Save the Children International Country Office Essential ......10. Awards that are fully or partly Gift in Kind (GIK) follow the same award management processes, including on AMS,

Save the Children International

Country Office Essential Standards

Quality Framework: Operations Quality

Page 1 of 19

Advocacy & Campaign

STANDARD 1. A member of the SMT is responsible for leading and managing Save the Children’s campaign and advocacy work, with the

Country Director explicitly accountable for overall success.

Qualifying

statements

1.1 Advocacy and campaigns targets are included in performance evaluations and management job descriptions of the SMT staff member responsible for

advocacy as well as the Country Director and all other relevant staff, including senior technical advisers

1.2 Advocacy and campaigns are included in the induction and orientation of all staff

1.3 If a country is a “priority country” for the agreed global campaign then the Country Director prioritises two posts: a Director of Advocacy and a

Campaign Manager

1.4 Humanitarian Adaptation: If a country is a humanitarian “priority country” advocacy staff will have training in humanitarian advocacy and prioritize a

portion of their time to humanitarian advocacy

STANDARD

2. National advocacy and campaigns strategies (developed with support from members) are in place for the agreed global

campaign and for key thematic areas, which includes clear policy change objectives in line with the global campaign strategy and

with the thematic/GIs* global advocacy strategies.

Qualifying statements

2.1 Guidance for developing and implementing the strategy, provided by SCI centre and / or regional office, is followed

2.2 Members can provide support through advocacy technical assistance in support of agreed global strategies

2.3 Humanitarian Adaptation: For a categorized humanitarian response, the country office is responsible for providing advocacy messages and a

complete advocacy strategy as a component of the response strategy (in line with the deadlines in the categorization procedure)

STANDARD 3. A percentage of total grant expenditure for Advocacy and Campaigns is agreed in order to deliver on our full Theory of Change.


3.1 Each Country Director sets a target in agreement with their Regional Director based on a suggested minimum of 5% funding for advocacy and

campaigns

3.2 The total expenditure for advocacy and campaigns is measured at the end of the year as a percentage of all funding

STANDARD 4. Active advocacy, campaigns and external communications are used to influence public opinion and political commitment

nationally in support of children’s rights.


4.1 Alongside key national advocacy moments, the country office takes an active part in global moments (for example, actively launching the State of the

World’s Mothers Report and taking part in Save the Children’s annual global mobilisation events, to ensure reinforcing impact at local, national,

regional and global level as one Save the Children)

4.2 The Advocacy Measurement Tool is used annually, capturing Save the Children's contribution to changes in political commitments, policy changes,

and shift in public opinion

4.3 Detailed research and a situational analysis are conducted when planning advocacy strategies

4.4 Humanitarian Adaptation: Emergencies categorized as a 1 or 2 are considered key opportunities for advocacy and the country office takes an active

part in humanitarian advocacy in these situations)

Page 2 of 19

Award Management

STANDARD

5. All award information, including donor compliance requirements, is disseminated to relevant staff at the start of the award and

again at least annually to ensure that all are aware of and understand the donor requirements and their responsibilities to

comply.

Qualifying

statements

5.1 Relevant staff are all those who will be involved in the implementation of the award, such as programs, partners, finance, logistics, HR, security,

technical advisors, field offices, etc.

5.2 Information and support on donor compliance requirements are available from the member, regional office and on OneNet

5.3 Donor compliance capacity building needs are discussed with the member and regional award management function before an award starts and an

appropriate plan agreed

5.4 To monitor staff awareness and understanding, compliance with donor requirements is checked regularly (minimum quarterly) for high risk awards

STANDARD 6. An award risk assessment is carried out for all opportunities over $250,000 and used to inform the opportunity decision,

proposal development and planning so that risks are mitigated appropriately.


6.1 The SCI award risk assessment tool is used except where a donor requires a risk assessment according to a specific format

6.2 Humanitarian Adaptation: In the first phase of a rapid onset emergency the same risk assessment for the response can be used to inform all awards,

with additional risks highlighted or mitigation measures noted as appropriate. This assessment should be periodically reviewed (at least quarterly) to

ensure it is up to date.

STANDARD

7. All award and partner agreement approvals* are completed in AMS according to SCI’s scheme of delegation. Award approvals

occur prior to submission to donors and partner agreement approvals prior to signing. All awards are also approved by the

member at every stage.


7.1 SCI approvers at each level are confirming that they, with the support of their teams, have undertaken an appropriate review and are satisfied that

SCI should accept and can deliver the award

STANDARD

8. Award reports are submitted on time and with appropriate SCI and member review to confirm:

- consistency between financial and narrative reports

- accurate financial reporting with cost eligibility verified

- donor compliant format and required content

- narrative reporting is against the agreed proposal/objectives.


8.1 Reporting deadlines are tracked and disseminated to all relevant staff each month to ensure that all reports are prepared in sufficient time for

quality reports to be produced (including appropriate levels of review)

8.2 Financial reports are produced from the finance system and are fully reconcilable with the finance system data

STANDARD

9 All proposal development processes are planned, and have staff from both SCI and members assigned with sufficient technical, financial and donor compliance knowledge to ensure that:

- They are technically robust, there is an appropriate logical framework and objectives are achievable

- All appropriate thematic and non-thematic costs for the program are included in the budget to the maximum level allowable by the

donor

- The proposal is compliant with the donor requirements for format and required content.


