Guidelines EMERGENCY RESPONSE FUNDS

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1 Emergency Response Fund (ERF) Guidelines EMERGENCY RESPONSE FUNDS Page 1 of 21 Office for the Coordination of Humanitarian Affairs

2 Contents: A. PURPOSE... 4 B. SCOPE... 4 C. RATIONALE... 4 D. GUIDELINES General Objectives of ERFs Eligibility for ERF Roles and Responsibilities Humanitarian Coordinator (HC) OCHA Head of Office (HoO) ERF Manager/ERF Unit Advisory Board (AB) Review Board (RB) Recipient Organizations Workflow Finance and Administration Clearance of Agreements Eligible Expenditures Ineligible Expenditures Modifications of Project Activities Audits and Fees Transfers of Equipment and Property Mainstreaming Gender Accountability M&R Plan Evaluations and Reviews E. REFERENCES F. MONITORING AND COMPLIANCE G. DATES H. CONTACT I. ANNEXES Page 2 of 21

3 LIST OF ACRONYMS AB ASB CHAP CAP CERF CO ERC ERF FCS GHD GM HC HCT HoO HQ HRF IASC IOM MoU M&R NCE NGO OCHA PSC RB ToR UN UNDP USG WFP Advisory Board Administrative Services Branch Common Humanitarian Action Plan Consolidated Appeals Process Central Emergency Response Fund OCHA Country Offices Emergency Relief Coordinator Emergency Response Fund Funding Coordination Section Good Humanitarian Donorship Gender Marker Humanitarian Coordinator Humanitarian Country Team OCHA Head of Office OCHA Headquarters Humanitarian Response Fund Inter-Agency Standing Committee International Organization for Migration Memorandum of Understanding Monitoring & reporting No-Cost Extension Non-Governmental Organization Office for the Coordination of Humanitarian Affairs Programme Support Cost Review Board Terms of Reference United Nations United Nations Development Programme Under-Secretary-General World Food Programme Page 3 of 21

4 A. PURPOSE The purpose of this document is to provide external partners with a guiding overview on the management processes of Emergency Response Funds (ERFs). B. SCOPE The primary audiences for these guidelines are humanitarian partners and current or potential recipient organizations and donors at the field and headquarters (HQ) level. C. RATIONALE Since 1997, OCHA has managed ERFs in a number of countries. These Funds were established with little guidance from HQ, and frequently required HCs and OCHA Country Offices (CO) to recreate existing systems without adequate support. 1 In 2009, OCHA s Funding Coordination Section (FCS) was established in New York to address this gap and oversee country-based pooled funds. Subsequently, with the creation of FCS, there was a rapid growth with eight new ERFs. However, independent reviews have shown that these country-based pooled funds have proven to be valuable tools in ensuring timely, appropriate and flexible funding for urgent and life-saving activities addressing unforeseen or new humanitarian needs. They have also reinforced the strategic value of a Humanitarian Country Team (HCT) through prioritization of needs. This guidance aims to standardize the process and tools of managing ERFs, ensuring that all Funds build on the lessons learned, evaluations and good practice accumulated during OCHA s years of managing similar mechanisms. D. GUIDELINES 1. General Objectives of ERFs Emergency Response Fund is an umbrella term that covers a range of countrybased pooled funds sharing general characteristics. The following features are typical of an ERF: Operates under the HC s overall management and oversight. Provides recipient organizations with a rapid and flexible in-country 1 There is no dedicated General Assembly resolution with a governing mandate for ERFs, unlike for the Central Emergency Response Fund (CERF). Page 4 of 21

