Creative Services Limited

5Jul, 2024
NGO Fundraising Prospects from Corporate Donors

NGO Fundraising Prospects from Corporate Donors

Md. Humayun Kabir

In Bangladesh, corporate donors play an increasingly vital role in supporting NGO fundraising initiatives. As part of their Corporate Social Responsibility (CSR) mandates, businesses are not only enhancing their brand image but also creating value by contributing to social, environmental, and economic development. This growing interest presents significant opportunities for NGOs seeking sustainable funding sources.

Understanding CSR

Corporate Social Responsibility refers to a company’s commitment to operate ethically and contribute to economic development while improving the quality of life for employees, their families, local communities, and society at large. CSR goes beyond philanthropy or compliance—it reflects a strategic approach that aligns business objectives with social impact. Modern CSR emphasizes sustainable practices, transparency, stakeholder engagement, and long-term societal value creation.

CSR in Global and Local Contexts

Globally, CSR has evolved from a philanthropic concept into a core business strategy. In developed economies, companies are held accountable for environmental stewardship, labor practices, and ethical governance. This shift is driven by consumer expectations, regulatory frameworks, and market competitiveness.

In Bangladesh, CSR has traditionally taken the form of charitable donations and ad hoc community support. However, CSR is gradually gaining prominence, particularly in the export-oriented sectors such as the garment industry, where compliance with international labor and environmental standards is essential. Despite this progress, challenges remain—including inadequate legal enforcement, lack of strategic direction, and limited public accountability.

Corporate CSR and Community Development

Effective CSR initiatives have the potential to contribute meaningfully to community development. Corporate contributions can support employment generation, education, healthcare, infrastructure, and environmental sustainability. In disaster-prone contexts like Bangladesh, CSR can complement public sector efforts in emergency response and rehabilitation. The COVID-19 pandemic highlighted how private sector support can make a critical difference during crises.

Trends and Challenges in CSR Practices

While many Bangladeshi companies engage in CSR, a deeper understanding of its purpose and impact is still developing. CSR initiatives often focus on visibility rather than long-term impact, and corporate governance frameworks remain weak. Compared to neighboring countries like India and Sri Lanka, Bangladeshi firms lag behind in aligning CSR with broader development goals. Key obstacles include:
• Lack of CSR expertise within the private sector
• Weak monitoring and accountability mechanisms
• Limited government capacity to enforce CSR policies
• Short-term profit motives overriding long-term responsibility

Despite these barriers, increasing globalization, regulatory expectations, and consumer awareness are pressuring businesses to adopt more responsible practices.

CSR as a Strategic Opportunity for NGOs

For NGOs, CSR offers a valuable fundraising channel. Companies are increasingly looking to partner with credible, mission-driven organizations to implement their CSR agendas. To attract corporate funding, NGOs must:
• Demonstrate transparency and accountability
• Align their programs with corporate priorities (e.g., education, health, environment)
• Build strategic, long-term partnerships rather than transactional relationships
• Showcase measurable impact and storytelling that resonates with corporate stakeholders

Additionally, NGOs should stay informed about CSR trends, corporate giving patterns, and the regulatory environment to better position themselves for funding opportunities.

Moving Forward

The integration of CSR into the corporate mindset is no longer optional—it is a business imperative. Companies that actively engage in CSR not only enhance their reputation but also contribute to inclusive and sustainable development. For NGOs, understanding the motivations, expectations, and limitations of corporate donors is essential to cultivating meaningful partnerships.

By fostering trust, ensuring transparency, and aligning with shared values, NGOs in Bangladesh can significantly improve their prospects of securing sustained support from corporate donors.

The article was written by Md. Humayun Kabir, an Independent Consultant, and Director, Creative Services Limited. Email: humayun@cslbd71.com

3Jul, 2024
Fundamentals for Fundraising from Institutional Donors

Fundamentals for Fundraising from Institutional Donors

Md. Humayun Kabir

Institutional donors—including private foundations, public trusts, bilateral and multilateral aid agencies, and government entities—represent a consistent and significant source of funding for NGOs. Globally, there are over 250,000 foundations and trusts providing financial support to development initiatives. These donors often prioritize well-structured projects aligned with their thematic areas and offer not only funding but also technical assistance. However, securing such funding is highly competitive, requiring NGOs to follow a strategic and systematic approach grounded in credibility, compliance, and relationship-building.

