Internal Communication Guidelines

Transcription

1 Internal Communication Guidelines COM-INT-GL-1.0

2 CONTENTS INTRODUCTION... 3 SECTION ONE : GLOBAL COMMUNICATION IMPACT GLOBAL TEAM IMPACT MONTHLY DASHBOARD IMPACT GLOBAL MEETINGS SECTION TWO: REGIONAL AND COUNTRY COMMUNICATION REGIONAL AND COUNTRY TEAMS COMMUNICATION WITH IMPACT HQ... A. ESTABLISHED COUNTRY OFFICES... B. SUDDEN ONSET CRISES REGIONAL AND COUNTRY TEAMS COMMUNICATION COUNTRY TEAM COMMUNICATION TEMPLATES AND TOOLS... COM-INT-1.1.: MONTHLY COMMUNICATION REPORT COM-INT-1.2.: RAPID DEPLOYMENT SITREPS COM-INT-1.3.: INTERNAL MEMO TEMPLATE COM-INT-1.4.: WCM MINUTE TEMPLATE 10 IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

3 INTRODUCTION IMPACT has been rapidly expanding since its creation in 2010, in terms of staff, geographical areas of intervention and scope of work. To maintain an efficient oversight of IMPACT strategic direction, programmes and other support department functions there is a need to establish more systematized internal communication processes and mechanisms, at country-, regionaland global level. Moreover, IMPACT s overall action, very centered on informing the humanitarian system, has a parallel country/regional/global dimension, which further requires fluid and efficient communication between the different teams. These communication guidelines outline internal communication tools and processes for IMPACT teams at global, regional and country level. IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

4 SECTION ONE : GLOBAL COMMUNICATIONS 1.1 IMPACT GLOBAL TEAM 1 In order to ensure an efficient internal communication and follow-up of key issues, the IMPACT Global team has to ensure a consistent exchange of relevant information between departments. Internal communication between the Global Team will be structured through: Meeting Participants Chair and co-chair Weekly Coordination Meeting all HQ staff ED and Deputy ED Agenda Tools Where When Deployment Updates FLAT Updates External representation and communication updates with key/action points Geneva office Monday 10h00 Weekly Travel plans Senior Management meeting ED, Deputy ED, CFAM, CGPM, REACH Coordinator ED and Deputy ED Hot issues and key decisions concerning programmes, HR, admin, finance, GM, communication, etc. Dashboards Geneva office Monthly (around the 15) Monthly Coordination Meeting All HQ staff and senior regional staff ED and Deputy ED Review of programmes and products, grants management, communication and FLAT issues Dashboards Geneva office Monthly (first Wednesday of the month 14h00 17h00) Grants management and proposal meeting ED, Deputy ED, CFAM, CGPM, REACH Coordinator CGPM Global, regional and country updates related to project development, reporting, MoUs, etc. Proposal FU (GM/ PFU-1.4.) Project FU (GM/PFU- 1.3.) Geneva office Tuesday 10h00 Bi-weekly Products review meeting ED, Deputy ED, CFAM, CGPM, REACH Coordinator, Assessment and GIS Units CGPM/ REACH Global Coordinator Review and validation of all programme outputs (products), including reports and maps Product Global Review and Validation FU (see Annex 4) Geneva office Tuesday 11h00 Weekly Monthly GIS and Assessment Meeting GIS and Assessment Units, REACH Coordinator, ED and Deputy ED REACH Global Coordinator Review of achievements, challenges and of key priorities for upcoming month Geneva office Thursday 10h00 IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