5 funding mechanism. Provides funding to unforeseen or new developments. May provide funding to life-saving activities with critical gaps in the Consolidated Appeal Process (CAP) and bridge funding to meet shortterm emergency needs. Is relatively small in size. ERFs operate under different names in different countries, including Humanitarian Response Funds (HRFs). However, since the FCS was created, all new funds follow the standard name: Emergency Response Fund. An ERF is a tool at the HC s disposal. It enables rapid and flexible funding to urgent humanitarian needs, and it facilitates coordination of emergency response activities. ERFs provide additional funding to fill critical gaps, enabling humanitarian partners to meet the short-term emergency needs of vulnerable communities without delay. ERFs are not intended to support activities that are outside the scope of the humanitarian response or could be better addressed through development channels. Nor are these funds intended as the primary funding source for core programmed humanitarian action in a country. Where a Common Humanitarian Action Plan (CHAP) or similar planning or prioritization framework exists, ERFs work within the established objectives of the framework. ERFs work according to the priorities defined by the HC and the HCT. ERFs could also focus on new or unforeseen needs and emergency projects that were not part of the annual planning process. ERFs facilitate the coordination of response activities through consultation with humanitarian partners at different levels in-country to avoid duplication of efforts. These funding mechanisms also serve to strengthen partnerships between United Nations (UN) and non-un actors through equitable access to funds, representation on an AB and RB, as well as transparent decision-making mechanisms. 2 ERFs complement existing funding channels such as CERF. To improve consistency, coherence and complementarity, the CERF secretariat and FCS are harmonizing the processes and mechanisms for grant management and allocations for CERF and ERFs. In countries where an ERF is in place, HCs are encouraged to use the existing ERF structure and consultation framework as a basis for identifying and prioritizing projects for CERF funding. This will enhance the coordination and complementarity between ERF and CERF allocations. This will also help ensure that CERF processes build on well-established structures and systems, and that Non-Governmental Organization (NGO) partners actively participate in CERF discussions and decisions. 2 For additional information, the Principles of Partnership can be downloaded from Page 5 of 21

6 2. Eligibility for ERF ERF funds are intended predominantly for facilitating NGO (international, national and local) response in an emergency. However, allocations may also support humanitarian action by UN agencies, International Organization for Migration (IOM) and the Red Cross/Red Crescent Movement. The preference for NGOs takes into account the fact that only UN agencies and IOM can be direct recipients of CERF funding. The ERF inclination to NGOs is also in line with Good Humanitarian Donorship (GHD) principles to build partnership. To be eligible for ERF funding, applicants must complete a capacity assessment 3 form, which highlights the following: Proven ability to implement proposed activities. Appropriate accreditation and registration with the Government. Comparative advantage over other potential implementers, such as access, networks, capacities and resources. In addition to the aforementioned programmatic requirements, applicants must also demonstrate: A verifiable office address. A valid US$ bank account in the organization s name that can be used to receive funds through wire transfers from the UN and other donors, and to make remittances when required. An ability to keep financial records in accordance with international accounting standards, with the accounts being audited at least once a year and published in an annual report. 3. Roles and Responsibilities The following passages define the key ERF duties of the HC, OCHA Head of Office (HoO) and the ERF Unit, AB, RB, and Recipient Organizations Humanitarian Coordinator (HC) The UN Under-Secretary-General (USG) for Humanitarian Affairs, on behalf of the office, and as the Emergency Relief Coordinator (ERC) of the humanitarian community, holds the ultimate decision-making power at HQ to open a Fund, and to ensure that OCHA has the necessary capacity to manage the Fund. 3 A capacity assessment form is included in annex I of these guidelines. Page 6 of 21

7 The HC is responsible for funding decisions, and for ensuring adequate strategic and programmatic oversight and the appropriateness of funded activities. Although HCs are normally advised by the ERF RB on project selection, they may opt to make funding decisions outside of this body when the need arises (e.g. in time-critical situations or for common services). The HC gives final approval on proposed projects, and signs grant agreements with NGOs and a memorandum of understanding (MoU) with UN agencies. HCs are accountable for ensuring activity/programme reporting and monitoring, and for reporting on the use of contributions to stakeholders, including donors. HCs also lead the efforts to raise funds for the ERF. The HC should also emphasise and ensure leadership at the country level on enhancing accountability of ERF projects to women, girls, boys and men, particularly by using Inter-Agency Standing Committee (IASC) gender tools and the Gender Marker (GM) OCHA Head of Office (HoO) The OCHA HoO oversees the daily management of the core functions of the OCHA CO, which includes the ERF. The OCHA HoO: Acts as the primary focal point within the OCHA CO for the HC on ERF issues. Ensures the submission of timely expenditure reports by ERF-recipient organizations at the country level. Supports the HC in fundraising and keeps donors abreast of developments with the Fund ERF Manager/ERF Unit Under the OCHA HoO s direct supervision, the ERF Manager is responsible for the daily management of the Fund. The ERF Manager will ensure the overall administration of the Fund, manage and supervise staff who are part of the ERF Unit, and liaise with relevant OCHA CO and HQ sections on matters concerning the Fund as necessary. The ERF Manager will be primarily responsible for facilitating and managing the entire project cycle: proposal review, allocation process, including No-Cost Extension (NCE) and audit process, as well as meeting monitoring, reporting and evaluation requirements according to these guidelines. The ERF Manager serves as the secretariat for the RB and AB, and is the primary interface between these boards and the applicants. The ERF Manager will be responsible for consolidating recommendations, technical comments and review results, and informing respective parties accordingly. ERF managers also Page 7 of 21

8 monitor closely the review and approval process of proposals submitted to the ERF. They also ensure timely follow-up by respective parties to maintain the agreed timetable for processing incoming proposals. In the case of a critical or urgent need, this agreed time frame can be shortened at the HC s discretion. For projects that the HC has approved, the ERF Manager/ERF Unit prepares an official agreement (MoU or grant agreement) 4 in cooperation with the applicant, and requests a transfer of funds from the OCHA Administrative Services Branch- (ASB), in OCHA Geneva, to an accredited international bank. The Fund Manager follows up and monitors the clearance and the disbursement with OCHA ASB. He or she also continuously monitors the projects through reports produced by the recipient organizations and monitoring missions Advisory Board (AB) An AB shall be formed to advise the HC on strategic and policy issues related to the ERF. It will: Be chaired by the HC. Have OCHA as the secretariat, with all meetings recorded in writing. Be composed of representatives of UN humanitarian agencies, IOM, NGOs and the Red Cross/Crescent Movement. The AB can serve as a forum for donor coordination, and the HC may consider inviting key humanitarian donors that do not contribute to the ERF to participate as observers. Depending on the situation, Government representation may be appropriate. In certain circumstances, as outlined in the AB Terms of Reference (ToR), 5 nominations of members can be discussed at the HCT and presented to the HC. AB members should be at the head-of-agency level. The AB s main functions are to: Discuss progress of ERF projects. Review policy issues. Keep track of the funding levels, and assess the funding targets and time frame for replenishing the Fund. Evaluate the effectiveness, relevance and added value of the Fund in meeting its objectives and in relation to the overall humanitarian response. Ensure progress on GM implementation and full compliance. End-of-project reports, evaluation reports and audit findings should be periodically summarized and presented to the AB by the HC, supported by the OCHA HoO. 4 The MoU for UN agencies and the NGO grant agreement are included in annex II and III to this document. 5 ToR for the Advisory Board is included in annexe IV to this document. Page 8 of 21

9 The AB should meet at least every six months. As part of its oversight function, the AB should periodically review the level of participation and representation of the different partners and sectors Review Board (RB) The RB will: Be chaired by the HC, who may delegate this responsibility to the OCHA HoO. Be composed of representatives of UN humanitarian agencies, IOM and NGOs. Include a Gender Adviser as a member, if one is available. Have the ERF Manager perform a secretariat role, with all key RB meetings recorded in writing. Outline the membership period of RB representatives in the RB ToR 6. The HCT or AB may nominate RB representatives. NGO consortiums or forums are also welcome to present their nominations of RB representatives. The HC ultimately approves the RB members. The RB assists the HC in the review of ERF proposals against set priorities in the Fund s ToR and the overall humanitarian response framework. Proposals should be developed in consultation with relevant clusters before the applicant sends them to the ERF Manager. ERF project proposals are submitted by the ERF Manager to the RB once a general screening has been completed to ensure they meet minimum requirements. The RB is responsible for reviewing, vetting and recommending projects to the HC for his or her final decision. More specifically, the RB should: Agree on a set of technical criteria, consulted with respective clusters, to assess project proposals. These criteria should include the GM. Agree on a quorum to determine when a project can be considered for approval in case an RB member is unable to attend a meeting or provide their input within the required time frame. To ensure impartiality, excuse members if a project submitted by their agency is being discussed, and abstain from providing inputs unless explicitly requested to do so by the HC or the RB Chair. Conduct proposal reviews in person, although virtual reviews may be allowed. 6 ToR for the Review Board is included in annex V to this document. Page 9 of 21