Two primary approaches exist for securing institutional funding: Bid Proposal Submission and Direct Approach to Donors. Each requires a distinct yet complementary set of processes and preparations.

1. Fundraising Through Bid Proposal Submission

International donors typically follow structured funding mechanisms aligned with their cooperation programs and policies within specific regions or countries. The funding process often consists of three stages:

1) Expression of Interest (EOI)
2) Concept Note Submission
3) Full Proposal Submission

To prepare a strong bid, NGOs must first ensure full understanding of donor guidelines, eligibility criteria, and thematic priorities. Internal evaluations are essential to determine readiness and organizational fit. This includes reviewing prior experience, available data, technical capacity, relevant case studies, and alignment with Sustainable Development Goals (SDGs).

Key preparatory steps include:

1) Analyzing national and sectoral context through secondary research.
2) Consulting with in-house experts and peer organizations.
3) Developing a theory of change and defining realistic goals and outcomes.
4) Customizing organizational profiles to match donor expectations.
5) Designing interventions based on evidence and organizational experience.
6) Aligning proposal strategies with donor policies and implementation approaches.

Proposal quality is critical. A technically sound and contextually relevant proposal should reflect rigorous planning, a feasible implementation strategy, monitoring and evaluation (M\&E) mechanisms, and value-for-money considerations. Participating in pre-bid meetings, joint planning sessions, and responding to donor feedback enhances competitiveness.

2. Fundraising Through Direct Approach to Institutional Donors

Many institutional donors, especially foundations, corporate entities, and private trusts, operate with flexible funding policies and accept unsolicited proposals. Successful engagement with such donors begins with donor mapping and market research to identify funding priorities, geographic focus, and preferred communication channels.

To approach these donors effectively:

• Prepare tailored communication packages highlighting your organization’s expertise, impact, and alignment with donor priorities.
• Identify and initiate contact with relevant focal persons or departments.
• Use personalized emails, follow-up calls, and digital presentations to build rapport.

Upon gaining donor interest, NGOs should follow this sequence:

1) Submit a Customized Concept Paper: Tailored to donor interests and thematic focus, this serves as the initial pitch.
2) Present the Program Proposal: Use virtual or in-person meetings to deliver professional PowerPoint presentations and a concise program brief.
3) Facilitate Donor Field Visits or Virtual Tours: In-person visits enhance trust. For overseas donors, use video documentaries and website content to showcase your work.
4) Develop and Submit the Full Proposal: After discussions, prepare a comprehensive proposal adhering to donor templates and guidelines.
5) Finalize Proposal Through Consultations: Engage donors and stakeholders to align expectations and strengthen proposal quality.
6) Negotiate and Finalize the Grant Agreement: Address key contractual elements—particularly financial and legal terms. Host a signing ceremony to highlight the partnership.

Institutional fundraising is not merely about submitting proposals—it involves building trust, demonstrating accountability, and aligning NGO programs with donor values. By following structured approaches, continuously investing in organizational capacity, and maintaining open communication with donors, NGOs can successfully secure and manage institutional grants to advance their mission.

The article was written by Md. Humayun Kabir, an Independent Consultant, and Director, Creative Services Limited. Email: humayun@cslbd71.com

6Mar, 2024
Stakeholders Consultation Workshop Held for Oxfam GB’s Market Trend Assessment Study

Stakeholders Consultation Workshop Held for Oxfam GB’s Market Trend Assessment Study

Dhaka, February 28, 2024 – Creative Services Limited (CSL) successfully organized a Stakeholders Consultation Workshop as part of the Market Trend Assessment Study for Oxfam GB’s Digital Vocational Education and Training (DiVET) for Improved Livelihood of Vulnerable and Marginalized Groups. The workshop took place at Oxfam GB’s country office in Bangladesh and brought together key stakeholders, including senior management representatives from Oxfam GB, industry experts, vocational training specialists, and policymakers. 

