This policy has documented the principles, policies and procedure governing FGA’s administrative framework and operating practices. It provides employees with procedural instructions, illustrates the scope of the responsibility and authorities of staff and program divisions and standardizes all organizational rules and procedures in order to create a system of internal control as well as improve transparency and accountability.
The document outlines the general principles & standard of Human Resource process that apply in FGA offices. It is intended for program managers to ensure that minimum personnel requirements are met, and for their staff, to inform them in general of theirs working entitlements. The purpose is to ensure that all staff members receive fair & equitable treatment while working in FGA.
This policy provides a standardized set of concepts, principles & procedure of FGA financial system to ensure consistent and effective operations throughout the FGA offices in Afghanistan. It standardizes all organizational rules and procedures in order to create a system of internal controls, improve transparency and accountability and help the FGA to safeguard its resources. As FGA grows in size and complexity, program managers and field staff need to be clear about the extent of their financial responsibilities: the distinction between procedures which are mandatory and those with guidelines: and the way in which their work interacts with the finance division in the country office.
This policy provides a framework to FGA management at different levels to identify and reduce the risk associated with staff, offices, assets and programs’ and to formalize the analysis of the security risks on the basis of the underlying threats and potential future threats rather than on the basis of historical incidents. The policy also provides guidance to all FGA staff members and visitors on security issues. This document contains guidelines for the safety and security of FGA’s employees, office, vehicles and property. This guideline can reduce risks, but does not eliminate them. The purpose of this guideline is to minimize security risks, and vulnerability of FGA staff members working, traveling, and living in insecure environments.
The Anti-Corruption Policy aims to communicate FGA policy regarding the deterrence and investigation of suspected misconduct and dishonesty by employees and others, and to provide specific instructions regarding appropriate action in case of suspected violations. The policy provides a framework for all employees in the prevention, detection, reporting and management of fraud and corruption in the FGA workplace in Kabul and provinces. The policy applies to individuals who are engaged in providing services to the FGA or receiving services from the FGA, its partners, counterparts, contractors etc.
FGA recognizes that gender relations and inequalities are fundamental causes of poverty and social exclusion. The organization has increasing worked with a gender perspective over the years. The experience has led us to acknowledge that women’s empowerment and the recognition of women’s rights are essential for sustainable development. Therefore, the FGA’s gender policy aims to ensure gender equality and women’s empowerment are central to FGA at program level, organizational culture, public image and finance and resource allocation.
The program management manual helps FGA employees and stakeholders to understand Future Generations approach to self-sufficiency and social change. The manual describes self-sufficiency and social change diagram of FGA, the FGA operational strategy (SEED-SCALE), its four principles, seven tasks and five evaluation criteria. The manual also explains the dimension of SEED-SCALE approach and the scale up strategies. The positive impacts of Future Generations projects and organization operational strategy are mentioned in the last section.
The program monitoring manual is prepared in seven chapters and aims to help FGA employees with monitoring the different aspects of the projects. Chapter-I explains the definition and the basic of monitoring and evaluation together with result chain. Chapter-II is about the developing the qualitative and quantitative indicators for the projects together with the role of baseline information in monitoring and evaluation of the program. Chapter III to V describe the purpose and elements of logical frameworks, and the role of stakeholders. The Chapter-VI is about participatory monitoring and the Chapter-VII is about the monitoring of projects including monitoring objectives and the processing tools.
Future Generations Afghanistan uses the European Commission Monitoring Tools Manual, which is prepared for NGOs. The manual contains the communication tools including how to conduct (a) numerous types of interviews (individual, key informant, focus groups, hold a lesson-learned meeting etc.), (b) different analysis (gender, stakeholder, livelihoods, risk, conflict etc.), (c) several assessment techniques (surveys, participatory etc.). The manual also explains on how to carry out a field visit, or set up a complaints and response mechanism.
Future Generations as learning organization requires to evaluate its program, and regular gather and disseminate new knowledge among Future Generations Global Network including experts of Future Generations University. The program evaluation manual helps FGA managers to design evaluation for donor funded development and humanitarian projects. It will also help the employees in information gathering, analysis and presenting conclusion and recommendations. The manual explains the evaluation reporting template including reporting requirement of AHF funded projects.
The FGA Access Strategy is a policy for FGA to render humanitarian assistance in insecure area. The Access Strategy aims to provide FGA and their partners with the flexibility to experiment with alternative forms of implementation that are tailored to the local context including provision of alternative approaches for inclusion of women as members and decision makers. The policy defines measures to mitigate fiduciary risk inherent to operating in a volatile insecure environment and also establish a framework in which FGA and its donors, and communities can evaluate the successes and failures of alternative implementation approaches and share lessons learned. The access strategy establishes further decentralized mechanisms within the humanitarian program structure that allow local decision-making, timely sub-project identification, rapid delivery of humanitarian assistance and development project implementation as per the outline specification mentioned in project document.