10 The review process 1. RB members complete their assessment RB members will provide their assessment of proposals within a few days of submission by the ERF Manager, indicating whether the proposals are approved, approved subject to modifications or rejected. The Fund Manager collects and collates inputs from RB members into a recommendation to the HC. This recommendation should take into account the recipient organizations performance with previous grants from the Fund, timeliness of implementation, any audit report findings and the GM code. RB members need to take these points into account. Therefore, the ERF Manager should make these points and any other relevant information available to RB members in an easily accessible manner. 2. RB members may consult with relevant clusters/sectoral groups Project proposals should be developed in consultation with clusters before they are submitted to the ERF. However, when necessary and if time allows, RB members are encouraged to quickly corroborate any technical or operational content of the proposal with relevant clusters/sectoral groups, as well as with relevant staff and stakeholders on the ground. 3. HC reviews the RB members recommendations Final authority lies with the HC, and he or she may decide to seek additional advice. Exceptionally, he or she may decide not to follow the recommendations of the RB. In such cases the rationale for the decision will be recorded for the file and communicated to the RB. 4. HC convenes a meeting with RB, if necessary The HC should convene a meeting any time it is considered necessary. One instance is when a proposal is not approved by all members of the RB. In this case, the HC or the OCHA HoO acting on his or her behalf must convene a meeting of the RB within a reasonable time frame to address disagreements and reach consensus. 5. HC makes a final decision on projects for ERF funding If the RB cannot reach a consensus, the HC has the final say. In such cases the rationale for the decision will be documented. Page 10 of 21

11 3.6. Recipient Organizations The recipient organization submits applications to the ERF Manager with supporting documents as per the proposal template. 7 Recipient organizations sign a written agreement with OCHA specifying the terms and conditions applicable to the approved project. Recipient organizations are also responsible for understanding and implementing all the requirements in the signed agreements. During the implementation phase, recipient organizations facilitate the monitoring of the projects in collaboration with the HC, OCHA CO, cluster leads and other relevant parties. They also submit narrative and financial reports as described in paragraph 7.1. below, and the agreement/mou. Recipient NGOs will facilitate the project audit by an audit firm appointed or approved by the OCHA CO at the end of each project. The procurement of audit services will be performed by the local service provider. 8 Throughout the audit process, recipient NGOs are responsible for responding to all necessary followups by the auditor and/or ERF Manager, and for providing any requested documents. UN agencies have their own standard procedures for financial audit. They are required to produce narrative and financial reports according to the MoU. 7 The ERF application templates, budget tool, proposal template and supporting document templates are included in annex VII to X this document. 8 The service provider differs in each case. The United Nations Development Programme (UNDP) serves as the main service provider for OCHA COs, while the World Food Programme (WFP) is the service provider in some locations. Page 11 of 21

12 4. Workflow 9 The workflow below illustrates the entire project management cycle of an ERF. It shows where various OCHA sections have responsibilities, and it provides indicative benchmarks 10 for processing the projects at different stages of the management cycle. It is also annexed to this document. 9 The ERF workflow is included in the annex VI to this document. 10 This particular timeline may be applicable only for particular emergencies and humanitarian situations. Page 12 of 21

13 5. Finance and Administration The OCHA CO is responsible for the daily management of the financial and administrative activities of the ERF. All ERF agreements/mous will be cleared by OCHA ASB to ensure they conform to UN rules and regulations. Once correct and complete documentation is submitted to OCHA ASB by the OCHA CO on behalf of the HC, disbursement of the initial tranche of funds will occur within 10 working days. Upon signature of the MoU, OCHA ASB will transfer 100 per cent of the funds through one disbursement to UN agencies based on the interagency mechanisms available. For UN agency grants amounting to US $5 million and above, funds will be disbursed through more than one disbursement, depending on the submission of interim financial statements. For NGO projects, OCHA ASB will transfer 80 per cent of the total project amount in the first of two disbursements and will disburse the remaining funds only after the final narrative and audited financial report is submitted and approved. Once correct and complete documentation is submitted to OCHA ASB by the OCHA CO, disbursement of the final payment will occur within 30 days after submission. OCHA CO will hire or stipulate a reputable audit firm to conduct all audits for implementing NGOs Clearance of Agreements All agreements and supporting documents must be cleared by ASB prior to final signature by the HC and recipient organization. The start date of the project is the date on which the last signatory (HC or recipient organization) signs the agreement. The start date of a project cannot be changed retroactively. The HC and/or the OCHA CO must not agree to formally or informally allow a project to start before an agreement has been cleared and signed Eligible Expenditures Sections 5.2 and 5.3 of these guidelines provide an overview of what is typically considered to be eligible and ineligible expenditure for ERFs. This guidance can serve as a reference for defining these categories in more detail for individual Funds. Eligible expenditures are expenditures that have been documented in the project 11 Backdating of projects is not allowed by the United Nations Office of the Controller. Page 13 of 21

