CPAU Strategic Plan:

2012 2015

Prepared by Dr. Natalie Hicks

July 2012

Table of Contents

Abbreviations ......................................................................................................................................... 3
Section 1 - Introduction ......................................................................................................................... 4
Section 2 - The Context: Past, Present and Future ............................................................................... 4
Section 3 Domain 1: Funding Strategy (and Sustainability) .............................................................. 5
Section 4 Domain 2: Governance, Management and Administration Systems ................................ 6
4.1 Organogram .............................................................................................................................. 7
Section 5 Domains 3 & 4: Strategic Programming and Research ...................................................... 8
5.1 CPAU Programmatic Theory of Change ................................................................................... 10
Section 6 Domain 5: Communications ............................................................................................. 11
Section 7 Domain 6: Developing a Culture of Learning and Reflection in CPAU ............................ 11
Section 8 Domain 7: Capacity Building ............................................................................................. 12
Section 9 CPAU - International ......................................................................................................... 13
9.1 The Rationale for Establishing a For-Profit Enterprise ............................................................. 13
9.2 The Model and Positioning of CPAU-I ...................................................................................... 14
9.3 Core Work Areas ...................................................................................................................... 15
9.4 Operating Modalities ............................................................................................................... 16
9.5 Marketing CPAU-I Work ........................................................................................................... 17
9.6 Linkages Between CPAU-I and CPAU ....................................................................................... 18
Section 10 CPAU Workstreams for Core Activities: 2012 - 2013 ..................................................... 20
Section 11 Recommended Next Steps for CPAU-I ........................................................................... 29
Annexes 1 - 8 ........................................................................................................................................ 31

Abbreviations
ACBAR
ACSA
ACSF
AISA
BAAG
BBC
BoD
CAPS
CDC
CHA
CPAU
CPAU I
CSO
DDR
GEC
GoA
HMG
IMS
INGO
ISAF
M&E
MEL
MoU
NGO
NSP
PRIO
PTRO
ROA
TA
TLO
UN
UNDP
USIP

Agency Coordinating Body for Afghan Relief

Action for Civil Society Afghanistan
Afghanistan Civil Society Forum
Afghanistan Investment Support Agency
British and Irish Agencies Afghanistan Group
British Broadcasting Corporation
Board of Directors
The Centre for Conflict and Peace Studies
Community Development Council
Coordination of Humanitarian Assistance
Cooperation for Peace and Unity
Cooperation for Peace and Unity - International
Civil Society Organization
Disarmament, Demobilization and Reintegration
General Employment Conditions
Government of Afghanistan
Her Majestys Government
Information Management System
International Non-governmental Organization
International Stabilization Assistance Forces
Monitoring and Evaluation
Monitoring, Evaluation and Learning
Memorandum of Understanding
Non-governmental Organization
National Solidarity Programme
Peace Research Institute Oslo
Peace Training and Research Organisation
Rapid Organisational Assessment
Technical Assistance
The Liaison Office
United Nations
United Nations Development Programme
United States Institute of Peace

1. Introduction
The CPAU strategic planning process was conducted in July 2012. This strategic planning document is
supported by three further outputs:
1. A Rapid Organisational Assessment (ROA)
2. A set of Implementation Work Streams which are incorporated into the body of this document
to provide concrete, phased steps to operationalising the first year of this strategic plan.
3. A report providing recommendations for the development of CPAU-International. The main
parts of this report are incorporated into the Strategic Plan in Section 8
The strategic planning process was conducted in focused department level strategy meetings, a two-day
full organisational workshop, and through subsequent task forces. The workshop agenda is provided in
Annex 1. The task forces were established to more fully address complex issues arising from the two
day work shop. These related to strategic fundraising, developing a Theory of Change (ToC), and
reviewing the organisational structure. A list of the participants is provided in Annex 2. It is hoped that
these task forces will continue to operate in the forthcoming months to bring greater substance and
clarity to these issues, particularly on the ToC, which will require on-going review.
This strategic plans aim is to be concise and user-friendly. The majority of tools and diagrams
referenced in the report are attached in the Annex Section. The document is structured along seven
domains of change identified as core areas of CPAUs work during the RAO. These are as follows:
(i) Funding Strategy
(ii) Governance, Management and Administration Systems
(iii) Strategic Programming
(iv) Strategic Research
(v) Communications
(vi) Developing a Culture of Learning and Reflection in CPAU
(vii) Capacity Building (linked to opportunities)
The final section of the report (Section 8) highlights the future development of CPAU-I and its
relationship with CPAU the NGO.

2. The Context: Past, Present and Future

During the previous planning phase (2008-2012), the organisation has evolved and experienced a
number of positive accomplishments and also experienced some organisational challenges. This
strategic plan aims to capitalise on these successes and strengths which include diversification of
funding sources, a growth in the project portfolio, a clearly defined research and programming niche for
CPAU in Afghanistan, and a cadre of committed staff. The challenges are well recognised by CPAU senior
management and these include ensuring that CPAU is managed by systems and not personalities,
addressing an uncertain funding landscape for organisations in Afghanistan and the on-going dynamic
4

security situation in the country. This strategic plan gives substantive focus to the development of
improved systems at CPAU in order to engender a more robust operating environment in which the
peacebuilding implementation programme and research can be undertaken.
Given that this new strategic plan will be implemented during the transition period and beyond, CPAU
has developed three scenarios (worst-case, neutral and positive) which it will enhance and review on an
iterative basis to ensure that programming remains realistic to the context. This is standard practice for
programming in fragile states. These scenarios are in Annex 3.

