prcapacities sr management asandiraa.ro/oldfg/ filesistemele financiar - contabile si de achizitii...
TRANSCRIPT
� 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
� 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
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.