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    • Gender- SPO’s Cross Cutting Theme

      Gender as a Cross-Cutting Theme

      At SPO, gender equality is not treated as a standalone component but as a fundamental principle embedded across all areas of work. Gender is embedded into both organisational systems and programmatic interventions, ensuring inclusive, equitable, and rights-based outcomes for all, leaving no one behind. At the programmatic level, SPO mainstreams gender across all thematic areas by promoting equitable participation, strengthening protection mechanisms, supporting women’s leadership, and addressing harmful social norms, including gender-based violence and child, early, and forced marriage. These efforts are reflected across SPO’s work, where women’s economic participation is strengthened through skills development initiatives and participation in decision-making, ensuring that gender considerations are systematically integrated across all interventions in line with inclusive and rights-based approaches. At the institutional level, SPO promotes gender equality through dedicated policies, gender-responsive human resource practices, zero tolerance towards harassment, and continuous staff capacity building. Supported by a Gender Specialist and an active Gender Core Group, the organisation ensures that these considerations are consistently applied across planning, implementation, monitoring, and reporting processes.  

      Gender in Practice

      SPO’s gender approach is grounded in a rights-based framework that prioritises inclusion, protection, and empowerment. Across its work, SPO contributes to improving women’s access to Education by supporting increased enrolment and retention of girls, particularly in underserved areas, and strengthening coordination with schools and communities to sustain participation. In the area of Governance and Leadership, SPO builds the capacity of women leaders through structured trainings in communication, analysis, resource mobilisation, and action planning, enabling them to actively participate in decision-making processes. SPO plays a significant role in addressing gender-based violence by strengthening community-based protection mechanisms, establishing and linking women’s networks, and supporting the implementation of pro-women legislation, including laws related to child marriage and domestic violence. These efforts improve institutional responses and access to services for survivors. In Health and Social Protection, SPO works to improve access to family planning and reproductive health services, while also analysing and advocating for more inclusive social safety schemes that address the specific needs of marginalized women, particularly in relation to maternal and reproductive health. Additionally, SPO promotes women’s participation in peacebuilding and natural resource management by strengthening their roles in water governance, conflict resolution, and community-level decision-making, contributing to more inclusive and sustainable development outcomes. Through sustained engagement with communities, civil society networks, and public institutions, SPO contributes to creating enabling environments where individuals can equally participate in decision-making processes and access opportunities. By challenging harmful social norms and promoting positive behavioural change, SPO advances dignity, equality, and social justice at all levels.  

      Gender in Systems and Processes

      This approach is reflected across organisational systems and processes, including planning, budgeting, monitoring, evaluation, and reporting. SPO ensures that all interventions are informed by gender-sensitive analysis and supported by the use of sex-disaggregated data to strengthen accountability and decision-making.

      All programme designs, proposals, reports, and communication materials are reviewed through a gender lens to ensure inclusivity, relevance, and sensitivity, making gender integration a standard organisational practice.

       

