Organisation Management Policies And Rules

This book of organisation Management Policies and Rules is revised every three years and new chapters are added on as they emerge in the changing context.


  • Governing Policies:

The Organisation emphasizes on Gender inclusive and democratic Participatory systems in the organisation. The Governing Body makes all decisions concerning the organisation, while senior staff as Project Management Committee makes all decisions concerning all project activities. Each Governing Body member is assigned with responsibility of a sub-committee.



  1. General Body meets once in a year. GB reviews membership every year by paying a fee of Rs. 100/-.
  2. Governing Body members are chosen from among knowledgeable, well informed persons from different fields for a period of three years at a time.
  3. The Governing Body from among its members choose a Chairperson, a Treasurer, and a Vice Chairperson for 3 years at a time.
  4. Governing Body meets every quarter.
  5. The Project Management Committee meets as frequent as felt needed and briefs the Governing Body on the progress of activities every three months.


  • Recruitment Policy:

The Governing Body from among its members elect one as member Committee for recruitment of organisation staff in association with the Chairperson and Program Director. This committee recruits personnel in a due process of selection keeping in view gender balance. It is a deliberate policy of the organisation to involve women staff in management leadership.



  1. Job requirement is advertised in local daily news papers.
  2. A preliminary screening based on Academic qualification and related certificates is done.
  3. A common written test is held and candidates securing minimum qualifying mark of 40% are called for oral interview for oral interview.
  4. Selected candidates are appointed on probation for six months after which one has to sign a job contract for 3 years at a time which may be renewed depending on availability of resources
  5. Personnel Committee may terminate contract of any staff on the advice of the Program Director for breach of discipline, inefficiency, deliberate behaviour of negligence, immorality and financial indiscipline. However, such allegations against any staff should be proved through a due process of investigation by a team of Grievance Redressal Committee.
  6. Rise in position and raise in salary shall be based on competence, skill and creative initiatives one brings in the organisation’s works rather than long loyal service.
  7. A profile of each staff is maintained recording service details of appointment, academic qualification, experience, salary, promotions and training courses attended.
  8. Job vacancies caused by resignations or/removal unless newly created and in cases of known capacity the Program Director can replace or appoint.


  1. Staff Welfare Policy:


Except staff on probation and those engaged on daily wage basis all confirmed staff shall be entitled to:

  1. Contributory provident fund (12%) of basic pay from own salary and 12% organisation – 24%
  2. Gratuity 4% of basic pay
  3. CPF account is opened for each staff and so is for gratuity.
  4. On event of death of a staff member the family shall be given three months salary.
  5. Interest free Emergency loan for health and for acquisition of asset for livelihood may be arranged against salary for 3 months recoverable in next 6 months.
  6. In case of termination of job contract two month’s salary shall be given (only for confirmed staff). However staff opting to leave on their own will shall not be entitled.
  7. Gratuity shall not be entitled to those who has worked for less than three years. Gratuity is deposited in a common Bank account but respective Ledger a/c.
  8. Life insurance Policy for both Governing Body members and confirmed staff unless averaged is purchased and premium payment is born by the organisation as long as one continues in the organisation.


  1. Attendance, Holidays and Leave Policy:


Office timing is 9.30 am. – 4.00 pm. Attendance register is maintained. All National Holidays are mandatory holiday but those based on religious festivals will be restricted holidays and may be adjusted with local holidays. All Saturdays are half holiday and all second Saturdays are holiday.


Staffs are entitled to three kinds of leave: Casual, Sick, Maternity/Paternity



  1. Three days late coming will be treated as one day absent
  2. Attendance report is presented by administration during quarterly review
  3. Staffs are entitled to 12 days Casual Leave in a year but 3 days at a time.
  4. Unauthorized leave is liable for deduction of salary.
  5. Sick leave beyond six days should be with doctors prescription
  6. Sick leave beyond 2 months at 50% salary and beyond three months without salary.
  7. one weeks Paternity leave is permissible.
  8. Christmas break begins from 20 December till 5th January of the New Year.


  1. Moral and Ethical Imperatives: 

The Organisation shall not compromise on moral and ethical values.



  1. Every staff is expected to go “the extra mile” in work culture
  2. Every staff will refrain from drinking habit, other vices and violence
  3. Staff member should not engage themselves in non VVD work/activities.
  4. Vulgar jokes are to be avoided particularly with women staff.


