Email: cdoswabi@gmail.com
19 Years of Empowering KP Communities
Community Development Organization (CDO) is a non-profit dedicated to uplifting marginalized communities in Khyber Pakhtunkhwa. Registered under the Voluntary Social Welfare Act, CDO leverages 19 years of experience to deliver developmental programs across education, healthcare, women’s empowerment, human rights, agriculture, and more. Committed to a participatory approach, CDO collaborates with local communities and partner organizations to drive sustainable growth and social change
Organizational Objectives
Sustainable community development through;
· Ensuring full community participation through awareness and education in all stages of the development activities.
· Just utilization of local recourses.
· Economic and social development.
· Enhancement of level of awareness and literacy ratio.
· Rehabilitation and reintegration of disabled peoples in the society.
· Co-ordination among different Organizations and to build their capacity through mutual cooperation.
· Improvement in Health, Hygiene and Environmental Sanitation.
Disaster management and emergency response
Program Sectors
Health & Nutrition
Our Partners
Institutional Capacity/ Experience
| Project Title | Duration | Sector | Purpose & Location | Received Financial/Technical Assistance | Funding Agency |
|---|---|---|---|---|---|
| Ramadhan Support Program | 2021 | Food security | Food distribution among poor communities in district Swabi, KPK | PKR. 300,000, Voluntary based | Resource Mobilization, CDO fund |
| Response to corona (Covid-19) affected daily wage families | April 2020 - continues | Food items | Distribution of food items among poor peoples in District Swabi, KPK | PKR. 250,000 | Resource Mobilization, CDO fund |
| Local Rights Program (multi sectorial program) | June 2016 - Dec 2018 | Education, livelihoods, and Disaster risk reduction | Enhancing capacity of PTCs in schools and children through trainings on Disaster Risk Reduction, Livelihood, and establishing Peace, and Child Sponsorship in Charsadda, KPK | PKR. 17,177,045 | Actionaid Pakistan |
| Provision of Emergency Nutrition Services for local communities in South Waziristan Agency of FATA | August 2015 to December 2015 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in 4 health facilities of South Waziristan Agency | PKR. 3,428,692 | UNWFP |
| Citizen Engagement for Effective Social Service Delivery in Education | January 2008 - September 2015 | Education | Improving social service delivery in primary education system through trainings and capacity building of Parents-teachers councils (PTCs) in Swabi, KP | PKR. 7,907,733 annual budget | CIDA, AusAid |
| Citizen Engagement for Effective Social Service Delivery in Education | January 2008 - September 2015 | Education | Improving social service delivery in primary education system through trainings and capacity building of Parents-teachers councils (PTCs) in Kohat, KP | PKR. 7,808,136 | CIDA |
| Local Rights Program (multi sectorial program) | 2004-Feb 2014 | Education, livelihoods, health and human rights | Enhancing capacity of PTCs in schools, providing water supply through water pumps installation, improving sanitation (through latrine construction), promoting Women rights and empowerment, health, education, governance, and ensuring food security, Livelihood, and establishing Peace, and Child Sponsorship in Swabi, KPK | PKR. 10,000,000 average per annum | Actionaid Pakistan |
| Strengthening participation and influence of poor and vulnerable farmers in decision-making processes related to food security | January 2013 to December 2015 | Livelihoods | To strengthen the capacities of poor and vulnerable women and men farmers, empowering them to network and hold governments to account on their right to food security in Swabi, KPK | PKR. 5,836,301 | OXFAM, European Union |
| Provision of Emergency Nutrition Services for local communities in South Waziristan Agency of FATA | January 2015 - June 2015 | Health and Nutrition | 10 health facilities of South Waziristan Agency | PKR. 24,835,455 | UNICEF |
| Provision of Quality Nutrition Services in Six Health Facilities of South Waziristan Agency | June 2014 - December 2014 | Health and Nutrition | Six health facilities of South Waziristan Agency | PKR. 23,767,167 | UNICEF |