      Organisational Commitment to Gender

      SPO’s gender action plan is based on an external gender audit conducted periodically. To translate this commitment into practice, SPO follows a structured and formal approach to address gender disparities at both organisational and programmatic levels. SPO engages in advocacy for women-friendly laws at provincial and national levels through its participation in relevant networks and alliances working on ending violence against women and girls, human rights, and prevention of child marriage. All programmes and projects of SPO are guided by a comprehensive gender strategy covering aspects such as mainstreaming gender at the workplace, project implementation, media and communication, networking, and partnerships. Gender is mainstreamed in all the policies of SPO, including equal opportunity employment, policy on inclusion of women in leadership and procurement processes, crèche policy for working mothers, and flexible leave policies for women, with specific policies in place to address gender issues at the workplace. SPO is committed to zero tolerance against sexual harassment and has established inquiry committees at all its regional offices as well as the national centre in accordance with the Anti-Harassment Act 2010. In addition, SPO upholds strict safeguarding standards through the prevention of sexual exploitation and abuse (PSEA), with measures in place to protect staff, communities, and beneficiaries from any form of misconduct or abuse of power. The Complaint Redressal Department (CRD) ensures compliance with PSEA standards at all levels and promotes a safe and protected environment for staff and communities through regular orientation sessions. As per UNICEF’s assessment, SPO falls under a “Full Capacity” and “Low Risk” organisation, recognising its strong preventive measures and commitment to safeguarding standards. A full-time Senior Specialist – Gender is appointed to observe the work environment, policies, and programmes, and to provide technical input where needed to mainstream gender policies. A Gender Core Group, with representation from all regional offices and the national centre, is mandated to observe gender disparities within the organisation, its programmes, and partners, and is authorised to submit recommendations to the management group, which is bound to respond within one week. There is a specific gender training programme for staff working on different projects, with staff evaluation including indicators of gender sensitivity. The training includes experiential sessions on everyday gender issues encountered during work and sessions for conceptual clarity on international commitments and national laws. Staff are also encouraged to write on gender-related topics in SPO’s internal as well as external publications.  
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    • Tender Notice – Disposal of SPO Property

       NOTICE FOR DISPOSAL OF PROPERTY

      Strengthening Participatory Organization (SPO)

      (A company registered under Section 42 of the Companies Act, 2017)

      Subject: Sealed Bids Invited for a Property in Multan

      SPO invites sealed bids for the sale of a Property (Open Plot) measuring 5.5 Kanal (3327.5 sq. yds.), situated at Khewat No. 9/9, Khatooni No. 16 to 25, Mouza Bahadurpur, Behind Jamia Masjid Madina, Bosan Road, Multan. 

      The property features a boundary wall, entrance gates, built quarters, well-maintained mango orchards, and access to electricity/water supply. It is ideally suited for use as a farmhouse or for commercial purposes, including offices, marquees, gaming zones, restaurants, and similar ventures.

      1. Invitation to Claimants

      Although SPO holds a clear and marketable title to the property, any person claiming any right, lien, or interest in the property may notify the undersigned within seven (7) days. SPO shall examine any such claim before finalizing the sale.

      2. Bid Submission Deadline & Earnest Money

      • Last Date for Submission of Sealed Bids: Monday, 4th April 2026, by 17:00 hrs. (5:00 PM)

      • Earnest Money: Each bid must be accompanied by a refundable Bank Draft equivalent to 5% of the total offered value.

      • Bids submitted without earnest money shall be rejected.

      3. Bid Opening

      • Date & Time of Bid Opening: Tuesday, 5th May 2026, at 14:00 hrs. (2:00 PM)

      (Note: Bids will be opened one day after the submission deadline.)

      4. General Terms & Conditions

      • SPO reserves the right to accept or reject any or all bids without assigning any reason.

      • Only sealed bids will be considered.

      • For detailed terms and conditions, please visit the link provided below:

      Check terms and conditions below.

      5. Address for Submission

      Chairperson, Asset Disposal Committee

      Strengthening Participatory Organization (SPO)

      Building No. 1-B, Street 26, Sector G-9/1, Islamabad.

      Phone: (051) 8736193-94

      Terms & Conditions – Disposal of SPO Property

      1. Earnest Money (Security Deposit)

      A refundable Bank Draft equivalent to 5% of the offered value, drawn in favour of SPO, must accompany each sealed bid as earnest money.  Bids submitted without earnest money shall be rejected. This amount shall be forfeited if the successful bidder withdraws after bid acceptance or fails to complete the payment as per the agreed schedule.

      1. Payment Schedule
      • Initial Deposit: 25% of the total amount, payable via Bank Draft in favour of SPO, within 7 days of bid acceptance.
      • Balance Payment: The remaining 70% must be deposited within 30 days of bid acceptance.
      • Adjustment of Earnest Money: The 5% earnest money (submitted with the bid) shall be adjusted against the final purchase price for the successful bidder, thereby completing the 100% payment.
      1. Viewing “as is, where is” basis

      The property is offered for sale on an “as is, where is” basis. Prospective bidders are encouraged to view the property prior to submitting their bids. For arranging a site visit, please contact Ms. Ayesha Yaseen at 0321-6357031. For any queries related to the property, please reach out to Mr. Aaref Farooqui at 0333-5555939. The property is available for viewing from 10:00 a.m. to 04:00 p.m.

