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Journey for Change
An Organizational Profile
Crescent Development Foundation (CDF)
Registered under Pakistan Societies Act 1860 &
Certified by the provisions of BS EN ISO 9001-2008
Website: www.crescent.org.pk
Journey for Change – An Organizational Profile of CDF 1
Foreword
CDF – Journey for Change
AJK has witnessed the worst earthquake in its history in 2005, a humanitarian tragedy that
was compounded by cascading series of subsequent crises. The earthquake affected
population had lost virtually everything, loved ones, homes, every material possession and
still faced significant threats. But what the striking feature of the local community was its
resilience in facing the tragedy and their capacity to hope for and build a better future.
During the catastrophic floods in Pakistan in 2010, the same courage and resilience, and the
same indomitable capacity to pick up the pieces and carry on. And wherever such
humanitarian emergencies occur – whether because of natural disasters, human conflict or
chronic crisis - resilience has been a critical key to recovery.
CDF-Journey for Change summarizes the growth of CDF so far and its working to foster the
resilience at the individual, community and institutional levels. As the report highlights,
CDF has been increasingly supporting innovative efforts to help communities prepare for
and limit the effects of future emergencies, and to bounce back and ‘build back’ better when
calamity does strike.
CDF during the past years have witnessed unprecedented challenges. The disasters in this
part of the globe triggered an extraordinary out pouring of humanitarian aid but the needs are
enormous, especially in the areas facing emergencies and chronic crises.
While we hope that time beyond 2014 will not bring a similar onslaught, we must be ready
to respond quickly when disaster does strike. So this edition of CDF Journey for Change
also highlights projected humanitarian needs for future.
Funds to meet these needs are critical to allowing us to respond in emergency situations, and
also to breaking repeated cycles of crisis. With the popular support, CDF can minimize the
impact of humanitarian crises, wherever and whenever they occur – and can help to build
greater resilience in the world’s most vulnerable communities.
For the sake of humanity.
Muhammad Saeed Khan Abbasi
Chairman
Journey for Change – An Organizational Profile of CDF 2
Part 1
PREAMBLE
In our country, nonprofit organizations, educational, charitable, civic, and religious
institutions of every size and mission, represent the most widespread organized expression
of dedication to the common good. The creation of these voluntary, often grassroots
organizations to accomplish some public purpose, is a distinguishing feature of our life.
These NPOs have been recognized internationally as a source of social cohesion, a
laboratory of innovation, and a continually adaptable means of responding to emerging
ideas, needs, and communal opportunity. The freedoms of speech and association to create
and energize organizations that define common needs, rally popular support, and pursue
innovative approaches to public problems. These nonprofits have been a source of national
achievement on many fronts.
Pakistan can overcome the poverty trap by building up, on sustainable basis, the following
types of capital i.e. Human, Business, Infrastructure, Natural, Public Institutional and
Knowledge Capital.
The development of any nation is not viable without social equality. International practices
shows that social equality cannot be sustained at national level in the absence of a stable and
growing middle class. Huge economic disparities between social classes in a society strain
national unity, creating a gap between the rich and the poor. Middle class is imperative for
the survival, endurance of any nation; existence of middle class is a key element to
egalitarian society.
CDF sees the above as the key challenge faced by the people of the country and intends to
enhance the capital per person at the grass root level through its direct and indirect
interventions particularly in the social development sector. Over time, the medium to long-
term, other small interventions would be added to its scope. Viable and sustainable linkages
would be developed with government and other entities working towards increasing the
above mentioned capitals.
Targeted economic development can help to uplift life standards of people to control
violence in the country. To achieve the ultimate goal, civil society participation is
imperative. Civil society is a concept intrinsically linked to strong egalitarian traditions,
giving real meaning to the concept of pluralism in society.