9.1 Proposal budgets are informed by the country office master budget and relevant functions should be involved in cost estimation (e.g. programs,

logistics, HR etc) 9.2 Proposal narratives are informed by the country office Country Strategic Plan/ Country Annual Plan/needs assessments.

9.3 Technical Assistance (TA) Plan is agreed that outlines resources needed

STANDARD

10. Awards that are fully or partly Gift in Kind (GIK) follow the same award management processes, including on AMS, as any other

award, are managed in country according to the stock management standard and procedure and recorded in Agresso according

to the SCI Financial Procedures.

Qualifying

statements

10.1 GIK refers to all non-cash contributions including commodities

The distribution of GIK and any losses are reported by the Project Manager to finance quarterly.

Page 3 of 19

Child Safeguarding

STANDARD 11 The SMT is responsible for establishing and managing effective child safeguarding systems.


11.1 An annual strategy for developing child safeguarding systems is developed. The SMT is responsible for ensuring it is resourced and implemented; and

that progress is regularly monitored and evaluated. Child Safeguarding is included on the SMT Meeting Agenda

11.2 Complex or large country offices or those with a high child safeguarding risk recruit a dedicated child safeguarding specialist to lead and support

the process of building strong child safeguarding systems. Where country offices do not have such dedicated posts, the national child safeguarding

focal point will play a strong role in supporting the development of systems, in addition to their role of receiving reports

STANDARD

12 Staff receive Child Safeguarding training within 1 month of starting employment with Save the Children, supplemented by on-

going local level initiatives to progressively build staff understanding of how to apply child safeguarding in their day to day work .

Child Safeguarding refresher training is provided at least every 2 years.


12.1 All country office staff/representatives are aware of:

- the issues of child abuse and exploitation generally and in relation to the work of Save the Children,

- the standards of behaviour that are expected of them,

- their general responsibilities as Save the Children representatives to keep children safe from abuse, injury or other harm,

- the specific responsibilities they have within their own roles towards ensuring a child safe organisation, and know how to report and respond to

concerns

12.2 A system exists to ensure that beneficiaries, including children, receive early and ongoing information about the conduct they can expect of

staff/representatives, and how to raise concerns

12.3 Humanitarian Adaptation: During a rapid onset emergency, staff responsibilities in child safeguarding are incorporated into the Global Induction

Framework

STANDARD

13 All child safeguarding concerns, allegations, and incidents are reported, recorded and investigated according to Local or Country

procedures, and reach the Country Director or Child Safeguarding Focal Point within 24 hours, and the International Child

Safeguarding Director within 48 hours.

Qualifying

statements

13.1 Reporting of and responding to Child Safeguarding concerns is undertaken in a way which:

- reflects the local situation,

- is aligned with relevant country laws (where those laws are of equal or higher standard than the Child Safeguarding Policy requirements)

- is in line with global guidance for reporting and responding to these issues.

All representatives including visitors to the country office are aware of these procedures

13.2 National and field level child safeguarding focal points of sufficient seniority are appointed to receive and support the management of child

safeguarding reports

STANDARD 14 Programs are designed through a child safeguarding lens to prevent any harm by program activities and / or abuse from

staff/representatives (including volunteers).

Qualifying

statements

14.1 All program interventions are assessed/modified at the project design stage to

a) identify/mitigate any potential risks to children

b) ensure that the budgetary implications for safe programming are given appropriate consideration

14.2 Child safeguarding is incorporated into M&E mechanisms to ensure early and proactive identification and response to concerns related to injury,

abuse or other harm in relation to the program intervention

14.3 Humanitarian Adaptation: During an humanitarian response, the potential increased safeguarding risks to children are assessed and mitigation

measures are incorporated into Technical Sector program Plans and Response Strategy

STANDARD 15 Offices ensure that activities engaging with children and their carers have informed consent, are non-exploitative and do not

increase risk of harm or vulnerability.


15.1 Activities with children and their carers which go beyond their being beneficiaries can have additional unexpected and unintended risks (i.e., when

we engage with them in order to consult, participate, advocate, campaign or fundraise, steps are taken to identify and mitigate against additional

risks)

Page 4 of 19

Communications & Media

STANDARD

16 Communications and media opportunities are identified and responded to in order to ensure that Save the Children is a credible

source for the media, partners, donors, governments, communities, children and Save the Children staff.


16.1 If media support is required, the country office seeks technical assistance from the GMU (Global Media Unit)

16.2 Press releases and high profile external communications (defined in country office Communications and Media Plan) are signed-off by the Country

Director

16.3 Humanitarian Adaptation: For Humanitarian response, country offices are aware of any changes to the key deliverables outlined in the Humanitarian

Categorisation Procedure. Country offices need to develop a proactive media statement before a seasonal disaster - for example a monsoon,

typhoon - is due to hit. Please note that some members will require communications material even for a Humanitarian Response category 4

STANDARD

17 A Communications and Media Plan is in place and aligned to the:

a) principles in the Convention on the Rights of the Child (particularly our role in speaking out for and with children)

b) global internal communications plan and global media plan

c) Country Strategic Plan

STANDARD 18 Measures are in place to produce accurate, high quality, user-friendly, child-centred communications and media work.


