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Posted by: | Posted on: April 7, 2020

List of Completed Assignments by PWEDO

  • Three projects funded by National Agricultural Research and Development Fund (NARDF PRN 1120, 1123 and 1124) namely Integrating Interventions in the Value Chain of Vegetables for Sustainable Economic Growth in Dhading District,
  • PWEDO organized 6-month long literacy class for 600 adults of Ilam Pokhari Dudh Pokhari and Bichaur VDC of Ilam district with assistance from Project for Agricultural Commercialization and Trade Nepal.
  • During the 10 year long Maoist insurgency, literacy program for 16000 male and 4000 female PLAs were organized.
  • Three month long Non-formal Education in Kathmandu Metropolitan City ward no.13 and 14 waxs provided with assistance from District Education Office Kathmandu for three consecutive years 2065, 2066, 2067 B.S.
  • Successfully completed a project entitled “Development of agricultural entrepreneurship among rural youth for self-employment in Nuwakot district” from July 2009 to June 2012 with financial assistance of NARDF, Ministry of Agriculture Development. The objective of this project is to help the unemployed rural youths to create self-employment through the development of vegetable and spice-based enterprises in the peri-urban areas.
  • Successfully completed a project entitled “Conservation of degraded agriculture and livelihood improvement of marginalized farmers in Dhading” from October 2010 to September 2013 with financial assistance of NRs. 29, 97,947.00 from NARDF, Ministry of Agriculture Development. The objective of this project is to aware the farmers to restore degraded sloppy land and increase income by increasing production of high value vegetable crops and develop marketing network along with building farmer’s capacity. The main project activities are:
  • Completed two days awareness training programme for wholesalers and retailers of Kalimati Fruit and vegetables market with assistance from Solid Waste Management Resource Mobilization Centre, Pulchok.
  • Completed National Workshop regarding provisions on Waste Management to be included in the proposed new constitution of Republic of Nepal, with assistance from Social Welfare Council.
  • Establishment of Bio-gas plant in the premise of Clean Energy Development Bank, Sitapaila with assistance of the same bank.
  • Completed household survey of 200 houses of Kathmandu Municipality City, Ward no. 13 and given Waste Management training to 100 Household owners and distributed Compost bins in cheap price with assistance from Australian Embassy.
  • Participated in Tree plantation programme organized by Australian Embassy under “Clean up the World” Campaign in Swoyambhu.
  • Completed Waste Management training for the settlement situated in Manamati rivulet, branch of Bagmati ( in between Baphal and Gyanodaya Secondary School), with assistance from High powered Committee for Integrated Development of the Bagmati Civilization.
  • Completed National workshop entitled “Effective Implementation of Present Waste Management Act 2068: Challenge and Opportunities” With assistance from Waste Management Technical Support Center
  • Completed National workshop on “Promotion of domestic bio-gas technology in urban areas”, with assistance from Alternative Energy Promotion Center.
  • Participated in the World Environment Day-2012, organized by Ministry of Environment, Science and Technology.
  • Awarded Honorary letter for participation in Cycle Rally Organized by Ministry of Environment, Science and Technology, Step for Miles / Nepal and Kathmandu Eco Ride – lll on the occasion of World Environment Day 2012 with main slogan “Green City: Green Economy.”
  • Awarded Certificate for being 3rd in the Environmental Public Awareness Cultural Program Teej special organized by Waste Management Technical Support Centre, Pulchok. 
  • Participated in the weeklong “Bagmati river sarsafai programme” called by Honourable Prime Minister.
  • Participating in the CIFAL JEJU / JITC Training Workshop Organized by UNitar, CIFAL JEJU/ JITC Continuously at the Difference of 3 Month. to date.   

Posted by: | Posted on: March 17, 2020

List of Completed Assignments by PWEDO

1. Three projects funded by National Agricultural Research and Development Fund (NARDF PRN 1120, 1123 and 1124) namely Integrating Interventions in the Value Chain of Vegetables for Sustainable Economic Growth in Dhading District,

2. PWEDO organized 6-month long literacy class for 600 adults of Ilam Pokhari Dudh Pokhari and Bichaur VDC of Ilam district with assistance from Project for Agricultural Commercialization and Trade Nepal.

3. During the 10 year long Maoist insurgency, literacy program for 16000 male and 4000 female PLAs were organized.

4. Three month long Non-formal Education in Kathmandu Metropolitan City ward no.13 and 14 waxs provided with assistance from District Education Office Kathmandu for three consecutive years 2065, 2066, 2067 B.S.

5. Successfully completed a project entitled “Development of agricultural entrepreneurship among rural youth for self-employment in Nuwakot district” from July 2009 to June 2012 with financial assistance of NARDF, Ministry of Agriculture Development. The objective of this project is to help the unemployed rural youths to create self-employment through the development of vegetable and spice-based enterprises in the peri-urban areas.

6. Successfully completed a project entitled “Conservation of degraded agriculture and livelihood improvement of marginalized farmers in Dhading” from October 2010 to September 2013 with financial assistance of NRs. 29, 97,947.00 from NARDF, Ministry of Agriculture Development. The objective of this project is to aware the farmers to restore degraded sloppy land and increase income by increasing production of high value vegetable crops and develop marketing network along with building farmer’s capacity. The main project activities are:

7. Completed two days awareness training programme for wholesalers and retailers of Kalimati Fruit and vegetables market with assistance from Solid Waste Management Resource Mobilization Centre, Pulchok.

