory responsibility for the employee. Spaces are also provided for the supervisor to date and initial the form to record when the performance evaluation was discussed with the employee. It is not necessary for the employee to sign or initial the form. Management Review. This space is provided for the department head to record comments, including any disagreements with the evaluator's rating or comments. This space is to be completed with signature and date. b) c) 11. RATING A. Outstanding Performance For achieving Outstanding Performance, more than half of the factors on which the employee is rated on the evaluation form must be marked "Excellent" and the others must be marked "Good". An overall Outstanding Performance‟ rating must be supported by a detailed justification in the summary portion. Above average performance may be rewarded through merit awards/increments and poor performance may be penalised through withholding of increment, and/or issue of a written warning. B. Satisfactory Performance For this rating, almost all factors must be marked "Average" or higher but performance does not qualify to the point of deserving for an outstanding rating. C. Unsatisfactory Performance For this rating, factors especially significant to the position would be marked "Below Average” or “Poor". A review panel reviews performance evaluation reports rated “below average” or “poor”. This rating may only be assigned after the reporting officer has given the employee a ninety-day prior written warning and an opportunity to improve and demonstrate a better performance. In the case of poor performance, besides withholding of increment, an employee shall be issued a written warning and his performance shall be placed under observation for a maximum period of six months. If the employee fails to improve his performance to the required standard, his services may be terminated. The written warning must specify the following. o o o What job requirements the employee is failing to meet „satisfactory‟. What the employee must do to bring performance to a satisfactory level. What steps will be taken by the management to help the employee overcome deficiencies. Manual of Operations The Pakistan Centre for Philanthropy 28 12. SUPERVISOR/ REPORTING OFFICER The reporting officer is normally a person who is responsible for the work of, and gives assignments to, the employee. The responsibilities of reporting officer include: o o o o Making clear to an employee the duties of the position and the requirements for satisfactory performance at the beginning of the rating period. Discuss the strengths, weaknesses and ways to improve performance with each employee at the end of the rating period and whenever needed. Give recognition to superior or outstanding performance. Take action against an employee whose performance is substandard. The Supervisor/Reporting Officer then forwards the Performance Evaluation report to the ED for an overall assessment, review, comments, if any, and signature. The report must always be forwarded in a sealed envelope to ensure confidentiality. 13. REVIEWING OFFICER o o A review statement by the ED is required to ensure thoroughness, objectivity, soundness and to ensure compliance with the evaluation instructions. It also ensures whether the employee has received adequate supervision and guidance and whether the rating by the reporting officer appears harsh or lenient. In all it is the prime responsibility of the reviewing officer to ensure the report is formulated in a professional manner and that no one is being discriminated against or treated unfairly. In cases where the reviewing officer is someone who is other than the ED, he/she comments on the report, and forwards it to the ED for his/her signature and information in a sealed envelope. The report duly signed by the ED is forwarded to Finance & Finance & Administration Office in a sealed envelope marked "Performance Evaluation Report" to ensure confidentiality of the report. o o 14. REVIEW PANEL The review panel consists of the Executive Director and Manager Finance & Administration. The panel reviews all performance evaluation reports, which are rated "Unsatisfactory". The panel will also review employee appeals (see section 15) against the overall rating in the performance evaluation. The review panel, after reviewing all material and hearing both the employee and the reporting officer, grants or rejects the appeal, and notifies the employee. The decision of the Review Panel is final. Any changes in the performance evaluation report are documented and filed in the employee's personnel folder. 15. EMPLOYEE APPEALS o Appeals are limited to the overall rating in the performance evaluation report. If after discussing the disagreement with the reporting officer, the employee is still dissatisfied, the employee submits a written appeal to the Manager Finance & Administration within seven calendar days of receipt of copy of the performance evaluation report. Manual of Operations The Pakistan Centre for Philanthropy 29 o The appeal should indicate the reason for dissatisfaction with the rating and suggest the remedy. The Manager Finance & Administration reviews the case, determines the facts, requests the ED for a meeting of the review panel and places the entire case before it. 16. RECOMMENDATION FOR PROMOTION Promotion is based on performance. It is neither automatic nor based on seniority. However, promotion from within the organisation shall be given preference provided high performance candidates with the required skills and experiences are available. Recommendations for promotions, merit awards/increments and withholding of increments shall be made through the Performance Appraisal process. They shall be consolidated by Manager Finance & Administration, and submitted to the ED for his/her approval. 17. RESPONSIBILITIES OF ED The ED shall review the performance appraisals of all the employees and sign off them recording his/her concurrence with the rating. The ED will present for the information of the Board the performance of all head of departments. 18. OFFICIAL SUMMARY The Performance Appraisal report will be considered an official summary of an employee‟s performance and will be made a permanent part of the employee's personnel file. (Performance appraisal form is attached as Appendix-A to this manual). Manual of Operations The Pakistan Centre for Philanthropy 30 TRAINING AND CAREER DEVELOPMENT POLICY 1. PURPOSE To define the types of training admissible to employees, and to inform them of their benefits, limitations and procedures. 2. POLICY It is the policy of [ABC] to stimulate and encourage employee‟s self-education and self-development and to promote higher efficiency in the performance of official duties. The introduction of considerable new technology, techniques and procedures, including computer, latest equipment, frequently creates a need for specialised training of employees. 3. GENERAL [ABC] promotes in-house training programmes and approves outside training through institutions of repute, colleges, universities or other officially announced courses. 4. ELIGIBILITY The training can be educational, job-related or of a nature that will assist employees in increasing their proficiency, ability, skill and effectiveness in the performance of official responsibilities. It addresses and enhances performance problems caused by deficiencies in skill levels. Those eligible to participate in this Programme are full-time and LTC employees, who: o o are not on probation, and have satisfactorily completed at least one-year service with [ABC]. Exception to the one-year service requirement may be recommended by the Head of Department, and approved by the ED, but only where project or programmatic requirements necessitate immediate training. However, under no circumstances will a request for training be considered during an employee's probationary period of employment. 5. TRAINING CAN NOT BE CLAIMED AS MATTER OF RIGHT Training shall not be claimed as a matter of right. In case of exigencies, the ED may refuse to grant approved training or cancel previously approved training, or change the nature of the training, or recall the employee before expiry of the training program. 6. TYPES OF TRAINING In addition to on-the-job training, [ABC] may approve short-term training courses at accredited schools, colleges, universities or institutions, at its expense. Manual of Operations The Pakistan Centre for Philanthropy 31 7. PROCEDURE FOR NOMINATION Each Head of Department shall forward any training material it recommends to the Finance & Administration Office along with the name of the nominated employee. Nominations for training should be submitted at least two weeks prior to the time from which the training is required and preferably before that, particularly for longer-term courses. The Finance & Administration Office will compile the following information regarding the nominated employee, and submit it to the ED: o o o o o Name of Employee, Duration of service at [ABC], Previous training courses (if any) attended on behalf of [ABC] Estimated cost of training, including registration fee and travel costs, Availability of funds for training. The ED will review the nature of training for which the employee is nominated, and shall record his/her decision, which will be implemented by the Finance & Administration Office. In the event of non-approval of training, the reasons for the same must be recorded. In cases where the fee for training includes the cost of lodging and meals, Daily Allowance shall be admissible at the ratio of 50% of the entitlement of the employee for miscellaneous expenses. Breach of these training Rules shall be considered misconduct on behalf of the employee, and in such cases the employee shall be liable for disciplinary action. 8. SANCTIONING AUTHORITY The Sanctioning Authorities for approval of training and the nature of training they can approve are as follows: NATURE OF TRAINING Training within country Training overseas SANCTIONING AUTHORITY ED Chairperson Employee training and development needs, as identified through their Performance Appraisals, shall be arranged by the respective manager/supervisor in consultation with the relevant functional staff, and with the assistance, where needed, of Manager Finance & Administration. External training attachments/study leave can be short term or long term o o A short-term attachment/study leave is for a period not exceeding three months. An employee shall be entitled to full salary and benefits during this period. A long term training attachment/study leave is for a period exceeding three months. The following conditions apply to an employee during this period: a) b) c) d) e) He/She shall be entitled to 50% of his/her salary and Gratuity; [ABC] shall only be liable for those expenses, which have been agreed in advance; The employee‟s leave entitlement shall be reduced in proportion to the period of the study leave. On return, the employee will rejoin his original position. The employee prior to proceeding on training will sign a bond whereby he/she will continue to work for [ABC] for at least one-year period or as the case may be after completion of the training. Failure to do so will result in employee refunding costs associated with the training programme. Manual of Operations The Pakistan Centre for Philanthropy 32 During a long term attachment/study leave an employee‟s financial support can be discontinued by [ABC] and/or the employee‟s services can be terminated without notice or payment of salary in lieu thereof, if he/she: a) b) c) Fails to pass specified examinations Conducts himself in a manner or indulges in activities which are in any way, in the opinion of [ABC], damaging to the reputation or interests of [ABC]. Fails to rejoin duty immediately after completing study/attachment/ training. In respect of (a) above, an undertaking shall be obtained from the employee to the effect that if he fails to pass the specified examination within an agreed period, other than reasons for ill-health, then [ABC] shall have the right to terminate his employment with immediate effect. In case such matters arise which have not been addressed above the same will be decided by [ABC] at its discretion. 9. RESTORATION Employees will be provided substitute-training opportunities for previously approved and scheduled training programmes, which have been cancelled due to work requirements. Furthermore, when a training programme for which approval is on record is postponed, the approval shall remain in force provided that the new training schedule does not conflict with unit requirements. 10. RESPONSIBILITIES It is the responsibility of the supervisor to ensure that appropriate measures are taken so that each employee is provided with an opportunity to participate in training programmes. This would be of benefit to both the employee and [ABC]. Consistent with office requirements, all employees should be provided sufficient training to ensure they remain updated with the latest developments in their respective field. Training must be recommended by the employee's supervisor in writing, and submitted to the Finance & Administration Office for completion of procedures as mentioned in Section 7 above. Manual of Operations The Pakistan Centre for Philanthropy 33 TRAVEL POLICY 1. APPLICABILITY From time to time an employee of [ABC] may be required to travel away from the post of permanent duty on official business. Travel regulations shall apply to all employees regardless of whether they are permanent, contract employees or consultants. The guidelines, given below, are applicable to incountry as well as overseas travel. 