  1. Travel Policy:

The organisation emphasize on cheapest mode of travel.



  1. Advances are requisitioned based on actual requirements.
  2. Travel expenditure account is settled immediately on return.
  3. Account statements are checked at different levels- Team leader, Accountant/ Manager Finance prior to Program Director’s approval.
  4. Program staff are entitled to Rs. 200/- meal and Rs. 100/- for refreshment/day.


  1. Grievances Redressal Policy:

The Governing Body from among its members elects one as a member of this Committee who in association with the Manager Administration and a senior lady staff constitutes committee for Redressal of grievances.



  1. Aggrieved party may appeal to this Committee for any injustice committed to him or her by the organisation or individual colleague/s.
  2. The Committee after a due process of proper investigation shall submit report to the Chairperson of the Governing Body and Program Director (unless involved) for immediate redressal of grievances. 


  1. Policy for Purchases:

A team of two from the Administration (Support Staff) forms purchase committee.


  1. Any bulk purchase for value above Rs. 20,000/- should be preceded by obtaining rate quotation from at least three firms and take the lowest rate for the same quality.
  2. The organisation shall not compromise on quality- the best available.
  3. The rate quotation should be made confidential.
  4. If the bank account is not in the name of the shop/firm, it should be so certified.
  5. Purchases of materials required for beneficiary village should be accompanied by concerned thematic staff.
  6. Big purchases of value above Rs. 10,000/- should be made through bank
  7. Every purchase has to be physically verified by the Manager Accounts.
  8. Acceptance of rate quotation subject to approval of the Executive Director.
  9. Supply order for every purchase should be made in the name of the Executive/Program Director.


  1. Management of Property:

All properties moveable or immovable are recorded and values assessed during periodical audit. Names, numbers, brand, age value then and now are all recorded.



Immovable property:

  • Land records: 

Its measure, names of Individuals with whom boundaries are shared in different directions and map maintained by Administration.

  1. Land valuation is done periodically by Manager Administration.
  2. The forest around the organisation office campus is notified as protected for conservation of trees, water and wild lives. Chopping of trees, collection of fodder, hunting wild lives- birds, wasps, insects and rodents in an around the forest within VVD’s territorial boundary is prohibited.
  3. The existing trees are being replaced with valuable timber species and nursery bed is raised for culturing forest saplings.


  • Buildings:

Apart from the two office buildings, the kitchen and training hall is commonly used by VVD and VVD SEAT.


There are three weaving worksheds and two hostels housing the weavers.


Two drivers and one chowkidar occupies three quarters constructed with their own labour. Besides, there are two temporary private huts for temporary use, the agreement of which is reviewed periodically.


Moveable assets Register:

Manager administration maintains assets registers with the following details:

  • Name of the asset
  • Quantity
  • Identification no.
  • Purchase date, value and other details
  • Person in whose possession the asset is
  • Age of the asset and depreciated value
  • Disposal of aged vehicle: 4 wheelers - 9 years and 2 wheelers – 6 years.
  • Details of disposal of the asset.


  1. Use and maintenance of vehicles are under the care of Manager, Administration who oversees timely servicing, repairs and cleanliness using the drivers.



  1. No vehicle is taken out without permission through requisition for specific purpose.
  2. Administration ensures that each vehicle is with proper documents and tools before moving out and update value depreciation every year.
  3. Except for major repairs all repairs should be done by drivers
  4. All vehicles except two wheelers are deposited in the office after use. Keeping vehicle at home is not permissible.
  5. Records of vehicle movement, repair and fuel filling is maintained.
  6. Driving without license and under influence of alcohol is strictly prohibited.


  1. Use of computers:

These assets are placed under technical expert. There are five Desktops and 13 laptops user names are all recorded.



  1. Opening files other than official is not allowed.
  2. Risk of theft, loss or damage of laptops due to negligence is user risk.
  3. Password maintained to access official documents and shared only with Program Director and Manager Administration


  1. Cameras, Generators, Almirahs other tools and equipments. All moveable properties are recorded and are under care of Manager, Administration.



  1. Tools and equipments may be issued on request for official use.
  2. Using Camera for private use not acceptable, damage or loss or theft is user risk.


