Professional Documents
Culture Documents
AID SERVICES
’Creating a positive reaction’
POLICY HANDBOOK
VERSION 1.0 - 2006
PREAMBLE ...............................................................................................................................................8
INTRODUCTION TO IAS........................................................................................................................9
INTRODUCTION .........................................................................................................................................9
IAS Mission Statement .........................................................................................................................9
IAS Vision Statement............................................................................................................................9
OBJECTIVES ..............................................................................................................................................9
ACTIVITIES AND WAYS OF IMPLEMENTATION............................................................................................9
AGRICULTURE ......................................................................................................................................10
INTRODUCTION .......................................................................................................................................10
OBJECTIVES ............................................................................................................................................10
Goal ...................................................................................................................................................10
Purpose..............................................................................................................................................10
Outputs ..............................................................................................................................................10
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................10
Areas of intervention .........................................................................................................................10
Specific programme implementation .................................................................................................10
Sector intervention guidelines. ..........................................................................................................11
ASSUMPTIONS AND RISKS .......................................................................................................................11
EDUCATION ...........................................................................................................................................12
INTRODUCTION .......................................................................................................................................12
OBJECTIVES ............................................................................................................................................12
Goal ...................................................................................................................................................12
Purpose..............................................................................................................................................12
Outputs ..............................................................................................................................................12
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................12
Activities ............................................................................................................................................12
Other guiding principles concerning implementation .......................................................................13
Community inputs ......................................................................................................................................... 13
IAS Education Inputs..................................................................................................................................... 13
Support and encourage .................................................................................................................................. 13
Special Criteria for support to community based schools and training institutions:.........................13
IAS can terminate support to any school or schools on the following grounds ............................................. 14
ASSUMPTIONS AND RISKS .......................................................................................................................14
HEALTH...................................................................................................................................................15
INTRODUCTION .......................................................................................................................................15
OBJECTIVES ............................................................................................................................................15
Goal ...................................................................................................................................................15
Purpose..............................................................................................................................................15
Outputs ..............................................................................................................................................15
ACTIVITIES AND WAYS OF IMPLEMENTATION .........................................................................................15
Promotional activities........................................................................................................................15
Operational activities ........................................................................................................................16
Capacity enhancement activities .......................................................................................................16
ASSUMPTIONS AND RISKS .......................................................................................................................16
WATER AND SANITATION .................................................................................................................17
INTRODUCTION .......................................................................................................................................17
OBJECTIVES ............................................................................................................................................17
Goal ...................................................................................................................................................17
Purpose..............................................................................................................................................17
Outputs ..............................................................................................................................................17
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................18
Activities ............................................................................................................................................18
Approaches ........................................................................................................................................18
Community-based.......................................................................................................................................... 18
Training and capacity building ...................................................................................................................... 18
Inter-agency cooperation ............................................................................................................................... 18
ASSUMPTIONS AND RISKS .......................................................................................................................18
CRITERIA FOR STARTING A PROJECT .........................................................................................20
INTRODUCTION .......................................................................................................................................20
OBJECTIVES ............................................................................................................................................20
Goal ...................................................................................................................................................20
Purpose..............................................................................................................................................20
Outputs ..............................................................................................................................................20
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................20
ASSUMPTIONS AND RISKS .......................................................................................................................21
CRITERIA FOR CLOSING A PROJECT............................................................................................22
INTRODUCTION .......................................................................................................................................22
OBJECTIVES ............................................................................................................................................22
Goal ...................................................................................................................................................22
Purpose..............................................................................................................................................22
Outputs ..............................................................................................................................................22
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................22
ASSUMPTIONS AND RISKS .......................................................................................................................23
EXIT STRATEGY ...................................................................................................................................24
INTRODUCTION .......................................................................................................................................24
OBJECTIVES ............................................................................................................................................24
Goal ...................................................................................................................................................24
Purpose..............................................................................................................................................24
Outputs ..............................................................................................................................................24
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................24
Exit criteria........................................................................................................................................25
When is the exit point? .................................................................................................................................. 25
When should you plan to exit? ...................................................................................................................... 25
Who should be involved in the process?........................................................................................................ 25
What needs to remain in the area? ................................................................................................................. 25
How will IAS prevent a recurrence of the original problems?....................................................................... 25
Handover process .......................................................................................................................................... 25
Checklist of other vital points to consider before exit ................................................................................... 25
ASSUMPTIONS AND RISKS .......................................................................................................................26
EMERGENCY RESPONSE....................................................................................................................27
INTRODUCTION .......................................................................................................................................27
OBJECTIVES ............................................................................................................................................27
Goal ...................................................................................................................................................27
Purpose..............................................................................................................................................27
Outputs ..............................................................................................................................................27
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................27
ASSUMPTIONS AND RISKS .......................................................................................................................28
ENVIRONMENT .....................................................................................................................................29
INTRODUCTION .......................................................................................................................................29
OBJECTIVES ............................................................................................................................................29
Goal ...................................................................................................................................................29
Purpose..............................................................................................................................................29
Outputs ..............................................................................................................................................29
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................30
Check list ...........................................................................................................................................30
ASSUMPTIONS AND RISKS .......................................................................................................................31
ETHICS AND INTEGRITY ...................................................................................................................32
INTRODUCTION .......................................................................................................................................32
OBJECTIVES ............................................................................................................................................32
Goal/purpose .....................................................................................................................................32
Outputs ..............................................................................................................................................32
ACTIVITIES AND WAYS OF IMPLEMENTATION..........................................................................................32
• Introductory paper; giving a brief introduction of IAS and stating the organisations mission
statement:
o Introduction to IAS
• Sector policies; outlining the strategies and approaches of IAS various sectors:
o Agriculture
o Education
o Health
o Water and Sanitation
• Project cycle policies; policies related to the project cycle:
o Criteria for Starting a Project
o Criteria for Closing a Project
o Exit Strategy
• General policies; policies mainly not directly linked to any specific activity or sector, but
applicable in all interventions:
o Emergency Response
o Environment
o Ethics and Integrity
o Gender
o HIV/AIDS
o Integrated Community Empowerment Programme
o Partnership – Programme Countries
o Peace Building, Reconciliation, Democracy and Human Rights
o Post Traumatic Stress Training
o Poverty Reduction
o Security Manual
o Special Needs Education
o Vehicle
o Volunteer
• Human resource policies; policies linked to the management of IAS personnel:
o Employment
o Recruitment
o Rest and Relaxation
o Staff Health
o Staff Training and Development
The method being used in this handbook is based on the logical framework. It is assumed that
this will provide a logical and easy way of examining the contents of each policy. It also has
advantages in the stage of programme planning and proposal writing.
If there are any questions related to the contents of this handbook, please do not hesitate to
inform us accordingly.
Introduction
International Aid Services (IAS) is a non-political and non-profitable humanitarian relief- and
development organisation. It was founded in 1989 with the purpose of assisting people in need.
Over the years, IAS has grown considerably and is now represented in 18 countries with
approximately 400 employees.
During the first 15 years the organisation used ‘Sweden’ in its logo; and therefore was called
International Aid Sweden (IAS). In the last couple of years, IAS northern offices have expanded
to also include Denmark, Norway, Germany and USA. To make the organisational name more
suitable for the partners in these countries, IAS changed its name to ‘International Aid Services’
with effect from January 2004. IAS desire is to support projects with a ripple, multiplying and
reproducing effect.
Objectives
The goal and purpose for this policy is to create an overview of IAS as an organisation and the
beliefs and values it represents.
The geographical focus is mainly the Eastern parts of Africa, but IAS also supports projects
elsewhere, for example West Africa, South America and Asia. IAS activities are guided by the
Sphere Project standards (Humanitarian Charter and Minimum Standards in Disaster Response)
and United Nations Millennium Development goals. The organisation is also a signatory to the
ICRC Code of Conduct. For more information, see IAS policy documents and www.ias.nu.
Introduction
The policy guideline developed by the agriculture sector will act as reference tool for the
implementation of agricultural projects in the organisation. Attempts were made to include
conditions under various operational environments in respect of tropical agriculture.
Objectives
Goal
The goal of the sector is to promote self-reliance in food and agricultural development for better
living conditions. Relief interventions will still be conceivable in areas of sporadic conflict
scenario.
Purpose
The purpose is to create a better standard of living for the beneficiaries.
Outputs
It is IAS aim that the outputs will contribute to raising the standard of living for the
beneficiaries through promoting self-reliance in food and agricultural development.
Areas of intervention
The intervention strategy is based on the nature of the scenarios on the ground. The
responses are in the following areas:
• Relief
• Recovery
• Development
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitudes and practice of the
project objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Sustained security access to and within the project areas is assured.
• Sustained donor funding that allows for the project goal to be met.
• Overall policies for conditions relating to the project objectives adapted by the national
government in order for the project to be in line with the national development.
• Cultural acceptance of the policy.
Introduction
Education is essential for any long term development and a vital tool in fighting poverty. The
importance of proper educational systems cannot be overemphasized. IAS is working in areas
where education is very poor, especially when it comes to girl child education, due to various
reasons.
The causes of the low access, low retention and high drop out of children particularly for girls
include: shortage of well trained and committed teachers; over age pupils or girls; negative
cultural attitudes towards girl education; inadequate parents support; poverty; poor resource
mobilization and management; shortage of learning/teaching materials; in conducive learning
environment: monitoring/ evaluation, and standardization/quality. This policy outlines IAS aim
and beliefs in its support in the education sector.
