MSF-OCA-Closing-Mission-Manual (2021)

MSF OCA
2021 Closing Mission

(and Projects)
Manual
CLOSING MISSION (AND PROJECTS)
MANUAL
First edition, 2002

Fourth edition, 2021
Published by Médecins Sans Frontières

/ Doctors Without Borders – Operational
Centre Amsterdam
Plantage Middenlaan 14, 1018 DD Amsterdam,
The Netherlands
Main authors
Michael Bader, Tim Baerwaldt, Robert Onus,
Begench Dzhumageldyev
English text reviewed

Rosalyn Smith
Approved by
Akke Boere, Director of Operations
Date approved
4 March 2021
Cover photo
Thomas Compigne/MSF
Design and layout

Montse Lapuyade
Copyright © 2021 by Médecins Sans Frontières

OCA
Any part of this document may be copied,

reproduced or adapted to meet humanitarian
needs, without the permission of the
copyright owner, provided the source is fully
acknowledged: Closing Mission (and Projects)
Manual, 2021, Médecins Sans Frontières –
Operational Centre Amsterdam.
For questions and comments contact:

Operations department, Médecins Sans
Frontières Operational Centre Amsterdam,
Plantage Middenlaan 14, 1018 DD,
Amsterdam, the Netherlands,
[email protected]
Dedicated to Kostas Dombros
Kostas was the Operations Manager for

MSF OCA’s ‘Closing portfolio’.
He was responsible for closing the Sierra
Leone, Liberia and Angola missions.
Kostas died suddenly on 18 October 2007.
4 MSF OCA
Contents
6 Abbreviations
9 1. Introduction
13 2. Deciding to close
19 3. Managing the closure process
21 Memorandum of Understanding — Project/Mission handover
23 4. Security
27 Security Checklist Project — Mission Closure
29 5. Handover or termination of medical activities
35 6. Communication related to the closure process
36 6.1 Private Communications with Stakeholders
39 Closure communications (internal and public) checklist
42 6.2 Public Communications & Advocacy
45 7. Staff management
49 Checklist Human Resources Management
53 8. Logistics and Materials
54 8.1 Consumables and non-consumables
56 8.2 Last orders to APU
56 8.3 Donations
60 8.4 Selling
61 8.5 Vehicles
61 Imported vehicles
64 Locally purchased vehicles
64 8.6 Communication equipment
66 8.7 IT equipment
67 8.8 Drugs and chemicals
68 8.9 Returning goods to Amsterdam
69 Returning goods by means of hand luggage to Amsterdam
70 Returning goods by means of air, sea or road
71 Checklist Logistics at Mission Closure
CLOSING MISSION (AND PROJECTS) MANUAL 5
73 9. Finance
77 Closure Checklist Finance
79 10. Contracts and services
81 11. Information management
82 Part 1: Document Retention
84 Part 2: Creating a Mission Memory
85 12. Reporting
91 Annexes
92 Annex 1. Communication Plan
100 Annex 2. Template Risk Analysis Project — Mission Closure
102 Annex 3. Mission Closure: Legal and Administrative Activities Checklist
110 Annex 4. Managing satellite communication equipment and services
when closing a mission
112 Annex 5. Information Management — Document Retention
117 Annex 6. SOP Decommissioning Instance (UniField)
122 Annex 7. Template — Final Closure Report
6 MSF OCA
Abbreviations
AAF Accounting Administrators Field
APU Amsterdam Procurement Unit (Logistics)
ARV Antiretroviral
CA Communications Advisor
CMT Country Management Team
FCA Field Communications Advisor
FCO Field Communications Officer
FFA Field Finance Advisor
FSA Field Security Advisor
FSU Field Support Unit (Logistics)
GDP Good Distribution Practice
GDPR General Data Protection Regulation
HA Health Advisor
HAA Humanitarian Affairs Advisor
HIV/AIDS Human Immunodeficiency Virus/Acquired Immune

Deficiency Syndrome
HoM Head of Mission
HQ Headquarters
HR Human Resource(s)
HRCo Human Resource Coordinator

ICT Information and Communication Technology
IOU 'I Owe You' (signed statement acknowledging debt)
(MDR)TB (Multi-Drug Resistant) Tuberculosis
MedCo Medical Coordinator
MoH Ministry of Health
MoU Memorandum of Understanding
MSF Médecins Sans Frontières
MT Management Team
NAS Network Attached Storage
NGO Non-Governmental Organisation
OCA Operational Centre Amsterdam
OA Operations Advisor
OM Operations Manager
OO Operations Officer
OPO Operational Procurement Officer (APU)
OPS Platform Operations Platform
OST Operations Support Team
PC Project Coordinator
PHD Public Health Department
SHU Staff Health Unit

1.
1. Introduction
INTRODUCTION
10 MSF OCA
This document is an update of the 2009 edition of the Closing Mission

Manual. It is primarily intended for those in a coordination role in the
field, as well as for headquarters staff involved (e.g. members of the
Operations Support Teams, OST). It assumes a thorough understanding
of MSF's values and practices, and has been written from the
perspective of OCA. Where there is mentioning of 'headquarters', this
refers to our offices in Amsterdam or Berlin. The words 'exit', 'closure'
and 'departure' are used as synonyms.
References to several documents including tools and closure examples

are provided. All referenced files form part of the repository ‘Closing
Mission Manual’ hosted on OCA SharePoint site. For additional
information, approach the relevant desk or focal person at headquarters.
The quotes in the document contain tips from MSF staff involved in
closing missions over the years.
This manual focuses on planned closures, including situations where

closures are planned under less than ideal circumstances or with only a
short notice period. The advice contained within will need to be adapted
to the particular circumstances of a given closure.
MSF OCA's presence in a given context is by definition limited in time.

If we do not prepare and implement a responsible exit from projects
and missions, it is likely that access to healthcare or medicines will be
negatively affected after our departure. Even if no functioning local
health services are left when we leave, it is our responsibility to ensure
that the process of leaving patients, host communities, staff and other
stakeholders is conducted in a transparent, respectful and accountable
manner. This also facilitates a potential re-entry into the area in the
future. Closures should therefore be prioritised in terms of planning,
management and support; and requirements differ from those for
ongoing missions and projects.
1. Introduction
A closure is 40 percent community
engagement, 40 percent HR/Legal/Admin
and 20 percent everything else.″
Whereas actual processes and timeframes vary, the key objectives

of any closure are:
• The responsible termination, hand over or phase out of medical

activities as feasible under the circumstances;
• The mitigation of security risks;
• The mitigation of legal risks;
• Avoid damage to MSF’s name and reputation;
• Appropriate donation or safe return of our assets;
• Documentation of the mission’s closure process and history for
accountability, institutional memory and facilitation of potential
future interventions;
• To maintain the option to restart an intervention by OCA or other
MSF sections, if possible.
2.
DECIDING TO
2. Deciding
to close
CLOSE
14 MSF OCA
The decision to close a mission is often controversial for despite our good
intentions, there is often the fear of reduced access to healthcare or even
the collapse of what we have achieved. The choice to disengage from
a location is, and should be, difficult. Therefore, a thorough reflection
process involving field and headquarters must precede such a decision,
whenever possible. Ideally, project design includes an exit plan with clear
indicators. Unfortunately, this is often not the case. While we should
allow for sufficient time for debating, it is equally important not to delay
decision-making unnecessarily. It is rare that full consensus for such
choices is found, yet prolonged uncertainty of a mission’s future will
create rumours among the community and discontent among teams.
Likewise, it is important to maintain consistency after decision-making,
and only defer from the set plan if certain and pre-defined circumstances
or indicators change along the way.
Closure of a mission needs to be approached

in a positive way. The decisions taken and quality
of closure will very likely have an impact on the
provision of services for affected populations in the
short- medium- and potentially also long-term.″
If other MSF sections are present, see whether projects can be taken
over by them. Although this might seem an easier option, the process
should be prepared and implemented with the same scrutiny as it would
otherwise: the various considerations, tips and concerns presented in this
document are still applicable. Do not assume a seamless transition from
one section to another.
The decision to exit and close a project or mission must be approved

by the director of operations usually via the Operations Platform.
The responsibility for the overall exit process lies with the Operations
Manager (OM) and the Head of Mission (HoM). The Medical Coordinator
(MedCo) and Health Advisor (HA) take the lead in developing and
implementing the medical exit strategy. A field visit by the OM and HA
for closure discussions and planning is recommended.
Deadlines should appear ‘hard’ externally

but internally you need to be ready to adjust
the timeline (and have the funds to do so).″
2. Deciding
to close
Once the decision to close has been taken, the mission and desk must
agree on a strategy: what do we want to achieve before and during the
exit, taking into account our post-departure vision, and what objectives
and indicators do we want to link to it? The strategy should include
targets and a timeline for the whole process including the preparations
for the actual handover. The 'do no harm' principle is a key consideration
in the exit strategy to prevent avoidable damage to the existing formal or
informal healthcare system after we have left. Involvement of all relevant
departments both within the mission and in headquarters is necessary.
If desired, the output of the strategic discussions can be reflected
in a ‘handover dashboard’: a tool designed to monitor, review and, if
necessary, adapt the process and progress of the exit and handover.
An example can be found in the MSF UK Guide: ‘Making an Exit’.
From historical experience, below are some key pieces of practical advice
in the overall planning of a closure:
1. Consider forming a small in-mission working group (maximum

six people) to develop the exit strategy including strategic objectives,
work-plan and timelines. It should be a balanced mixture of MSF
staff (coordination and project level, medical and non-medical)
and can include representatives from our partners (e.g. Ministry of
Health, other organisations).
2. A similar body (or 'committee') should be responsible for designing

an action plan to achieve the objectives of the handover strategy
at the project level. Like the working group, ideally it is composed of
selected representatives from MSF and external partners. Its role
is to follow up on the exit strategy, ensure accountability, monitor the
progress and propose adaptations to the strategy if circumstances
require.
16 MSF OCA
3. Discuss and agree upon the standard of care we would like to see as
an outcome of the exit: what would we like to see happening in terms
of access to healthcare after we have left? We might want to define
a ‘good enough’ quality to aim for, which does not necessarily imply
low quality. It is wise to consider existing country health services &
protocols as well as long-term availability of drugs and other relevant
medical supplies. It is important to be realistic about the resources
that will be available after we have left and to facilitate a smoother
transition from higher-resource/higher-cost to lower-resource/
lower-cost activities that will result in better outcomes for patients.
4. Discuss and agree upon specific objectives and indicators related

to the process of closure. This relates to planning for handing over
or termination of project activities, and may include rehabilitation of
infrastructure, training, and distribution of items to the community.
5. Any action plan or ‘handover dashboard’ should be a ‘living

document': it should be reviewed on a frequent basis and adjusted
as required.
6. A focal person for the whole closure on various levels is helpful.

In the field, this is a requirement, and depending on the context,
often the Head of Mission and/or Project Coordinator(s) are
appointed. For headquarters, this may be the Operations Officer,
Operations Advisor or another member of the OST.
7. Do not forget to check the need to adapt the current project

proposals/narratives (objectives and resources). Be aware that
generally speaking, in the case of a planned closure, experience
shows that budgets tend to go up rather than down, largely due
to the costs related to termination of staff contracts.
8. Verify whether existing agreements — like any Memorandum

of Understanding and donor contracts — need to be amended.
This may also be a legal requirement. Specific arrangements with
the Ministry of Health or other handover partners can be described
in a separate closure or handover MoU, which also allows for new
arrangements to be formally acknowledged. Clearly indicate the
time and nature of the transfer of responsibilities and obligations.
9. If possible, it is best to keep our registration valid. This can

be valuable to facilitate future activities, including unplanned
emergency interventions.
2. Deciding
to close
10. It is difficult to recruit staff for short periods covering a closure.
For continuity and consistency, it is good practice to ensure at least
a number of the existing Country Management Team (CMT)
members remain during the whole exit process. They will know the
mission's recent history, which is valuable during the closure process.
11. A project closure will generally take a minimum of four months,

often longer. Shutting down a coordination office requires at least
a month after closure of the last project site. Allow for buffer space
for delays in identifying handover partners and in the transfer of
medical activities. Closure of emergency missions is generally
quicker, especially if there is an existing mission in the country who
can support the process.
12. External factors may affect the planning: e.g. rainy season, seasonal
hunger gaps and epidemics, and donor requirements for MSF or for
handover partners.
13. Despite our good intentions, in some cases security concerns may
call for a 'quick & dirty' exit, for example in settings where community
acceptance and support of local authorities are weak. Even in these
cases, good community engagement is vital for the security and
safety of MSF staff, including those who will continue to live among
the community.
Closing of a project or mission is complex and

external relationships are everything. The workload
for the PC/HoM will increase exponentially. Ensure
good support, e.g. adding an extra deputy who can
deal with the day-to-day stuff.″
18 MSF OCA
In Colombia, the mission decided to end field/medical activities

two months before the planned final close, this gave one
month ‘contingency’ for the medical teams to follow up and for
emergency or unplanned activities, and one month for logistics/
admin to shut down the project. This timing worked well. The
absence of a medical team in the last month gave logistics a clear
space to end the project.
FURTHER INFORMATION:
Making an exit: advice on successful handover of MSF projects, Programmes
Unit, MSF UK 2011. This publication includes, amongst others, practical
steps to come to a strategy and dashboard.1
1 A copy of the guide Making an Exit is in the Closing Mission Manual repository.
3.
MANAGING
THE CLOSURE
3. Managing the
closure process
PROCESS
20 MSF OCA
The context, complexity of our programmes, and the quality of the

mission’s infrastructure2 determine which closure aspects require
the most attention and effort. When developing the closure strategy,
a clear-eyed assessment of the state of the mission, including where
the key weaknesses are, is essential. If weaknesses in the project or
mission are known (e.g. a history of overstocks, court cases with ex-staff,
poor community relations, unregistered communication equipment)
you will want to prioritise these areas in your planning to ward off
later complications. In practice, the biggest challenges often relate to
community acceptance, ensuring an adequate continuity of care for
patients, and the termination of staff contracts.
Because of their interdependency, the delay of one activity will almost

certainly affect another. Close monitoring of the progress made against
plans, as well as effective internal and external communication about
changes, is vital to ensure adequate management of the process.
The further a closure process is advanced, the less flexible it becomes.
Planning
Coordination of Mission Closure
Communications Information
Security
Strategy Management
Human
Finance Logistics Projects
Resources
2 Network and contacts, administration and compliance, HR management, logistics and supply.
We tend to be very cagey about sharing

information, even though transparency in
these circumstances is very much in our
best interest; even when that means that we
communicate that we have no answers to
certain questions either.″
3. Managing the
closure process
Finally, the importance of communication related to the closure process
should be emphasised. Generally speaking, from the moment the
decision to close has been taken, all stakeholders involved or affected
by our exit should be kept informed, even when there is no news.
MEMORANDUM OF UNDERSTANDING —
PROJECT/MISSION HANDOVER
In some cases, it may be necessary to draft a specific handover MoU

with the primary handover partner to outline the agreements and
obligations linked to the closure. When drafting a Handover MoU, it is
crucial to consider the content of any previous or current MoUs. The
following issues should be addressed in the Handover MoU:
1. The nature of responsibilities to be transferred from MSF to the

other party, and some clear dates as to when those responsibilities
are to be transferred. Responsibility for the welfare of beneficiaries,
supervision of staff and management of a facility at any given time
must be made clear. We need to be sure that, from a certain date, we
are no longer responsible for what occurs.
2. It may be useful to set out any specific regulatory obligations
(determined by relevant local legislation) being assumed by the party
taking over the project — including reporting requirements to apply
for licences and permits. This should be included if only to bring
these regulatory obligations to the other party’s notice and thus
reduce the possibilities of problems occurring with the authorities
after we leave (for which we may then be blamed).
3. The terms on which any assets are being transferred.
22 MSF OCA
Matters that should NOT be addressed:
1. References to any arrangements for the re-employment of current