  1. Financial Policy:

Financial policy of VVD shall comply with the legal requirements of:

  • Societies registration Act 1860
  • Societies registration Act 1989
  • Income Tax act 1961
  • Foreign Contribution Act 2010


The organisation shall apply cash/accrued based accounting method and should maintain approved (computerized if possible) accounting system Revenue and grants/donations shall be recorded in the accounting period it is received and expenses recognized when incurred.


Financial Management Procedures/Rules:


  • The Books of Account to use:
  • Cash book
  • Bank book
  • Ledger
  • Subsidiary books:
  • Salary register
  • Loan register
  • Saving register
  • Fixed deposit register
  • Assets register
  • Stock register


  • Cash Book maintenance:
  • Cash book should be written on everyday basis
  • Cash and bank payments should be accounted on the date of transaction
  • Contra should be accounted on the same date
  • Accounts should be balanced/tallied everyday
  • Narration account statement should be very clear and complete
  • On voucher/receipt number should be mentioned clearly
  • Cheque number should be mentioned clearly
  • The cash book should be verified by the manager Finance on daily basis.


  • Ledger maintenance:
  • Ledger heads should match with budget heads
  • All transaction should be posted everyday
  • Narrations should be precise and clearly written
  • Trial balance/receipts and payments account should be prepared every month.


  • Subsidiary Books:
  • Transactions should be posted everyday
  • Every month balance should be extracted and tallied with the general ledger
  • Clear narrations/statement should be written in the sub-ledger.


  1. Internal Control Systems:
  • Cash:
  • The competent authority should physically verify the cash balance occasionally and compulsorily at the end of the month
  • The Cash Account record should be signed by the person handling the cash and the person in charge of finance as and when the physical verification of cash is carried out.
  • Any discrepancy noticed during the physical verification should be recorded and reported in writing to the person concerned immediately.
  • The cash and vouchers shall be kept in locked box or safe.
  • As far as possible cash withdrawal for payments should be strictly base on cash flow chart and current requisition. Cash holdings in the office for immediate operational purposes should be limited. Cash holding in the hands of individual staff will be considered a serious mistake.
  • Fund requisition for different program teams should seek permission and approval from the Program Director.
  • For cash withdrawal related to program or administrative and operational expenses requisition should be prepared with detail information/estimation details of activities and its or their calculations.
  • Cash withdrawal budget and its decisions should be double checked when there is sufficient cash in hand.
  • Cash book balance and physical cash balance should be verified everyday during office hour by the Manager Finance.
  • The Executive Committee shall appoint members for practical and effective signatory system for bank operations.
  • All the unused cheques of all the program teams should be kept with cashier.
  • Except internal petty transactions, all kinds of payments should be made by cheque.


  • Bank reconciliation:

Bank reconciliation statement should be prepared monthly by the accountant.


  • Advances:
  • When advances are given, requisition should be prepared with details of activities and proper calculations.
  • Approval for requisition should be sought through proper channel from the right authority- manager of Program director
  • Advances should be settled within a week after implemented the program. Further advances will not be given if earlier advance is kept pending.
  • Separate individual advance ledger should be maintained.


  • Payments:
  • All payments should be supported by external and internal evidences.
  • Internal evidences with sufficient details should be given for:

~ Travel payments

~ Hospitality

~ Postage

~ Repairs and wages paid etc. etc.


  • Vouchers:

The following details are important to be mindful when vouchers are prepared.

  • Number of voucher (Dr/Cr)
  • Clear narration
  • Sufficient evidence means statement of expenses
  • Approval by competent authority
  • Settlement of advances
  • Sage preservation of vouchers


  • Subsidiary Book One:

Loan/Advance register:

  • Loan record should be maintained for each individual loanee.
  • Loan record should be tallied with general ledger every month


If and when fixed deposits is made:

Maintain register with the following details:

  • Name of the bank
  • Amount
  • Receipt number
  • Date of deposit
  • Due date
  • Maturity amount
  • Rate of interest
  • Due date of interest


Subsidiary Book Two:

Vehicle Log Book:

  • Starting reading and ending reading
  • Total kilometres
  • Name of the person using
  • Purpose of using the vehicle
  • Signature of the person using
  • Details of fuel filled.


Stock register:

Maintain stock register with the following details:

  • Opening stock
  • Details of purchases
  • Quantity consumed
  • Closing stock


  1. Personnel Management Policy:


Personnel of the organisation are divided into:


  1. Support Staff- includes Manager Administration, Manager Accounts, Cashier, Senior Office Assistant, Drivers and Chowkidar.