Workshop Objectives and Discussions

The primary goal of the consultation workshop was to engage relevant stakeholders in discussions on the current market trends, skill demands, and employment opportunities for marginalized communities in Bangladesh. The insights gathered will play a crucial role in shaping the Market Trend Assessment Study, ensuring that Oxfam’s DiVET program aligns with industry needs and provides sustainable livelihood opportunities. 

During the session, CSL’s research team presented the study framework, key research areas, and preliminary findings, followed by an interactive discussion session. Stakeholders provided valuable input on labor market trends, digital skills in demand, and potential employment pathways for marginalized groups, particularly youth, women, and persons with disabilities. 

CSL’s Role and Study Scope

Creative Services Limited (CSL) has been entrusted with conducting a comprehensive Market Trend Assessment to evaluate emerging employment opportunities, industry-specific skills requirements, and challenges in digital vocational training. The study aims to: 

  • Identify market-driven skills and competencies required for digital jobs.
  • Assess labor market demand and employer expectations in key industries.
  • Analyze barriers and challenges faced by vulnerable and marginalized groups in accessing digital vocational training and employment.
  • Provide strategic recommendations to enhance the effectiveness of Oxfam’s DiVET program.

The final study report will serve as a strategic guide for Oxfam GB, helping them refine their Digital Vocational Education and Training (DiVET) initiatives and improve employment outcomes for the target communities. 

Next Steps

CSL is currently in the data collection and analysis phase, incorporating insights from the consultation workshop into the final market trend assessment report. The study is expected to be completed and submitted to Oxfam GB by March 15, 2024. 

This initiative is a significant step towards bridging the skills gap and empowering marginalized groups with industry-relevant digital skills, contributing to their economic and social upliftment. 

20Oct, 2023
Day-Long Workshop Held for Resource Mobilization Audit of YPSA

Day-Long Workshop Held for Resource Mobilization Audit of YPSA

Chattogram, October 19, 2023 – Creative Services Limited (CSL) successfully conducted a day-long workshop as part of the Resource Mobilization Audit for Young Power in Social Action (YPSA) at their conference room in Chattogram. The workshop was attended by senior management staff of YPSA, along with key stakeholders involved in the organization’s fundraising and financial sustainability efforts. 

Workshop Objectives and Key Discussions

The primary objective of the workshop was to assess YPSA’s existing resource mobilization efforts, identify challenges, and explore opportunities for diversifying funding sources. The workshop served as a platform for: 

  • Reviewing YPSA’s current funding landscape, including donor contributions, corporate partnerships, grants, and internal revenue generation.
  • Identifying gaps and challenges in YPSA’s resource mobilization approach.
  • Exploring innovative fundraising strategies to ensure long-term financial sustainability.
  • Engaging key stakeholders to gather insights and recommendations for improving YPSA’s resource mobilization framework.
CSL’s Role and Study Scope

Creative Services Limited (CSL) has been commissioned to conduct a comprehensive Resource Mobilization Audit and subsequently develop a Resource Mobilization Strategy for YPSA. The assignment includes: 

  • Evaluating existing funding mechanisms and their effectiveness.
  • Assessing donor engagement and relationship management practices.
  • Analyzing fundraising trends and emerging opportunities in the non-profit sector.
  • Developing a sustainable and diversified Resource Mobilization Strategy tailored to YPSA’s mission and operational context. 
Resource Persons and Expert Contributions

The workshop was facilitated by three resource persons with extensive expertise in fundraising, financial sustainability, and non-profit resource mobilization: 

  1. Kazi Nabiul Haque – Specialist in financial management and donor relations.
  2. Humayun Kabir – Expert in strategic fundraising and institutional sustainability.
  3. Barkat Ullah – Consultant in grant acquisition and corporate partnerships.

