Mobilization of local resources;

6.1 General fund distribution

Mobilization of Local Resources

Mobilizing local resources is a critical strategy for sustainable development and emergency
response. It involves leveraging the assets, capabilities, and initiatives within a community to
meet local needs and challenges.

Key Components of Mobilizing Local Resources

1. Identification of Resources:
o Human Resources: Skills, knowledge, and expertise of community members.
o Natural Resources: Land, water, forests, and other environmental assets.
o Financial Resources: Local savings, credit, and investment potential.
o Institutional Resources: Local organizations, institutions, and networks.
o Infrastructure: Existing buildings, roads, and utilities.

2. Community Engagement:
o Participatory Approaches: Involve community members in identifying needs,
resources, and solutions through participatory rural appraisal (PRA) and other
methods.
o Capacity Building: Train and empower local individuals and groups to take active
roles in resource mobilization and management.

3. Asset Mapping:
o Resource Mapping: Create maps to visualize the availability and distribution of local
resources.
o Gap Analysis: Identify gaps and areas where resources are lacking or underutilized.

4. Local Leadership and Governance:

o Local Leaders: Engage local leaders and influencers to champion resource
mobilization efforts.
o Community Organizations: Strengthen local organizations such as cooperatives,
NGOs, and community-based organizations (CBOs) to coordinate resource
mobilization.

5. Resource Management Strategies:

o Sustainable Practices: Promote sustainable use of natural resources to ensure long-
term availability.
o Innovative Approaches: Encourage innovation and the use of appropriate
technologies to enhance resource utilization.
o Collaborative Efforts: Foster collaboration between various stakeholders including
government, private sector, and civil society.
General Fund Distribution

General fund distribution refers to the allocation of financial resources to various sectors,
programs, and activities to meet community needs and achieve development goals.

Key Components of General Fund Distribution

1. Fund Allocation:
o Budgeting: Develop a comprehensive budget that outlines the allocation of funds to
different sectors and projects.
o Prioritization: Prioritize funding based on community needs, strategic goals, and the
potential impact of interventions.

2. Transparent Processes:
o Accountability: Ensure transparent and accountable fund distribution processes to
build trust and prevent corruption.
o Public Reporting: Regularly report on fund allocation and expenditure to the
community and stakeholders.

3. Stakeholder Involvement:
o Inclusive Planning: Involve stakeholders, including community members, in the
planning and decision-making process for fund distribution.
o Feedback Mechanisms: Establish mechanisms for receiving and addressing feedback
on fund distribution and utilization.

4. Monitoring and Evaluation:

o Performance Indicators: Develop indicators to monitor the effectiveness and
efficiency of fund utilization.
o Regular Audits: Conduct regular financial audits to ensure proper use of funds and
compliance with regulations.
o Impact Assessment: Evaluate the impact of funded projects and programs to inform
future fund allocation.

5. Flexibility and Adaptability:

o Contingency Planning: Allocate contingency funds to respond to unforeseen
emergencies and changing circumstances.
o Adaptive Management: Adjust fund distribution based on ongoing monitoring,
evaluation, and feedback.

Steps for Effective Resource Mobilization and Fund Distribution

1. Assessment and Planning:

o Conduct a thorough assessment of local resources and funding needs.
o Develop a strategic plan that aligns resource mobilization and fund distribution with
community goals and priorities.

2. Engagement and Collaboration:

o Engage community members, local organizations, and stakeholders in the planning
process.
 o Foster partnerships and collaboration to leverage additional resources and
expertise.

3. Capacity Building:
o Provide training and support to enhance the capacity of local leaders, organizations,
and community members.
o Promote knowledge sharing and best practices for resource mobilization and fund
management.

4. Implementation:
o Implement resource mobilization and fund distribution plans effectively and
efficiently.
o Ensure timely disbursement of funds and resource allocation to priority areas.

5. Monitoring and Reporting:

o Regularly monitor progress and report on the utilization of resources and funds.
o Use monitoring data to make informed decisions and adjustments to plans and
strategies.

Conclusion

Mobilization of local resources and effective general fund distribution are essential for
sustainable development and emergency response. By engaging communities, leveraging
local assets, and ensuring transparent and accountable processes, communities can enhance
their resilience, meet their needs, and achieve their development goals.