  1. Program staff- The Program Team is divided into three thematic groups based on the different areas of interventions:


  1. Community Capacitation and Women’s Empowerment- Capacitation in terms of awareness and skills in analyzing their own situation and ability to plan relevant development programs.


This intervention also focuses on women’s empowerment.


  1. ii) Livelihood Promotion in terms of people’s income, family food security through land development and promotion of orchards for sustainable land sue in areas practicing shifting cultivation.


iii) Natural Resource Management and Forest Regeneration:

This intervention focuses on regulative measures to prevent burning of forest, poisoning of rivers for fishing, preventing hunting, fishing and felling trees during breeding season, regulate consumption of firewood per family for domestic energy requirements.


  1. iv)  Conflict Prevention, mitigations and mediations- Inter village and inter community conflict for access and control over land and resources.


These thematic teams are not a mere pool of individuals; it is rather made up of well formulated teams which are incharge of sub-missions of the programs. The ablest available persons with appropriate academic/technical and work experience background are appointed as team managers.


  1. Field Operation  Policies:

Every program staff is expected to spend 10 days in the field every month, who will be guided the defined/specified role and responsibilities of each team.



  1. Each team must abide by the standard operation procedure.
  2. Purpose of field visits must be specified and home work as to what, how and why on the specified purposes must be done prior to village visit.
  3. Every field visit must be followed up with a written report to the concerned team manager.
  4. Travel allowance @ Rs. 200/meal and Rs.100/- for refreshment/day shall be given.


13.1. Responsibilities of Program Director:

  1. Overall responsibility of VVD
  2. As the Manager administration shall fix the dates for Gen. Body, Governing Body meetings, circulate the information to those concerned, keep the minutes of the meeting, file the papers with the registrar of societies and Income Tax.
  3. Facilitate staff capacity building
  4. Conduct staff meetings
  5. Sign project agreements
  6. Develop organizational policies, program concepts, management structures and procedures.
  7. Build network and alliances
  8. Grants staff leaves and permissible loans
  9.  Visits field centres and villages
  10. Controls budget utilization with thematic Managers and Manager Accounts.
  11. Assess staff requirements and recruit personnel in due process.
  12. Fulfils all legal compliances
  13. Keep contact with funding agencies
  14. Writes project proposals
  15. Resolves conflict of interests in the organization and settles grievances with Grievance Redressal Committee (unless involved).


13.2. Responsibilities of Team Manager:

  • Responsible for project implementation of the thematic program.
  • Capacity building of project related staff
  • Preparation of quarterly, half yearly and annual progress reports.
  • Monitoring and Evaluation of project
  • Conduct monthly thematic staff meeting concerning project
  • Guide, Monitor and review field works of field staff
  •  Prepare quarterly action plan with staff
  • Attend coordination meetings
  • Check field centre (SHIDO) A/C and vouchers
  • Undertake field visits to project villages- 13 days in a month.
  • Manager leads their respective teams to achieve targets and ensures quality implementation.
  • Facilitate capacity building of team members and their performance.
  • Ensure well being and welfare of team members
  • Mobilise additional resources through new initiatives
  • Documentation and maintenance of field records


13.3. Team Responsibilities:

The tasks of each thematic team must include:

  • Planning
  • Program preparation and selection of villages and sites for implementation including target groups, mobilization, motivation, facilitation of trainings.
  • Capacitating community in terms of awareness concerning their rights and entitlement and in terms of skills to analyse their own situation and plan relevant development programs.
  • Keep proper records of project Monitoring Progress and periodical review and reporting.
  • Resource mobilisation for growth of Program.
  • Preparation of educational/technical instruction
  • Sustainability of program.
  • Each team shall maintain book of accounts keeping track of utilization of respective team budget


13.4. Responsibilities of Coordinator Team Managers: 

  • Liasoning between Project Director and project staff
  • Consolidate reports with team managers
  • Arrange resource persons for training programs
  • Conduct staff performance appraisal with Project Director
  • Network with Govt. Institutions and other NGOs, CBOs to promote shared views on social objectives
  • Analyse quarterly reports for further action
  • Ensure timely submission of reports.
  • Maintains list of files maintained by respective staff


13.5. Job description of Manager, Administration:

  • Keeps custody of all records/documents pertaining to property of the organization such as land, forest, buildings, vehicles and machineries.
  • Maintains buildings and the campus in good shape
  • Controls movement of vehicles, ensure timely repair works
  • Cleanliness and beautification of the campus
  • Look after staff welfare (CPF, Gratuity, Insurance, Leave and Attendance)
  • Logical arrangements for workshops/seminars and trainings in the campus
  • Convent General Body and Executive meetings
  • Coordinates supports staff
  • Controls administrative expenses
  • Work assignment for chawkidar and carpenter
  • Maintain water system in the campus.