MSF or MoH staff. The first instinct is to try to get some sort of
assurance in the Handover MoU that the organisation taking over
will do its utmost to re-employ MSF staff who are made redundant.
However, putting such provisions in a MoU only serves to muddy
the waters regarding MSF’s responsibilities to ex-staff and are best
avoided.
2. Arrangements for assignments or transfers of contracts (in
particular, property leases). In all cases, the preferred option is to
terminate whatever contracts MSF has and leave the handover
partner to negotiate new ones. Attempts to assign or transfer
contractual obligations nearly always leave some residual legal risk
with the assignor (in this case MSF) unless the necessary documents
are well drafted by a good lawyer.
• ‘Office Closure’, 2013, by the Global Interagency Security Forum
(formerly EISF) in the Closing Mission Manual repository.
• See also the ‘Mission Closure: Legal and Administrative Activities
Checklist’ in the annexes and the repository of the Closing Mission Manual.
4.
SECURITY
4. Security
24 MSF OCA
The safety and security of our teams is heavily influenced by MSF’s

medical impact. A decision to cease activities may have a big impact on
the wider community and thus also on our security. Furthermore, the
economic stability of staff is suddenly in question, and unemployment
may be the prospect for many or even all. 'Acceptance', the cornerstone
of our security management, may decrease substantially or even
evaporate once word is out that MSF will leave, and potential security-
related consequences such as (petty) theft, sabotage, robbery, looting,
threats or violence against staff and even kidnap must be anticipated.
The recommended way to identify these threats is to perform a risk

assessment3 for the closure scenario. This analysis helps identify and
define threats during the closure process. Once the risks are identified,
it will allow the project teams to identify measures to reduce them.
The risk assessment should be a team effort, involving all sub-groups

in the team. The logistics department may want to make a specific
effort to detail the security challenges linked to assets, and the
possible mitigation measures on the protection components of security
management. For the compilation of this 'closure risk-assessment' the
following aspects must be distinguished:
1. The social impact the decision will have (and what can be done to
mitigate its effects):
• Medical consequences: Which services will cease to exist? What

quality may be reducing? Are certain sections of the community
going to suffer these consequences more than others and what
alternatives does MSF envisage to put in place?
• Socio-economic consequences: Will certain staff groups suffer
(more than others) from the decision, and what does MSF plan
to mitigate the impact? What about external stakeholders with
a socio-economic relationship to MSF such as local suppliers, or
stakeholders who have a financial stake in MSF's presence (for
example private hospitals, pharmacies, local leaders or conflict
actors)?
3 See the ‘Security Checklist Project — Mission Closure’ below and ‘Template Risk Analysis
Project — Mission Closure’ in the annexes.
Your risks will very quickly change

dramatically for very obvious reasons.
The same for your options for mitigation
and contingency measures.″
2. The protection aspects of MSF staff and property which will be
4. Security
impacted. The 'closure risk-assessment' will allow us to identify
the need to adjust the security protocols and standard procedures
accordingly. Consider possible actions such as:
• Enhanced compound security including restricted access to

offices, warehouses, and pharmacies;
• Adaptations to movements such as regularity, routes and timing in
accordance with identified risks;
• Adaptations to use of MSF identification on vehicles and buildings
as necessary;
• Inventory of all assets and consumables (especially fuel) ideally
before the closure announcement;
• Enhanced control of consumption of drugs, office materials, and
stocks in general;
• Enhanced control of items that carry an MSF logo especially
shirts, flags, stickers, receipt books, MSF stamps, and MSF letter-
headed paper;
• Enhanced data protection (medical, organisational and staff data);
• Removal of non-essential assets;
• Keeping private valuables in safes or locked suitcases;
• Early communication on items to be donated to community and
handover partner(s).
26 MSF OCA
MSF OCA responded to Cyclone Idai in Mozambique and the

subsequent cholera outbreak with a short six-week intervention.
After deciding to close the intervention, all the oral rehydration
points were dismantled. However, during the night, a faecal sludge
tank was dug up from ground and stolen. Due to the risks this
posed to the community, and potentially to MSF staff security, the
mission directly informed the MoH and expanded consultations
with community leaders to inform them of the risks and to search
for a solution. The medical team also enhanced monitoring of
cholera cases in the surrounding area.
Prior to the closure of the Turkmenistan mission, MSF decided

to publish the report ‘Turkmenistan’s Opaque Health System’,
describing the country’s failed healthcare, where MSF was
the only international NGO present. Anticipating the potential
repercussions from the government to the Turkmen MSF staff
and incentivised MoH employees, MSF decided to terminate all
national and incentive contracts six months before publishing the
report. After the report was published, MSF's registration was
cancelled by the government.
The Field Security Advisor and the FSU Applied Security Referent can
provide specific support during closure in coordination with the OM.
See ‘Template Risk Analysis Project — Mission Closure’ in the annexes.
SECURITY CHECKLIST PROJECT — MISSION CLOSURE
Action Cross reference
Review Security Plan and conduct updated risk Template Risk Analysis Project
assessment: — Mission Closure.4
• Assess whether previous risk analyses are still valid
or need to be updated.
• The risk analysis should consider:
› Risks arising due to the closure.
› Risks arising as part of the closure operations.
› Risks which existed prior to the decision to close
4. Security
the office.
• Design mitigating measures and contingency plans.
• Design communications strategy with key
stakeholders.
Staff security:
• Consider relocating all non-local staff to alternative
accommodation if they become isolated or more
vulnerable.
• Update staff movement lists with key stakeholders.
• Consider reducing to essential only staff or staff who
are lower risk from potential threats.
• Schedule meetings and relationship building with
relevant stakeholders.
Monitoring for return:

• Identify indicators for safe return.
• Establish a means of communication with former staff.
• Maintain an updated contact list that includes a
network of key contacts in the area.
4 See the ‘Template Risk Analysis Project — Mission Closure’ in the annexes and the repository
of the Closing Mission Manual.
5.
HANDOVER OR
TERMINATION
OF MEDICAL
ACTIVITIES
5. Handover or
termination
30 MSF OCA
Almost always, medical needs will persist after our departure, and simply
terminating the services poses a dilemma. Investing a reasonable amount
of effort and time to identify another actor that can continue medical
care, at least partially, is a moral obligation. If there is a choice between
handover partners, this is usually between the Ministry of Health,
another MSF section or other NGOs. When the latter take over, we can
assume a certain level of motivation that generally facilitates a relatively
smooth handover process and continuation of services, although donor
dependency can lead to delays due to lack of funding. The MoH, on the
other hand, is legally mandated to provide healthcare to the population
but may be constrained by political will, local resource availability, and
competing demands on finite resources. In this environment, there may
be a lower motivation to continue some programmes that are not a
priority.
The handover of medical activities and responsibilities is very case-

specific and little general guidance can be provided. Planning and
implementation of the medical handover falls under the responsibility
of the MedCo, with strong support by the Health Advisor and specialists
as applicable. Some general observations:
1. Training and capacity building for local health workers may

become a high priority during preparations for handover. A specific
training and supervision programme can be designed but be realistic
about what you can achieve: evidence for training improving the
quality of care in the absence of ongoing supervision and support is
poor.
2. Quality of care during the handover process: there is inherent

tension between a gradual handover of responsibility to local actors
and maintaining our practices and standards, e.g. related to quality
and user fees. As long as MSF is present, we have a responsibility
to provide a high level of care to our patients. Handover does not
change this, but we may need to adapt how this is achieved. It will
require discussion with and within the medical team to determine
the best approach.
3. Minimum standards of care: the question about quality of

healthcare after exit is an important one. Strictly speaking, there
are no absolutes, as organisationally we must continually balance
competing needs and resources. Discussing the expected outcome
of the exit ('how would we envisage the delivery of healthcare after
we have closed') is helpful to set realistic objectives to responsibly
leave functional services behind. Establishing continued access to
certain key services, such as access to anti-malaria medications or
emergency obstetric care, may become key handover objectives of
the exit strategy. However, sometimes circumstances do not allow
for a gradual phase-out, in which case it is important to attempt to
deliver the best possible outcome under the given situation.
4. User fees and cost recovery: in principle, we do not charge user
5. Handover or
termination
fees to any of our patients. This is not a political statement about
universal free access to healthcare, but rather an acknowledgement
that in the settings where we work, fees can be a significant barrier
to care. As such, we should try to ensure that our handover partner
does not impose fees either. Usually this comes with targeted
lobby activities and tough negotiations with stakeholders on local,
national and even international (e.g. donors) levels. While we should
try our best to achieve access to free healthcare, we often have to
accept (re)introduction of user fees after phasing out. However, we
should not agree to charges for any service or medicine while we
are still responsible for care. Similarly, we only donate drugs and
medical supplies as part of a handover package on the condition
that they are free to the patient. Including this latter point in public
communications increases transparency and accountability and can
be instrumental in having this provision respected.
5. Pace of handing over: many projects have successfully handed

over their programmes in stages. The rationale is that this allows
the partner time to start activities while we are still around for any
required support. It should be made clear from the onset what
support MSF will provide, under what circumstances and under what
conditions: the moment ARV drugs run out, is not the right time to
consider whether and how to step back in. We also may want to
publicly communicate when we will be leaving, as otherwise there
might be little or at least less incentive for the partner to assume
responsibilities.
32 MSF OCA
6. HIV patients pose a particular dilemma for teams. While we are

clear that when starting HIV treatment we cannot provide life-long
care, we still have an obligation to try and find solutions for our
patients. The HIV/AIDS Handover Document from the AIDS working
group provides guidance on how to deal with this and what to do if
a partner is not identified.
7. TB and kala azar patients on longer term treatment regimens need

specific planning. Once we start patients on drugs, our obligation is
to ensure they can safely finish treatment. This might mean staying
for completion of the treatment and stopping new admissions at
some point, if we cannot find reliable handover partners. In case
there is no handover partner, we should still make efforts to refer/
transfer very sick patients to a referral facility after we have stopped
new admissions.
Creative solutions may be required to ensure treatment completion

for MDRTB and kala azar patients. For example, home-care
solutions with oral treatment may be possible for non-severe kala
azar patients. For MDRTB, MSF put efforts into strengthening the
capacity of national TB programmes in Swaziland and Zimbabwe, to
ensure treatment continuation after MSF’s departure. MSF provided
donations to ensure patients under our care completed treatment
prior to final handover.
8. National staff health: the duration of health coverage for national

staff requiring long term medical care should be detailed in the
mission’s national staff health policy. Our general suggestion is that
we provide a year's supply in case there are no other options for free
treatment provision. The HIV/AIDS handover document from the
AIDS working group provides details for this particular patient group.
9. Patient files and data: storage and ownership of medical records

is governed by national policy and we should confirm the legal
requirements with the Ministry of Health well in advance. This may
overrule the following general guidance:
• Active patient files and data should be transferred to the

handover partner after consent from the patients; those who do
not consent can be handed their file for safe-keeping and transfer
to a provider of their choice.
• Where MSF is working in MoH structures, files are often

considered MoH property and stay where they are. This should be
articulated in the original MoU. Exceptions are files with sensitive
material (e.g. mental health) which should be dealt with carefully
to ensure no patient is put at risk after MSF leaves. Mental Health
and other appropriate advisors should be consulted.
• Sexual violence certificates are sent to Amsterdam. Case

histories along with registration books that include names
generally should be securely destroyed.
• Medical data should be transferred to the medical desk in HQ.

The details of what data should be transferred, and how, should
be discussed with the Health Advisor.
5. Handover or
termination
• Medical data linked to operational research has specific
requirements and should be discussed between the MedCo and
the Health Advisor for each specific case.
HIV/AIDS Handover Document from the AIDS working group.5
5 See the document ‘HIV programmes in resource limited settings — Handover and exit
strategies_2007_EN’ in the Closing Mission Manual repository.
6.
COMMUNICATION
RELATED TO
THE CLOSURE
PROCESS
Communication
6.
36 MSF OCA
6.1 PRIVATE COMMUNICATIONS WITH STAKEHOLDERS
Clear communication is critical. It is also important to make the

distinction between internal communications to staff and other
stakeholders (e.g. through meetings) and external communications such
as public statements and interviews.
Internal communications may quickly become external through leaks

or conversations among staff. It is essential to be prepared for this.
Exit plans must be well communicated in good time, to relevant

stakeholders, including staff, patients and the wider community.
There are very few reasons not to be transparent about the closure of
a mission or project from the outset (serious security concerns may be
among those). Exceptions to this rule should be explicitly justified and
agreed upon by the Operations Manager.
There is no question that our departure is often bad news. Although it

is natural to try to ‘soften’ the news, honesty is key. While it is difficult
to communicate tough messages, the alternatives are worse. Blurred
or mixed messages and lack of clarity about plans will quickly lead to
misinformation and rumours. This inevitably leads to disappointment
and distrust.
In my experience from Swaziland, timing of

handover of an HIV programme is key. You need at
least one year, if not more, to allow sufficient time
to plan the process with the partner, usually MoH,
or to look for other handover partners (NGOs).
Working with MoH at all levels early in the
process and, where possible, handing over certain
components such as first line ARV treatment while
MSF is still present can help facilitate the process.″
Practical advice:
1. Allocate sufficient time to explain to key stakeholders the why, when

and how of the closure. It can be useful to map out all stakeholders
at the start of the closure process. In the field, MSF staff, MoH
incentivised staff, authorities (health and others as applicable),
patients and community members, other MSF sections and (I)NGOs,
donors and any other actors identified through stakeholder analysis
should be informed, as well as relevant departments in headquarters.
2. Inform any continuing missions or projects (OCA and other OCs)

within the country from the outset. They may otherwise hear
rumours via staff, and this will erode trust.
3. Recognise that there are many different methods to communicate

with stakeholders: in person individually or in groups, by phone,
letter, email or public communications. Each stakeholder group will
Communication
require an adapted approach. For certain stakeholders and/or for
6.
specific information or decisions, it is may be easier or required to
communicate formally by letter: think donors, embassies, authorities,
banks and other financial counterparts, social insurance office, etc.
4. Social media, now ubiquitous in many project locations, means that

news — including misinformation — travels much faster. This makes
the sequence and speed by which you inform key stakeholders
particularly important. You can ask for discretion, after informing
each group, to give you the opportunity to inform others before they
hear it through other means, but don’t rely on it. Expect that anything
you say to any group may become public information.
5. Given the potential for rumours and misinformation, in particular

