To improve learning environment in primary schools
We denounce with righteous indignation and dislike men who we are to beguiled demoralized by the charms of pleasures that moment, so we blinded desires, that they indignations.
News & Updates
• Procurement Policy
• Finance Policy
• HR Policy
• SADA Procurement Policy:
The purchase of goods and services is necessary for the smooth operation of the organization. The aim of the internal control system for the supplying of goods and services is to ensure orders are handled by individuals having skills in evaluating what purchases are required from suppliers offering the best deals, to ensure purchases made do not exceed the budget provided and to ensure purchased goods and services conform with the quantity and price specified in the order.
SADA follow certain methods in purchasing goods, equipment and services required for the needs of the organization or its projects. Use of competitive bidding is a priority practice. The first criterion in choosing a supplier is the lowest bid. However, if a supplier does not provide the required level of service or an adequate guarantee, then other criteria is considered. SADA specify in the purchase file the reasons the lowest bid was not chosen.
• For purchases under $ 300, a price survey by telephone of two suppliers is sufficient for determining the supplier.
• For purchases above $ 300, a quotation/invoice is obtained from three local suppliers.
• Purchases from a sole source is explained in the purchase file.
The purchase file contain all the documents pertaining to each transaction, i.e. the purchase requisition, quotations, contact information of suppliers purchase contracts or orders, invoices, delivery slips and any other pertinent documents.
SADA Employees making purchases as part of the project activity or organizational work follow these mechanisms:
a. Requisition form – SADA employee requesting a purchase fills this form, has it approved by the Executive Director of SADA and sends it to finance division.
b. Order form – SADA finance division issues the order form, after it is signed by the Executive Director of SADA. The Purchase officer will make the purchase successful on the basis of the order form.
c. Delivery slip – After the purchase has been made, a delivery slip is issued by the finance division of SADA for the supplier, who will sign it and give it back to the finance division of SADA.
• SADA Financial Policy:
Signatories to Cheque Books:
The President of SADA, Finance Manager is authorized signatory to SADA NGO’s cheques. Money can be released by the signatures of two signatories. However, any cheque of more than $5000 will require the signature of the SADA President.
Types of Accounts
The following three types of accounts will be maintained by SADA:
(1) Central Account:
All income accrued to SADA will be deposited in the Bank. The President of SADA and Finance Manager are authorized to operate the bank account. Two signatures of either of these officials will be required for fund disbursement.
(2) Savings Account:
NGO will keep fixed deposit savings account for its trust fund.
(3) Petty Cash Fund:
A petty cash fund of $10000 is kept to cover payments not exceeding $10000. The Finance Manager/ Accountant handle this account and is to liquidated every two weeks.
Finance Manager of SADA ensures proper handling of petty cash fund through surprise checks from time to time.
Payments for Staff Salaries:
i . Payment Calendar
Staff salaries are paid within seven days following the completion of the month. Individual cheques are issued to the SADA employee concerned.
ii. Staff payroll
Staff payroll (salary sheet) is prepared by the SADA Accountant as the basis of payment. The staff payroll contains information on the employees’ basic salary for the month, allowances if any, deductions and net salary payable. The staff payroll is checked by the Finance Manager and approved for payment by the Executive Director of SADA.
iii. Advance Pay
SADA employees may take advance payment of up to 3 months (after completion of 3 months probation), if urgently required. The advance must be returned/reimbursed before the end of that particular fiscal year.
For travel purposes, SADA employees are given cash advances for expenses covered on official trips. Request for cash advances is prepared by the personnel concerned, recommended by the Finance Manager and is approved by the President. All cash advances for travel are liquidated within a week following the completion of the trip.
iv. Tax Deduction at Source
SADA deduct tax at source where applicable as per Government rules.
b. Payment for Contractual Services:
Payment for contractual services is done through cheque disbursements. The schedule of payment depends on the Terms of Reference (TOR) agreed upon by the personnel concerned and SADA. Payments are covered by a Request for Payment Form prepared by the accountant and approved by the Executive Director.
Procedures for Fund Disbursements:
• All requests for payments are made using the appropriate forms.
• Requests for payments are properly substantiated with bills/receipts and essential documents.
• Requests for payments are prepared by accountant and submitted to Executive Director for checking and approval.
Book Keeping and Recording:
The recording system of SADA financial transactions allows monitoring bank balances, status of funds receipts and expenditures, and a comparative statement of budget vs. actual expenditure on a regular basis.
SADA maintain records of fixed assets, petty cash disbursements, supplies, inventory, the use and maintenance of office equipment.