2. NEED FOR TRAVEL Approval of the Reporting Officer shall be required for each official trip. Official travel is approved and authorised only when it is determined that the functions to be performed by such travel are essential to the interest of [ABC] and those functions cannot be accomplished by other economical means. 3. PURPOSE Each travel authorisation shall specify clearly the purpose of travel, which distinctly identifies the need for the travel related to the performance of the official duties to be performed. Merely, identifying the person who is to travel is not sufficient. 4. TRAVEL STATUS Official travel begins at the time the traveller leaves home, office or other point of departure and ends when the traveller returns home, office or other point at the conclusion of the trip. 5. MODE OF TRAVEL When necessary, [ABC] will provide appropriate transportation (economy excursion class air fare, surface by official vehicle, or air-conditioned class rail), or reimburse such transportation cost on actual basis. All officials shall travel in Economy excursion class unless seats are not available and the official has an important meeting lined up for which prior approval of the ED is a must. 6. COMPUTATION OF PER DIEM PAYMENT [ABC] will make appropriate hotel arrangements for all the official travels and pay for room rentals inclusive of all the taxes. In addition, the employee will receive flat rate of Rs. Xxx (Rupee Xxx only) per day for incidental expenses comprising meals, personal telephone calls, use of mini bar and laundry etc. An employee who does not wish to stay in a hotel and makes his/her own arrangements shall be paid Rs. Xxxx (Rupees Xxxx only) per day. In case of overseas travel where hotel facility is not availed, a flat rate of US $ Xxx (US Dollars Xxx only) for North America, Europe, Africa, Australia and Japan will be applicable. For the remaining Asian countries US $ Xxx (US Dollars Xxx only) shall be paid. In addition, the employee will receive flat rate of US $ Xxx (US Dollars Xxx only) per day for incidental expenses comprising personal telephone calls, use of mini bar, laundry, etc. In exceptional cases, where facility of lodging is extended to [ABC] Officials by another organization due to the nature of work, such an arrangement will be treated as hotel provided by [ABC]. Manual of Operations The Pakistan Centre for Philanthropy 34 Calculation of Per Diem starts with the start of your official journey. Each 24-hour period (from the start of the journey) constitutes one unit of per diem as per the respective rate. At the last day of the travel, which does not constitute a 24-hour period, per diem will be calculated as follows; o if the number of hours beyond the 24 hour period is more then 10 hours, per diem will be paid at the full respective rate, o If the number of hours are less then 10 hours but more then 6 hours per diem at a rate of Rs. Xxx/- (Rupees Xxx only) will be paid, and; o if the number of hours is less then 6 hours no per diem will be paid. 7. SURFACE TRANSPORTATION ON TEMPORARY DUTY (TDY) ASSIGNMENT Taxi / cab reimbursement must be supported with a receipt. In cases where a receipt cannot be obtained, a statement signed by the employee would be required certifying the expense. [ABC] allows the use of taxi/cabs and car rentals at reasonable rates. The employee shall negotiate minimum possible rates with taxi drivers and car rentals. Rental of vehicle shall be permissible at TDY station; however, prior approval from the ED must be obtained. Car rentals should be utilised only if taxis are not available or if it is more feasible and secure to rent a car. For safety and security reasons, [ABC] encourages the use of rent a car facility by the female staff members. 8. FOR TRAVEL OF 10 HOURS OR LESS No per diem is allowed when a temporary duty travel period is 10 hours or less during same calendar day, except when the travel period begins before 6 a.m. or terminates after 8 p.m. 9. DELAYS AND INTERRUPTIONS ENROUTE Per Diem is allowed when interruptions occur on an official trip because of circumstances beyond the control of the traveller. 10. ILLNESSES OR INJURY Whenever a traveller takes a leave of absence of any kind because of illness or injury not due to traveller‟s own misconduct, lodging and/or per diem continues for a period not exceeding 3 calendar days in any one period of absence. In case the sickness persists the employee should contact [ABC] for further extension, which may be considered on case-to-case basis. The employee shall not extend the travel period on his own. On return to his place of work the employee shall file a leave application so that appropriate charge of leave is reflected in the records. 11. LEAVE DURING OFFICIAL VISIT TO TDY STATION If an employee takes leave during the trip, he shall not be paid any per diem or lodging for that period. Leave may be sanctioned either at the start of the trip, end of the trip, or during the trip. 12. ALLOWABLE EXPENSES The following travel expenses are authorised for reimbursement: a) Transfer, storage and checking of baggage necessary for the purpose of travel. b) Official telephone, telegraph, fax, email, radio and cable messages. Manual of Operations The Pakistan Centre for Philanthropy 35 c) Commissions for conversion of currency for official expenses. d) Fees for travellers‟ cheques. e) Fees in connection with issuance of visas, photographs for visas. f) Necessary public stenographic or typewriting services or rental of type writer, computers and printers in connection with preparation of reports or correspondences in connection with official business, with prior approval. g) Hiring of room as a secretariat for official use when necessary to transact official business with prior approval. h) Employee shall be entitled to reimbursement of actual hotel bills including taxes, duties and service charges provided [ABC] was not able to make an arrangement. i) j) Taxi mileage between temporary residence and airport or railway station at temporary place of duty is admissible. Fees and tips to waiters, porters, baggage handlers, bellhops and hotel servants for handling official boxes, documents, etc. 13. EXPENSES NOT ALLOWABLE The expenses listed below are included in the per diem and cannot be paid separately. a) Passport fee. b) Fees and tips to waiters, drivers, porters, baggage handlers, bellhops and hotel servants for personal handling of luggage. Laundry, dry cleaning and pressing. Transportation from place of lodging or business to places where meals are taken. These are to be covered from the allowance provided for incidental expenses. c) Taxi charges or Car rentals from airport to hotel or from hotel to airport where such transportation is provided complimentary by the hotel. d) Meals & drinks. e) Haircuts. f) In-house movies & Entertainment expenses. g) Phone cards & Internet cards 14. CANCELLED RESERVATION When a reservation for air travel is cancelled because of official necessity, the cost of cancellation charged by the carrier is allowed. Fees paid for cancellation or reservation for personal reasons or personal delays are not reimbursable. 15. USE OF PRIVATELY OWNED CONVEYANCE Employees will be authorised to use their own vehicle to travel from permanent station to place of temporary duty. The employee will be entitled to receive the cost of airfare between the permanent and TDY station. An employee must submit a memorandum, to the ED seeking authorisation for use of personal vehicle in order to commute to TDY station. (A Memorandum is attached as Appendix F to this manual) In addition, [ABC] shall not be held liable for any damage or injury caused directly or indirectly during the course of a trip. (A Waiver of Liability is attached as Appendix G to this manual) In areas, where no air service is available, and the employee opts to use his/her personal vehicle, for Manual of Operations The Pakistan Centre for Philanthropy 36 the purpose of settling accounts, distances will be computed either by highway mileage guidelines or by use of vehicle mileage meter and payment made at Rs. XX per kilo-meter. 16. TRAVEL APPROVAL Written travel approval MUST be obtained from the Reporting Officer. For smooth travel, each official must make an effort to ensure that adequate time is provided to secure plane seats and make lodging arrangements. (A travel approval form is attached as Appendix-D to this manual) 17. DIRECT AND USUAL TRAVEL ROUTES A direct travel route shall be used for all official travels. A traveller, who deviates from such route for personal convenience, would himself/herself bear any extra expense incurred and would not be eligible for extra per diem for transit time involved. 18. TRAVEL COORDINATION Each employee must mention on his/her travel request Form an address where [ABC] may reach him/her for discharge of official work at the TDY station. 19. OTHER JOURNEYS An employee, while on [ABC] business, is summoned in his/her official capacity by a court of law or any other authority in Pakistan; he/she shall be entitled to travelling allowance as on official tour. A prior approval would be required for the journey. 20. TRAVEL ADVANCE A travel advance up to a maximum of Rs. Xx, xxx (Rupees Xxx only) shall be provided to professional staff upon request. For International travel advances shall be provided according to the duration and nature of the visit. 21. CLEARING OF TRAVEL ACCOUNTS Travel expense report should be accounted for soon after the completion of tours but in any case not later than a week from the date of completion of tour. Expense reports submitted after thirty (30) days shall not be entertained and will remain a personal liability of the employee. The employee upon his/her return shall submit the original ticket, boarding card, hotel bills, and other official expenses after completing the Travel Expense Report to Manager Finance & Administration for reconciliation of travel advance or reimbursement of travel expense. (A travel expense report is attached as Appendix-E to this manual). Manual of Operations The Pakistan Centre for Philanthropy 37 LOANS/ADVANCES POLICY 1. LOAN/ADVANCES FOR [ABC] EMPLOYEES A policy has been made for the provision of advances on a needs basis to [ABC] employees. The advances shall be disbursed for short-term, motorcycle and car loan. An amount will be allocated for this purpose by the management in the annual budget. 2. ELIGIBILITY Loans will be provided to employees who are regarded as permanent or whose duration of contract employment can be supplemented for the duration of the loan period. 3. SHORT TERM ADVANCE There will be a temporary advance, which could be disbursed to an employee in an emergency. This amount will be equal to three (3) times an employee‟s gross salary or Rupees Xxx, xxx (Rs. Xx, xxx only), whichever is lower, and would be recovered in twelve (12) equal monthly instalments as a deduction from monthly salary starting from the month of disbursement. Prior to disbursing the advance it would be determined whether enough annual leave is available in an employee's leave account or gratuity to serve as collateral so that the loan could be adjusted in case the employee departs from the organisation without repayment of advance. In case there is not enough collateral available in an employee‟s account then another employee would have to provide an undertaking that in the event the loan is not settled, he/she will be responsible for its clearance. 4. ELIGIBILITY FOR SHORT TERM ADVANCE Eligibility to qualify for this benefit is confirmation of service with [ABC]. An employee may apply for a fresh loan six months after the end of the previous short-term loan. 5. MOTORCYCLE LOAN This advance will be disbursed to an employee up to a maximum of twelve (12) gross monthly salaries or Rupees Fifty Thousand (Rs. 50,000), whichever is lower, to be recovered in thirty-six (36) equal monthly instalments with an interest rate equal to the rate of interest on [ABC] Savings account, on the day of approval of the loan. The interest will be charged on diminishing balance. The recovery shall commence from the month in which the advance is disbursed. The employee will register the motorcycle in his/her name and provide a pledge letter on a stamp paper of Rs. 10 whereby, he would acknowledge that in the event he is unable to pay the loan, [ABC] reserves the right to sell the motorcycle to recover the loan. A photocopy of the motorcycle registration must accompany the pledge letter. In case of sale of motorcycle by [ABC] for recovery of loan, any amount realized in excess of the loan amount shall be returned to the employee. In the event of demise of the employee, the balance will be recovered from dues payable to the heirs or as decided by [ABC]. Manual of Operations The Pakistan Centre for Philanthropy 38 6. ELIGIBILITY FOR MOTORCYCLE LOAN Eligibility to qualify for this benefit is confirmation of service with [ABC]. An employee may apply for a fresh loan six months after the previous motorcycle term loan is fully repaid/recovered. 