Anti Corruption Policy

Partners for Peace Organization enforces a strict approach to prevent and combat corruption, committing to thorough investigation and immediate response to address any suspicion of corruption. The organization expects all employees, board members, and partners to adhere to ethical and professional standards, abide by local laws, and avoid any corrupt practices. This includes bribery, theft of goods or property, document forgery, financial claim falsification, record destruction to conceal misconduct, or any action causing financial loss to the organization.

Organizational Integrity

The reputation of Partners for Peace is considered one of its most valuable assets. The organization strives to maintain the highest standards of accountability, transparency, and integrity, addressing any suspicion of corruption or financial irregularities that could harm its image.

Policy Objectives

This policy focuses on raising awareness among employees and partners about the risks of corruption and financial misconduct, as well as addressing any corruption cases that arise within the organization.

Responsibilities Executive Director and Department Managers

The executive director and department managers are responsible for preventing and detecting corruption. They must:
1. Implement effective systems, procedures, and controls to prevent irregularities promptly and minimize losses.
2. Strictly enforce recommendations from internal and external audits.
3. Safeguard organizational assets (both fixed and movable).
4. Ensure awareness among employees regarding laws, regulations, and internal policies.

Employees and Volunteers

Employees and volunteers share equal responsibility in preventing and detecting corruption. They are required to report any suspicion of corruption immediately and cooperate fully with internal control procedures. Failure to comply will be addressed under the organization's disciplinary framework.

Examples of Corruption Cases

1. Document forgery or entry of false financial transactions.
2. Accepting bribes or gifts to influence procurement processes.
3. Demanding or accepting money or gifts from suppliers or service providers.
4. Invoice forgery or submission of false invoices.
5. Gaining personal benefits to manipulate hiring processes.
6. Expense claim falsification or payment receipt forgery.
7. Misuse or theft of passwords for unauthorized access to digital systems.
8. Collusion or actions undermining fair competition among suppliers.
9. Failure to disclose conflicts of interest.
10. Unauthorized activities for personal gain (e.g., misuse of petty cash, vehicles, or equipment).

Procedures for Suspected Corruption Cases Reporting

Any detected or suspected irregularity must be accurately documented and reported to the executive director.

Preventive Measures

Immediate action should be taken to secure assets, records, and prevent further losses (e.g., suspension of payments).

Investigation

The executive director assigns an investigator to conduct an initial inquiry, gather facts, secure evidence, and report allegations. If substantiated, the case is escalated for detailed investigation by an internal auditor or an investigative committee.

Investigative Committee Report

The report should include:
1. Quantification of losses.
2. Recommendations for recovery measures.
3. Suggestions for preventative and detection actions.
4. Disciplinary recommendations.
5. Advice on reporting to law enforcement or pursuing legal action.

Committee Authority

The investigative committee is authorized to access all organizational offices and records, examine files and storage facilities without prior notice, and secure relevant information.

Confidentiality

Reports and investigations related to fraud and corruption will remain confidential, disclosed only to individuals with a legitimate need to know. This ensures the protection of both the organization's reputation and the rights of individuals found innocent.

Disciplinary Actions

If corruption is confirmed, the organization will initiate disciplinary measures, which may include termination, compensation recovery, or legal action. Severe cases such as theft and fraud are treated as gross misconduct leading to immediate dismissal, forfeiture of end-of-service benefits, and possible legal reporting. Resignation by the accused does not exempt them from disciplinary or legal proceedings. All dismissals require executive approval and adherence to applicable labor laws and organizational policies.

Conflict of Interest Policy

General Objective

This policy aims to protect the organization’s interests by regulating potential conflicts of interest involving board members, staff, and related parties.

Scope of the Policy

A conflict of interest arises when a personal interest of a board member or employee conflicts with the organization's general interests. This occurs when a board member, executive team member, or employee makes decisions that affect their objectivity or when they or their family members receive personal benefits due to their position in the organization.

Disclosures

- Disclosure Obligations: All board members and employees must disclose any actual or potential conflicts of interest.

- Avoidance of Conflicting Activities: They must avoid engaging in activities that directly or indirectly conflict with the organization’s interests.

- Written Reporting: All contracts or financial transactions involving the member, employee, or their relatives (spouse, parents, siblings, children, or any direct close relatives) must be reported in writing.