5 SECTION ONE : GLOBAL COMMUNICATIONS 1.2 IMPACT MONTHLY DASHBOARD IMPACT HQ will produce monthly internal dashboards which will provide the IMPACT HQ coordination team with regular overviews of the performance and of key updates for each department. The following dashboards will be shared on a monthly basis: a). Communication and visibility: number of website visits, number of resource center visits, key communication products issues, disaggregated by type and by country (please refer to COM- EXT-1.1.); b). HR: newly recruited staff, open positions, change of positions, people who have left and key reasons (please refer to FLAT-HR-1.1.); c). Grants management and finance: signed proposals, submitted proposals and analysis of success rate, budget per country/region, funding gaps; donor trends (please refer to GM/PFU-1.1.); d). Programmes and products: number of released products, newly started projects, projects ended, review turn-around (from data collection to report release, also compared to internal/ external deadlines), review of product impact, with analysis disaggregated by type of product and by country (please refer to REACH-PROG-1.1.). 1.3 IMPACT GLOBAL MEETINGS Global coordination meetings will be organized on a yearly basis, either in Geneva or in a regional office. The general aim of these workshops will be to a) Update on global sector trends and directions, b) Update on global IMPACT operations/strategy, c) update from field operations, d) interact, exchange, learn. Attendees of the global coordination meetings will be: - IMPACT HQ staff; - IMPACT Regional and Country Coordinators; - IMPACT Managers/Officers - key staff from ACTED HQ; In addition, IMPACT Management Forum, comprising IMPACT HQ Coordination team, senior regional staff and key field staff selected by the global coordination team, will be conveyed every six months (along the Global coordination meeting) and six months after. This Forum will review progress against strategic priorities and programmatic directions. All global meetings will be minuted, and agendas and signed attendance sheets will be kept for record. IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

6 SECTION TWO : REGIONAL AND COUNTRY COMMUNICATION 2.1 REGIONAL AND COUNTRY TEAMS COMMUNICATIONS WITH IMPACT HQ 2 IMPACT HQ and Country teams maintain regular and smooth communication both through the available communication and department follow-up tools but also, in case of hot issues requiring quick HQ approval/feedback, through s, skype and phone calls. The functional organogram of the interaction between regional/country missions and IMPACT HQ is as follows: Coordination ED and Deputy ED CGPM REACH Coordinator Strategy, external relations, validations REACH Coordinator CFAM Reporting GIS/DM Unit Communication Unit Hub Finance Unit HR Unit Grants Management and Projet Follow Up Product Verification Map Verification and Project Management External Communication and Dissemination Procurement and Travel Finance International Human Resources MRC RFU, Project Factsheets, Proposals, MoU ToR, Written Porducts Maps Datatbases Dissemination Plans, Communication Outputs ProFU, travels BFUs, budgets HR FU, appraisal Country Focal Point and Country Teams For a timeline of reports and meetings, please refer to the table below: W1 W2 W3 W4 HQ Reports Dashboards Proposal and project FU Product Review FU Staff recruitment FU Finance FU Meetings Weekly Coordination Meeting Senior Management Meeting Monthly Coordination Meeting Grants Management and Project FU Meeting Product FU Meeting Finance and HR Meeting Monthly GIS and Assessment Meeting Country Reports RFU, BFU (from ACTED teams) 15th MCR HR FU 10th 15th Meetings Attendance to ACTED Meetings WCM IMPACT Monthly Coordination Meeting IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