(but not only) in light of social media, a strategy for public
communications (see section 6.2.) is critical and needs to be
planned from the beginning. Make sure messages are consistent
and be prepared to handle criticism. It is essential to involve field
communications staff (FCOs/FCMs) and the Communications
Advisor (CA) at HQ level from the beginning of your discussions, so
they can advise you on developing a strategy, including proactive
dissemination and reactive communications.
38 MSF OCA
6. Providing regular updates can keep stakeholders on board. Consider

inviting the PC or HoM for face-to-face meetings with a selected
group of stakeholders to substantiate key decisions and facilitate a
platform for questions. Prepare to be challenged while ensuring that
the occasion is not a space to re-discuss the decision to close itself.
7. Never raise expectations, let alone make promises, that you (MSF)
are not 'guaranteed' to be able to keep. This is true for almost all the
promises you can possibly think of. Be very, very careful because you
will most likely be gone by the time these promises will be expected
to materialise. This is going to be especially challenging when it
comes to staff you have been working with for a longer period of
time, as well as members of the community. It may lead to false hope
and, if promises do not materialise, to legal risks, security issues and
generally distrust and negativity towards MSF and your colleagues.
Throughout the process, we need to have regular

meetings with staff and other stakeholders in
which they can ask their questions; and be honest
in these meetings when we don’t have an answer
and then come back with an answer later on.
Also maintain FAQ lists so we come back with
consistent messaging every time and don’t give
different answers to the same question (unless
the answer really changed, but in that case also go
back to the original questioners and be clear about
why the answer changed).″
CLOSURE COMMUNICATIONS (INTERNAL AND PUBLIC) CHECKLIST
Action Who Supporting

documents
Planning and Preparation
Stakeholder analysis HoM/dep HoM/PC • Guide to Witnessing

• Identify stakeholders and conduct AM/HAO and Advocacy', MSF
analysis of what each one needs. FCM 2003.
• Identify methods of communication, • Check-in with HAA/
who is responsible for communicating, CA for additional
and the order in which you will inform documentation and
different actors. support.
• Research government requirements for
official notice of closure.
Identify strategy and develop tools HoM/dep HoM/PC • Intersectional

• Identify strategy, key messages, AM/HAO communications
Communication
objectives for different stakeholders, FCM guidelines are
available on the
6.
advocacy and media/social media
plans, as well as required materials for Comms Portal in
each stakeholder (e.g. handover pack, SharePoint.
Q&A, media outreach strategy, reactive • Field comms toolkit.
lines).
Risk analysis and security HoM/dep HoM/PC/

• Undertake risk assessment of messages security focal point
and methods of communication.
• Design and implement appropriate risk
mitigation actions.
Informing stakeholders
Staff HoM/dep HoM/PC/

• Appoint staff representative(s). HRCo
• Individual staff notifications.
• Inform staff external to the project /
mission.
• Inform other OCs.
Partners HoM/dep HoM/PC/

• Inform project partners, e.g. MoH, Medco/MTL
hospital directors.
• Appoint ‘point of contact’ for partner
organisations.
40 MSF OCA
Action Who Supporting

documents
Patients/community PC/HAO
• Appoint ‘point of contact’ for different Medco/MTL
community groups.
• Communicate the closure, allow space for
questions — set up feedback loops.
NGOs/UN, etc. HoM/dep HoM/PC

• Communicate closure in relevant fora.
Local and national authorities HoM/dep HoM/PC

• Follow verbal and written requirements for
closure with government.
• Communicate plans for closure and provide
regular updates.
Commercial partners/suppliers Relevant line

• Check obligations/contracts in case pending manager (LogCo,
obligations. FinCo, HRCo, PC,
HoM)
• Communicate closure as relevant.
Opposition authorities/armed groups HoM/dep HoM/PC

• Communicate plans for closure and provide
regular updates.
Donors/supporters/MSF network HoM

• Communicate closure decision. OM/OA
CA/HAA
• Establish reporting on closure activities.
Lessons learned
Informing stakeholders HoM/OM/OA

• Share communications lessons learned with
other projects/missions/OCs country and
other agencies.
The importance of local communications when closing the mission

was underlined in the Norte de Santander Project in Colombia
where the closure letter was not delivered to many key contacts in
March 2012, as planned. By June, rumours were circulating that
MSF was leaving ‘because a staff member had been kidnapped’,
which caused unnecessary stress and could have further impacted
staff security. This was corrected with visits from the coordination
team in July but highlighted how important it is to communicate
effectively.
Communication
• ‘In case there is no-one responsible for communications in the mission,
6.
check-in directly with the Communications Advisor (CA) at headquarters
for support.
• See the table ‘Communication Plan’ in the annexes and the repository of
the Closing Mission Manual.
• See the part 'Public Communications & Advocacy' in this document.
42 MSF OCA
6.2 PUBLIC COMMUNICATIONS & ADVOCACY
By default, MSF OCA will communicate about the closure of any project
to the wider public in a country or area of operation. Explaining our
departure to the communities we serve in a project location or country
is an essential component of our commitments to accountability
and transparency. A communications plan for closures that ensures
transparency and includes the preparation of responses to difficult
questions, negative media coverage or social media conversations,
is critical.
In addition to informing people in the country/mission affected,

we need to inform our supporters and the wider MSF movement.
A public communications strategy will involve both internal and external
communications (such as Q&A, a closure booklet, a statement/PR or
web story — often important for transparency to be available to post
on relevant MSF websites, and shared on social media).
A public statement/web article about the closure — for local use at

least — should be the default (unless there is a good reason for not
doing so, agreed with the OM). This is both for MSF’s own records and
to ensure our presence and handover/closure is on the public record.
Field humanitarian affairs staff should also provide input to ensure that
messages are consistent with advocacy strategies.
Although advocacy would usually take place during the active phase of
our presence, MSF's withdrawal often provides an opportunity to carry
out advocacy activities. Regardless of the reasons for closing, this must
be rooted in our witnessing and medical action. When exiting, there can
be a perceived need for advocacy specifically related to the closing
(e.g. lack of humanitarian space) or handover objectives (e.g. continuation
of access to care). But, be cautious here: it is important to remember
that when a mission closes, the inherent tension between carrying out
advocacy initiatives that confront parties with their failures and protecting
operations by maintaining a constructive working relationship with them,
ceases to exist. Thus, teams might be tempted to speak out much more
aggressively about issues MSF has witnessed during its intervention
than they did before. Depending on the context and history, this may be
justified. But beware the possible impact messages may have, including
on the continuity of care, safety of community members and former staff,
or on the feasibility of a future return of MSF to the area.
Finally, ensure that any sensitive or confidential information is dealt

with correctly; for example testimonies and information about key local
stakeholders. During closure, there is an increased risk of irresponsible
data management (hardcopies not properly destroyed, digital information
left on computers or other data carriers, etc.). See the section on file
management for more information.
• Publication 'A Guide to Witnessing and Advocacy', MSF 2003.6
• Check-in with the Humanitarian Affairs Advisor and Communications
Advisor for additional documentation and support with advocacy and
public communications including the related strategies or plans.
Communication
6.
6 A copy of the ‘HAD Guide to Witnessing and Advocacy 2003’ is in the repository of the Closing
Mission Manual.
7.
STAFF
MANAGEMENT
management
7. Staff
46 MSF OCA
Ensuring that teams maintain a positive spirit and motivation during

the closure process is as difficult as it is essential. The principles of
good staff management apply: leadership, communication, clarity,
transparency and empathy. When closing projects, particular attention
must be paid to communications. Stress-levels and team dynamics
require close monitoring. It is useful to proactively remind teams of
the availability of support via the Staff Health Unit (SHU).
The biggest issues we normally encounter

are not in logistics, medical or finance,
but in Human Resources. If this is not
managed well, the potential for very costly
and time-consuming misunderstandings
and conflict is huge.″
For international staff, the closure of a mission requires a balance

between staff with a good knowledge of the mission but also an
emotional attachment, and staff new to the mission who may have a
greater degree of objectivity. Staffing and skill requirements may change
as the closure phase progresses. Job descriptions, tasks, and objectives
should be reviewed, and changes considered if needed.
The management of national staff is a sensitive and usually challenging

aspect of the closure process. Many national staff have worked with
MSF for many years and are highly committed to our action and values.
They may be disappointed when MSF leaves and they may be unlikely
to find similar employment after MSF’s departure. Demotivation and
frustration are human and legitimate reactions, and management needs
to bear this in mind throughout the closure process.
As part of the broader focus on communication, an HR communication

plan should be agreed by the mission's management team. The objective
is to ensure that key messages are given to staff in a coordinated and
considerate way, so as to avoid unnecessary uncertainty or stress.
We tend to have high turnovers around closure

decisions, which is exactly when continuity is
most important. Try to hold on to your key staff
(both national and international).″
The process of laying-off staff must comply with national labour laws
and with the mission’s internal regulations, which are based on the
MSF Common Frame on National Staff Remuneration and Benefits.7
Key information for staff redundancies (such as required notice periods,
compensation, or continuity of medical coverage) are usually included
in the internal regulations, and clarification may be sought from a local
lawyer.
Beyond providing clarity on end of contract terms, preparations for a

closure may include support for staff in finding other work options (for
instance by giving advice on HR processes for expatriation, links to other
management
7. Staff
projects/MSF sections/NGOs, workshops on CVs and job applications).
Relatively small gestures at the end of someone’s tenure can have a big
impact on how they remember their time with the organisation.
What is feasible, relevant and appropriate will depend on the mission’s

context and timeline of closure. Avoid situations where certain
national staff are suddenly offered extra benefits because of personal
relationships; this is an abuse of power. Fairness and equality are key
in ensuring a positive closure for everyone.
7 See the document ‘110411 Common Frame FINAL’ in the Closing Mission Manual repository.
48 MSF OCA
Be generous. We are saying goodbye to staff

who often have worked incredibly hard for
many years in very challenging circumstances.
Rest assured that it is almost 100% certain that
we will at some stage come back to the same
setting (if not the exact location, then probably
close to it) and it pays to have staff who look
back happily on their time with MSF and will be
our ambassadors to the population instead of
being disgruntled about the miserly, minimalist
approach to their goodbye package.″
A social plan or duty of care package should be developed as a reference

document for staff, specifying the different HR benefits to be provided
and summarising applicable processes in brief. This social plan should
be shared by the HRCo with the HR Advisor for technical support and
verification. Before starting the redundancy process, it must be approved
by the OM. In many cases, the OM will also need to approve the costs of
compensating staff.
For incentivised staff, there is currently no overarching benefits

framework. Our responsibilities here are limited, and incentivised staff
will likely not face unemployment after MSF's departure. Thus, it is not
common practice to pay compensation or offer other benefits at the
end of a project or mission. However, situations can vary from country
to country. Any proposal to compensate incentivised staff should be
context specific, include references to MoUs or other written evidence,
be proportionate, discussed with the HR Advisor and approved by the
OM in advance.
CHECKLIST HUMAN RESOURCES MANAGEMENT
Task/Activity Relevant file

(on HRCO SharePoint site
‘Mission & project closure’)
Check with local lawyer(s) for advice on labour law

requirements (e.g. notification periods, redundancy
payments).
Develop HR closure and related communication plan.
Identify any staff with particular situations that need

a different process (e.g. linked to contract, staff health,
location).
Coordinate counselling support for staff — via SHU,

or local counselling services.
Consultation meeting with staff. Share details of social plan.
Provide notification letter to staff. Memo/Notification letter.
[If applicable] Send list of redundant staff to Ministry

of Labour for notification and approval.
management
7. Staff
Organise regular meetings with staff representatives
(if required) to provide updates on the closure.
Organise/provide group/individual skills training — Presentations ‘Preparing for

CV writing, interview skills. interview’ and ‘Employability
Skills’.
Investigation options/present information to staff OCA Expatriation process

on expatriation and detachment. policy.
OCA Mobility/Detachment
policy.
Investigate employment opportunities in other local

NGOs, MSF sections — circulate list of staff who are
interested/available.
Conduct staff evaluations.
[If applicable] Provide Ministry of Labour with

termination payment calculations.
Send termination payment calculations to HQ

Homere team.
50 MSF OCA
Task/Activity Relevant file

(on HRCO SharePoint site
‘Mission & project closure’)
Pay final termination letter and payments — including MSF Common Frame
final monthly salary, annual leave, allowances, severance Termination Letter.
payments. Staff to sign Discharge of Liability. Discharge of Liability.
Provide staff with work certificate. Work Certificate.
Ensure staff return any outstanding advances and

equipment owned by MSF (phones, nametag, keys,
laptop etc.).
Filing and archiving of all documents. National employee admin file

— guideline.
Send relevant HR Documents to HQ.
Organise Mission/project closure party (if relevant).
[If applicable] Send tax directives to Revenue Authority.
[If applicable] Terminate staff health insurance.
[If applicable] De-registration of social security/pension

contributions.
[If applicable] Terminate contracts for MSF premises

(offices, warehouses, staff houses).
[If applicable] Handover and final agreement

(Discharge of Liability) with owner of premises.
In Colombia, we expected some discontent, difficult behaviour

and lack of motivation from staff in the final months. For many
long-term staff, MSF has been like a family for years, and the
final separation was emotionally hard. To reduce this, we asked
projects to take a soft approach in minor disciplinary issues, and
not look for confrontation. Generally this worked well.
Partly to reduce legal risks, and to fulfil MSF commitment to staff,

the social plan was strictly implemented. Staff training (internal
and external) was highly appreciated as staff perceived that MSF
cared about their future, as well as practical help with moving on
from MSF. I believe the social plan was a key element on reducing
HR problems at closure.
management
7. Staff
• National employee files guideline.8
• Intersectional MSF Common Frame on National Staff Remuneration
and Benefits.
• The HR Advisor can give support, such as guidance on MSF precedents,
advice on best practice in terms of processes but also rights and
obligations, the management of any exceptional cases, etc.
• See also the ‘Mission Closure: Legal and Administrative Activities
Checklist’ in the annexes and the repository of the Closing Mission Manual.
8 See the document ‘GUID National employee files — guideline — final’ in the Closing Mission
Manual repository.
8.
LOGISTICS
AND MATERIALS
8. Logistics &
Materials
54 MSF OCA
8.1 CONSUMABLES AND NON-CONSUMABLES
For the purposes of a closure, materials are divided into two main groups:
consumables and non-consumables.
In light of a closure, stock levels and consumption figures of consumable

items (e.g. medicines, stationary, food) require particularly thorough
analysis, in order to prevent unnecessary surpluses at the time of closing,
but also shortages in case it was agreed to leave stock behind as part
of a handover. Usually, excess stock of consumable items is donated
within the country at the end of a programme to other MSF projects or
missions, handover partners or operational partners. See also chapter
8.8. Drugs and chemicals.
The group of non-consumable items consists of equipment items9

that are tracked individually in a so-called 3A Equipment Inventory
Monitoring10 (e.g. vehicles, computers, biomedical equipment), and those
items whose nature does not require individual tracking (e.g. furniture,
tents, blankets). The latter are accounted for by total quantity in a
bulk item inventory. More information can be found in the Equipment
Inventory Management Policy.11
Have a super precise and updated inventory,

done by reliable and trustworthy staff, ideally
before the announcement of the closure.″
9 Certain equipment items can in specific countries or for specific donors be classified as
‘financial assets’. There, the management of financial assets in the balance sheet may be
compulsory. If in doubt, consult with your FFA.
10 See for a copy of the ‘3A Equipment Inventory Monitoring’ the LogAdmin Kit or the Closing
Mission Manual repository.
11 See ‘Equipment Inventory Management Policy — MSF OCA — 2019’ in the Closing Mission
Manual repository.
Even though the management of non-consumables is a continuous

effort, and updating the relevant inventories a recurring task throughout
the lifetime of a programme, the need for accuracy and completeness
of inventories is especially high when closing. Experience shows that
inconsistency of inventory lists result in the loss of the knowledge
of what belongs to MSF, which may lead to disputes about ownership.
This refers in particular to furnishings in offices and staff houses.
In the final inventory lists, the recipient or method of disposal should

also be mentioned for each item, as well as the (approximate) value.
See also the ‘Checklist Logistics at Mission Closure’ at the end of this
chapter.
Experience from Colombia: Focus on tracking