-----
“GENERAL FUND DISTRIBUTION”

General fund distribution is a way of investing money alongside other investors in order to
benefit from the inherent advantages of working as part of a group. These advantages include
an ability to:
● hire professional investment managers, which may potentially be able to offer better
returns and more adequate risk management;

● benefit from economies of scale, i.e., lower transaction costs;

● Increase the asset diversification to reduce some unsystematic risk.

General fund distribution programme:-

SunTrust's Education Program
SunTrust Banks, for instance, is offering employees $1,000 if they complete an eight-part
financial education program that covers basic topics like budgeting, insurance and investing,
and open and fund an emergency savings account. More than 11,000 have graduated,
according to Tom Crosson of SunTrust.

Levi Strauss Matching Funds

Through its Red Tab Foundation, the apparel brand Levi Strauss & Co. gives hourly
employees up to $240 in matching funds over a six-month period when they make qualifying
contributions to a savings account. If they save enough for all six months to qualify for the
full match, they get a $20 bonus and end up with a $500 savings account.

Prudential Retirement-Plan Feature

The financial services firm Prudential began offering a feature within its workplace
retirement plans that allows employees to divert part of their paycheck toward a savings
account. “A small additional contribution each pay period may help build a financial cushion
and reduce the effects of 401(k) plan withdrawals and loans that may cut into employees’
retirement savings and increase workforce costs for employers,” Phil Waldeck, president of
Prudential Retirement, said in a statement announcing the program in 2018.

Senate Bill
A bipartisan bill introduced earlier this year in the Senate would go a step further, allowing
employers to set up emergency savings vehicles funded by automatic payroll deductions.
Under the “Strengthening Financial Security Through Short-Term Savings Accounts Act of
2019,” workers would have to opt out if they chose not to participate.

ROLE OF FUNDS MOBILISATION IN AN EMERGENCY

CARE’s ability to respond to an emergency is directly linked to its ability to raise funds.
Efforts should be made as quickly as possible to raise an amount of funds proportionate to the
humanitarian response required. In most cases, there will be significantly less available funds
than the level of humanitarian need, so CARE should pursue all possible funding sources to
bridge the gap between funding and humanitarian needs. In other very large or high-profile
cases, however, as seen in the South-East Asian tsunami, there may be an oversupply of
funds. CARE should always develop a careful strategy to ensure that the level of funds
accepted is consistent with an accountable and proportionate response to the humanitarian
needs, and that there is sufficient flexibility in appeals to allow reprogramming as the
situation may require.

Position Key responsibilities

Provide analysis of the level of humanitarian need, and make
Assessment team
recommendations about level and nature of CARE’s
response.
Prepare high-quality and timely funding proposals to mobilise sufficient
Proposal Writer
resources for the response.
Programme Coordinate all programme development and design activities, ensure
Coordinator/ACD alignment of proposals with strategy, and
Programme Support the Country Director or Team Leader with coordination of donor
and CARE Member relations.
Maintain overall responsibility for setting fundraising targets (in
Country Director/team
coordination with the CCG), managing emergency
leader
Strategy and fundraising strategy and donor relations to guarantee the
financial viability of the response.
Assist with preparing budgets and approve all budgets prior to submission,
Finance Department
ensuring that adequate recoveries
are included.