7. CAR LOAN This advance will be disbursed to an employee up to a maximum of twelve (12) gross monthly salaries or Rupees Three Hundred Thousand (Rs. 300,000), whichever is lower. The loan will be recoverable in thirty-six (36) equal monthly instalments with an interest rate equal to the rate of interest on [ABC] Savings account, on the day of approval of the loan. The interest will be charged on diminishing balance. The recovery shall commence from the month in which the loan is disbursed. The employee will register the car/vehicle in his/her name. For any new car, the employee would obtain a comprehensive insurance policy against full loss by fire, theft or accident from a reliable insurance company. It MUST be a comprehensive insurance policy and not a "Third Party Insurance", etc. In case of second hand car, a third party insurance is permissible, provided the employee furnishes the following undertaking: a) b) He/she will not seek any abatement, relief or waiver of the outstanding amount in case of damage to or loss of vehicle, and; In the event of the demise of the employee the balance will be recovered from other dues payable to the heirs. The employee will provide a pledge letter on a stamp paper of Rs. 10 duly notarised by an Oath Commissioner, whereby, he/she would acknowledge that in the event he/she is unable to pay the loan, [ABC] will have the right to sell the car to recover the loan. A photocopy of the car registration must accompany the pledge letter. In case of sale of car for recovery of loan by [ABC], any amount realized in excess of the loan amount shall be returned to the employee. An employee must have worked with [ABC] for a minimum period of one year in order to be eligible for such a loan. (A copy of the Agreement between [ABC] and the employee, A copy of Letter of Authority by the employee and A copy of the Repayment Schedule are attached as Appendix H, I and J to this manual respectively). 8. ELIGIBILITY Eligibility to qualify for this benefit is confirmation of service with [ABC]. An employee may apply for a fresh loan six months after the end of the previous car term loan . 9. TERMS OF LOAN The employee shall have the right to prepay the amount in order to absolve him/herself from any liability with [ABC] and in such an event the documents in original deposited with [ABC] will be returned along with a certificate issued by the Accounts Section verifying that the loan disbursed to the employee has been paid in full and there exists no liability on behalf of the employee or [ABC]. [ABC] reserves the right to sell the asset that has been mortgaged with it in the event the employee fails to adjust the loan upon conclusion of service. Manual of Operations The Pakistan Centre for Philanthropy 39 DISCIPLINE AND GENERAL CONDUCT 1. CONFORMING TO REGULATIONS Every employee shall conform to and abide by [ABC] Regulations, and shall observe, comply with and abide by all orders, which may from time to time be given by any person under whose jurisdiction, superintendence or control he/she may for the time being be placed. 2. GENERAL CONDUCT [ABC] employees are at all times, expected to conduct themselves in conformity with the objectives and principles of the Organisation. The pattern of behaviour of the employees, as a whole conforms to a disciplined and dedicated work force. 3. GIFTS No employee shall accept or permit any member of his/her family to accept from any person any gift the receipt of which would place him/her under any form of obligation to the donor. 4. LENDING AND BORROWING No employee shall lend money to, or borrow money from, or place himself/herself under any pecuniary obligation to any person outside [ABC] with whom he/she has any official dealings. 5. INVESTMENTS No employee shall make or permit his/her family to make any investment, which is likely to embarrass or influence him/her in the discharge of his/her official duty. 6. SECRECY Except in the normal exercise of their professional duties within [ABC], employees shall not at any time during or after the period of their employment pass on to any party whatsoever any information known to them by virtue of their employment at [ABC], which has not been made public by [ABC]. 7. COPY RIGHT Any copyright on work done by employees in the course of their official duties shall be vested in [ABC] unless otherwise agreed with the Management. 8. TRADE OR EMPLOYMENT No employee shall, except with previous written sanction of [ABC], engage in any trade, or undertake any employment or work, other than his/her official duties. Manual of Operations The Pakistan Centre for Philanthropy 40 9. INSOLVENCY AND HABITUAL INDEBTEDNESS Every employee shall avoid habitual indebtedness. If any employee is adjudged or declared insolvent, he/she shall forthwith report such insolvency to the Executive Director. 10. UNAUTHORISED COMMUNICATION No employee shall communicate directly or indirectly any official information to any person not authorised to receive it, whether or not such person is a [ABC] employee, or to the press. 11. PROTECTION OF OFFICIAL INFORMATION During day-to-day activities, all employees deal with official information. Information on [ABC] plans, operations, and programmes, and financial or personnel data may not be discussed or disclosed to any unauthorised person in any manner (including writing articles, teaching or making speeches). In addition, any information gained, by virtue of the employee's position, may not be used for the purpose of furthering private interests. Violations of the above may result in disciplinary action and termination of employment. 12. USE OF POLITICAL OR OTHER INFLUENCE No employee shall bring, or attempt to bring, political or other outside influence, directly or indirectly, to bear on [ABC] or any [ABC] employee, in support of any claim arising in connection with his/her employment as such. 13. TAKING PART IN POLITICS AND ELECTION a) No employee shall permit any person dependent on him/her for maintenance or under his/her care or control, to take part in, or in any way assist, any movement or activity which is, or tends directly or indirectly to be, subversive of [ABC] as by law established in Pakistan. If any question arises, whether any movement or activity falls within the scope of this Rule, the decision of [ABC] management shall be final. No employee shall be allowed to form any political group at [ABC], or be involved in activities against any another employee or employees of [ABC]. b) c) 14. PROPAGATION OF SECTARIAN CREEDS No employee shall propagate sectarian creeds or take part in sectarian bias partiality or favouritism. 15. NEPOTISM, FAVORITISM AND VICTIMIZATION No employee shall indulge in provincialism, parochialism, favouritism, sexual discrimination, harassment, victimisation or wilful abuse of office. Manual of Operations The Pakistan Centre for Philanthropy 41 16. REPRESENTATION BY EMPLOYEES No employee shall make any personal representation to any one except to the Executive Director. Joint representations are prohibited and shall not be entertained. 17. HONORARIUM FOR ADDRESSING SEMINARS When any employee is invited to address a seminar and the invitee reimburses the cost of travel or pays some honorarium for addressing the seminar or both, the total reimbursement for the cost of travel will be paid to [ABC] (since [ABC] had made the arrangements for the travel) along with 50% of the total honorarium received. 18. DISCIPLINARY ACTION, PUNISHMENT, APPEALS An employee shall render himself/herself liable to disciplinary action on account of: a. b. c. d. e. f. g. h. i. j. k. a breach of [ABC] Regulations, violation of discipline, a general conduct which is objectionable, indecent and/or against normal ethical standards, negligence, inefficiency, disobedience of the orders of lawful authority, (vii) refusal or avoidance of instructions of superiors, insubordination, habitually overstaying leave or absenting without permission or not observing office timing, conviction in a criminal offence, professional incompetence, and/or not withstanding anything contained in the above, the employment shall be subject to rules and regulations of [ABC] as amended from time to time, general behaviour detrimental to [ABC]'s interests. In case of any disciplinary action the following procedure is to be followed; 18.1 The Executive Director may formally ask an employee liable to disciplinary action to explain his position, stating the charges and giving him a period of three days to put up the defence in writing. Failure to respond/or an unsatisfactory explanation may attract imposition of a minor penalty, or the Executive Director may order an enquiry on the basis of the charges levelled against the employee. A one-member committee comprising of Manager Finance & Administration, may conduct an enquiry. If the charges are of such a nature as to attract a detailed investigation, a three-member committee may be formed by the Executive Director, the Chairman of which, will be at least one step above the employee being proceeded against, of which Manager Finance & Administration is one of the members. The enquiry officer or the enquiry committee will provide a charge sheet comprising the allegations against the employee, who will be given three days to furnish his defence. The enquiry officer or the enquiry committee may ask the employee to appear in person and answer specific questions pertaining to the case. The proceedings of the enquiry shall normally be completed within a week. 18.2 18.3 Manual of Operations The Pakistan Centre for Philanthropy 42 18.4 Failure of the employee to put up a defence or to appear before the committee or to answer the questions completely or satisfactorily will attract ex-parte proceedings. If the charges are of a serious nature, the Executive Director may, at his own discretion or on the recommendations of the enquiry officer/enquiry committee, place the employee being proceeded against under suspension for a period to be notified in such order. During such period of suspension, the employee may be paid a subsistence grant equal to one half of his monthly emoluments. The following shall constitute minor penalties: a) Censure b) Written warning with follow up counselling. c) Recovery from the emoluments of the employee, in whole or part, of [ABC]'s pecuniary loss. d) Withholding of increment or any benefits to which the employee might have been entitled to under [ABC] Regulations. The following shall constitute major penalties: a) Reversion to a lower post or reduction of monthly emoluments. b) Termination from service. c) Dismissal from service. 18.5 18.6 The Executive Director, at his discretion, can impose penalties after he/she is satisfied that the employee being proceeded against actually is liable thereto. An employee on whom a minor penalty is imposed may appeal to the Executive Director within three days of the receipt of notice of imposition of penalty, provided that if the employee fails to exercise such option, the minor penalty will be deemed to have been finally imposed. If a major penalty is imposed on an employee being proceeded against, he/she may, within three days of the notice of imposition of penalty, prefer an appeal to the Chairperson of [ABC], through the Executive Director, stating specific aspects not covered in the original proceedings and which support the innocence of the employee. The decision of [ABC] Chairperson shall be final. If an employee is suspended prior to imposition of penalty, and, on finding of guilt, a major penalty is imposed; the determination of compensation to the employee shall be in accordance with the decision of the Executive Director. If an employee, who is suspended, is either acquitted or his/her appeal against penalty is accepted, full emoluments shall be paid to him/her to which he/she would have been entitled to, had he/she not been suspended. An employee, who is terminated from service, shall be entitled to the emoluments and pecuniary benefits (including, if appropriate, three (3) months salary in lieu of notice), which would be due until the day of termination of employment. If an employee is dismissed from service, all pecuniary benefits except his/her emolument up to the date of severance of his/her employment, shall be forfeited to [ABC]. A written statement of the status of the problems will be prepared for the record as of the follow-up date. Progressive counselling records will be retained for a period of three years. If there have been no further problems during that time period, the counselling record will be removed from the employee‟s personnel file and destroyed. 18.7 18.8 18.9 18.10 18.11 18.12 18.13 Manual of Operations The Pakistan Centre for Philanthropy 43 If an employee is dismissed, the reason for dismissal shall form part of the permanent record in his/her personnel files. Manual of Operations The Pakistan Centre for Philanthropy 44 SEXUAL HARASSMENT 1. POLICY Adherence to [ABC] Gender Equity policy is incumbent on all employees. Sexual harassment is unacceptable conduct in the work place and will not be tolerated. This applies to all employees at all levels and all nationalities. Those who violate this policy will be subject to disciplinary action, which can include dismissal from [ABC] employment. Sexual harassment is not only against [ABC] policy but also against the law. It constitutes a prohibited personnel practice, which serves to undermine the integrity of employee relations, debilitates and damages morale, and interferes with productivity of the organisation. 2. DEFINITION Sexual harassment is the attempt to make advances, requests and other verbal or physical conduct of a sexual nature aimed at securing sexual favours against the will of the opposite or similar sex at the work place. The following facts, conditions and circumstances constitute, but are not limited to sexual harassment. o o o Conduct made either explicitly or implicitly a term or condition of any individual's employment, and/or any other favour to existing employee associated with [ABC] official business. Conduct made implicitly or explicitly as a basis of employment decisions affecting such individual. An [ABC] employee found guilty of sexual harassment of a community member where he/she is engaged for the execution of official duties of [ABC]. 3. REPORTING OF SEXUAL HARASSMENT The ED will appoint a focal person each year, preferably a female staff member, for reporting of sexual harassment. The focal person after receiving a complaint must inform the ED immediately. Strict confidentiality should be ensured in dealing with and handling of matters pertaining to sexual harassment. 