Objectives
Goal
The goal of this policy is to promote and form recognized education programmes with
sustainable strategies in terms of access, equity, retention, quality, relevancy (dignity) and
sustainability.
Purpose
The purpose is to raise the standard of education on a general and national level, as well as
individual level for the specific beneficiary.
Outputs
Quality educational programmes meeting the needs of the beneficiaries and the society as a
whole.
• Support the training of competent, highly motivated and committed teachers to enhance
access, equity, retention, and quality.
• Support the provision of basic essential school supplies.
• Provide assistance for school reconstructions in terms of building materials etc.
• Encourage community ownership and sustainability of their schools.
• Assist in the integration of education activities into the sectors of water, health and
sanitation, food and economic security, women and youth programmes, income generating
activities and others.
Community inputs
• Positive attitudes towards ownership of education.
• Positive response to invest in education both in kind and cash.
• Readily available human and material resources to support education.
• Positive initiatives to improve household food security and household incomes to support
children both at home and in schools.
• Active community participation in sharing of ideas (planning), knowledge and experiences
on matters relating to development in education.
• Development of supportive education policies.
• Enforcement of education policies.
• Promotion of Regional and National Education Campaigns.
• Parents and Teachers Associations.
Special Criteria for support to community based schools and training institutions:
As IAS continues its support in the education sector to many communities, it is important to
understand the basic rationales behind this venture. This criterion stipulates the area of concern
to IAS in the provision of support in the area of education. IAS together with the donor agencies
expects a very high degree of transparency and accountability in the management of the
projects.
The following points will serve as IAS education guidelines or the criteria for support to
schools or training institution:
• The schools must be physically established entities with children, staff and a capacity for
learning to take place.
• The day-to-day running of the school must be done in collaboration with recognised
representatives of the community who have positive interest in the school and community.
This would take the form of an officially recognised body such as School Management
IAS can terminate support to any school or schools on the following grounds
• When the donor agencies cease to fund the project.
• When the budget is exhausted.
• If there is misappropriation of funds or school materials supplied.
• Security reasons.
• For any other reason deemed serious enough in accordance with our memorandum of
understanding or terms of partnership.
• The above will also affect any school on any phase of renovation.
• Willingness of the communities and local authorities to actively endorse and take part in the
project and that the community is willing to be self-reliant and not dependent on continual
external assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitudes and practice of the
project objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the project goals and purpose.
• Sustained security access to and within the project areas is assured.
• Sustained donor funding that allows for the project goal to be met.
• Overall policies for conditions relating to the project objectives adapted by the national
government in order for the project to be in line with the national development.
• Cultural acceptance of the policy, in particular to female education.
Introduction
In the Millennium Development Goals (MDGs), three out of eight goals, eight of the 16 targets
and 18 of the 48 indicators relate directly to health which is also an important contributor to
several other goals. These goals form an important benchmark in determining minimum
standards for the provision of relief and development aid. Regrettably, the situations of conflict
and disasters in which relief and development work is undertaken have a negative impact in the
achievement of the MDGs. The destruction of facilities, systems and institutions affect the
delivery of healthcare. Conflict also results in physical, emotional and mental trauma,
immigration and transmigration, spread of diseases and malnutrition among other ills with all
their attendant implications on the health of the affected persons. These make the dream of
health for all continue to be nothing but a mirage in the desert.
Objectives
Goal
The IAS health sector hopes to contribute towards the achievement of “health for all” in the
communities where IAS is operating.
Purpose
To promote wholesome living in the beneficiary communities so as to realize the personal and
social political and economic ideals cherished therein.
Outputs
The IAS health programme provides Primary Health Care services in beneficiary community.
The package provides integrated, accessible health care services by health workers and
clinicians who are accountable for addressing a large majority of personal health care needs,
developing a sustained partnership with patients, and practicing in the context of family and
community. Promotion of health and self care are core components of this approach.
Promotional activities
• Community Health Education.
• Awareness raising and advocacy through appropriate multimedia.
• Community mobilization including the formation of community health committees.
• Extended programme on immunization in conjunction with partners and other authorities.
Operational activities
• Delivery of out patient medical services.
• Maternal and Child Health services.
• Horizontally integrated programmes such as TB, leprosy HIV/AIDS etc.
• Out sourcing and provision of technical support for common problems such as eye cataract.
• Case management and referral procedures.
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitudes and practice of the
project objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the project goals and purpose.
• Sustained security access to and within the project areas is assured.
• Sustained donor funding that allows for the project goal to be met.
• Overall policies for conditions relating to the project objectives adapted by the national
government in order for the project to be in line with the national development.
• Cultural acceptance of the policy.
Introduction
The following document outlines IAS water and sanitation policy for its donors, partners and
staff. The water and sanitation policy serves to create and promote an understanding on the IAS
water and sanitation sector with emphasis on the activities undertaken and approaches used;
promote an inter-sector understanding within the organisation on the water and sanitation sector
objectives and to promote sound implementation of water resource management within the
sector.
The IAS water and sanitation sector and its related activities seek to contribute to meeting the
standards related to access to water in accordance with the Sphere project (Humanitarian
Charter and Minimum Standards in Disaster Response) and the United Nations Millennium
Development Goals.
Objectives
Goal
The goal of the IAS water and sanitation sector is increase access to safe water and, in
connection to safe water, the provision of appropriate sanitary facilities.
Purpose
The purpose of this policy is three fold:
1. Improve the quality of life by providing access to safe potable water and appropriate
sanitary facilities.
2. Reduce the incidence of water borne diseases.
3. Develop a sustainable water point maintenance strategy for both old and new water points.
Outputs
The main results expected from the interventions are:
• Healthier populations due to increased access to, and consumption of safe water and proper
use of available sanitary facilities.
• Reduction in time and energy spent obtaining water due to better and nearer water delivery
systems.
• Improved livelihood capacities due to increased productive capacities for the community to
meet basic needs and generate income for themselves.
• Improved hygiene and sanitation practices among the beneficiary community.
• Improved capacities of the beneficiary community to maintain and repair water points.
Approaches
Community-based
The water and sanitation interventions are undertaken through a community centered approach
considered instrumental in not only increasing the community participation and ownership of
the water points but also in enhancing local sustainability mechanisms of the project. From the
onset of the project, the organisation seeks consultative meetings with the community to discuss
allocation of water points and sanitary facilities, and to define the roles and responsibilities of
the community and IAS as an implementing organisation.
Inter-agency cooperation
In order to enhance the impact of the water and sanitation sector, the organisation seeks to
create and work within linkages and partnerships, where relevant and possible with other actors
both national and international organisations involved in water and sanitation.
• Climatic conditions and ground water potential are favourable for the implementation of the
project activities.
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of good
hygiene and sanitation practices.
• The organisation is able to progressively build the capacity of its staff to deliver quality
service while maintaining close links with the community.
Introduction
From its vast experience as a Relief and Development organisation, IAS deems it fit that certain
strategies for initiating a project in order to utilize the maximum of every specific intervention
are a vital tool. This policy will serve as a guideline, in the light of IAS mission statement, to
what circumstances that should be taken into account when starting a project.
Objectives
Goal
The goal is to provide a foundation for better run projects.
Purpose
The purpose is to utilize the maximum of every project in order for IAS to best serve the people
benefiting from the project.
Outputs
Projects that are more carefully planned and therefore are implemented in a more efficient and
professional manner serving in the best possible way the community amongst which IAS works.
• Humanitarian concern; In accordance with IAS vision and mission statement as well as
ICRC code of conduct, the humanitarian concern is imperative when initiating aid projects.
• Need; No project should be started unless there is a clear identified need for assistance by
IAS. One of IAS targets is also to provide assistance to the forgotten and lost people getting
deprived of aid from elsewhere – to reach out to the un-reached.
• Holistic view
• Geographical focus; IAS will give priority to projects that are within the geographical focus
of the organisation.
• Sector focus; IAS will give priority to projects that are within the sectors of the
organisation.
• Local partners; IAS strongly believe that, in order to achieve sustainable projects, local
partners and stakeholders must be involved from the very first step of the project.
• Capacity of organisation and local partner; this include the following; financial resources,
personnel resources, knowledge and experience as well as administrative and logistics
capacity.
• A clear exit strategy, in line with IAS Exit Strategy Policy.
Introduction
The intensive focus of resources on an area for a limited period of time is expected to catalyze
self-sustaining development, but reality shows that this is often not the case. There are several
different circumstances that can serve as criteria for closing a project, some are forced by
external unwilling circumstances and others are a natural part of every project. This policy will
serve as a guideline to what criteria should be achieved or can be justified for closing a project.
The policy will in most cases reflect what is outlined in IAS policy “Criteria for starting a
project” and is intended to be implemented together with IAS “Exit strategy policy”.
Objectives
Goal
The goal is to provide a foundation for closing projects in the most appropriate way.
Purpose
The purpose is to utilize the maximum of every project in order for IAS to best serve the people
benefiting from the project.
Outputs
The results that should be achieved are projects that are closed in the most appropriate and best
possible way causing the least harm to the community in which IAS is working.
• Project objectives accomplished; this is the most wanted outcome of any project and will
form a natural end to a successful project. This will include a correct implementation of IAS
exit strategy policy meaning that the project is self sustaining due to the involvement of
local stakeholders.
