Allocation Strategy Paper Common Humanitarian Fund - OCHA

About OCHA’s Country-based Pooled Funds (CBPFs):

CBPFs allow donors to pool their contributions into single, unearmarked funds to support local humanitarian efforts. This enables humanitarian partners in crisis-affected countries to deliver timely, coordinated and principled assistance.

http://www.unocha.org/our-work/humanitarian-financing/country-based-pooled-funds-cbpfs

Allocation Strategy Paper Common Humanitarian Fund - Afghanistan 2018 1st Standard Allocation

I. Allocation Overview

A) Introduction / Humanitarian situation

1. The UN Humanitarian Coordinator (HC) has launched this standard allocation for US$20 million in order to kick-start implementation of the 2018-2021 Humanitarian Response Plan (HRP) by releasing resources to partners early in the year and also enabling pre-positioning in advance of

the spring flooding season, which begins in March/April. Seasonality and conflict patterns in Afghanistan dictate that the majority of humanitarian activities are conducted between March and November when needs are at their highest and weather constraints are at a minimum.

2. As this standard allocation is coming directly on the back of the 2018-2021 HRP, activities supported must be within the agreed ‘humanitarian parameters’ of people recently affected by

conflict, natural disasters and cross-border arrivals, and reflect priority activities outlined in the sector-specific sections of the HRP (pp. 26 to 42). The actions supported under this standard allocation reflect the prioritisation principles applied in developing the HRP. This strategy paper draws upon cluster-led exercises recently completed to identify the most urgent priorities and gaps in assistance within their sectors and as articulated in the cluster defense presentations.

B) Humanitarian Response Plan (HRP) / Appeal

3. The 2018-2021 Humanitarian Response Plan – which requires $430 million for the first year of

implementation – aims to provide emergency assistance to 2.8 million people with the most acute life-threatening needs. Cluster response plans have been developed based on three strategic objectives:

1) saving lives in the areas of highest need; 2) reducing protection violations and increasing respect for international humanitarian law (IHL);

3) and ensuring that people struck by crisis get the help they need, on time.

The HRP strategy emphasises: critical life-saving action; relevant and prioritised responses; efficient, effective and transparent utilisation of resources; the centrality of protection and people-centred approaches.

This CHF standard allocation strategy builds on progress already made towards improving access in hard to reach and contested areas in 2017 with support from the 2nd Standard Allocation, and facilitated by the inter-cluster coordination team (ICCT) and humanitarian access group (HAG).

4. Priority needs which will be addressed through this standard allocation are therefore based on those where the impact of conflict, natural disaster and cross-border arrivals is most severe and where multiple needs converge. Although not mandatory, projects implemented in the 120 most conflict-affected districts and on which conflict-severity and 2018 inter-sectoral analysis was based, will be considered

favourably (see Annex 1A).

II. 2018 1st Standard Allocation Strategy

A) Purpose of the 2018 1st Standard Allocation Strategy and linkages to the HRP / Appeal

5. In line with the recently-released 2018-2021 HRP, the 1st Standard Allocation is focused on providing timely and life-saving assistance to people directly affected by crisis, irrespective of where they reside, and thus in a manner consonant with the principles of neutrality and impartiality. In keeping with previous CHF standard allocations, delivering assistance to people located in hard to reach and underserved areas, where state presence is minimal or absent, is a priority. Projects which integrate protection actions and services will also be prioritised, as will those which seek to maintain

sufficient emergency stocks (e.g. NFIs, medicines, or shelter) to respond to new emergency needs.

6. The HC called for a CHF Advisory Board meeting on 2 December to hear the defense of funding priorities for the 1st Standard Allocation of 2018. from the individual The Advisory Board members and the HC agreed that the clusters of ESNFI, FSAC Health, Nutrition, Protection, WASH and the Education in

Emergencies Working Group (EiEWG) would make individual presentations, following which Advisory Board members would deliberate and decide upon allocations.

CHF Afghanistan – 2018 1st Standard Allocation Strategy Paper | 2

About Country-based Pooled Funds (CBPFs): CBPFs allow donors to pool their contributions into single, unearmarked funds to support local humanitarian efforts. This enables humanitarian

partners in crisis-affected countries to deliver timely, coordinated and principled assistance. http://www.unocha.org/our-work/humanitarian-financing/country-based-pooled-funds-cbpfs

7. In deciding the funding envelopes for the 1st Standard Allocation of 2018, the CHF Advisory Board endorsed the following strategic priorities:

i) the use of cash as a first resort (including multi-purpose cash), in accordance with CHF Minimum Requirements for Cash–Based Programming (see Annex 6) with required Post Distribution Monitoring (PDM) using the tool created by the Afghanistan Cash Voucher Working Group (CVWG).

ii) multi-sectoral approaches which bring about a direct change in people’s lives i.e. which deliver impact. These could include, but are not limited to: nutrition, WASH and health; WASH and education; protection and health, ESNFI and WASH, etc.

iii) coordination with other actors, particularly development partners and the World Bank, to mitigate

duplication and enhance complementary. In this regard, clusters should demonstrate their requirements on an understanding of other resources available to their partners in prioritised locations. e.g. through the Citizens’ Charter, the Education Quality Reform in Afghanistan (EQRA), and One UN – One Programme.

iv) the development of distinct monitoring plans aligned to the 2018-2021 HRP logframe.

8. To be considered for funding, activities and projects must: a. Be aligned with the three strategic objectives of the 2018-2021 Afghanistan HRP;

b. Be able to start or boost work immediately: cluster responses and individual project proposals for hard to reach areas should include clear access strategies, including modalities to stay and deliver and monitor responsibly (flexible approaches such as peer to peer and third party monitoring will be considered). Projects should also include robust risk mitigation practices demonstrating clear location-specific context analysis and understanding of residual risk;

c. Exemplify quality programming (i.e. be conflict, gender and disability sensitive and reflect do

no harm approaches; integrate protection activities where possible); and

d. Adhere to the OCHA Country Based Pooled Fund (CPBF) guidelines, in particular for proposal submission criteria and budget preparation (Annexes).

9. CHF Funding Balance: As of 01 December 2017, the CHF has received US$30,708,726 in contributions this

year from the governments of Sweden, United Kingdom, Australia, the Republic of Korea, Norway, and Switzerland. With the United Kingdom’s pledge of £6,000,000 expected in December 2017, there will be

US$20 million available for this standard allocation. However, until CHF donor commitments for 2018 are received, no additional resources are available for the CHF Reserve.

B) 2018 1st Standard Allocation Breakdown

10. The HC has made available $20 million for the 2018 CHF 1st Standard Allocation as per the following envelopes: Education in Emergencies ($2 million); Emergency Shelter & NFIs ($3 million); Health ($3 million); Nutrition ($7 million); Protection (US$2.5 million), and WASH ($2.5 million).

11. The CHF recognizes that one of the major constraints to implementing activities in hard to reach and underserved areas is access. Although direct implementation of projects by eligible CHF Partners (Annex 5) is preferred, sub-implementing partnerships with non-CHF partners will be considered if evidence is provided of the partnership agreement and capacity assessment of the sub-partner, including declarations

(conflict of interest; declaration of support for monitoring activity; and, declaration of recognition that provision of false information will automatically lead to disqualification and fund recovery activity). Added value must also be demonstrated in the proposal in terms of access, technical expertise, monitoring, capacity

building and clarity of project costs.

12. Projects which show a commitment to supporting both protection and assistance objectives, and which actively contribute to reducing the risk and exposure of affected populations - i.e. which fully integrate protection into programme design – will also be prioritised. Multi-sectoral projects are encouraged but not obligatory.

C) Prioritisation of Projects

13. In line with the 2018-2021 HRP, the outcomes expected to be delivered through this allocation

are focused on: i) saving the lives of people newly displaced or affected by conflict, natural disasters and cross-border arrivals in the areas of highest need, and which are often hard to reach through: emergency trauma care, treatment




for children with acute malnutrition, and provision of emergency shelter and WASH services for families fleeing

violence and insecurity;

ii) responding to protection needs and preventing and mitigating protection risks so as to limit the impact of crisis on the civilian population, particularly women and children who bear the disproportionate brunt of its

effects; or

iii) reducing the impact of disasters through collective preparedness investments, including emergency stockpiling and pre-positioning of humanitarian supplies in strategic or high-risk areas.