4. PROCEDURE The following procedures will be adopted when conducting an enquiry into the sexual harassment cases. 4.1 INFORMAL WAY OF DEALING WITH SEXUAL HARASSMENT AT THE WORKPLACE a) An informal approach to resolve a complaint of sexual harassment can be through mediation between the parties involved and by providing advice and counselling on a strictly confidential basis. Manual of Operations The Pakistan Centre for Philanthropy 45 b) A staff member can report an incident of sexual harassment informally to the focal person, in which case the focal person can address the issue at his/her discretion in the spirit of this Code. The request may be made orally or in writing. c) If the incident or the case reported does constitute sexual harassment of a higher degree and the officer reviewing the case feels that it needs to be pursued formally for a disciplinary action, with the agreement of the complainant, the case can be taken up formally. 4.2 FORMAL APPROACH A complainant does not necessarily have to take a complaint of sexual harassment through the informal channel. S/he can launch a formal complaint at any time. 4.3 LAUNCHING THE COMPLAINT The Complainant can launch a formal complaint to the ED. ED will constitute a three member enquiry committee, where one member must be a female. 4.4 PROCEDURE OF INVESTIGATION In case a complaint is launched against a member of the senior management, no member of the Enquiry Committee should be in a position where they are directly or indirectly reporting to the accused. Assistance in the inquiry procedure could also be sought from the Board. 4.5 CONDUCIVE ENVIRONMENT FOR INQUIRY a) The management should do its best to temporarily make adjustments so that the accused and the complainant do not have to interact intensely for official purposes during the investigation period. This would include temporarily changing the office, in case both sit in one office, or taking away any extra charge (over and above his/her contract), which may give one party excessive powers over the other's job conditions. The management can also decide to send the accused on leave, or suspend the accused in accordance with the applicable laws/procedures for dealing with the cases of misconduct, if required. b) Retaliation from either party should be strictly monitored. During the process of the investigation work, evaluations, daily duties, reporting structure and any parallel inquiries initiated should be strictly monitored to avoid any retaliation from either side. In case the senior management has been accused of being a party, it is essential that outside monitoring and control be exercised. 4.6 EVIDENCE a) It is acknowledged that sexual harassment usually occurs between colleagues when they are alone; therefore usually it is difficult to produce evidence. It is strongly recommended that staff should report an offensive behaviour immediately to someone they trust, even if they do not wish to launch a formal complaint at the time. Although not reporting immediately should not affect the merits of the case. Manual of Operations The Pakistan Centre for Philanthropy 46 b) Detailed account of the complainant and the accused form a part of the evidence. c) Witness statements d) Statements of persons with whom the complainant might have discussed the incident, statements of persons from whom advice may have informally been sought, should be considered as evidence. e) Any other document, audio or video records can be submitted. Expert technical advice can be sought for such submissions. 4.7 INQUIRY a) Upon receiving a formal complaint, the Committee shall ask the complainant to prepare a detailed statement of incidents in case the written complaint is not detailed. A statement of allegations will be drawn by the Committee and sent to the accused b) The accused will be asked to prepare a response to the statement of allegations and submit to the Committee within a specified time. c) The statements and other evidence acquired in the inquiry process will be considered confidential materials. d) An officer in the organization could be designated to provide advice and assistance to each party. e) Parties, the complainant and the accused will have the right to be represented or accompanied by a friend or a colleague. f) The Committee will organize verbal hearings with the complainant and the accused. g) Upon conclusion of the inquiry the report would be submitted to the ED with recommendations for further action. Manual of Operations The Pakistan Centre for Philanthropy 47 COMPUTER POLICY 1. PURPOSE All [ABC] employees should view electronic media systems as a set of communication tools designed to improve employee productivity. Employees are encouraged to use all electronic media available such as the Internet, e-mail, and fax machines to their fullest potential to further the interests of [ABC]. Guidelines and policies defining the use of [ABC] electronic media are given below. Employees are granted access to the Internet to enable and promote the efficient conduct of business. In addition, employees should read and abide by [ABC] Guidelines for Computer and Network Use, its Computer Resources Acceptable Use and Security Policy. Additional policies may apply to specific computer systems or networks provided or operated by specific units of [ABC] or to uses within specific units. 2. POLICY All electronic media systems including e-mail, the Internet, fax machines, hardware, software, local area network, files, and all information composed, transmitted, accessed, received or stored in these systems are the property of [ABC]. The systems are to be used for conducting [ABC] business only and the use of this equipment for personal or unofficial purposes or for personal financial or other gain is strictly prohibited. These systems are not to be used for soliciting outside business ventures or soliciting non-organisational related purposes. Staff members need to ensure that computer access passwords provided to them are kept confidential with them at all times. Each staff member is responsible for the security and safe custody of information stored on his/her computer. The data stored in the computers of other staff member must be respected for privacy and confidentiality where no attempts are made to access the data for which that staff member has not authorized them. Breach of confidentiality access can result in losing access to network and/ or disciplinary action. While sending official emails the text listed below must accompany with the mail. “This e-mail message, and any attachment(s), is intended for the named addressee(s) only, or a person authorized to receive it on his behalf. The content should be treated as confidential and the recipient may not disclose this message or any attachment to anyone else without authorization. Unauthorized use, copying or disclosure is unlawful. If this transmission is received in error, please notify the sender immediately and delete this message from your e-mail system. Any view expressed by the sender of this message or attachment may be personal and may not represent the view held by [ABC]. Electronic transmissions may be recorded and monitored.” Employees may be permitted to use electronic media systems to participate in generally acceptable solicitations or for limited incidental personal use, provided such limited use does not: (a) consume a significant amount of computing resources; (b) interfere with the performance of the user‟s job or other [ABC] responsibilities; (c) interfere with other employee‟s work; (d) interfere with the computing activity of other users; and (e) violate applicable laws, rules, policies, contracts or licences. Manual of Operations The Pakistan Centre for Philanthropy 48 Further limits (including an absolute prohibition of all personal uses of [ABC] -provided computing resources) may be imposed upon personal use in accordance with normal supervisory procedures. [ABC] may exercise its right to review, audit, intercept, access and disclose all matters on its systems at any time, with or without employee notice, during or after working hours. Employees should have no expectation of privacy in connection with the use of these systems. Employees should never use another employee‟s password to access a file or retrieve any stored communication unless authorised to do so. 3. RESTRICTIONS TO ACCESS [ABC] reserves the right to block access to certain Internet web sites and other resources, which pose a security concern or are otherwise, not aligned with [ABC] image. 4. MONITORING OF INTERNET Internet communications using [ABC] facilities are the property of [ABC]. Users must understand that they have no right, and should have no expectation, of privacy. [ABC] may authorize administrative and security personnel to monitor Internet accesses for the purpose of: a) b) c) d) e) optimising network utilization; determining the value of Internet use to [ABC]; reporting individual and group internet use patterns to management; conducting investigations; and ensuring compliance with the directive, when required. [ABC] will not monitor the content of electronic mail or of other Internet transmissions unless a complaint is received or there is reason to believe that a violation of security or of [ABC] Policy has occurred. However, the request strings (URLs) of all web requests, envelope data of electronic mail, and similar details of other connections will be logged. 5. ACCEPTABLE ACTIVITIES Acceptable activities include, but are not limited to the following. a) Accessing business-related, on-line services and databases. b) Exchanging business-related email sending / receiving e-mail to / from business related mail lists. c) Downloading business-related files and data from trusted sources. d) Researching information regarding prospective business opportunities. The following policy may be revised from time to time at the discretion of [ABC] a) Only authorised users, employing approved processes and facilities, may use [ABC] communications services and equipment to access the Internet. b) Employees are expected to always maintain professional standards and be knowledgeable of and adhere to standard Internet conventions, consistent with acceptable and unacceptable activities outlined below. Manual of Operations The Pakistan Centre for Philanthropy 49 6. RESPONSIBILITIES OF EMPLOYEES AND CONSULTANTS Employees and consultants are responsible for protecting [ABC] information assets and reputation. Each user is responsible and accountable for all activities associated with his/her Internet access account, and must protect his/her passwords accordingly. Users are responsible for the content of all files or information that they distribute. Managers are responsible for ensuring that staff and consultants adhere to this directive. Perceived productivity issues should be addressed directly to employees. Manager suspecting violation of [ABC] policy or a misuse / abuse of [ABC] Internet services must take appropriate action. 7. EMAIL QUOTA To ensure efficient operations of the server, each employee would be allocated XX MB limit on the server. A message will be sent to an employee by the Systems Administrator upon utilization of the 80 % of the prescribed limit where after the employee would be responsible to delete unused emails stored on the server. Upon reaching the maximum allowable limit, the server will delete old emails to create space for which [ABC] shall not be responsible. It is suggested that emails, which are required, are stored on the local hard disk. A collective effort by all employees will be required to ensure the server operates in an efficient and effective manner. 8. SIZE OF EMAIL AND FILE SHARING ON THE SERVER A limit of 1 MB is prescribed for all outgoing emails from [ABC]. Employees will have access to their own folders created and stored on the main server. This will ensure that only those personnel, who need to access a particular folder, will have the rights and any employee does not accidentally delete information. Manual of Operations The Pakistan Centre for Philanthropy 50 CONFLICT OF INTEREST POLICY 1. OVERVIEW In order to assure continued public trust in the work of [ABC] a nonprofit organisation, all team members must operate in a manner that avoids any conflict of interest between a team member and organizations other than nonprofit organisation with which the team member is associated. This policy identifies the types of outside professional relationships in which team members may engage, and provides disclosure and approval procedures to help avoid situations in which these relationships may cause conflicts of interest. This disclosure and approval process does not ban, any particular relationship, but relies on the good judgment of team members and [ABC] management, as well as the cleansing effect of disclosure, to discourage improper relationships. 2. PURPOSE [ABC] role as a decision making body with Members, community, and the general public have a high level of trust. In order to preserve this trust, [ABC] must assure that Team members make technical and management decisions free from possible conflict or even appearence of conflict arising from commitments. This policy governing professional activities with other organizations will help provide guidance to the Team in maintaining these standards. 3.SCOPE The given policy applies to all officers of administration and department heads. Further, it is intended to serve for the guidance of all persons employed by [ABC], regardless of position. 