The following sets of financial reports are prepared by SADA NGO:
A. Quarterly financial reports is prepared for review by each individual project manager of SADA specific projects as well as of its core activities. This quarterly report is reviewed by the Board of SADA. Financial reports to donors is submitted as prescribed in the agreement between donors and SADA.
B. Annual Balance Sheet and Statement of Income and Expenditures is prepared for each fiscal year.
Books of Accounts of SADA are audited annually by an independent auditor appointed by the General members. SADA hire internal auditor in order to streamline its accounting systems and procedures.
• SADA Staff Management Principles and HR Policies
Managing staff in a community organization requires a combination of reasonable and relevant tools for the teams, the development of skills and a management approach that is supportive but also very clear about standards and the need to focus on the clients. All staff members need to have a sense of common purpose, a feeling of being relevant and valued but also a clear understanding of what is negotiable in their job and what is not negotiable but it is reasonable to expect them to do.
From time to time the basic principles of managing staff in the sector can become lost in the pressures of actually meeting the day-to-day needs of clients, managers and other stakeholders. However, every community service is obviously only as effective as the way it selects and manages every one of its staff and it is useful to go back to basic principles and review you staff management.
Managing staff requires good recruitment, strong management systems to work to and the ability to convert clear staff principles into actions.
The basic principles include the following.
• A common sense of purpose: Often the reason for staff being there is not discussed and they are not regularly reminded of the history and accomplishments of the organization.
• Well thought-out values, such as honesty, respect and so on – that are discussed with staff and used as the foundation for any actions or reactions of management.
• Simple rules or policies that are accessible and in plain English that provide the information about actions and behavior that are required and those that are not.
•Every person knows exactly why they are there, what has to be done, how to do it and when it is done properly.
• Clear sign that staff members are valued – including reasonable working conditions, market rates of pay, respectful, client focused and staff supportive management.
• Trust is developed in each staff member and in turn each staff member can have trust in the leadership – honesty and integrity at the centre of all relationships in the organization.
• Clarity in what is negotiable and what is not negotiable for staff as a whole and what each staff member is allowed to do – and what independence he or she has in each situation.
• Clear goals for what the organization wants from its staff as a whole, each team and each individual.
•A simple approach to managing staff based on a coaching model where team leaders and managers work with and not “on top of” staff
• Problems are dealt with immediately but within the values and guidelines of the organization.
SADA Employee Management List:
•Our workers are well trained, highly motivated and appropriate for our organization and staff.
•Our team leaders and managers are well trained, highly motivated and appropriate for our organization and staff.
•Getting new staff who are appropriate is not too much of a problem for us.
•Our turnover of staff workers is low.
•Our turnover of staff/managers is acceptable.
•We have adequate and affordable training for staff.
•We have adequate training for managers and team leaders.
•Our managers and team leaders have adequate knowledge of appropriate ways to manage staff
•Our organization manages change well.
•We have access to relevant and usable information on industrial relations/legal conditions of employing staff.
•We can obtain good information on employment conditions and practices in the sector.
•Our recruitment is effective.
•Our managers/leaders understand the implications of government legislation that affects employing staff.
•Our performance management system works really well.
•Our methods of managing difficult staff are effective.
•Our staff works in a very safe environment.
•Our induction program for new staff is effective.
20. Our staff are willing to follow policies and procedures.
Social Association for Development of Afghanistan (SADA) is a non-governmental, non-for-profit and non-political Humanitarian and Development organization. SADA was founded in 1994 when Afghanistan was severely affected by internal war and access to any humanitarian facilities and services was practically debarred.
SADA was established with a vision of “To alleviate poverty and human sufferings to see educated, self-reliant, peaceful and developed Afghanistan” by enhancing access to quality and free education, improving health system, upgrading local agriculture & irrigation systems, increasing awareness around hygiene and sanitation, and advocating for the rights of women & children.
SADA has started its first operation in Kandahar province by implementing a UNOPS funded WASH project with the total fund of $12,657 in 1996. SADA gradually expanded its operations across the southern region by establishing partnerships with UNOPS, UNDP, UNWFP, UNICEF, UNHCR, Malala Fund, Street Child – Children in Crisis, GPE, JICA, Action Aid, ZOA Refugee Care, Royal Netherland Embassy, PRT and the government of Afghanistan.
SADA has been able to successfully implement over three hundred small and large humanitarian and developmental projects in various sectors across the country. Those projects have greatly contributed in improving the living conditions of hundreds of thousands needy people. SADA built up strong relationships with communities and gained a particular acceptance among the local people.
SADA is headquartered in Kabul and currently has sub offices in Kandahar, Zabul, Helmand, Sari-Pul, Faryab and Urozgan provinces. On the basis of service delivery, the organization has good reputation among donor organizations, government officials, Community elders and other stakeholders.