The Human Resource policy is formulated in the light of relevant current Afghan Laws which have application to it. This document outlines the general principles and standard of Human Resource procedure that apply in FGA main and field offices. The aim of the FGA’s Human Resources Policy is to ensure that:
The key contains of the Human Resource policy includes topics on (i) Staff requirement, (ii) Appointment and termination, (iii) Contract of employment, (iv) Working hours, (v) Leave, (vi) Salaries, allowances and benefit, (vii) Staff Development, (viii) Disciplinary rules and procedures; and (ix) General personnel regulations.
The Administration Policy defines sets the standard operating procedures to be followed throughout FGA and all its activities. The aim of the policy is to:
The policy in addition to administration issues, includes (i) Communication guideline and means, (ii) Procurement and contracting, (iii) Logistics, (iv) Code of conduct and Workplace behavior, and (v) General administrative services.
The purpose of this policy is to:
This policy also supports FGA to improve financial system and establish excellence in all FGA financial and program activities as following:
FGA recognizes that the community with poverty in Afghanistan are also associated with insecurity, tension, and conflict. FGA aims to ensure that none of its staff are exposed to unacceptable levels of risk and to take all reasonable steps to ensure safety and security of its staff, offices and assets. The purpose of FGA’s security guideline is to minimize security risks, and vulnerability of FGA staff members working, traveling, and living in insecure environments. This document contains instructions which may reduce risks, but cannot eliminate them.
No organization and administration process is free of risk. FGA like all other organizations faces with risks from wrongdoing, misconduct, dishonestly and fraud. It is management’s responsibly to identify and control the above risks. Risk in the context of managing fraud and corruption, is the vulnerability or exposure the FGA that has towards fraud and irregularity.
The Anti-Corruption Policy aims:
FGA is committed to the deterrence, detection and correction of misconduct and dishonesty. The discovery, reporting and documentation of such acts provides a sound foundation for the protection of innocent parties, the taking of disciplinary action against offenders up to and including dismissal where appropriate, the referral to law enforcement agencies when warranted by the facts, and the recovery of assets.
FGA recognizes that gender relations and inequalities are fundamental causes of poverty and social inclusion. 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 gender policy aims to ensure gender equality and women’s empowerment are central to FGA at
The purpose of Future Generations establishment is (a) to investigate the dynamics of sustainable development, (b) to conduct applied research to develop and evaluate community-based approaches to development, and (c) facilitates effective demonstrations of community change using a unique methodology for social action called SEED-SCALE through partnerships in target countries (Afghanistan, China, India, Haiti and Peru). Therefore, the FGA program management, monitoring and evaluation manual is prepared in four parts including (I) Project management manual, (II) Project monitoring guideline, (III) ECHO monitoring tools for humanitarian program, (IV) program evaluation manual.
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 and IV describe the purpose and elements of logical frameworks, and the role of stakeholders explain in Chapter-V. The Chapter-V is about participatory monitoring and the Chapter-VII is the monitoring of AHF funded project including monitoring objectives and the processing tools.
Future Generations Afghanistan uses the European Commission Monitoring Tools Manual, which is prepared for humanitarians 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, 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 or project implementation as per the outline specification mentioned in project document.