Responsibilities

- Paid Positions:

- Board members must resign from their positions before accepting paid employment or consulting roles with the organization.

- Former board members must wait one year before working for the organization in a paid capacity.

- Executive Team:

- Executive team members receiving financial benefits from the organization must resign and wait one year before running for a position on the board.

Public Office

Board members or executive team members intending to run for public office must submit their resignations. Individuals in leadership positions within political parties cannot run for the board or apply for senior executive positions in the organization.

Disclosure Reports

- Employee disclosure reports must be submitted to the executive director.

- Board member disclosures must be submitted to the board chairperson.

Confidentiality of Disclosures

All disclosures are confidential and will only be disclosed if deemed necessary for the organization’s interests.

Decisions on Conflict of Interest

Any board or executive team member suspecting a potential conflict of interest must promptly notify the relevant authority (board or executive director). Disclosures must be updated periodically, and members must sign the conflict-of-interest declaration.

Resolving Conflict of Interest Cases

Members involved in conflicts of interest in specific processes will be excluded from decision-making and related procedures while continuing their routine activities in other organizational tasks.

Sub - Recipient policy

- Effective Date: One year

- Reviewed On: 1th – August-2024

- Next Review Date: 1th – August-2025

1. Purpose

The purpose of this policy is to establish guidelines for the management, oversight, and monitoring of sub-recipients engaged by Partners for Peace (P4P) to ensure compliance with applicable laws, regulations, and funding requirements.

2. Scope

This policy applies to all staff involved in the selection, management, and oversight of sub-recipients receiving funds from P4P.

3. Definition of Sub-Recipient

A sub-recipient is an entity that receives funds from P4P to carry out a portion of the programmatic work funded by P4P. Sub-recipients are responsible for managing the funds in accordance with P4P’s policies and applicable federal, state, and local regulations.

4. Selection of Sub-Recipients

- Eligibility Criteria

Sub-recipients must demonstrate the capacity to fulfill the program requirements, including relevant experience, financial stability, and compliance history.

- Application Process

Interested organizations must submit a proposal outlining their qualifications, project plans, and budget.

- Evaluation

Proposals will be evaluated based on criteria including alignment with P4P’s mission, experience, and cost-effectiveness.

5. Agreement Requirements

- Sub-Award Agreement

A formal sub-award agreement must be executed, detailing the scope of work, budget, reporting requirements, and compliance obligations.

- Terms and Conditions

The agreement will include terms related to financial management, procurement, and programmatic performance.

6. Monitoring and Oversight

- Regular Reporting

Sub-recipients must submit regular financial and programmatic reports as specified in the sub-award agreement

- Site Visits

P4P will conduct periodic site visits to assess compliance and program implementation.

- Performance Evaluation

Sub-recipients will be evaluated against established performance metrics.

7. Compliance and Risk Management

- Financial Management

Sub-recipients must maintain accurate financial records and adhere to all applicable financial management standards.

- Audit Requirements:

Sub-recipients may be subject to audits, and must comply with any audit findings or recommendations.

- Corrective Actions

P4P reserves the right to impose corrective actions if sub-recipients fail to comply with the terms of the agreement.

8. Conflict of Interest

All parties involved in the selection and management of sub-recipients must disclose any potential conflicts of interest and adhere to P4P’s conflict of interest policy.

9. Amendments

This policy may be amended as necessary to comply with changes in laws, regulations, or organizational needs.

10. Approval

This policy has been approved by the Board of Directors of Partners for Peace.

Strategic Plan

Strategic planning is the backbone of organizational success, enabling them to fulfill their mission by reaching target groups and providing optimal services. It is a management tool organizations use to concentrate their efforts and ensure all staff members move in the same direction, adapting to external environmental changes. Strategic planning involves defining desired goals in light of available resources and devising ways to achieve those goals. It includes setting organizational objectives, developing strategies to achieve them, and implementing related programs.

Recognizing the significance of strategic planning in achieving institutional excellence, Partners for Peace (P4P) has built an ambitious strategy to lead youth initiatives in the Blue Nile region. This initiative aims to provide impactful humanitarian and developmental work in partnership with national and international institutions, adhering to the organization’s core values: transparency, accountability, professionalism, continuous improvement, and respect for diversity.