Journey for Change – An Organizational Profile of CDF 3
NGOs (Non Governmental Organizations), COs (Community Organizations), WOs (Women
Organizations), local governmental departments collectively form the foundation of
democracy in theory and practice. Such bond can be both powerful and credible. Civil
society organizations cannot replace the political parties in the democratic process, so by
working with the government as their counterparts, they can integrate societies and can
break down the walls of ignorance.
CDF’s initial focus is on rural communities in the poorest districts of Azad Kashmir. The
process of social mobilization is being used at the community level for establishing
sustainable, multi-functional community organizations (COs). These COs are then federated
locally and at higher levels in order to enhance access to public and private sector services
(e.g., local government water and sanitation services; health & education services, physical
infrastructure) and strengthen the ‘voice’ of poor communities in articulating their demands
to local government (at union, tehsil and particularly district levels).
CDF is currently working with the community-driven development model, since it aims to
focus on increase in income of the poor households and improved social impacts. CDF
ensures that the COs are socially inclusive, gender sensitive and equally benefit all in the
community.
Journey for Change – An Organizational Profile of CDF 4
Part 2
CDF - The Organization
Crescent Development Foundation (CDF) is a non-profit, non-political, non-sectarian, social
welfare and development organization registered in 2006 under Pakistan Societies Act 1860
and is governed by a Board of Directors.
With its head office at Islamabad and regional office in Muzaffarabad, CDF has its
operations throughout Azad Jammu & Kashmir. CDF has been established to function as
lean organization, with professional management and globally consistent standards. The
management reports, through its Executive Director, to CDF's Board of Directors,
comprising intellectuals and professionals.
Vision:
The vision of Crescent Development Foundation is a society
with peace, harmony and prosperity, whereby all strata of the
community get equal opportunity to improve their quality of
life.
Mission Statement:
Improving socio economic conditions of people by supporting and motivating them to utilize
their resources, strengths, capabilities through capacity building, programming, proper
resource management and integrated community development initiatives.
Programmatic focus:
Education: Universal Primary Education, Female Literacy
Health: Primary Healthcare, Reproductive & Adolescent Health, Family Planning,
Population Welfare
Women Uplift: Vocational & Skills Development Training
Safe Drinking Water & Sanitation
Poverty Alleviation: Small-scale Enterprise Development, Community Physical
Infrastructure, Agriculture Development, Livestock & Poultry Development etc..
Rehabilitation of the People with Disabilities
The vision of Crescent Development Foundation is a society with peace, harmony and prosperity, whereby all strata of the community get equal opportunity to improve their quality of life.
Journey for Change – An Organizational Profile of CDF 5
Environment
Gender Mainstreaming
Child Rights & Child Protection
Human Rights & Peace
Youth Development
Disaster Preparedness & Risk Reduction
Research, Advocacy & Publications
Operational Mechanism:
CDF’s implementing partners are community based institutions, public as well as private
and non government organizations. CDF gives priority to the lagging areas of the country, as
identified by the grassroots organizations according to their own assessments. Social
mobilization is driving force for implementation of CDF supported projects. CDF ensures
that communities are mobilized in a befitting manner in a concerned locale so that the
projects can be implemented in best possible manner. Social mobilization is imperative to
get maximum benefits of any community development endeavor.
Implementation Strategy:
CDF is focusing to sustain the communities established at grassroots level. A key strategy of
CDF is to empower the communities through building social capital, promoting participation
of communities in development process so that they can priorities their needs and decide
best alternative keeping in view the available resources. The benefit of community
participation in development initiatives has been demonstrated widely. When local people
rather than external organizations; identify, prioritize and address their own development
needs; the chances for sustained success are usually far greater. Formation or strengthening
of institutional structures at village level, through provision of technical and financial means,
is the main activity in this regard. These grassroots institutions have a key role in the whole
process of community empowerment.
The CDF has been designed to serve as a lean organization,
managed by development professionals consistent with the international standards.