These experts provided guidance on best practices, innovative funding models, and effective donor engagement strategies, helping YPSA refine its approach to securing financial resources. 

Next Steps and Timeline

Following the workshop, CSL will conduct a detailed audit and analysis of YPSA’s resource mobilization efforts, incorporating insights from the workshop into the final strategy document. The assignment is scheduled for completion by November 30, 2023, after which CSL will present a comprehensive Resource Mobilization Strategy aimed at strengthening YPSA’s financial sustainability. 

This initiative is a critical step in enhancing YPSA’s capacity to attract and manage diverse funding sources, ultimately enabling the organization to expand its impact and reach within Bangladesh’s development sector. 

18Oct, 2023
Day-Long Workshop Held for Fundraising Audit of Rupantar

Day-Long Workshop Held for Fundraising Audit of Rupantar

Khulna, October 17, 2023 – Creative Services Limited (CSL) successfully conducted a day-long workshop as part of the Fundraising Audit for Rupantar, a leading development organization in Bangladesh. The workshop was held at Rupantar’s Training Center in Khulna and was attended by senior management staff and key personnel involved in resource mobilization and fundraising. 

Workshop Objectives and Key Discussions

The primary objective of the workshop was to assess Rupantar’s current fundraising mechanisms, identify challenges, and explore opportunities for sustainable financial growth. The workshop focused on: 

  • Reviewing Rupantar’s existing fundraising strategies, including donor relations, corporate partnerships, and self-generated revenue.
  • Identifying gaps and challenges in securing sustainable funding.
  • Exploring innovative and diversified fundraising approaches to enhance financial stability.
  • Engaging key stakeholders to gather insights for refining Rupantar’s resource mobilization framework. 
CSL’s Role and Scope of the Fundraising Audit

Creative Services Limited (CSL) has been commissioned to conduct a comprehensive Fundraising Audit and subsequently develop a Fundraising Strategy for Rupantar. The key components of the assignment include: 

  • Assessing current fundraising efforts to determine strengths and areas for improvement.
  • Analyzing funding trends and potential opportunities in Bangladesh’s development sector.
  • Evaluating donor engagement practices and identifying strategies for better retention and expansion.
  • Developing a long-term Fundraising Strategy that aligns with Rupantar’s mission and sustainability goals.
Expert Resource Persons and Their Contributions

The workshop was facilitated by three seasoned resource persons with extensive experience in fundraising, donor relations, and financial sustainability for NGOs: 

  1. Kazi Nabiul Haque – Expert in financial management, donor engagement, and resource diversification.
  2. Humayun Kabir – Specialist in strategic fundraising, proposal writing, and institutional sustainability.
  3. Barkat Ullah – Consultant in grant acquisition, partnership building, and fundraising innovation.

These experts provided practical insights and best practices for improving Rupantar’s fundraising effectiveness. Discussions included grant writing strategies, corporate social responsibility (CSR) engagement, impact-driven storytelling for donor appeals, and leveraging digital fundraising platforms. 

Next Steps and Project Timeline

Following the workshop, CSL will conduct an in-depth analysis of Rupantar’s fundraising framework, incorporating the insights gathered into a comprehensive Fundraising Strategy. The final report will include actionable recommendations, tailored fundraising models, and strategic donor engagement plans. 

The assignment is expected to be completed by December 21, 2023, with CSL presenting the final Fundraising Strategy to Rupantar’s leadership for implementation. 

This initiative marks a significant step toward enhancing Rupantar’s financial resilience and long-term sustainability, enabling the organization to expand its programs and impact in the communities it serves. 

15Jul, 2023
8 Essential Promotional Documents for NGO Fundraising

8 Essential Promotional Documents for NGO Fundraising

Md. Humayun Kabir

NGOs need to develop a number of promotional documents for fundraising. Donor’s communication package comprises many documents that NGO needs to develop. The list of essential documents that should be included in the communication package are:

1. Organizational Profile: An organizational profile is a framework for understanding the internal and external factors that shape the operating environment of an organization.