18.1 All communications should be targeted to identified audiences. Examples of audiences: members, government entities, donors, partners, the media,

communities, children and Save the Children staff

18.2 Accurate: verifiable and validated source data and evidence-based information is used. Examples include: data/evidence that comes from our MEAL

methodologies.

18.3 High quality and User Friendly: uses good quality tools and templates supplied by centre communications teams

18.4 Child centred: uses Informed Consent Policy and forms; media commissioning processes and contract templates

STANDARD 19 Communications and media work are built into annual planning including proposal development and incorporate ways to

allocate resources and build capacity

Qualifying

statements

19.1 Examples of work: case studies, leaflets, factsheets, promotion materials, press releases, media packs, social media, videos, photos, reports,

summary reports, sitreps, news

Page 5 of 19

Finance

STANDARD

20 The recording of expenditure is completed, accurate and timely:

- There are processes which are adhered to, to ensure that:

- all expense transactions are entered into Agresso in the correct period

- required corrections and adjustments are identified and posted

- necessary accruals and prepayments are made at each period end or at the end of an award

- transactions are booked / allocated to correct:

- projects (thematic, non-thematic, cross-thematic)

- Source of Funds & Donor Expenditure Analysis (DEA)

- account code

- effort reporting reconciliations are completed quarterly if required

- terminal grant calculations are completed quarterly if required and accounted for in Agresso.


20.1 Effort reporting reconciliation means obtaining accurately completed timesheets and ensuring the charge in Agresso matches that of the timesheet.

This is required if a country office has any award with effort reporting requirement stipulated by the donor

20.2 Accurately booked GiK means booking expenditure in Agresso is in line with the physical distribution of GiK and the completed GiK schedule

20.3 Terminal grant calculations are required to be completed if a terminal grant is part of the staff benefits in the country office

STANDARD 21 A phased Source of Funds budget exists in Agresso by DEA within 30 days of the Fund Summary (FS) approval that matches the

FS committed amount for all awards.

STANDARD

22 Accurately phased and approved country master budget / forecast in Agresso is completed in line with annual planning and

forecast instructions, and there is a process adhered to in order to ensure that the funding and expenditure are aligned, and any

gaps are addressed.


22.1 Humanitarian Adaptation: The standard applies equally to master budgets for humanitarian responses which should be completed within one month

of response categorisation in line with issued instructions

STANDARD

23 An effective control framework is in place and adhered to, including the following:

- segregation of duties is in operation

- Scheme of Delegation is up to date, approved and followed

- monthly finance & awards meetings are held

- monthly finance report is completed and balance sheet accounts are reconciled and cleared down on a monthly basis

- bank and cash balances are reconciled monthly/weekly respectively with independent cash counts evidenced

- physical security of cash is ensured

- actual expenditure vs budget completed monthly and shared with budget holders on a timely basis

- accountability and timeline for follow-up is allocated for major variances

- country office finance and awards staff visits each field offices and partner at least quarterly to ensure adequate controls are in place.

Qualifying

statements

23.1 Segregation of duties: country office has undertaken a review of all duties that the finance team are responsible for to ensure there is segregation of

duties where required. This means ensuring that one individual is not responsible for the entirety of a process that would put the individual or

organisation at risk (e.g. initiating an order, receiving goods, entering transaction into Agresso and making a payment to supplier)

23.2 Balance sheet accounts: independent schedules are completed for balance sheet accounts which are reconciled to the ledgers

23.3 Scheme of delegation: responsibility must be allocated for the scheme of delegation to ensure it is up to date, and communicated to all relevant staff

on a regular basis (minimum quarterly with an additional update at the start of a humanitarian response as appropriate)

23.4 Actual versus budget report: timely basis for sharing with budget holders must be in time for the monthly finance and awards meeting

(recommended within 5 days of hard close)

23.5 Humanitarian Adaptation: The control framework design includes consideration of any necessary adaptations to facilitate an effective humanitarian

response during a rapid onset crisis, as appropriate (e.g. protocols for hand carry in relation to physical security of cash). At the start of a new

humanitarian response, country office implements the appropriate adaptations

STANDARD 24 A valid supporting document for every transaction is retained and can be accessed on demand (securely filed and stored for the

minimum period required).

Page 6 of 19

Qualifying

statements 24.1 Minimum period required means the stricter of in-country statutory period and donor retention policy

STANDARD 25 Award, member and statutory audits are scheduled and completed within required timelines in line with relevant instructions,

and there is a process to ensure that recommendations are implemented. Qualifying

statements 25.1 Required timelines are as stipulated by the donor / member, or for the statutory audit in compliance with centre circulated timetable.

Page 7 of 19

HR Management

STANDARD 26 SCI procedures are applied to attract, retain and develop talented people, particularly national staff; this is reflected in the

annual plan and budget and will be monitored.

Qualifying

statements

26.1 There is an explicit commitment to national staff development in the HR section of the country office plan; and a specific amount earmarked in

the country office budget

26.2 All staff will have an annual performance review against clear objectives and any cases of under-performance will be actively addressed via

improvement plans

STANDARD 27 Strong leadership skills, based on SCI competencies and values are developed, and this is reflected in annual performance

reviews and staff development plans.

