1. Human Resource Management Policy and Procedures Manual

The APWO’s HR policies are continuing guidelines on the approach of which an organization intends to adopt in managing its people. They represent specific guidelines to HR managers on various matters concerning employment and state the intent of the organization on different aspects of Human Resource management such as recruitment, promotion, compensation, training, selections etc. They therefore serve as a reference point when human resources management practices are being developed or when decisions are being made about an organization's workforce. APWO has developed this manual within the context of local conditions, international best practices, donor guidelines and the Afghan laws and regulations. The manual will serve as an on-going reference and guide for APWO’s employees in carrying out their duties and responsibilities.

The policies and procedures in this manual have been established to assist employees in understanding what is expected of them during their employment with Community Action for Healing Poverty Organization. This manual contains confidential information that the staff must not publish or distribute without prior written approval of the Director of APWO.

All forms or templates mentioned in the manual shall be kept in the office as hard copies and in an electronic filing system of the APWO as soft copies.

In case of lack of clarity about any particular clause, sentence or work contained and/or non-availability of any policy/guidelines in this manual, the interpretation and decisions of the Director shall be final. The Director will have the authority to waive, write off or change any particular policy or clause in this Policy if necessary for the interest of the organization However, the Board of Trustees of APWO should have information of such changes.

2. Finance Policy and Procedures Manual

This document is a general policy for Community Action for Healing Poverty Organization (APWO) regarding financial. This policy document sets out the framework for financial system for Community Action for Healing Poverty Organization (APWO). It sets out the general principles, guidelines and protocols regarding financial management Community Action for Healing Poverty Organization (APWO) has committed to follow. In addition to this policy documents Community Action for Healing Poverty Organization (APWO) will have other practical guidelines that adhere to the policy. A number of processes, templates and tools have been included as Annexes to this policy document.

The financial management policy and other guidelines will adhere to definitions, norms, and best practices in financial management.

This policy reference manual covers nine chapters as follows:

• General guiding principles;

• Cash and treasury management;

• Expenditure control management;

• Fixed assets;

• Grants and sub-grantee management;

• Budget control;

• Chart of accounts and operating software;

• Financial reporting; and

• Audit framework

3. Procurement Policy and Procedures Manual

This procurement management manual outlines the policies and procedures that can be adapted and customized by a CSO and adopt it as its procurement policy and procedures manual. The manual is used in conjunction with the memorandum and articles of association and general policy of Community Action for Healing Poverty Organization (APWO) and other operational documents including policies and procedures as amended from time to time by the Board of Directors (BOD), concerning various governing aspects of Community Action for Healing Poverty Organization (APWO).

The purpose of this manual is to define procurement policies and procedures of Community Action for Healing Poverty Organization (APWO). The manual provides a statement of applicable Community Action for Healing Poverty Organization (APWO) policies and procedures. Further clarifications are issued from time to time and incorporated in this manual.

The procurement manual is periodically amended and it is the responsibility of the executive director and management of Community Action for Healing Poverty Organization (APWO) to update the manual, have it approved by the BOD and place a readable copy on the server to ensure an easy access for all the employees. Approving authority, is the BOD or a subcommittee duly authorized by the BOD and comprising board members. The suggestions for approval or otherwise will be placed before the BOD for final decision.

4. Monitoring and Evaluation Policies

Recent analysis of strengths of CSOs done through AICS’s Certification Program, revealed that while CSOs under its program had monitoring and evaluation (M&E) systems and policies in place some were struggling in developing and institutionalizing M&E practices and policies.

Thus, this handbook is informed by the foregoing issues and the realization that for CSOs to succeed they need a framework and policy for best practices in reflection and learning for the organizations and guide teams, regardless of size, to continuously set new goals for program excellence, efficient and effective implementation of M&E and learning practices.

5. Conflict of Interest Prevention Policy

To ensure the most efficient, responsible and transparent delivery of aid, APWO, its staff and partners commit to preventing their private interests conflicting with their duties.

It is their responsibility to avoid such conflict, regardless of whether this conflict is actual, potential, or likely to appear as such. Under no circumstances may the staff of APWO and of other associated entities take unfair advantage of their professional position for their personal interest. The Conflict of Interest Prevention Policy is aimed at guiding APWO staff and partners, while encouraging prevention, promoting detection, and setting out a clear investigation procedure.

