Our past experience clearly illustrates tangible results on a wide range of thematic areas as discussed in the previous sections.
Workplans are prepared through a consultative process and targets are given as per program implementation strategy. These targets and goals are also entered into Information Management Systems as per Logical Framework Analysis (LFA) of different project. All the units/partner organizations update their progress as per donor approved formats and consolidated progress reports (Program and Finance) are generated.
DC monitored the performance, outputs, and deliverables of the programs as per mutually agreed work plan. DC compiled data and reports related to the program and submit progress to the donor’s on a quarterly basis. The Program and Operations Units are responsible for compilation of data and reports.
The entire program activity processes, outcomes and outputs are monitored on regular intervals through custom designed Monitoring and Evaluation formats. This monitoring and evaluation will not be specific to quantitative aspects but also focus on qualitative aspects to ensure that program interventions do provide quality results. Periodic progress reports encompassing issues, problems, successes, etc are also forwarded to the relevant donor for reproting purposes. This process serves to compliment the overall performance management plan.
All information/data received at DC is shared with Program Unit Experts for quantitative/qualitative analysis as required. In addition,DC is in the process of developing a customized database to capture detailed information related to all organizational thematic areas for internal record, evaluation and analysis. Data projections and disseminations are done in different reserach tools like SPSS and GIS formats.
DC Constitution/Memorandum and Articles of Association and Operational Manuals (finance and accounting manual, HR manual, internal audit manual and procurement manual) are the guiding tools for the decision makings. Program oversight and strategic decisions are made by DC Board of Directors (BoDs). Regular meetings of DC board of directors are held and decisions regarding way forward and expansion/reduction of program activities in any program area or geographical area are taken. DC board of directors also provide guidance for effective program implementation to achieve desired results.
Moreover senior management meetings are held at regular basis and valuable inputs/suggestions are obtained from Provincial teams for effective planning and budgeting.
DC operational manuals provide comprehensive details regarding each decision to be taken .e.g. procurement of goods and services are obtained through competitive bidding processes. DC Management Committee, Steering Committee, Recruitment Committee and Procurement committees are there to ensure transparency.
DC existing manuals fully provide polices related to fraud and improperties. DC believes in 100% transparency and 0% tolerance for corruption. DC expects its entire staff to maintain the highest standards of ethical conduct and to ensure their and DC’s compliance with all applicable laws and accounting principles. Any accounting fraud or other fiscal impropriety is strictly prohibited. Some examples of fiscal improprieties include (1) unauthorized or unethical use of DC funds, (2) fraudulent accounting or reporting of expenditures, (3) illegal or unethical financial activity (e.g., theft, embezzlement, etc.), (4) improperly gaining or potentially gaining financial benefit from beneficiaries, and/or (5) aiding and abetting another’s fiscal impropriety.
Biannual internal audit checks are applied by the team of independent Chartered Account Firm. The Company Secretary DC supports the CEO office and the BoDs.
Development Counterpart (DC) is a registered Not for Profit, Non Governmental Organization (NGO) under the Societies Registration Act 1860.