7 SECTION TWO : REGIONAL AND COUNTRY COMMUNICATION A. ESTABLISHED COUNTRY OFFICES In countries where IMPACT has ongoing programmes the designated country focal point will have to produce a Monthly Coordination Report (MCR), and share with IMPACT HQ Senior Management team for feedback and validation. Regularity and quality of the Monthly Coordination Report will be used as an indicator for REACH Staff appraisal processes. The MCR (see COM-INT-1.1.) will focus on programme review and dissemination, grants management, external relations, financial follow-up, human resources management and will also provide an opportunity to share any security updates or concerns. This tool is considered as a management and disclosure tool for the CFP, and will be used by IMPACT HQ as an evaluation and follow-up tool of the country mission. The MCR will cover the period from the beginning to the end of the month, and will be shared with IMPACT HQ coordination team by the 10th of each month. IMPACT HQ will provide compiled verbal feedback (through a monthly video-skype call between the Deputy ED and the Country Focal Points) to each Country mission, within one week from reception of the MCR. Regional programmes are considered as country offices, and should thereby also submit a MCR to IMPACT HQ Coordination team, following the same template and timelines as country teams. Regional programmes will thereby be reported at a regional level by the regional focal point, but country-specific components should also be integrated in the country level MCR, prepared by the relevant country focal points. Every country/regional office is required to have a good enough skype connection to ensure these meetings can take place on a monthly basis. B. SUDDEN ONSET CRISES Rapid deployments in countries without established presence: REACH rapid deployments conducted in the framework of a global partnership with a humanitarian coordination structure (eg: clusters) are managed directly from the IMPACT Global team. The REACH rapid deployment team in the field will have to produce a Rapid Deployment SitRep (see COM-INT-1.2.) on a regular basis (as defined by the mission ToR, but at least twice a week) and share it with IMPACT HQ (focal point REACH Coordinator). The SitRep will be used as the key communication tool between HQ and field level, with HQ replying within 24 hours of receiving it. Once validated by Geneva, the SitRep will be also sent to other partners, such as ACTED and UNOSAT involved in the rapid deployment. When relevant, emergency SitReps may be modified for external dissemination. Moreover, daily skype calls will be organized between the field focal point and IMPACT HQ. Sudden and onset crisis in countries with established country offices: when an emergency situation arises in established IMPACT country offices (ex. Sudden natural disaster, conflict intensification, displacement, etc.), the emergency will be managed directly by the country office, with a close supervision (and potentially surge support) from regional and HQ IMPACT offices. Country coordinators or focal points may also be requested to prepare regular emergency SitReps (using the same template as above, see COM-INT-1.2.). The frequency of these SitReps should be agreed upon with IMPACT HQ, focal point being the REACH Coordinator, and revised during the emergency period, but at least twice a week. Feedback from HQ will be provided within 24 hours of receiving the SitRep from field teams. Moreover, daily skype calls will be organized between the field focal point and IMPACT HQ. IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

8 SECTION TWO : REGIONAL AND COUNTRY COMMUNICATION 2.2 REGIONAL AND COUNTRY TEAM COMMUNICATION The role of the Regional hub is to a) manage cross-country programmes b) create synergies between country teams while addressing common/similar problematics; c) share resources (surge capacity, etc.) and d) provide technical backstopping and data verification. Each Regional hub is encouraged to organise regional REACH workshops on a quarterly or biannual basis, depending from regional priorities and value-added of such meetings, at which one or more IMPACT HQ representatives can participate. Regional and country coordinators and managers should attend such workshops. Regional workshops mainly aim to a) create and foster synergies between different country programmes, including the creation of regional programmes; b) interact, exchange and learn from different country teams. Regional workshops should be minuted, and agendas and signed attendance sheets should be kept for record. 2.3 COUNTRY TEAM COMMUNICATION IMPACT country programme teams are expected to hold regular internal meetings, as follows: a). Weekly coordination meeting: All key staff (international and national) should be included in such meetings, to discuss and review weekly priorities, such as programme implementation, product preparation and dissemination, FLAT and security updates. Meetings should be minuted using COM-INT-1.4.; b). Monthly IMPACT Coordination meeting: key country IMPACT coordination staff (international and national) should meet on a monthly basis for an in-depth review of programme planning and implementation, products and dissemination follow-up, budget follow-up and reporting requirements. This meeting should be conducted using the latest BFUs and RFUs, and prior to the update of the MCR. Key outcomes from the meeting should be included in the MCR shared with IMPACT HQ. c). Regular Technical meetings: GIS and Assessment staff should meet on a regular basis to review maps, ensure mapping guidelines and standards are respected, review data management structures and problems, share data collection and analysis methodologies, etc. The Country Focal Point will be in charge of determining the frequency of such meetings. When IMPACT programmes are implemented within ACTED s operational framework, IMPACT Country and Area focal points are requested to liaise regularly with the relevant ACTED Country Director or Area Coordinator and to participate, as defined by the ACTED CD/ACs, in regular ACTED meetings. As a reminder, all IMPACT staff has to report to and comply with ACTED FLATS processes. These meetings are defined by ACTED country and could notably include: a). ACTED team coordination meetings, such as the Weekly Coordination Meetings (capital level), the Weekly Area Meetings (area level) and the Monthly Coordination Meetings (including staff from all bases); b). ACTED internal department meetings, such as the Project Development meetings, Finance meetings, Programme review meetings. The IMPACT country focal point is required to follow-up closely on PD and FLAT issues with relevant department counterparts. IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