• Needs, geographical and/or sector focus changed; what used to be needs have become
resources. This can be both material and human.
• Security situation deteriorating; in the event of risk of life for staff and the communities.
• Changed donor focus; the donor community is need driven and therefore might shift its
focus to other geographical areas.
• Lack of continued funding.
Introduction
The transition from acute emergency to sustainability affects all stakeholders - local people, the
employees, civil authorities, community leaders etc. IAS realizes that the intensive focus of
resources on an area for a limited period of time is expected to catalyze self-sustaining
development but the reality is that there are no quick fixes. IAS also realizes that development is
a continuing process and that it is important to maintain that continuity.
It is also important to note that when an aid programme comes to an end, there may be tasks
left to do as community expectations may not have been satisfied. Getting into an area is often
easier than getting out. Reminding oneself why the programme was developed in the first place
and what the programme was designed to achieve is the key factor that will help one focus to
the exit of a project. This Exit Strategy will ensure that maintenance and utilization for all
investment that has been made in the area is secured and planned for.
Objectives
Goal
The goal is to ensure the sustainability of impacts after a programme ends.
Purpose
The purpose is to improve the chance of sustainable outcomes of the programme.
Outputs
The result should be sustainable programmes that can continue even when IAS has ended the
programme.
1. Phasing down
2. Phasing over
3. Phasing out
Phasing down is a gradual reduction of programme activities and is often a preliminary stage to
phasing over and/or phasing out. Phasing over is when a sponsor or agency transfers its
programme activities to local institutions or communities. Phasing out is when a sponsor or
agency withdraws completely without turning it over to any local institution for continued
implementation.
IAS believes in the importance of continued sustainability and therefore all programmes
should have as an aim to phase down and phase over, not phase out.
• The initial needs assessment; the regular programme monitoring and final evaluation should
form the basis of a few indicators. These should be agreed upon by all, easy to measure and
should be regularly checked to monitor progress.
• IAS should encourage the local authorities and the local organisation to plan to meet on a
regular basis to review the results of the monitoring.
• Further deterioration in any of the indicators may lead to the need for further intervention.
“IAS should develop a mechanism that this does not happen.”
Handover process
IAS is to make sure that the handover is done formally, so that all the stakeholders are aware
when it takes place and the commitments, which new people are entering into, or re-
commitments by existing partners can be acknowledged. In the areas where IAS has worked for
a long time, the point of exit is a "Rite of Passage" and needs to be marked with celebratory
events within the community. Much as exit is never wanted, it should end in style.
• IAS will ensure that competent officers to handle the exit activity are in place.
• Funding problems; the project/funding cycle can force an exit even when IAS is not ready
to handover the programme. Uncertainty of continued donor support can cause considerable
constraints on IAS as an organisation, IAS staff and the local stakeholders.
• Political instability.
• Lack of local stakeholders to take over the responsibility of the programme.
• Limited follow-up capacity.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the project
objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Need for training among IAS staff in order to make clear exit strategies a natural part of all
programme planning and implementation.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´,
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the Exit Strategy goals and purpose.
• Sustained security access to and within the project areas is assured.
• Cultural acceptance of the project has been achieved.
Introduction
Despite efforts to reduce the risk of disasters of various kinds, such as famine, drought,
earthquakes, floods and acts of war, they continue to affect human lives all over the world.
Lack of planning for such catastrophes or the breakdown of normal coping mechanisms has
caused increased suffering for the people who are affected. Within the context of IAS work it is
imperative that mechanisms be put in place to help guide IAS response to disasters, especially in
communities among whom IAS is already working.
Objectives
Goal
The primary goal of emergency response is to minimize the effects of a disaster on a population
through the delivery of appropriate emergency relief services and materials in a timely and
efficient manner.
Purpose
The purpose of all emergency response is to improve the quality of life for the beneficiary to the
level that was status quo before the disastrous event occurred.
Outputs
Appropriate delivered emergency relief services in order to improve the quality of life for the
beneficiaries.
Introduction
Man is completely dependant on nature for existence and survival. On the other hand the
situation for the environment is very alarming as a result of an increasing degree of pollution.
This is due to short-term use of natural resources, lack of knowledge about the environment and
lack of willingness to act in an environmental way.
In view of the above, IAS has an active and self-critical way of using the environment
resources.
There is a clear link between environmental degradation and poverty. Poor people are more
dependent on renewable natural resources than others. The pollution of the environment is
classed as one of the reasons why poverty is on the increase and not decreasing in the world.
The poor have few resources and are forced to live on very limited geographical areas. It is
therefore high risk that the eco system is exhausted. The livelihood of the rural poor is
extremely dependent on the fragile environmental resource-base that the poor are often
compelled to inhabit. Further degradation and depletion of the nature in their local community
will invariably worsen the lot of the poor. An aggravation of poverty, in turn, will compel the
poor to make use of the marginal natural resources at their disposal in a way that may not be
sustainable.
IAS is closely following the international discussions and signing of conventions relating to
environmental issues. The use and the management of natural resources by the present
generation must not take place at the expense of future generations. There is no doubt that the
present generation must take serious action if a sustainable development for future generations
will be achieved.
Objectives
Goal
The overall goal is for IAS interventions to be as beneficial to the environment as possible.
Purpose
The purpose of this policy is to protect the environment through taking precautions in
minimizing the harmful effects that a humanitarian programme might cause on the environment,
working towards upholding a sustainable environmental future for generations to come.
Outputs
The outputs that can be expected through this policy are increased awareness of the importance
of including environmental aspects in planning and implementing humanitarian interventions,
and minimized harmful effects on the surrounding environment.
• IAS will give priority to interventions that contribute towards use of alternative energy
resources.
• IAS will strengthen its education programme by ensuring that environmental issues are
included in all curriculum at all training workshops on all levels.
• IAS will conduct training for its personnel in environmental related issues.
• IAS will carefully study and examine the link between interventions addressing poverty
reduction and how poverty affects the environment.
• IAS will use an environmental analysis on all proposed projects.
Check list
IAS will also have a check list of points to be considered before commencing the actual
implementation of a programme:
• How will the proposed project have consequences for the environment?
• Effects, such as pollution, on soil, water and air.
• Cause possible erosion.
• Overgrazing or overuse of the soil, resulting in destruction.
• Lowering of the groundwater.
• Increase or decrease of carbon dioxide.
• Are the environmental issues properly taken into consideration before refugee camps and
camps for displaced people are planned?
• Analysis of water quality.
• What are the provisions for future availability of fuel wood and wood for construction?
• Biological consequences.
• Will sensitive eco-systems be negatively affected?
• Risk for the spread of diseases on plants or animals.
• Threats on the biological variety?
• Effects on human beings.
• Risk for the spread of diseases on human beings.
• Will the living standard of the national population including nomadic population get better
or worse?
• Will the project change traditional behaviour negatively?
• Risk for conflicts between people groups.
• Are traditional or religious sites protected and respected?
• Are personnel and beneficiaries, including teachers and medical personnel, given necessary
education about environmental issues and its effect on health?
• Chemical consequences.
• Are dangerous chemicals used that will have future negative consequences?
• Are the personnel well informed about the handling procedures of dangerous chemicals?
• Will the chemicals affect those who handle them and/or the population at large?
• Procurement/Logistics.
• Are the transports well planned to avoid unnecessary movement of vehicles and material?
• Are all inputs including food culturally accepted?
• Can packing material be used for other future purposes?
• Energy.
• Are energy saving stoves and cooking utensils used?
• Are there provisions of re-forestation in areas where fuel wood is used for cooking?
• Have other energy sources, such as sun and wind, been considered?
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is able to accept and adapt to knowledge, attitude and practice of the project
objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the project goals and purpose.
• Sustained security access to and within the project areas is assured.
• Sustained donor funding that allows for the project goal to be met.
• Overall policies for conditions relating to the project objectives adapted by the national
government in order for the project to be in line with the national development.
• Cultural acceptance of the policy.
Introduction
Ultimately, the struggle against corruption will entirely depend upon the morality of all the
employees of IAS; which stipulates that the employees’ egoistic interests do not come before
those of the communities they serve. We can take all kinds of preventive measures and they can
be broken down and subverted. But if the moral fibre of IAS staff in the delivery of services is
high, then no amount of corruption can subvert the organisation’s preventive measures. If we
are honest and open in our everyday dealings and communication with other people, if we fulfil
our commitment at all times and practice trust, tolerance and respect, only then can we achieve
dignity and integrity.
Objectives
Goal/purpose
The goal and purpose of this policy is to eradicate all forms of corruption, fraud, theft,
maladministration or suspected irregularities of this nature involving the following:
Outputs
The results attained should be achieved dignity and integrity by being a truly honest and
transparent organisation which fulfils the commitment of practice trust, tolerance and respect.
Introduction
International Aid Services humanitarian mandate is to prevent and alleviate suffering without
discrimination as expressed in the IAS Mission Statement. Gender equality ensures that there is
no sex-based discrimination in the allocation of resources, benefits or in access to services.