14. Given that $2 million was previously allocated for “enabling actions” under the 2017 2nd Standard Allocation, the aim of this standard allocation is to stimulate programme implementation. Therefore, activities which do not directly deliver front-line assistance, such as sectoral or thematic

assessments, will not be considered under this allocation.

15. Interventions also not considered for this allocation are Food Security and Agriculture and Mine Action, the latter having recently received bilateral donor commitments.

D) Approved Envelopes

Education in Emergencies: $2 million

Eligible Actions

Education in emergencies programming to new IDP and returnee children through the establishment of temporary learning spaces (TLS), provision of learning materials and recruitment of teachers, particularly female teachers, in five priority provinces – Faryab, Hilmand, Kunduz, Nangarhar and Uruzgan, in compliance with the school calendar and new National Education Curriculum from MoE.

Emergency Shelter & NFIs: $3 million

Eligible Actions

Emergency shelter and NFI support to vulnerable IDP, returnee, conflict and natural-disaster affected

households across 14 priority provinces as identified by the cluster in the 2018 HNO (pg. 20) – Faryab, Herat, Kabul, Kandahar, Nangarhar and Uruzgan (category 5); Badakhshan, Badghis, Baghlan, Balkh, Farah, Hilmand, and Takhar.

Provision of cash for rent support to vulnerable families identified in need in Hilmand, Kandahar, Kunar, Laghman, Nangarhar, Uruzgan and Zabul. Partners submitting cash-related projects must be endorsed by the Afghanistan CVWG and demonstrate expertise and proven commitment to coordination with other

actors. All cash programmes must adhere to the CHF Minimum Requirements for Cash–Based Programming (Annex 6) with required PDM using the Afghanistan CVWG tool.

Provision of shelter and NFI repair (upgrade) support to families as identified by the cluster in Balkh, Ghazni, Herat, Jawzjan, Kunar, Nangarhar and Paktika.

Provision of winterisation support in exceptional cases and to especially vulnerable households in Ghazni,

Kabul and Nangarhar, not covered under the existing UNHCR programme.

Pre-positioning of stocks and the use of common storage is encouraged in identified high conflict-risk areas/strategic locations.

Health: $3 million

Eligible Actions

Delivery of essential live-saving trauma care through establishing first aid trauma posts (FATPs) and providing rehabilitative care, including prosthetics and orthotics services, physiotherapy and psycho-social support in emergencies, in 25 high-risk districts identified by the cluster (see Annex 1B).

Provision of life-saving primary health care to populations deprived of access to health facilities due to conflict-related or forced closure, through appropriate modalities such as mobile services and scaling up

emergency obstetric and newborn care services.

Procurement of emergency medical and non-medical supplies and training and deployment of medical

personnel including female health workers across the 120 most conflict-affected districts.




Nutrition: $7 million

Eligible Actions

Provision of IMAM for children 6-59 months and pregnant and lactating women (PLW) identified by the nutrition cluster as living in the areas of highest severity in the 2018 HNO (pg. 28) – Hilmand, Kabul, Kandahar, Kunar, Kunduz, Nangarhar and Paktia (category 5); Baghlan, Ghazni, Ghor, Herat, Laghman, Nimroz, and Uruzgan (category 4).

Provision of preventative services (infant and young child feeding promotion and counselling and micronutrient supplementation) for children 6-59 months and PLW affected by conflict, natural disasters

and cross-border influxes across the 120 most conflict-affected districts.

Procurement of supplies for MAM treatment in children aged 6-59 and acute malnutrition treatment for PLW.

Procurement of supplies for SAM treatment of children aged 0-59 months.

Provision of mobile nutrition teams for acutely malnourished children and PLW living in hard to reach areas across 25 districts (see Annex 1C).

Protection: $2.5 million

Eligible Actions

Provision of mobile outreach and static protection services to women, men, girls and boys across the

areas of highest severity as identified in the 2018 HNO (pg. 30), including principled referrals,

psychosocial counselling and case management – Farah, Faryab, Kabul, Kandahar, Kunduz and Uruzgan

(category 5); Badakhshan, Baghlan, Balkh, Herat, Hilmand, Laghman and Takhar (category 4).

Identify, document, trace and reunite unaccompanied and separated IDP, returnee and refugee children with their families.

Provision of health, psychosocial, legal and safety services to GBV survivors and abused or exploited children, with a particular focus on children associated to armed groups and armed forces.

Provision of information, counselling and legal assistance on security of tenure and access to civil documentation for IDPs and returnees.

WASH: $2.5 million

Eligible Actions

Rehabilitation or rebuilding of water systems, installation of emergency boreholes and hand pumps, household water treatment and safe storage solutions, provision of emergency sanitation and promotion of safe hygiene practices among affected populations and their underserved host communities in provinces with high IDP caseloads (Badghis, Faryab, Hilmund, Jawjizan, Kunduz,

Nangarhar and Uruzgan).

Procurement of emergency WASH supplies (water Kits, hygiene Kits, latrine Kits and water treatment chemicals) requiring urgent replenishment to meet the needs of 150,000 people across the country,

especially in aforementioned provinces.

Provision of emergency WASH in estimated 20 schools and 10 health facilities that are supporting the emergency affected populations in the aforementioned provinces.




III. Timeline and Procedure

The dates within the allocation timeline are dependent upon the number of submissions received:

2017

Phase Dates Responsible Activity

Str

ate

gy D

evelo

pm

ent

(20 d

ays)

2 December HC, OCHA CHF Advisory Board Cluster Coordinators

Cluster defense of priorities and needs to the HC and CHF Advisory Board for inclusion in the 2018 1 SA based upon the HNO and HRP 2018 – 2021

3 - 13 December

OCHA Cluster Coordinators

Draft 2018 1SA strategy document complete with locations, objectives, standard indicators (Annex 2) and eligible activities

14 - 17 December

OCHA CHF Advisory Board

Email draft 2018 1SA strategy to CHF Advisory Board for feedback and questions

17-20 December

OCHA

2018 1SA strategy final revisions if required

19 December OCHA - FCS Submission of 2018 1SA strategy to Funding

Coordination Section – NY for approval

21 December HC OCHA

Submission of Final 2018 1SA strategy to HC for review and approval

21-22 December

OCHA GMS Set-up 2018 1SA /GMS workshops for CHF Partners (TBD)

Pro

posal

Desig

n

(23 D

ays)

22 December OCHA Launch of 2018 1SA via email and online to all

stakeholders

22 December-14 January

CHF Partners Cluster Coordinators

Development of project proposals and supporting documents Partner consultation and project endorsement with cluster/working group (Annex 4)

2018

14 January 12:00 pm AFT

CHF Partners OCHA

Submission deadline for complete project proposals and supporting documents on the GMS

Revie

w a

nd A

ppro

val of

Subm

issio

ns

(18 D

ays)

14 - 15 January

OCHA HFU pre-screening of proposals and supporting documents submitted on/by deadline for submission criteria compliance

16 – 20 January

OCHA STRC members SWG members

Project proposals and supporting documents shared with Strategic and Technical Review Committees (STRC) and Specialized Working Groups (SWG) for review

21 - 25

January

STRC members

OCHA

STRC meetings for review and scoring of proposals

to determine recommendations to the HC for funding

OCHA HC

Summary list of recommended /not recommended proposals for funding to HC for preliminary approval

26 January OCHA CHF Partners with proposals not recommended for funding receive notification.

CHF Partners with proposals recommended for funding receive notification of required proposal revisions

29 January CHF Partners Cluster Coordinators

Deadline for re-submission of final revised proposals OCHA & Cluster Coordinator confirmation of revisions

30 January OCHA Submission to FCS for budget verification/revisions

31 January OCHA HC

Submission of 2018 1SA documentation to HC for review, approval and signature

OCHA Email of CHF allocation update and final unsuccessful and recommended projects list to Advisory Board

1 February Partner signatures

Project start date for partners with pre-financing capacity= 1 February Project start date for partners without pre-financial capacity= 15 February




IV. HFU Information and Complaints Mechanism

OCHA’s Humanitarian Financing Unit (HFU) is the managing agent of the CHF- Afghanistan, responsible for the daily operations of all programmatic and financial processes, on behalf of the HC and in coordination with the Funding Coordination Section (FCS) at OCHA New York for ensuring compliance with standardized global policies

and procedures for Country-based Pooled Funds (CBPFs). The HFU provides support to the partners and clusters during the allocation process, as well as for ongoing project implementation, monitoring, reporting and audits. Due to the work required for the efficient execution of these prioritized actions, the CHF Eligibility Process (Due Diligence Review and Partner Capacity Assessment) are placed on hold until the completion of an allocation process.