8. Completed National Workshop regarding provisions on Waste Management to be included in the proposed new constitution of Republic of Nepal, with assistance from Social Welfare Council.

9. Establishment of Bio-gas plant in the premise of Clean Energy Development Bank, Sitapaila with assistance of the same bank.

10. Completed household survey of 200 houses of Kathmandu Municipality City, Ward no. 13 and given Waste Management training to 100 Household owners and distributed Compost bins in cheap price with assistance from Australian Embassy.

11. Participated in Tree plantation programme organized by Australian Embassy under “Clean up the World” Campaign in Swoyambhu.

12. Completed Waste Management training for the settlement situated in Manamati rivulet, branch of Bagmati ( in between Baphal and Gyanodaya Secondary School), with assistance from High powered Committee for Integrated Development of the Bagmati Civilization.

13. Completed National workshop entitled “Effective Implementation of Present Waste Management Act 2068: Challenge and Opportunities” With assistance from Waste Management Technical Support Center

14. Completed National workshop on “Promotion of domestic bio-gas technology in urban areas”, with assistance from Alternative Energy Promotion Center.

15. Participated in the World Environment Day-2012, organized by Ministry of Environment, Science and Technology.

16. Awarded Honorary letter for participation in Cycle Rally Organized by Ministry of Environment, Science and Technology, Step for Miles / Nepal and Kathmandu Eco Ride – lll on the occasion of World Environment Day 2012 with main slogan “Green City: Green Economy.”

17. Awarded Certificate for being 3rd in the Environmental Public Awareness Cultural Program Teej special organized by Waste Management Technical Support Centre, Pulchok. 

18. Participated in the weeklong “Bagmati river sarsafai programme” called by Honourable Prime Minister.

19. Participating in the CIFAL JEJU / JITC Training Workshop Organized by UNitar, CIFAL JEJU/ JITC Continuously at the Difference of 3 Month. to date.   

Posted by: | Posted on: March 16, 2020

Human Resource Management Policy of PWEDO

1. Purpose and Categories of Personnel

1.1. Purpose

The purpose of the Personnel Policy is to set down the policies, conditions, rights and obligations of PWEDO employees subject to their performing of the duties and responsibilities in their respective job descriptions.

From the time of hiring, each employee will have access to this policy, so that he/she can adhere to it with full knowledge and information.

The policies described below may at any time be subject to modification if the Board Members of PWEDO deems it necessary. In such cases, employees will be fully informed of the changes made.

1.2. Categories of Personnel

All personnel working for PWEDO are classified into following types

1.2.1. Employees

Employees designate salaried individuals who, after a probationary period, are given ongoing assignments, either part-time or full-time, and are paid on monthly basis. They will be contracted on long-term basis subject to periodic evaluations and performance assessments. They will have the responsibility towards the day to day functioning and/or in any one of more ongoing/prospective projects of the organization.

All the employees of the organization are classified into categories. These categories are as follows:

  1. Management Category
    Executive Director
  2. Professional Category
    Program Officer

Women Empowerment Officer

Monitoring and Evaluation Officer

Environmentalist

Admin Officer

  • Support Category
    Administrative Assistant

Program Assistant

Women Activist

M&E Assistant

Health and Sanitation Assistant

Administrative Assistant

Office Helper

 1.2.2. Consultants

Consultants are professional experts hired by PWEDO on short-term basis only for the completion of specific tasks and assignments related to PWEDO or one or more of its projects. Separate and limited contracts, defining their job description, timeline, deliverables, reporting procedures and payment details will be issued to consultants. They will be paid on daily/monthly/weekly basis depending upon the nature of their assignment. They will not be considered as full-time or part-time employees of the organization.

2. Volunteers and Personnel Recruitment

2.1. Volunteers

Volunteers are individuals who work at PWEDO out of their own choice or have been deputed at PWEDO by other organizations. They will be assigned tasks from time to time as deemed necessary by PWEDO. PWEDO will have a limited contract with volunteers and will not provide any compensation except under special conditions. They will not be considered as full-time or part-time employees of the organization.

2.2. Personnel Recruitment

PWEDO believes in equal employment opportunity to each individual, regardless of race, color, gender, religion, age, sexual orientation, national or ethnic origin, disability, marital status, veteran status, or any other occupationally irrelevant condition. This policy applies to recruitment and advertising; hiring and job assignment; promotion, demotion and transfer; layoff or termination; rates of pay and benefits; selection for training; and the provision of any other human resources service.

2.3. Notice of Vacant or New Position

It is the responsibility of the Board of Members to fill vacant positions as well as new regular positions and new temporary positions of a duration exceedingly more than six months. The Board must make sure that the positions can be filled under the organizational budget.

For all new positions, a job description shall be established and include the following elements:

  • Position summary
  • Description of duties and responsibilities
  • Conditions of work
  • Qualifications

Notice of a new or vacant position must be approved by the Board before it is released publicly.

Recruitment for a new or vacant position can be opened to internal and external competition. For external recruitment, positions in the professional category can be advertised publicly through newspapers if they are regular positions, or if there is a limited tendering process for consultation.

2.4. Interview and selection

As a general rule, a selection committee comprising of, at least two members shall be assembled for filling all positions.

The committee will go through the applications received, retaining those that show the best qualifications. It will evaluate each candidate’s application with the help of an evaluation form created beforehand, containing well-defined criteria.

A list of the candidates chosen to be interviewed will be shortlisted by the Selection Committee. The interviews will serve to make a final choice and also to establish a database of potential future candidates.