      1. Bid validity & procedural safeguards

      Bids shall remain valid for 60 days from bid opening. Bids shall be evaluated through a structured, documented process consistent with transparency and audit requirements under widely accepted procurement frameworks.

      1. SPO reserves the right to
      • accept or reject any or all bids without assigning any reason,
      • cancel the bidding process at any time, and
      • negotiate with prospective buyers if bidding fails.

      (Note: In case SPO cancels the Bid, only the earnest money will be returned, and no matching amount is payable. Whereas, in case the Purchaser withdraws from the process, the submitted earnest money will be forfeited.)

      1. Seller’s Liabilities (Up to Transfer Date)

      The Seller (SPO) will pay all taxes, costs, charges, liabilities, debts, liens, utility bills, claims and expenses up to the date of the transfer. Any further tax levied beyond such date shall be the liability of the Purchaser.

      1. Purchaser’s Liabilities (Transfer & Mutation)

      All applicable taxes, stamp duty, registration charges, mutation fees, and other costs associated with the transfer of the property into the Purchaser’s name in the records of the Revenue Department shall be borne exclusively by the Purchaser. This is in line with standard disposal practices and ensures full cost transparency throughout the transaction.

      1. Possession

      The possession of the property or any part thereof is to be given to the Purchaser after the full payment of the sale consideration and transfer formalities are completed.

      1. Governing Law & Dispute Resolution

      These terms are governed by the laws of Pakistan. In case of any dispute, the parties shall first attempt to resolve it amicably through good-faith consultation. If no resolution is reached within fifteen (15) days, the matter shall be subject to the exclusive jurisdiction of the courts in Islamabad.

  • Key Support Units
    • Organizational Development Departments
      • Corporate Affairs
        The Corporate Affairs function supports SPO’s institutional governance, regulatory compliance, and external relations. It liaises with government authorities, regulatory bodies, corporate partners, and key stakeholders to strengthen SPO’s credibility and strategic positioning.
        It manages legal documentation, contracts, MOUs, and partnership agreements, and supports coordination with the Board of Directors and senior management. The function also contributes to institutional risk management, policy compliance, and reputation protection.
      • Administration
      • Finance
      • Procurement

        The Procurement function ensures transparent, efficient, and cost-effective acquisition of goods and services in line with SPO’s policies and donor requirements.It manages vendor selection, tendering, contracting, and purchasing processes, ensuring value for money, quality assurance, and timely delivery. The function maintains procurement records, supports audits, and ensures compliance with ethical standards and organizational procedures.

      • IT
      • Internal Audit
      • Human Resource Management
      • Complaint Redressal Management
      • Monitoring, Evaluation, Accountability and Learning

        SPO’s Monitoring, Evaluation, Accountability and Learning (MEAL) Department ensures transparency and accountability across all programme and project outputs through

        continuous monitoring and periodic reviews involving communities, civil society institutions, and regional and National Centre staff.


        The MEAL team assesses programme and project performance at the process, output, outcome, and impact levels throughout implementation. Performance is closely monitored, assessed, and reported, with monthly review meetings held with respective teams and SPO’s Senior Management Committee (SMC) to discuss findings and take corrective measures or strengthen future actions.

      • Management Information System

        Management Information System (MIS) supports programme planning, reporting, data analysis, ongoing monitoring, and real-time reporting on achievements and challenges.

        The MIS has improved organizational efficiency, reduced costs, enhanced programme management, and significantly reduced paper usage across countrywide offices. It also serves as a central archive for institutional data, including project proposals, donor reports, research studies, monitoring and evaluation, financial reports, partner profiles, thematic profiles, Annual Reports, and project fact-sheets, strengthening SPO’s knowledge management.