4. DISCLOSURE Disclosure is required of the administrator concerning all relationships and business affiliations that reasonably could give rise to a conflict of interest involving [ABC]. This disclosure shall be continuously reported and kept current, as set forth below, if the staff member or a member of his or her family is: a) b) An officer, director, trustee, partner and employee of an organization doing business with [ABC], and/or Materially benefited through substantial receipt of cash or other property (exclusive of dividends or interest) from such organization. Disclosure of an affiliation of a family member should be made if it is felt that any affiliation may create a conflict of interest with [ABC]. 5. REQUIREMENTS FOR DISCLOSURE a) b) c) Each officer of administration, director and department head shall complete the attached letter annually and return it to the general counsel. If new affiliations occur that may result in a conflict of interest, a disclosure letter should also be forwarded for review. All newly hired administrative officers and department heads are requested to file the disclosure letter within 30 days of his/her appointment. Manual of Operations The Pakistan Centre for Philanthropy 51 FUNDRAISING POLICY 1. SCOPE This policy addresses general responsibilities in fundraising as well as specific responsibilities of fundraisers and donors, and as related to the use of and accountability of funds. 2. STATEMENT [ABC] shall ensure that: a) b) Fundraisers shall always act with fairness, honesty integrity and openness. Fundraisers comply, in all of their activities with [ABC], practices, and applicable laws and regulations. Fundraisers hold themselves accountable to those from whom funds are received. They do not use messages or illustrations that make use of human misery or in any way compromise the dignity of any human being. Fundraisers shall not exploit their position for personal gain. They shall accept compensation by salary or set fee only. Fundraisers shall adhere to [ABC] code of conduct. Above all else, donors have the right to obtain complete and timely information on how their funds are used. All funds raised will be used for the purpose for which they were raised, and within a reasonable timeframe. Fundraising costs shall at all times be held to a percentage of revenue, which is generally acceptable within the fundraising profession and, by the public. There shall be a proper balance between costs, revenue and quality. A recognised accounting method shall be used to track and control donations. Accurate and timely reports shall be available to the public, including the amounts raised, how it was spent, and the net proportion used for the purpose or cause. c) d) e) f) g) h) 3. RESPONSIBILITIES This policy is applicable, to all individuals who raise funds from private, corporate, public or other sources. Those who are employed as fundraisers are encouraged to sign the Code of Ethics and Professional Conduct and register with the nonprofit organisations. Manual of Operations The Pakistan Centre for Philanthropy 52 GENDER POLICY 1. INTRODUCTION The rationale for integrating a gender perspective in the activities of [ABC] lies in [ABC] mandate - to prevent and alleviate human suffering without discrimination. Gender equality ensures that there is no sex-based discrimination in the allocation of resources or benefits, or in access to services. The purpose of this policy is to define the main approach of the nonprofit organisations on how to address gender issues in civil society sector. 2. SCOPE [ABC] focus is on gender, rather than specifically on women. Gender refers to the roles, responsibilities, needs, interests and capacities of both men and women. These are influenced by social and cultural factors. Therefore the term "gender" does not replace the term "sex" which refers exclusively to biological differences. Men and women often play different roles in society and accordingly they may have different needs. A gender perspective is required to ensure that men's and women's specific needs, vulnerabilities and capacities (set in the broader context of class, ethnicity, race and religion) are recognized and addressed. This policy establishes the basis for [ABC] to ensure that the gender differences are taken into account and dealt with in relation to core programmes. 3. STATEMENT With regard to gender issues, the goal of [ABC] is to ensure that all nonprofit organisation programmes benefit men and women equally, according to their different needs and with the input and equal participation of men and women at all levels within nonprofit organisation. [ABC] is committed to taking the necessary steps towards achieving this goal, in particular recognizing that: a) social and political instability may affect men and women differently and that [ABC] assistance may also have a different impact on men and women; the integration of a gender perspective into [ABC] is an important strategy towards the fulfilment of [ABC] mandate to improve the lives of the marginalised; [ABC] operates in a wide variety of cultures; as such it needs to take a culturally sensitive approach with regard to mainstreaming a gender perspective in [ABC] work; the full participation of both men and women in all [ABC] not only ensures gender equality, but also increases the efficiency and effectiveness of the work of the organisation; although the primary task of [ABC] is to ensure gender sensitivity in their existing programmes, they may also implement projects to assist special groups of men or women, if local situations so require. b) c) d) e) Manual of Operations The Pakistan Centre for Philanthropy 53 To achieve its goal, [ABC] shall: a) Put in place institutional procedures which ensure that the needs of boys, girls, men and women are all met equitably in disaster response, vulnerability reduction and the provision of health and other services; Formulate measures to ensure that gender-specific vulnerabilities and capacities of men and women are systematically identified and addressed; Ensure that data on beneficiaries is disaggregated by sex for needs assessment and programme planning and gender analysis is integrated into programme design, delivery, monitoring and evaluation; Design strategies for capacity building in gender mainstreaming as part of institutional development programmes with special attention to staff training on gender analysis skills; Ensure that reporting and accountability mechanisms for activities and results in gender mainstreaming are put in place. This includes performance evaluations, budget allocation analysis and actions to enable the full participation of men and women on an equal and meaningful basis in [ABC] activities at all levels. b) c) d) e) 4. RESPONSIBILITIES The senior management of [ABC] is responsible for: a) increasing awareness and skills of staff and volunteers in considering the social differences between vulnerable men and women when designing, implementing, monitoring and evaluating programmes; conducting a systematic review of the institution's procedures to put in place gender analysis as part of programming or improving the existing systems; enabling a gender balance in the different levels of the structure within their organisation, in particular to involve more women in the decision-making processes at all levels; ensuring equal opportunities among female and male staff members and volunteers in the areas of recruitment, promotion, benefits, training and working conditions. b) c) d) The governance of [ABC] is responsible for: e) assessing the implications of their policies and decisions for men and women, and thus ensuring that all [ABC] policies and programmes are gender sensitive. Manual of Operations The Pakistan Centre for Philanthropy 54 GRIEVANCE SETTLEMENT POLICY 1. INTRODUCTION [ABC] is committed to maintaining and enhancing fair, equitable and safe work practices. 2. STATEMENT [ABC] states that all members of staff are expected to perform their duties with efficiency, fairness, impartiality, integrity, honesty and compassion. The distinctive feature of the Grievance Procedure for Staff aims to ensure that work-related grievances are addressed in a timely and confidential manner at the lowest appropriate management level, in order to prevent minor problems or grievances from escalating. 3. WHAT IS GRIEVANCE? There is always the potential for conflict to arise in a workplace. Conflict can be negative if it creates an environment of tension, and can harm morale and productivity if it is not properly managed. A work related grievance might flow from any aspect of a staff member's work experience at [ABC] that they believe to be unfair, unjust or unreasonable. There are two fundamental types of work-related grievance. These are: a) behaviour which does not contravene any laws, legislation or common law such as interpersonal conflict, inappropriate behaviour, or inconsistent application of policy/procedures. potentially unlawful behaviour. Unlawful behaviour includes discrimination or harassment on grounds prohibited by anti-discrimination legislation, corruption, misadministration or serious waste. b) The grievance procedure may be initiated for all work-related grievances. The Procedure for Handling Grievances below provides further information. 4. PROCEDURE FOR HANDLING GRIEVANCES An employee filing a grievance shall have at every “step” the right to present witnesses and evidence to support his/her grievance. Since the processing of a grievance is not a legal matter attorneys may not represent either the employee filing a grievance or [ABC]. Employees are not to be penalized in any way for proper use of the Grievance Procedure. Time spent in grievance discussions with the administration would be considered time worked with pay. Step 1 Any employee who wishes to file a grievance shall first discuss his/her grievance with his/her immediate supervisor. After the aforementioned discussion with the employee, the supervisor shall have five (5) working days in which to reply to the employee‟s grievance. If the supervisor fails to reply to the grievance or if his/her answer is not satisfactory to the employee, the employee may present his/her grievance at Step 2. Manual of Operations The Pakistan Centre for Philanthropy 55 Step 2 If the disposition of the grievance in Step 1 is not acceptable, the employee shall, within five (5) working days, prepare a written statement stating the basis for the grievance and a requested settlement. He/she shall then discuss his/her problem with the Section Head or Finance & Administration Head (in cases where the section head is the direct supervisor), who shall have five working days in which to present a written reply to the employee‟s complaint. If a mutually acceptable settlement cannot be reached, the employee will have five working days in which to present his/her grievance in Step 3. The grievant should process his/her grievance to Step 3 through the office of Head of [ABC]. Step 3 If the disposition of the grievance in Step 2 is not acceptable and the employee wishes to have the grievance considered further, he/she shall notify a representative appointed by the Head of the organization. The incumbent representative will investigate the allegations and make arrangements to hear the employee‟s complaint and the departmental charges if any. He/she shall provide a written response to the employee within five working days of the receipt of the grievance. If the response is not acceptable to the employee the grievance may be processed to Step 4 through the head of [ABC]. Step 4 If the disposition of the grievance in Step 3 is not acceptable to the employee and he/she wishes to have the grievance given further consideration, he/she shall notify the Head of the organisation in writing to that effect. It is up to the discretion of the Head of [ABC] to either investigate the allegation on his/her own or constitute a panel to hear out the grievant. Grievance processed to Step 4 shall be reviewed and a response shall be provided to the grievant within thirty days. 5. EXCEPTIONAL CASES In exceptional cases where the Head of Section or Senior Level Officials reporting directly to the Organisational Head, wishes to file a grievance shall first discuss his/her grievance with the Organisational Head. If the Organisational Head fails to reply to the grievance or if his/her answer is not satisfactory to the employee, the officer may present his/her grievance to the board member nominated by the Chairperson of the board. Grievances processed under such circumstances shall be reviewed and a response shall be provided within thirty (30) days. Manual of Operations The Pakistan Centre for Philanthropy 56 HARASSMENT POLICY [ABC] Policy on Harassment recognises that harassment is unacceptable behaviour. The policy supports the goals identified in the Institutional Strategic Plan, specifically to enhance access, participation and positive outcomes for members of equity target groups, consistent with equal opportunity and affirmative action principles. The policy accepts its legal obligations to ensure that staff is not subjected to harassment, which may include vicarious liability for harassment of others by its employees. Harassment is verbal or physical conduct, which because of its severity and/or persistence, is likely to create a hostile or intimidating environment and detrimentally affect an individual's employment or education. Harassment is defined by reference to the nature and consequences of the behaviour, not the intent of the initiator. 