13.6. Job description- Senior Office Assistant:

  •  All  mails dispatch and receipts
  •  Records of library books
  •  Member of Committee for Redressal of Grievances
  •  All the master copy files for Program Director
  •  Assistant to Program Director


13.7. Job description of Technician:

  •  Monitor systems- electrical, solar, computer hardwares and Tele com.
  •  All purchases in association with other purchase committee members
  •  Repair works of electronics
  •  Technical trainings.

13.8. Job description of Catering Team:

  •  Campus food arrangement
  •  Food production-  Fish fermentation and Making fruit juice
  • Maintenance of dormitory
  •  Hosting trainings
  •  Staff refreshments
  •  Quality control and marketing of weaving produces (as associate members)


Weaving Training:

The loom being used is introduced by VVD and the training of weaving is on the one hand to popularize the use of this loom which reduces production cost for weavers and on the other to protect the only surviving traditional skill and create employment for young girls in the prevailing situation of their exodus from the district in search of employment.


Training and Post training skill application:

The course is for 1 year. The number of trainees should not be less than 10 at a time. Products of the trainees is expected to fetch the cost of yarn. Instructor’s salary is borne by the project.


Shares of Benefits:

After 1 year the weavers may purchase their own loom or continue to weave in our production unit. Weavers in our production unit are paid from the sale proceeds of the products. The rate of share is at 1:3 minus the cost of yarn, refreshment, maintenance of looms. Each weaver is given 2/3 of the sale proceed of their own products.



A committee of four decides the pricing and marketing and manage quality control. Profit thus earned from weaving is used for the programs of the organization.


  1. Standard Operating Procedures:
  • Each Field staff are expected to spend 13 days in the field every month.
  • Each team must abide by the standard operation procedure.
  • Purpose of field visits must be specified and home work as to what, how and why on the specified purposes must be done prior to village visits.
  • Every field visit must be followed up with a written report to the concerned team manager and team manager to the coordinator of team Managers.
  • Travel allowance @ Rs. 100/day and Rs. 150/- per meal shall be given.


14.1. Field Centre Staff-

Two of the field centre staff are responsible for effective functioning of the SHGs, VDCs and ADCC (CDMC). Their responsibilities include:


  • Mobilizing/facilitating meetings, workshops, seminars, orientations and need trainings.
  • Monitoring records of SHGs, VDCs and monitoring activity calendar of the ADCC (CDMC).
  • Activate Committees formed under the various National Flagship Programs.
  • Review Progress of works in project villages and timely submission of periodical reports- quarterly, half yearly and Annual
  • Ensure that ADCC carry out their calendar of activities.
  • Prepare annual budget based on Income projection from Revolving Fund at 16% interest.
  • Build good rapport with the community and strategic individuals in the village
  • Regular field visits and interactions with VDC.
  • Arrange resource persons for various activities in consultation with thematic Managers.
  • Collect feedback from the community and inform senior staff.
  • Assist Program staff from VVD in monitoring activities.
  • Ensure greater participation of the partners in the various meetings of the organisation.


14.2. Chawkidar of the field centre is paid from the interest money of the Revolving Fund. However, currently in the field centre North (RASHIDO) until the recovery of RF and its circulation is stabilized the Maalee of the forest nursery is being utilized as chawkidar of the campus as well.


The field centre receives 12% and VDC receives 4% of the interest earned from the Revolving Fund.


Field centre staff will describe responsibility of the Chawkidar. No field centre staff will leave station without prior information and permission.


  1. Monitoring Tools:

VVD has developed monitoring tools for effective monitoring of the ongoing programs and have sought services of Professional consultant for enhancing application skills.


  • Performance Monitoring:

There shall be quarterly review of progress against their set goals. Each thematic team apart from highlighting their achievement should also highlight difficulties experienced in the field and support required for improving performance. Any change in strategies needed for improving or for overcoming risk is discussed among Management Team comprised of all managers.