      • Programme Development

        The Programme Development Department is mainly responsible for proposal development, budget planning and logical framework design. It focuses on identifying programme/ project opportunities, networking donor liaison, and designing the programme and project proposals across the organizations’ four thematic areas.

        The core principles of designing the proposals are based on context-responsive interventions, adopting rights-based approaches, participatory methodologies, GESI principles, and nature-based solutions; and ensuring alignment with organizational, national and international standards through rigorous compliance reviews.

      • Communications

        The Communications Unit provides comprehensive support and helps promote the Organization’s image, activities, programs, and initiatives at all levels with multiple stakeholders, partners, government, and national and international organizations. The Unit serves as a bridge between the organization, the public, and the media, ensuring that SPO’s image and activities maintain high visibility and strengthen its branding, public profile, and engagement in public affairs.

        It takes care of all donor visibility requirements, ensures compliance with SPO’s branding guidelines, and produces success stories, publications, and annual reports.

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A lose-lose game

  • Home
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  • A lose-lose game
Dr. Karamat Ali
October 26, 2016
Regional Dialogue on Effective implementation of Pro women Laws and Support Mechanisms District Skardu, Gilgit Baltisistan,
November 1, 2016
November 1, 2016

Naseer Memon | October 30, 2016 | Published in The News.

India and Pakistan are entangled in a fresh spate of border conflict. At the edge of war, both the countries have severed even cultural ties by banning movies and TV plays aired from other side of the borders. 

Mired in chronic penury, illiteracy and morbidity, both India and Pakistan boast their nuclear arsenal amid hysteric war anthems. Media incessantly sprinkles fuel to keep the flame of hatred alight. Amid all this mania, almost one and a half billion people remain on the tenterhooks. A foreboding Global Hunger report predicts that India and Pakistan are among the countries where hunger would relentlessly hover even after 2030, rendering a vital indicator of sustainable development goals unattained by the two countries. 

Perennially obsessed with war euphoria, both countries flippantly ignore their ignominious profile on human development index. Imprisoned to conventional security paradigm, both neglect the state of human security in their countries that claims millions of impoverished lives every year. 

Spending more than 50 billion dollars on defence, India is the country where more than a quarter million farmers committed suicides between 1995 and 2010. A former prime minister of India, Manmohan Singh, once bemoaned that malnutrition is a national shame for his country. Pakistan, likewise, is the land of an appalling state of disparity where 20 per cent richest consume seven times more than the poorest 20 per cent population. 

A cursory look at the human security landscape of the two countries exposes socio-political fault lines that should merit urgent attention of the two governments elected by people. Human development imperatives are discriminately treated like a stepchild in both countries. 

According to the Human Development report-2015 of the UNDP, India ranked at 130thnumber and Pakistan at 147th out of 188 countries. Bragging about their jealously-guarded nukes, both countries seldom repent for abdicating their primary responsibility towards their citizens. 5.6 million children in the primary school age in Pakistan and 2.8 million in India are not going to school. 

According to the United Nations Educational, Scientific and Cultural Organisation (UNESCO), literacy rate is 55 per cent in Pakistan and the country stands at 160th rung in among all countries of the world. Similarly, a quarter of the Indian population is illiterate. In absolute numbers, India has 287 million illiterate people, which is more than the total population of Pakistan. 

India and Pakistan spend only 3.8 and 2.4 per cent of their GDPs on education. Current population growth rate has outpaced literacy rate in both countries and universal literacy would remain a forlorn hope in the foreseeable future. This tendency has condemned both countries to perform poorly on the global innovation index with India on 81st and Pakistan even more disgracefully on 131st number among 141 countries. This explains the reason for Pakistan’s conspicuous absence among the top 100 universities of Asia. 

Health sector performance of both countries is equally disgraceful. According to the World Bank data, mother mortality rate (i.e. deaths of mothers per 100,000 live births) is 174 and 178 in India and Pakistan respectively. Similarly, infant mortality rate (deaths of infants per 1000 live births) is 38 in India and 66 in Pakistan. The two countries are ranked at 143rdand 149th number respectively among 188 countries. Miserly spending 4.7 and 2.6 per cent of their GDPs on health, India and Pakistan invest only US$61 and US$37 per capita on providing health services to their citizens. 

