PRcapacities SR management Asandiraa.ro/oldfg/ filesistemele financiar - contabile si de achizitii Informatiile cuprinse in acest document sunt strict pentru uz intern, confidentiale

Silvia Asandi

� Established in 1991 by British founders as charity

� Progressively developed into a professional organisation

� Quality Management System implemented in 2004

ISO 9001:2001 certification obtained in 2006.� ISO 9001:2001 certification obtained in 2006.

� Technical areas:� Implementing programs targeting children and young people living with HIV/AIDS and other chronic conditions, subject to stigma and discrimination

� Training provider for health workers and psycho-social staff

� Health promotion and behavior change communication

� Monitoring and Evaluation (financial and programmatic)

� Capacity Building

� Fundraising

� Management of international grants

MAKE US AN

EFFECTIVE PR ?

Institutional and programmatic

Financial management

Procurement and supply chain

management

Monitoring and evaluation

� PR should develop an effective on-going monitoring and reporting system and tools (avoiding waste of precious time, energy and resources)

� PR should employ competent staff with experience in project management and management of fundsin project management and management of funds

� PR should develop comprehensive guidelines and instruments for SRs

� PR should be able to communicate efficiently and effectively with SRs and all national partners

� PR should be capable and open to offer TA and to build capacity at the level of SRs

� PR should act transparently

� Even if we have strong management systems, we carefully prepared our organisation for change:

� Conduct internal evaluation prior to LFA assessment

� Fill the gaps efficiently

� Seek for TA and strategic partnerships prior to signing the grant agreement

� Recruitment and training of the team

� Prepared as much as possible of grant’s implementation legal documents (i.e. contracts), procedures and instruments, etc. and got them approved by LFA - GFATM

Selection of SRs according to

CCM procedure and RAA

Selection Guide

Preparation for Round 6 implementation

Reorganization of RAA: setting the department and forming

the team, moving operations into one larger building better

equipped with meeting and training facilities;

Designing the SRs applicant’s Guide, the Operations Manual,

the web-based reporting system and tools; financial and

programmatic M&E instruments, tracking performance and

sharing information tools, etc.

Assessment of selected SRs

according to RAA procedure

Nov. ‘06

Jan. ’07

RAA’s assessment by

LFA and GFATM

Grant agreement

negotiations

March

1st July 2007

HIV program start

date

April

� Transparent process in accordance with CCM

endorsed procedure

� RAA elaborated the selection instruments

(public advert, the applicant’s guide) and got

them discussed, amended and approved by them discussed, amended and approved by

CCM

� RAA conducted clarifications meetings for all

potential applicants and developed a blog for

clarifications available to all applicants

� Independent Technical Evaluation Commission –

composition approved by CCM: evaluated the

proposals and managed the appeals

� Scope

� To identify if the selected SRs have the capacity

to implement the projects according to the

performance based funding principle � performance based funding principle

� principles and clauses stipulated by the sub-grant

agreements

� To identify the weaker technical areas where the

SRs need technical assistance / capacity building

1. Self-assessment of the SR

questionnaires - excel interactive worksheet, results

reflected in the dashboard generated automatically

2. Assessment visits at the SRs offices, including 2. Assessment visits at the SRs offices, including

interviews with SRs’ management and staff

1. Report on each selected SRs; findings of the

assessment are corroborated and addressed:

� In the negotiation process

� In the sub-grant agreement – as precedent conditions

� In the training / technical assistance interventions

� Institutional and Programmatic:

� 8 sub-areas, 24 questions exploring legal status and

relationship with third parties, organisational

management, infrastructure, technical expertise, etc.

� Financial, Accountancy and ProcurementFinancial, Accountancy and Procurement

� 3 sub-areas, 24 questions exploring management of

human resources in the financial / accountancy

department, the accountancy procedures, procurement,

reports and budgets, etc.

� Project Management --- M&E

� 7 sub-areas, 38 questions exploring measurable

objectives, M&E indicators, management of data, etc.

VARIANTE DE RASPUNS:

Da, complet

Partial

Nu, deloc

Nu stiu/Nu este cazul

2 3

Managementul resurselor umane din departamentul financiar contabil

1

A1. Structura organizationala a Implementatorului privind

contabilitatea si/sau managementul financiar este clar stabilita si

documentata in ceea ce priveste rolul, responsabilitatile si

segregarea indatoririlor personalului implicat, inclusiv pentru

implementarea proiectelor FG Rd 6.

Se vor verifica organigrama departamentului finaciar-contabil (daca

Da, complet

1

Formular completat de…. Irina Nita

Data completarii … 10.07.07

A. Inregistrarile contabile

SISTEMELE FINANCIAR - CONTABILE SI DE ACHIZITII

Informatiile cuprinse in acest document sunt strict pentru uz intern,

confidentiale si nu vor fi facute publice

Informatiile cuprinse in acest document pot fi impartasite urmatoarelor entitati:

organizatiei evaluate, KPMG si Fondului Global

Numele organizatiei evaluate … Asociatia ACCEPT

EXPLICATII/COMENTARII

(optional acolo unde considerati necesar si obligatoriu acolo unde

raspunsul este altul decat "Da, complet")

Se vor verifica organigrama departamentului finaciar-contabil (daca

exista) si organigrama organizatiei; fisele de post ale angajatilor

departamentului.

