Priority area and indicators

Development task

After two years we will have..

Rationalisation of partner portfolio using an agreed process – Guidelines developed through RPM and small working group

Review of internal processes of partnership management (MOUs etc.), linking to finance work already going on.

Criteria and assessment process of partners agreed and documented

Pick up and go partnership module rolled out in all countries

Joint visits are made to partners with programme and financial staff

All partners to actively engage with Oxfam on the issue of gender and plans drawn up for capacity building

Training on supportive supervision approach complete and approach rolled out in one country

Architecture of organisation reviewed and changed in the light of the partnership review

Case studies on best practice partnerships produced and circulated

Partner capacity building plans in place

Partnership

Clear processes of partnership management

Stronger partners as a result of Oxfam’s support

External stakeholders that say partners are effective

A portfolio of partners that add up to accomplishing Oxfam goals

Financial and donor contract management

All programme staff practicing and taking responsibility for finance management

Programme staff who talk about financial rigueur and finance staff who recognize the importance of flexibity

Financial systems and WoW that ensure transparency and accountability

Involvement of finance staff in PCM and project design

Improved in the quality of contract management

Better use of donor money

RC and country programmes are open and honest in donor reporting to key stakeholders

All programme staff with staff management/partner responsibility to do a budget exercise in recruitment processes

Each country/RC to sit together and discuss programme development and financial management. Meetings should be planned in advance

All finance staff has completed PCM training and have some knowledge of programme development

All relevant programme staff should have a financial management objective/OPAL project budget put together by programme staff

All programme staff are aware of the Mandatory procedures/other compliance requirements and understand and use them

A risk assessment has been undertaken in each country programme and finance and programme staff are aware of the fraud procedures as well as a risk register of donor relationships

Roll out of CRIMSON training and embedding in line with OPAL

Internal audits are seen as a supportive challenge and used to identify and act on weaknesses

CRIMSON refresher – inclusion in staff induction

Staff are clear about their roles and responsibilities in relation to donor contracts. A flow chart of roles and responsibilities has been produced.

There is questioning on contract rules and regulations as a matter of course

Yearly funding plans, regularly reviewed quarterly

Significant donor engagement by countries and RC

All countries have new contract training or start up meeting with relevant staff

Funding team induction at RC level for all incoming senior staff

Monitoring, evaluation and learning

All programmes and projects measuring impact based on previous and present learning

Projects that have sufficient resources to follow up processes and activities

An OPAL system that is institutionalised and used as a management tool

Demonstrable cross country learning as the norm

Better monitoring and learning from campaign activity

Each country has reviewed and updated their OPAL embedding plan, monitored against it in MMR and in line with the regional OPAL plan

Sufficient staff in RC are trained as OPAL systems and WoW trainers and there are enough staff in country in ensure effective OPAL management

Each country programme has an OPAL lead

MMR/QMR and PIP progress reports are used as a management tool

MEL review project pilots designed and implemented

Continued engagement in the MEL review project

One cross country learning opportunity identified, delivered and documented

One regional event for middle management staff to review and refine the framework

Each country programme has identified a PO to be part of the learning partners programme

360 degree project review process undertaken in one country

Common format for annual country plans, as part of the 3 year planning process

Agreed processes for linking regional objectives and country objectives and measuring them

Resource given to developing writing skills within middle management

Country programmes and RC allocate time for a reflection/review exercise of programme quality work

MEL review project pilots implemented and reviewed

All new projects have basic baseline information available

All new project have a clear and appropriate analysis of context and realistic and useable milestones

Thinking developed on impact statements and PPIBs

Review of country and regional annual plans undertaken

Gender budget tracking used to assess impact on women

Planning processes in line with PCM developed in each country programme

Impact thinking done on campaigns work, including We Can

Performance management

Capacity building plans for strengthing middle management developed and implemented

Mentoring pilot scheme for Pos developed

Pick up and go module on performance management rolled out in all countries

Line managers agree with their line management reports clear expectations for management support and they are performance managed against this

All staff to receive appropriate induction – working group set up at regional level

All senior managers have quality issues in their objectives

All PR issues linked with regional HR forum