9 SECTION TWO : REGIONAL AND COUNTRY COMMUNICATION c). Security briefings: ACTED is responsible for the security of all ACTED staff, including REACH teams, and REACH staff is thereby obliged to follow ACTED security and safety standards and procedures. The REACH country focal points and, if required, other key REACH staff, are required to attend regular security briefings held by the ACTED Country Director or Security Manager, and ensure information is shared with the rest of the team and that compliance to such rules is mandatory for all REACH staff and that security protocols are implemented throughout REACH field activities; d). It is also encouraged to hold monthly meeting between the IMPACT Country Focal Point and the ACTED Country Director, notably to discuss strategic positioning of ACTED and REACH, but also to address sensitive issues such as HR, security, financial cash flows, and to resolve bottlenecks. IMPACT country focal point is also in charge of leading the preparation and implementation of kick-off meetings for all new projects. This meeting should bring together relevant members from the REACH team, along with ACTED support departments focal points (i.e. PDM, CFM, CLM, etc.). The meeting should cover the following agenda items: HR, budget review, AME, programme objectives/activities/outputs and related time-line, grants management requirements, communication and dissemination (refer to GM/PFU-1.5. and GM/PFU-1.6. for kick-off meeting agenda and minutes template). The meeting should be minuted, and minutes shared with IMPACT HQ (Chief Grants and Project Manager), along with the following meeting outputs: Project factsheet, Draft MoU (where relevant). The REACH country coordinator is additionally in charge of organising project closure meetings (refer to GM/PFU-1.7.for agenda template and to GM/PFU-1.8.for minutes template), within 15 days from the end of the project, which should also involve key ACTED staff as relevant and be done in liaison with IMPACT HQ. During this meeting the final narrative and financial reports/ expenses should be reviewed, along with the equipment and stocks and the staffing for the specific project. Specific outputs should be listed produced deliverables to be included in the Final report and Completion certificate which will have to be later submitted to ACTED (as part of the MoU requirements, where relevant). All final project documentation should filed at fieldand HQ level. IMPACT INTERNAL COMMUNICATION GUIDELINES - JUNE

10 Monthly Coordination Report Country COM-INT.1.1. Period covered: date-date Date From To Cc dd.mm.yyyy (due date is the 10 th of each month) Name of country focal point Luca Pupulin Gaia van der Esch, Vincent Annoni, Angela Rey-Baltar and Joelle Melin Country Overview [max ½ page] The country overview should provide a management overview on strategy, programs and FLATS issues, which will be used as a basis for the monthly management discussion with IMPACT HQ. Suggested structure/elements for this section are as follows: Context overview (with trends analysis and key shifts/events from the last months/expected for the upcoming month): Feedback on overall performance/impact of IMPACT programs at country/regional level: What could be improved within IMPACT ongoing programs? How will you put in place these improvements? Are IMPACT current programs strategically relevant? Why? How should they evolve in the near future, if needed, to ensure their ongoing relevance towards country/regional plans and priorities? Gaps and strategic directions for IMPACT: What are the identified needs of the humanitarian community, beyond IMPACT current programs, which could potentially be addressed by IMPACT programs (REACH, Agora, Panda)? What are the opportunities for REACH, Agora, Panda? How do you envisage IMPACT could address such gaps? Key FLATS issues: o HR: o Other FLATS issues: Relations with ACTED country/regional team: Please confirm the regular needed interactions between ACTED and REACH teams are indeed in place and outline any specific problem (this could include issues related to communication with different departments (finance, logistics, PDD, etc.), as well as strategic perception/positioning, etc.) Action Points suggested to HQ Responsible Suggested deadline Status Coordination [focal point: ED and Deputy ED] dd.mm.yyyy Programs [focal point: REACH Global Coordinator] Grants Management [focal point: Chief Grant and Project Manager] Communication and Dissemination [focal point: Deputy ED] Human Resources [focal point: Chief Finance and Administration Manager]