2

A2. Exista suficient personal calificat pentru a derula activitatile FG

Rd6.

Se vor verifica CV-urile persoanelor care vor lucra in proiectele FG Rd6.Da, complet

3

A3. Exista o persoana , cu suficienta experienta, responsabila cu

managentul financiar al activitatilor FG Rd6.

CV-ul persoanei responsabile de managementul financiar al activitatilor

din FG Rd6.

Da, complet

4

A4. Are Implementatorul politici si proceduri in ceea ce priveste

contabilizarea timpului de lucru al personalului.

Se va verifica modul in care sunt platiti angajatii (ex.: pe baza de contract,

fise de evidenta a timpului de lucru, cartele de pontaj, etc.) si cum se

deleaga sarcinile persoanelor aflate in incapacitate temporara de lucru

(ex.: concedii de odihna, medicale, de sarcina etc)

Da, complet

Sistemul si procedurile contabile

5

A5. Implementatorul are capacitatea de a absorbi volumul de munca

aferent activitatilor contabile din proiectele finantate FG Rd6.

Se va verifica care este gradul de ocupare al persoanelor ce vor lucra in

activitatile finantate prin GF_Rd6 versus volumul total de munca al

intregului personal din departamentul financiar-contabil al SR

Da, complet

4

8

1

9

0

3

2

0

0

0

0

0

0

0

0

0

Scopul si obiectivele masurabile & planuri de M&E

Indicatori de monitorizare si evaluare (Selectia indicatorilor si Definitii)

Indicatori de monitorizare si evaluare (Tinte (targets))

Indicatori de monitorizare si evaluare

EVALUAREA CAPACITATII DE MONITORIZARE SI EVALUARE- Distributia Raspunsurilor pe Categorii

(Nota: Numarul de raspunsuri este evidentiat in fiecare bara colorata)

9

5

1

0

0

1

2

2

0

0

0

0

0

0

0

0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Indicatori de monitorizare si evaluare (Surse de Date)

Managementul datelor M&E

Distributia datelor si transparenta

Bugetul M&E

Da, complet Partial Nu, deloc Nu stiu/Nu este cazul

� Realistic review of SRs implementation plans

including budgets (turned into annexes to

sub-grant agreements)

� Inclusion of precedent conditions in the sub-

grant agreements

�Careful selection process� When we recruited our team we focused on program goals and activities. Expertise of selected staff is crucial.

�Quality Management principles applied in HR management but also reflected in the management of SRs:� Customer focus

� Leadership

� Involvement of people

� Continual development, etc.

� Clear and suitable ways of communication as less restrictive as possible but with focus on documenting the processes

� Report to CCM; enable CCM to have access to program results; ask CCM for support; pursue program results; ask CCM for support; pursue CCM to accomplish its overseeing role;

� Operate transparently. Set and promote communication and transparency guidelines for SRs

� Maintain and enhance institutional partnerships with key stakeholders

Web-based Reporting System

� Essential when we manage a large number of SRs of various kind of structures and level of development (including small grass-roots NGOs, medium or well-developed CBOs, patients’ NGOs, also Gov. organisations)

� 35 Sub-recipients - out of which 29 NGOs � 35 Sub-recipients - out of which 29 NGOs

� 74 projects (58 HIV + 16 TB)

� 549 staff

� HIV/AIDS Grant: Sub-recipients account for 75% of all direct grant spending

� TB Grant: Sub-recipients account for 80% of all direct grant spending

� Training of SRs

� Provision of comprehensive Operational Manual with guidelines and tools included

� Enhance collaboration and networkingEnhance collaboration and networking� SRs working on similar types of intervention

� CBOs and Gov. sector

� Prompt and flexible in finding solutions to prevent or overcome bottlenecks in implementation; work along with SRs in adjusting the project plans and activities

� Closely work with SRs and CCM on addressing sustainability issues and help in solving issues not always directly tied by GFATM grants

Appropriate human resources

Ability to ensure

•Competencies

•Expertise and personal experience of the staff counts

•SRs, CCM, other stakeholders

Ability to ensure good

communication

Focus on capacity building and networking

•SRs, CCM, other stakeholders

•Ensure visibility and transparency of processes and program results

•Pay attention to institutional communication

•Improve SRs capacity to perform

•Share good-practice, prevent / solve obstacles

1. CUSTOMER FOCUS

2. LEADERSHIP

3. INVOLVEMENT OF PEOPLEWe conduct periodic meetings with SRs in order to help

them to:

� understand the importance of their contribution and role in

the implementation of GFATM grants.

� identify constraints to their performance. � identify constraints to their performance.

� accept ownership of problems and their responsibility for

solving them.

� evaluate their performance against their goals and

objectives.

� actively seek opportunities to enhance their

competence, knowledge and experience.

� freely share knowledge and experience.

� openly discussing problems and issues.

4. PROCESS APPROACH plan

docheck

act

5. SYSTEM APPROACH TO MANAGEMENT

6. CONTINUAL

IMPROVEMENT

7. FACTUAL APPROACH TO DECISION

MAKING

8. MUTUALLY BENEFICIAL RELATONSHIPS8. MUTUALLY BENEFICIAL RELATONSHIPS