Qualifying

statements

27.1 Job descriptions, including Humanitarian, have clearly defined responsibilities and reporting lines and specify not only the technical skills but also

the leadership skills needed, based on SCI good practice guidance or procedures or tools

27.2 Managers understand (and are assessed on) their role in developing leadership skills, including how to implement the SCI competency framework,

based on SCI good practice guidance or procedures or tools

STANDARD 28 An annual diversity & inclusion plan relevant to the local context and based on robust anti-discrimination practices is

developed.


28.1 Annual diversity and inclusion plans are based on an analysis of country needs and priorities

28.2 All staff have access to discipline & grievance procedures and the Whistleblowing policy

28.3 Records are maintained to show that all allegations of discrimination are handled effectively and in line with SCI good practice guidance or

procedures or tools

STANDARD 29 Staff’s understanding of the SCI strategy and values is developed through a timetabled roll-out of the Global Induction

Framework.


29.1 New staff attend the General Induction Workshop within the first 6 months; and both new and existing staff attend Child Safeguarding and Fraud

Awareness workshops when rolled out

29.2 Managers have access to the Managers Guide to Induction

29.3 Staff are briefed by their line manager on their responsibilities under the Code of Conduct and Child Safeguarding policy (including the

requirement to report any concerns)

STANDARD 30 SCI HR procedures and systems are applied; as well as local HR processes that meet relevant legislative and donor

requirements


30.1 HR procedures reflect NGO good practice standards and include recruitment & induction; pay & benefits; performance management; discipline &

grievance and staff development 30.2 Local HR processes are set out in writing and are reviewed when required by legislative change or SCI good practice guidance or procedures or

tools

30.3 Any exceptions to the standard salary ranges/benefits are clearly justified, approved, and recorded

30.4 Appropriate staff communications and consultation mechanisms are used (e.g. regarding job changes, re-structures or redundancies) and

documented

30.5 Staff who travel are briefed on health, wellness and insurance

30.6 HR records are securely stored and include critical information needed in an emergency (e.g. next of kin; and emergency contact details)

30.7 SCI HR Information Systems (HRIS) is implemented in line with the agreed timetable and is maintained in line with SCI good practice guidance or

procedures or tools

30.8 Humanitarian Adaptation: : In a rapid onset emergency, SCI HR procedures and systems still apply, with some adjustments to facilitate a rapid

response to the context (rapid, high-volume recruitment etc.) based on SCI guidance and subject to local legal provisions

Page 8 of 19

Humanitarian Preparedness and Response

STANDARD

31. Preparedness to respond to humanitarian crises is demonstrated by having:

- A complete and up to date Emergency Preparedness Plan (EPP) that is well known to all staff and relevant partners

- EPP workshop is carried out annually, including completing Minimum Preparedness Actions tool.

- Humanitarian risks and needs are recognised in the Country Annual Plan and Country Strategic Plan and objectives are

identified that aim to reduce them. - SCI Humanitarian Priority Countries have pre-positioned stock in line with country office Supply Chain Plan.


31.1 EPP is updated every 6 months. It is introduced as part of staff induction and is accessible to all staff.

31.2 Complete EPP includes identifying country office deployable staff for clearly defined roles, and training and equipping them appropriately.

31.3 Country office Supply Chain Plan is developed in line with logistics standards

STANDARD

32. Humanitarian early warning indicators are consistently monitored (including during a response). Analysis of indicators is a

standard agenda item in Senior Management Team meetings, and all identified increases or forecast increases in humanitarian

needs are immediately acted upon in line with SCI’s Early Warning procedures.


32.1 SCI centre will provide guidance on monitoring early warning indicators for specific country office contexts

32.2 Appropriate time is allocated to ensure data can be collated, analysed and presented

32.3 Analysis is available to all relevant stakeholders to support decision making and maintain and influence relationships

STANDARD 33. All Category 1 (extra-ordinary), Category 2 (large), and Category 3 (medium) humanitarian crisis in country, and all Category 4

(small) in operational areas are responded to.


33.1 Response is implemented directly by in-country staff, with support of partners and/or surge capacity as required. Country office accesses and hosts

surge capacity from the Global Roster as required

STANDARD

34. For all categorised humanitarian crises a quality response is delivered:

- by implementing programs in time to save lives,

- targeting 20% of the total affected population and 25% of affected children,

- addressing all sectors with assessed gaps,

- designing programs to meet humanitarian sector technical standards,

- developing plans for transition to longer term programming where appropriate.


34.1 Timely response includes Key Deliverables outlined in Categorisation procedure completed according to procedure deadlines

34.2 Response Team Leader maintains regular contact with response backstop designated by RO or centre, to receive support on delivering a quality

response

34.3 Response Strategy is consulted when writing Country Annual Plan and/or Country Strategic Plan, to support transition to longer term programming

Page 9 of 19

IT

STANDARD

35. Information technology and information systems are at least annually assessed according to the IT assessment template. Offices

that have an IT strategic plan must assess against defined objectives.

STANDARD 36. The IT staff numbers and IT team structure have been agreed between the Country Director and the Regional IT Leader.

Service contracts exist according to needs identified in the IT assessment (minimal service is Internet).

