Managing Implementing Partners
Page not found
- About This Website
- UNDP and Capacity Development
- Contact Us
- UNDP’s Mandate for Health and Development
- Civil Society Groups
- Financial Management
- Health Information Systems
- Innovation and Technologies
- Law, Rights and Policy Support
- Non-Communicable Diseases
- Procurement and Supply Chain Management
- Programme Management
- Solar for Health
- Frequently Asked Questions
- National Coordinating Bodies
Law, Rights and Policy
- Case Studies
- Enabling legal environments
- Identifying human rights barriers
- Vulnerable and Key Populations
- UNDP's role
- About results
- Arab States
- Asia Pacific
- Europe & the CIS
- Impact Highlights
- Latin America & the Caribbean
- Regional Grants
- About Us
- Page not found
Resilient health systems are implemented through a variety of partners to ensure comprehensive service delivery. National health plans involve both government and civil society implementing in partnership to deliver on planned results.
Implementing partners require support and oversight to execute, manage and monitor their assigned roles effectively. Capacity development in managing, monitoring and verifying implementing partner activities is crucial, particularly to ensure the sustainability of the health programme, as the majority of implementing partners tend to be national entities.
Implementing partners working with Key Populations
As part of its HIV, Health and Development Strategy 2016-2021 UNDP develops the capacities of national entities to sustainably manage domestic and international health financing and to deliver health programmes. UNDP focuses on building capacity to select, assess and provide oversight for implementing partners to minimise risk and ensure a sustainable and integrated national response.
- Support the development of Standard Operating Procedures to select, contract, manage, monitor and provide oversight to implementing partners.
- Provide technical support to orientation workshops.
- Provide capacity assessment and plan development tools.
Managing Implementing Partners
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 (eg: 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 targets.
- Monitoring of Activities: the organisation regularly monitors project activities and records findings.
- Data Analysis – the organization is monitoring data analysed and used to inform programme decision making.
- Expertise: level of monitoring and evaluation expertise in the organisation.
- Monitoring of Partners: the organisation has systems in place to track activities implemented by sub-partners.
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.
Suggested Capacity Development Indicators
- Documented policies and procedures for selection of implementing partners in place.
- Up to date implementing partners agreement forms and contracts.
- Percentage of implementing partners where a capacity assessment has been conducted.
- Processes and procedures for defining capacity development plans and providing capacity development support.
- Documented policies and procedures for managing and coordinating implementing partners.
- Frequency of implementing partners plan reviews and updates.
- Ability to capture and integrate implementing partners reports into management reporting.
- Number of internal and external audits of implementing partners conducted.
UNDP acts as the Principal Recipient (PR) for Global Fund grants in countries with challenging operating environments. As PR, UNDP engages national and local counterparts, known as Sub-Recipients (SRs), to implement grant activities. UNDP selects, contracts and manages SRs during the life-cycle of the grant.
UNDP also assists SRs in developing the capacity and expertise to effectively manage and implement prevention, care and treatment services for AIDS, tuberculosis and malaria. UNDP is also involved in specific Health System Strengthening grants financed by the Global Fund.
Capacity Assessment for civil society groups: