Management and Finance. In light of the management and finance requirements specified in the law and regulations, health centers considering an affiliation agreement should examine the proposed affiliation to assure that the governing board in particular and the health center in general will remain in compliance with all relevant management and finance provisions. This notice serves as an alert that BPHC, in reviewing affiliation agreements, will evaluate:
Management and Finance. The ICB’s management and implementation history can be classified into three broad periods. Each period was characterized by different management and staffing model, a different set of priorities in terms of existing and potential food security partners, and different Title II Cooperating Sponsor partnerships or partnership prospects. Probably the single most important weakness of the grant’s management that affected both the rate of activity, expenditure, and impact was staff turnover. A major strength was that ARC has internal systems for “tracking” these issues that are rare among international PVOs. In general the project has had extremely good financial oversight. The chief concerns raised by the ARC ISD program implementation officer are: • High rates of staff turnover, especially in the grant manager’s position; • The fact that the grant is under-spent; and • That there is no clear system for analysis and planning of ARC’s matching contribution to the grant.
Management and Finance. Ensure continuous staffing of the senior food program advisor position for pilot country programs and that the person filling this position has access to the necessary staff and consultancy support needed to conduct the job (finance and management recommendations 1-2); • Create a food programming committee and use the committee to oversee clear tracking and planning for project activities (finance and management recommendation 3); and • Revise the ICB budget so that it is in line with revised priorities and activities of the grant (finance and management recommendation 4). Strategic planning, M&E, and reporting: • Develop self-assessment tools needed to track food security capacity (on top of other core capacities being tracked) in the major ISD units (IDR, TRP, and IP) and in the ONS with whom the ISD units are working under the grant (Sub-output 1.1.2, recommendation 1; Output 2.1 and 2.2, recommendation 2); • Revise IR and sub-output statements and indicators where relevant (Sub-output 1.1.2, recommendations 3-4; Sub-output 1.1.4, recommendations 1-2; Output 1.2, recommendations 1-2; Output 1.3, recommendation 1; and Output 2.1 and 2.2, recommendation 3); • Consolidate ARC and IFRC’s existing experience with emergency indicators and identify other valuable experiences from within the community of Title II PVOs and pilot test some of these indicators in ICB-sponsored pilot country programs (Sub-output 1.1.3, recommendations 1-4); and • Create a web-based (internal or external) paper series and web page (Output 1.3, recommendation 2).
Management and Finance. The ICB’s management and implementation history can be classified into three broad periods that coincide with the distinct periods outlined in the introduction. Each period was characterized by a different management and staffing model, a different set of priorities in terms of existing and potential food security partners, and different Title II Cooperating Sponsor partnerships (Table 4.1): • Period one: September 3 - December, 25, 2004; • Period two: December 26, 2004 - September 30, 2005; and • Period three: October 1, 2005 - present.
