Nonprofit Organisations Certification Model Pakistan for

Nonprofit Organisations
Certification Model
Pakistan
Centre for
Philanthropy
NPO
Certification
Model
Index
Section 1 - Overview
a. NPO Certification - An Introduction
1
b. Pre-requisites
7
Section 2 - Evaluation Standards
a. Internal Governance
13
b. Financial Management
23
c. Programme Delivery
29
Section 3 - Appendices
Appendix I.
Certification Process
37
Appendix II. Certification Process Flow Chart
39
Appendix III. Field Evaluation Process Flow Chart
41
Appendix IV. Certification Committee & Panel
43
Overview
NPO Certification - An Introduction
Pakistan Centre for Philanthropy (PCP),
established in 2001 under section 42 of The
Companies Ordinance, 1984, is an
independent, nonprofit, support organisation
created to facilitate collaboration among the
philanthropists, nonprofit organisations
(NPOs) and the government for social
development in Pakistan. It is led by an
independent Board of Directors, comprising
eminent citizens and leaders from the
corporate sector and civil society. Its mission is
to promote the volume and effectiveness of
philanthropy for social development in
Pakistan. The Centre runs a number of
programmes to achieve its objectives. The
NPO Certification Programme is its flagship
programme.
The certification regime developed by PCP in
2002-03 endeavours to set sector wide
standards of good internal governance,
transparent financial management and
effective programme delivery. The purpose is
to strengthen the civil society by bridging the
information and credibility gap that exists
between the donors and recipient
organisations. The Government of Pakistan in
the Revenue Division authorised PCP as the
first NPO Certification Agency vide notification
no 1116(1)/2003 dated December 18, 2003.
An organisation may wish to obtain
certification for enhancing its credibility in the
wider public (including donors) view or for
obtaining tax benefits from the Federal Board
1
of Revenue (FBR) or for both. The Certification
Model (which contains the standards and
process of evaluation) applies in either case.
PCP's certification focuses on the examination
of structures, systems, procedures and
processes put in place by an organisation to
deliver the services it promises and to ensure
sustainability of its programmes. It falls beyond
the mandate of certification process to
evaluate the degree of success of
programmes except to the extent it is reflected
in the standards of programme
implementation.
viz these provisions and submit its
observations and recommendations to
the NPO concerned.
3)
PCP's Certification Model consists of
standards organised in three categories
(Section II) against which an NPO is
assessed. The three categories relate to
NPO's internal governance, financial
management and programme delivery.
4)
Fulfilment of these standards fetches
scores for the NPO. A maximum score is
assigned to each standard. In most
cases, score assigned to a standard is
further divided into smaller components
depending upon the ingredients of the
standard and various aspects like
degree of compliance etc. Wherever
expressly provided an NPO is assigned
score on a standard on a defined range.
The maximum attainable score for all
standards is 1000. Details of these
standards and the scoring system are
given in Section II. An NPO must attain a
total score of at least 600 and a
minimum 50% score in each individual
category to be certified by PCP.
5)
Applicability of standards varies
according to the size of the NPO. This is
highlighted in the second last column of
each table of Section II. For this
purpose, the NPOs are divided into
small, medium or large organisations as
3
under :
Some important points about the certification
regime are given below:
1)
The pre-requisites for consideration of
an application for PCP certification are
contained in Section I. An application by
an NPO will only be processed if it
meets these requirements.
2)
An NPO applying for certification for the
purpose of availing tax benefits (under
Section 2(36) read with Section 61
and/or under Clause 58 of the llnd
Schedule of Income Tax Ordinance,
2001) must also comply with the
requirements of the Income Tax
Ordinance, 2001 and the Income Tax
2
Rules, 2002. Although it is the
prerogative of the relevant authorities in
the FBR to finally check an
organisation's compliance with these
requirements, PCP will also examine
the applicant organisation's status viz a
1.The term FBR, wherever used in this Model, also includes its field offices, unless the context provides to the contrary.