3. Appointment Letter and Staff Orientation

3.1. Appointment Letter

Any personnel employed with PWEDO will be issued an appointment letter prior to his/her employment by PWEDO. The appointment letter will officially announce his/her position within the organization, the place of assignment and the effective date of employment. The appointment letter will carry annexes, specifying the employee’s job description, terms of reference, salary and benefits and other relevant terms of employment.

3.2. Probationary Period

A probation period of three months shall apply to all new employees from the date of hire. Exceptionally, the probation period may be extended to six months. In case, if a new employee fails to perform in accordance to expectations of PWEDO staff/board, he/she will be given a notice, terminating the contract at the end of the probationary period.

3.3. Staff orientation

All new employees will get an orientation about the organization’s mission and strategies, its structure and the staff within it, the policies and conditions of employment, the internal rules and regulations, etc.

3.4. Remuneration

PWEDO believes in attracting and retaining a qualified and effective workforce through a system of payment that is both appealing and fair. All employees of PWEDO are entitled to a basic salary, depending upon their skills, qualification and experience. The basic salary will be mentioned in the appointment letter.

3.5. Salary Increment

Salary increment will be based upon an employee’s position and performance. Increment will be provided to employees on annual basis after their performance evaluation.

Salary increment is calculated on the basis of basic salary of the staff.

4. Employee Salary Benefits

(a) Festival Allowance

All employees shall receive an annual festival allowance equal to one month’s basic salary. Festival allowance will be included in the monthly salary payment of the month preceding the festival.

However, new staff will not receive any festival allowance until the completion of the six-month probationary period. Annual festival allowance for such staff will be on pro rata basis

(b) Provident Fund

All regular employees are expected to set aside 10% of monthly pay to his/her provident fund. PWEDO will contribute the same amount on monthly basis. Both the employee’s and PWEDO’s contributions are deposited in a savings account under the employee’s name. The provident fund can only be withdrawn upon the employee’s resignation/termination from PWEDO.

(c) Compensation against Accident of the staff during Service

In the event that the staff succumbs to an accident while working for PWEDO, i.e. during the office hours or during field trips, he/she is entitled to receive compensation amounting to a maximum of two-month salary of the individual to cover the medical expenses.

4.2. Working Days and Hours

4.2.1. Working Days

PWEDO will follow 6 days a week working schedule from Sunday to Friday. Saturdays is considered non-working day.

Unless otherwise specified, PWEDO will observe the same public holidays as those prescribed by the Government not exceeding 15 days a year. The Executive Director will prepare a calendar of public holidays not exceeding 15 calendar days at the beginning of each fiscal year and circulate it to all staff.

4.2.2. Office Hours

The office shall open from 10 am in the morning till 05 in the evening. All employees are expected to complete 7 working hours daily.

During the winter season, the office hours will be from 10 am to 4 pm.

4.2.3. Overtime

Various factors, such as workloads, operational efficiency, and staffing needs, may require variations in an employee’s total hours worked each day. In such circumstances, the employee may have to work beyond the scheduled office hours.

Under such circumstances, the staff working overtime is entitled to payment for working overtime and is authorized by its immediate supervisor for the same. However, no overtime compensation will be provided for staff during field trips. The overtime rate will be paid on hourly basis and will be calculated on the basis of the basic salary.

5. Travel Rules & Regulations

5.1. Travel

Staff members may be asked to travel away from their usual workplaces on authorized missions. The policy on payment of travel allowances adopted by PWEDO applies to all employees regardless of job category or status. It also applies to the consultants, when mentioned in their agreement.

After reimbursable expenses are made, the person making an expense claim shall use the appropriate forms available.

The expenses will not be reimbursed if proper justifying documents (original receipts) are not attached except for per diem. Eligible expenses include:

5.1.1. Per diem

All employees and volunteers are provided per diem to cover the cost of food for each night spent outside the work place as decided and approved by PWEDO.

5.1.2. Accommodation

All employees and volunteers are entitled to claim expenses incurred for accommodation for official trips outside Kathmandu. Maximum claims for accommodation shall not exceed the amount decided by the Executive Board. Claim for accommodation will be reimbursed upon submission of bills/receipts.

5.1.3. Mode of Transport

PWEDO will pay only surface transport as far as possible, i.e. public bus. If any individual is using personal vehicle for PWEDO related work, they can be reimbursed the actual fuel cost based upon the mileage. Some maintenance will also be awarded if required. However, the private transport must be shared by more than one PWEDO member or employee.

6. Leave and Holidays

6.1. Leave

All employees are entitled to the following leave with pay.

(1) Annual Leave

All employees of PWEDO are entitled to 18 working days off as paid leave per year. This leave is accrued monthly at the rate of 1.5 working days.

(2) Sick Leave

Employees are entitled to 12 working days of sick leave with pay per calendar year. Sick leave is accumulated at the rate of 1 day for every full month worked.

Employees have to present a medical certificate to substantiate claims for sick leave with pay for absences exceeding two successive days.

(3) Maternity Leave

All female employees are entitled to maternity leave of 90 calendar days twice.

(4) Paternity Leave

Male employees are entitled to paternity leave of 11 calendar days twice.

(5) Mourning Leave

In case of death of a parent, or spouse, employees be given mourning leave of 15 days each.

(6) Emergency Leave

Emergency leave is granted to employees for any serious illness of a parent, child or spouse and/or personal. A total of 7 days per year can be allowed for emergency leave.