Qualifying

statements

36.1 This involves a single annual meeting, either face-to-face or via MS Lync, with the Country Director, the country office IT leader and the Regional IT

manager. The meeting covers a review of the IT structure, IT internal staff numbers / grades and a summary of major IT supplier contracts, against

the level of programming and the business goals of the country office

STANDARD 37. Users requiring access to IT are provided with an appropriate level of IT equipment, support, training and internet connectivity

to fulfil their job duties. Approval for IT services is provided by the line manager of the user.


37.1 An "appropriate level" of IT equipment and / or services can vary significantly depending on the user role and job duties. Manager considers:

- If the user needs to access / receive Save the Children email or use OneNet

- if they need a PC at all, or if they can just access email on their own mobile phone

- If they need to be able to access IT systems whilst travelling, in which case they should receive a laptop and no PC

- if the user needs to access any other IT systems at all, including Agresso, AMS

Country office IT staff should be consulted for advice on the cost of all equipment or IT services and for examples of existing practice within the

office.

STANDARD 38. Availability, confidentiality and integrity (including back-ups) of all data is guaranteed in accordance with the Data Management

procedure, for both humanitarian and development programming work.

Page 10 of 19

Leadership

STANDARD

39. A dual mandate Country Strategic Plan (CSP), aligned with the Save the Children strategy and informed by a Child Rights

Situational Analysis, is developed and actively used. Qualifying statements

39.1 Save the Children’s CRSA tools are used

STANDARD 40. Programs are designed in alignment with the relevant element(s) of the Theory of Change, the Quality Framework and the

Country Strategic Plan.

STANDARD 41. Relationships are identified, developed and maintained to influence key development and humanitarian stakeholders to support

Save the Children’s vision for children through our Theory of Change


41.1 Stakeholders include donors, member, partners, project participants, government, UN/NGOs, Civil Society, knowledge institutions and networks

and any organisation that potentially affects Save the Children programs/operations

41.2 Humanitarian Adaptation: : Where the cluster system, or relevant alternative structure, is active:

- MoU with Unicef exists to co-lead national education cluster

- Country Director represents the Education cluster in the Humanitarian Country Team (or equivalent)-

- Qualified staff are delegated to consistently attend and contribute to humanitarian coordination meetings for sectors in which SCI is

working, and partners are encouraged to engage.

STANDARD 42. The senior management team is able to articulate the vision, mission and values of Save the Children and are able to engage in

discussions with key stakeholders on all Save the Children breakthroughs

Qualifying

statements

42.1 Breakthroughs: Child Protection, Child Rights Governance, Education and Health & Nutrition

42.2 The senior management team promotes Save the Children’s values by role modelling behaviours and ensuring staff attend the global induction

workshop

42.3 Stakeholders include donors, member, partners, project participants, government, UN/NGOs, Civil Society, knowledge institutions and networks

and any organisation that potentially affects Save the Children programs/operations

STANDARD 43. The country office has an organisational structure which clearly identifies the roles and responsibilities of each department/team

and their relationship with each other Qualifying

statements 43.1 Award management and logistics roles and responsibilities are mapped out and are regularly communicated to staff

STANDARD 44. The senior management team meets regularly to set strategic direction and provide management oversight and support to the

implementation of programs. Qualifying

statements 44.1 Oversight includes managing risk through the regular review of risk registers

Page 11 of 19

Legal

STANDARD

45. Offices are aware of and compliant with local laws and regulations applicable to their operations, as outlined in SCI’s Compliance

with Local Law policy (and subject to any exception authorised under the procedure set out in that policy):

- Host government registration requirements;

- NGO/charity laws and regulation;

- Labour/employment law; tax law (including exemptions);

- Government bi-lateral agreements; and

- visa, work permit and customs clearance requirements,

and have identified appropriate local legal counsel to provide advice on identifying and dealing with local law and regulation when required.

STANDARD

46. Offices are aware of and compliant with international laws and regulations which SCI is obliged to fulfil and which are applicable

to their operations, as outlined in SCI Legal Compliance policies (and subject to the exception for urgent action in emergency

situations set out in some of those policies), on:

- Prohibited transactions and money laundering;

- Fraud, bribery and corrupt practices; - Managing legal claims; and

- Data protection and document retention.

and have sought advice from the SCI legal team when required

STANDARD

47. Offices report to the SCI legal team information required as specified in SCI’s Legal Compliance policies and procedures in

accordance with the timelines set out in those policies on the following key areas:

- Prohibited transactions (immediate - less than 24 hours - incident reporting and provision of employee, partner and supplier

information for vetting prior to engagement);

- Fraud, bribery and corrupt practice (immediate - less than 24 hours - incident reporting);

- Legal claims (status of existing claims and new claims); and

- Whistleblowing claims (incidents logged at country office level)

Page 12 of 19

Logistics

STANDARD

48. Supply chain planning is undertaken annually to ensure that the organisational supply chain is sufficiently structured and

prepared to meet the needs of programs and beneficiaries. Procurement Plans are developed and approved at the proposal

development stage within the award management cycle.