14 budget and incurred in accordance with the approved project proposal. There are two categories of eligible expenditures: direct costs and indirect costs. 12 Direct costs are project costs that have a direct impact on beneficiaries, such as food, water pumps, shelter, direct transportation, nurses, doctors and programme coordinators. Indirect costs are costs that cannot be traced unequivocally to specific services, projects or programmes. They include costs incurred by providing administrative and other support functions to a range of operations, programmes and projects. Indirect costs may be incurred when performing the following functions: recruiting and servicing staff and consultants; procuring and contracting; evaluations; budget preparation and control; financial operations; and accounting and reporting. Indirect costs must not exceed 7 per cent of the total actual project expenditure. Below are some examples of direct and indirect costs: Type of Costs Direct Costs Indirect Costs Examples Project personnel salaries and benefits Material, equipment and supplies used for the project Travel and transportation costs related to the project Training, seminars and meeting costs related to the project Utility costs for projects within their own facilities Communication charges related to the project (phone, fax, postal) Any cost associated with project premises such as rental costs Any other expenses necessary to achieve the project objectives 13 Procurement services Preparation and monitoring of budgets Maintenance of project accounts Control of project expenditures Receipt and disbursement of funds Financial reporting Recruitment and human resources services Legal services Other administrative costs Indirect costs are referred to as Programme Support Costs (PSC) in agreements with UN agencies, and as Administrative Costs in agreements with NGOs. PSC is charged as a percentage of the approved expenditures incurred by the 12 The classification of any item will depend on the context. ASB will advise where the situation is not clear. 13 Security costs may be considered as direct cost on a case-by-case basis. Page 14 of 21

15 recipient organization for each project. OCHA charges a 3 per cent flat rate as PSC from expenditures by all recipient organizations. The OCHA CO should consult ASB for additional guidance if there is any concern about the classification of direct and indirect costs. Any exceptions to the above guidance should be referred to ASB before including such items in a project budget Ineligible Expenditures Funding is typically not to be used to purchase capital assets, such as vehicles, IT, and communication and office equipment, unless exceptionally authorized by the HC. 14 Payments for project personnel and rental expenses should be limited to the cost arising directly as a result of implementing the project. These payments must also be limited to the duration of the project. 15 Costs related to NGO governance structures (i.e. salaries and travel expenses for board members) and other general management related or non-operational staff are not considered to be direct costs. Funding can only be used for international travel expenses for those staff members who are 100 per cent dedicated to the project. International travel will only be reimbursed when it is clearly itemized in the project proposal and budget. Grants are provided to implementing partners for humanitarian life-saving activities approved in the project agreement. Thus, activities such as ERF evaluations, audits and implementing partners consultancies are not eligible for ERF grants and must not be included in the project budget. Expenditures that have not been documented in the approved project budget will not be eligible for reimbursement by OCHA Modifications of Project Activities Expenditure variation within a budget category 16 should not exceed a maximum of 15 per cent of the amount approved by the HC, as stated in the signed agreement. Adjustments or modifications of less than 15 per cent in project activities are acceptable as long as the new activities retain the same scope and nature of the original grant. Variations in one category should be matched by a proportional 14 Security concerns or logistical challenges may necessitate revision of this clause based on country contexts. 15 In general, cost-sharing will be reviewed on a case-by-case and specific-context basis. 16 Budget categories are included in the ERF budget tool template in annex VII to this document. Page 15 of 21