(7) Leave without Pay

  1. Leave without pay may be granted to employees up to 36 days per year.
  2. Leave without pay that is taken for a month or more shall not be counted as time worked, hence no benefits shall accrue to the employees during such period.
  3. Employees on probation are not entitled to leave with or without pay but can accrue such leave during the probationary period.
  4. Leave without pay is applicable when the employee has exhausted all his annual and sick leave.

6.2. Holidays

All employees are entitled to 16 days of paid leave due to public holidays. Public holidays are specified in advance by the Executive Director in consultation with staff members.

Employees who are required to work on public holidays are entitled to compensatory day off. PWEDO will keep records of number of hours/days worked by its employees on public holidays. Request for compensatory leave shall be substantiated with this record and approved in advance by the Executive Director.

In the event that a public holiday is declared by the Government on a certain day without prior notice, PWEDO staff cannot consider it a holiday until and unless notified by the Executive Director or the Board. All public holidays are subject to the approval of the Executive Director or the Board.

6.3. Absences

(1) An employee who is unable to come to the office is required to notify the office of the reason for his/her absence.

(2) Unauthorized absences are grounds for disciplinary action. The following procedures shall apply:

  1. An employee that has been absent for two consecutive working days without notice nor explanation shall be personally sought of by the Executive Director. He/she shall be asked to put in writing the reason(s) for his/her absence.
  2. If, after seven consecutive days of absence, the employee continues to fail to give any explanation of the cause of his/her absence, the employee will be considered to have resigned from his/her position.
  3. In cases where the employee cannot give any satisfactory answer to the cause of his/her absences, in the judgment of the Executive Director, the employee may be subjected to disciplinary action.

7. Staff Movement

(1) Assignments and Transfers

According to project needs, any employee can be transferred temporarily or permanently to any location where PWEDO conducts its activities. The transfer may be the result of a promotion, a change in role due to service requirements or other reasons.

A permanent transfer to a new place of work that includes a new job mandate shall result in a contract renewal. In addition, the employee concerned shall be notified one month in advance of his change in situation.

(2) Interim positions and promotions

An employee may be called on to temporarily perform a job in a higher category. That does not automatically give him the right to the salary and benefits of this position. However, after a reasonable amount of time, PWEDO shall reclassify the employee in the category of the new job or return him/her to his/her former duties.

An employee who receives a promotion can be required to complete a trial period in the new position. If the trial period is successfully concluded, the employee will be reclassified in the new job category and at a salary scale level higher than his former position. If the trial period is not satisfactorily completed, the employee will be reinstated in a position at the same level as his former position.

8. Employee Termination Rules

8.1. Prohibition on Outside Employment and/or Engagement

Full-time regular employees of PWEDO are not allowed to undertake outside employment.

8.2. Termination of Employment

8.2.1. Conditions for Termination

Employees shall lose their jobs under any of the following conditions:

(1) Voluntary Resignation

i. Personnel wishing to resign from post may do so by giving a resignation letter to the Executive Director stating the reasons for resignation and effective date of the same. One month of prior notice is required for such resignations.

ii. The date in which the resignation letter is received at the PWEDO office is considered the date on which notice of resignation is given. Failure to provide sufficient notice may be ground for forfeiture of all accrued employee benefits.

(2) Redundancy of the Position

Depending on the nature and volume of its operation, PWEDO may declare certain positions redundant. Persons occupying those positions will therefore be forced to be separated from PWEDO with proper notice. While doing so, PWEDO will give at least 2 month’s notice in advance.

(3) Termination with Cause Grounds for employee termination are the following:

  1. Continuing inefficiency and gross negligence of duty.
  2. Fund embezzlement.
  3. Misuse of office equipment, and other properties.
  4. Repeated unauthorized absences and leaves
  5. Intoxication while on official business or within office premises
  6. Unauthorized disclosure of official information

(4) Retirement

When an employee reaches the age of retirement, as decided by the board, the employment relationship comes to an end. PWEDO shall notify the employee by letter, stating the date the employment terminates.

The retiring employee shall receive salary up the date of departure and other allowances such as the Provident Fund, as specified in his/her agreement.

(5) Death

When an employee dies, his/her salary and benefits will automatically be paid to his/her legal heirs.

8.2.2. Procedures for Termination and/or Disciplinary Action

  1. PWEDO will ask the employee for a written explanation on the offense deemed committed by the employee concerned, identifying the charges against him/her and the particulars of the facts relied upon to support it.
  2. The employee is given 3 working days to submit his/her explanations.
    Based on the written explanations submitted by the employee concerned and the strength of evidence presented, PWEDO may choose to decide on the charges or pursue further investigation of the case.
  3. PWEDO can, shall it feel necessary to, suspend the employee in question from duty during the period of investigation subject to the following conditions:
  4. should the employee be in a position to tamper with the evidence against him/her.
  5. should the employee’s continuing presence in the organization be deemed inimical to the interest of the organization.

9. Conflict Management

9.1. Conflict Resolution

Whenever a dispute arises among the PWEDO staff, it shall be resolved in a constructive manner, i.e. the solutions shall lead to positive changes. Employees who feel unfairly treated or who have complaints about a situation or about working conditions should notify the Executive Director immediately.

9.2. Staff Behavior

PWEDO expects its employees to adopt attitudes and behavior that maintain the good image of the organization. PWEDO employees shall display an exemplary level of professionalism and integrity.