‘big things’ i.e. assets, medical stock; and don’t
worry too much about ‘small things’ i.e. stationery.
Otherwise, you will go nuts! We tried to work to
two extremes. ‘Big things’ were carefully tracked.
For small things we made up ‘pick and mix’ boxes
of items which could be donated as a single unit
8. Logistics &
to another NGO i.e. (One Box — Assorted Small
Materials
Office Supplies).″
56 MSF OCA
8.2 LAST ORDERS TO APU
Good communication with the APU is required throughout the closure

process, as a number of issues need timely follow-up at HQ level:
• Cleaning the logistics service provider warehouse (in Amsterdam)

of medical and logistical items destined for the closing mission.
• Cancellation of any outstanding orders for the closing mission to the
suppliers.
• The preparation of the last orders by the closing mission. These orders
should be placed with ample lead-time.12
Consult your FSU Front Officer or Operational Procurement Officer at HQ.
8.3 DONATIONS
Donating is the preferred option for the disposal of materials. A disposal

strategy should be agreed upon at an early stage of the closure process
and documented appropriately.13 This strategy defines which items will
be donated, sold or transferred back to HQ, criteria for potential donation
recipients, and whether to donate items to national staff.
Handover partners and other MSF projects and sections in country,

are the preferred recipients for donations. It may also be useful to
distribute a list of predetermined goods that will be donated to relevant
organisations (e.g. hospitals, local NGOs, partner organisations).
Where MSF has been working in MoH structures, equipment (e.g.

biomedical or laboratory equipment) is often assumed to stay behind
in the health structure after MSF’s departure. Before signing any
agreement with the MoH, it is important to verify if MSF is actually
permitted to donate the equipment in question to a non-MSF party:
12 Often, the lead-times calculated with are too short because of long export/import procedures
(for example for NT/PT drugs).
13 See also the template ‘Disposal Plan MSF OCA’ in the Closing Mission Manual repository.
specific rules set by the donor or vendor of the equipment may prohibit
MSF from doing so. For instance, trucks that MSF OCA used to buy from
the Dutch military are not supposed to be given to third parties.
Often when handing over to the MoH or other NGOs, MSF will leave a
stock of medical supplies and drugs. Usual practice is to donate three to
six months of supplies or full treatment for existing patients in the case
of tuberculosis and other chronic diseases. However, it is important to
remember that consumption patterns post-handover may differ from
when MSF was running the service, due to changes in operating hours,
patient demand or other factors. Where the handover partner does not
have the capacity to use specific materials or drugs safely, they should
not be donated. In case the supplies for a planned donation are not actual
surplus stock but ordered specifically for the donation, the international
order to APU must be placed well ahead of time.
Stock designated for donation, regardless whether to an external

party or within MSF, needs to be sorted properly and accompanied
by comprehensive stock documentation. See chapter 8.8. Drugs and
chemicals.
Three particular cases for donations merit attention: goods governed

under MoUs with the government, goods that have entered the country
tax-free, and goods purchases with funds from institutional donors.
8. Logistics &
Materials
In some missions, MoUs with the government explicitly stipulate that
certain MSF-owned items must be given to the authorities when
projects end. In such cases, the OM should be consulted to determine
an appropriate strategy, which, if an immediate handover of the goods
is not desired for ethical or other reasons, could include the removal of
items from project sites at an early stage, use of items in a different MSF
project in the same country, or the transfer to another section etc.
Goods also may have entered the country under a special agreement
with customs (e.g. duty-free) or potentially without the appropriate
paperwork. Therefore, it should be clarified in advance whether a
donation is financially (in case duties would need to be paid) or legally
viable (whether it is acceptable by the authorities). Any MoUs and
donation agreements that were made locally when the equipment was
ordered, should be reviewed before agreeing to hand over items to a
different partner. It is recommended that a legal advisor or local lawyer
58 MSF OCA
check the text of any non-standard donation agreement in order to avoid

future claims towards MSF or other legal pitfalls.
Institutional donors often remain the owners of the (equipment) items

purchased with their funds14 and therefore need to explicitly agree to a
donation proposal. Generally, donors agree to the donation proposals
MSF makes, but it is important to submit the proposals well ahead of
time in order to avoid delays. If the process of verifying which donor has
financed which items is too time-consuming, donation certificates must
include sufficient details of the items that allow tracing them back, in
case audits are performed after the closure.15
Contact the Field Finance Advisor (FFA) for further assistance.
Most importantly, MSF should not donate items to third parties who
are likely to use them for military purposes. Instead, priority is given
to recipients that will use the donated items for the continuation of
project activities, and/or for the benefit of the community MSF has
served.
Condition of items
Broken, worn-out materials and equipment should either be disposed

of or repaired before donating. The following criteria should be met
before donating an item:
• The item should constitute a valuable contribution to the (future)

operational capacity of the receiving organisation or entity. Many
parties will show interest in assets when news of the closure spreads.
In order to determine the most appropriate recipient, an assessment
of all potential recipients might be required;
• Equipment should be in good working order;
• The donated material should not put the beneficiary at risk (e.g. a
donation of a VHF radio handset may cause harassment by military
personnel aiming to confiscate it — or simply be illegal);
14 Even if only partly e.g. if a donor is financing 50 % of the budget.

15 The same applies to sales agreements.
• The receiving party should be capable of maintaining the equipment,

so that proper sustainable use is guaranteed. Donating to
organisations that will not be able to service the goods because of a
lack of technical expertise, unavailability of spare parts, or financial
constraints is therefore not advisable.
Note:
• The MSF OCA donation certificates16 should be used.
• Specify that MSF no longer bears any responsibility for the goods
after the donation (repair, maintenance, legal claims).
• The receiving party should always sign for receipt. Ensure that the
donation certificates are filed properly as they will be part of the
closure report and re-opening treasury (see chapter 12. Reporting),
and that the final destination of the item is recorded on the inventory
monitoring sheet.
• Take national legislation and/or MoUs into consideration when
donating, especially when the goods were imported or purchased
tax-free.
• Ensure that all MSF identification material (flags, stickers etc.) is
removed from items (including cars) that will be donated. Do not give
away work clothing (MSF T-shirts, vests etc.) that displays the MSF
logo.
8. Logistics &
Materials
Donations to national staff
Goods that cannot be donated to third parties (MoH, other NGOs) or

goods of lesser value (e.g. household items) may be donated to national
staff.
Donating items to national staff can become a sensitive issue and

requires careful handling in order to avoid favouritism. Possibly the best
method is to conduct a raffle, in which all staff members have equal
chances of winning. This raffle should be formally announced and
conducted following a transparent procedure.
16 See the ‘5H Donation agreement’ and, for vehicles, the ‘5D Vehicle donation agreement’ in the
LogAdmin Kit and in the repository of the Closing Mission Manual. To keep record of donations,
the ‘5I Donation overview’ can be used. NB: these and many other LogAdmin Kit files are
available in English, French, Arabic and Russian.
60 MSF OCA
8.4 SELLING
Although donating is the preferred option, it might sometimes be

opportune to sell surplus goods (e.g. big quantities of fuel, vehicles, or
generators).
• Ensure compliance with the relevant legislation (including registration

in country and MoUs), in particular for items that were imported
duty-free.
• Estimate reserve prices of the goods to be sold based on age, quality,
and local market prices.
• Widely announce the sale of assets to NGOs, embassies, or in
newspapers to avoid a (perceived) conflict of interest.
• Conduct a bidding procedure or a so-called first price, sealed-bid
auction.17
• Sales agreements should include description and condition of the
item.
• For selling vehicles, see also below.
To avoid any conflict of interest, selling items to MSF staff

(international or national) is not allowed. Exceptions require approval
by the OM.
17 For more information, consult the relevant FSU Logistics Advisor.

8.5 VEHICLES
IMPORTED VEHICLES
Donation of vehicles
The rules for donations also apply to vehicles. In general, MSF will
hand over its vehicles to third-party counterparts (e.g. as ambulances)
or other MSF projects/sections in country at the end of the project. To
avoid problems, it is wise to agree on the conditions for the handover in
an early phase. The MoU or contract with the handover partner should
include all relevant details. It is also important to verify whether the initial
project MoU specifies details for the handover of cars. If the vehicle
was bought on a donor budget, the donor’s approval is required before
handing over.
Even for donations to other humanitarian organisations or other MSF

projects or missions, proper procedures and documentation are required.
Ensure this process is started well in advance of the final closure.
When the mission in Peru closed, it took four months to donate
8. Logistics &
Materials
two cars to the Ministry of Health. First, the donation had to
be stated in front of a notary, and then the document had to be
presented to the Public Register to be legalised, after which it
was passed on to Vehicle Register who authorised the emission
of a new property document. On top of this, you needed to be a
corporate body to receive a donation.
In Angola, the donation of the MSF vehicles had to be approved

by national authorities. This took much longer than expected since
some staff from these authorities were not willing to approve the
donation without gaining a personal benefit from doing so. Using
networks or other points of leverage in these situations can help
unlock a tricky negotiation.
62 MSF OCA
Note:
• For donations of vehicles, use the form “Vehicle donation agreement
& certificate of indemnification”.18
• Ensure the vehicle is formally no longer registered as owned by MSF
and no longer insured through MS.
Exporting
Exporting vehicles from a mission country (and importing them to

another country) often entails complex administrative procedures.
Note:
• FSU and APU must be contacted if the export of vehicles is
considered, regardless of whether this concerns a regional transfer
to another MSF mission, country, or a re-export to the Netherlands.19
Selling vehicles
Many of the same considerations apply when selling vehicles. It is

essential that all necessary procedures are followed to waive all possible
future claims from the new owner, customs department, tax department
and donor. A copy of all relevant documents must be kept in the vehicle’s
file.
Ensure compliance with relevant laws and regulations, in particular when

planning to sell vehicles that were exempt from duty on import. Sales
restrictions may apply (i.e. the vehicle cannot be sold within a certain
period or duties must be paid retrospectively).
18 See ‘5D Vehicle donation agreement’ in the LogAdmin Kit and in the repository of the Closing
Mission Manual.
19 Shipping or driving vehicles back to the Netherlands is only appropriate in exceptional cases.
The sales process is as follows:
• Assess the resale value by conducting a market survey and determine

the reserve price.
• Obtain a proof that the registration has been cancelled from the
transport authorities if possible and applicable.
• Depending on the context, announce the sale to other NGOs or
embassies, or publish it in a local newspaper or online platform,
including the relevant details. Announce a bidding procedure or a
so-called first price, sealed-bid auction: no warranty, all tax claims are
pursuant to the buying party, payment conditions, only offers on paper
will be accepted, closure date, etc.
• Ensure transparency and that the sale of the vehicle is published
to a reasonable number of potential buyers in order to avoid (the
suggestion of) any conflict of interest of the seller or a particular buyer.
• Ensure all MSF identification like stickers, labels, logos, paintings and
markings is removed.
• Remove all MSF-specific hardware installed in the vehicle (HF and
VHF radio equipment, vehicle-tracking system etc.).
• Consider removing the license plates when selling the car, provided
the local regulations allow for that20 (to avoid any association with
MSF, especially when selling to private individuals).
• Ensure a sales agreement21 is made and signed.
• After the sale agreement is signed, MSF will not make any more
8. Logistics &
Materials
investments in the vehicle in terms of maintenance and repairs.
Note:
• Before selling a vehicle, approval must be obtained from the OM.
• To avoid any conflict of interest, selling items to MSF staff is not
allowed. Exceptions require approval by the OM.
20 In some countries, i.e. the Netherlands, the license plates belong to the vehicle (and not to
the owner) and stay with it.
21 See ‘5K Vehicle sales agreement’ in LogAdmin Kit or in the repository of the Closing Mission
Manual.
64 MSF OCA
LOCALLY PURCHASED VEHICLES
For locally purchased vehicles, the same rules apply as for donating and
selling imported vehicles.
Some countries allow tax-free purchase under the NGO registration.

Sales restrictions might then apply (i.e. the vehicle cannot be sold within
a certain period or tax has to be paid retrospectively). The tax-free status
might be transferable if the vehicle is donated to another NGO or health
facility with the same tax exemption.
If tax rates on locally purchased vehicles are relatively modest, it

might be worth paying them rather than going through a lengthy and
complicated process of obtaining a tax exemption.
8.6 COMMUNICATION EQUIPMENT
Most communication equipment (except mobile phones and

smartphones) is imported. National regulations on importation and
use of equipment, licences and frequencies, are often strict. Thus, it is
paramount to verify whether the relevant permissions and paperwork are
in order before donation, sale or export of any equipment.
HF and VHF radio equipment is usually donated to handover partners or

other NGOs after consultation with and confirmation from the relevant
authorities. As radio equipment is often highly valuable for armed actors,
recipients of the donation must be carefully selected. If donation is
not an option or there is still equipment left over after donating, MSF
OCA standard radio equipment can be sent back to HQ, provided that
the necessary permissions for export can be obtained. The equipment
should be in perfect working order and preferably include all original
accessories. If no other options are available, the equipment should be
destroyed after consultation with the logistics Front Officer
Satellite communication equipment (like BGAN, IsatPhone, Iridium and

Thuraya) should be sent back to HQ (preferably hand-carried), but only
after prior consultation with APU.22 The steps to follow to return the
22 Verify first whether the equipment was imported legally.

equipment and to deactivate the provided services, are detailed in the

document "Managing satellite communication equipment and services
in closing missions 2020".23 If, for whatever reason, it is not possible to
return the equipment to headquarters, contact the relevant FSU front
officer.
Mobile phones and smartphones should be donated or auctioned locally,

after wiping all data and performing a factory reset of the devices.
As obtaining communication licences is often a long and cumbersome

process, it is best to retain existing licences for at least a certain period
after the closure, if legally possible.24 This facilitates a potential re-entry
into the country. If other MSF sections remain present in the country,
transfer communication licenses could be transferred to them.
In one mission, MSF had a license for a certain number of Codan

HF radios, but not for all in its possession. Leaving communication
equipment behind meant that it would fall into the hands of the
military, which MSF considered unethical. Therefore, the staff
closing the mission saw themselves forced to send all equipment
back to HQ, including the part that was not registered. The radios
8. Logistics &
Materials
that were licensed followed the normal export route. The non-
registered radios were added to the same boxes but left out of the
paperwork. While not ideal, this was deemed better than allowing
the radios to be co-opted by one of the parties to the conflict.
A better approach would have been to destroy the non-registered
radios.
23 See annex and the repository of the Closing Mission Manual.

