Tebesbest HUMAN RESOURCE MANAGEMENT and FINANCIAL MANAGEMENT POLICIES
http://fruixstorage.co.uk/?feed=mphb.ics POLICY STRUCTURE OF RAHAMA
http://fourstreetschichester.org.uk//?author=3 ⦁ Villanueva de la Cañada HUMAN RESOURCE MANAGEMENT POLICY
RAHAMA being an offshoot of FORUT, is bound by certain governance mechanisms which have been internationally accepted. RAHAMA has built it’s policies along with this International framework to build on its 4 essential principles: PEACE, EQULAITY, ACCOUNTABILITY, and BROTHER HOOD. Accordingly, the key features of HR Management Policy delve into the personal Integrity reflected through: Comply with People’s aspirations; Respect for gender sensitization; Respect for Authority; Love for Truth and respect subordinates.
⦁ FINANCIAL MANAGEMENT POLICY
RAHAMA has a set of books and records and accepted software to maintain all the accounts as per the standard accounting practices in accordance with the ‘Regulations’ in Part (1) of the Government notification publicized through extraordinary Gazette dated October 15th. 1999. This Financial Policy helps:
⦁ To assist in the maintenance of controls.
⦁ To provide a training and monitoring resource.
⦁ To be used as a reference document by the staff, management, auditors and other stakeholders.
The standards and practices adhered by RAHAMA in maintaining records and reporting are in accordance with the norms articulated in the following:
⦁ SLAS – Sri Lanka Accounting Standards
⦁ SLAuS – Sri Lanka Auditing Standards
⦁ Financial Procedure Manual – RAHAMA
⦁ IAS – International Accounting Standards
⦁ Co-operative Societies Act (11of 1992)
⦁ The Non-Government Organization Act (2002)
Accounting practices of RAHAMA are closely monitored by the Board of Management as advised by the Statutory Auditor and changes in practices are effected as required after necessary reviews at different levels.
HOW WE ARE DIFFERENT
RAHAMA has a set of books and records and accepted software to maintain all the accounts as per the standard accounting practices in accordance with the ‘Regulations’ in Part (1) of the Government notification publicized through extraordinary Gazette dated October 15th. 1999. This Financial Policy helps:
⦁ To assist in the maintenance of controls.
⦁ To provide a training and monitoring resource.
⦁ To be used as a reference document by the staff, management, auditors and other stakeholders.
The standards and practices adhered to by RAHAMA in maintaining records and reporting are in accordance with the compliance norms articulated in the following:
⦁ SLAS – Sri Lanka Accounting Standards
⦁ SLAuS – Sri Lanka Auditing Standards
⦁ Financial Procedure Manual – RAHAMA
⦁ IAS – International Accounting Standards
⦁ Co-operative Societies Act (11of 1992)
⦁ The Non-Government Organization Act (2002)
Accounting practices of RAHAMA are closely monitored by the Board of Management as advised by the Statutory Auditor and changes in practices are affected as required after necessary reviews at different levels.
As revealed through different research and studies, the dependency mind-set of the conflict affected communities is a common feature prevailing during the post conflict period. While such mentalities become common features among those affected due to the protracted conflicts, the impact of such attitudes turn out to be hindrances to achieve sustainability of the development processes alighted.
RAHAMA was established as an agency not to continue the relief model of work in war affected districts in the North, but to follow a changed approach in the provision of assistance for families returning to be resettled. This is vital since transitional capability and capacity, both to monitor and operate are essential features instead of continuing the attitudes of dependency accommodated in the welfare camps.
Thus Securing livelihood and to prepare the communities for a durable change in a capacitated transitional process is the focus of RAHAMA. Nevertheless, It is certain that this process of revitalizing capacitated capabilities is not an easy task amidst of the community set up which is tuned to access delivery and relief, for a period of three decades starting from early 80s. RAHAMA as a newly started organisation felt the need to influence the government mechanisms on the needs of changed approach while confirming with the line agencies too, also including the military forces. For this task we utilized needed resources of both human and financial. In this context the programs are designed and managed with the results based management model.
Fortunately, RAHAMA could possess consent of both the donors and the Government agencies with the acceptance of our concept of the changed theory, our vision/mission so as to execute a more independent and people oriented recovery and rehabilitation process of development to go ahead with 5 years perspective.
In line with the transitional theory and the anticipated changes in the post conflict phase a significant demand has emerged to inspire the women headed households to access the mainstream of recovery and rehabilitation processes. On a similar account the youth population, who had spent their childhood during the conflict expressed their desire to engaged in the processes, towards development also seeking opportunities to participate and to contribute to the reconstruction work in the region. Moreover, the jeopardies of the usage of alcohol, tobacco and harmful drugs, actions against child labour, relieving low income families from the harmful borrowing practices followed by alternatives, popularising organic fertilizer were major issues creating direct or indirect impact of the process from recovery to development.
Our operational modality was to revitalize the strategic moves with the alliance of stake holders in the region, moving several steps ahead of relief measures which made a clear difference between us and the other executors.
Although this is a highly challenging process, the results produced are very favourable and accepted by the communities who were involved in the courses of action. Besides the positive responses from the communities we also received appreciation form the government agencies, encouraging us to move along the changed theory to establish a positive operational modality in order to shrink the dependency disorder enabling families to grow.
Education Empowerment, Entrepreneurial development, etc. have been key areas added to our development work to rebuild the war torn societies and to make them to work towards self attainment along with the sustainable targets of development. Isn’t this making us different from others !