The document provides information about a comparative analysis conducted by Group 1 between the Child Protection and Welfare Bureau (CPWB) and the Child Care Foundation (CCF) in Pakistan. It includes details about the legal status, organizational structure, scope, objectives, financial workings, status of public service delivery, SWOT analysis, gaps between presentations and actual situations, and recommendations for both organizations. The group found that while both organizations aim to help children, CPWB is better organized and funded by the government, but needs improvements in service delivery, while CCF provides education but has substandard quality and needs increased funding. The document concludes with recommendations for both organizations.

1. COMMUNITY & FIELD WORK
GROUP 1
• CHILD PROTECTION & WELFARE BUREAU
• CHILD CARE FOUNDATION
A COMPARATIVE ANALYSIS

2. GROUP MEMBERS
 Adnan Gul (Leader)
 Tehmina Kausar (Deputy Leader)
 Maheen Fatima
 Maryam Mumtaz
 Waqas Johar
 Inayat Ullah
 Maryam Latif
 Nauman Mahsud
 Ali Abdul Rehman
 Shafaat Ali Mirza
 Sara Luni
 Kashif Ali Shigri
 Aleena Rajper
 Nazar Jan
 Naeem Nawaz
 Ramzan Ishtiaq
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Supervisor: Mr. Muhammad Ali
Randhawa

3. SEQUENCE OF PRESENTATION
 Legal Status & Organizational Structure
 Scope & Objectives
 Financial & Administrative Working
 Status of Public Service Delivery
 SWOT Analysis
 Gap between presentation given and situation on ground
 Comparative Analysis
 Conclusion & Recommendations
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4. LEGAL STATUS & ORGANIZATIONAL STRUCTURE
Child Protection and Welfare Bureau Child Care Foundation
Legal Status
• Established under the Punjab Destitute and Neglected
Children Act 2004.
• Autonomous body under Home Department of
Punjab.
Legal Status
• Registered in 1996 as an NGO under the Societies Act
1860.
• A Philanthropic and charitable organization.
Organizational Structure
• Board of Governors (BoG) & Chief Minister of Punjab
as its patron-in-chief.
• Structure wise, it has two wings:
a. Programming Wing
b. Admin Wing
Organizational Structure
• Has its own BoG.
• CEO as the Administrative Head.
• Three main sections. Admin branch, Project
Management Branch and account branch.
• Simple structure as compared to CPWB.
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5. ORGANOGRAM (CHILD PROTECTION & WELFARE BUREAU)
Director
General
Director
Admin
Assistant
Director
Admin
Superinten
dent
Estate
Officer
Assitant
Assistant
Director
Accounts
Asst. Audit
Officer
Purchase
Officer
Accountant
System
Network
Manager
Computer
Operator
Security
Incharge
Security
Guards
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6. ORGANOGRAM (CHILD CARE FOUNDATION)
CEO
Project
Manager
Project
Officer
SDO
Principals
SDO
Education
Officer
MTO DEO
Admin
Manager
Account
Officer
Accountan
t
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7. SCOPE & OBJECTIVES
CHILD PROTECTION & WELFARE BUREAU (CPWB)
 Rescue destitute and neglected children
 Obtain legal custody of children at risk
 Trace children's families for reintegration
 Prosecute persons accused of special offences relating to children
 Protect children from cruelty, abuse, commercial sexual exploitation, beggary
 Expansion of Child Protection Services across Punjab
 Licensing/registration of Shelter homes for children
 Raise awareness about child rights
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8. SCOPE & OBJECTIVES
CHILD CARE FOUNDATION PAKISTAN (CCF)
 Initiative of the federal government’s Trade Development Authority of Pakistan (TDAP).
 Non profit, non governmental, educational organization working all across Punjab.
 Provision of quality and free education to the underprivileged, especially the girls.
 Programs in different sectors like education, health and vocational training.
 Elimination of poverty and all kinds of child labor.
 Schools in remote areas where formal schooling is not possible.
 Philosophy of poverty alleviation directly linked with the literacy.
 Collaboration with international organizations like AUS-Aid, ILO, etc.
 It also raises funds through public collaboration.
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9. FINANCIAL & ADMINISTRATIVE WORKING (CPWB)
 Pre-allocated Budget of Rs. 733 Million by the Home Department.
 On paper, Budgets are Approved by Board of Governor (BoG).
 Financial goals as part of overall objectives during annual planning process.