24 The communication licenses may be linked to MSF’s registration in the country and no longer
be renewable once the registration is invalid.
66 MSF OCA
8.7 IT EQUIPMENT
All supported standard computers (laptops as well as desktops), NAS

(Nestor), CyberKits (formerly known as Field Network Kit), external
hard drives, USB data keys and standard wireless and wired network
components should be sent back to Amsterdam HQ (preferably hand-
carried), but only after prior communication with FSU FO, HQ IT Advisor
and APU. This includes supported standard computers with defects like
broken displays or hard disks.
Computers that were bought locally or computers that have reached

their end-of-life and end-of-warranty period should be donated, sold or
scrapped. The same applies to printers, screens and other non-standard
IT devices and equipment. If computers are donated or sold, the data
stored on the hard drive must be removed completely by a specifically
trained MSF member of staff, following a ‘secure hard drive wipe out
procedure’25, and the OEM software26 installed. If there is no OEM
software available, contact your ICT Field Advisor.
Data to be kept should be backed up in password-protected archives

on external hard drives and sent to headquarters for archiving purposes
(see chapter 11. Information management for more details). Data on any
storage media that is not sent to HQ, regardless of whether it is donated,
sold or scrapped, must be wiped in a non-reversible way or the storage
device itself destroyed following best practice. When the mission is
closed, no unique data should be present on any piece of equipment
or storage media that is left behind.
For leased equipment (e.g. VSAT from ITC Global), the vendor needs
to be contacted for decommissioning, packaging and shipping.
25 The mission’s ICT Field Advisor can advise on how to wipe out the data.
26 OEM stands for Original Equipment Manufacturer. OEM software refers to software that is sold
by OEMs in large quantities. These OEMs bundle this software with the computer hardware
they produce.
8.8 DRUGS AND CHEMICALS
If medical activities are being handed over to another provider, it is usual

to donate three to six months’ supply of relevant medicines and medical
items. Quantities should be calculated according to recent consumption
and planned continued activities. In case the medical activities are being
stopped altogether, remaining medicines and medical items may be
donated to local organisations or the MoH. It is the responsibility of the
MedCo to ensure that all donations comply with the MSF donation policy.
Local laws, regulations and agreements also need to be adhered to.
Medicines that cannot be donated must be destroyed. Destruction should

be carried out according to the mission-specific Disposal of Expired
Medical Materials Procedure27. The method of destruction is linked to the
class of the medicine. For further guidance on the method of destruction
(e.g. incineration or encapsulation) contact the WatSan Unit in the
PHD. Be aware that the destruction of medicines can be a politically
sensitive issue, especially during a closure, and that the HoM must be
kept informed at all stages in the process. If the destruction requires
negotiation with the MoH, it may be wise to link the conversation with the
donation of medical supplies.
The PHD pharmacy team in HQ can be contacted for country-specific

advice.
8. Logistics &
Materials
Chlorine-generating products and insecticides can be hazardous if not
used or handled correctly. Special care must be taken when there is a
need to dispose of a surplus. Contact the WatSan Unit in HQ for their
recommendations.
FURTHER INFORMATION:28
• Guidelines for Medicine Donations, World Health Organization, 2010.
• MSF Policy on Donation of Medicines, 2012.
• Disposal Plan MSF O.
27 A copy of the mission-specific Disposal of Expired Medical Materials Procedure is available

from the relevant Logistics Coordinator, WatSan Coordinator, FSU Front Officer or WatSan
Unit Advisor.
28 All three documents are available in the Closing Mission Manual repository on SharePoint.
68 MSF OCA
8.9 RETURNING GOODS TO AMSTERDAM
A closure inevitably causes a return flow of goods, probably first from the
closing project(s) to the mission coordination, and then, for certain items,
onwards to Amsterdam. Depending on the scale of the return flow, it may
be advisable to create a chronogram to define which (groups of) items
should be moved to where and when.
Most of the goods that are returned to Amsterdam are smaller items
(computers, NAS, satellite phones, and other communication equipment)
and can therefore be hand-carried by returning project staff. Other items
may be shipped as cargo through freight forwarders arranged locally or
by APU.
In any case, before returning goods to Amsterdam HQ, APU should be

contacted. APU will advise on the related practicalities and the best
mode of transport. Only in exceptional circumstances should the return
of goods like consumables, kits or vehicles be considered. Due to limited
capacity in Amsterdam to store, repair, and clean goods, they should be
in perfect working order (preferably including all original accessories).
Note:
• Before initiating any shipment to Amsterdam, ensure the value of
the goods is checked against export and transportation costs.
• Goods returned by cargo should be properly packed, labelled and
documented.
• Drugs or vaccines must not be returned to HQ, as APU’s good
distribution practice (GDP) license does not allow for this.
• Missions or projects will not be financially compensated for the
goods returned to Amsterdam.
RETURNING GOODS BY MEANS OF HAND LUGGAGE

TO AMSTERDAM
In order to avoid the risk of being perceived as ‘smuggling’, all returning

goods should be declared when entering the Netherlands (at Customs in
Schiphol Airport).
The procedure is as follows:
• Create a freight manifest and detailed packing list29 and send copies
to the APU as well as the FSU Front Officer ahead of the journey.
• Indicate transport or export cost (e.g. cost for excess luggage).
• The mission or project makes a Return Goods Document stating
that the described goods are the property of MSF OCA, that the
goods are used and have no commercial value, will not be sold in the
Netherlands and are destined to be re-exported to other MSF projects
in a later phase or that they are returned for repair. The person
carrying the goods must take the document with them.
• At Schiphol, the returning staff goes to the Customs gate, where they
show the goods and the related documents.
• It may be that the Customs officer decides that there is no need to
declare the goods. In this case, nothing has to be done and the goods
are to be handed over to APU.
• If goods have to be declared, the returning staff has to put the goods
8. Logistics &
Materials
in a so-called Customs locker. The key to this locker needs to be
handed over to APU.
• APU will take care of further administrative procedures.
29 See ‘4K Waybill’ and ‘4L Packing List’ in LogAdmin Kit or in the repository of the Closing
Mission Manual.
70 MSF OCA
RETURNING GOODS BY MEANS OF AIR, SEA OR ROAD
APU must be contacted before final arrangements are made by the

mission for any goods transported back as cargo by air, sea or road.
Usually, the following documents are needed by APU:
• Overview of goods that will be returned: this overview will be used to

assess if everything mentioned can be returned to Amsterdam or not.
At a later stage, this (revised) document can be used as a packing list.
• Determine means of transport and indicate transport/export costs.
• Create a freight manifest and detailed packing list and send copies
to the Procurement Unit as well as the FSU Front Officer.
• Pro forma invoice, stating a short description of the goods, the text
‘value for customs purposes only’ and a value as low as possible.
APU advise to mention an amount of USD 100 or less, depending
on the purchase value of the goods.
• Depending on the mode of transport, a copy of the air waybill
or the original Bill of Lading (also when using a shared container,
e.g. groupage transport).
Documents for cargo clearance should be sent to Amsterdam HQ ahead

of the shipment, in order to avoid costly delays at customs.
CHECKLIST LOGISTICS AT MISSION CLOSURE30
Action Responsible Related

staff
Assets/Equipment • Coordination: Legal

• Confirm donor and government asset disposal issues.
requirements. • Disposal Plan MSF
• Identify assets to be donated, disposed of or sold. OCA.
• Plan transparent process to donate/sell assets • 3A inventory
monitoring.
• Plan safe transfer of assets.
• 5H donation
• Develop plan for assets to be shipped out of the
agreement.
country.
• 5D vehicle donation
• Complete ownership transfer documents and
agreement.
archive.
• Delete or destroy all data before asset handover.
Consumables & Services

• Develop contract completion plan for
suppliers/vendors/landlords, etc.
Building rentals and utilities31 • Coordination: Legal

• Agree property exit plan with landlords. issues.
• Secure legal advice to ensure contracts are • Finance: Supplier
adequately ended. payments.
• Finalise utility payments.
• If applicable: Reconfirm security arrangements
8. Logistics &
Materials
with outsourced security companies (or local
network).
• If applicable: Identify organisation to complete
outstanding payments after departure.
Learning
• Share logistics lessons learnt with other
projects, missions and other agencies.
See the ‘Mission Closure: Legal and Administrative Activities Checklist’
in the annexes.
30 This checklist can also be found as a stand-alone document in the repository of the Closing
Mission Manual.
31 In case managed by Logistics. Depending on the setup of the mission, also Finance or HRM
may be in charge of building rentals and utilities.
9.
FINANCE
9. Finance
74 MSF OCA
Most of the procedures mentioned below (and many more) will be carried
out by the Finance Coordinator (FinCo). The FFA should be contacted as
soon as the decision to close is made, to ensure the current formats are
used.
Consider the following points:
• Ensure a clear distribution of tasks related to the closure between

logistics and finance. Avoid assigning tasks by default to logistics
staff, because they cannot always foresee the financial impact or risks
of their action. For instance, negotiations with landlords about what
MSF will or will not do before exiting premises may better be handled
by finance, as they usually also deal with the contracts (see section
below).
• Cash flow planning: careful planning is required so you do not end

up with too much or too little money during mission/project closure.
An example from the field: in one mission, HR provided redundancy
estimates that were too high, and after closure, the project returned
over 100,000 USD to coordination. The calculations could have been
improved with proper use of Homere.
• Audit reports and tax compliance: with increasing emphasis on

compliance regulations, the possibility of returning to a country in the
future may depend on an official clearance of all related requirements
from the relevant authorities.
• Rental contracts and advance rental payments: it is not always

possible to get advance payments and guarantees refunded.
Often, landlords request rents to be paid 12 months in advance.
Wherever possible, try to negotiate shorter rental periods, the partial
reimbursement of advances paid, or their contribution to rehabilitation
costs after MSF’s departure. If unsuccessful, accept it and move on.
• Financial records and systems should always be maintained with the

assumption of the possibility of closing. This approach can result in a
smoother closure when the time comes.
• The risk of fraud may increase after a project closing decision has
been communicated. This can be attributed to the fact that many
colleagues are challenged by losing their jobs and a regular income,
and perceived social pressures may reduce due to MSF’s imminent
departure. Hence, it makes sense to carefully monitor all financial
transactions until the very last day and to keep key local colleagues
employed until the very end, rather than laying them off several weeks
before closure, just for the sake of saving staff costs.
Nearing the closure date, the last monthly bookkeeping must be closed
and sent to the finance department in Amsterdam:
• Settle all financial obligations and outstanding advances.

• Perform final cash counts of all journals.
• Collect the last bank statements of all journals.
• Collect signed IOU statements of all 15640 expat payable
sub-accounts.
• Keep a small cashbox for the last expenses, to be settled in
Amsterdam upon return.
If the mission has institutional donors, narrative reports will be required

upon closure. Check donor requirements for remaining inventory at the
end of the project(s) and act accordingly. In any case, we should arrange
several copies of a signed and stamped inventory list to give insight to
MSF, local authorities, donors or auditors. Be sure to confirm potential
additional obligations of donors related to closure with the FFA.
9. Finance
Closures cost money — ensure you have
allocated sufficient funds to pay for contract
buy-outs and other one-time costs.″
76 MSF OCA
Remaining money can either be transferred by bank to headquarters

(account 20690), hand-carried by international staff from the petty cash
account 20660 together with an IOU statement (maximum individual
allowance depends on national regulations about export of money and
internal requirements to be confirmed with the FFA) transferred to
another MSF section (account 20680 in the applicable journal together
with an IOU statement, and only after prior approval of the Accounting
Administrator Field — AAF, in Amsterdam).
Once a mission’s projects are formally closed, i.e. it is confirmed that

all HR contracts have ended, financial local expenses have stopped, the
local inventory has been donated or reallocated, and open international
orders have been cancelled or reallocated, the Field Accounting
Coordinator will also close the projects in the HQ system, Dynamics.
To facilitate this, the OM should inform the Director of Operations that all
activities have ended, and the projects can be formally closed. For more
information see the document ‘Progression through Dynamics Stages’.32
32 You can find the document ‘Progression through Dynamics Stages’ in the Closing Mission
Manual repository.
CLOSURE CHECKLIST FINANCE33
Important Contact the FFA as soon as the decision to close is made in order
to ensure the most updated formats are used.
Bookkeeping • Close last monthly bookkeeping and send it to the finance

department in Amsterdam.
• Settle all financial obligations and outstanding advances.
• Perform final cash count of all registers.
• Collect last bank statements of all bank registers.
• Settle and close sub-accounts and collect signed IOU statements
of all 15640 expat payable balances in expat sub-accounts.
• Keep small cashbox for last expenses, to be settled in Amsterdam
upon return.
Donors • Ensure finance key stakeholders are included in official closure

and External communication plans e.g. donors, government authorities, local
obligations financial counterparts, bank authorities, exchange office, social
insurance offices etc.
• Narrative donor reports must be written before the departure of
the HoM and PCs, even if the reporting deadline is months ahead.
• Assess the procedure to close the bank account and arrange a
letter from the bank that MSF accounts are closed.
• Check donor requirements for contractual specifications of
remaining inventory at end of the project and act accordingly.
• Arrange several copies of signed and stamped inventory list to give
insight to MSF, local authorities, donors or auditor.
• Check regularly with your FFA in HQ possible extra requirements/
obligations.
9. Finance
33 This checklist can be found as well as a stand-alone document in the repository of the Closing
Mission Manual.
78 MSF OCA
Financial • Check if there are any outstanding financial obligations; payment

obligations of taxes or social security contributions (also after closure), VAT, etc.
• Local Audit reports that will be due after closure, tax or social
security clearance certificates, any other statutory report.
• Closure of bank accounts and signed acknowledgement letters
from the bank.
• Ensure adequate closure of contracts and recovery of guarantee
deposits (on rental properties, fuel, airline/travel companies,
utilities, etc.) and any other debts.
Remaining • Either transfer by bank to HQ (account 20690).

money • Or take it with you from petty cash (account 20660 + IOU
statement) if it is not too much.
• Or transfer it to another MSF section (enter in applicable journal
on account 20680 + arrange signed IOU statement), but only with
prior approval from FFA in Amsterdam.
Consult your AAF (Accounting Administrator Field) for bookkeeping topics
and FFA (Field Finance Advisor) for other financial topics at HQ.
10.
CONTRACTS
AND SERVICES
10. Contracts
& Services
80 MSF OCA
Logistics and finance need to cooperate to ensure all contracts and

obligations are settled in an appropriate manner in writing. This
includes services like telephone and mobile communication, internet,
water, electricity, and rents or leases for property or vehicles. Consult
a local lawyer or legal counsel in case of any doubt. If applicable
and realistically feasible, the handover partner should negotiate new
contracts of their own.
Termination of rental contracts for any properties should be done

according to the clauses in these contracts. If culturally acceptable,
consider having a lawyer present at handover of higher risk property
(e.g. hospital compounds) and ensure documented clearance is obtained.
If the contract stipulates that the tenant is obliged to return the premises
in its original condition, consider whether paying the owner instead of
renovation is preferable and feasible. The security deposit should be
used to pay the rent for the last month(s).
For services (water, electricity, gas, telephone, internet) usually deposits

and/or advances for consumption need to be paid when service contracts
are signed. Try to make the providers deduct these amounts from the
final invoice(s). If you choose to have another party take over an existing
property contract, paying them to allow for the estimated amount of
cost of services for the current billing period can be considered. This is
preferable to negotiating directly with the providers to transfer an amount
based on average consumption figures.
If a contract with a third party included transfer of MSF personal data,

ensure that this third party deletes the data after termination of the
contract.
It is strongly recommended to consult your FFA at HQ before entering

negotiations on transfer of contracts.
11.
INFORMATION
MANAGEMENT
11. Information
management
82 MSF OCA
Information, whether on paper, digital or other (e.g. recording) format,

should always be dealt with responsibly, considering all requirements
related to confidentiality, protection of sensitive information and
privacy. Moreover, when closing a mission or project, there is a need
for additional emphasis on accountability and institutional memory.
Therefore, the dual processes of document retention and archiving
(creating a ‘mission memory’) needs to be considered once the decision
to close a project or mission is made.
PART 1: DOCUMENT RETENTION
In many cases, it is enough to keep just the electronic versions of

documents, except for the most vital documents when both a paper
and electronic version should be retained. The departmental lists in the
table ‘Document Retention’34 are not exhaustive but include the most
important document types. Please refer to the Information Management
Officer ([email protected]) in the Berlin MSF office, or
the Information Management Lead in the Amsterdam office, for specific
guidance including advice on extra document types not listed here.
The set of documents referred to in ‘Document Retention’ comprises the