11 Finance [focal point: Chief Finance and Administration Manager] A. Programs Program Review [max ½ page per program] Name of Program (ex. IM in refugee camps in Jordan) REACH/Agora/PANDA Related project code(s) (ex. 13BWC, 13BSF) Country focal point: Achievements from previous month: - Program implementation: (ex. How did the project implementation progress over the past month?) - Program impact (dissemination) and external relations: (What were the products created during the past month and how were they used to inform and influence the humanitarian response?) - AOB: Challenges from previous month: Outline key challenges encountered during the past month related to: - Program implementation: - Program impact (dissemination) and external relations: ex. issues related to the relevance of the project and the capacity to inform the humanitarian system, issues related to the perception of REACH externally, etc. - AOB: Priorities for the upcoming month(s): Outline the key priorities for the upcoming month, including: - Program implementation: - Program impact (dissemination) and external relations: - AOB: Product overview: Product Project code External deadline Purpose and Dissemination strategy ex. Report on Falluja ex. Map on xx camp Ex. 13BWC Name of Program REACH/Agora/PANDA Related project code(s) (ex. 13BWC, 13BSF) Country focal point: Achievements from previous month: Insert deadline for finalization (ex. by June 2015 for the Syria HNO, or by June 2015 for the Libya SRP, etc.) Briefly outline how this product will be disseminated (to whom, when, through which means) and with which purpose Internal revision deadlines End date of data collection: Sent to HQ: Revised by HQ: Validated by HQ: Please indicate if there is a specific validation by donor/cluster and add relevant timeline Level of priority Importance: High / Medium / Low Urgency: High / Medium / Low

12 Challenges from previous month: Priorities for the upcoming month(s): Product overview: Product Project code External deadline Purpose and Dissemination strategy Internal revision deadlines Level of priority Name of Program REACH/Agora/PANDA Related project code(s) (ex. 13BWC, 13BSF) Country focal point: Achievements from previous month: Challenges from previous month: Priorities for the upcoming month(s): Product overview: Product Project code External deadline Purpose and Dissemination strategy Internal revision deadlines Level of priority Product Requests for HQ What? Project code Ex. imaginary from UNOSAT Ex. webmap By when Purpose Level of priority Insert deadline for reception of Briefly outline how this product will be High / imaginary disseminated and with which purpose Medium / Low B. Grants Management and External Relations Project [ex. xxbrc] [total budget] Objectives MoU Reporting deadlines Project progress and potential issues Proposal project objectives Achievements as per xx.xx.xxx: : Ex. with IMPACT signed/ongoing/to be drafted Ex, Interim report to be submitted on xx Status: Submitted on xx To be submitted on xx Please provide a rapid overview of project implementation and potential issues (in terms of time, results, objectives) Donor interaction List latest donor interaction, including date, subject of meeting and follow-up action points Proposal follow-up Submitted proposals Title Donor Budget Expected feedback date Funding probability Total: REACH: High/medium/low Proposals to be submitted in the coming month Topic Proposed donor(s) Estimate budget Deadline for submission Funding probability Total: High/medium/low REACH: Opportunities and donor discussions Identified gap/opportunities Proposed donor(s) Donor interaction Funding probability