The GMS Support Help-Portal assists users to navigate through the GMS system with step-by step instructions and screen shots. https://gms.unocha.org/content/project-submission

For questions about the allocation process and assistance with the submission of project proposals on the GMS, contact the HFU at: [email protected] or on the CHF Helpline: 079 300 11 39.

A dedicated section on the CHF on the HumanitarianResponse.info platform can be found at: https://www.humanitarianresponse.info/en/operations/afghanistan/common-humanitarian-fund-chf

The OCHA Afghanistan website also provides detailed information about the CHF at: http://www.unocha.org/afghanistan/afghanistan-humanitarian-fund/about-fund

The GMS Business Intelligence is a newly developed tool to display the data on the ongoing business processes with a consolidated view at: http://gms.unocha.org/bi .

CHF stakeholders with insufficiently addressed concerns or complaints regarding Afghanistan CHF processes or decisions can at any point in time contact the OCHA Head of Office, ([email protected]) or write to [email protected] with these concerns.

V. Annexes

Annex 1 A: The 2018 1st Standard Allocation Prioritized Locations: 120 most conflict-affected districts where

the impact of conflict, natural disaster and cross-border arrivals is most severe and where multiple needs converge.

Annex 1 B: The 2018 1 SA Prioritized Locations: 25 priority districts for the establishment of first aid trauma posts (FATPs)

Annex 1 C: The 2018 1 SA Prioritized Locations: 25 priority districts for the deployment of mobile nutrition teams

Annex 2: The 2018 1 SA Mandatory Standard Indicators Annex 3: The 2018 1 SA Submission Requirements and Review Process Annex 4: Contact list for Clusters and Working Groups Annex 5: List of CHF Eligible NGO Partners Annex 6: CHF Minimum Requirements for Cash–Based Programming Annex 7: GMS Proposal Preparation Guidance Annex 8: Budget Preparation Guide for CHF funded Projects

https://gms.unocha.org/content/project-submission

mailto:[email protected]

https://www.humanitarianresponse.info/en/operations/afghanistan/common-humanitarian-fund-chf

http://www.unocha.org/afghanistan/afghanistan-humanitarian-fund/about-fund

http://gms.unocha.org/bi





Annex 1 A: The 2018 1st Standard Allocation Prioritized Locations:

120 most conflict-affected districts where the impact of conflict, natural disaster and cross-border

arrivals is most severe and where multiple needs converge.

*All Cluster Coordinators agreed to strengthen inter-cluster coordination and linkages to ensure a holistic response in these five

priority provinces. Partners are highly encouraged to coordinate sectoral response and where feasible, undertake multi-sectoral

interventions, which will be given high priority during the review of submissions.

Province District Province District Province District

Badghis

Abkamari *Hilmand Garmser Laghman Mehtarlam/Bad Pash

Balamurghab Lashkargah Alishang

Ghormach Nad-e-Ali / Marja Alingar

Muqur Nahr-e-Saraj Logar Barakibarak

Qadis Nawa-e-Barakzaiy Charkh

Qala-e-Naw Sangin Pul-e-Alam

Baghlan Baghlan-e-Jadid Hirat Adraskan *Nangarhar Achin

Doshi Shindand Chaparhar

Pul-e-Khumri Jawzjan Darzab Dehbala

Balkh Chemtal Qushtepa Hesarak

Daykundi Gizab / Patoo Kabul Kabul Khogyani

Farah Balabuluk Kandahar Arghestan Kot

Farah Daman Lalpur

Khak-e-Safed Ghorak Muhmand Dara

Pushtrod Kandahar / Dand Pachieragam

Qala-e-Kah Khakrez Shinwar

*Faryab Almar Maywand Surkhrod

Bilcheragh Miyanshin Nimroz Khashrod / Dularam

Dawlatabad Nesh Nuristan Kamdesh

Garziwan Shahwalikot Paktika Urgun

Khwajasabzposh Kapisa Nejrab Paktia Gardez

Kohestan Tagab Alikhel (Jaji)

Pashtunkot Khost Sabari Janikhel

Qaysar Kunar Barkunar Sayedkaram / Mirzaka

Shirintagab Chapadara Zurmat

Ghazni Ajrestan Dangam Parwan Ghorband

Andar Dara-e-Pech Samangan Dara-e-Suf-e-Payin

Dehyak Ghaziabad Sar-i-Pul Sancharak

Gelan Khaskunar Sar-i-Pul

Ghazni Marawara Sayad

Giro Nari Takhar Darqad

Muqur Sarkani Khwajabahawuddin

Qarabagh Shigal Wa Sheltan *Uruzgan Chora / Chinarto

Waghaz Watapur Dehrawud

Ghor Chaghcharan *Kunduz Aliabad Khasuruzgan

DoLayna Chardarah Shahid-e-Hassas

Pasaband Dasht-e-Archi Tirinkot

Shahrak Emamsaheb Wardak Jalrez

Khanabad Saydabad

Kunduz Zabul Arghandab

Qala-e-Zal Shahjoy




Annex 1 B: The 2018 1SA Prioritized Locations:

25 priority districts for the establishment of first aid trauma posts (FATPs)

Annex 1 C: The 2018 1 SA Prioritized Locations:

25 priority districts for the deployment of mobile nutrition teams


Farah Bakwa Kunar Ghaziabad Nangarhar Acheen

Khak-e-Safed Khaskunar Hesarak

Balabuluk Marawara Khogayani

Faryab Maymana Kunduz Chardarah Shirzad

Pashtun Kot Dasht-e-Archi Paktika Bermel

Kandahar Spinboldak Qala-e-Zal Janikhel

Laghman Alingar Ziruk

Alishang Sar-i-Pul Kohestanat

Mehtarlam Sancharak

Sayad


Baghlan Baghlan Jadeed Kandahar Arghastan Kunduz Chardara

Burka Daman Dasht Archi

Hirat Enjil Kandahar Laghman Alingar

Guzara Maiwand Alishang

Kunar Asadabad Raig Mehtarlam

Khaskunar Shahwalikot Nangarhar Acheiria

Sarani Takhtapol Chaparhar

Zhari Jalalabad

Khogiani

Lalpur




Annex 2: The 2018 1 SA Mandatory Standard Indicators

Education in Emergencies EIE Partners select the CLUSTER: Afghanistan Education in Emergencies Working Group on the GMS (NOT Protection sub-cluster EIE)

SO 2 Outcome 2.6

Outcome Indicators

Children (affected by emergencies) and youth have access to quality primary and secondary education Output Indicators

Number of new IDP and returnee children that are enrolled in EiE programmes within three months

Number of new temporary learning spaces (TLS) established

Number of children (b/g) receiving school supplies

Number of new teachers (f/m) recruited and trained

Number of school management shura’s trained in social mobilisation activities

Emergency Shelter & Non Food Items

SO 1 Outcome 1.5 SO 1 Outcome 1.8 SO 3 Outcome 3.1

Outcome Indicators

Proportion of IDP, returnee and non-displaced conflict-affected women, men and children of all ages in need of shelter are protected from the elements and express satisfaction as to support received

Output Indicators

Number of people receiving emergency shelter assistance, including cash for rent

Number of people receiving winterisation standard package for insulation in exceptional cases

Number of people receiving basic household items (NFIs) to meet their immediate needs

Number of people whose shelter was upgraded allowing for safer and dignified living conditions Outcome Indicators

Number of hard to reach (HTR) districts where IDPs have received assistance Output Indicators

Number of IDPs in hard to reach (HTR) areas receiving WASH, food, emergency shelter, the survival minimum expenditure basket (SMEB) and cash for rent assistance

Outcome Indicators

Percentage of people affected by natural disasters who receive assistance

Percentage of high-risk provinces where humanitarian stocks are prepositioned as identified by the ERP Output Indicators