Gender refers to the roles, responsibilities, needs, interests and capacities of both men and
women as opposed to looking at the special interests and needs of women alone. Male and
female roles, responsibilities, needs, interests and capacities are influenced by social and
cultural factors. It is important to understand that men and women play different roles in society
and that gender does not mean that men and women should necessarily change their behaviour
and execute the other’s duties. IAS believes that the gender issue must be looked at in a broader
context where the different needs of men and women are distinctively addressed.
Objectives
Goal
The goal of this policy is to make gender-related issues a part of every intervention from the
planning stage to the implementation, in order to make sure that both men and women equally
benefit from an intervention.
Purpose
The purpose is to understand the underlying causes that contribute to an unjust balance between
men and women when it comes to relief and development interventions. Natural disasters,
conflicts, social and political instability affect men and women differently, and by
understanding these differences it will be possible to meet the needs of both men and women
accordingly. All people should have access to humanitarian aid, regardless of sex, age or race.
Outputs
Sufficient balance between the needs of men and women addressed in all IAS interventions.
• IAS will ensure that the needs of boys and girls, men and women are met accordingly in all
interventions.
• IAS realizes the importance of having to be extremely sensitive to culture and religion.
Gender issues must be addressed contextually.
• IAS believes in the importance of having full participation of men and women in its
programmes. This will not only strengthen gender balance but also make the programmes
more efficient.
• IAS will continue supporting women development initiatives. Project proposals for women
programmes will be considered on the same level as other proposals.
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the project
objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the project goals and purpose.
• Sustained security access to and within the project areas is assured.
• Sustained donor funding that allows for the project goal to be met.
• Overall policies for conditions relating to the project objectives adapted by the national
government in order for the project to be in line with the national development.
• Cultural acceptance of the policy.
• Men and women benefiting equally from IAS interventions.
Introduction
In the first 20 years of its known existence, the HIV/AIDS virus (Human Immuno-Deficiency
Virus/Acquired Immune Deficiency Syndrome) has been essentially considered as a long term
development problem due to implied costs and timeframe, and also for reasons of political
sensitivity. More than 23 million people have been killed by the virus and the World Health
Organisation body (WHO) in October 2003 declared HIV/AIDS to be a global health
emergency.
IAS is working in some of the most affected nations and feels the need to make its own
contribution towards eliminating the outbreak of further HIV/AIDS. Studies also indicate that
HIV/AIDS needs to be considered across the full spectrum of the sustainable livelihood
framework, which IAS intends to do.
Objectives
Goal
The overall goal is for IAS to make HIV/AIDS related issues a natural and vital part of every
intervention. This is in order to reduce the spread of HIV/AIDS and to encourage/enable already
affected victims to go on with life.
Purpose
The purpose is to reduce the possibilities of further HIV/AIDS outbreaks among the
beneficiaries in the areas of IAS operations, all in accordance with IAS mandate to save and
promote life.
Outputs
Results to be achieved are a noticeable decrease in the spread of HIV/AIDS related cases among
the beneficiaries and more consideration for HIV/AIDS issues in all IAS interventions.
Tackling the wider implications of the HIV/AIDS epidemic on the security situation in the
highly affected countries among refugees and internally displaced people and among uniformed
services and peacekeepers is an important element in the fight against HIV/AIDS.
Conflicts and other emergency situations create conditions such as increased vulnerability of
women and girls, collapse of health systems, break down of traditional sexual norms etc. that
increase the risk of contracting HIV-infection and may lead to the further spread of the
infection. In view of the above IAS will deploy the following below to try to reduce the rate of
infection of HIV/AIDS.
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the project
objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
Purpose
The purposes of this policy are:
Outputs
The result should be sustainable programmes by integrating and empowering the communities
which are benefiting from the programme.
It will be through such as the above that the capacity for sustainable and continuous
empowerment will be sought.
ICEP Functions
The programme management committee will be comprised of a community development
officer, an administrator, a sector head, a programme support officer and a field coordinator.
The management committee will meet regularly and oversee the integration and implementation
of the programme. All the sectors will have an opportunity to have an input in the communities
that IAS is involved in hence synergistically encourage lasting change in the communities
IAS staff through this programme will use the available means at their disposal to enter the
communities in the most effective way. These will include civil and local authority channels,
churches and other influential groups within the communities. These structures will be crucial in
the mobilisation and eventual sensitisation of the communities IAS hopes to reach.
The programme will aim at having a "bottom-up" participatory approach in all the
communities that IAS is involved in. Each of the sectors will lay down its strategies to meet the
identified needs within the communities and the core committees will co-ordinate their
implementation. Through a series of workshops and seminars focusing on the training of
trainers IAS hopes to initiate change. All activities of the programme will encourage gender
sensitivity and the development of all strata of society.
• Willingness of the communities and local authorities to actively endorse and take part in the
Empowerment programme.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the
Integrated Community Empowerment Programme objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the empowerment programme goals and purpose.
• Sustained security access to and within project areas is assured.
• Sustained donor funding that allows for project goals to be met.
• Overall policies for conditions relating to the programme’s objectives adapted by the
national government in order for the programme to be in line with the national development.
• Cultural acceptance of the programme.
Introduction
There are principles that need to be developed in order to have quality partnership in the
implementation of projects. With true partnership, efficiency in project implementation is
improved. A good partnership also creates trust between beneficiaries and the organisations
involved in the projects’ implementation.
1. Partners jointly determine objectives, principles, values and criteria related to humanitarian
action. Flexibility and equity (non-discrimination) are seen as shared core values.
2. Each partner knows and respects the mandates, charters or statutes of the other.
3. Partners establish a climate of mutual trust and respect.
4. Partners inform and create networks.
5. Partners share responsibilities.
6. Partners promote accountability of the whole system, in particular to the recipients of aid.
7. Partners ensure monitoring and evaluation of the partnership.
8. Partners share successes and failures to develop best practices.
9. Partners promote a learning environment by engaging in the dissemination of experience
and best practices.
10. Partners commit to reinforcing the linkages between relief, rehabilitation and development,
with the view to help the recipients of humanitarian aid regaining a minimum if not
maximum of self-sufficiency.
Objectives
Goal
The overall goal is to create lasting and trustworthy partnerships for the implementation of
humanitarian programmes.
Purpose
The purpose is to reach out to those in most need/target groups by utilizing the network and
trust that the partnership creates.
Outputs
To create lasting and trustworthy partnerships establishing more efficient means in reaching out
to the target group.
• Willingness of the communities and local authorities to actively endorse the policy.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the policy
objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Shared common vision and goals with partner agencies.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the policy goals and purpose.
Introduction
The message about reconciliation plays an important role. Without reconciliation there will be
no peace. Peace is more than a bureaucratic and diplomatic agreement between warring parties.
Issues like visions and values are important in peace building processes. Furthermore,
reconciliation is the platform for democracy and the principles for human rights. A person who
has been reconciled is a person who has been restored.
Experience has proved that humanitarian interventions have not been linked to peace building
interventions, as should have, resulting in little or no future sustainability. Humanitarian aid
only addresses the symptoms and not the root cause of conflicts. Much as it is deemed difficult,
the aim should be to stop conflicts before they turn into disasters.
As the cost for prevention of conflicts is much less than the cost for delivery of emergency aid
there is a great need to further develop Early Warning Systems at all levels.
In order to create sustainable solutions in countries with conflicts an analysis of peace and
security political aspects of the dynamics in the conflict is essential.
Objectives
Goal
The goal of this policy is to highlight the importance of peace building, reconciliation,
democracy and human rights in the context of a relief- and development programme.
Purpose
The purpose is to prevent further conflicts by implementing programmes that adhere to seeking
the root cause of the conflict and not only address the obviously displayed symptoms.
Outputs
More attention focused on peace building, reconciliation, democracy and human rights issues
when planning and implementing a programme, resulting in the prevention of further possible
conflicts.
Role of IAS
IAS will seek to prioritize interventions that lead to improvements of the conditions of
marginalized people groups and prioritize interventions addressing:
Check list
Questions to be asked in all interventions:
• Willingness of the communities and local authorities to actively endorse and take part in the
policy implementation process.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the policy
objectives.
Introduction
The world today is full of monuments to conflicts that have affected different countries from
time to time. Destroyed schools, hospitals, homes and entire cities are telling testimonies to the
bitter conflicts that the world has seen. No sooner is one conflict resolved than another starts.
Fuelled by all manner of reasons from ideological differences to competition for scarce
resources, conflicts continue to have serious impacts on world civilizations today. Whatever
their motivation, conflicts have a common and invariable outcome in the destruction of human
life and underdevelopment. The most visible part of a conflict is the polarized struggle between
a mass of opponents. The protagonists in the conflict engage in protracted talks towards
peaceful resolution while the international community focuses on rebuilding the broken
economies and social institutions through relief and development aid.
The nature of conflicts has changed dramatically in the last few decades. Positive values that
have been carried even through conflicts in the past are no longer adhered to. Women and
children are today as much victims as they are combatants in conflicts. The world today has to
deal with cases of outright terrorist attacks. The strain on the lives of peoples is appalling. Vast
numbers of people that go through conflicts are not able to adjust to normal life because the
conflict has put ugly scars in their lives. They spend the rest of their lives in this state which
consequently affects their productivity as useful members of the society. This also has an impact
on the next generations as they become open to abuse from their traumatized parents. And the
cycle of violence continues.