Furthermore, besides the usual rules every good employee needs to follow (respect, courtesy, punctuality), there are particular procedures of conduct for members of the organization which must be observed.

(1) Political Activities

Since PWEDO is a non-political organization, employees shall not participate in activities of a purely political nature on work premises or during working hours. It is also prohibited to use the organization’s materials for these purposes.

(2) Discrimination and Harassment

Under the principles established by PWEDO, no employee, man or woman, has the right to put pressure on another, make intimate advances, give preferential treatment or show sexual favoritism at work.

(3) Conflict of Interest

To avoid putting themselves in a conflict of interest with the objectives and operations pursued by PWEDO, employees shall respect the following guidelines:

  • It is prohibited to use PWEDO property for illegal or unauthorized purposes.
  • It is prohibited for any PWEDO employee having confidential information to disclose it without express authorization beforehand.
  • Employees cannot at any time accept a job from another employer if this job interferes with their work schedule and their duties and responsibilities.
  • Employees shall avoid putting themselves in situations where they may gain profit or derive direct or indirect interest by influencing a contract award.
  • Employees cannot solicit or accept tips, gifts, favors or other forms of gratuities for services rendered or required to be rendered in performing their duties within the organization.

10. Settling Grievance

If an employee feels unfairly treated by circumstances that infringe on his/her rights or change his/her employment conditions, he/she should discuss the situation with his/her immediate supervisor. If, after the matter has been discussed and corrective measures taken, an employee feels it has not been satisfactorily settled, he/she can submit a grievance to the Executive Director, who will discuss and provide appropriate solution. All grievances shall be handled internally because there is no recourse to external mediation or arbitration.

11. Performance Evaluation and Skill Training

11.1. Performance Evaluation System

The performance evaluation system is a means by which PWEDO can increase its efficiency and that of its employees. The purpose of the system is for the organization to fulfill its mission by attaining its objectives and for employees to grow and feel fulfilled through proactive performance supervision.

The system enables, among other things, the harmonizing of individual employee objectives with those of the organization, the measuring of employee potential and work performance and the support of employee improvement by working with them on their development needs.

  • The annual performance evaluation seeks specifically to:
  • promote communication between employees and their supervisors
  • clarify expectations concerning objectives and performance
  • improve employee performance through on-going monitoring and feedback
  • assess and reward individual performance
  • allow employees to express their career aspirations.

The performance evaluation focuses on the individual employee in relation to the tasks and responsibilities assigned to him. It is not necessarily a comparison of one employee’s performance with that of another. Thus, the employee’s work performance is to be assessed in relation to absolute procedures, that is, according to the evaluator’s performance criteria and not according to relative procedures.

The performance evaluation also allows PWEDO to assess the quality of human resources in their department or organization, note important information concerning expectations and needs and clarify decisions concerning transfers or work assignments.

11.2. Elements of the Performance Evaluation System

A performance evaluation system is composed of three main stages that generally take place over a period of a year:

(1) Performance planning

The performance planning stage enables employees and supervisors to come to an agreement on what is to be accomplished during the year and how it will be carried out. The following procedures and tools are used to facilitate this stage:

a) Job description or list of duties

Each employee must have an up-to-date job description defining the purpose of the work and the responsibilities involved.

b) Setting of objectives

For each key responsibility associated with a position, at least one objective should be established for a particular period. The objectives should be clear and quantifiable, and the assessment criteria should be mentioned.

c) Individual action plan

The individual action plan is a planning tool used to specify the steps to be taken to achieve the objectives set beforehand. The action plan should be prepared jointly with the immediate supervisor. It may also involve new initiatives facilitating improved productivity or personal capacity development.

(2) Performance Monitoring and Management

Staff performance and productivity should be managed on an on-going basis throughout the year. The following elements, among others, are involved:

a) On-going Supervision

This means taking the time to observe, examine sources of difficulty and seek solutions.

b) Regular Communication

This involves regular exchanges so that employees can receive feedback about their performance and receive the necessary supervision.

c) Periodic Evaluation

This involves formal, scheduled meetings between an employee and supervisor to discuss activities carried out, end results and the adjustment of the action plan and objectives, if necessary. A minimum of one meeting every six months is suggested to ensure satisfactory results.

11.3. Annual Performance Evaluation

The annual performance evaluation is the analysis, based on documentation from previous stages of the process, of an employee’s work record. The evaluation addresses two fundamental questions. The first relates to the past and involves verifying what was accomplished qualitatively and quantitatively during the year. The second relates to the future and consists of identifying means to be considered to ensure the employee continues to grow and develop.

The performance evaluation form should include all the sections needed for the evaluation. This includes a section relating to performance evaluation in relation to the objectives established at the outset and in relation to the responsibilities of the position, a section that specifies or targets what is needed for the employee’s development and finally a section allowing the employee and the evaluator to express their comments and affix their respective signatures. The form should also include a performance level classification and a definition of each of these levels.

The annual performance evaluation does not have any financial impact on salaries. It is first and foremost a tool to evaluate the employee’s performance and take remedial action if necessary.

11.4. Skill Training and Professional Development

Depending on available funds, PWEDO should foster the professional development of its employees in order to be as effective as possible in its activities. The training programs chosen should address the actual needs identified and expressed during performance evaluation sessions.

11.5. Bond

As part of the staff and organizational development activities, PWEDO may at times decide to send a designated staff person for trainings and/or further studies both abroad as well as at local level. PWEDO will bear the full/partial costs of the trainings/studies for this. However, the designated staff sponsored for the trainings/studies is required to sign a bond with PWEDO that requires him/her to complete the full tenure of working with the organization.