Journey for Change – An Organizational Profile of CDF 6
Organizational Structure
CDF has the dedicated members in its Board of Directors having more than 20 years of
experience in the field of social development.
CDF is governed by a Board of Directors (BOD). The management is headed by an
Executive Director, who reports to the BOD. The CDF has been designed to serve as a lean
organization, managed by development professionals consistent with the international
standards.
CDF constitutes of the following main sections:
Finance & Administration
Human Resources &Institutional Development
Projects/Monitoring & Evaluation
Board of
Directors
Journey for Change – An Organizational Profile of CDF 7
FINANCE & ADMINISTRATION
The Finance and Administration section of CDF is
responsible for…
Preparation and compilation of financial and accounting information including the
preparation and presentation of accounts in accordance with IAS and GAAP and the
provision of financial information for management; to ensure consistency with
operational policies and procedures, making all payments, preparing the monthly
trial balance, income & expenditure account and balance sheet, preparing monthly
expenditure statements and notes on the variances with approved budget, preparing
bank reconciliation statements and dealing with banks for funds management,
maintaining fixed assets register, submitting periodical reports to concerned
authorities.
Ensuring adherence to the fundamental principles of CDF, establishing the values,
operational policies and procedures, proper administration for smooth day-to-day
operations; providing due diligence in recruiting staff within the legal, procedural,
financial and other parameters approved by the Board of Directors, while assigning
suitable duties and responsibilities to staff, exercising supervision and disciplinary
control over their work and conduct. Administration wing is also liable to undertake
any other tasks that may be delegated by the Executive Director and Manager
Finance & Administration, from time to time.
The section’s proceedings are recorded in a computerized environment where accrual basis
of accounting is followed in a double entry system. Comprehensive financial and
administrative management guidelines have been developed, governing the steady
functioning of the section. The section ensures compliance with the local laws/regulations
and International accounting Standards (IAS) applicable in Pakistan regarding financial
statements. All activities, systems, and procedures of the section reflect commitment to the
best practices, and the section reaffirms its commitment to maintain the tradition of
efficiency and transparency in future as well.
Comprehensive financial and
Administrative management guidelines have been developed, governing the steady functioning of the Finance & Admin section.
Journey for Change – An Organizational Profile of CDF 8
HUMAN RESOURCES & INSTITUTIONAL DEVELOPMENT
Strengthening the institutional and human resource base of
partner organizations and participating communities are the
core component of HRID section. It operates on the
assumption that the capacity building at all stakeholder level will result in better service
delivery and overall growth of participatory development framework at grassroots.
The HRID section is responsible to ensure the effective utilization of CDF supported
resources at grassroots level for the betterment of poor through well-developed institutions.
The operation of HRID is based on administering the capacity building component of the
CDF. The idea is to assess the capacities of Partner Organizations by appraising their
governance, management and organizational structure. This is followed by the capacity need
assessment of the designated project staff of Partner Organization. HRID section is
providing technical backstopping for developing/strengthening institutional capacities and
human resource base of the partner organizations so they are able to deliver efficient and
cost effective services to the end beneficiaries.
Institutional and Human Resource Development at CDF is dealt at two levels, firstly as a
process of strengthening institutions to continuously remain valid in their respective contexts
by providing need driven services through developing ability to forecast future i.e. visioning,
developing soft technologies i.e., human resources and systems and providing hard
technologies i.e. tangible inputs. Secondly, it also encompasses the in-house institutional
development of CDF, capacity building of staff members through training component.
Social Mobilization as a process of developing community based institutions, which are
democratic in nature by being representative and inclusive and can collectively make
informed decisions for collective good by being made aware of choices. The social
mobilization brings in transparency and good governance by capacitated the community to
mobilize their resources in order to sustain development processes. Private/public
partnership (e.g. engineering firms, financial intermediaries, management consultant, social
sector development organizations) through involvement of professional agencies/firms could
be utilized under the mix blend of social mobilization.
The operation of HRID is based on administering the capacity building component of the CDF.