Percentage of estimated people in need are covered with ES-NFI stocks prepositioned in strategic locations

Health

SO 1 Outcome 1.1 Outcome 1.8

Outcome Indicators

Victims are better able to receive life-saving support

The proportion of victims travelling outside of the province where the injury was sustained is reduced Output Indicators

Number of new first aid trauma posts (FATPs) established in high-risk provinces

Number of trauma cases treated through FATPs

Number of trauma cases treated in the province in which the injury was sustained

Number of surgical nurses available to treat trauma cases Outcome Indicators


Number of mobile health teams (MHT) deployed to areas where health facilities have been closed

Number of IDPs in hard to reach (HTR) areas receiving emergency services from MHTs

Nutrition

SO 1 Outcome 1.2

Outcome Indicators

Number of boys and girls 6-59 months with severe acute malnutrition (SAM) and moderate acute malnutrition (MAM) enrolled in therapeutic feeding programmes

Number of pregnant and lactating women (PLW) enrolled in targeted supplementary feeding programmes (TSFP)

Output Indicators

Number of basic package of health service (BPHS) clinics supplied with ready to use therapeutic food over 12 months

Number and percentage of IDP, returnee, refugee and non-displaced children under 5 with SAM who are cured

Number and percentage of IDP, returnee, refugee and non-displaced children under 5 with MAM who are cured




Protection Protection partners with interventions for the sub-clusters of CPiE, GBV, and HLP select the appropriate CLUSTER on the GMS (eg. Protection–CPiE, Protection-GBV, Protection-HLP) and NOT the Protection sub-cluster.

SO 2 Outcome 2.1

Outcome 2.2

Outcome 2.3

Outcome 2.4 Outcome 2.5

Outcome Indicators

Percentage of civilian casualties are reduced compared to the same period of previous year

Government, non-state armed groups (NSAGs) and humanitarian actors showing increased awareness of IHL

Percentage reduction in number of attacks against education and healthcare facilities compared to same period of previous year

Percentage of separated and unaccompanied IDP and returnee children assessed and supported and diverted from inappropriate care placements

Displaced children are protected from negative coping strategies

Number of IDPs and returnees receiving appropriate HLP support and feeling less vulnerable

Output Indicators

Number of actors, communities and authorities trained and sensitised on IHL and protection outcomes

Number of at-risk IDP, returnee and non-displaced conflict-affected GBV survivors receiving assistance through a multi-sector response (legal, safety, health and psychosocial)

Number of community members involved in community dialogues to prevent and respond to GBV

Number of dignity kits distributed

Percentage of referrals related to protection violations against children responded to and resolved

Number of IDP and returnee children receiving psychosocial support

Number of conflict IDP and returnee boys and girls, women and men gaining legal identity, including civil documentation

Number of IDPs and returnees receiving HLP legal assistance

WASH

SO1 Outcome 1.4 Outcome 1.8

Outcome Indicators

Percentage prevalence of under-five acute diarrhoea among IDP, returnee refugee and affected populations is maintained below the national average of 14.5%

Output Indicators

Number of affected people receiving water assistance as per cluster standard

Number of affected people receiving hygiene kits and hygiene promotion as per cluster standard

Outcome Indicators


Number of IDPs in hard to reach (HTR) areas receiving WASH, food, emergency shelter, the survival minimum expenditure basket (SMEB) and cash for rent assistance

Multi-Purpose Cash

SO 1 Outcome 1.7

Outcome Indicators

Percentage reduction of households who receive multi-purpose cash (MPC) who have medium or low coping as measured by the reduced coping strategies index (rCSI), at the time of post distribution monitoring

Output Indicators

Number of recent conflict IDPs in need of assistance receive MPC grants to cover their basic emergency needs

Number of natural disaster affected people who receive MPC grants to cover their basic emergency needs




Annex 3: The 2018 1SA Submission Requirements and Review Process

This CHF 1st Standard Allocation (1SA) is launched by the HC on Friday 22 December 2017. The

deadline for submission of full project proposals and supporting documents on the Grant Management

System (GMS) is Sunday 14 January 2018 by 12:00 AFT (lunchtime). Project proposals

submitted by on the GMS on/before the deadline will undergo the following screening/review process:

A. HFU Pre-screening for consideration

Project proposals and supporting documents uploaded on the GMS will be pre-screened by the HFU. Project

proposals will not proceed in the review process if non-compliant with any of the following:

1. Only eligible CHF INGO and NGO Partners (Annex 5) that have successfully completed both steps of the CHF Eligibility

Process (the Due Diligence Review and Partners Capacity Assessment) can apply for funding.

2. Evidence must be provided to confirm consultation has taken place with all relevant clusters (Annex 4) on the proposed

indicators (Annex 2), activities, cluster standards, and geographic prioritization (Annex 1).

However, cluster endorsement is NOT a guarantee of approval for funding.

3. Alignment with the strategic objectives of the 2018-2021 Afghanistan HRP, eligible actions (standard activities) on pages

3-4 and must include all relevant mandatory standard indicators (Annex 2).

4. Partners must be able to start or boost implementation immediately: Evidence must be uploaded on the GMS with

results from recently conducted needs assessments/surveys (with sex and age disaggregated data quoted for distinct

vulnerabilities and potential of women, girls, boys and men) from the Cluster or partner to justify the needs, locations,

beneficiary targets and selection criteria.

5. Project start date for partners with pre-financing capacity is 1 February 2018 and for partners without pre-financial capacity is 15 February 2018. However, if the CHF Partner has ongoing CHF project(s), project start date may be delayed to ensure no overlap of

implementation periods and costs.

6. Project duration is between 6 and 12 months.

7. The minimum total project budget amount is US$250,000. Where the total project budget is less, the relevant Cluster

may recommend a sub-implementing partnership.

8. Evidence must be uploaded on the GMS of robust risk management: including location-specific context analysis, risk

mitigation activities and risk ownership and specific capacity assessments and agreements for sub-implementing

partners (CHF-Afghanistan does not fund consortiums).

9. All cash-based programmes are in accordance with CHF Minimum Requirements for Cash–Based Programming (Annex

6) and are required to conduct PDM using the Afghanistan CVWG tool.

10. Security and Access strategies must include:

- Description of how the Partner’s access approach is consistent with the humanitarian principles (impartiality, neutrality, independence and humanity);

- What is the current relationship with the community in the proposed areas of operations? How will the Partner

modify its activities or build acceptance in new areas of operation?

- Description of the localized security risks to implementation and the ways to overcome them.

11. All partners will be required to adhere to relevant cluster and OCHA coordination and reporting requirements, including

ReportHub and 3/4W matrix (Monitoring and Reporting Tab)

12. Partners submit only one project proposal under this allocation, unless pre-authorized by the HFU.

13. Partners with ongoing CHF projects must clear all pending issues with the HFU before the submission of a new project

proposal.

14. All tabs and sections of the Project Proposal on the GMS are fully and correctly completed. Location Tab must include

provinces and districts.

The GMS Support Help-Portal assists users to navigate through the GMS system with step-by step instructions

and screen shots. https://gms.unocha.org/content/project-submission

N.B. Under the Complementarity section of the Background Info Tab, all partners will be asked to describe an

exit strategy or contingency plans for the continuation of activities, procured stocks, warehousing etc. following

the completion of the CHF implementation period, as additional CHF funding is not guaranteed. (Annex 7)

https://gms.unocha.org/content/project-submission




EIE Partners select the CLUSTER: Afghanistan Education in Emergencies Working Group on the GMS and

NOT the Protection sub-cluster for EIE.

Protection partners with interventions for the sub-clusters of CPiE, GBV, and HLP select the appropriate

CLUSTER on the GMS (eg. Protection–CPiE, Protection-GBV, Protection-HLP) and NOT the Protection sub-cluster.

B. Strategic and Technical Review

The strategic-technical review committees (STRC) are chaired by the Cluster Leads and OCHA and are

comprised of UN Agencies and NGOs with relevant technical expertise. The STRCs will use the

standardised scorecard to ensure that proposals are uniformly evaluated on their strategic relevance,

programmatic relevance, cost effectiveness, management and monitoring and engagement with

coordination. The specialised working group evaluation of the cross-cutting issues (access strategy,

gender maker, protection mainstreaming) will be included in the STRC discussions and scoring.