13 List latest donor interaction, including date, High/medium/low subject of meeting and follow-up action points External Relations Meetings from previous month Meeting attendees Purpose of meeting Meeting date Action points Ex. UNHCR (name surname) Discuss x, y and z dd.mm.yyyy Action point / focal point/ by when Upcoming meetings Meeting attendees Purpose of meeting Meeting date Action points for meeting preparation Ex. Prepare one-pager to present REACH approach C. Human Resources HR Update Key challenges from previous month and proposed solutions (international and national staff): Priorities for upcoming month (international and national staff): Leave plan for international staff: Staff name Type of leave (paid/unpaid) From To Contract FU and Appraisals table: Staff name End of contract: Due by (filled by HR HQ) Status Comment Dd/mm/yyyy Dd/mm/yyyy Recruitment follow-up Position Base Start date Type of vacancy (replacement/new position) Ex. Assessment Officer Funding (if not signed, likelihood) Juba 1 st July Replacement 32BYV/ ECHO IDP likelihood 60% Recruitment Status (filled by HR HQ) International Staff Allocation Position Name Month yyyy Assessment Officer Xxxx Ex. 13BW C Month yyyy Ex. 13BW C Month yyyy Ex. 13BW C Month yyyy Month yyyy D. Finance Project Timeframe Total budget Project expenditure as per SAGA by end of month Ex. 13BWC Forecast expenditure Identified issues Comments/proposed solutions Add narrative text

14 (chose logo) Situation Report Country COM-INT.1.2. Period covered: date date The purpose of this daily Sitrep is to share information, feedbacks and tasks between IMPACT/REACH/Agora field operations and IMPACT HQ. At the end of each chapter, a specific action plan will be filled. Each of the involved REACH recipients of this Sitrep is responsible to ensure follow up of his/her assigned tasks. The first version of the daily Sitrep will be drafted at field level and shared with IMPACT HQ. IMPACT HQ will complement and consolidate information, and validate the final version of the Sitrep. It will be then shared with other relevant deployment partners by the field and/or global teams. 1. EXECUTIVE SUMMARY Scope Status Progress Status Operations Status Legend: Status: Green: Good Yellow: Warning Red: Critical Scope: the overall deployment implementation as per IMPACT/REACH/Agora Mission/ToRs/Standards/Contractual commitments/partnerships. Progress: overall progress of the deployments; action plan is respected; deadlines are or will be met, etc... Operations: availability and capacity of resources; security Main update(s) A) B) Key Deadlines A) B) Hot Issues Request Description From To Priority Deadline Status Status: Green: Good Yellow: Warning Red: Critical Rapid Deployment SitRep - FOR INTERNAL USE ONLY 12/06/

15 (chose logo) 2. DEPLOYMENT OVERVIEW Timeline Context Update Date REACH Update 3. ASSESSMENT Overview A) B) Updates A) B) Action Plan Task description Who Deadline Status Status: Green: Good Yellow: Warning Red: Critical 4. DATABASE & MAPPING Overview A) B) Rapid Deployment SitRep - FOR INTERNAL USE ONLY 12/06/

16 (chose logo) Updates A) B) Action Plan Task description Who Deadline Status Status: Green: Good Yellow: Warning Red: Critical Map Queue Title of the Map Description of the Map Format Date of Request Who Status Legend: Black: low priority; Red: high priority Status: Green: Good Yellow: Warning Red: Critical 5. OPERATIONS HR: Log/Admin: Finance: Visibility: Action Plan Task description Who Deadline Status Status: Green: Good Yellow: Warning Red: Critical Rapid Deployment SitRep - FOR INTERNAL USE ONLY 12/06/

17 (chose logo) 6. EXTERNAL RELATIONS Key Assessment Meetings A) Other Meetings A) B) Rapid Deployment SitRep - FOR INTERNAL USE ONLY 12/06/

18 Memo title COM-INT-1.3. From To Cc Subject Date Introduction 1. Xxxx 2. Xxxx 3. Xxxx 4. Xxxx Action Points Responsible Due Status Status: Green: Good Yellow: Warning Red: Critical IMPACT [Country]/Memo/[title/dd.mm.yyyy 1