Journey for Change – An Organizational Profile of CDF 9
PROJECTS, MONITORING & EVALUATION
Projects, Monitoring & Evaluation (PME) section support
CDF operations by mobilizing project resources, and
gathering, consolidating, scrutinizing, analyzing and
eventually sharing information and updates on all CDF
interventions with the CDF Board of Directors, Partner
Organization and other private and public sector
stakeholders. Besides, the PME section endeavors to develop and manage projects, and their
monitoring and evaluation mechanisms, tools and standards within CDF and for its
implementing partners.
The role of PME is to determine whether the CDF initiative has maintained relevance to the
organizational policies; the programmatic performance is effective and cost efficient; desired
impact is realized and sustainability is ensured. The relationship among design,
implementation and monitoring & evaluation has to be systematically established adopting
standard procedures and based on logical framework, which serves a core reference
document throughout the entire project management cycle. In pursuit of these objectives,
PME is in the process of developing a standard centralized database and Management
Information System (MIS) for all CDF project activities, to facilitate decision making by the
CDF management and the stakeholders. PME section, in coordination with other sections,
has devised standard progress formats for Community Organization as well as for Partner
Organizations.
The database would support PME section to analyze the funds allocation and distribution in
terms of the geography, demography and sectors and would also facilitate the future
informative decision making process. This will further help to demonstrate the trend and
working approach of CDF and will further guide to formulate future working strategies in
accordance with the prevalent need.
MANAGEMENT REPRESENTATIVE
CDF has appointed a Management Representative (MR) who, irrespective of other
responsibilities, has responsibility and authority for the Quality Management System, which
includes: Ensuring that processes of the quality management system are established and
PME is the process of developing a standard centralized database and Management Information System (MIS) for all CDF project activities, to facilitate decision making by the CDF management and the
stakeholders.
Journey for Change – An Organizational Profile of CDF 10
maintained in accordance with the requirements of ISO 9001:2008; Planning and Organizing
internal Quality Audits; Reporting to top management on the performance of the quality
management system, including needs for improvement; Monitoring effectiveness of
Corrective and Preventive Actions; Promoting awareness of donor/community requirements;
and Liaison with external parties on matters relating to the quality management system.
Management Representative establishes Report on the performance of Quality Management
System on six month basis including needs for improvement and inputs to the Management
Review. The Management Representative ensures the promotion of awareness of
donor/community requirements by focusing on the contributions as a function of their
criticality to be effective through discussions and MR meetings, etc.
INTERNAL AUDIT
The Internal auditor serves as an Independent and reliable source of information for
management and ensures compliance to the agreed-upon financial management, disclosure
of information and maintenance of desired quality control standards at CDF. An objectively
designed work plan is followed to carry out internal auditing activities on Pre-audit basis, at
CDF. In addition to physical verification of all the organizational assets, the section is
responsible to review all the procurements and financial transactions. The internal audit
section at CDF periodically reviews the financial reporting of CDF in the light of relevant
International Standards on Auditing (ISAs).
INFORMATION TECHNOLOGY
To provide reliable, secure, high standards of IT related services and equip the organization
with state-of-the-art technology with the provision of most modern hardware and software
infrastructure support, an IT professional has found a place in the CDF organogram. The IT
Officer has been constantly providing IT solutions to the team CDF, for its swift and
efficient functioning. Most modern hardware gadgets have been provided to the
professionals at CDF.
The official website of CDF (http://www.crescent.org.pk) is also uploaded whereby updates
and regular posts are maintained. CDF website will effectively serve in enhancing the
transparency component of the Organization. CDF aims at introduction of networking for
virtual storage, instant processing and retrieval of centralized database to provide a paperless
environment at the organization.