This document is the culmination of diligent efforts during a strategic planning workshop attended by the organization’s staff and Board of Directors. The strategy was developed using participatory methodologies, including SWOT analysis, stakeholder analysis, and consultations with field experts.

The true strength of this strategic plan lies in its reflection of the collective input of individuals committed to the organization’s development and service enhancement. This plan is designed for practical implementation, considering available resources and budgets, supported by a detailed action plan, and robust monitoring and evaluation mechanisms.

We extend our gratitude to everyone who contributed to this effort. We pledge to implement the strategy effectively to achieve the organization’s goals.

Mohamed Jamal Aldein ElSheikh Madani

Executive Director of Partners for Peace

Background of the Organization

Partners for Peace Organization (P4P) was established in 2023 in the city of Roseires, Blue Nile Region, by four active youth initiatives: Daroub Al-Amal Initiative, Nabd Al-Balad Association, Al-Rakeeza Forum, and Al-Ban Dramatic Group. The organization quickly became one of the most prominent youth institutions in the region. P4P aims to empower youth and unify the efforts of grassroots initiatives in the region, providing a model for amplifying the voices of youth advocating for conflict reduction and addressing the consequences of wars and all forms of violence to lay the foundations for peace and sustainable development across the region.

Over the past four years, the founding entities of P4P have collaborated with many national and international organizations, which has provided the organization with accumulated administrative expertise. This has earned it local community support and the trust of donors, making it one of the leading youth organizations in the humanitarian field within the region.

P4P is distinguished by its strong governance and internal controls. The organization has an effective executive office with the capacity and competency to implement programs and projects. Additionally, P4P features a diverse Board of Directors with strong and exceptional relationships. The board provides strategic direction, supervises the executive office, and ensures the organization's adherence to principles of transparency and internal control standards while evaluating its performance and measuring progress toward achieving strategic goals.

The P4P team comprises individuals passionate about humanitarian work and sustainable development. They share the organization's vision and values and maintain good relationships with beneficiaries. Members of the Board of Directors bring high professional expertise in their respective fields, combining advanced academic qualifications with extensive practical experience. They work harmoniously with the executive staff. Moreover, the organization has attracted a select group of experts with outstanding achievements and contributions as part-time consultants. These experts possess deep knowledge of global best practices and their application in the region's work environment.

Methodology for Preparing the Strategic Plan

The strategic plan was developed through the following steps:
1.Review and Analysis:
- Reviewing and analyzing profiles of the youth initiatives forming P4P and previous reports related to their activities.
- Examining published documents from international organizations and government institutions regarding the Blue Nile Region to prepare a comprehensive and objective analysis of the external environment and donor trends.

2.Internal Analysis:
- Conducting a series of discussions with the organization's personnel to analyze its internal environment and develop its vision, mission, goals, and strategic priorities.
3.Participatory Workshops:
- Discussing the strategic plan's features using an integrative and participatory approach in a workshop attended by P4P members, board members, experts, specialists, and representatives of relevant entities.
4.Finalization and Approval:
- Presenting the draft strategic plan at a Board of Directors meeting for final approval and endorsing proposals for implementing the plan and monitoring and evaluating its intended activities.

Objective of Preparing the Strategic Plan

- To contribute to developing the organization by harnessing the energies of its staff and improving the quality of its services.
- To articulate the vision, mission, values, and strategic objectives while building implementation mechanisms.
- To adapt to external environmental changes and establish future orientations aligned with the organization’s goals.
- To highlight the organization’s strengths and capabilities while identifying potential challenges.
- To identify strengths and weaknesses, seize opportunities, and mitigate expected threats.
- To aid in attracting funding from donors and achieving greater sustainability.
- To translate goals into actionable tasks, assign responsibilities, and set a timeline for execution.
- To define projects, initiatives, and activities required to achieve the strategic goals.
- To create an integrated programmatic plan and establish a timeline for implementing desired projects, initiatives, and activities.

Vision

A safer Sudan where people enjoy peace and equal rights and opportunities.

Mission

A leading organization contributing excellently to building youth capacities and increasing their opportunities for participation to achieve social peace in Sudan through:

· Implementing diverse programs to empower youth and enhance their professional integration.

· Encouraging youth participation in the development of policies and public programs.

· Building cooperation and partnerships with institutions sharing similar goals.