An organizational profile may cover the following:

• Foundation History
• Legal status
• Vision
• Mission
• Values
• Principles
• An organizational governance structure with key functions and authority at all levels
• Strengths/specialization/Nish area
• Recognition/Affiliation
• Experiences and significant achievements.
• A brief on strategic plan and priorities
• Summary of programs and projects for each thematic areas ( Past and present)
• Geographical and population Coverage
• Partnership in the past and present
• Networks and memberships
• Staff Strengths and training
• Annual turnover for last 3 Years
• List of Policy and strategic Documents
• Research and Publications, if any
• Summary of office IT and automation

Once the generic profile is developed, it needs to be customized corresponding to donor expectations/compliance and program priorities so that the donor’s expectation to learn about your NGO can be well explained and utilized for marketing.

2. Annual Report: An annual report contains a year-end summary of your organization’s program and financial status. As an NGO, this will help you assess your organization’s financial decisions and expenses in the past year for you to properly allocate a designated budget for the following year.

An annual report may cover the following:

• Message From Chair
• Statement from CEO or Executive Director
• Mission and Vision.
• Key Program Activities and Accomplishments
• Stories of Change
• Financial Statements.
• Lesson Learnt
• Future Goals/Way Forward

3. Strategic Plan: The strategic plan is the key instrument to represent on program and institutional development strategy following its vision and mission and goal for certain period of time like three to five years.

A strategic plan may cover the following:

• Contextual analysis (external: Global and national;
• Contextual analysis internal: organization’s program, priorities and management.
• Strategic review of the past: Program, finance and management of NGO.
• Nish area of the organization
• Setting strategic objectives where key areas will be considered that include
    o institutional development,
    o program strategies for various thematic areas,
    o financing strategies for different programs
• Sustainability at a) institutional level, b) program level and c) financing level

4. Project Summary: NGO must have completed a number of projects under different thematic areas like health, education, livelihood, environment, rights and empowerment, etc. Based on past experience as well as current projects, each NGO needs to prepare a matrix using the following information for ready reference for donors’ communication and presentation.

• Name of Project
• Key activities
• Location
• Duration/ Years
• Donor
• Budget

5. Project concept paper: NGOs need to develop/prepare concept papers in advance in consideration of their past experiences, lessons learned, identified program priorities in the country, donors’ priorities in the country, innovative ideas, and lessons learned. Each concept paper may need to be customized following its thematic nature and donor guideline.

A project concept paper may cover the following:

• Specific Issues with cause analysis in brief.
• Relevance/Rationales of the issues to your target areas/ target people
• Position and priorities of the issue in national context.
• Setting an overall objective of the proposed project specifying its thematic areas
• Identified key interventions for the project.
• Expected results to be achieved by end of the project
• Resource Implications like financial resource (an estimated lump sum figure) and other resource like human resources, logistic resources, infrastructure facilities, etc.
• Potentials for a consortium approach
• Own contribution in resources

6. Project Proposal: Writing a project proposal is an art of communication and a comprehensive presentation for seeking donors’ funds from any donor/development agency.

A project proposal may cover the following:

Technical

• Executive Summary
• Background and Justification
• Project relevance and rationales
• Situation/Problem analysis
• Issues, causes and effect
• Beneficiaries and project areas
• Log-frame/Theory of change
• Project goal, objectives, activities,
• Expected impact, outcomes, outputs with indicators
• Activities under each output and outcomes
• Approach, methodology, other implementation strategy and priorities.
• Stakeholders and roles
• Resource implications
• Monitoring and evaluation
• Documentation and Reporting
• Risk and mitigation
• Sustainability
• Budget (annex) (based on cost activities)

Financial

• Salary and benefits
• Consultant fees
• Transport and travel cost
• Maintenance cost
• Utility charges
• Training/workshop/seminar
• Meeting/consultation/
• Input support cost
• Equipment cost
• Stationary and supplies
• Printing
• Communication cost

7. Research/Study Paper: Research/ Study provides a clear understanding of the current situation, identifies gaps, and provides valuable insights that guide the development of appropriate interventions and the establishment of indicators to track progress towards achieving desired outcomes.