6. Project Management Policies and Procedures Manual

Recent analysis of strengths of CSOs done through AICS’s Certification Program, revealed that while CSOs under its program had project management systems and processes in place some of the processes were not documented nor systematic. Issues such as inclusion of beneficiaries and participants in project design and implementation, monitoring and evaluation, documenting project results, identification and involvement of relevant staff in project processes, planning and meeting deadlines needed improvement. Thus, this policy reference manual is informed by the foregoing issues and the realization that for a CSO to succeed there is need for a framework and policy for best practices in design, initiation, planning, management, reporting, monitoring and evaluation and closing projects to guide CSO teams, regardless of the size of the CSO.

7. Governance Policy

The APWO’s HR policies are continuing guidelines on the approach of which an organization intends to adopt in managing its people. They represent specific guidelines to HR managers on various matters concerning employment and state the intent of the organization on different aspects of Human Resource management such as recruitment, promotion, compensation, training, selections etc. They therefore serve as a reference point when human resources management practices are being developed or when decisions are being made about an organization's workforce. APWO has developed this manual within the context of local conditions, international best practices, donor guidelines and the Afghan laws and regulations. The manual will serve as an on-going reference and guide for APWO’s employees in carrying out their duties and responsibilities.

The policies and procedures in this manual have been established to assist employees in understanding what is expected of them during their employment with Community Action for Healing Poverty Organization. This manual contains confidential information that the staff must not publish or distribute without prior written approval of the Director of APWO.

All forms or templates mentioned in the manual shall be kept in the office as hard copies and in an electronic filing system of the APWO as soft copies.

In case of lack of clarity about any particular clause, sentence or work contained and/or non-availability of any policy/guidelines in this manual, the interpretation and decisions of the Director shall be final. The Director will have the authority to waive, write off or change any particular policy or clause in this Policy if necessary for the interest of the organization However, the Board of Trustees of APWO should have information of such changes.

8. Advocacy Strategy for APWO

These guidelines provide a step by step approach to devising a strategy and have been adapted in light of the inter-connected challenges that are frequently encountered in humanitarian advocacy work. This defines:

The mismatch between the ambition of our aims and the resources available to achieve them - all strategies need to bear in mind the available resources and be clear who is going to do what, and is this realistic? Hence the emphases in the strategy of establishing what resources are available and who is going to do what on certain areas of our operation.

The reason for developing advocacy strategies stem from the principle that advocacy which comes from the project will have greater credibility and strength. Furthermore developing an advocacy strategy is carried out in line with project planning and proposal writing to ensure that resources are allocated for actions. From identified priorities it is then possible to develop country wide advocacy objectives which reflect the broad perspectives of the whole APWO's country program. These should then be shared with APWO Head Quarters and appropriate support provided at management level.

So, APWO has properly adopted a document “Advocacy Strategy” for APWO and put in place for using in fall layer within organization.

9. Code of Conduct for Project Staff

APWO Code of Conduct is core to the organization, its team, operations and management. The Code of Conduct provides clear guidance on the standards of behavior and conduct all staff are required to abide by. Those standards are as follows:

1. I will respect others

2. I will maintain high standards of conduct, both personal and professional

3. I will commit to protect APWO’s beneficiaries

4. I will ensure to be attentive to the safety & security of myself & others

5. I will protect APWO’s resources and assets

6. I will protect the confidentiality of APWO’s information and data

7. I will report any incident or concern relating to this Code

This Code of Conduct is binding on all APWO staff, including APWO employees, volunteers, interns and freelance consultants, both international and national, whether they are based in APWO headquarters or in the field, who have to sign the Code, as well as fully understand its content, adhere to all of its provisions, inform and report, while creating a working environment conducive to upholding the standards in the Code of Conduct.

10. Emergency Preparedness and Response Mechanism in APWO

Since Afghanistan is a very prone country against natural and human made disaster, there was need for adaptation of a mechanism in APWO which properly and timely response to emergency incidents and secure its active role in holistic efforts.