Qualifying

statements

48.1 Supply Chain Plans define a sourcing (where to buy what), contracting, storage and supply route strategy which can meet the demands of country

programs effectively and efficiently. The plan is developed balancing delivery lead time, quality, safety and cost

48.2 Procurement Plans are completed at the award proposal stage for all awards with >$50k of procurement as per the Award Management Manual,

and define how and when supplies and services will be sourced to effectively meet program and beneficiary needs, ensuring procedural compliance

and value for money

48.3 To ensure accountability within the supply chain process, the Country Logistics Manual documents the roles and responsibilities of each staff

member engaged in planning, sourcing, storage and transport of items, as well as fleet and asset management. It also includes approved country

specific procedures that supplement the global procedures

STANDARD

49. Goods, services and construction works are sourced (procured or donated) according to SCI Procurement Procedures, donor policies and

applicable laws. All procurement activities are documented and tracked from initial request to payment request. The procurement of medical,

food and construction supplies and services meet relevant international quality and safety standards.


49.1 There is full management and traceability of all procurement with approved records retained for requests, analyses of offers/quotes/tenders,

purchase orders and invoices, goods received notes and payment approval

49.2 The procurement procedure and documentation demonstrates transparency; with processes, specifications and supplier selection criteria clearly

defined, and opportunities or request for offer/tender are sufficiently made available to suppliers to ensure genuine competition

49.3 The procurement procedure and documentation demonstrates proportionality; balancing the effort required for a procurement against its value (

with less effort required for procurements of smaller value), and is achieved by ensuring that local procurement thresholds are defined and followed

(these local thresholds must not exceed the global thresholds)

49.4 The procurement procedure and documentation demonstrates fairness and non-discrimination to suppliers. Suppliers are treated equally to ensure

fair procurement, without discrimination or favouritism by any staff, and with adequate systems put in place to mitigate against fraud, bribery,

corruption and conflicts of interest in the procurement process. Treating suppliers fairly also involves giving them sufficient time to prepare bids and

paying them in line with the contract payment terms

49.5 Gift in Kind (GIK) donations of drugs and medical devices follow WHO's "Guidelines for Drug Donation"

49.6 Drugs and medical devices are only sourced from manufacturers complying with WHO Good Manufacturing Practices; wholesalers and distributors

complying with WHO Good Storage Practices, Good Distribution Practices and Medical Quality Assurance System who are registered and

authorised to manufacture/procure and distribute these products by their National Drug Regulatory Authority (NDRA). In addition, the drugs appear on the country’s National Essential Drug List (NEDL) or the WHO or SCI essential drug list if the NEDL does not exist. All sources of

drugs and medical devices are approved by the SCI Regional Logistics Manager/SCI Head of Logistics and the Save the Children Pharmacist.

STANDARD 50. Stock is stored and managed according to SCI Warehousing, and Stock Management Procedures and relevant quality, safety and security

standards prevent loss or damage. Stock movement can be traced from its reception to its intended point of use or distribution.

Qualifying

statements

50.1 Losses include loss caused by exposure to adverse conditions, damage & theft, meaning that warehouses are designed to the needs of the type of

goods, and have safety and security measures in place for the context. All losses are reported and unexplained shortages investigated

50.2 Disposal of damaged stock follows relevant quality and safety standards and are approved according to international/donor rules. Drugs and medical

device disposal follows WHO Disposal guidelines. Sale or donations of surplus or redundant stocks have donor approval and are documented

50.3 Records are retained for goods held in stores or warehousing that show receipt, storage, approved release and transit to distribution points. In

addition, drugs are recorded by batch numbers across the supply chain (i.e. from reception to final point of distribution)

STANDARD

51. Fleet planning is completed and documented annually. All owned vehicles have relevant legal documentation, safety and security

equipment and preventative maintenance schedules. Vehicle performance is monitored, documented and analysed to ensure a

cost effective fleet. Qualifying

statements 51.1 Fleet planning analyses the type of vehicles, quantity and source of vehicles (owned or rented) required based on program needs, area of operation

Page 13 of 19

and seasonal conditions. It considers vehicle disposal, financing and replenishment as well as pooling management and maintenance

51.2 Vehicles are maintained to a safe and secure standard, with regular checks and a preventative maintenance schedule in place for each vehicle, and

with relevant vehicle safety, communications, medical and breakdown/recovery equipment in each vehicle suitable for the area of operation,

security and seasonal conditions

51.3 Legal documentation: Vehicles have as a minimum third party insurance, and are driven and used in a manner that is safe, appropriately authorised

and in line with local legislation, with all drivers receiving regular eye tests, having valid drivers licences and receiving driver training if working in

insecure or difficult environments

51.4 Vehicle performance: Vehicle availability, utilisation, maintenance costs and fuel costs are monitored to ensure that the fleet is the right size for the

needs and running costs are managed efficiently

Page 14 of 19

MEAL

STANDARD

52. Projects and programs have clearly defined objectives created using an appropriate logframe, results or other framework. All

relevant Global Indicators are included in the program design.

Qualifying

statements

52.1 Humanitarian Adaptation: In humanitarian responses, objectives and indicators are in line with the quality criteria outlined in the Humanitarian

standards

STANDARD

53. Projects and programs are covered by an M&E plan consistent with the procedure, with appropriate resources budgeted to

implement the plan.

STANDARD

54. Projects and programs establish a baseline (or other appropriate equivalent) as a comparison and planning base for monitoring and evaluations.