A research/study paper may cover the following:

• Executive summary
• Introduction
• Background
• Objectives and methodology
• Key findings (quantitative & qualitative)
• Observations and Findings (Detailed Narrative)
• Identified benchmarks by outcomes, outputs and indicators and compare with District and National data.
• Programming Opportunities/recommendation
• Limitations of the survey
• Recommendation
• Conclusion

8. Project Evaluation Report: A project evaluation is the study conducted after the end of that project. The results of the project evaluation are measured against some comparative data – ideally the baseline survey – often as part of an impact evaluation.

A project evaluation report may cover the following:

• Executive summary
• Introduction
• Project description
• Objectives of evaluation
• Methodology
• Relevance
• Impact
• Effectiveness
• Efficiency
• Sustainability
• Lessons learned
• Recommendations
• Conclusions

The article was written by Md. Humayun Kabir, an Independent Consultant, and Director, Creative Services Limited. Email: humayun@cslbd71.com

2Jul, 2023
10 Vital Policies and Procedures in the Workplace

10 Vital Policies and Procedures in the Workplace

Md. Humayun Kabir

A workplace policy outlines in detail what is expected of employees in terms of performance and behavior. Employees are instructed on how to carry out those policies by a workplace procedure. Together, policies and procedures provide workers with a comprehensive picture of their workplace. In this post, we go over a few workplace policies and processes as examples.

It’s critical for employees to be familiar with the rules and regulations at work. Your working life can be improved by being aware of the policies and processes that affect you. It explains your obligations and legal rights to you. Here are 10 actual policies and procedures from the workplace:

1. Code of conduct

Most businesses follow a common policy known as a code of conduct. It is a set of guidelines that employers anticipate their staff to abide by. The regulations lay out the anticipated conduct for all employees.

A code of conduct policy may cover the following:

  • General Responsibilities
  • Safeguarding for the Vulnerable People
  • Conflict of Interest
  • Confidentiality
  • Organization Property
  • Attendance and Punctuality
  • Dress and Demeanor
  • Financial Responsibility and Accountability
  • Use of Organization Equipment
  • Integrity and Organization Ethics
  • Public Statement
  • Safety
  • Environment
  • Gifts and Entertainment
  • Compliance
2. Child Protection Policy

A workplace child protection policy safeguards children’s welfare by preventing abuse, neglect, and exploitation of them.

A child protection policy may cover the following:

  • Guiding Principles
  • What to do
  • What not to do
  • Training on Child Protection
  • Signing Code of Conduct
  • Observation of National and International Days on child rights issues
  • Campaign from Digital Platform
  • Response to Child Protection
  • The Child Protection Committee (CPC)
3. Sexual Harassment Elimination Policy

A workplace sexual harassment elimination policy promotes the well-being of staff and program participants that protects them from sexual abuse and harassment

A sexual harassment elimination policy may cover the following:

  • Scope of Policy
  • Conducts Considered as Sexual Harassment
  • Training on Sexual Harassment Elimination Policy and Procedure
  • Signing Code of Conduct
  • Observation of National and International Days
  • Campaign from a Digital Platform
  • Response to Sexual Harassment Protection
  • The Sexual Harassment Elimination Committee (SHEC)
4. Workplace Bullying & Violence Prevention Policy

A workplace bullying & violence prevention policy promotes the well-being of staff and program participants that protects them from harassment, bullying, threats, and violence in the workplace.

A workplace bullying & violence prevention policy may cover the following:

  • Scope of Policy
  • Behavior considered violence in the workplace
  • Training on Workplace Bullying and Violence Prevention Policy and Procedure
  • Signing Code of Conduct
  • Campaign from a Digital Platform
  • Response to Bullying and Violence Complaints
  • The Workplace Bullying and Violence Prevention Committee (WBVPC)
5. Whistleblowing Policy

A workplace whistleblowing policy encourages staff, volunteers, and program participants to come forward with credible information on illegal practices or violations of adopted policies of the organization.