| Improving food security situation by enhancing control over productive resources and incomes, for poor women and men in five districts of Pakistan | July 2013 - July 2014 | Livelihoods | Increased economic opportunities and food security for marginalized women and men in a sustainable manner at local, provincial and national levels in Swabi, KPK | PKR. 3,220,005 | OXFAM, European Union |
| Construction of Watercourses in 6 villages of District Swabi for Enhanced Agricultural Productivity and Income | May 1, 2013 - April 30 2014 | Agriculture and economic growth | Improving irrigation water efficiency through lining and construction of water control structures on 10 watercourses in 6 villages of District Swabi, KPK and reducing current water losses | PKR. 11,392,572 | USAID |
| Combating gender-based violence (through gender equity program (GEP) | November 1, 2012 - November 30, 2013 | Human rights | Eliminate all forms of gender-based violence in Swabi district through establishing helpline, referral mechanism, and counseling | PKR. 3,000,000 | USAID |
| Community Based Management of Acute Malnutrition (CMAM) | August 2011 - July 2012 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in districts Nowshera and Hangu, KPK | PKR. 16,000,000 | UNICEF |
| Community Based Management of Acute Malnutrition (CMAM) | November 2010 - July 2011 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in district Hangu, KPK | PKR. 12,300,000 | UNICEF |
| Community Based Management of Acute Malnutrition (CMAM) | May 2010 - November 2010 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in district Hangu, KPK | PKR. 18,500,000 | UNICEF |
| Community Based Management of Acute Malnutrition (CMAM) | June 2009 - July 2010 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in district Swabi, KPK | PKR. 11,000,000 | UNICEF |
| Mother Child Health Days (MCD) | October 2009 - February 2010 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in district Buner, KPK | PKR 15,000,000 | UNICEF |
| Mother Child Health Days (MCD) | May 2010 - November 2010 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in district Hangu, KPK | PKR 15,500,000 | UNICEF |
| Emergency & Disaster Response | 2009 | Food and Non-food Items | Distribution of food, non-food, and shelter kits in Nowshera district, KPK | PKR 800,000 | Actionaid Pakistan |
| Emergency & Disaster Response | 2009 | Food and Non-food Items | Distribution of food and non-food items in district Mardan, KPK | PKR 10,000,000 | Actionaid Pakistan |
| KOK Nutrition to support emergency response in IDP camps | 2008 | Health and Nutrition | Reducing malnutrition in children and in pregnant and lactating women in districts Mardan, Charsadda, and Nowshera, KPK | PKR 1,500,000 | UNICEF |
| Brail and Cane Center for Blind | 1999 - 2001 | Livelihoods | Skill enhancement and improving livelihoods in district Swabi, KPK | PKR 90,000 | Actionaid Pakistan |
| Qurbani (Sacrifice Animal) Program | 1999 - 2003 | Livelihoods | Meat distribution among poor in district Swabi, KPK | PKR 2,000,000 | Islamic Relief-Pakistan |
| Response to Earthquake Affectees | 2005 | Food and Non-food Items | Distribution of food and non-food items among earthquake victims in Mansehra and Muzaffarabad, AJK, KPK | PKR 800,000 | Resource Mobilization, CDO fund |
| Adult and Informal Literacy Center | 2004 | Education | Increasing literacy rate in district Swabi, KPK | PKR 80,000 | NCHD |
| Micro Credit Program for Blind | 2000 - 2003 | Livelihoods (Micro-credit) | Livelihood and small-scale enterprise development in district Swabi, KPK | PKR 250,000 | Oxfam |
| Micro Credit Program for Vulnerable Community | 2001 - 2003 | Livelihoods (Micro-credit) | Livelihood and small-scale enterprise development in district Swabi, KPK | PKR 600,000 | Trocair, Ireland |
| Expanded Program on Immunization | 2003 - 2004 | Health | Reducing child mortality rate in district Swabi | Voluntary based | District Health Department |
| Polio-Eradication Survey | 2003 | Health | Collection of information regarding polio-eradication in Mardan and Buner, KPK | PKR 150,000 | SOSEC-WHO |
| Free Eye Camps | 2001 | Health | Providing free clinical examination and medicines in district Swabi, KPK | PKR 600,000 | Pakistan Islamic Medical Association, Islamic Relief |