‘bare bones’ of the mission, vital for a restart of activities or to protect
the organisation from legal and administrative challenges at a later date.
Although no specific policy exists on the subject, bear in mind that MSF
may be asked to participate in legal proceedings and for this reason may
want to safeguard specific originals.
The General Data Protection Regulation (GDPR) needs to be taken into

account during mission closure. It is a binding rule of the European
Union and applies to any entity processing personal data of European
residents. This law covers our whole organisation, for not only do we have
employees from Europe, but we raise money from its citizens, too. The
relevance of GDPR for closing projects and missions is mostly related to
dealing with personnel records and data-carrying assets. It is important
that the HoM is aware of the applicable rules. Specific advice is provided
by the Data Protection Officer and the Information Management Lead at
Amsterdam HQ. We recommend contacting them via the OM, OO or OA,
in order to ensure that GDPR requirements are addressed.
34 You can find the table ‘Information Management — Document Retention’ in the annexes and in
the Closing Mission Manual repository.
Arrange for a proper transfer of physical files to HQ, including packaging,

transport and related filing. Please keep in mind that, once the cargo
arrives in Amsterdam, it will not be opened in the MSF office but
redirected to an external storage facility. Therefore, all boxes must be
well labelled and be in accordance with a detailed packing list, which is
to be sent to the Operations Assistant in Amsterdam. Contact the desk
or your functional counterpart (putting the Operations Assistant in copy)
to confirm labelling requirements are met and that you have the correct
addressee.
The parcel containing the ‘Operations’ original documents (see

‘Document Retention’) must be hand-carried to either Amsterdam or
Berlin (depending on which desk manages the mission). The electronic
versions must be copied to secure storage media, sent by normal mail
or hand-carried to both the Operations Assistant in Amsterdam and the
Information Management Officer in Berlin.35
For the time being, it is not advisable to save the electronic versions
of the closing documents on SharePoint only, as any user can delete
documents and complete folder structures. Therefore (pending an OCA
Information Management Policy), a physical storage medium is required.
The local NAS back-up system of each MSF office that is closing, should
be detached from the network and hand-carried to HQ. For UniField,
after the last synchronisation, the server computer(s) and database are
to be decommissioned.36
Whatever must be destroyed should be dealt with in a way that ensures

confidentiality. Make sure to coordinate with the designated ICT person
in the mission in order to deal appropriately, efficiently and responsibly
with digitalised information that needs to be erased.
If devices with data-carrying capacity are up for donation or sale, there

should be no information owned by or relating to MSF, its patients or
11. Information
management
its employees, on them. Wiping data should be done by or under the

guidance of the designated ICT person in the mission (see also chapter
8.7. IT equipment).
35 The Information Management Officer in Berlin is the operational archivist for OCA
36 See the standard operating procedure ‘SOP Decommissioning Instance.v5’ in the annexes and
the Closing Mission Manual repository
84 MSF OCA
PART 2: CREATING A MISSION MEMORY
When closing a mission, there is a need for additional emphasis on

institutional memory and lessons learned. As the field always sent all
operational documents to HQ during the mission’s existence, they can
be pardoned for thinking that somewhere a central archive exists which
incorporates the complete ‘life’ of the mission. Unfortunately, this is
not the case: over time, paper copies are lost and electronic documents
remain within the various departments. Within a couple of years, as
people leave the organisation, memories fade, the ‘old stuff’ is deleted
and important knowledge is lost.
The most viable way to create a complete mission memory is to take

all electronic operational and reporting documents from both HQ and
the mission (CMT drives), and then sift through all paper versions of
documents held in the field (in offices, warehouses etc.) to see whether
these can fill gaps in the ‘lifetime’ of the mission. If so, these should be
scanned and added to the electronic archive. In this way, a transparent,
accessible and safe archive is created. These mission memories
have proven an invaluable tool for retrospective studies or evaluations,
for reconsidering operations in an area and for ‘lessons learned’.
12.
REPORTING
12. Reporting
86 MSF OCA
This chapter refers to the comprehensive closure report on mission

and project levels; additional reporting requirements for individual
departments exist and should be verified in due time with the relevant
advisor in HQ.
Well-written, comprehensive closure reports at mission and project

level, preferably using the same format, should be realistic and combine
the three desired objectives: accountability, institutional memory and
be valuable in the case of re-engagement. A template for a final closure
report can be found in the annex and in the online repository of the
Closing Mission Manual.37 Note that this template is an example and
neither exhaustive nor prescriptive. Add what you miss and delete what
you do not need.
We recommend preparing a 'closure package' containing the various

required documents including originals of key documentation, as
well as a digital copy. If feasible, it is best to refrain from annexing or
embedding files in digital documents (in practice this leads to loss
of information, e.g. after conversion to PDF format, or to impractically
large files). As a rule, there should be no password protection on the
package nor on individual files.
In the narrative, the following subjects should be covered:
1. Country and context overview with reasons for starting the

intervention.
2. Chronology of major events with start and end dates of projects,

exploratory missions. If applicable, it can be worthwhile to also
include highlights of other sections present in the country.
3. Reasons for closing the mission and remaining concerns.
4. Brief description of the closure process.
37 See the template ‘Final Closure Report’ in the annexes and the repository of the Closing
Mission Manual.
5. Extensive medical information including the country health profile

and an outline of the local situation at the time of departure, a
medical contact list and overview of medical institutions. More
detailed documents on existing health and humanitarian emergency
preparedness, the latest medical supply policy, and administrative
issues (how to handle patient files, continuation of healthcare
including chronic illnesses for staff after MSF exits, medical files
sent to headquarters, and any other relevant matters) should be
included in separate documents.
6. Individual sections with highlights of the other departments

including cumulative figures such as budget totals over the years,
donors, national and international staff numbers, tax numbers and
banking set-up, overview of communication and advocacy initiatives,
and any other matters of interest. More detailed documents for each
department should be included separately in the closure package.
7. Overall assessment of programmatic achievements, effectiveness

of interventions.
8. A summary of highlights reflecting our experience for example

emergency scenarios and specifics in dealing with authorities
including administrative matters we have come across, can be
very helpful.
9. Major constraints, lessons learned and recommendations.
10. Scenarios that would justify re-engagement, perspectives for

future action.
12. Reporting
88 MSF OCA
I ‘re-opened’ the mission in Congo Brazzaville in 2011

when we went back there to start-up mobile HAT.
It was invaluable for us, even several years after the
MSF OCA mission had closed there, to have the
closing/re-opening manual. Having the history of what
and where we had been made our lives a lot easier.
A couple of examples:
• HR — building on the old HR framework, Internal
Regulations, labour laws, etc. also having the list of
former ‘recommended’ staff and ‘not-recommended’
staff was very helpful.
• Finance — knowing which bank we used and
potential/previous issues with them.
• Logistics — knowing where to go for certain service
providers, getting a head start of importation/
customs arrangements, etc.
• Representation — knowing our own history and being
able to meet with ministers previously known to
OCA made us look less stupid and marginally better
prepared.
When it came to closing the (small) mission again,
doing the fin, HR, log, communications parts in a timely
and well-planned manner led to a lot of satisfaction
from all the team. Everyone went away happy and
feeling good!”
Referring to supporting documentation, as a minimum the following

should be available:
1. Key documents: original documents including policy documents,

MSF registration, contracts, MoUs, agreements, donation
certificates, national staff health policy, salary scales, internal rules
and regulations, security policies, incident overviews etcetera.
2. If existent, any re-entry arrangements, e.g. whether MoUs or

registration is or will be extended in case of return, appreciation
letters from the authorities, agreements with other MSF sections
to return under their name.
3. Who-is-who: a contact list and where appropriate, a brief description.

This should include key national staff, important official and non-
official political and military contacts, NGOs, government agencies.
Also ensure that interesting contacts for the case of re-opening are
included, e.g. real estate agents, local suppliers, contact information
of key national staff.
The overall closure report is compiled with input from the relevant
departments both at mission and HQ level. The HoM ensures submission
of all relevant documents to headquarters. The report is signed off by the
Operations Manager, who is also responsible for compiling and filing the
closure package and its digital copy.
12. Reporting
90 MSF OCA
Turkey: This closure highlighted the importance of

ensuring that key historical timelines and moments
are well captured and recorded in the closure report,
along with significant legal, admin, financial, and
HR history. Since OCA left Turkey in 2018, there
has been a critical incident (for remaining sections)
in Turkey linked to MSF’s legal status (or more
specifically lack of). It was important to be able
to draw from details in the closing manual of our
history, to be able to share with the MSF Turkey
team to prepare for the aftermath of the legal case.
Also, after closure, the thorough analysis/lessons

learned exercise made about OCA’s work in Turkey
with partner organisations has become very helpful
to other sections who are now considering working
with the same partners (again).”
ANNEXES
Annexes
92 MSF OCA
ANNEX 1. COMMUNICATION PLAN
For more information and practical advice, go to the section “Communication

related to the closure process”.
This table is not an exhaustive list, and the methods and materials are suggestions
only; the exact form will depend on specific contexts. What is key is that you
identify stakeholders and the order in which you will tell them. Advocacy and
communications staff can help you to identify methods of communication for key
stakeholders, and development of supporting materials, including proactive plans
and reactive lines/responses should information leak.
STAKEHOLDER OBJECTIVE KEY MESSAGES
Directly • To ensure transparency and that • Explain the context and reasons
affected staff the project continues to function for closure
effectively throughout the closure • What is happening to the
and into handover/transition (if project and why, and how this
appropriate) will affect the individual and the
• To maintain morale and manage mission
expectations. To minimise the risk • The timeframe and steps that
of internal and external security will be followed and what
threats individuals should expect
• To provide a space for dialogue • Outline opportunities for work
and answer any questions (even if and any support mechanisms
answer is “I don’t know, yet”) being put in place— e.g.
• To make sure everyone is aware trainings
of the key messages about your
closure, and when you’re telling
which stakeholders, and when
you’re going to make the news
public
Wider • To ensure the project continues to • Explain the context and reasons
mission / function effectively throughout the for closure
other OCs closure • What is happening to the
• To maintain staff morale project and why, and how this
• To manage expectations will affect the individual and the
mission
• To minimise the risk of internal and
external security threats • The timeframe and steps that
will be followed and what
• To make sure that consistent
individuals should expect
messaging is passed by staff to the
wider organisation and community
(patients and other stakeholders)
METHOD PERSON RESPONSIBLE POSSIBLE MATERIALS
• Individual meetings, • Line manager • Official letter

followed by official letter • Project Coordinator • Key messages
• All staff meeting for • Head of Mission/deputy • Q&A (also can be used
questions and follow up Head of Mission/Medco by staff to respond to
questions)
• Internal website (e.g.
SharePoint) section for
questions from staff
• Reactive lines/social
media responses (in case
news leaks)
• Project all staff • HoM/dep HoM • All staff message/email

meetings • Key messages
• HoM and other • Q&A (also can be used by
coordination meetings. staff)
• Followed up with • Internal website (e.g.
message (on internal SharePoint) section for
website, email, questions from staff
newsletter)
news leaks)
Annexes
94 MSF OCA
Project • To ensure transparency and that • Explain the context and reasons
partners, e.g. the project continues to function for closure
MoH effectively throughout the closure • What is happening to the
and into handover/transition (if project and why, and how this
appropriate) will affect the individual and the
• To maintain morale and manage mission
expectations. To minimise the risk • The timeframe and steps that
of internal and external security will be followed and what
threats individuals should expect
• To provide a space for dialogue • Outline any trainings etc. that
and answer any questions (even if taking place (esp. in context
answer is “I don’t know, yet” of handover); any donations or
• To prepare teams for transition similar that will be given as part
(if handing over to them) of transition
Other • To maintain consistent messaging • Explain the context and reasons

agencies / throughout for closure
UN (project • To ensure good coordination with • What is happening, when and
and coord
other actors and identify potential why
level)
handover partners • What information has been
• To increase opportunities for staff shared with staff/beneficiaries/
to find alternative employment community/authorities, etc.
Patients and • To ensure transparency with the • Explain the context and reasons
communities communities we serve for closure
— including • To ensure our patients and others • Explain the project exit strategy.
key contacts
in the community understand what • Highlight the steps being
(community
the changes will mean for them, taken in terms of handover (e.g.
leaders,
and to manage expectations trainings etc.) to ensure care
religious
leaders, • To help ensure acceptance and continues
neighbours…) community-based security • Highlight the (positive) impacts
strategies continue that the organisation has
• To minimise security threats to achieved
staff and assets and allow the
programmes to be completed as
planned
• Group meeting • HoM/Medco & partner • Email/newsletter message