Journey for Change – An Organizational Profile of CDF 11
Part 3
CDF - Projects Brief
Crescent Development Foundation is the premier non-governmental organization working to
promote reform and prosperity in Azad Jammu & Kashmir. CDF is an active partner in
promoting participation and initiative in the areas of Education, Health, Water & Sanitation,
Child rights, women’s empowerment, economic reforms and development. CDF approach is
to work for the change keeping in mind the sensitivity and understanding of the realities on
the ground.
CDF focuses on reaching the deprived communities particularly in remote rural areas of the
country, as is evidenced by the diversity of the projects, which also reflect the variety of
local needs and community preferences across the area. CDF projects, so far, have been
concentrated in Azad Kashmir districts of Muzaffarabad, Neelum, Hattian and Bagh. Below
is the brief of the projects implemented by CDF:
1. Establishment of Crescent Skills Training Center
In 2006 - 2007, CDF under its Programmatic focus “Women Up-lift” implemented a project
in collaboration with Trust for Voluntary Organizations (TVO). The focus of the project
was to uplift the deprived segment of the community, i.e., women, by providing skills of
cutting, sewing, embroidery, Kashmiri Traditional embroidery, Gabba making, knitting and
encouraging these women to effectively participate and utilize income generation skills to
contribute to their economic betterment.
Under this project CDF has successfully been able to provide training to more than 700
women against the target of 150 by utilizing local qualified instructors who provided
training to beneficiaries. TVO funded project has made visible impact on communities and
the women are now contributing in the betterment of their families.
Journey for Change – An Organizational Profile of CDF 12
2. Community Based Integrated Child Protection & Strengthening of
Response Mechanism to Protect Children from Violence, Abuse and
Exploitation
The catastrophic earthquake of October 2005, in addition to thousands of casualties, has
adversely affected the children as well. Among the survivors, many children lost either one
or both parents. Most of the children became disabled, while community had no awareness
and proper system of child protection. The children needed the most of support and
rehabilitation efforts, as they were left susceptible to physical, sexual and emotional
exploitation and abuse. The emergency, rehabilitation and development initiatives by
international and national organizations, however, failed to institutionalize, sensitize and
network the communities for sustainable impact.
The efforts aimed at Child Rights and Child Protection, had necessitated the sensitization of
community based institutions to identify and address child protection issues on their own,
and to refer them to the appropriate forum. Hence, establishment and strengthening of child
protection networks at the grassroots level and encompassing the whole district was seen as
a very productive step to safeguard the children from abuse and potential exploitation.
There was dire and immediate need to establish an integrated system to address the child
protection issues in Earthquake Affected Areas of Azad Kashmir. CDF initiated to establish
a Community Based Integrated Child Protection Services Delivery & Referral through
Community Based Child Protection Monitoring & Referral System in district Hattian.
Thematic focus of the Project was Institutionalization of Child Protection at Grassroots and
Integration, Coordination and Networking of Stakeholders.
Main objectives of the project were as under.
Provision of psycho-social support, recreational activities, life skills to traumatized
and vulnerable children.
Provision of protected environment that would be minimizes the risk of all kind of
abuses and exploitation.
Empowerment of children to cope with the current circumstances.
Insuring right of participation and recreation.
Take viable measurement to sort out & address child protection issues.
Ensure protective and social services through referral to different services providers.
Journey for Change – An Organizational Profile of CDF 13
While working on project, CDF has ensured that ….
the selected communities are sensitized on all the child protection issues and play a
key role in building a protective environment in the community
the process of changing the community attitude and practices is initiated in favor of
child welfare, protection and development
Monthly review meetings are held to address the child protection issues in the area
Identified child protection issues are referred to the concerned department
Achievements:
33 Child Protection Committees formed in four Union Councils of District Hattian
33 field-based training sessions organized on CP issues with CPCs members
97 meeting organized with CPCs on the identified CP issues
2 NGOs networks established one in Muzaffarabad & one in Hattian to involve local
NGOs in CP issue
2 training on CP issue organized to aware NGOs member about CP issues
2 general coordination meeting organized with NGOs network to involve them in CP
Training session organized for media to Involvement of print & electronic media
One general coordination meeting with government department representative,
NGOs, media person political and social activist organized during project period.