To develop the emergency response capacity within the APWO through networking and training of staff and preparation of rapid response plans for various fast-onset emergencies.

To coordinate assistance initiatives in response to imminent emergency situations that result from ongoing hostilities or natural disasters

Full discretion of this mechanism is available in APWO main office and applied while needed.

11. Policy Against Sexual Exploitation and Abuse (PASEA)

APWO adopts a zero tolerance approach towards sexual exploitation and abuse, and is thus committed to their prevention both within the organization and within the framework of its programs and beneficiary populations.

Any direct or indirect participation in sexual exploitation and abuse defined by the Policy Against Sexual Exploitation and Abuse is prohibited for APWO staff and other partner and associated entities.

Fully aware that sexual exploitation and abuse can be most effectively avoided by creating an effective organizational culture, In parallel, APWO has developed a Code of Conduct, its Human Resources manuals, re-asserting the need to respect the dignity of individuals.

12. APWO Anti-Terrorism Policy

With its Anti-Terrorism Policy, APWO reasserts its commitment to never knowingly support, tolerate or encourage terrorism or the activities of those who embrace terrorism.

13. Gender Mainstreaming Policy for APWO:

APWO focus is on gender, rather than exclusively on women. APWO understand gender in its broad context as the culturally specific set of characteristics that identify the social behavior of women and men and the relationship between them. Gender is not the same as sex which refers to the biological differences between women and men. Gender refers not simply to women or men, but to the relationship between them, and the way it is socially constructed. Because it is a relational term, gender must include women and men. Like the concepts of class, race and ethnicity, gender is an analytical tool for understanding social processes. A gender perspective entails recognizing and addressing men’s and women’s specific needs, vulnerabilities, and capacities.

For documentation of gender concept in organizational basis, APWO has adopted this policy and applying within all layers in organization. The policy document is kept in APWO main office with full accessibility to who desire.

14. Operational Access Approach for APWO

APWO is deliberating using an acceptance approach as the key component of its security strategy and is thus linking security management to humanitarian principles of neutrality, impartiality, and independence. In practice APWO has so far taken a ‘passive’ acceptance approach assuming that good community-based programming (timely, relevant, and accountable programs based on adherence to humanitarian principles) is leading to community acceptance.

In this complex environment it is paramount that organization has the capacities to analyze the conflict environment and the resulting probability of acceptance which lead APWO toward adopting Operational Access Approach which is used for accessing to beneficiaries.

15. Environmental Safeguarding Policy

As a non-governmental Organization, APWO recognizes that the environment is intrinsic to sustainable development and that climate change threatens the access of beneficiaries and communities to food, water and livelihoods.

APWO is committed to the promotion of a 3 Zero world: zero exclusion, zero carbon, zero poverty. In line with this, APWO is committed to good environmental stewardship in its operations and in all of its humanitarian and development programming. APWO commits to minimising the environmental impact of our operations and whenever possible, balancing it with necessities to fulfil our mandate.

This policy aims at protecting the environment and reducing the risk of negative impacts with the aim of reaching carbon neutrality eventually. We recognise this to be a long-term commitment to updating our practices continually in light of advances in technology and environmental science.

16. External Communications and Outreach Policy

This document is a general policy for Community Action for Healing Poverty Organization (APWO) external communications and outreach. This policy document sets out a normative framework for communications and outreach for Community Action for Healing Poverty Organization (APWO). It sets out the general principles, guidelines and protocols regarding external communications Community Action for Healing Poverty Organization (APWO) has committed to follow.

This policy reference manual covers four chapters as follows:

• Civil Society Organizations and External Communications;

• Establishing External Communications Baseline;

• Establishing External Communications Framework; and

• Outreach

17. Child Protection Policy:

We know, talking about child protection isn’t fun. But it’s 100% necessary, and something we take extremely seriously at APWO.

Helping children break the cycle of poverty is more than providing health care and education. It’s about working toward the complete well-being of each and every child — and that means keeping them safe.

To establish and outline APWO’s policy on its responsibility and commitment to the protection of children and families which it serves as well as to maintain a work force that is committed to the welfare of children.

Child Protection Policy applies to all Employees and Partners of APWO.