2.Relevant provisions from the Income Tax Ordinance, 2001 and the Income Tax Rules, 2002 are available on PCP web site (www.pcp.org.pk).
3.This categorisation of NPOs derives from the general consensus of various stakeholders expressed in the consultative process that led to the development of this Model.
01
NPO Certification-An Introduction
a)
b)
c)
If the average of total annual receipts
of an NPO during the last three
years is less than Rs. 1.0 million, it is
a small NPO;
any branches or facilities/ outlets) on
a mutually convenient date) involves
examining the field records;
reviewing programme delivery; and
meetings with governing body
members, the executive head(s),
and managerial and programme
staff of the organisation. A brief
beneficiary feedback survey is also
conducted.
If the average of total annual
receipts of an NPO during the last
three years is more than Rs. 1.0
million but less than Rs. 5.0 million, it
is a medium NPO; and
If the average of total annual
receipts of an NPO during the last
three years is more than Rs. 5.0
million, it is a large NPO.
6) In case a standard (or its component)
does not apply to an NPO being
evaluated, marks will be assigned on a
pro-rata basis for such not-applicable
standard (or component thereof).
b)
The Desk Review of the applicant
NPO is conducted first. If the
organisation meets the prerequisites as contained in Section I,
its application is processed further. If
not, the application is returned to the
organisation and the reason(s) for
doing so are specified.
c)
If the organisation has applied for
certification for seeking tax
exemptions, its compliance with the
tax related provisions given in
Section I is also checked. If the
organisation complies, PCP
proceeds further with the evaluation
of the organisation. If not, the
application is returned to the
organisation and the reason(s) for
doing so are specified.
7) Appendix I, II and IIl display the workflow
of certification process. These charts
indicate that:
a)
When an NPO applies to PCP for
certification, a 2-member team of
evaluators is assigned to the case.
For the purposes of evaluation two
basic instruments are applied – the
Desk Review and the Field
Evaluation.
Desk Review involves examination
of application and supporting
documents furnished by the NPO.
The Field Evaluation (comprising a
visit to the organisation (including
d)
The NPO's case is then assessed
and scored against standards
contained in Section II. Once the
Desk Review is completed, Field
Evaluation of the organisation is
conducted and the NPO is awarded
score on relevant standards.
e)
Both Desk Review and Field
Evaluation, evaluate the NPO's
performance in achieving its aims
and objectives during the last three
years.
f)
On the basis of such evaluation, a
detailed report about the
organisation is prepared. This report
contains an assessment of the
NPO's performance in the areas of
internal governance, financial
management and programme
delivery, the scores obtained by the
organisation on all the standards
and its financial highlights over the
last three years.
g)
Once finalised, the report is shared
with the concerned organisation and
its comments/ observations/
reservations/ feedback on the report
are duly considered.
h)
The assessment report along with
the feedback received by the
organisation is then placed before
the Certification Panel, which is the
final authority to grant or refuse the
certification application of an
NPO.The Panel is a five-member
independent body, three of which
are nominees of the PCP Board of
Directors and two represent the
Government of Pakistan.4 The
4.The Board nominees for the Certification Panel are not members of the Board. Instead, the Board has identified persons of acknowledged professional eminence and integrity to sit on the Panel. The two representatives from Government of
Pakistan are ex-officio members. Chairman, National Council of Social Welfare and the Chief Direct Tax Operations, FBR represent the Ministry of Social Welfare and the FBR respectively. (List of Panel members is given in Appendix IV).