1. HARASSING CONDUCT INCLUDES a) Communication of spoken, written, graphic and computer mediated material that denigrates or shows hostility or aversion to individuals or groups on the grounds of actual or perceived race, nationality, gender, transgender status, marital status, disability, homosexuality, age, family responsibilities, carers' responsibilities, political conviction or religious belief; threatening, intimidating or demeaning behaviour directed at individuals or groups outlined above; acts of vilification, i.e. public acts which may have the effect of inciting others to hate, have serious contempt for, or seriously ridicule a person or group of people, on the grounds of actual or perceived race, AIDS or HIV-positive status, homosexuality, or transgender status; sexual harassment, which is defined as unwelcome sexual advances, requests for sexual contact and verbal or physical conduct of a sexual nature, when submission to or rejection of such advances, requests or conduct is explicitly or implicitly a term or condition affecting employment or education decisions; and/or when such advances, requests or conduct have a detrimental effect on an individual's work or study environment. b) c) d) [ABC] has already established Grievance Procedure for dealing with complaints of harassment from staff. Where it is determined that harassment has occurred, [ABC] will act promptly to eliminate the harassing conduct, and will deal with the matter in accordance with Grievance Procedure for Staff as follows. 2. PROCEDURE FOR HANDLING HARASSMENT An employee filing harassment shall have at every “step” the right to present witnesses and evidence to support his/her harassment. Employees are not to be penalized in any way for proper use of the Grievance Procedure. Time spent in harassment discussions with the administration would be considered time worked with pay. Step 1 Any employee who wishes to file harassment shall first discuss his/her grievance with his/her immediate supervisor. After the aforementioned discussion with the employee, the supervisor Manual of Operations The Pakistan Centre for Philanthropy 57 shall have five (5) working days in which to reply to the employee‟s grievance. If the supervisor fails to reply to the grievance/ harassment or if his/her answer is not satisfactory to the employee, the employee may present his/her grievance/ harassment at Step 2. Step 2 If the disposition of the grievance in Step 1 is not acceptable, the employee shall, within five (5) working days, prepare a written statement stating the basis for the grievance/ harassment and a requested settlement. He/she shall then discuss his/her problem with the Section Head or Finance & Administration Head (in cases where the section head is the direct supervisor), who shall have five working days in which to present a written reply to the employee‟s complaint. If a mutually acceptable settlement cannot be reached, the employee will have five working days in which to present his/her grievance/ harassment in Step 3. The grievant should process his/her grievance/ harassment to Step 3 through the office of Head of [ABC]. Step 3 If the disposition of the grievance/ harassment in Step 2 is not acceptable and the employee wishes to have the grievance considered further, he/she shall notify a representative appointed by the Head of the organization. The incumbent representative will investigate the allegations and make arrangements to hear the employee‟s complaint and the departmental charges if any. He/she shall provide a written response to the employee within five working days of the receipt of the grievance/ harassment. If the response is not acceptable to the employee the grievance may be processed to Step 4 through the head of [ABC]. Step 4 If the disposition of the grievance in Step 3 is not acceptable to the employee and he/she wishes to have the grievance/ harassment given further consideration, he/she shall notify the Head of the organisation in writing to that effect. It is up to the discretion of the Head of [ABC] to either investigate the allegation on his/her own or constitute a panel to hear out the grievant. Grievance processed to Step 4 shall be reviewed and a response shall be provided to the grievant within thirty days. 3. Exceptional Cases In exceptional cases where the Head of Section or Senior Level Officials reporting directly to the Organisational Head, wishes to file a grievance/ harassment shall first discuss his/her grievance/ harassment with the Organisational Head. If the Organisational Head fails to reply to the grievance/ harassment or if his/her answer is not satisfactory to the employee, the officer may present his/her grievance/ harassment to the board member nominated by the Chairperson of the board. Grievances processed under such circumstances shall be reviewed and a response shall be provided within thirty (30) days. Manual of Operations The Pakistan Centre for Philanthropy 58 PROCUREMENT POLICY Procurement policy deals with the procedures for procurement of office essentials and equipment. The purpose of this policy is to ensure that financial honesty is assured by prescribing a range of appropriate methods for purchasing and procurement, including, where appropriate, a competitive tendering and contracting process. Two main principles that apply are: the requirement for impartiality and fairness across all stages of the tendering and purchasing process, and; the necessity for obtaining the best possible value for money. 1. METHODS OF PROCUREMENT Goods or services may be acquired through one of the following options: a) b) c) Direct Purchase from a company/supplier. This includes cash transactions, credit card purchases, quick orders and cheque payments. Written quotation. Call for Expressions of Interest 1.1 DIRECT PURCHASE Purchases less than Rs. Xxxxx may be purchased to best advantage without quotations subject to the following conditions: a) rates should be reasonable and consistent with normal market rates for items of a like nature b) requirements should not be split into components or succession of orders for the same goods or service for the purpose of enabling the goods or service to be obtained under the Rs.Xxxxx limit c) procurement should be approved by Manager Finance 1.2 WRITTEN QUOTATION For purchases greater than Rs. Xxxxx but less than Rs. Xxxxx at least one written quotation should be obtained subject to the following conditions: a) Rates should be reasonable and consistent with normal market rates for items of similar nature. b) Requirements should not be split into components or succession of orders for the same goods or services for the purpose of enabling the goods/service to be obtained under the Rs. Xxxxx limit. c) For purchases greater than Rs. Xxxxx but less than Rs. Xxxxx, a minimum of three written quotes5 must be obtained and must be based on a written outline of specifications which has been provided to the suppliers. The head of [ABC] should approve purchase of this size. d) For purchases that are considered high risk and over Rs. Xxxxx, consideration should be given to undertaking a Competitive Tendering and Contracting (CTC) process. This should include documentation of a written brief or outline of specifications for the purchase. The Chairman of the Board should approve such purchases. 5 Three written quotations do not have to be obtained where the goods or services are proprietary (held under patent, trademark or copyright), or are only obtainable from fewer than three suppliers. Manual of Operations The Pakistan Centre for Philanthropy 59 1.3 CALL FOR EXPRESSIONS OF INTEREST Expressions of Interest/Request for Proposals (Competitive Tendering and Contracting) Procedures. Expressions of Interest (EOI) and Requests for Proposals (RFP) consist of procedures that are intermediate between obtaining written quotations and seeking tenders. It is generally used to cull an initial field of probable competitors who can provide innovative solutions to leading edge, or emerging issues within a given industry (e.g. a creative, or technological solution). Generally such purchases fall in the Rs. Xxxxx and above categories. a) In the case of requests for Proposals or Expressions of Interest, a detailed overview of the product or service concept that is required is prepared and forwarded, usually with a covering letter, to a number of identified suppliers who are invited to submit written proposals. Similarly, requests For Proposals/Expressions Of Interest can be announced in a variety of advertising mediums to achieve greatest exposure to potential contractors and tenderers. Under this arrangement, [ABC] is subsequently able to negotiate variations to the specification with a preferred supplier. b) c) 2. BENEFITS OF A PROCUREMENT POLICY As a consequence of adhering to this policy, [ABC] will: a) b) c) d) e) Obtain the best value for its purchases, in both cost and quality terms. Have a fast and efficient purchasing process; demonstrate financial probity and accountability to its clients, stakeholders and the public interest. Successfully manage and prevent the potential for conflicts of interest. Monitor and evaluate performance in purchasing and procurement. Be protected from complaints and legal actions mounted by potential suppliers who believe they have not received fair treatment. 3. ETHICAL GUIDELINES No matter how transparent or fool proof an arrangement may be its success lies in the behaviour of the officer(s) in-charge and his or her intention in following the laid down procedures and regulations. The set of rules laid below can serve as a guideline for any purchasing officer. a) b) The best value for the organisation‟s goods and services must be sought. There will be a documented process for all purchases, which allows for transparency of decisions and review of purchases. The conduct of procurement is subject to continuous auditing by the organisation and by external bodies such as the Board, Audit Officer and Stakeholders. Staff will ensure that they are not, or are not perceived to be in a conflict of interest with any supplier. c) d) Manual of Operations The Pakistan Centre for Philanthropy 60 e) Those staff who have, or may be perceived to have, a vested interest in the outcome of a purchase should disclose any conflict to their supervisor and discuss whether they should exclude themselves from any role in the purchase. Staff will be suitably skilled and qualified to attend to the completion of their purchasing and contracting role(s). f) Manual of Operations The Pakistan Centre for Philanthropy 61 SOCIAL WELFARE POLICY 1. INTRODUCTION [ABC‟s] commitment to work to improve the situation of the most vulnerable people offers solid basis for its involvement in social welfare issues. Social welfare is a state of human well being that exists when social problems are managed, when human needs are met and when social opportunities are maximised. [ABC] involvement in social welfare varies from one place to another and from one period to another, depending on needs, circumstances and capacities. In essence social welfare must be seen and treated as a continuous and dynamic process, subject to variation in time and place. It should be accordingly continuously adapted to the changes in the socio-political, cultural and economic characteristics of a particular society at any given time. Addressing this challenge is one of the aims of [ABC]. Social life and problems in social relationships are not static; they are ever changing. As such the knowledge and the practice of social work, for what it contributes to the promotion of social welfare should also be a continuously evolving core of ideas, which are translated into practice by flexible, competent and reflective professionals. 2.SCOPE The Social Welfare policy establishes the basis of [ABC] implementation of long-term developmental social programmes as well as with respect to advocacy issues in the social development and social action field. It applies to any type of social welfare activity carried out by [ABC], staff or volunteers. 