A fundamental fact is that though every conflict is the result of differences existing between
parties, each is started and sustained by individual persons. Each individual sufferer in a conflict
setting is also a potential perpetrator. The effects of the same, though affecting entire societies,
are also experienced individually. There is need to address the conflict at both levels. There is
need to develop policies that support and enhance peace building and also respond to the need
of individual persons suffering from the result of conflict. More attention needs to go towards
the rebuilding of the broken people in conflicts. The truth is that for every broken building in a
conflict setting, several impaired lives are struggling to survive somewhere. Though it is helpful
to provide food, clothing and shelter to the victims of conflict, this does not restore their fullness
of being. Post traumatic stress training is an essential component of conflict transformation.
Objectives
Goal
The goals of the post traumatic stress training are:
• To provide the avenue for healing of the inner wounds inflicted by war or any other disaster.
• Build strong interpersonal relationships based on love and mutual trust among all members
of the society starting from the family unit.
• Provide a tool with which individual members of the society can look at their life situation
with a new perspective. Participants will have a deeper understanding of their conflict
circumstances and how to solve their problems amicably.
Purpose
This policy is designed to promote emotional health of persons that have gone through traumatic
stress. This will also raise the standard of living by reducing conflicts at the family and society
level.
Outputs
Emotionally stable and well adjusted persons that make meaningful contribution to their
families and community at large. It is also expected that family and society conflicts will be
reduced as stress is managed effectively.
Introduction
Poverty could be defined as the state of being poor, resources existing in too small amounts,
scarcity or lack of and the state of being in want. As one looks at poverty, one must understand
that poverty engulfs more than just the lack or scarcity of money. There are many dimensions
that interlink to bring about poverty for an individual or a given community. These dimensions
include, but are not limited to, culture, religion, infrastructure, economics, and politics.
Examples of these different actors are a poor economy, lack of education, ignorance, natural and
man-made disasters, the HIV/AIDS epidemic, lack of investment, and political instability.
Finally, food, shelter, clothing, health, security and freedom of choice all have an important
bearing in determining poverty in any given society.
Categories of Poverty
Dependants
Many of the destitute such as the elderly, disabled and orphans are dependant on others for their
livelihood and yet the very hosts they depend upon are equally chronically so poor that their
economic status in the community is not sufficient to maintain themselves. Hence the level of
dependence aggravates the degree of poverty.
Purpose
To reduce poverty among the people affected by IAS various interventions.
Outputs
Improved standard of life for the beneficiaries in terms of increased awareness of human rights
and increased access to resources.
• Promoting human development through programmes in the social sectors such as education
and health.
• Promoting local participation in the development process.
• Supporting public administration that is accountable and transparent.
• Supporting education and integrating education into other sectors like health, water etc.
• Contributing to reduction of vulnerability of the poor and empowering them
• Involving vulnerable groups like the elderly, ethnic minority groups and disabled into
development programmes.
• Contributing to the elimination of ignorance rooted in cultural traditions and faiths that
impoverish people or groups and preventing them from attaining positive social and
economical development.
• Promote peace and reconciliation between ethnic and religious groups that are hostile to
each other by using local initiatives as mediating tools.
• Promoting capacity building of local staff and personnel to enable local people to participate
in poverty reduction.
• Willingness of the communities and local authorities to actively endorse and take part in the
implementation of the policy.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitude and practice of the policy
objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the current existence of coherence between the organisation is
maintained.
• Sustained security access to and within project areas is assured.
• Sustained donor funding that allows the policy goal to be met.
Introduction
IAS is operational in many severely insecure areas and ensuring the safety of all IAS staff and
other personnel under IAS responsibility is an obligation to the organisation. This policy is
intended to serve as a security manual for these categories of people.
Objectives
Goal
The goal for the security manual is to prevent incidents caused by insecure working
environments towards the persons who fall under the responsibility of IAS.
Purpose
The purposes for the security manual are:
• To enable IAS staff to best protect their staff and other persons under IAS responsibility
working in conflict zones.
• To prepare staff for incidents that might occur while working in an insecure environment.
• To state clearly the responsibilities of both IAS, as an organisation, and the employee
working for IAS.
• To give practical guidelines and procedures on how to best deal with security incidents.
Outputs
The results that are expected from this security manual are:
IAS provision
IAS will not negotiate or pay ransom to any individual or organisation threatening or abducting
IAS personnel. IAS will however use every national or international means to support, help and
save its personnel. IAS will decide to remain operational in a specific area of armed conflict
considering the impact and effect on the local population as well as the staff of IAS.
Protection
Property security
• Robbery is a most probable threat in the field. It is therefore extremely important to ensure
that maximum care is taken to protect staff, buildings and inventories from damage.
• Each IAS office should be clearly marked.
• All compounds should be as secure as possible. All keys should be clearly labelled and easy
to find in case of emergency.
• Keys to the vehicles should always be kept in a safe place and easy to find.
• All field offices and camps should have first aid kit, emergency stock of food, water and
fuel.
• A list of emergency contacts should be known by key personnel and easy to find.
• If large sums of money are kept it should be stored in two or three different places.
• Maintain a good relationship with local staff and guards in particular.
• Armed guards can be used in certain situation. The Country Director is to approve this.
Vehicle security
• Vehicles operating in the field must be in good mechanical condition. Each vehicle must
have a spare wheel, jack, wheel spanner and a small set of tools. In addition there should
always be a first aid kit in the vehicle. The Field Coordinator should on regular bases check
the vehicles and ensure that all is in good condition.
• Vehicles should only be driven by drivers specifically employed by IAS. Others should be
authorized by the field coordinator to drive the vehicle.
Travel security
• It is a known fact that most security incidents happen during travel. Precautions should
therefore always be taken before and during travel.
• IAS vehicles should only carry passengers authorized by the Field Coordinator. It is not
allowed to pick up passengers at road blocks unless they have a letter of authorization by
the IAS office.
• Prior to departure the Field Coordinator should be informed about details of the journey.
This includes names of passengers, goods and destination.
• Changes in the travel plan should be communicated to the Field Coordinator who also
should be informed when the vehicle has reached its destination.
• Before departure the driver should ensure that all passengers have the necessary documents.
• Before travelling on a new road, check if it is safe. Contact other NGOs, business people
and local people who might have used the road recently. If there is any doubt special
clearance should be obtained by the Field Coordinator who will consult with the security
focal point.
• Dependant on the security situation, driving by night should be avoided. Staff should ensure
that they will reach the destination before dark.
• Never travel alone in the car.
• Always park the car facing the direction to which you want to leave.
• Convoys:
o During certain conditions it might be advisable to travel in a convoy of 2 or more
vehicles. The convoy might or might not be escorted.
o IAS vehicles should not take part in a military or civilian non-humanitarian convoy
unless specific permission has been granted by the Country Director.
o Convoys of more than 5 vehicles should have a convoy leader.
o Radio contact should be kept between the first and the last vehicle.
o All drivers should be briefed before departure in case the convoy is obstructed.
Designated stops should also be decided prior to departure.
o When driving in a convoy the speed should be low enough for all to stay together. Never
overtake a vehicle.
o A distance between the vehicles of 100 meters in day and 50 meters at night is
recommended.
• Road blocks:
o A road block should be treated as any other military instillation. You may not be afraid
of them but remember they might be afraid of you until they see who you are. Also
remember that driving through checkpoints at night is much more dangerous than during
daytime. It is more likely that soldiers are drunk late afternoon/evening.
o Always slow down the vehicles when approaching a check point. Remove sunglasses,
turn down all background noise such as radio and fan and wind down the window so that
you can hear any command from the people at the road block.
o Always dim the light if driving by night.
Communication
• IAS considers good communication important for safety. Even if the best equipment is used
and the staff does not know how to use it, it is of no use. IAS is mainly using two
communication systems; radios and sat phones. Both systems have strengths and
weaknesses. Remember that radios can be monitored by anyone who has a radio and tuned
in to your frequency. The sat phones can be monitored by the country security organ.
• Communication should be brief and straight to the point. Avoid unnecessary greeting
phrases etc. Use SMS messages for Thuraya sat phones but remember that it sometimes
takes long time to send and receive.
• Make sure that you have the knowledge to use the equipment.
• Make sure you have enough credits on your sat phone.
• The radio and sat equipment should be on standby 24 hours in emergency situations.
• Details in an emergency situation to be communicated to IAS Field office and UN when
applicable:
o Give details on who you are
o If possible give the coordinates for your location.
o Give report on the incident. What happened, where did it happen, when did it happen,
what response made, what help wanted
o Make sure that your messages have been received.
Mine awareness
Land mines
Land mines are widespread and are a serious problem in armed conflicts. They are a threat to
civilians long after the conflicts are over. Areas with land mines are difficult to clear as there are
seldom accurate maps and mines are spread randomly. They might even move as a result of
heavy rains and floods.
Facing Hostility
The general principle in hostility situations is to ALWAYS REMAIN AS CALM AS
POSSIBLE AND AVOID PANIC. The following precautions should be taken when hostile
situations occur:
• Cooperate
• Remain where you are – never try to run away.
The Aftermath
• No one sees a disaster and is unaffected by it. Disasters and crisis stress reactions are
normal responses to an abnormal situation. IAS offers staff that suffers from crisis stress as
much help as possible.
• Staff will be debriefed by a qualified person on the field.
• If the staff has undergone intense stress and they need further help IAS will offer them
critical incident stress debriefing locally or if more appropriate by sending a qualified
professional de-briefer, or otherwise by repatriating the victim.