3. Domain 1: Funding Strategy (and Sustainability)

In the period 2012-2015, CPAU will be more strategic in terms of planning and managing fundraising
actives and ensuring financial sustainability. The objective is to be proactive in initiating well-reasoned
interventions (research, peacebuilding implementation projects and partnerships) that build towards
realising the overall programmatic goal: To embed a culture of peace , equality and respect for human
rights in Afghanistan through enabling people to have access to peacebuilding education, functioning
formal and informal justice mechanisms and improved governance.
Action Points:
1. Linking fundraising with communication activities and partnerships strategy. It is important for
CPAU to build iterative relationships with a wide variety of donors in Afghanistan and determine
mutually agreed research and peacebuilding agendas.
2. Defining clear roles and responsibilities in CPAU for fundraising and donor liaison (Director,
Senior Manager for Peacebuilding Implementation and Senior Manager for Research)
3. Instituting a professional grants management system with capacity to manage multiple and
varied projects
4. Explore a diversified funding base, including Foundations
5. Invest in exploring core funding opportunities to support capacity building and strategic projects
where funding is not available
Tools:
1. Introduce the systematic use of a Funding Pipeline Matrix. This will be a tool for the Senior
Management to plan and monitor funding opportunities while ensuring that proposals and
concepts fit into the strategic goal of the organisation. This tool is attached in Annex 4.
2. Introduce the systematic use of a Proposal Checklist. The purpose of this checklist is to support
the senior management team to make an informed go/no go decision before a proposal is
submitted and ensure clear financial and strategic accountability for proposals submitted by
CPAU. The Director (or designate) will sign funding agreements only when the checklist and
go/no go processes are completed. See Annex 5.

Steps for financial sustainability:

1. A sustainability fund will be established. This will be established on the lines of clear financial
transparency and legal requirements. This fund will be generated through the for-profit
activities of CPAU-International (described in Section 8)
2. A clear operating model will be established denoting the synergies and delineation between
CPAU and CPAU-I activities

4. Domain 2: Governance, Management and Administration Systems

CPAU will revise and instigate a series of systems and policies to ensure that the core research and
peacebuilding implementation work can be operationalised in the most effective and impactful manner.
The objective of these changes will be to create an operating model that is lean and effective while
ensuring that CPAU is a well respected and trusted development partner.
Action Points:1. A revised ToR for the Board of Directors and review new BoD members to ensure maximum
governance oversight, especially in relation to the operation of CPAU I and CPAU linkages.
2. Re-draft ToR for Chairman of the BoD for inclusion in Senior Management Team (SMT) meetings
and activities
3. Re-thinking the organisational structure to best meet the new operational realities of the
strategic planning period 2012-2015. This will include a new organogram (highlighted in Section
4.1) and systemised grades and salary bands (Annex 6).
4. Human Resources require de-doubled attention in the early part of the new strategic planning
phase to ensure that roles and responsibilities are more clearly defined. Professional growth as
well as performance within CPAU will be linked to a systemised appraisal and personal
development plans.
5. The current Administration Policy Guidelines and General Employment Contract manual will be
revised into an Administrative and Financial Policies and Procedures Manual. This will require a
significant investment of time over the next twelve months.
6. Finance and grants management systems will be reviewed with the objective of increasing
effectiveness and transparency. A short term technical advisor for Grant Management will be
recruited.
7. IT connectivity will be enhanced in a cost-effective manner in Kabul and regional project offices.
A shared drive and/or a virtual information platform will be instituted to provide the technology
structure for an efficient management information system (MIS) in CPAU.
8. CPAU will not only institute new systems and policies but ensure that these systems are
respected. The formulation of a code of ethics will help support this process and maintain the
highest professional standards of behaviour from CPAU staff

4.1: Organogram (re-) Structure

Board of Directors
Senior Finance Manager

(ToR)

Senior Finance Officer

Managing Director

Senior Manager:
Research

Senior Manager:
Peacebuilding
Implementation

Senior M&E Advisor

Senior KM Officer

Grants Manager Officer

(Short term technical
expert)

Senior Manager:
Communications

Senior Manager:
Administration

Finance Assistant

Accountant/Cashier

Communications Officer

Senior Research Officer

Research Officer

Senior Project Officer

Translator

Senior Admin Officer

Officer

Legal Advisors

It Officer

Senior HR Officer

Admin Assistant
Officer

JSWs/ Trainers (field)

Auxiliary Staff

Project Office Managers

Research Assistant

Organisation (re) Structure

The objective is to ensure that CPAU maintains a lean, effective and responsive operating model but
can better manage the new demands of the next strategic planning phase.
A. Streamlining:
i.
A standardised set of grades and salary bands are established to ensure parity of position and
salary across departments
ii.
Clear levels of responsibilities highlighted in JDs (per position)
iii.
Tasks are clear in all JDs
iv.
Line management is understood and followed
v.
CPAU will begin the incremental process to decentralising decision making processes
vi.
The Managing Director will appoint an Acting Director in his absence (from the Senior
Managers) to ensure the smooth operation of the organisation at all times
B. New Positions
i.
Senior M&E Advisor: To ensure minimum M&E standards and capture learning from
implementation and research to generate project adaptation, innovation and efficient donor
reporting. This position will be line-managed by the Managing Director but have a dotted line of
responsibility to the Senior Manager for Peacebuilding Implementation to ensure that M&E is
well integrated within the projects
ii.
Senior Knowledge Management Officer: This position will be responsible for the upkeep of the
IMS, quality proposal development, and capacity building for national research and
implementation staff
iii.
Senior Manager for Communications: To lead the new department within CPAU and develop
and implement an effective external communications strategy. This position will also oversee
the development of the radio stations in peacebuilding dissemination.
iv.
Translator: To meet with new communication strategy of ensuring that high quality research is
conveyed effectively to national and international audiences
C. Technical Advisor Positions
i.
It is anticipated that CPAU will require technical advisors to meet specific requirements over
the next strategic planning phase. These will include advisors to support specialised
activities such as grants management

5. Domain 3 &4: Strategic Programming and Research

CPAUs core work has evolved since the previous two strategic planning periods. In 2012 the core
elements of this work are as follows:I.
II.
III.