 External auditing by some of the renowned audit firms.
 Budgeting based on its three major wings i.e.
 Child Protection Unit (CPU), Child Protection Institute (CPI) and Child Protection Court (CPC).
 Annual governmental budget of Rs. 733 Million for projects in 8 major Districts.
 Financial and admin policy has defined designations, duties and responsibilities.
 As a Public entity, the staff is hired through proper government procedures.
 Availability of technical, administrative staff including teachers and psychologists.
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10. FINANCIAL & ADMINISTRATIVE WORKING (CCF)
 Prepared annually and approved from the donors as well.
 Regularly BoG meetings held during Budget development.
 Guided by set financial objectives with its programme functions as UN compliant.
 Internal and external audit and reviews and also by the donors and supporters.
 Budgeting w.r.t Two major programmes i.e. Education & Vocational Training.
 Requires donors funding to run 18 of its major schools in ten districts where they are currently
operating.
 Designated roles and responsibilities in a manner that takes into consideration recent up gradations.
 Provides platform for its own students to have an opportunity to grow and join the cause of CCF.
 Multiple students from their institutes have attained higher degrees and currently working in CCF.
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11. STATUS OF PUBLIC SERVICE DELIVERY (CPWB)
 Lack of awareness and information about the services of Child protection Bureau.
 The public in general doesn’t know about bureau’s existence in helping the neglected children.
 The righteous efforts of the organization at times tend to create a negative image over public.
 Lack of adequate Human Resource Capacity
 Huge difference between the human resource available to cater for the issue within the province.
 Lack of co-ordination and communication of detained children with their parents
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12. STATUS OF PUBLIC SERVICE DELIVERY (CCF)
 Concentrated efforts in only targeted areas, rest being neglected.
 Reasonable amount of funding received versus substandard service delivery.
 Curriculum taught entirely in Urdu; Students didn’t know much about even simple English
terminologies.
 Learning outcomes were not satisfactory.
 Students were lacking in confidence as well, when asked to present anything.
 Unfriendly student environment; broken glass windows, for instance, under extreme weather
conditions.
 As told by faculty itself, teachers having inadequate salary.
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13. SWOT ANALYSIS (CPWB)
• Well organized structure
• Funding from the Government
• Legislative Support
• Has its own Court
• Coordinates with more than 120 NGOs
• Well maintained and constructed infrastructure
• Established in accordance with international best practices
Strengths
• Poor field operation to rescue children
• Psychologists lacking capability
• Underutilized Social Media Marketing
• Administrative weaknesses and frequent changes
• No plan of sending children back to society as independent individuals
Weaknesses
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14. SWOT ANALYSIS (CPWB)
• Use of IT to set up Data Base of all children enrolled under R&D Wing
• Expansion to all 36 districts of Punjab (currently in 8 districts)
• Further devolution to Tehsil Level
• Anti-begging campaign with the help of City District Government(s) and Police
• Social Media and Mass Awareness Campaigns
• Coordination with other governmental departments
Opportunities
• Backlash from the civil society on the way children are rescued/picked up the bureau
• Lack of man-power/quality human resource. Out of 649 sanctioned seats, 101 are vacant.
• Low conviction rates in areas of child sexual abuse, child labor etc.
• Lack of research by the Research and Development Wing.
• Possibility of exploitation of vulnerable children within the bureau
• Adoption procedures can turn out to be risky
Threats
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15. SWOT ANALYSIS (CCF)
• Provision of educational services to the most marginalized communities
• Has the support of philanthropists and intellectually acclaimed personnel
• No communication gap between head office staff with field/teaching staff
• The establishment of non-formal schools
• Teachers training programs
• Provision of free textbooks, uniforms etc to students
• Collaboration with Punjab Education Foundation
• Support from the ILO in initial years
Strengths
• Organization not doing any work in the area of child labor
• Lack of Donors and Financial Constraints
• Unhygienic toilets and poor infrastructure
• The challenge of getting female children in school in underdeveloped areas
• Lack of collaboration with other NGOs and government bodies working in the area of child care.
Weaknesses
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16. SWOT ANALYSIS (CCF)
• Raise funds by sending delegations on behalf of the organization to private corporations
• Making good use of electronic, print and social media to raise funds and encourage donations
• Explore the opportunity of collaborating with the government
• Exchange programs by collaborating with private schools and other institutions
• Vocational Training Programs for student after matric and middle classes (only for girls)
Opportunities
• Threats from extremist organizations
• tendency to disappear in the backdrop of NGOs mushrooming in the area of child care and education
Threats
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17. SITUATION ON GROUND (CPWB)
 Lack of enthusiasm in officers and officials who are posted in this bureau on deputation.