• It becomes clear that an escalating local conflict will continue for a long time.
• Severe fighting seems likely to break out in the near future.
• Staff is exposed to unreasonable risk.
• Told to leave by the controlling forces.
• The relevant embassies or High commissions have advised foreign nationals to leave.
• If staff is not exposed to unreasonable risk, there may be a cause of scaling down to a
skeleton staff and staying to observe events. This could mean that certain project activities
temporarily need to close or be reduced.
• In case of an urgent emergency situation, the evacuation can be imposed immediately and
unilaterally by the Country Director or person mandated by him/her and the IAS
headquarters in Europe.
• The reason is that any of these parties can have information that is so urgent and sensitive
that it can not be communicated over radio, email or telephone.
• The decision to return to the evacuated area must be made by the authority that issued the
evacuation order in close collaboration with IAS senior management team.
To stay or leave
IAS will never force any staff to stay in an insecure place against their will. If a staff member
wish to withdraw due to inadequate security this will be respected and facilitated when possible.
Where possible staff will be offered work in alternative locations.
Contingency plans
Contingency stock of essential supplies should be prepared at all times. The following factors
should be considered when drawing up the contingency plan.
Type of evacuation
• Partial withdrawal. Should a small group of staff remain in order to maintain a presence in
the area? How many project activities should close? Any foreseen time frame?
Duration of withdrawal
• Temporary
• Permanent
• Destination
o Temporary or permanent relocation to a nearby place that is outside the area of
immediate danger.
o Another region in the same country.
o Another country.
Means of withdrawal
• Form of transport – cars, foot, air.
• Who will provide the transports?
• Is escort needed?
Project equipment
• Should all, some or none of the equipment be taken along?
Evacuation plan
A written evacuation plan should be prepared in each location that that IAS senior management
team considers ‘high risk security area’. It is the responsibility of the Field Coordinator to
prepare this. The plan should be sent to the IAS Country Director for endorsement before it is
shared with the staff. After endorsement it is a must that each staff member is made aware of the
security procedures in the plan.
• A set of actions and procedures to take place when security levels change.
• Identify priority targets and risk areas for each field location.
• List of all staff that are included in the plan, divided into groups, with group leaders.
• Individual responsibilities in plan.
• Possible evacuation routes with maps.
• Means of transport and the regulations governing them. (Contingency plans should be made
for hiring transport in case IAS vehicles are commandeered).
• Communication arrangements on route. This should include emergency codes.
• Personal documentation needed and rules about which personal belongings can be brought
out.
• Project equipment to evacuate.
• Vehicles and equipment to be left behind.
Introduction
The purpose of education for all children is the same; the goals are the same. But the help
individual children need in progressing towards the goals is different. IAS values all input
placed in all education as an investment and aims to ensure that appropriate education provision
is made for children and young people of all abilities through special needs education.
The IAS policy on special needs education is a wide-ranging one, extending well beyond the
education service. It requires us to take into consideration of the health and psychological needs
of the children and young persons with special needs, together with preparing theme for
integrating them into their societies. The policy takes into consideration the social aspects of
their needs, to relations between the different professionals engaged in meeting the needs of
special needs, to the contribution of their parents and the parents own needs for support children
with special needs. IAS is committed to its mission to save lives, promote self-reliance and
dignity and enable people to invest in their future, regardless of race, creed, gender or
nationality of the recipient and will therefore ensure equal opportunities in order that all children
benefit fully from their educational provision and develop their full potential. The policy also
supports the need for research and development in the provisions for special needs.
The extent of special needs education is very difficult to assess. The scale on which children
are ascertained as requiring special needs education varies widely from one society to another.
Objectives
Goal and Purpose
The goal and purpose of this policy is to train all children including those who may:
Output
The output is to have quality educational programmes meeting the needs of the beneficiaries and
the society and as a whole.
• Has a significantly greater difficulty in learning than most other children of the same age
• Has a disability which either prevents or hinders him or her from making use of educational
facilities of a kind generally provided for children of his or her age in schools within the
area where IAS works.
Basic principles
Guiding principles
The major guiding principle of IAS is its commitment to its mission to save lives, promote self-
reliance and dignity and enable people to invest in their future, regardless of race, creed, gender
or nationality of the recipient and will therefore ensure equal opportunities in order that all
children benefit fully from their educational provision and develop their full potential.
This policy therefore aims at helping children and young people to become independent,
caring, able to form independent judgments and aware of what they can contribute to and expect
from society. This is done through:
Provision
• IAS will enable children with special educational needs to be educated in local schools
where possible and desirable, provided this takes into account parental views, and is
compatible with the child’s receiving the special educational provision which his/her
learning difficulty calls for.
• Every effort will be made to ensure that special educational provision will be consistent and
coherent for all children with educational special needs.
• It should be planned carefully to allow continuity between phases, with agencies/other
schools and between mainstream and specialist provision.
• In making a suitable provision, IAS will be aware that children and young people:
o Have different educational needs and aspirations.
o Have different strategies for learning.
Therefore a variety of teaching approaches and methods are required to meet this variety of
need. IAS’ provision will be monitored to ensure that children’s needs are met appropriately and
adequately, consistent with the efficient use of resources. It will be supported by an
administrative procedure which is collaborative and understood by parents, partners,
professionals and volunteers. IAS field office will work closely with colleagues from nearby
Hospitals or Health Centres in a partnership which will aim to meet the needs of the whole
child.
• Willingness of the communities and local authorities to actively endorse and take part in the
project.
• The community is willing to be self-reliant and not dependent on continual external
assistance (aid-dependency syndrome).
• The community is able to accept and adapt to knowledge, attitudes and practice of the
project objectives.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Inter-agency partnership and the existence of coherence between the organisation, IAS´
project design and other agencies in the operational areas such that the latter’s activities and
strategies do not hamper negatively the project goals and purpose.
• Sustained security access to and within the project areas is assured.
• Sustained donor funding that allows for the project goal to be met.
• Overall policies for conditions relating to the project objectives adapted by the national
government in order for the project to be in line with the national development.
• Cultural acceptance of the policy.
Introduction
The safety of the staff and guests is a central concern of International Aid Services. The policy
governing the use of IAS vehicles by staff is designed to support safe prudent use of vehicles.
Vehicles cost a lot of money to purchase, maintain, and insure. As such a policy guideline in
place is deemed necessary so that IAS gets the best out of its vehicles life spans. The following
rules not only protect the employer from unnecessary losses but also benefits the employee in
that higher vehicle costs means endangering project goals which might lead to termination of
projects before the projected time.
Objectives
Goal
The main goal for this policy is to make IAS staff aware of the importance of vehicle
maintenance, and good practice of using the vehicles.
Purpose
The purpose is to ensure safe travel of all IAS staff and to avoid any accidents involving both
IAS staff and others; also to minimize costs towards maintenance.
Outputs
IAS staff maintaining and handling vehicles in a responsible and correct manner.
Approved Drivers
• IAS vehicles are to be driven by IAS employees who are 18 years and older, holding a valid
driver’s license and having driven for at least one year. The employee must also be
authorized by the relevant IAS authority to drive the vehicle. In order to drive, employee
drivers must have a driving record free of any two moving violations in the past year, or one
moving violation and one accident, or two accidents, or any single alcohol related stop.
• A driver could also be a non-IAS staff who has been authorized by IAS to drive an IAS
vehicle, provided that the same conditions as for an IAS driver are met.
• IAS shall ensure adequate funds, spare parts and skilled personnel to handle maintenance
Introduction
A volunteer shall be considered as any individual, 16 years or older, who assists with IAS
Operations within the Operational Areas where IAS works, without remuneration. Exceptions to
the age requirement may be made by the Regional Board. International Aid Services recognizes
that volunteers have a positive contribution to make to the work of the organisation and its
various activities. It aims to encourage volunteers' involvement in all aspects of its work, as a
means of empowering and supporting the local community, as well as creating an avenue for
volunteers to gain practical field experiences in areas of their specialization.
Objectives
Goal
The goals for this policy are to:
Purpose
The purpose is to highlight the need and relevancy of reaching out to the most needy people
groups of the world.
Outputs
Expected results are a good foundation for volunteers to reach out with a helping hand to the un-
reached and fulfil their goals in life.
• A volunteer shall apply in writing attaching all relevant documents and thereafter shall go
through a formal interview by a select committee of the relevant IAS office in which the
application is received. One of the relevant documents attached should be a letter of
recommendation from the church leader of the applicant. Those doing internship should
submit both the recommendation from their church and from the learning institution that is
sending them.
• The voluntary service shall be for at least one month. More than one month will require a
contract to be signed with IAS for accountability purposes with a maximum of a one-year
voluntary period.
• Willingness and administrative preparedness for IAS offices to receive and cater for
volunteers.
• The organisation, IAS, is able to progressively build the capacity of its staff to deliver
quality service while maintaining close links with the community.
• Sustained security access to and within the project areas is assured.
• Cultural acceptance of the policy.
Introduction
People in Aid Code
IAS is a member of People in Aid (PIA). IAS therefore agrees to commit itself to an external
‘standard’, which consists of the PIA Code as well as to the PIA message:
1. Human Resources Strategy; Human resources are an integral part of our strategic and
operational plans.
2. Staff Policies and Practices; Our human resources policies aim to be effective, fair and
transparent.