  1. Peer Monitor:

Peer Monitor comprises of all team managers will jointly monitor performance of each others team. Apart from respective team monitoring, all team managers form a joint assessment of team performance. This team shall also scrutinize all field expenditures before they are submitted to the Project Director and to the Manager accounts.


  1. Staff capacitation and organization Development:
  • Every new staff appointed shall be given basic orientation on the program concept, situation of the operational area, vision and Mission of VVD and the ongoing activities. Such orientation may be conducted by the thematic managers or the Program Director.
  • All confirmed employees of VVD will get an opportunity to attend at least one in-service training for every three years the duration of which can be maximum of one month. All expenses for the training will be at organization cost unless a sponsored cost.
  • Staff may also attend trainings unrelated to the project work at own cost not exceeding one week.
  • Staffs are encouraged to pursue correspondence courses in subject related to social work, who may be given leave for appearing examination.
  • No individual staff will decide to attend or not to attend trainings organized internally.
  • Staff training may be arranged locally or outside.


Strategic Network and Alliances:

In the late 1980s VVD had initiated formation of the United NGO Mission Manipur (UNMM) and had nurtured it for about a decade, to which we are no longer associated with.


During the violent ethnic conflict between the Nagas and Kukis in Manipur, VVD built another alliance with apex civil society organizations of the two communities known as Committee for Restoration of Normalcy (CRN) which was winded up with the easing of tension.


Again in 2002-2006 VVD had coordinated Peace Promotion Network of four NGOs- three in Manipur and one in Nagaland known as Peace Promotion program (PPP) funded by DFID in partnership with Action Aid, India.


Currently, we are networking with a church organization (NTNBA- an association of 39 Baptist churches) for tribal children’s education and for a campaign on management of Natural resources.


We are also networking with the Tangkhul Women’s Organisation (TSL) for women’s empowerment.


  1. Job description of Accounts Section:


  1. Prepare and Maintain books of account (Bank pass book, cash books and ledger) as per legal requirements, the organization and project guidelines.
  2. Prepare cheques for encashment.
  3. Prepare and maintain vouchers in the way CA advices to meet legal requirements.
  4. Maintain staff salary register and assets register.
  5. Prepare bank Reconciliation statement
  6. Prepare thematic team wise reconciliation statement of utilization quarterly.
  7. Get cash book and vouchers checked by Program Director every week
  8. Prepare request for payment using requisition format.
  9. Submit IT returns and to SIB and Registrar of Societies
  10. Receive Bank Credit Advice, prepare receipts and send to funding agencies
  11. Prepare and send six monthly financial statement to funding agencies
  12. Prepare financial documents for FC-6 and annual audit
  13. Coordinate with Director, Manager Adm. And team managers on A/Cs and book Keeping related matters.
  14. Ensure that expenses are within approved budget with permissible deviation (30%).
  15. Ensure settlement of advances from the field staff within one week.


17.1. Policy on Common Cost:


Recurring expenditure on items like electric bill, telephone, website, VSET, water and gas refilling for kitchen shall be born equally by all the funding partners.


Actionaid sent their own CA for auditing however, as Actionaid funded project, they require the organisation to pay for the statutory audit.


17.2.   Role and responsibilities of VDC:

  • VDC is basically an agency for change in the village. It shall acquire capacity to analyse local situation and plan relevant development programs in consultation with the Village Authority.
  • VDC shall do annual need assessment with the help of facilitating NGO/s.
  • VDC shall maintain records such as village profile (land, forest, population, social institutions, livestocks, food production and receipts of welfare schemes etc.)
  • VDC shall monitor function of service institutions- school, health sub centre, road water, power supplies, PDS and all other National Flagship Programs and lobby with district administration for necessary action.
  • VDC shall alert the community on people’s duties and responsibilities against rights.
  • VDC shall plan sustainable use of natural resources- land, water, forest and wild lives by promoting use of bio fertilizers, enhancing production and productivity by changing traditional practice of cultivation, prevent poisoning of rivers for fishing, prevent burning of forest for hunting, regulate fishing and hunting during breeding season, plan annual tree plantation and by regulating season for cutting trees.
  • VDC shall maintain records of project activities, cash books, ledger, meeting and its proceedings.