THE EMERGENCY FUND SPECIAL INITIATIVE

Objectives of the general emergency fund:-
Emergency situations have severe local and regional consequences on health in general,
Including on HIV/AIDS, tuberculosis and malaria. The Emergency Fund seeks to provide
quick access to funds and greater flexibility to enable the Global Fund to fight the three
diseases in certain emergency situations. The purpose of the Emergency Fund is to support
the provision and continuity of essential prevention and treatment services for HIV/AIDS,
tuberculosis, and malaria during emergency situations that cannot be funded simply through
the reprogramming of existing grants.
During emergency situations, the response to the three diseases is affected in several
ways:-
In such cases, Team may work to reprogram existing Global Fund grants to prevent gaps or
disruptions to treatment and service delivery. In some cases, however, this may not be
possible especially when the emergency involves cross-border displacement, or where the
reprogramming process would be lengthy due for example to the need to identify savings or
redirect resources. Furthermore, normal humanitarian channels may take too long to mobilize
and may not possess the resources required to prioritize the three diseases. In these cases,
additional funds from the Emergency Fund may be necessary.
Features of the Emergency Fund
The Emergency Fund will be used to support the provision and continuation of essential
prevention and treatment services during emergency situations. The Emergency Fund is
administered by the Global Fund Secretariat and has a separate application process.
Eligible Countries
To access funding from the Emergency Fund, the country must be facing a Level 2 or 3
emergency, as classified by the Inter-Agency Standing Committee (IASC)2 or a WHO
classified Grade 2 or 3 emergency3 , For such countries, the Global Fund eligibility policy
will be applied in such a way that as long as the targeted populations in the country where
they originally resided are eligible to receive Global Fund financing, the Emergency Fund
can be accessed. This includes the case where targeted populations, due to the emergency
situation, may have migrated or otherwise been displaced from an eligible country to a
country that is ineligible t0 receive Global Fund funding (e.g. Syrian refugees in ‘ineligible’
neighbouring countries like Lebanon, Jordan and Turkey).
● The UN uses the Inter-Agency Standing Committee (IASC) emergency
classifications.
● The grading is announced officially throughout WHO from the Regional Director in
Grade 2 and the Director General in Grade 3.
Managing Emergency Fund Grants
1. When the Emergency Fund support is used as incremental funding to an existing grant,
this is managed in the same way as the standard grant with some flexibilities to ensure
that the emergency support is implemented in a rapid manner.
2. Funding Decision and Disbursements: In most cases, the emergency funding will
be committed to the grant through a supplementary funding decision (unless the approval
of the emergency funding coincides with a scheduled annual funding decision). Emergency
funding may be disbursed once if there are not enough cash balance with the PR to cover
the emergency response.
3. Progress Reporting: Activities funded through the Emergency Fund are reported under
the Progress Update/Disbursement Request (PU/DR), along with the rest of the existing
grant activities. The Local Fund Agent (LFA) may verify emergency activities and related
expenditures as part of their verification of other activities and results reported in the
PU/DR.
4. Reprogramming: Budgetary and programmatic changes related to Emergency Fund
financing will be processed following Global Fund standard process (with allowable
tailoring).
5. Grant Closure: The closure of the components financed under the Emergency Fund will
happen as part of the closure of the existing grant using the relevant closure approach.
However, if there are unspent funds from the emergency financing amounting to US$ 1
million or 20% of the approved emergency funding amount, such unspent funds should be
returned to the Emergency Fund pool.

REFRENCES:-

1. Goetzmann, William N.; Rouwenhorst, K. Geert (2005). The Origins of Value: The
Financial Innovations that Created Modern Capital Markets. (Oxford University
Press, ISBN 978-0195175714))

2. ^ K. Geert Rouwenhorst (December 12, 2004), "The Origins of Mutual Funds" Yale
ICF Working Paper No. 04-48.

3. ^ Fink, Matthew P. (2008). The Rise of Mutual Funds. Oxford University Press.

4. ^ Jump up to:a b c Pozen, Robert; Hamacher, Theresa (2015). The Fund Industry:
How Your Money is Managed. Hoboken, New Jersey: Wiley. pp. 8–
14. ISBN 9781118929940.

5. Gomolka, Johannes (2007): Die zwei Gesichter der deutschen Fondsbranche. Cut-
Off-Zeit und Zeitzonenarbitrage, publisher: IBIDEM, Hannover, 158 pages

6. ^ Jump up to:a b c d e f g h i "2019 Investment Company Factbook". Investment

Company Institute. 2019.

7. "26 U.S. Code §& 851 – Definition of regulated investment company" . Legal
Information Institute. Cornell Law School

8. "SEC.gov | The Laws That Govern the Securities Industry". www.sec.gov.

Retrieved 2018-01-20.

9. "Canadian Securities Administrator: Overview".

10. "Investment products | Securities and Futures Commission". "Financial Supervisory

Commission". "2017 Investment Company Factbook". Investment Company Institute.

11. ^ "Final Rule: Registration Form Used by Open-End Management Investment

Companies: Sample Form and instructions". U.S. Securities and Exchange
Commission (SEC). March 23, 1998.