02
NPO Certification-An Introduction
Certification Panel deliberates upon
the report and recommendation of
PCP 5 and examines the comments
received from the organisation. The
Panel may or may not concur with
PCP's recommendation in any given
case or it may send the case back to
PCP for re-evaluation.
i)
j)
If the Certification Panel decides to
grant an applicant NPO certification,
PCP issues a certificate to the NPO
in the prescribed format. If, however,
the Certification Panel decides to
refuse the application for
certification, it will advise PCP to
regret issuance of the certificate to
the NPO. The Panel may also
decide to defer the NPO's
application for certification for a
certain period of time – ranging to a
maximum of 1 year. This provides
the NPO concerned an opportunity
to make up some of the deficiencies
and qualify for certification. In case
of either deferral or rejection, the
Panel's reason(s) for doing so are
also duly recorded.
T h e P a n e l m a y, o n P C P ' s
recommendation or the NPO's
request or on the basis of its own
judgement, defer its decision
regarding an organisation. However
this deferral is for a period not
exceeding one year.
k)
I)
Once an organisation has been
certified, PCP designs its web profile
and places it on the Centre's
website. The profiles are derived
from the evaluation conducted and
prepared in consultation with the
certified NPO. PCP periodically
publishes these profiles in the form
of a Directory of Certified NPOs.
In the event of applying for tax
exemptions the NPO is required to
furnish the certificate and the
detailed evaluation report to
concerned FBR authorities along
with other required documents.
8) Every effort is made to complete the
process of certification within 10-12
weeks of the NPO furnishing its duly filled
in application. This, however, might take
longer in case of NPOs that do not furnish
the required documents in time or if the
field visit to the applicant NPO is delayed
due to unavoidable circumstances.
9) Certification is valid for three years
following the date on which certificate is
issued. All subsequent renewals of
certification are also valid for the same
period of time. The renewal is based on a
fresh evaluation.
10) A certified organisation should apply to
PCP for renewal of certification within
three months of the expiry of validity of
certification earlier granted.
11) PCP informs the FBR and any other
Certification Agencies of the names of
certified, deferred and rejected
organisations, immediately after the
Panel decision.
12)
All information provided by an
organisation applying for certification is
deemed public information unless
specified otherwise.
13) The Certification Panel may withdraw
certification in case of NPO's
dissolution, bankruptcy, failure to
comply with mandatory reporting
requirements, utilising the funds or
property of the NPO for the benefit of
people other than the stated
beneficiaries, any of the information
provided by the NPO having been
proved to be false, or any of the material
information proved to have been
deliberately concealed by the
organisation. Certification, however,
shall not be withdrawn without giving
the NPO concerned an opportunity of
explaining its position in this regard.
14) Certification is a highly subsidised
process and the applicant NPO pays a
small proportion of the total cost of
evaluation and certification (depending
upon its size), the rest being borne by
PCP. The subsidy is provided on a
graduated scale so that the largest
subsidy goes to the smallest NPO.6
15) In addition to certification, PCP also
5. In light of the score obtained by the organisation, PCP proposes that the organisation be certified or deferred or rejected. PCP may also draw Panel's attention to anything that is considered important for Panel to decide a case.
6. Certification fee schedule is available in certification application form as well as on PCP's website (www.pcp.org.pk).
03
NPO Certification-An Introduction
plays a role in the development and
promotion of NPOs.
a) Capacity building is an important
part of the certification regime. The
capacity of an organisation is built
during the certification process
itself. In case of those organisations
that do not meet the required
standards for certification, PCP
facilitates linkages with specialised
capacity building organisations.
b) If the certified NPO intends to apply
for tax exemptions under relevant
laws, PCP also provides assistance
in preparing required documents for
submission to the FBR.
16) The Model is a living document, which is
reviewed periodically in consultation
with all stakeholders. The first such
review was conducted in 2006-07.
17) Certain concepts and definitions used in
this Model are explained below:
a) ‘Benchmark’ is a measurement or
standard that serves as a point of
reference by which process
performance is measured.
b) ‘Beneficiaries’ are the individuals,
communities, or organisations
expected to benefit from the projects
or programmes.
c) ‘Best Practices’ are the processes,
practices, or systems
that are
widely recognised as improving an
04
organisation's performance and
efficiency in specific areas.