A whistleblowing policy may cover the following:

  • Scope of the Policy
  • Reporting
  • Confidentiality
  • Anonymous Allegations
  • Untrue Allegations
  • Procedure for Making Allegation
6. Conflict of Interest Management Policy

A workplace conflict of interest management policy provides organizational guidance to the relevant entities (staff and volunteers) in identifying and fighting actual and potential conflicts of interest with a view to establishing good governance in the organization’s all operations and practices through accountability, transparency, and integrity.

A conflict of interest management policy may cover the following:

  • Definition of Conflict of Interest and Other Relevant Terms
  • Compliance Requirement
  • Scope of the Policy
  • Disclosure of the Conflict of Interest
  • Record Preservation
  • Action after Disclosure
  • Response to Non-Compliance
  • Training
7. Anti-Fraud, Anti-Bribery & Anti-Corruption Policy

A workplace anti-fraud, anti-bribery & anti-corruption policy provides organizational guidance to the relevant entities (staff and volunteers) in identifying and fighting actual and potential conflicts of interest with a view to establishing good governance in the organization’s all operations and practices through accountability, transparency and integrity.

An anti-fraud, anti-bribery & anti-corruption policy may cover the following:

  • Definitions of Terms- ‘Fraud’, ‘Bribery’, and ‘Corruption’
  • Due Diligence and Risk
  • Compliance with Laws and Regulations
  • Scope of the Policy
  • The Organization’s Responsibility toward Compliance with the Policy
  • Awareness and Sensitization
  • Reporting
  • Responding
8. Data Protection Policy

A workplace data protection policy ensures an adequate level of data protection. This policy describes how this personal data must be collected, updated, handled and stored to meet the organization’s data protection standards

A data protection policy may cover the following:

  • Scope of Data Protection Policy
  • Data Protection Policy Principles
  • Data protection risks
  • General guidelines for data protection
  • Data storage guidelines
  • Data usage guidelines
  • Data updating guidelines
  • Disclosing data for other reasons
  • Responsibilities of concerned people
  • Violation of policy and administrative measures
9. Complaint and Response Mechanism (CRM) Guideline

A workplace complaint and response mechanism guideline sets out the procedure for receiving, recording, and responding to complaints or feedback from the communities and customers.

A complaint and response mechanism guideline may cover the following:

  • Scope to Complaining
  • Complaint Receiving, Recording and Responding Procedure
  • Receiving Verbal and Written Complaints
  • Acknowledging Complaints
  • Registering Complaints
  • Resolving Complaints
  • Responding to the Complainant
  • Appeals Process
  • Management of the CRM Guideline
  • Designing a Complaints Mechanism
  • Training for Staff
10. Gender Policy

A workplace gender policy works to strengthen the organization as a gender-sensitive organization and to contribute towards reducing gender inequality in the family, community, society, and the state. The Gender Policy aims at facilitating the narrowing the gender gap and strives for attaining equitable social and economic development by integrating gender perspectives in development programs.

A gender policy may cover the following:

  • Measures for Organization Governance Structure
  • Measures for Recruitment Leave, Promotion, Posting and Dismissal for female staff
  • Measures for Financial and other material benefits      
  • Measures for Infrastructure and other special benefits              
  • Solving Specific Problems of the Female Staff
  • Values and Code of Conduct
  • Workload Review (Menstruation Period, Pregnancy Period, breast feeding)
  • Program designing, planning and implementation
  • Advocacy & networking
  • Information, Education and Communication (IEC)
  • Training on Gender Promotion
  • Increased Engagement of Women in Governance of the Organization
  • Engagement of women participant in program cycle management
  • Observation of National and International Days
  • Campaign from Digital Platform
  • The Gender Promotion Committee (GPC)

The article was written by Md. Humayun Kabir, an Independent Consultant, and Director, Creative Services Limited. Email: humayun@cslbd71.com

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Process to Develop Policies and Procedures for an NGO

25Jun, 2023
Process to Develop Policies/Procedures for an NGO

Process to Develop Policies and Procedures for an NGO

Md. Humayun Kabir

Non-Governmental Organizations (NGOs) require clear and standardized policies and procedures to ensure effective governance, transparency, and accountability. Well-defined policies guide organizational behavior, reduce operational risks, and ensure compliance with legal and regulatory requirements. Moreover, documented procedures enhance donor confidence by demonstrating a commitment to institutional management and ethical standards.