C. CHF Partner Performance Review

Included in the Strategic and Technical Review will be the HFU’s evaluation of the partners’

performance with current or previous CHF Projects. OCHA’s Regional Offices will also provide a field

level perspective on the partners' presence and acceptance by the community and possible access

constraints, performance with other funding or previous CHF, participation in coordination meetings,

and any other important issues to be raised during the STRC meetings.

D. Project Budget Review

The HFU will conduct an in-depth review of the proposed project budget, with a focus on cost-

effectiveness, reasonable direct vs support costs, overlapping/duplication costs with other CHF

projects, justifications per budget line, clarity on costs of sub-implementing partners, etc. (Annex 8).

The Funding Coordination Section (FCS) at OCHA New York will verify the project budgets prior to

recommendation to the HC for review and approval.

E. Project Proposal Revisions

Projects proposals may need to undergo revisions of the proposal sections and budget before a final

review of the Cluster Coordinator and HFU. These project proposals are not guaranteed approval for

funding. The revision requirements are mandatory and non-compliance will result in no funding.

F. HC Review and Approval

After verification by FCS, the HC will receive the STRC recommended and non-recommend project

proposals for review and final approval.

Common Challenges from 2017 2nd Standard Allocation

1. Four submissions were not reviewed due to significantly late submission on the GMS with no

prior notification.

2. Partner consultation with all relevant clusters was problematic due to location of some national

NGO offices outside of Kabul and communication gaps between regional and national clusters.

3. During the HFU pre-screening, one UN agency, seven INGOs and one NNGO were not eligible

for review due to lack of compliance with submission criteria.

4. Certain UN, INGO and NNGO partners waited too long or did not consult with relevant clusters.

5. UN, INGO and NNGO partners waited until the last moment to upload proposals on the GMS,

even with the extended submission deadline.

6. Partners did not consult with the relevant Protection Sub-Cluster, which resulted in either the

rejection of the sub-cluster component or significant revision requirements.

7. Three submissions were reviewed by the STRC but were are not recommended to the HC for

funding due to the overall underdevelopment of proposals and lack of sufficient information

upon which to base an evaluation/score.




Annex 4: Contact list for Clusters and Working Groups

WG/Cluster Coordinator

/Lead

Email WG/Cluster

Co-coordinator/

Co-lead

Email

EiEWG Manan Kotak [email protected] Romal Abdullah [email protected]

ESNFI Martha Kow-

Donkor

[email protected] Baqir Haidari [email protected]

Gul Mohammad Ahmadi

[email protected]

Gender in Humanitarian Action

Hadia Nusrat [email protected]

Health David Lai [email protected]

Humanitarian Access Group

Sean (Johnny) Ridge

[email protected] Melody Knight [email protected]

Nutrition Anteneh Dobamo [email protected]

Protection Stefan Gherman [email protected] Andrea Castorina [email protected]

CPiE Ghulam Ishaq Hassan

[email protected]

GBV Niaz Mohammad Awan

[email protected]

HLP Depika Sherchan [email protected]

Malang Ibrahimi [email protected]

Refugee & Returnee

Nicholas Bishop

[email protected]

WASH Ramesh Bhusal [email protected] Rashid Yahya [email protected]

Cash Anna Law [email protected] Shereen Noori [email protected]




























Annex 5: List of CHF Eligible NGO Partners

TOTAL = 60 International NGOs = 41 National NGOs = 19

# Name of Eligible NGOs Acronym Type

1 Agency for Assistance and Development of Afghanistan AADA National

2 Action Contre la Faim ACF International

3 Afghanistan Center for Training and Development ACTD National

4 Agency for Technical Cooperation and Development ACTED International

5 Action Aid ACTIONAID International

6 Afghanistan Development Association ADA National

7 AfghanAid AFGHANAID International

8 Afghan Health & Development Services AHDS National

9 Assistance for Health Education and Development AHEAD National

10 Aga Khan Foundation- Afghanistan AKF International

11 Afghan Planning Agency APA National

12 Bremen Overseas Research and Development Association BORDA International

13 Care of Afghan Families CAF National

14 Cooperative for Assistance and Relief Everywhere CARE International

15 CARITAS Germany CARITAS International

16 Christian Aid CA International

17 Coordination of Afghan Relief/Civil Society Empowerment Network COAR National

18 Concern World Wide CWW International

19 Catholic Organisation for Relief and Development Aid CORDAID International

20 Coordination of Rehabilitation & Development Services for Afghanistan CRDSA National

21 Danish Committee for Aid to Afghan Refugees DACAAR International

22 Danish Demining Group DDG International

23 Danish Refugee Council DRC International

24 EMERGENCY Life Support for Civilian War Victims EMERGENCY International

25 Swiss Foundation For Mine Action FSD International

26 HALO TRUST HALO International

27 Humanitarian Action for the People of Afghanistan HAPA National

28 Handicap International HI International

29 Healthnet International and Transcultural Psychosocial Organization HNI-TPO International

30 Human Resources Development Agency HRDA National

31 International Medical Corps UK IMC-UK International

32 INTERSOS INTERSOS International

33 Islamic Relief Afghanistan IR International

34 International Rescue Committee IRC International

35 Die Johanniter JUH International




36

Mission d’Aide au Développement des Economies Rurales

d’Afghanistan MADERA International

37 Mine Clearance Planning Agency MCPA National

38 Mine Detection Centre MDC National

39 MEDAIR MEDAIR International

40 Mission East MISSION EAST International

41 Medical Refresher Courses for Afghans MRCA International

42 Norwegian Afghanistan Committee NAC International

43 Norwegian Church Aid NCA International

44 New Consultancy and Relief Organization NCRO National

45 Norwegian Project Office/Rural Rehabilitation Association Afghanistan NPO-RRAA National

46 Norwegian Refugee Council NRC International

47 Organization for Mine clearance & Afghan Rehabilitation OMAR National

48 Organization for Research and Community Development ORCD National

49 Oxfam Novib OXFAM International

50 People in Need PIN International

51 Premiere Urgence - Aide Medicale Internationale PU-AMI International

52 Relief International RI International

53 Save the Children International SCI International

54 Sanayee Development Organisation SDO National

55 Solidarites International SI International

56 Terre des Hommes TDH International

57 Welthungerhilfe WHH International

58 World Vision International WVI International

59 Youth Health & Development Organization YHDO National

60 ZOA Relief | Hope | Recovery ZOA International




Annex 6: CHF Minimum Requirements for Cash-Based Programming

The Humanitarian Financing Unit (HFU) has developed this guiding document in order to support CHF partners in

ensuring that all proposals with cash-based programming are developed and implemented with the appropriate

quality assurances and monitoring mechanisms. CHF Partners are expected to adhere to these and additional

requirements in the event of project approval by the Humanitarian Coordinator.

Partner Performance

1. The partner’s experience in cash-based programmes is evidenced and endorsed by the relevant cluster

and the Afghanistan Cash Voucher Working Group (CVWG).

2. The partner addresses the risk of diversion of funds, duplication of assistance, as well as the security of

the staff and the beneficiaries in project proposals and through organizational policies and procedures.

3. The partner ensures regular coordination and communication with OCHA HFU, OCHA Regional Offices,

regional/national clusters, CVWG and other partners working in the same area(s).

Assessment and verification process 4. The proposed interventions are evidenced-based, with results from recently conducted needs

assessments/surveys from the clusters.

5. The partner clearly demonstrates the benefit of cash for beneficiaries versus another program modality.

6. Market analysis has been conducted and impacts on the local markets have been evaluated.

7. Needs assessment using the Household Level Emergency Assessment Tool (HEAT) is conducted.

8. The vulnerability criteria for beneficiary selection are clearly outlined and cluster/ CVWG approved.

9. The project staff is well trained to conduct HEAT assessments, verification and cash distribution.

10. The CHF partner’s Assessment - verification teams should include female staff.

11. Assistance is provided to beneficiaries by the same CHF Partner who conducted the HEAT assessment &

verification.

Distribution of Cash Assistance 12. The partner defines all necessary steps taken to ensure the security of the staff and the beneficiaries.

13. The exact location of the distribution is specified, with crowd control-flow and access constraints

addressed.