On the contrary, both countries are very generous in spending on building arsenal and military power. According to the Stockholm International Peace Research Institute (SIPRI), India’s current year’s allocation for the defence budget is 51 billion dollar and that of Pakistan is 9.5 billion dollar. Total military strength (including active, reserve and paramilitary forces) of India is 4.7 million compared to Pakistan’s total strength of 1.4 million. Per thousand capita military strength of India is 3.9 compared to a twice higher military density of 7.3 in Pakistan. 

Pakistan and India together are home to 350-400 million poor people, yet both countries feature the list of world’s top ten arms importers. According to SIPRI, India is the second and Pakistan is 10th largest importer of weapons. India annually imports arms worth $3078 million and Pakistan’s arms annual import bill is $735 million. Interestingly, USA is the second largest source of Indian arms imports after Russia. Whereas Pakistan’s largest share of arms imports comes from China. 

In the race of militarisation and a perennial border tension, both countries have decelerated cross-border business flow. With a gigantic market of 1.5 billion, both countries could have transformed their economic outlook through a robust bilateral trade which is currently harnessed hardly one-tenth of its potential. Peace economy’s dividends would have been enormous compared to the war business which hemorrhages precious resources of both countries. 

Chinese foreign policy, on the contrary, is rooted in a business driven pragmatism and distinctly demarcates politics and business ties. China has equally strained political relations with India, yet their bilateral annual trade has surpassed $80 billion compared to Pakistan and India’s scant bilateral trade of only $3 billion. China astutely maintains cordial business cooperation with several estranged bedfellows. 

The US and China militarily abhor each other, yet the US is the biggest trade partner of China and their annual trade volume is well over $520 billion. Japan and China’s discontent is far graver than that of India and Pakistan, yet both countries resorted to forbearance and are currently engaged in an annual trade of over $300 billion. China’s sore relations with Taiwan could not deter their mutual trade of approximately $200 billion annually. Vietnam and China are old adversaries who fought a war in 1979 when China tried to repulse Vietnam’s invasion of Cambodia. Both countries are engaged in a high profile squabble in south China sea over Paracel and Spratly Islands. However, a protracted acrimony did not preclude both countries from maintaining trade ties. Their two-way annual trade has reached $66 billion and China is the largest trade partner of Vietnam. 

With a strictly controlled open market paradigm, China has given unprecedented boost to its economy. Although reckless labour exploitation, environmental degradation and substandard quality of products have stigmatised China’s economic model, it has flooded markets with its good both in the developed and under-developed countries. Ensuing economic gains enabled China to lift more than 600 million people out of poverty quagmire between 1981 and 2004. Its economic miracle swelled its per capita income fivefold between 1990 and 2000, from $200 to $1,000. In the following decade from 2000 and 2010, China’s per capita income continued to rise by the same rate — from $1,000 to $5,000. 

In the contemporary globalised world, countries detach political antipathy from business relations. In fact, regional cooperation models guarantee prosperity for all by creating peace-bridges. Economies are getting more and more integrated and inextricably intertwined. 

Pakistan has tremendous potential to become a leading economy in the region. Having a humongous market of over 200 million and endowed with profusion of natural resources and manual labour, Pakistan can take economic strides within few years. Unfortunately, political isolation stemming from inimical foreign policy staggered over decades has eroded Pakistan’s economic gains accrued during the initial three decades of its inception. 

A string of border conflicts in south Asia has plagued the whole region and deprived it from its real potential of economic growth and prosperity of millions of people toiling for their survival. On the other hand, ASEAN’s countries have unlocked their economic potential through a remarkable regional cooperation model. 

South Asian countries ought to learn a lesson of fostering symbiotic relations from the south-east Asian countries. Regional peace is key to human development and prosperity.

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