• Followed up with representative to share
updates on WhatsApp • Senior local staff • Key messages
/email messages, • Timeline of key moments
newsletter and in the project
continued updates.
• Q&A
• Joint planning for
events, e.g. closure
ceremony
news leaks)
• Coordination cluster • HoM/dep HoM/PC • Q&A

meetings etc. • Advocacy manager/ • Key messages
Humanitarian Affairs • Reactive lines/social
Officer media responses (in case
news leaks)
• Individual and group • HoM/dep HoM/Medco • Speech/message

meetings /PC • Q&A
• Group meetings, • Community representative • WhatsApp groups or
feedback mechanisms • AM/HAO/FCM similar
— including e.g.
• Timeline of key moments
WhatsApp groups etc.
in the project
• Continuous updates
• Public comms materials
and a final notice when
— e.g. web update/
project is closed/
local press release social
handed over
media materials radio
• Events, such as public announcements/AV
meetings/closure materials, interviews with
ceremony staff/patients
Annexes
96 MSF OCA
Local and • To help ensure that the authorities • Explain the context and reasons
national support the closure process for closure.
authorities
• To maintain consistent messaging • Highlight the (positive)
throughout and minimise security impacts that the organisation
risks has achieved. Emphasise
• To maintain relationships in case sustainability measures
of return and/or minimise negative for beneficiaries, as well as
consequences in other areas of partners, suppliers and staff.
operation • Meet any legal requirements.
• To be certain that all legal
requirements are met
• To manage expectations
Opposition • To maintain consistent messaging • Explain the context and reasons

groups throughout and minimise security for closure.
risks • Highlight the (positive)
• To ensure that the groups support impacts that the organisation
the closure process rather than has achieved. Emphasise
hinder it sustainability measures
• To maintain (positive) reputation for beneficiaries, as well as
in case of return and/or minimise partners, suppliers and staff.
negative consequences in other
areas of operation
• To emphasise neutrality
Military • To ensure that the military and/or • Explain the context and reasons
/ Police / police support the closure process for closure
Security rather than hinder it • Highlight the (positive)
• To maintain consistent messaging impacts that the organisation
throughout and minimise security has achieved. Emphasise
risks sustainability measures
• To maintain (positive) reputation for beneficiaries, as well as
in case of return and/or minimise partners, suppliers and staff
negative consequences in other • Explain any risk management
areas of operation measures, if appropriate
• To minimise security threats to
staff and assets and allow the
programmes to be completed as
planned
• Face to face meetings if • HoM/dep HoM/PC • Official letter

appropriate, followed up • Senior local staff • Timeline of key moments
with official letter and in the project
updates
• Continued updates
• Ensure a final notice
when project is closed/
handed over
• Events — public media materials radio
meetings/closure announcements/AV
ceremony materials, interviews with
staff/patients
• Face to face meeting • HoM/dep HoM • Official letter

and/or official letter, if • Senior local staff • Timeline of key moments
appropriate in the project
• Ensure a final notice • Continued updates
handed over
announcements/AV
materials, interviews with
staff/patients
• Face to face meetings, • HoM/dep HoM • Official letter

followed up with official • Senior local staff • Timeline of key moments
letter and updates in the project
• Ensure a final notice • Continued updates
handed over
announcements/AV
materials, interviews with
staff/patients
Annexes
98 MSF OCA
Suppliers and • To maintain an effective and • What is happening and why,

commercial functioning relationship throughout how this will affect the supplier
partners the closure process so that supplies • The timeframe and steps
are delivered, and programmes/ that will be taken to complete
closure can be completed as payment
planned
• How this information should be
• To ensure a consistent message disseminated to beneficiaries
is disseminated throughout the and the wider community
supplier organisation and to the
wider community
• To minimise the risk of external
security threats
MSF network, • To ensure transparency and • Explain the context and

donors and accountability with supporters and reasons for closure
supporters donors, and the wider MSF network • Provide highlights of what
• To ensure that the closure is put the project has achieved, key
‘on the record’ with information moments and figures
available that can be used in the • Explain what efforts are being
future taken for a positive transition,
• To highlight the achievements of closure in accordance with
the project and the reasons for good practice, programme exit
closure in a clear way strategy
Media and • To ensure transparency and • Explain the context and

social media accountability, including with local reasons for closure
(also a method journalists as key stakeholders • Highlight how the closure is in
to reach all
• To ensure that the closure is put accordance with good practice,
stakeholders
‘on the record’ with information programme exit strategy
as listed
available that can be used in the • Provide highlights of what
above)
future the project has achieved, key
• To minimise the risk of internal moments and figures
and external security threats.
To highlight the achievements of
the project/reasons for closure
in a clear and transparent way
• Face to face meeting • Logistics Coordinator • Official Letter

• Official letter (if needed) • FinCo
• HRCo
• Through internal • CA • Comms package material

channels (Yammer, • HAA • Continued updates
internal Facebook
• Partner sections and • Public comms materials
pages, souk etc.)
branch offices — e.g. web update, social
• Events — e.g. media materials, AV
• Association
association/donor materials, interviews with
events, where staff can staff/patients
speak
• Public communication • FCM/CA • Timeline of key moments

plan, identifying key in the project
moments — milestones, • Interviews
channels and tools
• Set up interviews, — e.g. web update, local
possible visits to project press release, social
etc. media materials, radio
• Events — e.g. press announcements, AV
conferences/public materials, interviews with
meetings to which staff/patients
media invited/closing • Q&A
ceremony
• Reactive lines
Annexes
100 MSF OCA
ANNEX 2. TEMPLATE RISK ANALYSIS PROJECT

— MISSION CLOSURE
THREAT VULNERABILITY LIKELIHOOD

(Who, What, When, Whom)
MSF programme • National Staff leaving earlier/strike due

discontinued or reduced to dissatisfaction
impact due to staff • Patients at risk due to no staff to treat
shortages/strike
• Project continuity due to no staff
• Poor communication strategy
• Staff being paid in advance
• Terminated staff or to be terminated
Staff leave organisation • Poor communication strategy

whom MSF wanted • Department heads do not pay attention
to retain or staff lose to retain particular staff
morale
• MSF pulls out quickly
• No other section around to absorb long
term staff
Staff angry/threaten • If no communication strategy for

management due closure process made (less time or no
to inconsistency or resources)
perceived bad treatment • Engagement with staff representative/
of staff at different unions
locations
• One consistent message for all
• Engage with staff regularly and on-time
• HR-Admin, PC particularly on risk
MSF attacked by • Private hospitals, water trucking

angry suppliers due to companies etc.
business loss
MSF attacked by armed • Loss of leverage with end of medical

groups/criminal groups care
• Bad communication plan
MSF assets being • Loss of protection from community and

robbed (theft) and/or armed groups
looted
Cancellation of MoU in
other parts of mission
(or other sections)
IMPACT MITIGATION & RESIDUAL RISK

CONTINGENCY ACCEPTABLE TO MSF?
• Staff: • Clear and transparent

• Programme: communication strategy
towards national staff
• Organisation:
• Payments withheld until
closure (if paid in advance
staff might leave)
• Staff: • Engage into face to face talks

• Programme: with staff to ensure their
concerns are heard
• Organisation:
• Identify staff which are to
be retained and develop
appropriate planning
• Staff:
• Programme:
• Organisation:
• Staff:
• Programme:
• Organisation:
• Staff:
• Programme:
• Organisation:
• Staff:
• Programme:
• Organisation:
• Staff:
• Programme:
Annexes
• Organisation:
102 MSF OCA
ANNEX 3. MISSION CLOSURE: LEGAL AND ADMINISTRATIVE

ACTIVITIES CHECKLIST
PERSON
STEPS / ACTIVITIES
RESPONSIBLE
1 Establish closure approach (e.g. formal project

management) & identify the factors that will determine
when an office / programme should close
2 Determine roles and responsibilities for people managing

the process:
• Identify those responsible for managing closure operations
• Identify appropriate local staff to finalise actions after other
staff depart
• Assign staff responsibilities for documenting closure process
• Identify a legal entity/organisation to facilitate remote
operations (if required)
• Appoint an audit/records manager (if required)
• Schedule lessons review post-closure
3 Develop Exit Strategy & Prepare Closure Plan:

• Conduct process mapping to identify all elements to be
considered
• Develop implementation plan
• Develop timetable for implementation
• Conduct Risk identification and mitigation actions
4 Finalise Legal position / Consider Legal Aspects:
Consult local laws, e.g. labour, tax & seek legal assistance
in-country
Plan for de-registration
Government registration (MoH, MFA etc.):

• Request validity of MSF-H registration as long as possible
• Inform on each project closure, regionally and centrally
(send reports)
• Inform on mission suspension/closure
TIMELINE COMMENTS
• Ensure closure strategy aligns with organisational strategy
• Exit strategies should consider different types of closure:

› Full or partial
› Phased or rapid
› The on-going needs of the organisation and beneficiaries
› What will be the replacement structure and how can the
closure support a transition?
• Check with HQ HR/Country HR as appropriate to confirm
proposed closure details
Annexes
104 MSF OCA
PERSON
STEPS / ACTIVITIES
RESPONSIBLE
Ensure all financial requirements are submitted/processed:

• Tax recuperation on purchases (follow-up)
• Tax registration number
• Check de-registration requirements
• De-registration official request
Legal representation powers:

• Check de-registration requirements
• De-registration official request
Logistical aspects/equipment/materials donations

(see also ‘Logistics checklist’):
• Check donor limitations
• Check donation requirements to MoH
• Check donation requirements to other MSF sections
• Check donation requirements to other NGOs
• Prepare donation documents (with legal person if required)
5 Determine organisation and corresponding staff change.

Detailed analysis of employment issues will be required
e.g.:
• Timings and impact of contract end dates.
• Financial costs of termination
• Criteria and methodology for selecting remaining posts
or phased ending of positions
6 Determine financial impacts and prepare closure budget
7 Develop HR Communication Plan, including:

• Communication about selection process for remaining posts
• “Engagement” strategy for staff remaining and those who are
leaving
• Schedule regular meetings to update staff on progress
8 Determine the general range of assistance to be provided

to staff leaving
9 Formally consult with staff, including:

• Distribution of closure proposal
• Consultative meetings with staff representatives (collectively
and/or in each office)
• Staff meetings
• Incorporation of appropriate comments
• Finalisation of proposal
TIMELINE COMMENTS
• Ensure all actions regarding termination of staff comply with

local legislative requirements prior to finalising Closure Plan
• Aim for consistency in assessment and decision on
termination for same/similar roles. However, in practice
there will be some differences which should be well
explained based on the chosen closure approach
• Incorporate HR staff changes and pay-outs into budgets
• Although the decision to close is not negotiable, staff

should be encouraged to input into the process, and
their suggestions incorporated into the overall plan. This
is important to ensure an optimal process and for risk
mitigation linked to staff disappointment with closure
decisions
• This will cover financial support (both legal and organisation

entitlements) and non-financial support
• It is important to stress that the proposed changes are to

positions and not people
• If the formal process is followed, but agreement can’t
be reached, may need to refer it to Industrial Court for
arbitration (depending on local legal requirements)
Annexes
106 MSF OCA
PERSON
STEPS / ACTIVITIES
RESPONSIBLE
10 HRM Aspects/Finalise arrangements and terminate

positions:
• Provide written confirmation to staff regarding their particular
situation
• Ensure final termination payments are made appropriately
• Ensure that staff return any outstanding advances and
equipment owed/belonging to the organisation
• End of staff contracts: check individual termination contracts
(end of contract, dismissal, resignation)
• Calculate Last salaries/holidays/advances/loans & Severance
payments
• Documents: prepare last salary sheets
• Documents: prepare document on settlement of outstanding
balance
• Documents: Prepare work certificates
• Documents: Prepare recommendation letters (only if
endorsed by HoM)
• Recommend staff to other NGOs: send circular letters to list
of NGOs specifying professions available
• Ministry of Labour: check de-registration requirements &
Submit De-registration official request
• Social Security Administrations (Health/Pensions): check
de-registration requirements & Submit De-registration official
request
• Other private staff insurances: check contract termination
conditions
• Other private staff insurances: terminate and eventually claim
for reimbursement
• Labour taxes: last calculations and payments
• Individual staff situations: discuss cases in CMT and possible
extra assistance for future
• Identify counselling support for staff (if required)
11 Archiving and Information Management:

• Determine types of documents to be kept/archived
• Carry out a documentation assessment
• Determine process for storing/deleting electronic data
TIMELINE COMMENTS
• See also ‘HRM & Finance checklists’

• Keep documentation of procedures for future reference and
to defend any complaints made
• See also ‘Information Management checklist’

Annexes
108 MSF OCA
PERSON
STEPS / ACTIVITIES
RESPONSIBLE
12 Track and monitor the closure process::

• Keep appropriate records
• Inform relevant authorities
• Prepare regular closure reports and updates
• Before ending the closure process, prepare a “lessons
learned” paper for future reference
• Ensure all personnel records and files are properly destroyed
or transferred to appropriate location
13 Finalise Closure Report:

• Schedule lessons review post-closure
• Update policies and procedures to reflect lessons learnt
TIMELINE COMMENTS
• See available examples and proposed format
Annexes
110 MSF OCA
ANNEX 4. MANAGING SATELLITE COMMUNICATION

EQUIPMENT AND SERVICES WHEN CLOSING A MISSION
MSF OCA MISSION MSF OCA
Procedure title Managing satellite communication equipment and services

when closing a mission
Related policy Communication Hardware Policy
Owner Head of Logistics, delegated to Ops Logistics Coordinator
Author Michael Bader
Scope Missions and headquarters
Version 2.0
Status Final
Date approved 30 May 2020
Approved by Ops Logistics Coordinator
Date for next review Latest 5 years after approval
1. When closing all activities in a mission, the existing satellite

communication equipment (Thuraya, BGAN, IsatPhone, Iridium,
satellite-based tracking devices, etc.) is by default returned to
Amsterdam HQ. The Logistics Coordinator (LogCo) verifies if this
is applicable in case of the closing mission through the FSU Front
Officer, who will consult the Operations Manager and APU.
2. Prior to returning the equipment, the LogCo prepares a detailed

inventory list38 of the satellite communication equipment, including
the following information:
a. MSF article code, description, brand, model, serial number, and
IMEI of each device.
b. The SIM serial number (SSN) or integrated circuit card identifier
(ICCID) of each activated satellite SIM card. If a SIM card is not
inserted in a device, it should be listed as a separate item in the
inventory.
38 The template 2I Telecomm overview (2009) from the LogAdmin Kit can be used.
3. The LogCo sends the completed inventory list to the FSU Front
Officer and the Assistant of the Logistics Department, indicating
the requested date(s) of deactivation of the SIM cards.
4. The Assistant of the Logistics Department requests deactivation

of the SIM cards to the respective provider.
5. The FSU FO forwards the inventory list to the APU Stock Manager,
confirming the modalities of the return transport.
6. The LogCo arranges the transport of the equipment to Amsterdam

HQ, attn. APU Stock Manager. The equipment is preferably hand-
carried; other modes of transport must be discussed with APU in
advance.
7. After the shipment, the FSU FO verifies with the APU Stock Manager
if all inventoried satellite communication equipment from the mission
has arrived.
8. The FSU FO verifies with the Assistant of Logistics Department if

all inventoried SIM cards have been de-activated.
Note:
The LogCo is responsible for ensuring that no satellite communication
equipment is left unaccounted for in the closing mission. The FSU
FO is responsible for ensuring the reception of the equipment in
Amsterdam HQ and the de-activation of the SIM cards.
See chapter 8 of the Closing Mission Manual.
Annexes
112 MSF OCA
ANNEX 5. INFORMATION MANAGEMENT — DOCUMENT

RETENTION
DOCUMENT TYPES — OPERATIONS Original Electronic
Country registration Yes Yes
All MoUs (central & service level, old as well as valid) Yes Yes
Intersectional MoUs No Yes
Contract Register No Yes
Discharges of liabilities (not those from employee files Yes Yes

— see Contract Register)
Valid Property Leases and Utilities Contracts (see No Yes

Contract Register)
Final account for utilities and “Final account settled” Yes Yes
Handover agreements including transfer of responsibilities Yes Yes

to structures
Valid Import Licenses Yes Yes
Older Import Licenses No Yes
Tax exemption certificates Yes Yes
Maps, pictures, forms as adapted for the mission No Yes
All Letters of Appreciation from authorities and partners Yes Yes
Most recent "Welcome" documents (both capital & No Yes

projects)
All original documents from this list must be hand-carried to Amsterdam/Berlin.