Peacebuilding Implementation
Peace education
Research
8

IV.
V.
VI.
VII.
VIII.

Formal and informal justice linkages

Governance
Advocacy
Pilot programming, for example, training and research in the formal justice sector
Peacebuilding through the use of the media (to be initiated in 2013)

Using a Theory of Change to provide strategic direction, innovation and coherence to CPAUs work:
The elements highlighted above are managed through the Peacebuilding Implementation, Research and
(newly established) Communications Departments. However, projects in these departments require a
clear goal and logic to guide the work in the next strategic planning period. Without this strategic goal,
projects will be scattered and run the risk of being static and/or donor driven. Furthermore, there is also
a need to ensure maximum synergy between these departments so that projects are not limited by
departmental silos. Therefore the objective for programming, research and communications in this
strategic planning period is to develop a broad Theory of Change to ensure that CPAUs work can
become a cohesive and logical programme rather than a collection of ad hoc projects. A ToC model will
also help to identify new areas of project interventions along three domains of change (peaceful dispute
and reconciliation processes, addressing exclusionary practices, and accountable and responsive
institutions and policies). The ToC model shown in Figure 5. 1 will remain a living document in 20122015 and be subject to reflection and adaptation based on the context and on-going learning from
implementation and research.
Action Points:
1. Ensuring consistent quality in research through the use of peer review and research committees
2. Improving quality, learning and innovation in peacebuilding implementation by establishing
M&E systems that will lead to genuine learning (MEL).
3. Connecting sub-national realities to national level policy and debates (especially in the field of
reconciliation and formal/informal justice systems)
4. Ensuing that gender exclusion and empowerment is mainstreamed clearly in all interventions
Tools:
1. Theory of Change (and a programme approach)

Figure 5.1: CPAU Programmatic Theory of Change

enabling people to have access to peacebuilding education, functioning formal and informal justice mechanisms and improved governance
systems
Assumptions and risks based on field and context knowledge and iterative scenario planning

IMPACT GROUP: Communities throughout Afghanistan who are facing conflict and insecurity
Sub-impact groups: Vulnerable communities who are insecure and excluded from decision-making processes,
especially women, children and marginalised minority groups in the communities
Long term
interventions and
expected

breakthroughs

Medium term
interventions and
expected

breakthroughs

Short term
interventions
and expected

breakthroughs

CPAU Programming/Research:
1. Peacebuilding Implementation
2. Evaluation of peacebuilding work leading
to the identification new /successful modes
of implementation
3. Research on formal and informal justice
systems
4. Conflict mapping
Interventions: Community level:
Establishment of peace councils, peace and
mediation training, monitoring and sharing
of successful peacebuilding initiatives, crossregional experience sharing of stakeholders,
disseminating peacebuilding messages
through radio
National/international level: Advocacy and
informing policy ~ Sharing success
stories/models; influence in national level
reconciliation process

Domain of change 1:
Peaceful dispute and reconciliation
processes

CPAU Programming/Research:
1. Peace education
2. Research and mapping into
community power relations
3. Peacebuilding implementation with a
focus on gender and diversity inclusion
Interventions: Community level:

CPAU Programming/Research:
1. Peacebuilding training for formal
justice sector and GoA
2. Action-lined research on Government
and institutional policies relating to
justice and reconciliation
Interventions: Community level: Training
for formal legal sector actors, research
policy implementation on justice and
reconciliation

Research and implementation of womens

role in dispute and decision-making
mechanisms, legal awareness- raising in the
context of Islamic values, awareness raising
through use of CPAU radio stations
National/international level: Advocacy and
partnerships ~ Sharing success
stories/models, join with like-minded CSOs
to highlight realties of exclusion at the
grassroots

Domain of change 2:
Addressing exclusionary practices

National/international level: Advocacy

and informing policy ~ Engagement on
national level debate on governance and
institutional strengthening

Domain of change 3:
Accountable & responsive institutions
and policies

Stakeholders: Community elders and decision-makers, GoA officials (national and subnational level), National and International policy makers, Afghan CSOs

Overall Goal/Change statement: To embed a culture of peace , equality and respect for human rights in Afghanistan through

1 Underlying causes of the conflict (UCC): Misinterpretation of religious and cultural practices; revenge culture; ethnic marginalisation; lack of education;
economic vulnerability; lack of accountable government and systems; strong regional identities, political, social and economic exclusion, self-interest
of
10
neighbouring countries
2

Symptoms: Vicious cycles of violence drive further conflict, insecurity, breakdown in social contract

6. Domain 5: Communications
In the next strategic planning phase, CPAU will formally establish a communications department which
will manage both project-specific work and external communications. The latter will be supported by
the formulation of a communications strategy. Externally CPAU will be recognised for the following: - A
national organisation that is known for quality (in research, peacebuilding implementation and
management), high capacity (of Afghan expertise at national and sub-national levels and with a
commitment to capacity building of national staff), and an organisation genuinely connected to subnational realities and able to connect these to a national level debate.
Action Points:
1. Ensure effective two-way communication within the communities where research and
implementation takes place in.
2. Increased attention and activities developed to engage and inform policy debate (with national
and international policy makers)
3. A higher organisational profile in and outside Afghanistan and greater transparency (begin
producing annual reports).
4. More effective use of research products i.e. through formulating briefing papers, round table
discussions, launch events, and collaboration with appropriate media.
5. Plan and development of strategic partnerships beyond implementation and financial
relationships.

7. Domain 6: Developing a Culture of Learning and Reflection in CPAU

Enhancing management, financial and administrative systems in concert with the implementation of a
clear research and implementation strategy will put CPAU in a very strong position in the next planning
phase. However, CPAU staff need to be able to work effectively between departments and learn as
institution. The objective is to address these issues through structured inter and intra departmental
meetings and creating learning and reflection spaces for staff.
Action Points:
1. Schedule intra and inter department and SMT meetings on a weekly, monthly, quarterly
basis and an annual planning meeting. Evolve from fire-fighting to considered planning.
2. Structured learning spaces (in Kabul and also in the field) using internal and external
resource persons.
3. Instituting an effective IMS system which ensures knowledge management and capture of
institutional memory.
4. New M&E systems linked to a Monitoring, Evaluation and Learning system.

11

5. Enhance in-house training and expertise by establishing a system of go-to resource persons
who will have specific expertise that can be called upon by the organisation as a whole and
for in-house training, for example in proposal development, peacebuilding theory, database
management etc.

8. Domain 7: Capacity Building (linked to opportunities)

To ensure institutional sustainability and preserve the authenticity of CPAUs voice in implementation,
research and communication work, CPAU has identified various areas where capacity building is
required. The objective is to institute a systemised approach to professional development in CPAU
linked to internal and external training and capacity building opportunities.
Action Points:
1. Identifying training requirements and linking these to professional development plans in a wider
appraisal procedure.
2. Identify potential funding sources to invest in capacity building (CPAU I funds, core funding,
project funding).
3. Creating space for in-house training and genuine international-national mentoring initiatives.
4. Ensure that opportunities exist for Afghan staff to engage fully in presenting CPAUs work in
external forums and in strategic partnerships with universities and regional networks.