Posted by: | Posted on: March 16, 2020

Whistle blowing policy

Preamble

Employees are often the first to realize that there may be something seriously wrong within the Organization. However, they may not express their concerns because they feel that speaking up would be disloyal to their colleagues or to the Organization. They may also fear harassment or victimization. In these circumstances it may be easier to ignore the concern rather than report what may just be a suspicion of malpractice.

The Organization management is committed to the highest possible standards of openness, probity and accountability. In line with that commitment we expect employees, and others that we deal with, who have serious concerns about any aspect of the management’s work to come forward and voice those concerns. It is recognized that most cases will have to proceed on a confidential basis.

The policy document makes it clear that you can do so without fear of victimization, subsequent discrimination or disadvantage. This whistle-blowing policy is intended to encourage and enable employees to raise serious concerns within the Organization rather than overlooking a problem or ‘blowing the whistle’ outside.

The policy applies to all employees and those contractors working for Organization and within the Organization premises, for example, daily wage workers etc. It also covers suppliers and those providing services under a contract with Organization in their own premises.

These procedures are in addition to Organization’s Complaint/ Grievance procedures and other statutory reporting procedures. We are responsible for making service users aware of the existence of these procedures.

 Aims and Scope of this Policy

This policy aims to:

  • Encourage you to feel confident in raising serious concerns and to question and act upon concerns about practice
  • Provide avenues for you to raise those concerns and receive feedback on any action taken
  • Ensure that you receive a response to your concerns and that you are aware of how to pursue them if you are not satisfied
  • Reassure you that you will be protected from possible reprisals or victimization if you have a reasonable belief that you have made any disclosure in good faith.

There are existing procedures in place to enable you to lodge a grievance relating to your own employment. The whistle-blowing policy is intended to cover major concerns that fall outside the scope of other procedures. These include:

  • Conduct which is an offence or a breach of law
  • Disclosures related to miscarriages of justice
  • Health and safety risks, including risks to the public as well as other employees
  • Damage to the environment
  • The unauthorized use of public funds
  • Possible fraud and corruption
  • Sexual or physical abuse of clients, or
  • Other unethical conduct

Thus, any serious concerns that you have about any aspect of service provision or the conduct of officers or employees of Organization or others acting on behalf of the management can be reported under the whistle-blowing policy. This may be about something that:

  • Makes you feel uncomfortable in terms of known standards, your experience or the standards you believe Organization subscribes to; or
  • Is against the Organization’s Standing Orders and policies; or
  • Falls below established standards of practice; or
  • Amounts to improper conduct.

This policy does not replace the complaints/ grievance procedure.

Safeguards

The Organization is committed to good practice and high standards and wants to be supportive of employees.

We as an Organization recognize that the decision to report a concern can be a difficult one to make. If what you are saying is true, you should have nothing to fear because you will be doing your duty to your employer and those for whom you are providing the service.

The management will not tolerate any harassment or victimization (including informal pressures) and will take appropriate action to protect you when you raise a concern in good faith.

Any investigation into allegations of potential malpractice will not influence or be influenced by any disciplinary or redundancy procedures that already affect you.

Confidentiality

All concerns will be treated in confidence and every effort will be made not to reveal your identity if you so wish. At the appropriate time, however, you may need to come forward as a witness.

Anonymous Allegations

This policy encourages you to put your name to your allegation whenever possible.

Concerns expressed anonymously are much less powerful but will be considered at the discretion of the Board.

In exercising this discretion, the factors to be considered would include:

  • The seriousness of the issues raised
  • The credibility of the concern; and
  • The likelihood of confirming the allegation from attributable sources.
  • Untrue allegations

If you make an allegation in good faith, but it is not confirmed by the investigation, no action will be taken against you. If, however, you make an allegation frivolously, maliciously or for personal gain, disciplinary action may be taken against you.

How to raise a concern

As a first step, you should normally raise concerns with your immediate manager/ their superior. This depends, however, on the seriousness and sensitivity of the issues involved and who is suspected of the malpractice.

Concerns may be raised verbally or in writing. Staff who wish to make a written report are invited to use the following format:

  • The background and history of the concern (giving relevant dates);
  • The reason why you are particularly concerned about the situation.
  • The earlier you express the concern the easier it is to take action.
  • Although you are not expected to prove beyond doubt the truth of an allegation, you will need to demonstrate to the person contacted that there are reasonable grounds for your concern.

You may wish to consider discussing your concern with a colleague first and you may find it easier to raise the matter if there are two (or more) of you who have had the same experience or concerns.

 How would the organization respond?

The Organization will respond to your concerns. Do not forget that testing out your concerns is not the same as either accepting or rejecting them. Where appropriate, the matters raised may:

  • Be investigated by management, internal audit, or through the disciplinary process
  • Be referred to the police
  • Be referred to the external auditor
  • Form the subject of an independent inquiry.

In order to protect individuals and those accused of misdeeds or possible malpractice, initial enquiries will be made to decide whether an investigation is appropriate and, if so, what form it should take. The overriding principle, which the Organization will have in mind, is the public interest.

Some concerns may be resolved by agreed action without the need for investigation. If urgent action is required, this will be taken before any investigation is conducted.