| Free Medical Camps | 2009 | Health | Providing free clinical examination and medicines in district Swabi, KPK | PKR 1,500,000 | Actionaid |
| Farmers Rights and Food Security | 2000 | Food Security | Promoting farmer rights and food security in district Swabi, KPK | PKR 70,000 | Actionaid Pakistan |
| Establishment of Vocational Skill Centers, survey on women land rights | 1998 | Livelihoods | Women economic empowerment and income generation in district Swabi, KPK | Voluntary based | SDPI |
| Women Development Program | 1998 | Livelihoods | Women empowerment and enhancing livelihood in district Swabi, KPK | Voluntary based | Social Welfare Department |
| Celebration of International Women Day | 2001 | Human Rights | Promoting women rights and empowerment in district Swabi, KPK | PKR 90,000 | Catholic Relief Services (CRS) |
| Women Assemblies | 2001 | Human Rights | Promoting women rights and empowerment in district Swabi, KPK | PKR 50,000 | Actionaid |
| Ramadhan Support Program | 1999 | Food Security | Food distribution among poor communities in district Swabi, KPK | Voluntary based | Islamic Relief-Pakistan |
Organizational Structure
GOVERNANCE STRUCTURE
List of BoD Members
| S.No | Name | Position in BoD | Experience/Occupation |
|---|---|---|---|
| 1 | Mr. Rehman Sher | Chairman | Vast experiences in the social and development sector. |
| 2 | Mr. Zar Nawas Khan | Vice Chairman | Vast experiences in the social and development sector. |
| 3 | Mr. Taj Muhammad | Joint Secretary | Teacher & Vast experiences in the social and development sector. |
| 4 | Miss. Khalida Qazi | Executive Member | Social worker |
| 5 | Miss. Saeeda Darakhanshan | Executive Member | Social worker |
| 6 | Mr. Awais Ali Shah | Press Secretary | Social worker |
| 7 | Mr. Rajwali Khan | Executive Member | Social worker |
| 8 | Mr. Mazhar Ali | General Secretary | General Secretary of ROTARY Club, Islamabad. Vast experiences in the social and development sector. |
| 9 | Miss. Khalida | Executive Member | Social worker |
| 10 | Miss. Raheela Naz | General Secretary | Social worker |
| 11 | Mr. Kasif Numan | Executive Member | Social worker |
Management Structure
Due to the different nature of the program across the region, CDO has a lean Head Office that offers advisory services to the region. It is much more important to equip the program region with capable staff and to keep the Head Office to a limited number of sector specialists in key areas of the program who will provide support to the region.
Human Resource Development section leads to human excellence is of paramount importance. The entire CDO program is geared towards training village activists and CBOs members. The other important areas for which sector specialists are required at the head office are WASH, education and health, finance and administration, the social sectors and engineering services.
As gender issues concerns are cross cutting in nature and due to donor interest in integration of women’s issues. To take the gender program more seriously, CDO mainstreamed activists/CBOs in a way to focus women into the overall program of CDO under Social Sector and Gender Issues section. Each section is responsible for redesigning and implementing its part of the women program.
Unlike treating women in seclusion under women program, PM social sector and GI are responsible for compilation policy issues related to gender and work on all the possibilities to streamline gender issues in the program with MER section.
The social sector and gender issues section (known as women program) is responsible for institutional linkages with service providing agencies in the field of education, political participation, women rights to land, social security, economic empowerment and nutrition. Under the health and nutrition program, CDO has largely concentrated on developing linkages with community and DoH, provision of nutrition services, health and hygiene promotion at the regional level.
The region (field office) is responsible for designing and technical packages with support from the head office as and when necessary. These packages will be developed with the involvement of community/activists and nutrition support committees.