Successfully applying best practices
can reduce expenses and improve
organisational efficiency.
d) ‘Budget’means an estimate of future
incoming funds, expenditure and
other applications of funds for a
particular accounting period.
e) ‘By laws’ are the rules governing the
operation of a nonprofit
organisation. By laws often provide
the methods for the selection of
governing body members, the
creation of committees, the conduct
of meetings and contain guidelines
for the administrative, financial and
programmatic functioning of an
organisation.
f) ‘Capacity’ means all the resources
available to an organisation,
i n c l u d i n g p e o p l e , m o n e y,
equipment, expertise, linkages and
information.
g) ‘Capacity building’ is a coordinated
process of deliberate interventions
by insiders and/or outsiders of a
given organisation leading to (i) skill
upgrading, both general and
specific; (ii) procedural
improvements; and (iii)
organisational strengtheninBg.
Capacity building refers to
investment in people, systems,
institutions, and practices that will,
together, enable organisations to
achieve their development
objective. Capacity is effectively
built when these activities are
sustained and enhanced with
decreasing levels of external
dependence accompanied by
increasing levels of goal
achievement.
h) ‘Charitable organisation’ is an
organisation that is created and
operated exclusively for religious,
scientific, literary, educational,
athletic, public safety, social
development, rights advocacy or
community service purposes, and
does not distribute earnings, profits
or surpluses to its members or staff.
i) ‘Charter’ means a description in
writing of the purposes, aims,
objects and the mode of functioning
of an organisation. These may
include the constitution,
memorandum or articles of
association, or the trust deed,
depending upon the law whereby
the NPO is registered.
j) ‘Chief Executive Officer’ means the
executive head of the organisation
working under the supervision and
control of the governing body.
k) ‘Directory’ means a Directory of
organisations certified by PCP. This
document contains detailed
organisational and programme
NPO Certification-An Introduction
information about NPOs included
therein with an intent of promoting
them from PCP platform.
l) ‘Disclosure’ for the purposes of this
Model, means disclosure to the
general public, notwithstanding any
legal or statutory requirement to do
so. There could be different means
and modes of disclosure. For
evaluation purposes, information or
data shall be deemed to have been
publicly disclosed once it is:
i). Published in a document which is
meant for wide distribution; or
ii). Placed on a website; or
iii). Submitted to a government
department as public
information.
m) A ‘donor’ is the one who gives
s o m e th i n g w i th o u t r e c e i v i n g
consideration for the transfer.
n) ‘Endowment’ is the principal amount
of gifts and bequests that are
accepted subject to a requirement
that the principal be maintained
intact and invested to create a
source of income for an
organisation.
o) ‘Evaluation’ means an assessment
of an organisation, its programme(s)
or project(s) (irrespective of whether
the same have concluded or not).
Evaluation also involves articulation
of opinion and comments on the
organisational structures, it's
financial systems and on the state of
programme delivery of an NPO. It is
a management tool that is built
around a formal process for
evaluating performance and impact
that help measure progress towards
achieving intermediate targets or
ultimate goals.
p) ‘External evaluation’ means any
evaluation conducted by an
individual or organisation that is
external to the NPO being
evaluated. The Terms of Reference
(ToRs) are defined by an external
commissioning authority, and the
evaluation report is primarily for an
audience external to the
organisation.
q) ‘Internal evaluation’, on the other
hand, means any evaluation
conducted by an individual or
organisation, either internal or
external to the NPO, for primarily the
internal audience of an NPO.