12

9. CPAU International
9.1 The Rationale for Establishing a For-Profit Enterprise
The decision to establish a for-profit (FP) enterprise is based on four key rationales:1. To Provide CPAU with institutional stability and sustainability: One reason that NGOs look to
income generated work is to ensure that the organisation can continue to retain staff and core
activities between funding cycles. This provides stability to the NGO activities and helps to avoid
a chaotic scramble for fundraising when projects are finishing. The contribution of earned
income into a clearly defined contingency fund will therefore enhance the opportunity for CPAU
to be more sustainable. This is particularly vital in the current context of Afghanistan where
international development funding is uncertain.

2. There is a demand for quality research and responsible investment facilitation in Afghanistan:
Increasingly international companies are looking to invest in Afghanistan, particularly in the
primary resources sector. In order to do so, they will require research such as risk assessments
and facilitation to ensure that that companies can make decisions based on sound information
and have in-country facilitation that will provide a responsible approach to their investments.

3. CAPU Internationals ability to service the market demands: In terms of providing high quality
and appropriate research, CPAU (the NGO) has long term experience in conducting community
level analyses and risk assessments. CPAU-I can draw on this long term experience. Importantly,
in Afghanistan due to a weak rule of law, doing business will require substantial understanding
of local customs, systems and working with local-level power brokers. Due to CPAUs long
standing work at community level, it is able to provide this facilitation at a sub-national level.
This is particularly the case in northern Afghanistan.

CPAU-I already has the legal infrastructure in place to begin to meet the market demands.
CPAU-I is registered with the Afghanistan Investment Support Agency (AISA). CPAU UK is also
reregistered as a for-profit organisation which will provide a European platform for CPAU-I to

13

reach out more substantively to European companies looking for investment opportunities in
Afghanistan.

4. Global trend for social entrepreneurship linking non-for-profit (NFP) and for-profit (FP)
organisations: In both developed and developing countries there is a growing trend for
charitable organisations and NGOs (NFPs) to partly support their activities with income
generated via for-profit work. The synergising of NFP and FP organisations is referred to as a
hybrid model.

There is a long standing tradition of this approach in South Asia where

handicraft activities have been promoted by NGOs as a means for vocational training and
livelihood support and then the products are sold commercially to raise profits for the
development activities. In Afghanistan, large NGOs such as Coordination of Humanitarian
Assistance (CHA) and the Afghan Development Association (ADA) have also established for profit
enterprises, albeit using different models. Further details of these hybrid models are provided
in the CPAU-International Report (Annex 7)

9.2 The Model and Positioning of CPAU-I

CPAU-I will incorporate elements of the CHA model in terms of separate legal and financial identities
between CPAU and CPAU-I but a shared commitment to a common mission to promote peace in
Afghanistan. However, in common with many Indian hybrid models, CPAU and CPAU-I will share a brand
identity.
Communicating the positioning of CPAU-I both to internal and external stakeholders will be a critical
initial step. Internally, staff in CPAU NGO may need an adjustment period to recognise how earned
income can support a not-for-profit mission and also to feel comfortable that the new organisation will
not be prioritised at the cost of the NGO work. Steps can be taken to mitigate these issues such as
introducing a third party facilitator to bridge the gap between the two organisations. Another step will
be to demonstrate the value of CPAU-I to CPAU through long-term fiscal projections that indicate the
importance of for-profit income for the long-term sustainability of CPAU.
The external positioning of CPAU-I to external stakeholders and donors will be of the upmost
importance. This is particularly the case in the current context in Afghanistan where some national
NGOs are perceived to blur the boundaries between non-profit and for-profit work. Initial steps to
promote the role of CPAU-I transparently will be to highlight the linkages of CPAU-I and CPAU work in
14

CPAUs new strategic plan, (2012-2015); to demonstrate how CPAU-I will promote the organisational
sustainability of the NGO; and to highlight the legal, financial and human resource separation between
the two organisations.

9.3 Core Work Areas

The three core work areas of CPAU-I have been outlined in the draft business plan of June 2012 (Annex
8). A further core area has now been established in terms of a media production house. These core
areas are as follows:
1. Geographic and thematic assessment/analyses for investors: Although CPAU-I believes that
there is a strong market for these research products, especially economic research, in many
instances, companies will favour in-house assessments. However, CPAU-Is advantage is that it
can provide an authentic and balanced voice about the opportunities and impacts that
economic investment could bring to Afghanistan. CPAU-I will need to spend some time
promoting itself to potential clients to generate a strong reputation for this work. Therefore an
inaugural product of CPAU-I will be a Strategic Economic Analysis (SEA) which will be marketed
to potential investors. Funding for this initial assessment will need to be found from non-donor
sources so that the for-profit work is not double-dipping from CPAU donor funded projects.
Likewise, existing CPAU staff will need to be formally sub-contracted to implement CPAU-I
research.

2. Facilitate socially responsible investment, especially in rural areas of Afghanistan: Initial

market research conducted by CPAU-I staff, for example, attendance at the Delhi Summit on
Investment on Trade in Afghanistan in June 2012 indicates a demand for investment facilitation.
However, The World Banks 2012 Doing Business Report ranks Afghanistan at 160th out of 183
international economies for the ease of doing business overall. This ranking reflects the reality
that the Afghan legal, regulatory frameworks and enforcement mechanisms are in a nascent
stage. Therefore CPAU-I staff (led by the Afghan senior staff members) are well placed to
facilitate investors in this climate due to their understanding of informal practices and
knowledge of working with communities at a sub-national level. As such, this activity may be
thought of as responsible investment facilitation and mediation.
3. Media production house: CPAU is currently acquiring some radio stations that will be used to
disseminate peacebuilding messages. The radio stations will generate income for CPAU-I by
15

providing s media consultancy and production services to other NGOs/firms. The radio stations
can also generate income through advertising.

4. Quarterly journal: According to the draft business plan, this publication will attend to the
shortage of academic journals that focus specifically on Afghanistan. CPAU-I will fill that void by
publishing an online quarterly journal with information on peace-building, potential investment
opportunities in the natural resources and minerals industry, the challenges that Afghanistan
faces, and essays regarding the application of prominent international relations theories on
Afghanistan. An online journal published by CPAU-I will provide the reader with an authentic
voice from Afghanistan about the challenges that the country faces, and what is currently being
done to handle those challenges. It suggested in the draft business plan that the large
international Afghan Diaspora would be a key market for this product.

