Managing implementing partners

Template contracts should be developed outlining what happens if implementing partners are not performing as required, and what support will be given to them. Before signing the contract, the nominated partner should have a detailed work plan and budget attached to the contract.

The capacity of all implementing partners should be assessed before a contract is signed and before any funds are disbursed to the new partner. If the implementing partner does not possess the required capacity to carry out the planned activities, then a capacity development plan should be developed and budgeted. The results of the capacity assessment should be compiled in a report for review to assess progress later.

Financial management systems that:

• correctly record all transactions and balances
• support the preparation of regular, reliable financial reports
• safeguard any assets purchased for the partner
• are subject to acceptable auditing arrangements

Institutional and programmatic arrangements:

• legal status to enter into the contract
• effective organizational leadership, management, transparent decision-making and accountability systems
• infrastructure (e.g. transport) to enable programmatic monitoring in a timely and accountable manner
• adequate health care expertise and cross-functional expertise (finance, M&E)

Monitoring and evaluation systems:

• M&E systems that have M&E frameworks with indicators, baselines, and target
• monitoring of activities: the organization regularly monitors project activities and records finding
• data analysis: the organization is monitoring data analysed and used to inform programme decision-making
• expertise: level of monitoring and evaluation expertise in the organization
• monitoring of partners: the organization has systems in place to track activities implemented by sub-partners

There should be an induction workshop for implementing partners, to outline the requirements and processes for financial and programmatic reporting, and provide partners with reporting forms and templates, and details on any supporting documentation required. The capacity development activities should be implemented as soon as possible at the beginning of implementation, but ongoing mentoring may carry on during the life cycle of the programme.

There should be a documented programme for each year outlining all oversight visits to verify financial and programmatic data reported.

There should be standard operating procedures with supporting templates for monitoring the programme implementation, and for reviewing financial and programmatic reports for completeness and technical soundness. Oversight mechanisms should include processes for problem identification and mitigation, as well as action to solve any issues identified.

Risk management of implementing partners is a continual process—risks should be assessed and plans should be carefully documented, with responsibilities for follow-up properly assigned and monitored. For example, one way of managing risk is where implementing partners that have been assessed as having weak financial management capacity should be given smaller instalments of funds more frequently to carry out specific activities.