14. The modalities of distribution (options for cash, vouchers or cash, mobile phones, number of

instalments, amount, and currency) are clearly explained.

15. The benefit of the chosen distribution modality chosen is clearly demonstrated, acceptable to the

beneficiaries and cluster/ CVWG approved.

16. A distribution plan is provided, with the average number of beneficiaries receiving

assistance/day/location.

17. The partner prepares to make copies for documentation of the required supporting documents which

provide evidence of the identification and verification of the beneficiary.

Monitoring and Post-Distribution Monitoring (PDM)

18. The partner has established an independent monitoring mechanism (internal or external) for the

distributions to ensure smooth and secure process, providing regular monitoring notes on the

challenges and successes.

19. The partner shares all relevant information to compile lessons learned and best practice with the HFU,

the cluster and CVWG.

20. The partner has established a proper PDM mechanism (internal or external), considering access

constraints.

21. The partner must utilize the PDM tool recently created by the CVWG and endorsed by the ICCT.

22. The scope of the beneficiaries to be interviewed is relevant and justified for each target district.

23. The partner will submit a PDM report to the HFU for endorsement and further sharing with the ICCT,

CVWG and donors.




Annex 7: GMS Proposal Preparation Guidance

EIE Partners select the CLUSTER: Afghanistan Education in Emergencies Working Group on the GMS and NOT the Protection sub-cluster for EIE.

Protection partners with interventions for the sub-clusters of CPiE, GBV, and HLP select the appropriate CLUSTER on the GMS (eg. Protection–CPiE, Protection-GBV, Protection-HLP) and NOT the Protection sub-cluster.

Cover Page TAB

Project Title describes the overall goal and provinces of the proposed intervention?

Project Duration is in line with requirements?

Project Start date is in line with requirements?

Project Summary clearly describes who, what, when, where, why, how of the proposed intervention? Does this information match the information on ALL other TABs, especially district locations?

Project Locations are priority geographic areas according to strategy?

Project Beneficiary data is disaggregated by gender and age (not using the fixed 49-51% rule)

and corresponds to beneficiary data on BACKGROUND TAB, LOGFRAME TAB, and BUDGET TAB?

o Female headed households recorded separately from male headed households. Mention target boys and men. Not using the fixed 49-51% male female breakdown but stating how many men and women boys and girls are actually targeted directly – e.g. if its cash for work children will not be direct beneficiaries.

o Beneficiary category breakdown equals the total direct beneficiaries (above) and corresponds to beneficiary data on BACKGROUND TAB, LOGFRAME TAB, and BUDGET TAB?

o Female headed households recorded separately from male headed households. Mention target boys and men. Not using the fixed 49-51% male female breakdown but stating how many men and women boys and girls are actually targeted directly – e.g. if its cash for work children will not be direct beneficiaries.

Indirect beneficiaries are clearly described and quantified?

o If households are targeted here the other members of the households can be entered. Boys

and girls will be mentioned here.

The Partner will directly implement activities in the field or through a Sub-Grants to IPs?

o What is the status of the sub-IP’s CHF’s eligibility?

o Sub-Grants to IPs include capacity assessment, agreement, and excel budget uploaded on DOCUMENTS TAB?

o Are measures for monitoring, capacity building are clearly described in LOGFRAME TAB and M&R TAB?

Organization focal points include a financial officer?

Background TAB

Humanitarian context analysis

o The current humanitarian situation in the specific locations where this project will be implemented is clearly described?

o Described how women and girls are affected differently?

o Described particular risk exposure for men and boys?

o The humanitarian needs and needs identification process are clearly described?

o Mentioned FGDs or survey which are the source of SADD?

Needs assessment

o The specific needs of the target group(s) are clearly described, explaining existing capacity

and gaps? Women, girls, older women, women with disabilities, female heads of HH. Also are there special risk factors affecting men and boys etc?

o The project is based on verified assessment or outlines planned coordinated assessment?

o Are the methodologies of the conducted needs assessments clearly described?

o Is the baseline data provided and with an explanation of how the number of beneficiaries was determined?

o Is the vulnerability criteria are clearly outlined?




o Is the report on the needs assessment uploaded on the DOCUMENTS TAB?

o Described if assessments had female enumerators, or female FGDs etc?

o Mentioned female headed households as part of vulnerability criteria?

Description of Beneficiaries

o Are the targeted beneficiaries eligible according to cluster?

o Why are you targeting women, girls or female headed households or men and boys, explain their special risks?

o Are the beneficiary groups clearly described and quantified, with needs of specific and/or vulnerable groups identified and explanations as to how they have been identified and

targeted? Does this information match the information on the COVER PAGE TAB, LOGFRAME TAB, and BUDGET TAB?

o Described women, girls and female headed households, boys and men at particular risk?

Grant Request Justification

o Is there justification why the partner is best placed to deliver this project?

o Any gender specific justification for the project- it aims to help women and girls in this particular way and /or help boys and men in any special way because of an underlying

vulnerability?

Complementarity

o Is the explanation clear of how the project will complement previous or ongoing projects/activities implemented by the partner / other agencies in the area?

o Do you link with GBV Sub-cluster or CP Sub-cluster or Protection for gender distinct referrals or activities?

o What are the plans for the continuation of activities, stock supplies/assets, etc. following the

completion of the CHF implementation period? (do not reply upon additional CHF funding)

LogFrame TAB

Clear links between objectives with activities, outputs and outcomes?

With an integrated/holistic planning towards meeting objectives?

Overall project objective: There is a clear and logical description of the overall objective(s) to be achieved through the project?

Include gender considerations where appropriate. Mention separately in % or numbers activities with female headed households, women and girls

Cluster objectives/Outcomes: correctly selected?

Response Plan objectives: the selected HRP objective (s) - correct?

The percentage of activities that contribute to each cluster/sector objective is indicated correctly?

Contribution to the Cluster objectives/outcomes is clearly explained?

Outcomes: Are they “outcomes”? Is the intended overall Outcome concisely described?

Mention any measure of benefit for female headed households, women and girls.

Outputs: Are they “outputs”? Are target populations clearly and appropriately indicated? (# or %)

Mention any measure of benefit for female headed households, women and girls.

Activities: Are logically described and sequenced? Are there activities missing from intervention?

Monitoring activities included? Post distribution monitoring activities included (if applicable)?

Are the activities technically achievable within the life cycle of the project?

Clearly and separately mention activities that engage /benefit female headed households, women and girls, women and girls and boys and men at risk.

Indicators: All relevant Cluster Standard indicators are selected (Annex 2) as well as additional relevant custom indicators to measure results? Objectives, outputs and activities are clearly linked?

Clearly and separately have indicators aligned with activities that mention activities that engage

/benefit female headed households, women and girls and boys and men at risk

Workplan TAB

Are all the boxes correctly ticked for every month the activity is being implemented?

Are the activities technically achievable within the life cycle of the project?




Monitoring & Reporting TAB

Monitoring plan is coherent and realistic vis-à-vis geographic and programmatic requirements in

order to measure results within timeframe?

Do you have female team members to monitor gender distinct deliverables?

Do you have male teams who know protocols of dealing with men and boys issues when they are in trauma and at risk?

Partner has currently physical presence in the geographic area of activities?

Partners' monitoring team has physical access in the geographic area of activities?

Monitoring tools and technique to be used to collect data on the indicators are specified to monitor the progress towards the results achieved?

Are the tools able to gather SADD and are FGDs factored in for impact and measure of change for women, female headed households, girls, elderly or disabled women, men and at risk boys, men?

Frequency of data collection is indicated?

There is existing baseline data for indicators or will a baseline be collected?

Existing baselines data must be sex age and vulnerability disaggregated?

Key monitoring and reporting activities in the project’s logframe/workplan realistic?

Include adherence to relevant cluster and OCHA coordination and reporting requirements, including ReportHub and 3/4W matrix?

Are there measure in place for third party or remote monitoring? With female staff?