The rationale for the journal does reinforce the shared agenda between CPAU and CPAU-I on
promoting peace and development in Afghanistan. It is also a useful mechanism whereby CPAUI and CPAU can explore the wider impact of economic activities on the peace process in
Afghanistan. However, the financial viability of this journal will require further testing to see
whether online subscriptions and advertising could make it a viable income generating activity.
The publication of an extended newsletter will be implemented as a pilot programme to test
market interest and demand.
In order to keenly focus efforts in the initial stages of CPAU-Is development, attention will be mostly
given to the first two area of CPAU-Is business portfolio.

9.4 Operating Modalities

CPAU-I has already been established as a separate financial and legal entity. It will be governed by a
separate Board which is a valuable opportunity to introduce entrepreneurial expertise into the
organisation. Profits generated by CPAU-I will be kept in a transparent sustainability fund to support
identified CPAU core activities and staffing.
The Director of CPAU-I will be based in Kabul but it is envisaged that key departmental positions will be
expected to reach out to markets in Afghanistan, Asia and Europe. The proposed organogram is shown
below.
16

Structure of CPAU-I
Board

Director

Deputy Director

Research &
Analysis

Sales/Marketing

Media Production
House

Investment
facilitation

UK
Representative

Finance &
Administratio
n

9.5 Marketing CPAU-I Work

There are many consulting companies in Afghanistan who will be looking to facilitate business
investment in Afghanistan. CPAU-I has some clear advantages when positioning itself in the commercial
market place:
i.

CPAU-I can use its long-term research experience from CPAU work to seamlessly supply the
research, analysis and facilitation services package

ii.

CPAU-I can work at scale. The Strategic Economic Assessment will be a useful marketing tool
to demonstrate the broad research reach of CPAU-I

iii.

CPAU-I staff have long term experience working at sub-national and the national level in
Afghanistan

iv.

CPAU-I has an established for-profit entity in the UK where it can reach out to markets in
Europe, for example, the large trade delegations in Brussels

v.

CPAU-I staff are comprised of Afghans and international staff and can communicate
effectively to both national and international clients

vi.

CPAU-I shares a core humanitarian vision with CPAU NGO and is more likely to be identified
with CSR values than many other consulting companies

vii.

CPAU-I staff have a large network of researchers to draw on when conducting for-profit
assessments. However, CPAU NGO staff can not engage in for-profit research unless they
are currently not engaged in NGO work and are contracted separately by CPAU-I
17

9.6 Linkages between CPAU-I and CPAU

Vision: Both organisations share the same core vision for peace and equitable development in
Afghanistan
Knowledge development: Both organisations will share and benefit from the knowledge generated
through research, programming and facilitation work. For example, this will be reflected in the quarterly
journal.
Institutional stability and sustainability to CPAU will be enhanced through profits earned by CPAU-I
The sharing of resources between CPAU and CPAU-I. This is in terms of the office complex and logistical
facilities. The radio stations will also be used by both organisations. For CPAU this will be for the further
dissemination of its peacebuilding programming in communities throughout Afghanistan. CPAU-I will
enhance the financial sustainability of the radio stations through providing radio production consultancy
services and generating revenue through advertising. However, transactions and arrangements will be
documented and reviewed by the independent Boards to ensure that neither organisation is being used
to unfair advantage by the other.
The recommended implementation steps are provided in the final section of this report.

18

CPAU workstreams for core activities:

August 2012 - July 2013 and Next Steps for
CPAU-I

19

10. CPAU Workstreams for Core Activities: August 2012 - July 2013
Core activity

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

1:Funding Strategy and Model

1.1 Core Funds and Restricted Funding Base
Decision taken on whether CPAU wants to pursue
core funding opportunities (particularly in regard to
building organisational management capacity)
Mapping of donor funding priorities over next 3
years
Explore consortium approaches with other
organisations to access funding pools (e.g.
Tawanmandi trust fund)
Explore Foundation funding opportunities

Decision
taken
Mapping completed
On-going

Database of relevant Foundations

1.2 Strategic Fundraising and Management of Funds

Joined-up proposals written between Research,
Peacebuilding and Finance departments
Concepts and proposals are tracked in a Funding
Pipeline Matrix
SMT uses the proposal check list to make go no
go decisions before concepts and proposals are
submitted
Project overhead calculations are based on
realistic financial figures from accurate monthly
operating costs
Transparency of CPAU funding is introduced via
the use of annual reports and on the website
Fundraising is linked to the development of
strategic partnerships (communication domain)

Establish
procedure
Establish
procedure
Establish
procedure

On-going practice
On-going practice
On-going practice

Establish
procedure
Establish
procedure
Establish procedure

2. Governance, Management and Administration Systems

2.1 Board of Directors
Re-visit ToR of BoD (role in financial and legal
oversight of CPAU-I, role in fundraising)

New ToR for BoD

20

Core activity
Re-visit composition of BoD (gender, equity
diversity balance, the need for technical expertise,
for example in financial management, research,
reach to national and international stakeholders)
Board meeting to discuss/approve the strategic
plan and further system changes
2.2 Structural Re-Thinking
Re-thinking organisational organogram (consultant
suggestion provided in report)
Formal establishment of Senior Management Team
(SMT: Chairman, Director and Senior Managers for
Research, Peacebuilding, Admin, Finance,
Communications)
Institute scheduled SMT meetings (start of the
week) to review action plan progress, financial
forecasts, proposals etc
Recruitment of Senior Research Manager
Decide how to delegate Director responsibilities in
his absence
Creation of Senior M&E Officer
Creation of Senior Knowledge Management and
Quality Officer
Creation of position of Senior Manager:
Communications
Formal establishment of Communications
Department
Begin to decentralise some decision making
responsibilities to Senior Manager positions
2.3 Human Resources
Comparative audit conducted of salary/benefits of
other similar organisations to CPAU
(Based on audit) institute clear salary grades and
bands (consultant suggestion in the report)
Institute staff performance-linked appraisal system
which includes professional development plans

