1. Operations in Emergencies: Partnerships & Grants Management

2. Learning Objectives Adapting partnerships in an emergency
Streamlining operational aspects of emergency grant management

3. Delivering support FAST to meet urgent, lifesaving needs
Focus in Emergencies
Delivering support FAST to meet urgent, lifesaving needs

4. Streamlining Partnerships & Grants
1. Assess the Context
4. Build Capacity
2. Speed Up Processes
3. Increase Flexibility

5. Local Partners
In emergencies, organizational capacities are often s t r e t c h e d… & partners often need additional support

6. Operational Support for Partners
Partner Support in Emergencies:
rapid expansion of supply chain, facilities & fleet
recruitment of staff
development of security & staff care policies
connection to the UN cluster system

7. Assess the Context
Determine the anticipated size & scope of your emergency response…
location(s) of response
activities - cash/vouchers, distributions or both?
duration
potential partners

8. Local Partners Determine the current capacity of your partners
programming & institutional capacity
impact of the emergency
access to markets & infrastructure
Discuss the types & level of support they will likely need

9. Operational Support for Partners
Adapt your partnerships to fit the context
&
allow them to evolve over time…

10. CRS’ Likely Operational Role
Operational Support for Partners
Partner Status
CRS’ Likely Operational Role
Known, High-Capacity Partner
Technical advice & support
Ops surge capacity & external procurement
Coordination with other actors
Access cluster services – logistics, security, etc
Known, Medium-Capacity Partner
Add, as needed:
Accompaniment of partner operations staff
Strengthening admin, finance & logistics systems
New Partner or Low-Capacity Partner
Add:
Direct implementation/oversight of major operational functions (procurement, logistics, warehousing, cash/voucher payment)

11. Operational Support for Partners
Known, High-Capacity Partner
Known, Medium-Capacity Partner
New Partner or Low-Capacity Partner
Reassess & adjust your support to partners, as needed!

12. Operational Support for Partners
Remember -- CRS is ultimately responsible for ensuring the promised aid reaches people in need

13. Partner Funding Mechanisms
Service Contract
may use if partner’s programming role is limited to a specific service or output
partner is treated as a vendor; CRS Sub-recipient Financial Management (SRFM) Policy does not apply
Sub-recipient Agreement
use for most programming partners
falls under the SRFM Policy

14. Partner Funding Mechanisms
from CRS’ SRFM Policy Section 2.3
For a new sub-recipient in an emergency,
the CP may proceed immediately with an agreement
by categorizing the subrecipient as having
inadequate internal controls
Undertake the full assessment within 90 days
extend up to 180 days with RD approval;
extend > 180 days with RD & Director of Overseas Finance approval

15. Grants and Funding
Request internal CRS emergency funding for immediate start-up of response
managed by HRD
released upon receipt of a funding request & the first situation report
Request a DSPN to begin implementation before the agreement is signed, if high likelihood of donor approval
approval is required from the Director of Overseas Finance
It is better to reclassify from an external DSPN to a CRS private DSPN rather than vice versa

16. Proposal Development
Keep emergency project proposals as flexible as possible…
program methodologies
partnership modalities
locations

17. Proposal Development When preparing budgets:
if you think you may do it, include a budget line for it
consider vehicle rentals
consider need for new field offices, guesthouses & warehouses
consider funding to support partners with:
expansion of operations systems & infrastructure
staff capacity building
check the latest ICR matrix for your donor’s current ICR rate

18. Caritas Internationalis Member Organizations
Caritas Funding
Local Caritas
Caritas Internationalis Member Organizations
CRS

19. Private Caritas Funding
For private Caritas donations or Emergency Appeals (EA), the receiving agency may consider it a single project
using one DSPN

20. Back-donor Funding with Caritas
Consider working with CI member organizations to request back-donor funding from their governments
& more…

21. External Funding You can ask external donors to:
Back date the start date of an agreement or provide a Pre-Authorization Letter (PAL)
Provide a high level of budget line item flexibility
Adjust procurement requirements (e.g. increase thresholds for competitive bidding)
Get waiver details authorized in writing from the donor
You must comply with all external donor regulations,
but…

22. Emergency Finance Reporting
Financial reporting by programming sector is not needed, unless specifically required by a donor

23. Evolving Response Needs
If new financial or programming needs arise, consider:
reprioritizing existing CP private funds to cover essential costs not anticipated in donor budgets
1550 is most flexible!!
requesting additional CRS private emergency funds from the Region & HRD
submitting no-cost or cost modification requests to donors for existing grants
searching for new donors, with a new project proposal

24. Streamline Partnership & Grants
Assess the Context
Understand operational realities and current operational capacities for CRS and potential partners
Build Capacity
Adjust support to and accompaniment of partners as needed
Speed Up Flow
Use CRS and CI funds for start up; Set up DSPNs early; Request donors backdate grants or provide PALs
Increase Flexibility
Use Partner Service Contracts and SRFM Policy 2.3; Keep proposals and budgets as flexible as possible

25. Underlying Objectives
Speed & Effectiveness of Response
Safety & Security for staff, partners & beneficiaries

26. Resources CRS Policies & Guides
Sub-recipient Financial Management Policy (SRFMP)
Agreement Policy POL-OOD-001
Indirect Cost Recovery Waiver Procedures No. PRO-OSD-FIN-012
Quick Guide: How to Incorporate Partnership and Capacity Strengthening into Proposals and Project Design
Emergency Field Operations Manual (EFOM)
EROS Checklist
Finance Section