3. STATEMENT [ABC] shall: a) Recognise that the general objective of social welfare is to manage social problems, meet the human needs and maximise social opportunities in order to improve the physical, psychological and social well-being of the individual, her/his family and community; Safeguard the individual rights of every person in view of the principle that every human being has the right to live and enjoy the basic necessities of life; Be proactive, by engaging in planning and preparedness activities to prevent or mitigate the effects of problems encountered by vulnerable populations served by [ABC]. This means working with the most vulnerable addressing the social situation working on development through advocacy and/or direct action and taking preventive measures against various forms of social exclusion and vulnerability; Develop, at different levels, the appropriate specific social policies and strategies to monitor the economic, socio-cultural, political and technological interests of the population, paying special attention to the needs and rights of minorities. Indicators and quality standards need to be developed in order to measure and evaluate the impact of programmes; b) c) d) Manual of Operations The Pakistan Centre for Philanthropy 62 e) Reaffirms that social services and social welfare activities are a very important part of the nonprofit organisation and need to be created, reinforced, developed and adjusted to changes in the society; Define their own priorities in terms of target groups; Ensure the social perspective in every area of intervention of [ABC] Recognise that the role of [ABC] in providing social services. Promote the self-reliance of 'beneficiaries' by working with the most vulnerable people in the society. The involvement of the beneficiaries, with the aim of empowering them and increasing their coping mechanisms, includes their participation, to the extent possible, in the identification of needs and in planning, implementing, monitoring and evaluating the relevant social welfare programmes; Ensure that the social welfare programmes promote the participation of volunteers of all ages and both genders; Ensure the necessary recognition of the role and value of volunteers in social programmes. Volunteers must have an opportunity for guidance by experienced professionals; Ensure that all social welfare interventions are determined by the needs of beneficiaries and that programmes thus developed are solely needs driven and not determined by any other factor or consideration. f) g) h) i) j) k) l) 4. RESPONSIBILITIES [ABC] should: a) integrate a social welfare perspective in the overall programme and its various components; Strive to ensure quality and accountability in the nonprofit organisation services; ensure that the relevant employed staff and volunteers are given appropriate training so that they are able to identify social needs and initiate the necessary response; Promote a community based approach and ensure community involvement in decisionmaking, needs assessment, programme identification, implementation, monitoring and evaluation; Promote co-ordination and collaboration between organisations and agencies working in the social field. b) c) d) e) [ABC] should: a) Develop a strategy and the necessary guidelines in support and for the implementation of this policy. Manual of Operations The Pakistan Centre for Philanthropy 63 b) Develop a clear strategy for exchange of information and foster greater co-operation and sharing of experience amongst other nonprofit organisation e.g. exchange of materials and training programmes. Foster opportunities for improving training of skilled and competent social service human resources; Promote a community based approach in decision-making, needs assessment, programme identification, implementation, monitoring and evaluation; Define strategies for advocacy and/or direct service delivery; Promote the use of research in social trends and social services; Carry on a review of implementation of this Policy within four years of its adoption. c) d) e) f) g) Manual of Operations The Pakistan Centre for Philanthropy 64 FINANCIAL POLICY FOR MANANGEMENT OF PROJECTS 1. GENERAL The policy to operate and manage the 'Project Account' will be done separately on case-to-case basis of different projects after taking into consideration the requirements of the Donor Agency. The concerned person will be made responsible for utilization of funds as per policy and procedure put in place in consultation with the Management Team (MT). As a general policy / rule the Project Funds may be handled directly by the Team Leader (TL) / Project Manager (PM) with the concerned Donor Agency although, this will be closely monitored and supervised by the MT as per normal procedure in vogue given in the Financial Management of Projects 2. PROJECT ACCOUNT For each Project a separate Bank Account will be opened in any Bank that will be selected by the Finance Committee (FC) of the Management Team (MT): a) The Account of one Project will not be kept in the same account of another project as this will mix up the accounting system of different projects At the end of the Project the Account of that Project will be closed with Nil Balance in consultation with the Donor of that Project within a period of three months in case no further extension of that project is given to the NPO. Any left over balance / saving, if any shall be returned to the Donor Agency b) 3. SELECTION OF BANK The criteria for selecting a bank will be as under: a) b) The Project Account will be opened in a recognized / reputable Bank The location of the Bank should be easily accessible from the convenience point of view preferably near the Project Office The services provided by the bank should be good and efficient c) 4. OPERATING INSTRUCTIONS TO BANKS (through the Finance Committee) The Account will be operated by any two persons from a Panel of Three in the FINANCE COMMITTEE (FC) as under and the concerned persons will be held responsible for any shortcoming / mismanagement in the handling of accounts etc.: Finance Committee (Account Operators) 1) Executive Director 2) General Secretary Main / Permanent Account Operator No.1 Co-Account Operator No.2 Manual of Operations The Pakistan Centre for Philanthropy 65 3) Finance Manager a) Co-Account Operator No.3 In case there is any change of persons authorized to operate the Account, the Bank will be intimated through a letter No Cheques should be en-cashed without the signatures of any two persons mentioned above, the signatures of Account Operator No.1 being a MUST on every Cheque No Cheque should be en-cashed without a ROUND STAMP of [ABC] which shall be placed next to the signatures of the Account Operators on the front and right side of the Cheque Bank Statement should be provided on Quarterly basis as a routine and on urgent basis whenever required. [ABC] being a Welfare Organization serving the marginalized communities No ZAKAT should be deducted from the funds of the NPO [ABC] will reserve the right to Withdraw / Cancel the Accounts and open the same in another Bank if the services of the Bank are not satisfactory b) c) d) e) f) 5. CASH HANDLING POLICY FOR PROJECT ACCOUNT Each Donor will have its own specific policy of Handling Cash for the funds provided by it. However, some broad policy of [ABC] in this regard shall be as under: a) The Cheque Book of each Project will be kept in the custody of the Team Leader (TL) / Project Manager (PM) of that particular Project. The Petty Cash (if any) will be in the possession of the Project Accountant (PA) As a rule no cash over and above Rs.Xxxx/- will be kept in the Office with the PA Petty cash will be utilized with the permission of the TL / PM in accordance with the items it can be spent on as specified by the Funding Agency Prior written sanction (on a register) will be endorsed by the PA and got approved by the TL / PM before utilizing the Petty Cash Any amount drawn from the Bank will first have to be got approved by the ED on a CASH WITHDRAWAL SLIP Format by the TL / PM only then the Cheque will be signed by the ED, one copy of which will remain with the PA and the other copy with the FM The details of cash drawn will be written on the Counter-Foil of the Cheque Books Any amount of cash drawn from the Bank can be done on 'CROSSED CHEQUE' unless any specific policy on this is given by the Funding Agency All utilized Cheque Book Counter-Foils will be kept in safe custody of the PA as record for audit purposes b) c) d) e) f) g) h) Manual of Operations The Pakistan Centre for Philanthropy 66 6. AUDIT OF PROJECT ACCOUNT 6.1 Internal Audit a) b) o o o c) Will be carried out every Quarter (Three Monthly) Following Panel of Members will be constituted to carry out the audit: Team Leader / Project Manager (concerned project) Finance Manager (MT) Project Accountant (concerned project) :President :Member No. 1 :Member No. 2 Proper audit of last three months will be carried out and Audit Report submitted to the ED within 7 days time of the Audit being completed 6.2 External Audit a) b) c) d) e) Depending on the duration of the Project the External Audit will be carried out if specifically required by the Funding Agency External Audit may be carried out once at the end of the project if it is of one-year duration; every year if the project is more than one year, or on as required basis [ABC] will hire the services of a Chartered Accountancy Firm / Company for External Audit The FM will be overall responsible to get the External Audit completed The Project Accountant (concerned project) will produce all the relevant documents to the External Auditor along with the supporting documents, on the specified date, time and place to be fixed with the auditor The Project Auditor will assist the External Auditor in carrying out the audit. During the audit the FM will also remain present The External Audit will be carried out in the office of [ABC] The final Audit Report will be put up to the ED One copy of the final External Audit Report will be sent to the concerned Donor Agency, one copy of the same will remain with the FM and one copy will be kept with the concerned PA as office record A copy of the Project External Audit Report will be prominently displayed on the Office Notice Board f) g) h) i) j) 7. ADVANCE FOR PROJECT ACTIVITIES Advance up to a maximum of Rs.Xxxx/- will be given from [ABC] Endowment Fund for implementation of project activities as per approved Work Plan (Activities Schedule) if necessary and depending on the fund position. The advance will be adjusted against actual expenditure incurred and bills provided to the Donor Agency that would be reimbursed from them as per their procedure and project agreement within a maximum period of one month. The amount when received will be deposited back in Endowment Fund 8. PROCEDURE TO OBTAIN ADVANCE a. The concerned PA will submit an 'Advance Request for Project Activities' Application to the Manual of Operations The Pakistan Centre for Philanthropy 67 ED through the FM recommended by the TL / PM at least two days in advance b. The FM will scrutinize the 'Advance' Application, see the position of the Endowment Fund and put up the same to the ED with his own recommendations for necessary sanction After the 'Advance' has been sanctioned the FM will issue a Cheque to the PA who shall get it cashed and release the amount (as per requirement) to the concerned Project Engineer / Social Organizer etc. for purchases / payments etc. The PA will submit bills in original along with the details of expenses to the FM within ten days of receiving the Cheque The FM will submit the original bills to the Donor Agency attached with the Payment Vouchers and Financial Statement on last day of the month for reimbursement of amount to [ABC] by the Donor Agency within one month On receipt of the reimbursed amount the FM will deposit the same in Endowment Fund to adjust the amount accordingly c. d. e. f. Manual of Operations The Pakistan Centre for Philanthropy 68 Appendix A Performance Review Review Period: to Employee‟s Name: Title: Reporting Officer‟s Name: Title: Review Date: Current Objectives Percent of Job Employee Comments on Current Job Description Rating: Employee's average rating: Reporting Officer‟s Comments on Current Job Description Rating: Reporting Officer‟s average rating: Skills Table Competency 1 Problem solving Decision making Long-term thinking Results oriented Organisation and prioritisation Flexibility and change management Organisational representation Communication Conflict management Self-confidence Integrity and reliability Employee Comments: Reporting Officer Comments: Employee Rating 2 3 4 5 n/a 1 Reporting Officer Rating 2 3 4 5 n/a Manual of Operations The Pakistan Centre for Philanthropy 69 Rating Scale 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 I. Exceptional performance beyond all position requirements Consistently exceeds all position requirements Exceeds all position requirements Exceeds most position requirements Exceeds some position requirements Consistently meets all position requirements Meets most or all position requirements Meets some position requirements Falls below expected performance Overall Ratings Employee Overall Rating: Employee Comments on Rating Reporting Officer Overall Rating: Reporting Officer Comments on Rating II. Signatures Employee Reporting Officer Executive Director’s Comments Date Date Signatures Date Manual of Operations The Pakistan Centre for Philanthropy 70 Appendix B OVERTIME – SLIP Name: Date Day From To No. of Hours Description Designation: Approval (Signature) Total Hours:________ Date: _____________ Approved By___________________ Designation ____________________ Claimant Signature ______________ Manual of Operations The Pakistan Centre for Philanthropy 71 Appendix C Organisation Name PAKISTAN CENTRE FOR PHILANTHROPY LIST OF DEPENDENT (S) FOR AVAILING MEDICAL BENEFITS Name Designation Department I hereby solemnly declare that listed below are the particulars of my dependents (including parent(s)). I further declare that medical claims submitted at [ABC] are not being claimed elsewhere. S. No. FULL NAME OF DEPENDENT RELATIONSHIP WITH EMPLOYEE DATE OF BIRTH Employee's Signature: Date: Finance & Admin Officer's Date: Manual of Operations The Pakistan Centre for Philanthropy 72 Appendix D TRAVEL APPROVAL FORM NAME: DESIGNATION: PURPOSE: (Specify if project related) PROPOSED INTINERARY: FROM/Dates TO MODE OF TRAVEL: (Tick appropriate box) AIR LODGING: (Tick appropriate box) HOTEL ADVANCE REQUIRED: Rs.