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

Composition of the
BoD re-considered

Board
meeting held
New organogram
Established

Established

Completed
Established
Established
Established
Established
Established
On-going

Done
Established
Established

System implemented
System implemented

21

Core activity
Development of clear set of JDs in line with salary
grades/bands and clear identification of line
management
International JDs include responsibilities/time
allocation for national staff mentoring/training
Staff orientation package developed to be given to
all new CPAU staff
2.4 Policy and Procedure Manual
Professional and transparent procurement systems
Leave policy and tracking system
Logistical provisions and planning system
New CPAU security policy, including introduction of
armed guards at Kabul office ( but generally based
on low profile positioning)
Capacity Building commitment outlining CPAUs
commitment to internal and external training for
professional development of national staff (and
corresponding staff employment obligations after
training is completed)
Clear policy on staff benefits (for national and
international staff including housing)
2.5 Code of Ethics
Develop a code of ethics governing CPAU staff
conduct (to be read and signed by all staff and
consults)
2.6 Financial Planning and Management Systems
Calculate accurate CPAU monthly operating costs
(to be used for monthly forecasting, budget
formulation, and contingency planning)
Weekly financial forecasting to be reviewed in
Sunday SMT meetings
Review financial management systems in the
project offices and align to Kabul
Improve financial risk management on budgets by
instigating the go / no-go system)

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

Established

Established
Established

Established
Established
Established
Established

Established

Established

Established

Established

System
operating
Completed
System
operating

22

Core activity
Explore a new banking system whereby salaries
are transferred directly into staff bank accounts
Review and instigate new policy regarding signing
of requisition orders and cheques to streamline and
improve the effectiveness of the cash release
system
2.8 Grants Management Systems
Recruitment of technical expert (6 months) on
grants management to train Kabul and project
office staff
Technical expert ensures systems in place for
effective grants management for different donor
requirements
2.7 IT
Improve connectivity and band speed in CPAU
Kabul office
Review IT/communication requirements in the field
Ensuring CPAU shared drive is accessible or
ensuring a virtual information platform exists i.e.
through Dropbox
Ensuring password security
2.8 CPAU-I
Develop financial and legal transparency and
separation of CPAU-I and CPAU funds
Define clear business model for CPAU-I (will be in
strategic plan and shared with donors)
Determine size of contingency fund target (x per
months) required from CPAU-I to CPAU
contingency fund
Define role of BoD in oversight of CPAU-I activities
Define separation and overlap in roles and
responsibilities of CPAU-I and CPAU staff

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

New banking
systems
System
operating

Technical expert in place

Technical expert in place

Completed
Completed
Completed

Completed
Completed
Completed
Completed

Completed
Completed

3: Strategic Programming

23

Core activity
Develop a Theory of Change model (ToC) to
explain and guide the programming and research
interventions over a long-term time
frame.(Suggested model is provided in the
consultants report)
Developed detailed monthly activity plans for the
Peacebuilding Department to be regularly reviewed

Aug Sep
12 12

Oct
12

Nov
12

Completed
but subject
to on-going
review

Dec
12

Jan
13

Feb
13

Mar
13

Review
ToC

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

Review ToC

On-going by month

4: Strategic Research
4.1: Long-term strategic planning and vision
Research is guided by ToC model
Research is linked to peacebuilding implementation
and communication activities by the ToC model
Longer term planning is supported by detailed
monthly activity plans
4.2: Quality Assurance Systems
Peer review and quality review committees
established for research reports/outputs
Technical assistance is fully utilised on identified
research outputs e.g. Utrecht scholars and subject
matter/methodology experts
Synopsis research papers are developed in
conjunction with Communication Team
In-house translator ensures translation standards
on reports

On-going
On-going
On-going by month

System established
On-going

On-going
Translator in place

5: Communications
5.1 External Communication Activities
Development of a clearly articulated
communication strategy to support CPAUs vision,
strategic plan and guide the work of the new
Communications Department). This will include
(but not be limited to) the activities below:-

Strategy written/completed

24

Core activity
Articulating a clear organisational brand: A
national organisation that is known for quality
(in research, peacebuilding implementation and
management), high capacity (of Afghan expertise
at national and sub-national levels and with a
commitment to capacity building of national staff),
and an organisation genuinely connected to subnational reality and able to connect these
realties to a national level debate.
Clearly defining CPAU target audience for CPAU
dissemination and informing policy
National agenda and debate-setting through round
table meetings, presentations of research in public
forums and in selected media
Effective use of research products by launching
synopsis papers
Publishing/promoting short papers highlighting
success stories of CPAU peacebuilding work
Publishing a CPAU annual report (including
transparent breakdown of donor support)
Develop one page schematic to be used as a
promotional document to explain CPAUs
work/vision
Updating website to include latest research, events
and staff profiles
BoD to facilitate dialogue with senior national
stakeholders
Develop in-house risk mitigation strategy (i.e. steps
to be taken in research/work is negatively
perceived by external parties)
External message is clearly articulated on the
role/positioning of CPAU-I
5.2 Project Related Communication Activities
Legal awareness campaigns are factored into
projects (and budgets) where appropriate

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

On-going

Completed
On-going

On-going
On-going
Published
Completed

On-going
Process
initiated
Strategy completed

External message articulated

and understood
On-going

25

Core activity

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

On-going

Feedback mechanisms to the community are in

place to ensure on-going community involvement in
peacebuilding
Project-related communication activities support
wider organisational goal assessed through go
no go checklist procedure
5.3 Strategic Partnerships
International community development and
political wings (relationship as development
partners not simply financial implementing
partners)
International centres for scholarly excellence on
Afghanistan e.g. SOAS, LSE, Chatham House etc
INGOs with shared values/interests (who may or
may not have a permanent presence in
Afghanistan) e.g OXFAM, International Alert etc
Taking full advantage of participation in regional
networks e.g Action Asia
Coalitions with like-minded Afghan organisations
both NGOs and civil society organisations
Strategic relationships with senior government
officials

On-going

On-going

On-going
On-going

On-going
On-going
On-going

6: Developing a Culture for Learning and Reflection in CPAU

6.1 Structured meetings inter and intra departments
System
Scheduled meetings are built into monthly activity
established
plans i.e. SMT meetings; research and
peacebuilding; Finance & Administration with
Research and Peacebuilding planning meetings;
Reporting meetings between BoD and SMT etc
Joint Quarterly Planning Meetings (JQPM) are
scheduled (a time to review and adjust the core
activity planning document)
Annual Planning Meeting (APM) retreat
6.2 Creating learning and reflection spaces for staff