Typically, the ToRs for an internal
evaluation are also defined by the
Board or the management of the
organisation.
r) ‘Financial System’ is an information
system, comprised of one or more
applications, that is used for any or
all of the following: collecting,
processing, maintaining,
transmitting and reporting data
about financial events; supporting
financial planning or budgeting
activities; accumulating and
reporting cost information; and
supporting the preparation of
financial statements.
s) ‘Fixed assets’ include land, building,
vehicles and equipment.
t) ‘Governing body’ (GB) means the
body, board, council or committee of
directors, trustees or executives, as
the case may be, in which control of
the NPO is vested. Its name, for any
given NPO, may depend upon the
law whereby the NPO is registered
or owes its juristic personality (e.g.
for an NPO registered under section
42 of The Companies Ordinance,
the Board of Directors is the
governing body). For the purposes
of this Model, any subcommittee of
governing body formed with a
specific mandate is deemed to be
the governing body for that purpose.
u) ‘Grievance Settlement Procedure’
is a procedure for staff to object to
and seek redressal against an order
from a colleague or a senior officer
that they believe to be illegal,
unethical or counterproductive.
v) ‘ I n d i c a t o r ’ i s a f e a t u r e o r
phenomenon that can be objectively
measured in quantitative or
qualitative terms as a means of
gauging progress towards achieving
a goal or measuring the impact of a
specific intervention.
w) ‘Managerial staff or management’ of
05
NPO Certification-An Introduction
an NPO includes all persons
performing organisational functions
which are (wholly or in part)
supervisory in nature.
x) ‘Monitoring’ is a continuous activity
to keep track of and record what
actually happens in a project or
programme. Monitoring systems
comprise procedural arrangements
for data collection, analysis and
reporting. It also defines reporting
channels and requirements.
y) ‘Nonprofit Organisation’ is an
organisation that is formed and
registered under any law for
religious, educational, health,
environment, charitable, welfare or
development purposes, promotion
of amateur sport or for any other
purpose of general public benefit. It
is a non profit distributing concern
i.e. all its income, commodities,
property and other assets are
applied solely towards the
promotion of its objectives and none
of its assets or income are paid or
transferred directly or indirectly by
way of dividend, bonus,
remuneration, grant of other
benefits by way of profit or otherwise
howsoever; to any of its member or
the relative or relatives of a member
or members.
z) ‘Outcome' is the ultimate, long-term
resulting effect – both expected and
unexpected – of the beneficiaries'
use or application of the
organisation's outputs.
06
aa) ‘Outputs’ are direct products of a
programme's activities, generally
measured in relation to inputs.
They are quantitative and are
typically measured by 'how many',
'how often' and 'over what
duration'.
bb) ‘Output Indicators’ are the specific
characteristics or behaviours
measured to track a programme's
success in achieving its outputs.
They further define outputs and
make them measurable.
cc) ‘Overall salary structure’ includes
(but is not limited to) any
established brackets or grades of
salary and perks applicable on the
employees of the NPO, and
average salary of managerial and
secretarial staff.
dd) ‘Policy’ means a document, duly
approved by the governing body
(or a sub-committee or the
management, whosoever is
authorised for such approval),
which provides the details of
procedures and processes to be
adopted by the management of
NPO to address any given issue on
a specific subject, e.g. personnel
policy, recruitment policy. For the
purposes of this Model, following
aspects of any given policy of an
NPO are included in the definition
of policy per se:
i).
Approval procedure
ii).
Extent of implementation
iii). Mechanism to put it into
practice
iv). Wide knowledge among the
staff that the policy exists
ee) ‘Pursuance of personal gain’ would
include using official position in the
organisation for obtaining any kind
of material benefit either directly or
indirectly, other than the payment
for services provided.
ff)
‘Staff’ unless specified otherwise
includes all paid workers,
consultants and advisors of the
NPO.
gg) ‘Transparency’ involves disclosure,
sharing information and acting in
an open manner. Transparency
allows stakeholders to gather
information that may be critical to
uncovering abuses and defending
their interests. Transparent
systems have clear procedures for
decision-making and open
channels of communication
between stakeholders and
organisations, and make a wide
range of information accessible.
hh) ‘Unrelated persons’ are those who
are not related to each other by
relation of blood or marriage. For
the purposes of this Model,
relations by blood include parents,
siblings, children, grandparents
and real uncles/ aunts: Relations
by marriage include spouse,
brothers/ sisters-in-law and
parents-in-law.