Human Resources
Operation/Methodology
CDO endeavors to achieve the above-mentioned objectives through forming and strengthening local institutions at village, regional and district levels. CDO fills the institutional vacuum at the village level through establishing and fostering a modern network of Village based organizations and integrates it with the traditional systems of Hujra and Jirga for a sustainable attempt at community empowerment.
Besides, CDO endeavors to identify volunteers at mahalla, village and area level and capacitate them to fill implementation gap between government and communal institutions to lay the foundation of prosperous society.
Local communities have formed CBOs with the assistance of Social Welfare Department or any other organization that later on formed Tehsil Coordination Council at tehsil level and District Coordination Council at district level. CDO endeavors to capacitate these organizations to strengthen indigenous local capacities for effective implementation at the very grass root level.
The CBOs formed by CDO are not a specific activity oriented organizations, which are dissolved with the completion of the activities. Most of the existing CBOs are in existence for more than a decade. Unfortunately, no systematic effort was made to address their capacity building needs. These CBOs are responsible for: planning and mobilization of manpower; collective management and control of resources; elections of their Office Bearers; election of the office bearers of TCC/DCC; identification of their needs; proper utilization of their resources; and implementation of development activities at the grassroots level.
The ultimate objective is that these CBOs will sustain themselves through increased cost sharing in certain activities and building up linkages with government and other development agencies independently. These CBOs will also be capacitated to identify volunteers in all catchment’s area of public institutions to promote public-private partnership. CDO provides technical assistance and skills enhancement to these institutions for improving delivery of services with sustainability; increasing agricultural productivity; evolving community-managed systems; improving participatory development through TCC and DCC and establishment of inter and intra-organizational linkages between Volunteers, CBOs, TCC and DCC and development agencies at the macro level.
For livelihood, Health and education programs, different committees are formed at the community level, which have the potential to become formal community organizations according to the requirement of any programme with just a little input and capacity building effort.
Operational Procedure For Social Mobilization
CDO has adopted two different procedures for building the capacity of the target group. The CBO which have been working with CDO, since long are capable enough to assess their problem themselves. They identify various trainings and also select a capable person for the same training if it is in a technical field. On the other hand are the newly formed organizations. In this case, the Social Organizers and the HRD Officers assess the need of the organization and thus suggest various training for the organizations. Different monitoring formats have been developed to monitor the CBO maturity at different intervals.
The CDO approach focuses on institution building both at mohallah, village, tehsil and district level on one hand and encourage independent volunteerism at all levels on the other to ensure tapping of hidden human resource potential from all corners. Existing traditional community structures, traditional institutions and organization and community welfare organizations are effectively utilized to build trust and confidence at the micro-level. Mobilization of the traditional leaders gets them involved in community development. At the same time, community based self-help structures are introduced and developed from the base up. Both participation and mainstreaming are taken as essential components for building internal local development networks and external linkages and service system networks.
Besides, CDO also tries to identify and mobilize philanthropists from Mohallah to District level to encourage philanthropy at all level and to help eradication of local level issues with in local resources.
Monitoring And Evaluation
Monitoring and evaluation is included in the CDO grant- making process because it helps the NGO to rectify the mistakes or deviations notified through monitoring and evaluation by the CDO staff. The monitoring system of the CDO consists of a number of separate steps which help appraise the implementation of projects on the basis of aims and targets defined in project plans. This is achieved through analyzing the monthly and quarterly progress reports submitted by the implementing CBO or by the project staff and periodic monitoring visits by the program staff and general body members and chairman.
Since monthly and quarterly reports are not sufficient to measure the progress of the projects, regular field visits are made for effective monitoring. In addition to these monitoring visits, the program staff maintains close contact through unplanned visits and telephonic or written contact with the project staff.
CDO places equal emphasis on project evaluation. As a matter of policy, the staffs of the project have to submit a project- end- report. The projects implemented by CDO are usually evaluated jointly by the donor agency staff, the CDO staff, BOD members and beneficiaries in a participatory manner. Some projects have been evaluated by the external evaluators also.