To effectively implement your CBA project in line with the implementation plan developed during the design phase, it is important to ensure that the partnerships established in the analysis and design stages are functional and effective. This will enable the lead organisation to tap into and utilise the required skills and technical expertise to increase resilience among target communities. It will also facilitate shared learning among stakeholders implementing the project.

USEFUL RESOURCE   The CARE Partnership Manual   The Partnership Manual documents the main policies and principles of partnership. Part 1 of the manual describes various typologies of partnerships, and suggests practices that are helpful in establishing and maintaining strong partnerships. Parts 3 and 4 provide detailed process instructions for crafting and operationalising a partnership strategy.

Implementation Step 2.1: Clarify roles and responsibilities of CARE and partners

Based on the outcomes of partners’ capacity assessment (see I&KM Step 3.1), potential roles, responsibilities and accountabilities in the CBA project for different partners can be identified. Partnerships are based on shared decision-making and mutual accountability. Therefore, it is important that specific roles, responsibilities and accountabilities among partners are mutually agreed upon. In addition, a shared and common understanding of the project among partners and duty bearers is important.

Implementation Step 2.2: Establish appropriate accountability mechanisms  

It is important that all partnership agreements, whether formal or informal, specify the quality and quantity of deliverables by CARE, partners and duty-bearers. In addition, appropriate accountability mechanisms and reporting relationships must be established and well understood by all. The CBA project should ensure that its stakeholders, (including target communities, partner organisations, governments and CARE staff) have safe ways for voicing their fears and concerns. Downward accountability mechanisms must be incorporated in the project strategy. This means that the organisation and partners implementing the project must account for project activities as well as major decisions not only to donors, the government, and other organisations, but also to the target communities.

Implementation Step 2.3: Regular follow-up and monitoring of the effectiveness of partnership  

To ensure that established partnerships continue to function effectively during the CBA project, it is important for the lead organisation to conduct regular follow up and monitoring with partners. Pages 24 and 25 of The Basics of Project Implementation: a Guide for Project Managers provide information and tools for monitoring of project partners. Reviewing performance and financial reports, performing site visits, convening regular meetings, maintaining regular contact, and arranging for agreed upon procedures and partners’ engagement in certain activities e.g. emergency response and implementation of contingency plans should be undertaken.

Regular follow up and monitoring of partners ensures project operations and deliverables. It also enables the team to effectively deal with emerging challenges in a timely manner.

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