Other Info TAB

Accountability to Affected Populations o Safety and dignity of beneficiaries in consideration of the principles of Do No Harm are

prioritized? o Safety and segregation of spaces respected for women, girls, disability friendly access etc? o Description is clear regarding how beneficiaries and affected populations have been and will

be involved in the different stages of the project management cycle? Please mention the

way women groups will be involved in project target delivery. They can be part of

community behavior change meetings, monitoring and maintenance meetings, psychosocial and women friendly space type of activities. Also mention any specific work being done with men at risk.

o Mechanisms to be put in place are described for enabling beneficiaries and affected populations to provide feedback and complaints, and how these will feed into management decisions? This links directly to accountability to affected populations, please ensure there

are women staff who mobilize and gather any complaints from women and the same for men and boys.

o Mechanisms that have been and will be put in place are clearly defined to ensure adequate information sharing and communication to beneficiaries and affected populations?

o Ensure communication will also reach women, especially since they are largely illiterate and do not have access to mobile technology yet they are heads of HH and will need information

for protection and access to aid. Implementation Plan

o Sufficient detail is provided for concrete understanding of methods to be used and for a

determination of technical appropriateness to be made? o Clear description is provided for the supervision, reporting lines and distribution of labor to

manage the successful implementation of the project (e.g. management responsibilities, clear coordination of implementation across different stakeholders, financial management

arrangements, etc.)? o Women social mobilizers and monitors are designated to women, girls distinct activities? o If relevant, there is a clear description of the sub-granted components of the project to

other entities? Are these arrangements clearly identified in the budget? o Coordination of project activities with humanitarian partners is clear and confirmed by the

Cluster authorities, beneficiary community and other relevant stakeholders to maximize efficiency and impact, avoid duplication, and promote the sustainability of the project

achievements? Coordination with other Organizations in project area

o Partner has previous experience/expertise in the thematic area? o Partner actively participates in national and/or sub-national cluster coordination with

clusters &OCHA?




o Consistently fulfill relevant cluster and OCHA coordination and reporting requirements,

including ReportHub and 3/4W matrix? o Information is shared with the sector coordination (assessments/monitoring/surveys)?

o All other coordinating agencies are listed and the collaborative relationship for the project described?

Environmental Marker Code o The selected Environmental Marker Code is appropriate for the proposed project activities?

Gender Marker Code o The selected Gender Marker Code is appropriate for the proposed project activities?

o And in accordance with the IASC Guidance for Gender Marker Codes? o Appropriate justification is provided for the selected Gender Marker Code? o The underlying and immediate causes of vulnerability and risk to women girls’ boys men of

different age groups from current assessments are explained? o Activities are designed to address needs with measurable outcomes?

Protection Mainstreaming o Proposed project enables equal and impartial access to assistance and services and the

targeting of vulnerable groups and people with specific needs? o Including disaggregated needs across age and sex? o Mechanisms will be put in place to support the development of self-protection capacities and

assist affected populations to claim their rights? o Self-protection for women, girls, boys and men of different ages? o Proposed activities are in accordance with the sector specific Tips for Protection

Mainstreaming?

Safety and Security o Description of the localized security risks to implementation and the ways to overcome

them? o Security situation in the areas of implementation is correct and up to date? The strategy on

how the partner will ensure the safety and security of staff is well-described and realistic? o Women staff’s safety ensured with accompanying mahram where needed or other measures

taken for female staff security? Access

o Access approach is consistent with the humanitarian principles (impartiality, neutrality, independence and humanity)?

o Description of physical presence/experience/acceptance in the geographic area and involvement with local Authorities, NGOs and CBOs?

o Description of current relationship with the community in the proposed areas of operations?

Modification of activities or build acceptance in new areas of operation? o Description of operations in, or plans to access the areas where the project will be

implemented?

Budget TAB

Project budget is above $250,000 with reasonable /justified costs?

The project is cost effective, cost per beneficiary is approximate to the Cluster standard?

Appropriate cluster costing standards are used for determining costs for assistance?

Project builds on existing activities by partner or other stakeholders?

The project is cost effective, it reaches the maximum outcome and beneficiary considering the

context and the location of the targeted area?

Reasonable direct vs support costs are demonstrated?

Project requires limited recruitment/startup costs?

Partner with Sub-Implementing Partner has provided appropriate budget?

No overlap/duplication costs with other CHF projects?

Partner has followed budget preparation guidance (Annex 8) and is only required to make reasonable budget revisions to the project budget?

Locations/Supporting Documents

The priority geographic locations (provinces and districts) according to Cluster needs analysis are ALL correctly selected and are consistent with the geographic locations mentioned in other PP sections?

All supporting documents are uploaded? Endorsement Letter from Cluster? / Surveys & Needs assessments/sub-implementing partnership documents?




Annex 8: Budget Preparation Guide for CHF funded Projects

Established in 2014, the Common Humanitarian Fund (CHF) in Afghanistan, is a Country Based Pooled Fund

(CBPF) directed by the UN Humanitarian Coordinator, and managed by OCHA’s Humanitarian Financing Unit (HFU)

to ensure adherence to the principles of economy, efficiency, effectiveness, transparency and accountability.

This guide has been developed to clarify the CHF financial requirements for the preparation of CHF project budgets

and to enhance the understanding of the main budget related issues encountered during previous allocations,

whilst supporting the role of the CHF-Implementing Partners (IP): Participating United Nations Organizations

(PUNOs), the International Organization for Migration (IOM), and International and Afghan Non-Governmental

Organizations, in the budgeting process.

CHF-IPs must use the online Grant Management System (GMS) for the submission of project proposals, budgets,

reports and revision requests, which can be found at: https://chfafghanistan.unocha.org.

1. The Role of the CHF-IP is to:

A. Address all recommendations from the partner capacity assessment, financial spot-check, and the audits

of previous CHF projects, (if these risk-management procedures have been conducted for the IP) and clear

any pending issues related to previous or ongoing CHF projects (revisions, final financial report and refunds)

prior to submission of new proposals.

B. Provide a correct and fair budget of no less than $250,000 with a clear breakdown of the planned costs that

are necessary to implement the activities and achieve the objectives of the project.

C. Provide an accurate budget narrative (as an essential component of the budget) that clearly explains the

components (quantity, unit cost, occurrence and percentage charged to CHF) and the rationale of each budget

line. For example, shared costs, large/expensive assets, and costs/equipment required to support the regular

operations of the CHF- IP are clear cases where the provision of details will be necessary in the budget

narrative.

2. Eligible costs must:

A. Be necessary and reasonable for the delivery of the objectives of the project.

B. Comply with the principles of sound financial management, in particular the principles of economy, efficiency,

effectiveness, transparency and accountability.

C. Be identifiable in the accounting records of the Partner and backed by original supporting evidence.

Eligible costs may include:

D. Costs of staff based in country (including salaries, social security contributions, medical insurance, and hazard

pay for high-risk locations) involved in the management and implementation of the project.

E. Salaries and costs may not exceed the costs normally borne by the CHF-IP in other projects.

F. Costs for consultancies involved in the implementation of the project.

G. Support staff costs at country level (not Headquarter) directly related to the project may be included.

H. Travel and subsistence costs directly linked to the project for project staff, consultants and other personnel

that may also be eligible, provided the costs do not exceed those normally borne by the CHF-IP.

I. A contribution to the CHF-IP’s Country Office costs, such as shared costs charged on the basis of a well-

explained calculation and a reasonable allocation system.

J. Costs related to non-expendable items (assets) such as equipment, information and technology (IT)

equipment for registration and relevant field activities, medical equipment, water pumps, generators, etc.

K. Costs incurred by the CHF-IP’s sub-implementing partners, directly attributable to project implementation.

L. Other costs deriving directly from the requirements of the grant agreement such as monitoring, reporting,

evaluation, dissemination of information, translation, insurance etc., including financial service costs (in

particular bank fees for transfers).

https://chfafghanistan.unocha.org/




3. There are two categories of eligible expenditures: Direct and Indirect Costs:

Direct Costs / Support Costs

A. These costs have to be clearly linked to the project activities described in the project proposal and logframe.

B. They are defined as actual costs directly related to the implementation of the project to cover the costs

of goods and services delivered to beneficiaries, and the costs related to the support activities (even partial,

such as a security guard or a logistician partially working for the project), required for the delivery of services

and the achievement of the project objectives.

C. These costs include:

i. Staff and related personnel costs, including consultants and other personnel.

ii. Supplies, commodities, materials.

iii. Equipment.

iv. Contractual services.

v. Travel costs, including transportation, fuel, and daily subsistence allowances for staff, consultants and

other personnel linked to the project.

vi. Transfers and grants to counterparts/sub-implementing partners.

vii. General operating and other direct costs including security expenses, office stationary, and utilities such

as telecommunications, internet, office rental and other direct costs, including expenses for monitoring,

evaluation and reporting, related to the implementation of the project.