Electronic versions must be sent to the Operations Assistant in Amsterdam and to
the Information Management Officer in Berlin.
DOCUMENT TYPES — MEDICAL Original Electronic
Training Materials No Yes
National Staff Health policies No Yes
Details of medevac procedures No Yes
Medical contacts: MoH, international and national NGOs, No Yes

approved local medical suppliers
All medical data from the mission including HIS and No Yes
FUCHIA
All medical data from operational research done in-country Yes No

(well-sealed due to confidentiality)
SGBV certificates when indicated (well-sealed due to Yes No

confidentiality)
DOCUMENT TYPES — LOGISTICS Original Electronic
Donation Certificates Yes No
Sale Agreements for sold items Yes No
Returned to HQ items: Copies of Waybills & Packing list Yes No
Signed 3A equipment inventory Yes No
Back up of digital LogAdmin Kit — operational files of all Yes No

projects and capital offices
Back up of UniField data of all projects and capital offices Yes No
Original vehicle donation agreements, plus supporting Yes No

paper work
Rules and regulations regarding the use of communication No Yes

equipment, licenses
Custom clearance procedures and contacts, custom No Yes

number, exemptions
Quotations, purchase documents and justified deviations No Yes

from purchasing procedures
Logistical Policies No Yes
Custom clearance procedures and contacts, custom No Yes

number, exemptions
Original donation agreements for the last three years Yes Yes
(medical & non-medical)
Annexes
Older donations (medical & non-medical) No Yes

114 MSF OCA
DOCUMENT TYPES — FINANCE Original Electronic
All original receipts/invoices Yes No
Bank papers stating that accounts are closed Yes No
All finance files seven years old and younger Yes No
Final complete bookkeeping* No Yes
IOU statements of all outstanding amounts No Yes

(expats’ subaccounts)
It is advised to make a copy of the D: drive of the laptop BooX has been on (for the
period prior to 2016, when UniField was introduced.) Do this in order to retrieve the
financial data in its original state, which could be necessary for (external) audits.
* When national law requires maintaining original financial information for a certain number
of years in the country after closure. Otherwise, the original bookkeeping is shipped to HQ.
DOCUMENT TYPES — HRM Original Electronic
All national staff contracts* Yes No
Last evaluation of all national staff members* Yes No
Letters addressed to every employee, related to benefits Yes No

provided for the closure*
Settlement payslips* Yes No
Discharges of liability* Yes No
Copy of MSF work certificate* Yes No
Staff list with names, staff ID and position: this list has Yes No
to match with the employee files
Social Plan, validated by the Labour Office if required Yes No

in your mission
All HR communication to the authorities related to closure Yes No
National Labour Law No Yes
Records of court cases (new and recently closed) Yes No
Records of closed personal injuries Yes No
Expats: Temporary employment permits & Licences Yes No

to practice in country (if needed)
Translated guidelines and training documents No Yes
Internal Regulations No Yes
Visa/Work Permit Processes No Yes
* Keep each employee file in separate folder, store the folders in boxes and print a list
of staff ID + names to attach on each box.
Annexes
116 MSF OCA
DOCUMENT TYPES — HUMANITARIAN AFFAIRS Original Electronic
Context related documents: analysis, country profile, No Yes

who-is-who documents, strategy papers, scenario reports
Advocacy documents No Yes
Local press clippings dealing with MSF advocacy activities No Yes
DOCUMENT TYPES — COMMUNICATIONS Original Electronic
Photographic and video material No Yes
Selected press clippings and local press releases No Yes

ANNEX 6. SOP DECOMMISSIONING INSTANCE (UNIFIELD)
Validated Status April 2019
Scope
This document describes the decommissioning of a UniField instance.

An instance needs to be decommissioned when there is no more finance
nor supply processes/activities to be handled inside the instance.
Policy
UniField instance is a physical installation of the application. The

instance is a standard field laptop or desktop on which the ‘All in One’
(AIO) package of UniField is installed. The proprietary instance is the
representation of an HQ, Coordination or a Project UniField instance.
Decommissioning an instance means removing the proprietary
instance from the synch server and the HQ instance. The decision to
decommission an instance is taken between the mission and the HQ
Annexes
118 MSF OCA
advisors (FFA/FO). The formal request is send via TOPdesk by filling

the Annex 6 — Instance Decommission checklist.
Before decommission, an instance should be completely clean finance

and supply sides:
• All flows are closed

• All balances are zeroed including the real and virtual stock.
• Up to the current period is closed. A buffer period is closed for a
project instance. This to avoid blocking the Coordination closing.
• No “Not runs” in the instance.
UF Supply Support reviews the checklist and check the supply side of
the instance. UF Finance Support reviews the checklist and check the
finance side of the instance. They provide support to the mission in
the process of cleaning the instance if need be. When the instance is
confirmed cleaned, the call is then transferred to the ICT field for them
to trigger the decommission process.
Decommissioning an instance is handled only by ICT Field. For

audit purpose, the ICT Field will centrally maintain a folder for all
decommissioned instances for a period of 10 years.
A decommissioned instance cannot be used after full decommission.

Thus, it is important to ensure that only flows that could be handled
safely from higher instances are left open in a decommissioned instance
(e.g. unreconciled lines)
Only after the ICT Field confirms the proper decommission, the field
can unplug the UniField Server and reallocate it to other purpose.
Responsibility
FinCo and LogCo takes the initiative, discuss together and fill out
Annex 6 — Instance Decommission checklist. After consulting their
respective advisers at HQ, they send the complete checklist to the
FFA, who reviews the checklist and send to the UF support officers via
TOPdesk.
UF Supply Supports are responsible for reviewing the checklist and

checking the instance for readiness. They are in charge of providing
support to the mission on how to clean the instance. They confirm on
TOPdesk that the instance is ready to decommission.
The UniField Support (Finance or Supply) is in charge of forwarding

call to ICT Field. The ICT Field do not check the instance unless an ICT
issue is reported by the UniField Support Officers.
The ICT Field is responsible for launching the decommission process

with the CT, remove the instance from the HQ server, save the last
backup file, and communicate back that the instance has been
decommissioned successfully.
Distribution
• Head of Mission (HoM)

• Project Coordinator (PC)
• Finance Coordinator (FinCo) or Financial Management Responsible
• Logistical Coordinator (LogCo) or Technical Logistics Coordinator
if relevant
• Field Finance Advisor (FFA) and Assistant Administrator Field (AAF)
• Field Finance Coordinator (FFCo)
• FSU Front Officer (FSU FO)
• Operational Logistics Coordinator
• UniField Referents (Supply — Finance)
• Field Supply Information Systems Advisor (FSU BO)
• UniField Supply Support Advisor (FSU BO)
• Field ICT Advisor
• UF Supply Support, UF Finance Support
Ownership
This Standard Operating Procedure is under the responsibility

of the Finance Department.
The Head of Finance is currently responsible for ensuring that this

document is necessary, that it reflects actual practice, and that it
supports OCA policy.
Annexes
120 MSF OCA
SOP DECOMMISSIONNING INSTANCE (UNIFIELD)
1. Start This activity is performed whenever there is no more finance

nor supply activities to handle from an instance (closing of a
project/a mission).
→ Next step: 2
2. Prepare The request to decommission an instance is initiated by the

Decommission mission. FinCo/LogCo prepare the Annex 6 — Checklist for
Checklist decommission of a UF instance.
→ Next step: 3
3. Review Review and approval of the Annex 6 and validate the request
Decommission for decommission.
Checklist → Next step: 4
→ Performers: Field Finance Advisor, FSU Front Officer
4. Create TOPdesk FFA creates a TOPdesk ticket. The ticket is then used
Ticket throughout the process to follow up progress.
→ Next step: 5
→ Performers: Field Finance Advisor
5. Provide input Referents and advisors review the annex and provide advice
to UF Support to the UF Support and the mission on how to clean the
instance (where and how to send the balance).
→ Next step: 6
→ Performers: Field Supply Information Systems Advisor,
UniField Supply Support Advisor, Field ICT Advisor
6. Check Instance Final Check the instance based on the checklist and
recommendations from step 6.
Forward the call to ICT Field for the decommissioning
process with the CT.
→ Next step: 7
→ Performers: UF Supply Support, UF Finance Support
7. DB ready for Is the database ready to be decommissioned?

decommission? → Yes: go to 8
→ No: go to 9
8. Transfer the call Transfer the call to ICT Field.

to ICT Field → Next step: 14
SOP DECOMMISSIONNING INSTANCE (UNIFIELD)
9. Advise Mission Advise the mission on data cleaning if any.

on data cleaning → Next step: 10
10. Cleaning the The database is cleaned up in the mission, according to the
database guidance provided in step 7.
→ Next step: 11
→ Performers: Finance Coordinator, Logistical Coordinator
11. Provide Report back to the UF support that the cleaning up is

feedback finished.
→ Next step: 12
→ Performers: Finance Coordinator, Logistical Coordinator
12. Final check Final check before request for decommission to ICT Field.
→ Next step: 13
13. DB ready for Is the database ready to be decommissioned?

decommission? → Yes: go to 8
→ No: go to 9
14. Decommission Decommission process by ICT Field and in communication

process with CT.
Save the final backup in the centralized depository. Remove
the instance from the HQ serverd.
→ Next step: 15
→ Performers: Field ICT Advisor
15. Confirm Communication back to UF support that the instance is

decommission decommissioned (out of synch and out of HQ server).
→ Next step: 16
→ Performers: Field ICT Advisor
16. Confirm Report back to the FFA/FO that the instance is

decommission decommissioned.
→ Next step: 17
Annexes
17. End End of process.

122 MSF OCA
ANNEX 7. TEMPLATE — FINAL CLOSURE REPORT
Table of content
MSF OCA
Abbreviations
Executive Summary / General Remarks
1. Introduction
Final Closure
2. Reasons for starting the mission
3. Major Events in the mission’s history (Chronology)
3.1. Overview of Exploratory Missions & Assessments
3.2. Interventions
Report
3.3. Coordination & Projects Handovers & Closure Procedures
3.4. Chronology
4. Medical Info
4.1. Country Health Profile
4.2. Key Medical Contacts
4.3. Emergency Preparedness
@Country name @ Mission 4.4. Medical Supply Policy
4.5. Medical Administration
@Project name @, _ _ _ _ _ _ Mission 4.6. Water & Sanitation and Infection Control
5. Communication and Advocacy
6. Country Registration, Memorandum of Understanding
and Agreements
7. Finance Management
8. Human Resource Management & Administration
9. Logistics Management
10. Achievements
11. Major Constraints & Failures
11.1. Major Constraints
11.2. Failures
12. Missed Opportunities
13. Lessons Learned and Recommendations
14. Reasons for closing the mission
15. Remaining concerns
16. Scenarios for re-engagement
17. Conclusions
Annexes
Abbreviations 3. Major Events in the mission's history

(Chronology)
Executive Summary / General Remarks 3.1. Overview of Exploratory Missions & Assessments
3.2. Interventions
• Brief info on the content of the Closure report. 3.3. Coordination & Projects Handovers & Closure
• Brief info about the mission: when started, projects, Procedures
activities, milestones, achievements and failures. • Planning
• Brief info on handover and closure process. • Handover Communication
• Meetings & Workshops
• Projects handover chronograms & reports
1. Introduction 3.4. Chronology
Table: Chronology MSF OCA _____________ mission
• The Final Closure Report is part of the re-opening
package (or manual) that sits with the Emergency Chronology MSF OCA _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ mission
Support Desk. It is an internal, informative account
Year Activity
of the impressions of the last Head of Mission. The
Final Report is not a thorough evaluation, nor is it
an extensive document describing the history of
the mission.
• Description of the Context.
• MSF Background. 4. Medical Info
4.1. Country Health Profile

2. Reasons for starting the mission One page that updates the Country Health Profile
and global/local health situation as MSF leaves.
It is advised to compare the main health indicators
in the beginning of MSF mission and prior to the
mission closure.
4.2. Key Medical Contacts 6. Country Registration, Memorandum of

One page of key medical contact positions Understanding and Agreements
and institutions in country
• Country Registration
4.3. Emergency Preparedness • Host Country Agreement (if available)
One page on health and humanitarian emergency • Memorandum of Understanding (MoU)
preparedness scenarios • MF Intersectional agreements (if any)
4.4. Medical Supply Policy

½ page on medical supply policy as MSF leaves 7. Finance Management
4.5. Medical Administration • Banking

• What to do with patient medical files? • Budgets / Expenses per year (EUR)
• National staff policy for staff with chronic • Donors
illness, where care goes beyond MSF's
presence in the country
• List medical files to be sent to HQ 8. Human Resource Management &
(paper and digital copies) Administration
4.6. Water & Sanitation and Infection Control • HRM Policies & References
• Legal Obligations & Benefits for NS (Income Tax,
Pension, Medical Insurance, Compensations, etc)
5. Communication and Advocacy • Staff Health
• HR cumulative figures (staff in numbers):
• Brief info on communication and advocacy Number of National & International staff per year
strategy • Immigration & Permits
• Main advocacy objectives • Redundancy
• Achievements • Staff Trainings
• Potential NS Expatriation
• Litigation
9. Logistics Management 12. Missed Opportunities
• Supply: General Supply Info & Sourcing

(including Medical Local Purchase possibilities) 13. Lessons Learned and Recommendations
• Supply: Warehousing
• Supply: Import & Export procedures
• Supply: All Supply Related Losses (overview) 14. Reasons for closing the mission
• Supply: Donations
• Frauds Risk Management
• Mission Specific Disposal of Expired Medical 15. Remaining concerns
Materials Procedures
• Disposal of Assets.
• Technical Logistics: Communication, Power 16. Scenarios for re-engagement
Supply, ICT, Cold Chain & Biomed
• Construction & Shelter
• Hospital Facilities management 17. Conclusions
• Air Operations (if any)
• Intersectional cooperation
• Applied Security Info Annexes
10. Achievements
11. Major Constraints & Failures
11.1. Major Constraints

11.2. Failures
Annexes

MSF-OCA-Closing-Mission-Manual (2021)

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MSF OCA

2021 Closing Mission

First edition, 2002

Published by Médecins Sans Frontières

English text reviewed

Design and layout

Copyright © 2021 by Médecins Sans Frontières

Any part of this document may be copied,

For questions and comments contact:

Kostas was the Operations Manager for

APU Amsterdam Procurement Unit (Logistics)

CMT Country Management Team

FCA Field Communications Advisor

FCO Field Communications Officer

FFA Field Finance Advisor

FSA Field Security Advisor

FSU Field Support Unit (Logistics)

GDP Good Distribution Practice

GDPR General Data Protection Regulation

HAA Humanitarian Affairs Advisor

HIV/AIDS Human Immunodeficiency Virus/Acquired Immune

HoM Head of Mission

HRCo Human Resource Coordinator

ICT Information and Communication Technology

IOU 'I Owe You' (signed statement acknowledging debt)

(MDR)TB (Multi-Drug Resistant) Tuberculosis

MedCo Medical Coordinator

MoH Ministry of Health

MoU Memorandum of Understanding

MSF Médecins Sans Frontières

NAS Network Attached Storage

NGO Non-Governmental Organisation

OCA Operational Centre Amsterdam

OPO Operational Procurement Officer (APU)

OPS Platform Operations Platform

OST Operations Support Team

PHD Public Health Department

SHU Staff Health Unit

This document is an update of the 2009 edition of the Closing Mission

References to several documents including tools and closure examples

This manual focuses on planned closures, including situations where

MSF OCA's presence in a given context is by definition limited in time.

Whereas actual processes and timeframes vary, the key objectives

• The responsible termination, hand over or phase out of medical

Closure of a mission needs to be approached

The decision to exit and close a project or mission must be approved

Deadlines should appear ‘hard’ externally

1. Consider forming a small in-mission working group (maximum

2. A similar body (or 'committee') should be responsible for designing

4. Discuss and agree upon specific objectives and indicators related

5. Any action plan or ‘handover dashboard’ should be a ‘living

6. A focal person for the whole closure on various levels is helpful.

7. Do not forget to check the need to adapt the current project

8. Verify whether existing agreements — like any Memorandum

9. If possible, it is best to keep our registration valid. This can

11. A project closure will generally take a minimum of four months,

Closing of a project or mission is complex and

In Colombia, the mission decided to end field/medical activities

The context, complexity of our programmes, and the quality of the

Because of their interdependency, the delay of one activity will almost