Pre-requisites
Pre-requisites
Read with Section 61
07
Pre-requisites
08
Pre-requisites
No. The Requirements of Income Tax Ordinance and Rules
09
Pre-requisites
No. The Requirements of Income Tax Ordinance and Rules
10
Evaluation
Standards
Evaluation Standards
11
Internal
Governance
Internal Governance
13
Internal Governance
14
Internal Governance
15
Internal Governance
16
Internal Governance
17
Internal Governance
18
Internal Governance
19
Internal Governance
20
Internal Governance
21
Financial
Management
Financial Management
23
Financial Management
24
Financial Management
25
Financial Management
26
Financial Management
27
Financial Management
28
Programme
Delivery
Programme Delivery
29
Programme Delivery
30
Programme Delivery
31
Programme Delivery
32
Programme Delivery
33
Programme Delivery
34
Programme Delivery
35
Programme Delivery
36
Appendices
Appendix I
37
/payorder
CERTIFICATION PROCESS
F
38
Appendix II
39
Certification Process Flow Chart
Appendix III
Field Evaluation Process Flow Chart
Financial Management
41
Appendix IV
Certification Committee
Mr. Saeed Ahmed Qureshi
Chair Certification Committee
Chairman, Pakistan Red Crescent
Former Deputy Chairman, Planning Commission
Dr. Attiya Inayatullah
President Emeritus, Family Planning Association of Pakistan.
Former Federal Minister for Women Development,
Social Welfare and Special Education
Mrs. Munawar Humayun Khan
Chairperson, Sarhad Rural Support Programme
Mr. Mueen Afzal, H.I.
Former Secretary General, Finance & Economic Affairs.
Certification Panel
Dr. Humayun Khan
Chair Certification Panel
Rtd. Foreign Secretary
Mr. Wasim A. Zuberi
General Manager
IPR TransOil Corporation
Mr. Shamim Ahmad Khan
Co-Chair Certification Panel
Former Chairman
Securities & Exchange Commission of Pakistan
Dr. Saba Gul Khattak
Visiting Research Fellow
Sustainable Development Policy Institute
Dr. Qurat-ul-Ain Bakhteari
Chairperson
Institute of Development Studies & Practices (IDSP)
Syed Farhan A. Bokhari
Correspondent for Pakistan Financial Times
Contributing Editor “The News”
Chairman
National Council of Social Welfare
Ministry of Social Welfare & Special Education.
Chief Direct Tax Operations
Federal Board of Revenue (FBR)
ED PCP is Ex-Officio member of Certification Committee & Panel
43
Board of Directors
Eminent Citizens
Dr. Shamsh Kassim-Lakha, H.I., S.I.
Chairman, PCP Board of Directors,
Former President, Aga Khan University, Karachi
Mr. Mueen Afzal, H.I.
Former Secretary General, Finance & Economic Affairs.
Mr. Zaffar A. Khan
Former Chairman, Pakistan International Airlines
Dr. Attiya Inayatullah
President Emeritus, Family Planning Association of Pakistan.
