Aid Modalities ~ Annex 1 | Table 7

PARTNER PROJECT

A discrete project (not a sector programme or a strategic partnership) funded by NZAID where the key developing country partner (govt or NGO) takes the leadership and responsibility for delivery

Aid modality characteristics

General

· Based around a discrete project proposal/design and budget

· Direct relationship between NZAID and the local partner/project owner in country

· Accountabilities flow from agreement on the proposal/budget

· Can be used to support work with developing country partner government or NGO.

Relationships and governance

· Direct relationship with the project owner in the partner country, rather than mediated by an external agency.

· Agreement on the project design or proposal, fund flows, and reporting would generally be direct between NZAID and the partner

· Governance focussed on delivery, impact and reporting on the project

· In most cases there is no need for any separate relationship document for a partner project. The formal relationship does not necessarily go beyond the project and supporting funding arrangement which should incorporate all the relevant relationship matters that are required for the project.

Design and accountabilities

· Partner generally develops project proposal/design.

· Final form negotiated directly with NZAID.

· Partner responsible for management and implementation

· Partner accountable to NZAID via reporting and acquittal

· Direction or detail discussed at reporting, monitoring or evaluation points

Advantages

Risks

· Direct relationship with developing country partner and can support their particular priorities

· Focussed on project deliverables and can sometimes get off the ground and achieve results quickly

· Risk more contained to the discrete project

· Can support local organisations working effectively and with strong ownership

· Can tend to lead to many, small, limited or low level engagements

· Can fail to link to, or even undermine, higher level sector or strategic work

· Can be resource intensive relative to funds expended

· The absence of an intermediary partner may increase active NZAID engagement particularly if the partner lacks capacity

When to use:

Where a higher order modality is not possible/suitable

· The case for directing resources via a project modality is strong.

· Where alternatives and possibly more effective ways to channel support such as via an existing NZ NGO relationship, Strategic Partner, or Sector Programme have been discounted

· The project actively links to and reinforces higher order modalities

Where the relationship with NZAID is sound

· Where there is a sound relationship between NZAID and the partner agency

· Where there is particular value in the direct relationship and NZAID – such as by providing grounded information on sector programmes.

· Where NZAID has the resources to manage a direct relationship and provide the level of accompaniment that may be required to support the partner “in sickness and in health”

Where the project can be effective

· NZAID has assessed and has confidence in the partner approach, capacity and accountability

· The project design has involved key and grassroots stakeholders, is sound, and within the agencies capacity to deliver

· The addition of a new project will not undermine the Programme approach to achieving fewer, bigger, longer, deeper relationships