  • Role and Responsibilities of ADCC
  •  Mobilization of cooperation in the area.
  •  Organizing seminars/workshops in the area on issues related to their own situation.
  •  Plan relevant programs of the area and incorporate them in the project proposal of VVD.
  •  Monitoring functioning of field staff and VDC.
  •  Monitor fund utilization of the SHIDO.
  •  Consulting and assessing needs of the partner villages.
  •  To deal with issues common to the area.
  • To lobby with state authority and advocate on behalf for the area s a pressure group.
  •  Coordination of project activities.
  •  To build a common bond of fellowship in the area.
  •  Share understanding of development to deal with issues common to the area.
  •  Empowering the women.
  •  Networking with other NGO and people’s organization.


  • Selection of beneficiaries:

Project shall focus on collective community benefit. However some of the programmes are meant for individual family benefit. Every proposal community or family should be discussed by VDC in participatory process. Proposal from individual families should be approved first by VDC and forward it to CDMC for forwarding it to Management Committee of VDC. Applications endorsed by individual VDC/CDMC member shall not be entertained. SHIDO staff shall monitor performance of VDC based on the described responsibilities and make payment of operation cost based on records of their performance.


SHIDO staff shall be monitored by VVD centre staff based on the job described for them.


Management of conflict of Interest -  Individuals against organisation:


Three probable areas of conflict are identified:


  • Organisation’s Property
  1. Use of land by individuals with due approval, on record strictly on prescribed lease rates. 
  2. Use of vehicle for private work is prohibited, however, for emergency needs it is permissible on condition that the user fills the fuel.
  3. No property of the organization shall be disposed off without the approval of the Governing Body. 


  • Decision making
  1. There shall be no two members in the Executive Committee from the same family.
  2. No member of the Executive Committee shall receive monetary benefit from the project.


  • Fund utilisation
  1. Utilisation of fund strictly for planned activities. However, certain activities considered necessary /good is permissible with due approval of the Project Management Committee.
  2. Beneficiary related to concerned field staff by blood shall have due approval of the Project Management Committee.


Gender policy and Rules: 


VVD is a non Profit Organisation working for social Justice siding with the poor and weaker sections of society and treats all employees and candidates equally and is consulted to provide a safe environment for all our employees free from discrimination on ground of gender and from harassment at work including sexual harassment that infringes the fundamental right of a person under Art. 14 and 15 of the constitution of India.




  1. The Organisation (VVD) as far as practicable try to maintain Gender balance in staff recruitment.
  2. It shall also maintain Gender balance in forming project related social structures at community level.
  3. The organisation shall constitute a committee for protection against sexual harassment among staff in the organisation, define and document rules based on local customs, traditions and law of the land.


Objectives of Precautions of Sexual Harassment: 


  • To lay down a policy / code ensuring prevention
  • To lay down guidelines for reporting acts of Sexual harassment at work place, and
  • To Provide procedures for resolution and redressal of complaints of sexual harassments.


Definition of Sexual harassment


Sexual harassment includes anyone or more of the following unwelcome acts or behaviour (whether directly or lay implication) namely:

  1. Physical contact and Advances; or
  2. A demand or a request for sexual favour; or
  3. Making sexually coloured remarks; or
  4. Showing pornography ; or
  5. Any other unwelcome, Physical, Verbal or non verbal conduct of sexual nature.


Sexual harassment also includes situations where a person is asked to engage in sexual activity as a condition of that person’s employment as well as situations which creates an environment which is hostile, intimidating or humiliating for the recipient. Sexual harassment can involve one or more incidents and actions whether, Physical, Verbal and non Verbal.


The Following circumstances / actions, among other circumstances if it occur or is present in relation to or connected with any act or behaviour of sexual harassment may amount to sexual harassment:


  1. Implied or explicit promise of preferential treatment in the employment. or
  2.  Implied or explicit threat of detrimental treatment in the employment. or
  3. Implied or explicit threat about the present or future employment status, or 
  4. Interference with the work or creating and intimidating or offensive or hostile work environment for the person or
  5. Humiliating treatment likely to affect health or safety of the person.

Sexual harassment and circumstances thus, defined, the organisation (VVD) constitutes for protection against sexual harassment among staff in the organisation led by Mrs. Janeth Hungyo who is herself the Chairperson of the Governing Body of VVD. She will be associated by Mrs. Nagani Kazingmei a senior office assistant and Rev. Ephraim Shaiza member of the Governing Body.