Within ten working days of a concern being raised, the responsible person will write to you:

  • Acknowledging that the concern has been received
  • Indicating how we propose to deal with the matter
  • Giving an estimate of how long it will take to provide a final response
  • Telling you whether any initial enquiries have been made
  • Supplying you with information on staff support mechanisms, and
  • Telling you whether further investigations will take place and if not, why not.

If you do intend to raise the matter outside the Organization, you should ensure that you do not disclose confidential information and need to verify the same with the person responsible

Responsible Officer

The PWEDO Secretary has overall responsibility for the maintenance and operation of this policy. He/she would maintain the records of concerns raised and the outcome and will report as necessary to the Executive Director.

Posted by: | Posted on: March 14, 2020

Gallery

AEPC Workshop
National Workshop on Implementation of Solid Waste Management Act
Community Sanitation and Greenery Campaign
Teku Clean up Campaign
Solid Waste Management Training
PWEDO Staff and Members
Inauguration of Proposal Writing Training

Posted by: | Posted on: March 14, 2020

Donate Us

Our Mission

Our mission is to develop and strengthen each individual’s potentiality through imparting specific knowledge and technical skills to change attitude and behaviour of the people for sustainable development and equitable growth with a view to enhancing quality of life for all now and in the future.

That means we want to:

  • protect biodiversity in all its forms
  • prevent pollution and abuse of land, air and water
  • end all forms of discrimination
  • promotelivelihood and enhance productivity

Our core values

  • Personal responsibility and nonviolence.We take personal responsibility for our actions, and we are committed to nonviolence. We are accountable for our actions, and everyone on a PWEDO action is trained in nonviolent direct action.
  • Independence.We ensure our financial independence from political or commercial interests. Individual contributions, together with donor/foundations grants, are the only source of our funding. Our independence gives us the authority we need to effectively tackle power, and make real change happen.
  • PWEDO has no permanent friends or foes.In exposing threats to the environment, social discrimination, empowering women and marginalized communities and finding solutions we have no permanent allies or adversaries. If your government or company is willing to change, we will work with you to achieve your aims. Dither, backtrack or turn around and we will be back.

What matters aren’t words, but actions, and, as far as we’re concerned, there’s only one standard in this: The environment must benefit, be it social or economic or humane.

  • Promoting solutions.We seek solutions for, and promote open, informed debate about women empowerment and society’s environmental choices. We don’t work to manage the problems we work to eliminate them. It’s not enough for us to point the finger; we develop, research and promote concrete steps towards a green and peaceful future for all of us.

Fundraising Principles

At PWEDO we are honoured that our work is funded almost entirely by donations given to us by passionate individuals from all over the world who care about the people and want to help us create change, and by grants from private foundations who share our values.

Our independence is vital for us to be effective in our program and campaigning work, which is why we have it as a core principle that guides all of our fundraising.

We also screen all large private donations to identify if there is anything about them which could compromise our independence, our integrity or deflect from our program priorities. If we find something, then we will refuse or return the donation.

Giving us donations allows people to stand together with our campaigners and our activists and help bring about much needed change. Because of this, it is really important that we treat supporters’ gifts to PWEDO respectfully and responsibly, using them to create the biggest impact possible both in our programs and campaigns and also when we invest in more fundraising.

We will always therefore seek to balance costs with results in order to achieve the greatest value we can for supporters and are proud to detail all of our fundraising costs clearly within the annual accounts of each and every PWEDO office. It is also why all the methods we use to fundraise comply with not just our internal principles but also with the professional codes of conduct and accepted good practice in country that we operate within.

Should a supporter be particularly passionate about a specific area of our work and ask us to use their donation to achieve that specific objective, we will try to honour their request.

Sometimes we will ask supporters and the general public to donate to a specific project or campaign. When we believe there will be an expectation from donors that their money will be allocated in this way we will use a recognised accounting method to track donations, and we will report on how much was raised and how it was spent.

Transparency and Accountability

PWEDO works actively to ensure transparency and public accountability in its program, campaigning, fundraising and financial management practices.

As PWEDO our success depends on building a movement of people with the courage and conviction to help build a better nation. The strength of this movement as well as the integrity and reputation of PWEDO depends on the ability of its people to uphold and promote the highest standards of ethical and professional conduct.

The responsibility for upholding this integrity is shared and upheld by each staff member. This means we must have a strong framework to ensure our commitment to creating a working environment where people are not exposed to harassment, abuse, or discrimination.

These standards are set out in our Code of Conduct which clarifies what people can expect from each other and what PWEDO expects of them in terms of acceptable behaviour. It sets out common basic principles and rules or standards, which alleviate doubt and give precise instructions for the conduct expected of PWEDO people.

 

Help us protect the environment and fight against discrimination. Donate today.

You can stand up for the environment and fight against discrimination of any form your entire life. Or even longer. Donate today or consider remembering PWEDO in your Will.

PWEDO is the only nationalwomen and environmental development organisation that  relies on individual supporters like you to fund our work.
By making a much needed donation you will join PWEDO in our work to fight against discrimination and protect the environment and find the solutions we need to our most important environmental issues.

You are helping PWEDO investigate, campaign, document and lobby for a sustainable balance between humans and the environment.

Generous individuals and institutions can donate us at the following account. 