Former Federal Minister for Women Development,
Social Welfare and Special Education
Mrs. Roshan Khursheed Bharucha
ex-Senator, Former Minister for Social Welfare, Baluchistan
Mr. Mahomed J. Jaffer
Senior Partner, M/S ORR, DIGNAM & Co.,
Chairman, ICI (Pakistan), Ltd
Mrs. Munawar Humayun Khan
Chairperson, Sarhad Rural Support Programme
Mr. Saeed Ahmed Qureshi
Chairman, Pakistan Red Crescent
Former Deputy Chairman, Planning Commission
Mr. Arshad Zuberi
Chief Executive and Editor, Daily Business Recorder
Corporations
Mr. Towfiq H. Chinoy
Chairman, International Industries Ltd., Karachi
Mr. Arif Habib
President, Arif Habib Securities Limited, Karachi
Mr. Hussain Dawood
Chairman, Engro Board of Directors
Mr. Zaiviji Ismail
Chairman, Shell Companies in Pakistan
Mian Ahsan M. Saleem
Chief Executive, Crescent Steel & Allied Products
Khawaja Iqbal Hassan
Chairman, PICIC Commercial Bank
Civil Society Organisations
Mr. Firoz Rasul
President, Aga Khan University
Syed Babar Ali
Pro-Chancellor, LUMS, Advisor, Packages Limited
Mr. Badaruddin F. Vellani
Chairman, AKF National Committee
Mr. Shoaib Sultan Khan
Chairman, National Rural Support Programme
Lt. Gen. (Retd.) Syed Parwez Shahid
Chief Executive Officer, The Citizens Foundation
Dr. Suleman Sheikh
Chief Executive, Sindh Graduates Association
About the Centre
Pakistan Centre for Philanthropy (PCP) is an independent nonprofit support organisation licensed under section 42 of the Companies Ordinance, 1984.
Located in Islamabad, it is led by an eminent Board of Directors comprising acknowledged leaders from the government, business and citizen sector.
PCP emanated out of original research on philanthropy and is an outcome of recommendations of 'The International Indigenous Philanthropy Conference
of 2000'. The Conference (attended by His Highness the Aga Khan and the President of Pakistan) supported the idea of fostering an enabling environment
for civil society and endorsed the creation of PCP to promote structured and strategic approaches to enhancing philanthropy for social development.
Instead of getting into direct service delivery mode, PCP seeks to help others in their altruistic efforts through meaningful support services. In line with its
mission of increasing the volume and effectiveness of philanthropy for social development in Pakistan, PCP has designed innovative programmes (i)
Philanthropy Support Services (3P & 2P); (ii) Nonprofit Organisations Certification; (iii) Research and (iv) Communication and Advocacy.
Philanthropy Support Services launched its first support initiative, Public Private Partnerships (3P) in mid 2003. The 3Ps involve a partnership between a
public sector agency, a private for profit entity and a nonprofit organisation to achieve a collective outcome. Under this initiative the Centre has channelised
corporate philanthropy for education in rural areas of Sindh. The Centre has also developed a 'District Manual', a 'School Adoption Model' and has given
inputs in the formulation of 'Government of Pakistan's Operational Policy on 3P for Education'.
Philanthropy Portal (2P) is a unique online development market place which aims to help grant makers find and reach the most suitable destination for their
charitable funds. This mechanism is based on an engine that sifts through a databank of credible, certified organisations and returns donation options based
on preferences identified by grant makers.
Nonprofit Organisations Certification is a standard setting regime that aims to promote good governance, transparent financial management and effective
programme delivery in the nonprofit organisations so that they can enhance their credibility and transparency. Certified organisations are promoted
through PCP's website to assist government and donors in identifying credible partners for social development.
Research endeavours to expand the empirical map on voluntary giving which largely remains untapped, while simultaneously its findings help
stakeholders, particularly policy makers, better plan and organise social investment for civic benefit in Pakistan. Studies carried out by the Centre include;
The Enabling Environment Initiative (EEI), High Net-worth Individuals (HNI), Diaspora Philanthropy by Pakistanis in the USA, Corporate Philanthropy
in Pakistan: Survey of Public Listed Companies, Collaboration between Government and Civil Society Organisations and Going Beyond Business:
Intelligent Corporate Philanthropy.
Communication and Advocacy is an essential underpinning function that enables PCP to promote knowledge and philanthropy best practices across
boundaries; generate informed discussions and voice issues concerning the growth and development of civil society.
For more information visit www.pcp.org.pk
Tel: (9251) 2855903-4, 2287077-37
Fax: (9251) 2287073
[email protected]
www.pcp.org.pk