Policies serve as a framework to manage human resources, financial systems, beneficiaries, and partnerships. They reduce misunderstandings, resolve conflicts, and provide staff with clarity regarding their responsibilities. To be effective, these policies must be systematically developed, inclusive of stakeholder input, and regularly reviewed to reflect evolving needs and external changes.

Below is a structured process for developing policies and procedures for an NGO:

1. Identify the Issue: The first step is to determine the specific operational or compliance-related issue the policy should address. These may involve internal matters such as staff management, procurement processes, financial control, or external regulatory compliance. Issues should be prioritized based on organizational risk and operational impact.

2. Form a Policy Development Team: A multidisciplinary team should be assembled, including department heads, staff representatives, and, if needed, external consultants. Involving legal advisors is essential to ensure alignment with national laws and international standards. The team will be responsible for gathering input, drafting content, and managing the policy development process.

3. Conduct Research and Gather Data: The team should review existing policies, relevant legal frameworks, and industry best practices. Internal surveys, staff interviews, and consultations with similar organizations can provide valuable insights. Benchmarking helps ensure the policy reflects sectoral norms and legal obligations.

4. Draft the Policy or Procedure: The draft should be written in clear, accessible language, avoiding technical jargon. It must include:

• Purpose and Scope: Why the policy exists and whom it applies to.
• Policy Statement: The organization’s position or rule.
• Procedures: Step-by-step guidance for implementation.
• Roles and Responsibilities: Who is accountable for what.
• Compliance and Enforcement: Monitoring mechanisms.
• Review and Update Process: When and how the policy will be revised.

5. Review and Revise: The draft should be circulated to relevant stakeholders for feedback. Suggestions and concerns should be evaluated, and the policy revised accordingly. Legal advisors must review the final version to ensure compliance and risk mitigation.

6. Approval and Endorsement: The finalized draft should be submitted to the governing authority—typically the Board of Directors or Executive Director—for formal approval. An official resolution or memo should be issued to document the endorsement.

7. Implementation and Communication: Once approved, the policy must be effectively communicated throughout the organization. Orientation sessions, training workshops, and accessible documentation are essential to ensure all staff understand and adhere to the policy.

8. Monitoring and Periodic Review: Policies should be reviewed every 2–3 years, or sooner if required. A review committee should assess the effectiveness of current policies, consider staff feedback, and propose amendments. Any revisions must be formally approved prior to implementation.

An NGO needs the following Policies/Procedures

An NGO should have enough rules, regulations, and procedures to demonstrate its compliance and organizational strength. There is a list of rules, regulations, and recommendations, including but not limited to the following list:

Anti-Fraud, Anti-Bribery, and Anti-Corruption Policy
Anti-Human Trafficking and Modern Slavery Policy
Anti-Terrorism and Extremism Policy
Asset Management Policy
Conflict of Interest Management Policy
Consultancy Assignment Management Policy
Data Security Policy
Due Diligence Policy
Duty of Care and Security Policy
Environmental Policy
Equality and Diversity Policy
Financial Management Policy
Gender Policy
Governance Policy
Grant Management Policy
Health and Safety Policy
HR Management and Development Policy
Information Disclosure Policy
IT and Cyber Security Policy
Partnership Development Policy
Procurement Policy
Quality Assurance Policy
Risk Management Policy
Safeguarding Policy
Sexual Harassment Elimination Policy
Staff Grievance Policy
Whistleblowing Policy
Workplace Bullying and Violence Prevention Policy

The article was written by Md. Humayun Kabir, an Independent Consultant, and Director, Creative Services Limited. Email: humayun@cslbd71.com