3. Managing People; Good support, management and leadership of our staff is key to our
effectiveness.
4. Consultation and Communication; Dialogue with staff on matters likely to affect their
employment enhances the quality and effectiveness of our policies and practices.
5. Recruitment and Selection; Our policies and practices aim to attract and select a diverse
workforce with the skills and capabilities to fulfil our requirements.
6. Learning, Training and Development; Learning, training and staff development are
promoted throughout the organisation.
7. Health, Safety and Security; The security, good health and safety of our staff are a prime
responsibility of our organisation.
Objectives
The goal and purpose of this policy is to abide and fulfil the above mentioned People in Aid
Code. IAS believes that this standard is of vital importance for the management of all staff and
expects an output of highly committed staff being managed in a tight, caring and correct way.
Job-description
IAS provides the new employee with an appointment letter and detailed job description before
the work commences. The objectives for the assignment as well as concrete, well-specified and
limited functions will be spelled out. It will be clear to the employee who will be his superior,
and within which frames the employee can make independent decisions or when the immediate
The employee
Service
IAS assumes that all staff are highly committed to the organisation and that the aim for the
employment is to support the IAS motto “Creating a positive change” in peoples’ lives. IAS is a
platform where the employee can use and develop his/her talents.
Moral standard
IAS expects that the employee lives a moral life that can be examined, and serves as an example
to staff and others. The employee is expected to abide by the IAS Code of Conduct. IAS is a
non-alcoholic, drug free and smoking free organisation.
Teamwork
IAS believes that teamwork creates possibilities for success, and gives protection against abuse
of power. The decision making staff is encouraged to communicate with other staff not only in
a hierarchic way, but to listen to colleagues in order to create a two-way communication. Co-
operation between staff is necessary. Every project leader should have a colleague to discuss
ideas and problems with, and has to be open to suggestions and corrections.
Cultural adjustment
IAS employees should obtain information about the conditions and the people in the country or
in the area he/she will be working in. It is obvious that the employee adjusts his/her way of
dressing, ways of treating people, relationship with the opposite sex etc. to local circumstances.
The employee must be willing to listen, and to be corrected by a more experienced colleague.
For expatriate staff IAS recommends special courses for culture adjustment that are available
within different schools and agencies.
Termination of Services
The service can be terminated by the employer or the employee on the condition that any of the
parties gives a written notice not less than 1 month prior to termination of the employment or
otherwise specified in contract.
Temporary Employment
Temporary employee is a casual employee engaged by International Aid Services to do a
specified work and is paid on a daily basis. Such services as rendered by a temporary employee
may be terminated any time without notice being given by either party. No other benefits apart
from wages are applicable to this category.
Salaries/Wages
Staff will be paid a salary according to the agreement, contract or letter of appointment. Any
amendments are to be effected by a written letter from the IAS Senior Management. Salary and
applicable allowances will normally be paid monthly and in arrears on or before the last
working day of each month. Staff may receive their salaries by automatic bank transfers or in
cash depending on their work places. Appropriate taxes will be deducted according to
prescribed regulations in a given country of operation.
Working hours
Working hours per week are adjusted according to the labour regulations of the respective
country. Recommended working hours are 40 hours per week.
Allowances
Gross salaries include all allowances. Medical allowance or reimbursement of medical bills is
only applicable to the employee if clearly spelled out in the contract. No travelling allowance
will be given for field trips. Reimbursement will only be given according to actual costs and
upon submission of accurate receipts.
Loans
International Aid Services grants no loans to any employee.
Terminal Benefits/Gratuity
A gratuity will be paid according to the labour laws of the respective country. In countries
without labour laws or in countries where the labour laws do not cover terminal benefits/gratuity
IAS will pay a maximum of one-month salary after a minimum of 12 months of service.
When a person enters into a new contract of employment with International Aid Services then
he/she may immediately claim the accumulated gratuity on the old contract. This would be
payable at the date when the contract comes into force. Payment would be done at the rate of the
old contract on the final day before it was superseded by the new contract. If International Aid
Services has a claim against the individual for loss of money or property the accumulated
gratuity will be forfeited from the right of the employee.
Death
If a staff member dies, the next of kin will receive 3 months salary on the condition that the
employee has been working for the organisation for at least one year.
In cases where death results from injury connected to the nature of work of the employee the
labour laws of the respective country are applicable. Members of staff are requested to inform
the personnel officer specifying to whom their benefits should be paid in the event of their
death.
Training
International Aid Services supports a policy of progressive development for staff. All training
will be directly relevant to the responsibilities of the officer. Details can be found in the IAS
Staff Development Policy.
Promotion
Promotion may occur for an employee moving to a more responsible job, or in some
circumstances the responsibilities will be extended within the current job. A formal interview
will be held. During the interview clarification will be made to the employee of the implications
of taking on additional responsibilities, his/her competence in being promoted. The promoted
member of staff will be paid the salary according to the contract from the date of assumption of
duty. Under no circumstances will a staff member be promoted when still serving on probation.
Annual Leave
An employee who has completed 12 consecutive months of service with International Aid
Services shall be entitled to 21 working days leave with full payment or leave according to the
labour laws of the respective country or if otherwise outlined in employment contract.
Annual leave must be taken in the year it is due at a time mutually convenient to both the
employer and the employee. A schedule for leave must be prepared by the beginning of the
fiscal year, a copy of which should be sent to the Senior Management for approval.
Sick Leave
• Sick leave has to be reported the first day of absence.
• Sick leave of more than 3 days must be evidenced by a doctor’s certificate.
• On the basis of a valid medical certificate, long-term sickness leave will be granted for 2
months or according to the respective labour laws. After 2 months of sick leave
International Aid Services is not obliged to keep the person as an employee.
• Treatment for injury that occurs at work will be covered up to a maximum of $1000 (one
thousand US dollars only), but not necessary the entire value, if the treatment requires less.
• The employee is encouraged to get his own insurance at his own cost in order to add
coverage in case of sickness or injury.
Maternity Leave
• International Aid Services recognises the need for an expectant mother to have adequate rest
both before and after childbirth confinement. Maternity leave shall consist of 60 calendar
days with full pay effective 15 days before childbirth with the exception where the
Employment Act says different in that country.
• Any additional days required will be taken as un-paid leave, except on production of a
doctor’s certificate certifying that one is unable to resume duty on medical grounds.
• When maternity leave is taken, annual leave will be forfeited for that year. Adequate notice
(minimum 4 months before expected delivery) must be given to the Senior Management
when maternity leave will be taken. An employee is eligible for paid maternity leave once
every two years.
• Following the maternity leave, lactating mothers will be allowed 2 hours off to go and
breast-feed their children every working day either before lunch or after 3:00 p.m. for a
period of 2 months.
Compassionate Leave
Compassionate leave of 5 working days will be granted on the occasion of death of spouse,
child, mother or father.
Holidays
All official public holidays will be observed by the staff and taken. Certain category of staff on
management level will be expected to be on duty.
Disciplinary procedures
Minor offences
These are offences deemed by the management to be contrary to the standards of the
Organisation but not serious enough to lead to dismissal or suspension. Examples are:
Second Warning
Following delivery of the second warning, the responsible person will hold a formal interview
with the employee during which the contents of the letter will be discussed.
• Physical abuse.
• Refusal to follow clear or reasonable instruction.
In such cases, the formal procedures will be by-passed and the supervisor on site will
immediately report to the Senior Management to issue formal warning letters. If the offence(s)
is thought to be serious enough, the Senior Management will issue a second warning letter
without having issued the first and will consider disciplinary action to a maximum of suspension
without pay, for up to 1 month.
Appeals
At any stage of the above proceedings, the employee may appeal to the Senior Management.
The Senior Management will then investigate and make a final decision.
Gross Misconduct
There are offences that are sufficiently serious to warrant immediate dismissal with no notice
and no benefits. Examples are:
• Fraud or intent to defraud by falsely claiming sickness or other benefits, or giving incorrect
information to the Organisation in order to receive additional benefits;
• Misappropriation of the Organisation’s funds through false receipts or expenditure
statements or other means;
• Misuse or damage of Organisation’s property or deliberate acts that cause loss and disrepute
to the Organisation;
• Unauthorised disclosure of confidential matters in a manner harmful to the Organisation;
• Physical attack on a colleague or member of the public;
• Engaging in political activities which are detrimental to the interests of International Aid
Services, and other activities than those in the conditions of services;
• Use of alcohol, smoking and drugs whilst on duty;
There may be other types of gross misconduct that may be determined at the discretion of the
Senior Management. All such instances will be immediately reported to him/her.
Grievances procedures
From time to time, a staff member may have a legitimate grievance against a colleague, or the
Organisation in relation to benefits that may apply to him. This for instance could be condition
of work, unreasonable instructions, poor co-ordination or other matters.
• Sustained donor funding that allows for the policy goal to be met.
• Highly committed staff.
Introduction
This policy shall be followed for all IAS vacancy openings, with the exception of temporary and
short-term appointments (3 months or less).
Objectives
Goal/purpose
The goals and purposes of this policy are to:
• Ensure that IAS attracts, identifies, and hires the most qualified applicant for the job.
• Ensure that appropriate funding levels are identified and approved for each position.
• Ensure that confidentiality for all is maintained in the recruitment process.
Outputs
The results attained should be highly qualified applicants receiving employment in IAS.