19 Weekly Coordination Meeting Country COM-INT-1.4. Date Participants Hot issues Responsible Due Status Programs Grants Management External communication and representation HR Finance Log/Security Status: Green: Good Yellow: Warning Red: Critical 1. Programs Program Review Name of Program (ex. IM in refugee camps in Jordan) Initiative: ex. REACH/Agora/PANDA Related project code(s) (ex. 13BWC, 13BSF) Country focal point: Achievements from previous week: - Program implementation/impact Challenges from previous week: Outline key challenges encountered during the past week related to: - Program implementation/impact/external relations Priorities for the upcoming week(s): Outline the key priorities for the upcoming month, including: - Program implementation: - Program impact (dissemination) and external relations: - AOB: Name of Program Initiative: ex. REACH/Agora/PANDA Related project code(s) (ex. 13BWC, 13BSF) Country focal point: IMPACT [Country]/WCM/dd.mm.yyyy 1

20 Achievements from previous week: Challenges from previous week: Priorities for the upcoming week(s): Name of Program Initiative: ex. REACH/Agora/PANDA Related project code(s) (ex. 13BWC, 13BSF) Country focal point: Achievements from previous week: Challenges from previous week: Priorities for the upcoming week(s): Product forecast Program title Product ex. Report on Falluja Project code Ex. 10BWC External deadline Insert deadline for finalization (ex. by June 2015 for the Syria HNO, or by June 2015 for the Libya SRP, etc.) Purpose and Dissemination strategy Briefly outline how this product will be disseminated (to whom, when, through which means) and with which purpose Internal revision deadlines End date of data collection: Sent to HQ: Revised by HQ: Validated by HQ: Level of priority Importance: High / Medium / Low Urgency: High / Medium / Low ex. Map on xx camp Please indicate if there is a specific validation by donor/cluster and add relevant timeline 2. Grants Management Project follow-up Project code Objectives Budget MoU Reporting deadlines Ex. 13BWC Proposal project objectives Achievements as per xx.xx.xxx: : Total: REACH: As of xx.xx.xxxx spent: Total: REACH: Ex. with IMPACT signed/ongoing/to be drafted Ex, Interim report to be submitted on xx Status: Submitted on xx To be submitted on xx Project progress and potential issues Please provide a rapid overview of project implementation and potential issues (in terms of time, results, objectives) Donor interaction List latest donor interaction, including date, subject of meeting and followup action points IMPACT [Country]/WCM/dd.mm.yyyy 2

21 Proposal follow-up Submitted proposals Title Donor Budget Expected feedback date Funding probability Total: REACH: High/medium/low Proposals to be submitted in the coming month Topic Proposed donor(s) Estimate budget Deadline for submission Funding probability Total: REACH: High/medium/low Opportunities and donor discussions Identified gap/opportunities Proposed donor(s) Donor interaction Funding probability List latest donor interaction, including date, subject of meeting and follow-up action points High/medium/low 3. External Communication and representation External Relations Meetings from previous week Meeting attendees Purpouse of meeting Meeting date Action points Ex. UNHCR (name surname) Discuss x, y and z dd.mm.yyyy Action point / focal point/ by when Upcoming meetings Meeting attendees Purpouse of meeting Meeting date Action points for meeting preparation Ex. Prepare one-pager to present REACH approach 4. Human Resources Action Point Responsible Due Status Recruitment Appraisals Status: Green: Good Yellow: Warning Red: Critical 5. Finance Action Point Responsible Due Status BFU Budget Development Status: Green: Good Yellow: Warning Red: Critical 6. Log/Security Action Point Responsible Due Status Logsitcs Security Status: Green: Good Yellow: Warning Red: Critical IMPACT [Country]/WCM/dd.mm.yyyy 3

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24 CONTACT US International Environment House n.2 Chemin de Balexert Châtelaine (Geneva) Switzerland Landline : geneva@impact-initiatives.org