Establishment of two media networks
2 meeting with media network member to establishment a mechanism on CP issues
97 awareness session with CPCs member on birth registration.
120 CP cases identified
36 CP cases referred
Journey for Change – An Organizational Profile of CDF 14
3. Establishment & Strengthening of Community Based Protective Services
& Response Mechanism for Children
In 2011, CDF in collaboration with UNICEF / Social Welfare & Women Development
Department worked on child protection system in four union councils of District Hattian
namely Hattian Bala, Langala, Chinari, and Sena Daman.
Objectives:
Formation and strengthening the organization structure, review and formulate the
scope of work and institutionalize the Child Protection Network (CPCs, CCs, and
Clusters) will be form in 4 Union councils of Hattian and also form a community
action plan at UC level for child protection in emergencies.
Sensitize the masses on CP issues.
Formation of CBOs, NGOs, and other social networks to involve them in child
protection activities.
Promotion of universal birth registration in District Hattain.
Identification, case management through community action plans and referral of
vulnerable children at risk of abuse and exploitation.
CDF has played an implementing role in providing support to child protection networks to
rehabilitate the vulnerable children. In this regard, under the support, guidance and
facilitation of the UNICEF and Department of Social Welfare & Women Development CDF
has built and strengthen the capacity of the child protection networks. Furthermore, a
sustainable coordination network has also been ensured at all level among government
departments, NGO, media and local community.
Achievements:
33 Child Protection Committees and 10 children councils were formed in each
four union councils (Seena Daman, Langala, Hattian Bala and Chinari) were
strengthened at village level. Regular meetings were held with child protection
committees & children councils and their capacity enhanced enabling them to
protect children from exploitation and abuse. Furthermore a linkage was
developed between the committees and other forums. Proper coordination and
support from CDF staff over the project duration have led to build the capacity
and sustainability of child protection committees & children councils.
Journey for Change – An Organizational Profile of CDF 15
Awareness raising among the communities, teachers, parents and other duty
bearers on Child Protection issues like abuse & child rights, is necessary for
children’s wellbeing and development. Press releases on various CP issues and
CP events have regularly been published during the project period to sensitize
the masses.
Coordination and collaboration channels have been formed with local NGOs
and partner agencies and linkage were developed and strengthened through
regular meetings to identify and address and the issues related to child
protection. This has enabled the relevant stakeholders to respond to child
protection issues in an effective manner. The capacity of the Network was
strengthened and facilitated through training on child protections and child
rights to improve their coverage of the maximum number of children to protect
them from exploitation and abuse. During the project period, linkage have also
been established, developed and strengthened between the child protection
committees and NGOs network.
Awareness raising among the community especially parents on birth registration
was targeted through meeting of CPCs, distribution of IEC materials, and
through local means.
CDF has identified cases and referred these cases after comprehensive case
study development to the relevant Child Protection Unit at Muzaffarabad in
consultation with NGOs, CPCs, CCs, Clusters, media, etc. for proper redressal
of the issues. This is seen as a significant output of the project to respond to
child protection issues.
The participatory nature of the project activities is the key to sustainability of the initiative.
It can confidently be attributed as the commitment of all the stakeholders towards the
importance of the thematic focus of the project.
Journey for Change – An Organizational Profile of CDF 16
4. Flood Affected Communities Engagement for Recovery -FACER
CDF entered into an agreement with Devolution Trust for Community Empowerment
(DTCE) as an implementing partner, for about nine months duration, in Flood Affected
Communities Engagement for Recovery-FACER Project in select Union Councils of flood
affected District of Neelum with the support of European Union (EU) and United Nations
Development Programme (UNDP). Memorandum of Understanding (MoU) was signed at
all tiers, from State Government to District Administration, Tehsil and Union Council level.