Confidentiality
To protect the privacy of candidates and to preserve the integrity of the recruiting process, all
committee members are required to maintain confidentiality throughout and after the conclusion
of the recruitment process. Confidential information includes matters discovered or discussed
during the recruiting process. All information relating to the search may only be discussed with
other committee members, the Human Resource Manager or IAS Senior Management.
Employees who violate this requirement for confidentiality will be subject to corrective or
disciplinary action. False information from persons appointed shall be reported to the Human
Resource Manager. The qualifications and experience of successful candidates that they
presented during the hiring process may be publicly shared following the search. Reference
checks of applicants shall be made, and the committee is not limited to those persons listed as
references by the applicant.
Employment of Relatives
IAS permits the employment of one or more relatives. However, staff and administrators shall
not initiate or participate in decisions involving a direct benefit to members of their immediate
Recruiting
IAS shall require recruitment under the following circumstances:
Recruitment Process
IAS shall require that a current position description be submitted to the Human Resource
Manager before recruiting. All posts will be specified in the budgets approved by the Senior
Management team of IAS. Prior to recruitment of any posts, a detailed job description will be
prepared by the prospective supervisor of the staff being recruited and approved by the relevant
office concerned. It shall be the responsibility of the Country Director/ Senior Manager to
identify the minimum qualifications and essential functions of the job; and then present such to
the Human Resource Manager.
Recruitment
Approved posts shall be advertised stating the required skills/competencies and personality of
the staff being sought through any or a combination of the following:
In filling the posts, preference will be given to existing staff that have the right qualifications
and experience needed for the position. It shall be the responsibility of Human Resource
Manager to receive, track, acknowledge, and store all applications. Only applications that have
been received by the Human Resource Manager may be considered for interview.
The Human Resource Manager shall provide support to the Senior Management or the
committee in screening applications for minimum qualifications. The Human Resource
Manager shall be available to provide assistance in the development of interview questions.
Interviews
Selection will be on the basis of final short lists. The interviewing panel will consist of decision
making staff within the organisation. The Human Resource Manager shall be available to
provide assistance in the development of interview questions. The panel will include a technical
person from the area in which the staff being interviewed falls.
• Sustained donor funding that allows for the policy goal to be met.
• Highly qualified applicants for the desired posts.
Introduction
IAS recognizes its full responsibility for the well-being of its staff members. In order for any
programme to run successfully, there is a need for staff to be able to obtain complete rest and
relaxation. However, in some relief aid and development programmes, working and living
conditions are such that it is not possible for staff to achieve complete rest and relaxation within
the locality. IAS has therefore created a Rest and Relaxation Policy, enabling staff to leave their
hostile working environment for some days to regain their maximum momentum.
Objectives
Goal
The goal of this policy is to provide adequate opportunities for complete rest and relaxation for
IAS staff in order to maintain their well-being and, in turn, to run successful and effective
programmes. It’s a long term responsibility for IAS to keep its employees sound and running at
full potential.
Purpose
The purpose of the policy is to provide eligible staff members with an opportunity to leave the
programme where they are based on a regular basis, in order to recover, both mentally and
physically, from the stressful environment in which they work.
Outputs
The results that should be achieved through the policy is successfully completed rest and
relaxation for all staff working in the environments where the rest and relaxation policy is
applicable.
• Ease of transportation, cost and provision of an environment appropriate for R&R (in the
case of International Staff or International Volunteers from any given country).
• The Head office of each country will arrange travel to and from the R&R location.
• International or Volunteer Staff may request an alternative location for personal reasons not
later than 3 weeks before travel. This may be authorized by the Country Representative.
The individual staff member is liable for any additional costs incurred in travelling to, or
staying at an alternative location and may be helped by the Head Office for their bookings
and arrangements.
Introduction
IAS will aim to have information on education and prevention programmes developed for the
staff for diseases of primary health care, HIV/AIDS and sexually transmitted diseases. These
programmes will be developed in line with National Health Development Programmes of each
country where IAS operates.
Objectives
Goal
The goal of this policy is to meet the basic health needs of IAS staff.
Purpose
The purpose is to meet the basic health need when sickness occurs.
Outputs
A vibrant staff while at work.
Staff insurance
IAS has recognised that emergency admission to a medical facility may be inevitable and
sudden. This may occur at a time when one has no sufficient funds to meet the costs. The
organisation will pay 50% of the costs for any reputable company that can insure staff. A
deduction of 50% of the insurance fee will be effected. This will be built in to any new contract
a staff signs with the organisation.
In-patient care will be provided at any one of the hospitals that have been certified by the
various insurance companies or authorized by the IAS Head Office. The maximum amount IAS
will pay for in-patient medial treatment is USD 500 per year.
Chronic illness
Any person with a chronic illness will be entitled to in-patient and out-patient care as laid down
in the health policy above. The organisation will not be obliged to keep any employee whose
illness is affecting the productivity and effectiveness of that particular member of staff. This
will however be done in all fairness and in liaison with all parties and as per IAS Employment
Policy.
Introduction
IAS regards its employees as its most important asset, and is committed to ensuring that all staff
are trained to carry out their current jobs and are also equipped in good time to perform future
roles. IAS encourages and supports staff in the overall context of meeting its goals and
objectives.
Objectives
The goal and purpose of this policy is to outline IAS´ commitment to the training and
developments of staff and to support staff attain their maximum potential. It contains guidance
into the procedure for and activities designed to support such training and development. This
policy applies to exclusively all employees of IAS.
Education department
The Human Resource function is responsible for the communication, administration and
information, including preparing budgets, designing training programmes, interpretation of this
policy and also developing manuals to be used for in-house training at IAS. Examples of
specific tasks under this responsibility include:
The Individual
Basing on the assessment of training needs identified from staff performance appraisals, the
supervisor should take the lead in identifying areas of training for each individual staff member.
It is also the responsibility of each individual to identify personal training and development
needs and seek assistance from IAS and see to it that he/she acquires the necessary knowledge,
skills and ability to perform current and future roles.
Line Managers/Supervisors
The role of Line Managers/Supervisor is to:
Such courses will specifically address issues unique to IAS, its history, policies, procedures,
operations basic skills, and knowledge pertinent to the vision and mission of IAS. It is in these
that staff will be introduced to new innovative ideas of operations, uniformity of operations will
be streamlined, and skill and competences enhanced in house.
External Training
This describes formal training programmes. Courses might take place outside the premises of
IAS in areas that might be identified as specifically equipped and designed for staff training.
This form of training will be used to implant highly specialized knowledge or advanced skills
and will broaden the horizons of staff taking part because it will expose them to peers from
other organisations which will facilitate exchange of ideas and networking with potential new
partners.
Location of Learning
Whether formal or informal training will be conducted in the following manner:
External Training
This will take place in a location external to IAS’ premises with the facilitation of external
resource persons. IAS will sponsor staff to relevant courses that will assist them in acquiring
managerial, team leading, technical and social knowledge and skills. External training will be
useful in supplying staff with the quality of instruction that might be uneconomical to provide
internally
Job Needs
These will focus on the needs for particular jobs to be done well within the organisation. This is
very vital especially at the sectors level and will seek to enhance the technical expertise within
each sector and the organisation at large. For most part, the target trainees will be individuals
involved as sector heads, project leaders, field coordinators, administrators, logisticians etc.
Others
This will be accorded to individuals that have shown exemplary abilities, commitment and
initiatives in their job performances but lack or need improvement in one or two areas e.g.
communication skills. The scope of trainees is wide ranging from team house leaders,
secretaries, and receptionists to drivers, radio operators etc.
Scholarship
IAS may at its discretion offer scholarship whose extent will depend on availability of funds.
Depending on factors to be determined by the Board, IAS may decide to retain a particular
employee after his/her studies. Accordingly such an employee will be required to sign a bond
promising to work for IAS for at least 3 years after the training or pay IAS a sum of money
equivalent to the person’s three years salary or the amount of the scholarship whichever is more.
Applications
• Applications for full time studies will be done on standard application forms available from
the Human Resource department.
• All applications must be done in good time before the studies begin. Preferably, it should be
done six months to a year before to enable IAS source the funds and find a replacement for
the staff proceeding to study.
• All applications must contain as much detail as possible to facilitate expeditious and
informed decision-making.
• Applications must be approved and recommended by one’s immediate supervisor and by
the Country Representative.
• Applications will only be considered if they are relevant to one’s job and are in conformity
with the vision and mission of IAS.
• Once approval to proceed for studies is received, IAS may assist the employee in making
the necessary arrangements e.g. making travel arrangements and visa applications.
Applicants Responsibilities
Applicants will be responsible for the following:
Distance learning
Distance learning programmes are considered a good option to full time studies. The distance
learning programmes enable staff to continue their duties and at the same time pursue studies.
This form of training is preferred for longer periods of training.
End of Course
The purpose of this stage will be to:
Staff library
There is a need to develop staff libraries in each of the hubs of operation with one serving as the
central distributing library. Books can be borrowed and have to be returned within the stated
time limit. The officer in-charge is to search for relevant books spanning a range of subjects for
example in professional, spiritual, personal development or general interest. The staff can also
request for new titles. In addition to books, other publications will be available in the library e.g.
the IAS manuals.
• Sustained donor funding that allows for the policy goal to be met.
• Highly committed IAS staff.