Our Values

Transparency

Integrity

Accountability

Professionalism

Commitment

Respect for Diversity

Continuous Learning

Strategic Priorities

Sustainable Peace

· Combating hate speech and reducing violence and all forms of discrimination.

· Promoting respect for diversity and actively contributing to peace building and achieving social harmony

· Working to ensure the availability of rights for vulnerable groups such as displaced persons, refugees, and war victims) ) including The right to protection - Justice - Access to social support services and psychological assistance

Youth Empowerment

· Supporting youth initiatives through partnerships, information sharing, and building institutional capacities, in addition to honing essential skills for youth, particularly in the field of communication technology, attracting support for them, and increasing advocacy opportunities for their pressing issues.

· Enhancing youth economic capacities by developing their professional skills and increasing their employment opportunities.

· Ensuring that youth live in communities with access to basic services (food, water, shelter, health, education, energy resources, communication technology, and more).

Youth Participation

· Providing a safe environment for youth to actively contribute to public life, in addition to encouraging youth platforms for dialogue and discussion on their issues, fostering productive collaboration, and driving positive change for a promising future.

· Encouraging youth participation in social and political development issues, increasing opportunities for their integration, and enhancing their role in decision-making and the development of public policies and programs.

· Ensuring the availability of rights for vulnerable groups (such as displaced persons, refugees, and war victims), including The right to protection - Justice -Access to social services and psychosocial support.

Strategic Objectives

· Strengthen the role of youth in conflict reduction, peacebuilding, and achieving social harmony.

· Support youth participation and encourage their contributions to decision-making processes and the formulation of public policies.

· Provide platforms for productive youth dialogue and activate initiatives to advocate for their pressing issues.

· Reduce gender-based violence, all forms of discrimination, and combat hate speech.

· Ensure access to basic services for communities in the Blue Nile Region

· Work to guarantee the full rights of vulnerable groups in the Blue Nile Region.

· Enhance the organization's infrastructure by developing policies, strategies, and administrative systems

· Develop partnerships and build sustainable alliances with international and national organizations and grassroots associations.

· Build youth capacities in various fields (technical, leadership, administrative, and technical) and strengthen career guidance.

· Empower youth, develop their economic capabilities, and increase their employment opportunities and professional integration.

· Encourage innovative ideas by providing business incubators for youth entrepreneurship projects.

· Expand and diversify the organization's resources by attracting support from various entities to achieve its mission.

· Manage human and material resources professionally and improve the quality and mechanisms for implementing programs and services.

Requirements for Implementing the Plan

· Form a committee to oversee the implementation of the organization's strategic plan and ensure its continuous evaluation.

· Develop the organization's operational plan (Action Plan) to outline the timeline and procedures for executing the various programs and initiatives mentioned in the strategic plan document.

· Prepare periodic and annual reports, with the monitoring and evaluation committee tracking data and information related to performance indicators.

· Promote a culture of strategic thinking among the organization's members.

Action Plan:

To ensure the effective implementation of the strategic plan, it is essential to develop an implementation plan that includes a comprehensive timeline for executing projects, an estimation of the expected costs for each project, and the executing entity. The implementation plan includes a set of elements as indicated in the model below:

Monitoring and Evaluation

To assess the extent to which strategic objectives are achieved over the years of the plan, there must be a monitoring and evaluation mechanism based on clear and measurable indicators. This mechanism, referred to here as the Monitoring and Evaluation Matrix, links strategic objectives with measurement indicators.

Partners for Peace adopts a monitoring and evaluation system characterized by its ability to measure the achievement of strategic directions and the impact of various programs and interventions with accuracy, transparency, and on a continuous and dynamic basis. This is done through interactive participation with stakeholders, including partners, beneficiaries, and donors. Below are the main tools and mechanisms used by the organization for monitoring and evaluation:

· Situation analysis, surveys, and impact studies for programs.

· Mid-term and final evaluation studies for implemented projects.

· Periodic and annual reports, including financial reports.

· Regular field visits to programs and projects.

· Developing performance indicators and monitoring their measurement periodically.

Partners for Peace emphasizes the importance of periodically updating this strategic plan, taking into account achievements and shortcomings during the previous period. This update includes all projects listed in the implementation matrix as well as the indicators mentioned in the Monitoring and Evaluation Matrix.