FACER is a classic example of public-private partnership in the area, by focusing
participatory identification, prioritization, reporting, proposal development and overall
project cycle management of the initiative in the selected 11 Union Councils of District
Neelum. The project involved formation and capacity building of about 33 Community
Based Organizations on the footsteps of Citizen Community Board in Pakistan.
CDF coordinated community based identification and preparation of proposals for
rehabilitation of flood affected community infrastructure schemes, which were duly
endorsed by the Union Council/Tehsil & District level and finally presented before DTCE
for review. After the funds were transferred to the respective forums, CDF was assigned the
monitoring of the overall processes and activities of the FACER project.
Achievements:
The FACER project earned a very positive response by the community. The highlights of
the FACER project were:
Rehabilitation of approximately 100 km. roads
Water supply network for around 10,000 households restored
Rehabilitation of 17 Foot Bridges
Rehabilitation of 6 channels for micro-hydal projects
Rehabilitation & improvement of 8 Irrigation Channels of average 2.5 - 3km in
length
Journey for Change – An Organizational Profile of CDF 17
5. BISP Wasila-e-Rozgar Programme
A project agreement was made between the National Development & Management Council
and Crescent Development Foundation with the overall goal to provide skills and jobs to
BISP beneficiaries women of Muzaffarabad AJK under BISP Wasila-e-Rozgar Programme.
Under this project CDF has to provide training of different skills (Hand Embroidery & dress
making) to BISP beneficiaries by establishment of a training facility to more than 100
women during the project activities.
CDF has quite satisfactorily been able to implement the project and achieved the envisaged
objectives with visible impact on communities.
6. Establishment of Crescent Public School in Bararkot, Muzaffarabad
CDF established a primary school with the name of Crescent Public School in Bararkot,
Muzaffarabad in 2012-13. The project area is situated about 16 kilometers from tehsil
headquarter Muzaffarabad towards Abbottabad. The total population of the village Brarkot
is about 800 people (115 households). There is only one public school available in the area
which is about 1.5 kilometer away from the village and is also overburdened. Most of the
community people were compelled to send their children to Muzaffarabad city.
Keeping in view the situation and on request of the local community CDF proposed an
English medium school project up to Primary Level for the financial assistance of the Trust
for Voluntary Organizations (TVO) for one year in village Brarkot, Union Council Gojra,
Tehsil & District Muzaffarabad.
The school has been established with the financial support of Trust for Voluntary
Organizations (TVO) in a five room building donated by a local community member.
Intervention of the CDF in this area has solved this problem and now more than 300 children
have an easy access to the school for getting quality education. This school is running
successfully on sustainable basis.
7. Distribution of Sewing machines among Widows and Books to needy
students:
In the year 2012, CDF distributed 30 sewing machines among most deserving widows so
that they can earn their livelihood in a decent manner.
In the same year CDF also provided books to more than 100 needy students with member’s
donation.
Journey for Change – An Organizational Profile of CDF 18
Looking Forward
It has been my very special privilege to be a part of Crescent Development Foundation, with
its exceptional, dedicated staff and commitment to excellence. The founders of this
extraordinary organization understood that action and participation were required to achieve
its development goals. This innovative approach—which endures today—was to strengthen
the CDF initiatives, actively investing in community organizations, institutions, networks,
and citizens. I recall well during my 8-year association with CDF particularly since I headed
the Finance & Admin. Section, how I became increasingly impressed with the work of the
CDF.
The Foundation is stronger today than it has ever been and it has to go even farther. Our core
programming has expanded in the last five years and our staff has grown in size, quality, and
diversity. We’ve increased both our funding and our support, and our sources of funding
have dramatically diversified. I am proud of the work we have done with our partners and
our donors, and I thank them for their effort, good will, and support.
Cheers!
Muhammad Masood Ahmed
Manager - Finance & Administration
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