Bank Name: Rastriya Banijya Bank,

SWIFT code: RBBANKPKA

Account No.: 175000170601

Account holder: Population, Women and Environmental Development Organization (PWEDO)

Location of Branch Office: Kalanki, Kathmandu

Posted by: | Posted on: March 5, 2020

Message from Executive Chairperson

There have been many changes since the establishment of PWEDO in 1994. The social and political environments, which govern institutions and influence the overall development in Nepal, have Many new social and political institutions have been established and this has given rise to new expectations and new perspectives. The immediate and most pressing needs of the poor,the deprived and the disadvantaged people have not been changed. The specific development context at the local level has not been changed. Social and economic empowerment was, and still is, the foremost need of these people to earn a dignified living in their respective communities. Second, the core institutional values and mission of PWEDO have not changed. PWEDO is for people’s wellbeing by promoting and protecting human rights, gender equality and the integrity of the environment. PWEDO views strong and diverse collaborative approach and partnerships as integral to meeting its goal. It allies with women’s organizations, environmental, development and human rights organizations; government and non-governmental organizations, including the united nations and other bilateral and multilateral organizations to achieve its mission.

In the past 25 years, PWEDO has worked withMore than 25,000 women and 10,000 men through its awareness and capacity building programsto help them fight poverty and hunger in a collective way. As an organization, we are happy about the positive results; but we are not complacent. We could do more – reach more people, provide wider range of services and generate larger and more sustainable impact on their lives. The desire to do more and better is deep within our institutional mission and we will strive hard to fulfill this desire by changing the scale and scope of our work in the future. But we can succeed only as far as we continue receiving support from our development partners, donors and well wishers, without whom we would nothave achieved the current scale of operation.
I take this opportunity to express our sincere thanks and gratitude to all those who have supported in our mission in the past and look forward to their continued support in the future.

Posted by: | Posted on: March 5, 2020

PWEDO at ground Action

Capacity building of local stakeholders for solid waste management at source (household level) by applying 3R (Reducing, Reusing and Recycling) techniques and composting from organic wastes in Ward No 13 and 14 of Kathmandu Metropolitan City was funded by Australian Embassy for the year 2008/2009, and Bagmati Civilization Integrated Development Committee/GoN for the year 2011. PWEDO has continued three activities on solid waste management at household level and capacity building programs are being continued by the PWEDO staff. PWEDO implemented three year projects on Conservation of degraded agricultural land and livelihood improvement of marginalized farmers in Dhading District and Development of agricultural entrepreneurship among rural youth for self-employment in Nuwakot. Both these projects were supported by National Agriculture Research and Development Fund (NARDF), Ministry of Agriculture and Livestock Development, Government of Nepal. In Nuwakot the project remained successful in changing subsistence agriculture to small scale commercialization. The youth farmers are inspired and encouraged from the knowledge and technical skills they gained, which has been applied for increasing income.
PWEDO is organizing, participating and contributing activities in celebrating International Women’s Daywith a slogan of “Stronger Women, Stronger Nation”. International Environment Day (Planting, cleaning, and advocacy), World Population Day, UN Day, Labor Day, Tourism Day, Human Rights Day, Clean Up the World Day, Kathmandu City Clean Up Campaign, International Farmers’ Day, International Day of Cooperatives, International Youth Day, and the International Day of Peace, besides actively contributing on literacy education, family planning, sustainable increases in agricultural productivity and access to food, nutrition, health, hygiene and sanitation, health camps and environmental awareness programs in Dhading, Nuwakot, Lamjung and Kathmandu districts for improving livelihood and enhancing quality of life.
PWEDO is working actively together with Ministry of Agriculture and Livestock Development,Ministry of Federal Affairs and General Administration, Ministry of Forests and Environment, Ministry of Women, Children and Senior Citizens, Kathmandu Metropolitan City, Kirtipur Municipality, Swayambhu Development Committee, Australian Embassy, Micro Enterprise Development Program (MRDEP/UNDP), Cooperatives, Farmers Groups and other clubs/service providers for sustainable development, poverty reduction, women leadership development, capacity building, conservation and promotion of nature and culture, and other programs related to population, women and environment. PWEDO is sharing knowledge, exchanging experiences, communicating the local, national and international communities and disseminating information onsocial, economic and ecological empowerment through media publications (TV

Posted by: | Posted on: March 5, 2020

PWEDO at Policy Level

PWEDO has been continuously convening national workshops on advocating policy actions on Solid Waste Management through collaboration with Ministry of Forests and Environment, Ministry of Federal Affairs and General Administration, Social Welfare Council, Australian Embassy, Ministry of Agriculture and Livestock Development, other national NGOs, related private companies including AEPC, Clean Energy Bank, Kathmandu Metropolitan City towards ensuring a strong collaborative national strategic operational plan to facilitate effective implementation of National SWM Act 2068 of Government of Nepal. PWEDO has been advocating for Women Agency promotion through national level workshops, such as, Women Agency in Development, Gender Equality and Social Inclusion Policy, sustainable agriculture, women centered nature conservation approach, in collaboration with Wageningen University and the Research Center, Wageningen, the Netherlands, Social Welfare Council, Ministry of Women, Children and Senior Citizens and Solid Waste Management Technical Support Center, Ministry of Federal Affairs and General Administration, Government of Nepal.

Posted by: | Posted on: March 5, 2020

Why PWEDO is proud of its programs?

 More than 25000 women and 10000 men are reached through its awareness and capacity building programs
 More than 1200 small producers increased annual income by at least US$ 200
 Wide national and international network established in women leadership development, nature conservation, enterprise development, economic and sustainable development,
 Taking leadership role in promoting awareness and accountability on rights and duties of private-public institutions in Solid Waste Management.