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Type: Key actionStandard 8, key action 1
Why The donor agreement is a legally binding document. Signing an agreement that includes financial requirements that CRS cannot meet puts the agency, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Remember to engage the HQ Overseas Finance Grants Management Unit for draft, When Immediately after the donor shares the draft agreement TIP: When possible, request an example of the donor’s standard agreement template, How The review of donor financial requirements is part of the overall review of the draft donor agreement and is conducted in
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Type: Key actionStandard 8, key action 2
Why The financial management capacity of CRS’ partners impacts the overall financial management of project resources. Prior to initiating project, Who {accordion:Primary responsible: Head of operations (HoOps)} {accordion:Others involved: Project manager or chief of party (PM/CoP); finance, When For new sub-recipients or other sub-recipients requiring an updated assessment: Conduct sub-recipient financial management, How This key action complements the non-financial partner capacity assessment described under Standard 6, key action 4. All
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Type: Key actionStandard 8, key action 3
Why The operating context within which a project is implemented often changes between proposal submission and project start-up. , Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For budget refinements related to the operating context: Shortly after project approval and before detailed budget entry, How Follow these steps to analyze and make necessary adjustments to the year-1 project budget and spending forecasts: Budget refinement to reflect
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Type: Key actionStandard 8, key action 4
Why Comparing project spending to budgeted amounts and making decisions accordingly is fundamental to good project management. For externally funded, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Collaboration between budget and finance managers is critical, particularly for, When Immediately after signing the agreement or receiving a pre-award letter, with updated budgets entered at the beginning of each subsequent, How Follow the steps below to ensure accurate entry of the new project budget in the financial system: The BM meets with finance staff for guidance
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Type: Key actionStandard 8, key action 5
Why Reviewing and assigning specific responsibility for project financial management tasks at the start of a project lays the foundation for sound, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When After completion of the handover from the proposal development team to the project start-up/implementation team, but, How Follow these steps to establish clarity on project financial management roles and responsibilities: The PM/CoP, with support from the HoP, HoOps
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Type: Key actionStandard 1, key action 1
Why When programming and/or operations components of a project are not well designed and aligned, project management challenges are inevitable. One, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For external funding opportunities: Before or as part of making the “go” decision. The availability of capable proposal team members is a key, How Follow these steps to ensure a qualified and experienced team is in place in time to develop a quality project design and strong proposal. For
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Type: Key actionStandard 1, key action 2
Why As highlighted in CRS’ ProPack I (, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Identify potential partners and, if possible and needed, assess their capacity, well before developing a new project. For, How Follow these steps to ensure appropriate partnering decisions that reflect CRS’
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Type: Key actionStandard 16, key action 2
Why With all the moving pieces involved in project programmatic, administrative, and financial close-out, a clear plan is essential for effective, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For multi-year projects: Develop the initial project close-out plan between 12-18 months before the project end date, depending on project, How Follow these steps to develop a comprehensive and realistic project close-out plan: The PM/CoP prepares to lead the project close-out planning
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Type: Key actionStandard 16, key action 3
Why Once the project close-out team has developed a comprehensive plan that clearly identifies activities, roles, responsibilities, and timelines for, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing from the start-date of the project close-out plan, through the project end date and award close-out (if applicable),, How Follow these steps to effectively manage and monitor implementation of the project close-out plan: Regular close-out team check-ins to monitor
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Type: Key actionStandard 1, key action 3
Why Effective participation in the project design and proposal development process requires significant time from proposal development team members,, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When As needed for discretionary funded projects For external funding opportunities: Ideally during capture planning for opportunities, How Follow these steps to ensure proper coverage of ongoing responsibilities during proposal development: Identifying proposal development team
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Type: Key actionStandard 9, key action 1
Why Even with proactive recruitment of key personnel and other project leadership positions during design, it takes, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For competitive proposals with a high win probability, initiate planning for start-up staffing within two weeks of proposal submission, and, How Follow these steps to ensure there are staff in place to lead timely project start-up: The HoP, working closely with the HR manager, reviews the
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Type: Key actionStandard 1, key action 4
Why Project design that is rushed and/or does not include participation of appropriate stakeholders can lead to significant project management, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For external funding opportunities, develop the timeline and proposal checklist as soon as possible and no more than 3 days after the “go”, How This key action is guided by the following ProPack I “standard of quality”: In all circumstances, CRS staff develop a project design timeline
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Type: Key actionStandard 9, key action 2
Why CRS is committed to its staff and seeks wherever possible to retain high-performing individuals. However, project positions are time-bound and as, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When As part of the start-up recruitment processes. For externally funded projects, begin the process (e.g., adapt contract templates) as soon as, How Follow these steps to ensure that human resource plans and contract arrangements conform with local labor laws, industry best practices, CRS
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Type: Key actionStandard 16, key action 4
Why The project close-out period is an intensive period of transition and decision-making as the CRS and partner project teams work to “tie up loose, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Develop/finalize a plan to retain, archive, or dispose of project documents, records, and data (digital and otherwise) early in the close-out, How This key action complements Standard 18, key action 5, which focuses on
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Type: Key actionStandard 1, key action 5
Why Project design and proposal development activities have costs that must be estimated, funded, and managed to ensure a quality design process., Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When In parallel with preparing the proposal development timeline detailing project design and proposal development steps, How The proposal coordinator works with other members of the proposal development team to identify and estimate all known costs associated with
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Type: Key actionStandard 9, key action 3
Why Staffing arrangements can change during the proposal process. It is important to update job descriptions (JDs) based on the final, approved, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Externally funded projects: For proposals with a high win probability: Develop/finalize any JDs for staff not designated as {tooltip:, How Follow these steps to ensure that all proposed CRS and partner project positions have clear job descriptions: The HR manager or officer reviews
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Type: Key actionStandard 16, key action 5
Why CRS strives to demonstrate our accountability to partners, project participants/beneficiaries, and other key community stakeholders throughout, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Per the project close-out plan, typically: For multi-year projects: Starting at least 12 months before the project end-date For projects of 12, How Note: This key action builds on earlier project team efforts guided by the project’s exit or transition strategy, which is developed as part of
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Proactively recruit for positions based on the project needs and on CRS and industry best practices.Type: Key actionStandard 9, key action 4
Why Late hiring of the full complement of project staff is one of the most common contributors to delayed or ineffective project start-up. Strong, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Proposals with a high win probability: Begin recruiting for remaining project positions within two weeks of submitting the proposal., How CRS and partners may have recruited "key personnel"/project leaders during project design (see Standard 4, key action
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Type: Key actionStandard 9, key action 5
Why Investing in staff onboarding is a key part of good human resource management that contributes to strong project management. CRS offers general, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Within first six months (for all project staff); ideally faster for existing CRS staff Emergencies: Reduce the onboarding timeframe to a few, How CRS human resources staff will coordinate general onboarding for new project staff. To supplement this general onboarding, follow these steps to
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Type: Key actionStandard 17, key action 1
Why As projects near close-out, it is natural for staff to think about their next job. However, CRS is responsible for quality implementation until, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} TIP - Don’t forget about the PM/CoP! While the PM/CoP, as overall responsible for, When For multi-year projects: Ongoing during the close-out period, with a more intensive focus in the final 6 months before the project end date. , How This key action builds on the project close-out plan developed under Standard 16, key action 2. Follow these steps to