For the purpose of this policy and APWO's work, the definition of a minor/ child is any person under the age of 18 years, as recognized by international law.

APWO is committed to the welfare of children in Afghanistan. APWO opposes all forms of child exploitation and child abuse, including child sexual abuse.

18. Security Policy of APWO

Over the last 4 decades the context in which Cooperation operates has changed significantly. We have witnessed a progressive and dramatic increase in violence against those who work in the humanitarian sector and against their programs. Humanitarian organizations and their staff have been direct victims of political and criminal attacks, due to the deterioration of the general social and economic fabric, more noticeably in the Provinces where they operate. This situation of growing risk led to the need of defining new strategic approaches to the management of safety, to raise the level of professionalism and the coordination tools of the agencies, and therefore to review and update the relevant guidelines, to enable Cesvi to act with humanity, neutrality, independence and impartiality.

APWO is not excluded from the security threats, however, we are making effort for paving a secure atmosphere for the employees as well as for organization’s asset.

Though APWO’s employees always observe the security issues, they implement the projects in good manner without any incident record. The Security Policy has been updated and documented in APWO main office for strict application.

19. Sub-Grant Management Policy:

The Policy works as a guide for field-based program staff who oversees the grant-making process for APWO projects. It is not intended for grantees, nor does it address grants with organizations, which should be handled only in APWO Head office.

The sub grants program is designed in accordance with APWO, s policies and practices and the donor’s requirements, as described in detail in main document. Any deviation from the procedures described in it requires approval from APWO head office in accordance with the roles and responsibilities specified in each program’s Delegation of Authority and, potentially, from the Afghan government.

20. Anti - Fraud and corruption Guidelines and Policy

Corruption – active or passive – is prohibited. Corruption not only harms our Organization, but also affects every single employee. It destroys the reputation of our Organization and can lead to massive financial penalties. There is no place for corruption at APWO. The purpose of this Guideline is to raise awareness among all employees of the dangers of corruption and provide assistance on how to follow internal rules at the workplace. This Guideline is based on Organizational Instructions and rules applicable throughout the Group. Our Code of Conduct in particular sets out binding guidelines for all employees in day to-day business and is the foundation for internal Group rules. Case studies describe situations where corruption can occur and advise on the best way to handle problematic situations.

21. Accountability to Affected Populations (AAP) Framework

Accountability to Affected Populations (AAP) is an active commitment by humanitarian actors to use power responsibly by taking account of, giving account to, and being held to account by the people they seek to assist. The Framework supports important APWO’s policy documents such as the APWO Humanitarian Policy, APWO Standards of Conduct, APWO Gender Policy, APWO Policy and Procedures for Preventing and Responding to Sexual Exploitation and Abuse (PSEA) and the Guidance note on the mainstreaming of humanitarian protection principles. The APWO sets out the commitments that it will be held accountable for, and how they will be delivered, guiding the management of accountability within the organization and allowing all stakeholders, including the women, men, girls and boys it aims to assist, to hold the organization to account for its commitments.

22. Internal Control Framework Policy

APWO’s Internal Control Framework is a process effected by APWO’s governing bodies, Management and other personnel that is designed to provide reasonable assurance regarding the achievement of objectives relating to operations, reporting and compliance.

The Internal Control Framework is designed to establish institutional standards and accountability for operating the internal control system by specifying:

• objectives and benefits;

• components of internal control, including the relevant policies, procedures, tools

• and responsible units; and

• the responsibilities of managers and personnel for the development, implementation, monitoring and improvement of policies and tools.

23. Disciplinary Action Procedure Manual

The disciplinary policy is aimed at ensuring that issues of misconduct are managed and dealt with in a fair and consistent manner.

The Trust promotes high standards of behaviour and conduct for all employees and takes appropriate corrective action where those standards are not met.

Disciplinary rules and procedures are designed to assist in the standard setting for conduct and behaviour. It is important that managers and employees understand them.

The disciplinary process is not intended to be punitive in nature. The procedure therefore describes the steps to be taken to deal with each situation reasonably and, wherever possible, help the person concerned to improve their standards of conduct of behaviour to reach acceptable standards.