54.1 Humanitarian Adaptation: If a baseline cannot be established while prioritising delivery of a timely response, then an initial rapid assessment is

carried out and followed-on with in-depth multi-sector assessments in line with Humanitarian standards and procedures. In a sudden onset

emergency, initial rapid assessments are undertaken within 24-72 hours and followed-on with in-depth multi-sector assessments

STANDARD

55. Projects and programs which meet thresholds outlined in the Evaluation procedure are evaluated with evaluation action plans developed and

signed off by an appropriate manager.


55.1 Evaluation and research reports are shared with relevant Regional and Global Initiative colleagues for the purposes of effective central archiving and

knowledge management

STANDARD

56. Evidence exists to demonstrate that MEAL data is used to inform management decision making, improve programming and

share learning within and across programs and / or functional areas.


56.1 Evidence may include: minutes of program meetings, proposals which demonstrate learning from previous interventions, feedback from

accountability mechanisms used for program development

56.2 Humanitarian Adaptation: An Output Tracker is set up according to the deadline in the Humanitarian Categorisation procedures and analysis

against targets and emerging patterns are shared with response team leadership at a minimum monthly

56.3 Humanitarian Adaptation: Real Time Review (RTR) is conducted for relevant categorized response in line with deadline in the Humanitarian

Categorisation procedures. Project and program implementation and response strategy is reviewed following RTR

STANDARD 57. Monitoring includes systems which collect, document and respond to the feedback, suggestions and complaints of beneficiaries.

Project related information is effectively shared with beneficiaries.

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Partnership Management

STANDARD 58. Partnership development takes place with reference to the SCI Partnership Principles and includes assessment of potential

partners, transparent selection methods and appropriate agreement documents.

Qualifying

statements

58.1 Unless stipulated otherwise by a donor, SCI partner agreement templates are used for all partnerships, adapted to local context where necessary

58.2 Humanitarian Adaptation: In a sudden onset emergency, the Emergency Partnership Engagement procedures are followed

STANDARD

59. Partners are visited in the field by program and finance staff according to an agreed schedule, but at least once per year. Visits are documented

and findings and recommendations shared with the partner.


59.1 Programme staff ensures effective MEAL systems and appropriate capacity building are in place to achieve the MEAL plans

If physical visits are not possible due to security restrictions, then remote monitoring mechanisms should be applied

STANDARD

60. Partner activity and spend is monitored according to agreed reporting schedules and partner report contents are verified against

evidence of program delivery and original documentation.

STANDARD

61. Meetings between SCI and each partner occur at least once per year to conduct a mutual review and share feedback and

learning on achievements and ways of working.

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Project Management

STANDARD

62. Kick-off meetings are held for all projects before starting the implementation of the project activities and include all the relevant

stakeholders.


62.1 A project is a structured collaborative undertaking, designed to deliver specific goals, outcomes and outputs within a defined timeframe and with

identified resources. Awards are the projects that are based on the donors/members contractual funding and are usually designed as part of the

country office thematic plans, programs and strategic objectives

62.2 A program is a set of coherent goals and activities with the purpose of achieving broader strategic objectives. A program can be composed of

multiple projects

62.3 Stakeholders include staff from programme operations and quality, finance, award management, HR, logistics and others, as well as representatives

of the local implementing partners and targeted beneficiaries, where relevant

62.4 For the Award Management segment of the kick-off meeting, please refer to the SCI Award Kick-off Meeting tool (Award Management Manual)

STANDARD 63. All projects have a completed, detailed project Implementation Plan that is shared with relevant project stakeholders.


63.1 A Project Implementation Plan (also known as a Detailed Implementation Plan) identifies at a minimum:

- Key activities on a timeline, inclusive of the phased budget where relevant

- Monitoring and reporting process and indicators of success

- Project organogram with defined project leadership, relations, reporting lines and all the roles and responsibilities. Use of the RACI model is recommended

(Responsible, Accountable, Consulted, Informed)

- Project Close-out Plan

STANDARD

64. Progress against the Project Implementation Plan is monitored, documented and reported, including deviances which are acted

upon.


64.1 The Project Manager(s) is accountable for ensuring that the project goals and objectives are achieved against the plan - on time, scope, quality and

budget. By definition, Project Managers are designated Budget Holders for the project

STANDARD

65. All close out processes have been completed for finished projects and any final reports, evaluations, lessons learned, transitional

recommendations, audit reports and other required deliverables are shared with all relevant stakeholders. Qualifying

statements 65.1 For the Awards close-out, please refer to the Award Management Manual

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Safety & Security

STANDARD 66. Safety and Security Management positions are appointed for each country office, field offices and each humanitarian response.


66.1 In high /very high threat environment or large/ complex country offices or humanitarian response, the management employs a full-time Safety and

Security Management position

66.2 For Medium to Very Low threat environment a Safety and Security Focal Point (SSFP) is appointed for the country office, each field office and

humanitarian response

66.3 Safety and Security Management position is a member of the SMT/ extended SMT

66.4 All Safety and Security Management positions and SSFPs are provided with adequate resources and trained to meet required competencies

66.5 Safety and Security Management positions and SSFPs contribute to program design and proposal development so as to ensure that appropriate

safety and security measures are implemented and sufficient resources allocated

STANDARD

67. An effective and secure communications plan is established and functioning communications equipment for all offices and field

offices is maintained.