Indirect Costs / Programme Support Costs / Administrative Costs

D. Indirect costs are referred to as Programme Support Costs (PSC). PSC are all costs that are incurred by the

CHF-IP regardless of the scope and level of its activities and which cannot be traced unequivocally to specific

activities, projects or programs. These costs typically include corporate costs (i.e. headquarters and

statutory bodies, legal and organizational audit services, general procurement, recruitment, premises related

costs, etc.). PSC is a maximum 7 % of the approved direct expenditures incurred by the CHF-IP.

E. PSC of sub-IPs associated to the implementation of a specific project are covered by the overall maximum

7% of the actual project expenditures, and may not be duplicated in the sub-IPs’ budget.

F. Indirect costs do not have to be itemized in the project budget.

4. Shared Costs:

Sharing costs between different donors and projects under a Country programme of the CHF-IP is an acceptable

practice for CBPFs. The CHF-IP may share certain Country office costs to different uses and projects, for example

staff, office rent, utilities and rented vehicles. However:

A. All shared costs must be directly linked to the project implementation.

B. All shared costs shall be itemized in the budget, following standard accounting practice and based on a well-

justified, reasonable and fair allocation system, to be clearly explained in the budget narrative of each relevant

budget line to be assessed and approved by OCHA’s HFU.

C. The CHF-IP should at any time be able to demonstrate how the costs were derived and explain in the budget

narrative how the calculation has been made (e.g.pro-rata, averages).

D. For staff-related costs, if a position is cost-shared, the percentage of the monthly cost corresponding to the

time that the person will dedicate to the project shall be budgeted. It is not acceptable to have portions of a

unit for staff costs, only percentages are acceptable.

E. Non-staff shared costs must be shared on the basis of an equitable cost allocation system based on IP policy.

F. Accordingly, the percentages in the budget are to be assessed and approved by OCHA’s HFU Finance team.

5. The Itemization of Budget Lines:

Each budget line requires the cost breakdown and narrative, as follows:

A. Itemize each national and international staff, consultants and other personnel by function and provide unit

quantity and unit cost by monthly or daily rates for each staff position.




B. Provide quantity (e.g., 10 kits, 1000 metric tons) and unit cost for commodities, supplies and materials to be

purchased. The budget narrative should be used to account properly for specifying the applicable unit of

reference (length, volume, weight, area, etc.).

C. Provide cluster standard / technical specifications for items whose unit cost is greater than US$4,000.

D. Provide list of items and estimated cost per item for kits, when the kit value is greater than US$4,000.

E. Provide the list of items included in kits whose individual value is equal to or less than US$4,000.

F. Provide the list of items for globally standard / cluster standard kits.

G. Provide cluster standard / technical specifications for those items whose unit costs can greatly vary, based

on those same specifications (e.g., for generators, a reference to the possible range of power would be

sufficient to properly evaluate the accuracy of the estimated cost).

H. Itemize general operating costs (e.g. office rent, telecommunications, internet, utilities) for project

implementation providing quantity and unit cost. A lump sum for operating costs is not acceptable.

I. Estimates can be accepted in travel, as long as the calculation modality of the estimate is described reasonably

in the budget narrative (e.g., providing estimates on the number of trips and average duration in days, daily

subsistence allowance (DSA) rates, etc.).

J. In the case of construction works whose individual value is greater than US$4,000, only the labor costs and

known essential materials shall be budgeted and itemized, providing unit/quantity and unit cost. The budget

narrative should explain how construction costs have been estimated on the basis of a cluster standard

prototype of building (latrine, health post, shelter), type of materials (wood, prefabricated,

brick/cement/concrete) and formula or rationale used to estimate construction costs (e.g. per square foot or

meter, previous experiences, etc.).

6. Ineligible costs that remain the sole responsibility of the CHF-IP:

A. Costs incurred outside the approved implementation period defined by the project start date to project end

date (taking into consideration duly approved no-cost extensions).

B. Costs not included in the approved budget (taking into consideration duly approved budget revisions).

C. Debts and provisions for possible future losses or debts.

D. Interest owed by the CHF-IP to any third party.

E. Items already financed from other sources.

F. Purchases of land or buildings.

G. Currency exchange losses.

H. Cessions and rebates by the CHF-IP, contractors or staff of the CHF-IP as part of declared project costs.

I. Government staff salaries.

J. Hospitality expenses, provision of food/refreshments for project staff (not including water and hospitality for trainings, events and meeting directly related to project implementation).

K. Incentives, mark-ups, gifts to staff.

L. Fringe benefits such as cars provided by the organization to staff, individual full housing allowance, etc.

M. Fines and penalties.

N. Duties, charges, taxes (including VAT) recoverable by the CHF-IP.

O. Global and country level evaluation of programmes.

P. Audit fees/system audit fees – these costs are paid directly by the CHF.

7. Other types of costs:

On a case-by-case basis and depending on the approved allocation strategy, OCHA’s HFU retains the flexibility to

consider the following costs as eligible:

A. Government staff training as a component of a project activity that contributes to the achievement of the

overall project objectives.

B. Visibility material of the CHF-IP directly related to projects funded by the CHF.




C. International travel costs when directly linked to the delivery of the project objectives. When international

travel costs are requested to support additional activities outside those of the project, such costs can only be

considered if they are well justified and in the proportion attributable to the project.

D. Vehicles.

E. Depreciation costs for non-expendable/durable equipment used for the project for which the cost is not funded

in the current budget or prior CBPF funding.

F. Equipment for the regular operations of the CHF-IP.

8. Lessons learned / main issues encountered during previous CHF allocations:

A. Overall:

i. Project budgets will be evaluated based upon a 80/20, direct/support cost ratio and adherence to CHF

budget preparation/financial guidelines.

ii. All budget lines must contribute to the direct implementation of the project.

iii. When a budget breakdown (BoQ) is requested by the HFU:

a. Use the feature available in GMS, which lets IPs add the breakdown for a budget line. Once the line

is saved a blue icon will appear at the end. That will open the breakdown dialog box. After the

breakdown details are added, the system will recalculate the unit cost value as total cost / (unit

quantity * duration). After the user closes this box, the system will update the numbers on the line

on the “Budget”-tab.

b. Alternatively, the IPs can upload a BoQ (under Excel) under the document section on GMS (for a list

of medicines, list of construction materials…).

iv. Lump sums are not permitted - All amounts should be clearly budgeted and explained.

v. All comments at the bottom of the GMS budget tab must be addressed, and “saved” before re-submitting

to the HFU, in order to facilitate the transparent communication process.

B. On Budget Narratives:

i. All figures must reconcile with the unit cost in the narrative - Thus, if the cost is in AFN, it needs to be

converted to USD and reconciled with the unit cost in the budget.

ii. The foreign exchange rate as of the date or month of the budget preparation must be used.

iii. Acronyms should not be used.

C. On Staffing Costs:

i. No duplication/overlap of field staff and Kabul staff positions.

ii. International and national staff must be itemized by function.

iii. Staff from Headquarters cannot be charged.

D. On Supplies & Equipment:

i. The list of items for globally /cluster standardized kits must be provided (e.g. Post-exposure Prophylaxis

(PEP) kits).

ii. No equipment previously acquired under CHF funding will be permitted (computer, printers…) unless duly

justified.

E. On Contractual Services:

i. Rentals should be in Class 4.

F. On Operating Costs:

i. General operating costs (office rent, internet, utilities…) must be itemized and shared with other funding.

ii. If the fund is transferred through an authorized agent or bank, then specify as "cash transfer fee". Usually

Hawala (also called Saraf or Changer) are not permitted unless there is a signed agreement between the

agent and the IP (to be uploaded in the documents tab, in GMS).

For any questions regarding this Guide, the CHF-Afghanistan and the GMS, please contact OCHA’s HFU at:

[email protected] or on the CHF Helpline: 079 300 11 39.

Allocation Strategy Paper Common Humanitarian Fund - OCHA

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Transcript of Allocation Strategy Paper Common Humanitarian Fund - OCHA