16 change in other categories. Any variation in excess of 15 per cent within the budget category shall be subject to prior consultations with OCHA and approval in writing from the HC. Major changes in the scope of project activities or any increase in the total funding amount require a new grant agreement. Requests for modifications of agreements must be submitted to the HC in writing by the recipient organization. 17 These requests should explain why the agreement needs to be amended, indicate the current operational status of the project and the expenditures incurred to date. An agreement can be modified to extend the duration of the project. To extend the project duration, an amendment to the original agreement must be signed by both parties. The HC will respond to the recipient organization in writing, accepting, modifying or rejecting the request. 18 Recipient organizations should be advised that expenditures incurred after the agreement has expired will not be eligible for reimbursement by OCHA Audits and Fees Each project implemented by an NGO must be audited at least once during its lifetime. OCHA hires independent external auditors to review the financial activities of NGO implementing partners. Recipient organizations of ERF grants are responsible for the management of their grants, and they are accountable to the HC and OCHA for the entirety of the ERF resources under their management. Recipient organizations shall respond to all queries from the auditor to facilitate the audit, and to any additional requests upon completion of the audit. If there is no response from the recipient organization to the auditor within the deadline, the auditor is authorized to submit the report to OCHA based on the information available. Audits, corresponding costs and auditors fees shall be charged directly to OCHA and not included in project budgets. Banking fees associated with the use of UNDP or money dealers in lieu of an NGO bank account should also be paid directly from OCHA. They should not be included in project budgets, but should be linked with them Transfers of Equipment and Property Non-expendable equipment or property financed by OCHA as part of an ERF grant is the property of OCHA. Non-expendable equipment is defined as an item that has a purchase price of $1,500 or more, or the equivalent in local currency at 17 The ERF budget tool for amendments is included in annex XI to this document. 18 The Letter of Acceptance of No-Cost Extension for NGOs and UN agencies is included in annex XII A and XII B to this document. Page 16 of 21

17 the United Nations official rate of exchange on the date of purchase, and has an anticipated service life of at least five years. Upon completion of the project, such assets shall continue to be used for the purposes of the grant. These items may therefore be contributed free of charge to the direct beneficiaries of the grant, or donated to support a similarly appropriate activity in the beneficiary country. In the event these assets are not donated to the beneficiaries or used for a similar activity, they must be returned to OCHA within 30 days of the completion of the project. The OCHA CO should decide with the recipient organization how to dispose of these items. 6. Mainstreaming Gender 19 All applicant organizations shall ensure that the IASC GM is applied to all proposals using the templates provided by the OCHA CO. The AB and OCHA CO shall ensure that the resultant GM codes are tracked and included in CAP projects funded by ERF. The IASC GM is designed to assist the HC, the HCTs and the recipient organizations to mainstream gender during design and funding, and throughout the project implementation. GM Codes The GM codes, on a 0-2 scale, whether projects are designed to effectively meet the differing needs of women, girls, men and boys: Gender Code Description Gender is not reflected anywhere in the project sheet 0 The project design does not consider gender 1 The project s needs assessment includes a gender analysis and/or one or more activities or outcomes respond to the distinct needs of women, girls, boys or men* Contributes in a limited way to gender equality If the gender issue is addressed for the first and only time in the outcomes section, the project is still considered to be gender unaware and coded 0 The project s needs assessment includes a gender analysis, and the gender 2a analysis is reflected in the project s activities and outcomes Gender Contributes significantly to gender equality Mainstreaming 2b Targeted As a result of the gender analysis, the project is targeted to one particular group women, girls, boys or men who are disadvantaged or discriminated against 19 The GM is a tool developed in 2009/10 by the Sub-Working Group on Gender and Humanitarian Action and CAP to facilitate tracking of gender allocations in humanitarian projects, and to improve accountability to the integration of gender perspectives in humanitarian projects. For specific guidance on application of the IASC GM for each sector/cluster, refer to the One Response website: The IASC GM FAQs are included in the annex XIII to this document. Page 17 of 21

18 Action because of their gender roles* The principal purpose is to advance gender equality * Please note that stand-alone Gender-Based Violence response and prevention projects, as well as nutrition projects being implemented in the first phases of a crisis, are always coded on the 0-1-2b scale. 7. Accountability The ERF Manager shall develop and formulate a detailed monitoring and reporting (M&R) plan for the ERF that outlines the strategy for monitoring performance and results. In addition, the ERF Manager shall develop a risk management and mitigating system M&R Plan In the context of the M&R plan for ERF-funded projects, the following definitions shape the framework: Monitoring: refers to periodic site visits of projects that have received funds from an ERF. The purpose of monitoring is to track and verify reported information, and to provide an element of oversight to the project. Reporting: refers to periodic collection of programmatic and financial reports of all recipient organizations that receive funding from an ERF. Project Reporting by Recipient Organizations: As stipulated in the agreement, a brief interim report 20 on project activities and financial implementation shall be submitted midway through any project longer than six months. Any constraints (e.g. financial, logistical, security) affecting the project shall be included in the report or reported directly to the OCHA CO. For projects of less than six months duration, only a final report is required. Within three months of the project s completion, a final narrative and financial report 21 shall be submitted. Should the project require an extension, a request explaining the circumstances shall be submitted no later than two weeks prior to the planned project end date. The final narrative report shall compare the project achievements against its objectives and describe the activities, outcomes and the background. The report shall include lessons learned and an explanation of any variance between planned and actual outcomes, including whether the GM code varied between project proposal and actual implementation. 20 The format for the progress report is the same as the final reporting template and as in the ERF Budget tool in annex VII. 21 The interim and narrative report templates are included in annex XIV A and XIV B to this document, the ERF Budget tool in annex VII includes the financial report templates. Page 18 of 21