 The bureau does not attract officers because of the lack of attractive pay and other packages.
 Child Protection Courts and its legal proceedings take a lot of time.
 Hence, very few FIRs lodged against persons accused of physically and sexually abusing the
children.
 Psychologists though qualified, lack experience and technique in dealing with traumatized
children.
 The organization is under staffed.
 Security and surveillance system is insufficient as opposed to what was being claimed by their
personnel.
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18. SITUATION ON GROUND (CCF)
 Despite reasonable funding, services provided in school were substandard.
 Curriculum was same as in government schools, but students lacked basic information.
 When students from Grade 1 were asked to name body parts, they didn’t know even the basic names that
students of such age are supposed to know.
 The learning outcomes were not satisfactory.
 When Grade 3 students were, randomly, asked to solve simple mathematics question by one of our fellow
members on board, students were unable to solve any of those questions.
 Student’s notebooks were empty, no homework, and no teacher’s remarks were given in those
notebooks.
 Students lacked confidence when asked to present anything or to answer any question.
 Provision of basic amenities which should have been provided were missing.
 The pay of teachers, as told by faculty itself, was very low.
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19. COMPARATIVE ANALYSIS
CPWB CCF
Objective • To provide a safe haven to destitute,
neglected, abused, and run away children.
• Provision of shelter, education and protection
in turning them into productive members of
the society.
• To counter the menace of child labor from
Pakistan.
• Focusing primarily on imparting education to the
children living in extremely poor neighborhoods.
Financials • Funding by Punjab Government with annual
budget of Rs. 733 M.
• Does not accept cash donations from private
entities.
• Seed money of 20 M from the government in 1996.
• Income in year 2015, Rs. 37.8 M.
• School operations as largest chunk of the
organization’s expenditure i.e. 17.4 M Rupees app.
Scope of Work • Working in 8 districts of Punjab.
• Plans to set up CPUs in 13 more districts.
• Functioning mostly in urban centers.
• Child Protection Court to deal with the cases
of child abuse.
• Presence in 10 districts of Punjab.
• Quality education to children of underprivileged
families and households.
• Operates mostly in rural or peri-urban localities. 19

20. RECOMMENDATIONS FOR CPWB PUNJAB
 Need to ensure that all the cases that are referred to the bureau must be fully pursued.
 It was observed that out of 25 cases being registered with the bureau only 16 were being pursued.
 Since the organization is under-staffed, there is a need of fresh hiring on pure merit basis.
 Need of capacity building of the already employed staff especially Psychologists.
 Electronic, social and print media should be exhausted for awareness purpose.
 Child pornography to be dealt with in collaboration with Police authorities and district administration.
 Need to expand the infrastructure at the grass root level to enhance responsiveness.
 The bureau is currently functioning in 8 districts, so there is a need for devolution at the Tehsil level.
 There is a need of conducting financial as well as performance audits by reputable external auditing
agencies.
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21. RECOMMENDATIONS FOR CCF PAKISTAN
 Instead of widening area of operation focus should be given to quality of education.
 Permanent faculty should be hired and salaries should be increased to achieve desired results.
 Emphasis more on vocational training and health of students.
 Need of experienced and vibrant team to achieve its goals and objectives.
 Need of mechanism to retain students in secondary level and in higher education level.
 Focus on eradicating child labor by providing shelter to destitute children.
 CCF should outreach to local as well as international donors vibrantly.
 To attract more donors CCF has to improve its quality of services.
 Auditing by reputed external audit firms to ensure transparency and to build trust of donors.
 Development of efficient controlling of HR at far flung areas of operations.
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22. CONCLUDING REMARKS
 The Child Welfare and Protection Bureau has been doing an excellent job in the last fourteen years
 However, improvements can be made especially with regards to protection of children from child abuse.
 The conviction rate in child abuse cases is abysmally low.
 CWPB must ensure follow ups of the cases even if a compromise has been reached between the parties.
 CCF has achieved a lot in terms of reduction in child labor.
 However, the quality of education at CCF is not at par with that of even a modest private school.
 The head office of CCF needs to be more vigilant on the workings of the schools falling in its ambit.
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23. THANK YOU!
Q&A SESSION
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