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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


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.


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.


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.


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.


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


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.


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.


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.


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.


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.


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.


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


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.


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.


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


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.


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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