JQP
M

JQP
M

JQPM

APM

26

Core activity

Brown bag sessions (can be a mixture of internal

staff presentation/discussions or use of external
resource persons)
Stories from the Field. Field staff (or Kabul-based
staff who work in the field) encouraged to write a
brief reflection pieces on changes stories brought
about by their work
Creation of a system to develop Go-To Resource
Persons. These people have a developed and
known expertise that can be drawn on e.g.
database management, proposal writing,
peacebuilding theoretical knowledge etc
6.3 Monitoring, Evaluation and Learning
Senior M&E Officer recruited
Minimum M&E standards developed
M&E systems linked to learning (i.e. to enhance
project adaptation and design not just to report to
donors)
6.4 Information Management System
Decide and plan for how organisational information
will be stored on a shared drive or through virtual
platform
One personal assigned to update and manage the
information (Senior Knowledge Management and
Quality Officer)

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

On-going

On-going but encourage 1 per staff per month

System
established

System in operation

Completed
Completed
On-going

System designed
and operational

IMS under
manageme
nt

7: Capacity Building (linked to opportunities)

7.1 Identifying Capacity Building Requirements
Capacity building requirements identified with Line
Manager in all professional developments plans
Professional development plans reviewed by HR
and Line Manager on 6 monthly basis

Completed
Review Period

27

Core activity
7.2 Funding Capacity Building
Building capacity building activities into projects
where appropriate (reviewed in Proposal Checklist
Annex 5 of Strategic Plan) checklist)
Identify funding required from CPAU-I for-profit
work to support general training courses (i.e.
English language)
Approach OXFAM Novib and Swedish Embassy
with well reasoned proposal to provide funding for
capacity building in management, especially fiscal
and grants management capacity building
7.3 In-house capacity building opportunities
Linking Go-To Resource Persons to capacity
building requirements
Ensuring mentoring in is internal staff JDs (and
time is allocated for this work)
Providing support for national research and
peacebuilding staff to present at internal and
external forums

Aug Sep
12 12

Oct
12

Nov
12

Dec
12

Jan
13

Feb
13

Mar
13

Apr
13

May
13

Jun
13

Jul
13

Person (s)
Responsible

Key Support

Status of Activity

On-going

Costs projected

Submitted/A
pproach
made

System in place
System in place
On-going

28

11. Recommended Next Steps for CPAU-I

Recommendations

QTR
1

QTR
2

QTR
3

QTR
4

1. Determine the business model

A shared brand model for CPAU and CPAU-International (Following the model of CRAFT Industree Pvt and
Industry Craft Foundation)
Borrow aspects from CHA and India models:- Legal separation between NFP and FP organisations but under the
umbrella of a shared vision of peacebuilding currently articulated through CPAU
Consultation with chartered accountant and lawyer to instigate a legal, financial and taxation framework for both
NP and NFP organisations (both Kabul-based and UK based)
2. Determining the business portfolio of CPAU-I
1. Facilitate responsible business investment in Afghanistan;
2. Provide risk and context assessments to private and public enterprises;
3. Provide media production services to organisations/NGOs and generate funding through radio advertising;
4. Generate profit through online journal subscriptions)
Determine the priority core business area to initially focus on
Market research on the viability of the online journal is to be conducted by implanting a newsletter pilot
3. Establishing the hybrid model
Identification and appointment of separate Board of Directors for CPAU-I (representing a diverse skill and
experience set such as private enterprise, NFP, media etc)
Recruitment of staff for CPAU-I. As per the research findings of Noble (2011), recently graduated personnel that
do not have a strong affiliation with either the FP or NFP world are best suited to offer maximum value to a
hybrid organisation1
Clear and transparent articulation of the vision, roles and objectives of CPAU and CPAU-I through the Strategic
Plan, website, and conversations with CPAU donors and stakeholders
Development of a medium/long term financial plan for CPAU-I clearly demonstrating financial relationship
between CPAU-I and CPAU
Revision of CPAU-I draft Business Plan of June 2012
4. Marketing of CPAU-I services
1

Carmen Noble, How 'Hybrid' Nonprofits Can Stay on Mission, (Harvard Business School Review, October 17, 2011)

29

Promotion of CPAU-I research and risk analysis services through promotion of Strategic Economic Assessment
with a clear focus on business investors
Marketing personnel of CPAU-I promote business at appropriate trade events in Europe (through London office)
and in Asia
Media production services promoted within the development and private sector communities in Afghanistan

30

Annex 1: Strategic Planning Agenda

CPAU Strategic Planning Process July 2012
Objective: To produce an strategic plan for the period 2012 2015 which will serve as an organisational
guide to consolidate CPAUs organisational strengths and provide a clear programmatic strategy. The
strategic plan will be operationalised by departmental level work streams which will serve as a both a
guide and provide accountability to operationalising CPAUs strategy.
Process: The workshop will be 3 days and will be internal to CPAU but supported by an organisational
review which has taken external stakeholders opinions/suggestions into account. The process will be as
inclusive as possible in terms of staff attending the departmental-level and organisational level
workshop meetings. In some instances, departmental managers will discuss the agenda items for with
their teams to ensure that all voices have been captured in this planning process.
Time and General Activities:
1. Small Group planning sessions and plenary 2-day workshop
Date

Staff required

Thursday
12th July
13:30
16:00

Programme
Department and
Research
Department

Tuesday
17th July
09:00-12:00

Administration
and Finance
Departments

General Activities (these will be

supported by detailed individual
agendas which are to be discussed
within the departments prior to the
meetings)
1. Department SWOT analysis
2. Identifying the programmatic
vision of CPAU in 2012-2015
period (discussing the basic
outline of a theory of change
model to bring a sharper focus
and logic to the programmatic
and research work)
3. Identifying synergies between
research and programme to
ensure more effective
collaboration
4. Identify what is required from
other departments (finance
and admin) in CPAU to
enhance the effectiveness of
the Programme and Research
Departments
1.
2.

Department SWOT analysis

Identifying areas of work
required in the departments

Output

1.

Presentation (s) on the

outcomes of the three
activities to be shared in
the 2 day plenary workshop

1.

Presentation (s) on the

outcomes of the three
activities to be shared in

31

3.

and shared responsibilities (to

support department level
work streams)
Identify what is required from
other departments in CPAU to
enhance the effectiveness of
the Administration and
Finance Departments

the 2 day plenary workshop

17th July
14:00

Programme and
Research
Departments

Wednesday
08:45
15:30

All staff
(determined by
departmental
managers)

1. Plenary workshop and

planning process (separate
agenda provided). The process
of the workshop will be full
plenary sessions, small group
work, feedback sessions and
presentations.