19 The financial report shall be presented according to the budget proposal format categories. For NGOs, the final report shall be accompanied by an audited account of project spending, as well as supporting documentation if necessary. Any unspent money has to be returned to OCHA within 30 days after the submission of the final report. The OCHA CO must follow up with recipient organizations in writing to ensure that overdue financial reports and refunds are received in a timely manner. The OCHA CO and HQ reserve the right to organize visits with partners, external experts or donors to review completed or ongoing project activities. Stakeholder (including donors) Reporting by the Fund: The HC will issue a consolidated annual report for the Fund as a whole. Individual reporting against donor contributions should be avoided. Final project narrative and financial reports, evaluation reports, and the HC s consolidated annual report will be made available on the OCHA external website 22 to maximize transparency. A global annual report will be produced by FCS to provide a comprehensive update on all country-based pooled funds Evaluations and Reviews All organizations receiving funding from the ERF should be committed to sharing all evaluation results with the HC, RB, AB and OCHA upon request. In addition to the monitoring plans of the recipient organizations, the HC may also commission periodic reviews of activities funded through the ERF in order to encourage lessons learned, and to identify clear opportunities for experience sharing and practices with the potential to be replicated across various comparable projects supported by the Fund. The AB may also suggest and participate in joint assessments with partners, solicit inputs from experts, or commission external evaluations to enhance organizations work. Cluster leads may also review and evaluate ongoing or completed activities supported with resources from the Fund as part of their broader mandate. Cluster priorities and indicators should inform these reviews and evaluations. As an additional measure of accountability, auditors of organization and/or system-wide operations (i.e. Office of Internal Oversight Services, Board of Auditors, etc.) will conduct operational and financial audits of individual projects as part of broader audit purposes. 22 To access the website: Page 19 of 21

20 External evaluations will be triennial and will be supported by OCHA s Evaluation Guidance Section and FCS. This will help assess the Fund s performance and establish recommendations for improvement. Any request for evaluations by donors at the country level must be directed to FCS. Such evaluations should be funded bilaterally by ERF donors. E. REFERENCES Normative or superior references Secretary-General s bulletin on Financial Rules and Regulations of the United Nations of 9 May 2003 Related guidance CHF Standardization Guidelines CERF Life-Saving Criteria (other CERF documents: Policy Instruction on Resource Mobilization Policy Instruction on the Roles and Responsibilities of Country Offices F. MONITORING AND COMPLIANCE FCS in the Corporate Programmes Division, OCHA NY, will ensure compliance with these guidelines through regular communication, field missions, compliance tracking, evaluations/reviews and reports from the field. G. DATES These guidelines will be in effect on 09 October They will be reviewed no later than 01 July H. CONTACT Chief, FCS, Corporate Programmes Division, OCHA NY Page 20 of 21

21 I. ANNEXES I. Partner Capacity Assessment Form II. Agreement with NGOs III. MoU with UN Agencies IV. ToR for Advisory Board Template V. ToR for Review Board Template VI. ERF Workflow VII. ERF Budget Tool VIII. Project Proposal (narrative) template IX. Third Party Request Form X. Bank Information Form XI. ERF Budget Tool for Amendments XII. No-Cost Extension A. Letter of Acceptance of No-Cost Extension for NGOs B. Letter of Acceptance of No-Cost Extension for UN Agencies XIII. IASC Gender Marker FAQ XIV. Reporting Template A. Interim Narrative Reporting Template B. Final Narrative Reporting Template Page 21 of 21

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