____________ NO YES PERSONAL If yes, indicate the amount; ROAD OTHER ADDRESS AT TDY STATION: ________________________________________________________ _______________________________________________________ TEL: ______________________________ SIGNATURE OF THE EMPLOYEE ____________ DATE FOR OFFICE USE ONLY ESTIMATED COST OF TRAVEL: _____________________________________________________ (To be filled by Manager Finance & Admin) APPROVAL OF COMPETENT AUTHORITY: Approved Not Approved Signature __________________________ Approving Authority Date: ____________ REMARKS (If any): ________________________________________________________ Manual of Operations The Pakistan Centre for Philanthropy 73 Appendix E TRAVEL EXPENSE REPORT (TER) Name: Travel From: Purpose: Core Program ___________ Project _____________ Other: _________________ Designation Date: To: Travel Period Beginning Date: Ending Date:  Provide current exchange rate(s) used (if required) in the space provided in the lower left hand corner. Amount I. Transportation Air tickets By road (Petrol and Toll Taxes - receipts attached) Hotel (Attach receipt) Other: Specify Sub-Total II. Other Direct Costs – Please Itemize Per Diem Meals In city transport (fuel for personal Vehicle used) Others: Days Rate Total Amount Subtotal Grand Total 1. Have you already received a Travel Advance(s)? Yes No If yes, indicate the amount: Rs._______ 2. Please check here if this is your final Expense Summary submission under this assignment. Yes TOTAL EXPENSES LESS ADVANCE DRAWN NET RECEIVABLE/PAYABLE Signature ______________________ FOR OFFICE USE ONLY The Travellers bill has been checked and found in order for payment of Rs. ___________ Rupees ___________________________ ___________________________ Signature of Finance & Admin Officer Date ______________________ Signature of Approving Authority Date: ______________________ Manual of Operations The Pakistan Centre for Philanthropy 74 Appendix F MEMORANDUM To: From: Executive Director [ABC] Subject: Request for Authorisation to Use Personal Vehicle for Official Purpose Date: Attached, for your consideration, is a travel authorisation form completed by me to travel to places and for purposes mentioned in the form. I believe it is necessary for me to use a personal vehicle for the performance of this official travel for the following reasons: I understand that if my request to use a personal vehicle for official purpose is approved, the reimbursement will not exceed the cost of airfare for the approved travel sectors serviced by the airline, and no reimbursement will be made for the costs of taxis between residence airport, lodging site and return. Attached also is waiver of liability form executed by me for [ABC] record. [ ] Approved [ ] Disapproved _____________________________ Executive Director Date: Manual of Operations The Pakistan Centre for Philanthropy 75 Appendix G WAIVER OF LIABILITY In consideration of permission to use my personal vehicle for official purpose from (date) _______________ to (date) between (place of departure) ____________________________ and (destination)__________________________ and (back to place of departure) I (name) do hereby covenant and agree that [ABC] shall not be liable for any damage or injury caused direct or indirect, to me or to the personal vehicle or the passengers riding in the vehicle. _____________________ Signature of Employee _____________________ Name of Employee _____________________ Date Manual of Operations The Pakistan Centre for Philanthropy 76 Appendix H ABC AGREEMENT This agreement is made at Islamabad, this the (date) day of (month) of (year) between (employee) s/o (father name) of N.I.C No. (number), adult an employee of [ABC] (hereinafter called "The Employee" which expression shall where the context so admits include his heirs, successors and assigns) on the ONE PART and [ABC] of the OTHER PART. WHEREAS the Employee has applied to [ABC] for an advance of Rs. _________, (In words) for the purchase of a car for his personal use. AND WHEREAS [ABC] has agreed to grant the said advance to the employee subject to the terms and conditions incorporated in this Agreement. NOW THIS AGREEMENT WITNESSES AS UNDER: 1. That the Employee repays the sum of the advance amounting to Rs. __________ to [ABC] in _____ consecutive equal monthly instalment of Rs. _________. The first repayment instalment will become payable in the month following the month in which the advance is disbursed. A detailed schedule thereof is attached herewith as Schedule. That the Employee hereby authorises [ABC] to recover the Advance by making deduction every month from his/her salary of sum equal to the monthly instalment of the advance repayable by the employee. That the Employee shall purchase the car within a period of one month from the date the advance is disbursed to him and in the event the Employee does not purchase the same within the aforesaid period of one month, the Employee shall repay the full amount of the advance to [ABC] immediately. That if the actual price of the car purchased by the Employee is less than the Advance disbursed, the Employee shall repay the balance amount of the Advance to [ABC] within 3 days from the date the car is purchased. That as security for the due and punctual repayment of the advance, Employee shall hypothecate the car in favour of [ABC] till the realisation of full amount of the advance. The Employee shall not hypothecate, charge or create any kind of lien or sell or transfer the car to any corporate body without prior permission in writing of [ABC]. The employee shall also execute and deliver to [ABC] a Promissory note equal to the amount of advance, which shall from time to time be renewed by the Employee within the prescribed period of limitation (Schedule - I). 6. That the Employee shall be fully responsible for insuring and maintaining the car at his/her own cost and shall indemnify and hold harmless [ABC] against any claim of loss or damage suffered or incurred. That at the expense of the Employee the car shall be comprehensively insured against full risk and loss by fire, theft or accident. The amount for which insurance shall be affected shall not be less than the amount of advance. The insurance shall be renewed from time to time until the advance is repaid in full to [ABC]. 2. 3. 4. 5. 7. Manual of Operations The Pakistan Centre for Philanthropy 77 8. That the purchase receipt for the car shall be delivered by the Employee to [ABC] within a period of 7 days from the date of purchase of car. That [ABC] shall not be responsible for any damage or loss of the car purchased out of the advance sanctioned. That in case an employee dies or resigns or terminated from his/her services in [ABC] or he/she otherwise ceases to be in the employment of [ABC] and the repayment of any instalment of the advance is still outstanding, the sum outstanding shall become repayable immediately and [ABC] shall be authorised to adjust the same towards any other sum payable to the Employee and if the amount outstanding against him has not been fully adjusted, [ABC] may recover the balance amount from the Employee or his legal heirs, as the case may be and if he/she or they fail to do so, [ABC] may take over possession of the car and sell the same for realising the amount due against the Employee. 9. 10. IN WITNESSES WHEREOF the Employee has signed this Agreement on the date and year first mentioned above. [ABC] Islamabad (Pakistan) (Name) Employee Witnesses: _____________________ _____________________ __________________ Date Manual of Operations The Pakistan Centre for Philanthropy 78 Appendix I [ABC] Address. Dear Sir(s), LETTER OF AUTHORITY In consideration of your granting me Car Advance amounting to Rs. _________ (In words) (“The Advance”) on the terms and conditions contained in the Agreement dated (date) between myself and [ABC], I, (Employee Name), s/o (Father Name) employed at [ABC], do hereby authorise you to appropriate all, any sums due on that account inclusive of my salary in repayment of the advance and the return /mark-up thereon, if any, in case [ABC] may at any time decide to recover the advance. I further authorise you that in the event of my failure to repay any instalment or any portion of the Car Advance or that may be advanced, or in the event of my ceasing to be your employee whether by resignation, dismissal or termination or in the event of my death before repayment of the entire amount or for whatever reasons, the outstanding amount of car advance along with the Mark-up (if any) may be recovered from my salary and other benefits due to me or to my legal heirs/nominees. __________________________ Name: Designation: __________________ Date: Manual of Operations The Pakistan Centre for Philanthropy 79 Appendix J REPAYMENT SCHEDULE It is agreed that the entire car loan will be repaid by the Employee as mentioned hereunder: 1. 2. _____ monthly instalments of Rs. _______/- each. Last instalment (i.e. ____ will be of Rs. _________/-. That the repayment of first instalment shall commence on (date) and the last monthly instalment to be repaid on (date). ______________________ Signature Name: Designation: N.I. C No: Date: Manual of Operations The Pakistan Centre for Philanthropy 80 Appendix K PROMISSORY NOTE Rs. (Amount) (Date) ON DEMAND, I, (Name) s/o (Father Name) an employee of [ABC] hereby promise to pay to [ABC] or order the sum of Rs. (Amount) (In words) with return/mark-up thereon, if any. _________________________________ Signature Name: (Employee Name) Designation: N.I. C No: Manual of Operations The Pakistan Centre for Philanthropy 81 Appendix L LEAVE APPLICATION NAME: _________________________ DESIGNATION: ___________________ Request for No. of day (s) __________ ` C/L S/L Leave A/L Maternity Leave Compensatory Date: From: ______________________ To: _____________________ Reason: ______________________________________________________________ ______________________________________________________________ Signature of Employee: ____________________ Date: ____________________ _____________________________________________________________________________ __ TO BE FILLED BY ADMINSTRATION DEPARTMENT Total Due Annual Leave Casual Leave Sick Leave Maternity Leave Compensatory Leave ________________________________ ___________________ Manager Finance & Administration Date _____________________________________________________________________________ __ Approval: Signature: Yes [ ] No [ ] ___________________________ __________________ Date Designation: ___________________________ Already Availed Balance Now applied for Balance Manual of Operations The Pakistan Centre for Philanthropy 82 Appendix M EXIT INTERVIEW FORM Name:__________________________________ Title:_________________________________ __ ___________________ Date: ____________________ Departure Date: I.  Reasons for leaving: Please review the list below and check your top 3 reasons for leaving employment:              Family (circle the family reason which was most critical in your decision)  Spouse‟s career  Children‟s education  Elderly parents Other (please specify in comments section) Health Stress Return to school Career change (new career) Advancement (better job)/ Career development Salary Benefits Working relationship with colleagues Working relationship with managers/supervisors Geographical (relocation, etc. specify in comments) Working relationship with clients Other (please specify in comments) Comments: II. Immediate work environment: Please indicate from 1-5 the degree to which you agree or disagree with the following statements. 1. There is a high level of mutual trust and confidence between staff and managers. 2. Staff is encouraged to find new and better ways of doing things. 3. The resources allocated for individual tasks are adequate to do my job. 4. There is effective collaboration among the staff. 5. Operational travel is excessive. Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Manual of Operations The Pakistan Centre for Philanthropy 83 6. I always had time to plan for operational travel. Strongly Disagree 1 2 3 4 5 Strongly Agree Comments: III. Fairness: Please indicate from 1-5 the degree to which you agree or disagree with the following statements. 1. Men and women are treated equally in [ABC]. Strongly Disagree 1 2 3 4 5 Strongly Agree 2. There is little discrimination against different nationalities or races. 3. Managers seem to play favorites. Strongly Disagree 1 2 3 4 5 Strongly Agree 4. Staff is treated equitably based on their ability to do a job. Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Comments: IV. Overall Satisfaction with Institution: Please indicate from 1-5 the degree to which you agree or disagree with the following statements. 1. Considering everything, overall I am satisfied with the Institution at the present time. 2. Staff benefits are competitive. Strongly Disagree 1 2 3 4 5 Strongly Agree 3. Staffs is paid competitive salaries. Strongly Disagree 1 2 3 4 5 Strongly Agree 4. Staff is given opportunities for growth and development. 5. I gained professional excellence from working in [ABC]. 6. I would consider re-employment with [ABC]. Strongly Disagree 1 2 3 4 5 Strongly Agree 7. Staff contributions are adequately recognized and rewarded. Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Strongly Disagree 1 2 3 4 5 Strongly Agree Manual of Operations The Pakistan Centre for Philanthropy 84 Comments: Manual of Operations The Pakistan Centre for Philanthropy 85 Appendix N [ABC] CLEARANCE FORM Employee Name Designation Date of Departure I certify that I have disposed off or accounted for all files, records and other documentary materials in accordance with ABC requirements. I further certify that all the items loaned to me for official use have been returned and appropriate accounting has been made. Employee's Signature S. NO. i. ii. iii. iv. v. vi. vii. viii. ITEM Mail forwarding address Office equipment and stationary returned Attendance sheet signed Office I.D. card & keys returned Official files returned Computer equipment and related items returned Library books returned Outstanding dues, if any, cleared by the employee STATUS NAME INITIALS AND DATE ix. ABC cleared accounts Comments if any: I certify to the best of my knowledge that the above mentioned person has accounted for the ABC property, files, records and other documentary material entrusted to him/her as reflected by the appropriate records. To the best of my knowledge there exists no outstanding indebtedness in his/her account with the employing office. Manager Finance & Administration All required items have been cleared by the employee including signing of receipt and discharge remains no liability towards ABC by the employee. ABC has cleared all emolument dues towards the employee. form and there Executive Director Manual of Operations The Pakistan Centre for Philanthropy 86 Manual of Operations