1.

Thursday
08:45-15:30

All staff
(determined by
departmental
managers)

1. Plenary workshop and

planning process (separate
agenda provided). The process
of the workshop will be full
plenary sessions, small group
work, feedback sessions and
presentations.

1. Meeting minutes to
support strategic planning
document

1.

Continue with programmatic

vision work

Meeting minutes to
support strategic
planning document

32

2. Full agenda for 2-day plenary workshop

(Facilitators: Natalie, Patrick, Shamshed and David)
Date
and
time

Topic

Activity

Facilitator/lead

Output

Wednesday 18th July

08:45
09:15
09:00
09:30

09:30
10:00

10:00
10:35

Welcome/purpose of the planning

workshop/stock taking of CPAU over last
18 months
1. Ground rules for the 2 day
workshop
2. Solicit participant
expectations/takeout from the
workshop
1.

Gallery walk of small group

sessions on SWOT analysis

Analysis and scenario planning of the

operating context (current and future)

Plenary session

Suleman

Plenary session input

Natalie

Ground rules and workshop

expectations

Three group breakout to do the following

activities:
1. Discuss strengths, challenges,
opportunities to CPAU (finalise
from small group session work)
Feedback to wider group

Natalie

Finalisation of CPAU full

organisational SWOT analysis

Plenary session brainstorm the current

operating context
Three group break out for scenario planning
exercise 2012-2015
Group 1: Worst case scenario
Group 2: Neutral scenario
Group 3: Best case scenario
Feedback to plenary

Natalie

3 scenarios to underpin CPAUs next

strategic planning period

33

10:50
11:35

11:3512:00

13:1513:45

13:45
15:00

15:00
15:30

10:35 10:50: TEA BREAK

Presentation by finance and admin
Natalie/David
teams on their agenda for change
and the support needed to
introduce and improve systems
2. Plenary Q&A session on
presentation
Roles, responsibilities and decisionSmall groups to answer questions:
Natalie
making processes
1. Are different roles and
responsibilities clear in CPAU? Give
examples
2. Does the current organogram
reflect reality? Can anything be
changed to improve effectiveness?
3. Are responsibilities and decision
making processes effective in
CPAU? How can the current system
be improved?
12:00 13:15 LUNCH (afternoon tea break will be taken when needed)
Identifying CPAUs niche and value added
1. Three
group
break-out Natalie
in national NGO/CSO field
brainstorming
session
on
developing a simple but effective
statement that reflects the values
of the organisation
2. Feedback to plenary
Strategic vision of programme and
1. Presentation by research and Natalie/Emma
research (next 3 years) within a clear
program teams on output from
framework
small group work session
2. Plenary
Q&A
session
on
presentation
Re-defining the finance, admin systems
and policies needed to support
programmes and research and
professionalising CPAU systems

Re-visit parked issues and wrap up

1.

Plenary session

Basis of workstreams to
operationalise and improved finance
and admin systems (to be finalised
with the departments next week)

Basis of workstreams to enhance

organisational decision-making
processes and clarity on roles and
responsibilities (to be finalised with
the departments next week)

Shared understanding of CPAUs

niche and value added to underpin
the next strategic planning period. A
clear message to use externally

Basis of workstreams to define future

research and programme strategy (to
be finalised with the departments
next week)

Natalie

END OF DAY ONE

Thursday 19th August
08:45

Re-cap on Day One session

Plenary

Natalie

34

09:00
09:00
10:15

Thinking about partnerships in CPAU and

defining the type of partnerships CPAU
would like to pursue

1.

2.
3.

10:30
11:30

Communication strategy at CPAU

11:30
12:00

What does it mean to be a learning

organisation?

Three group breakout session to

define
different
types
of
partnerships
Plenary feedback
Decide on the types of partnerships
CPAU needs to support its future
strategy

10:15 10:30: TEA BREAK

1. Three group breakout session:
Group 1: What is the profile of CPAU?
Should it be raised? If so, how? If no, why?
Group 2: What is the current policy and
advocacy work at CPAU? Who is the target
audience? Does this need to change?
How/why?
Group 3: Do we need a communication unit
at CPAU? What would be its role and
responsibilities?
2. Feedback to plenary session and
identification of next steps in a
communication strategy at CPAU
Plenary brainstorming session

Emma

The basis of a future partnership

strategy in CPAU

Patrick

The basis of a new communication

direction and strategy at CPAU (to be
defined in workstreams next week)

Natalie

The basis of defining what steps

CPAU needs to take to become a
genuine learning organisation

12:00 13:15: Lunch break (afternoon tea break will be taken when needed)
13:15
13:45

Donor relations

Small
group
session
and
plenary
brainstorming the following questions:
1. What is the current donor relations
strategy?
2. How can you move to strategic
partnerships with donors?
3. What sort of activities can you do to
create a genuine partnership with

Natalie/Idrees

The
basis
of
defining
new
ways/activities to interact with
donors (to be defined in a
workstream next week)

35

donors and begin agenda-setting on

peace building in Afghanistan)
13:45
14:30

Fund raising and financial sustainability

14:30
15:00

Address parked issues from the

workshop
Participant feedback on the workshop
process
Wrap up session

15:15

Small group sessions to address the

following questions:
1. What is CPAU doing well in terms of
fundraising and ensuring financial
sustainability
2. How can things be done
differently?
3. How can this responsibility be
shared in CPAU
Plenary

The basis of a new fund raising

strategy for 2012-2015 (also to be
defined in a workstream)

Natalie

Kanishka

36

Annex 2: Taskforce Participants

Task forces.docx

Annex 3: Scenario Planning

Scenario
Planning.docx

Annex 4: Funding Pipeline Matrix

CPAU Funding
pipeline matrix.xls

Annex 5: Proposal Checklist

CPAU Proposal
checklist.docx

Annex 6: Grades and salary bands

Grades and
scales.docx

Annex 7: CPAU-International Report (2012)

CPAU-I Report
2012.pdf

37

Annex 8: CPAU-I (Draft) Business Plan: 2012

CPAU INTL Business
Plan Final PDF.pdf

38