67.1 All staff and offices can be reliably contacted at all times

67.2 Redundancy in communication is ensured by establishing multiple modes of communication between base and all offices in the field. A minimum of

two but preferably 3 modes should be put in place

67.3 All staff ‘communication tree’ is established and kept updated so as to contact all staff when necessary. This system is tested minimum twice in a

year

67.4 Clear guidance and measures are in place to physically protect and secure sensitive and confidential information

STANDARD

68. Effective safety and security management systems are in place, enabling programs and ensuring access to vulnerable populations

while mitigating safety and security risks.


68.1 Senior leadership is held accountable for establishing and maintaining an effective safety and security management system in accordance with Safety

and Security standards and implement required safety and security management systems

68.2 Senior leadership monitors the safety and security situation and trends according to the Threat level rating procedure in order to determine the

correct threat level and corresponding mitigation/ control measures

68.3 Adequate budget provisions for safety and security-related expenses are made to meet safety and security standards

68.4 All award proposals have sufficient budget allocated to meet the safety and security management needs as determined by award risk assessment

68.5 The acceptance approach of security management is subscribed to. All stakeholders are engaged, directly or indirectly, for the purpose of

negotiating access to vulnerable populations and mitigate risks to our staff, partners and programs

68.6 When necessary, the acceptance approach of security management is complemented with alternative measures. These include protection and

deterrence, based on thorough analysis of the context

68.7 All staff are made aware of their responsibilities to comply with relevant safety and security policies and procedures, and have the necessary

competence to do so. They also report to the Country Director or delegated staff any breach of safety and security policies and procedures

‘Safety and security’ is established as a standing agenda item for country offices and field office(s) SMT meetings

STANDARD

69. A Safety and Security Management Plan with appropriate contingency plans are developed and maintained, with contingency

plans being practiced annually.


69.1 Safety and Security Management Plans (SSMP) are developed in accordance with the SSMP template contextualized to their specific operational

environment

69.2 Security Risk Assessment (SRA) is included in the SSMP and carried out for all operational areas to inform program design and allow appropriate

budgeting for the required level of safety and security measures

69.3 The SSMP is updated at least annually; bi-annually for very high and high threat environment or whenever there is a major change in the operational

environment

69.4 All pertinent contingency plans including but not limited to evacuation, re-location and hibernation are developed and practised periodically

69.5 Logistical and operational arrangements are in place to evacuate, re-locate and hibernate staff (3 days) as per the relevant procedures

69.6 Humanitarian Adaptation: SSMP is developed/ updated for the humanitarian operational context as per the deadlines in categorisation procedure

Page 18 of 19

STANDARD 70. All facilities are managed and equipped to operate safely and securely.


70.1 In addition to local health and safety codes or legislations, all SC facilities will be equipped with the following safety equipment:

- Fire extinguishers and alarms

- Emergency Exits with proper signage

70.2 Measures are in place that mitigate the assessed safety and security risks

70.3 Facilities security includes site selection, perimeter and access control and other protective measures that mitigate the assessed risks

70.4 Measures are in place to ensure that no weapons or armed personnel are allowed on the SC premises or in SC vehicles (including rentals)

STANDARD

71. All staff receive safety and security trainings, orientations, briefings appropriate to their roles and as determined by the assessed

risks in the operational environment.


71.1 All new staff are provided an orientation and induction to safety and security policy, standards and procedures relevant to their roles and

responsibilities and operational environment within the first week of staff or others taking up duties

71.2 All visitors (incl. dependents)/travellers to the country are provided pre-departure information before travel and on arrival a safety and Security and

Child Safeguarding briefing within 48 hours or in case of high and very high risk countries within 24 hours

71.3 All staff complete GSS approved Online Personal Safety and Security Training [hyperlink] within the first month of their hiring

71.4 All staff are provided with the required training highlighted in the GSS Training Matrix to perform their roles and responsibilities safely and securely

and work effectively in the respective areas of operation

71.5 Global Safety and Security is consulted when considering the employment of external safety and security training providers

71.6 A S&S training plan is prepared and implemented as per the country office S&S Learning & Development Guidelines, and is subsequently monitored

for the quality and effectiveness of the trainings

71.7 All required safety and security training costs, including Safety and Security management personnel capacity building, are included in the country

office budget

71.8 Humanitarian Adaptation: All Global Roster candidates complete Advanced Personal Safety and Security Training within one month of placement on

the roster

STANDARD

72. All safety and security incidents are reported to the designated authority in a timely manner (not exceeding 24 hours) and follow

up actions are carried out in accordance with the relevant procedures. Qualifying statements

72.1 Means are established to reliably gather, analyse and disseminate incident report data to all concerned stakeholders

STANDARD

73. Effective crisis management systems are in place to respond to any critical event in accordance with Save the Children crisis

management policies, procedures and templates.

Qualifying

statements

73.1 The Incident management Plan is tested and Incident Management Team is trained annually

73.2 Incident management plans are revised based on the after action review of each event or at least annually

73.3 Risks that may result in critical events are identified and protocols to address these risks developed. Potential critical events may include:

- Death of a staff member

- Medical evacuation

- Non-medical evacuation

- Staff relocation

- Extreme insecurity (insurgency, coup d'état, etc.)

- Staff abduction

- Staff detention

- Child safeguarding

Documents

Save the Children International Country Office Essential ......10. Awards that are fully or partly Gift in Kind (GIK) follow the same award management processes, including on AMS,