Reporting and Communication between PRs and SRs

Well functioning reporting arrangements are a critical element of fulfilling Global Fund requirements through the various reporting processes, in particular the Disbursement Request and Progress Update (PUDR), to maintain funding. While recipients need to define carefully for themselves:

·        the information they need to meet reporting requirements;

·        who is going to collect the information (hopefully as by-products of existing information collections);

·        timelines for collection and reporting to ensure Global Fund requirements are met,

it is also essential that they define what reporting arrangements they need from Sub-recipients (SRs). This ensures that SRs can implement their own internal arrangements, and ensures reporting is done correctly the first-time rather than being requested to amend initial reports. Timeliness of the PRs reports to the Global Fund can be severely compromised where SRs have not been adequately instructed on the exact reporting requirements on them. Moreover, failure to adequately define reporting arrangements can be a cause of frustration and significantly damage harmonious relations between PRs and SRs and divert energy away from resolving service delivery challenges.

To ensure reporting arrangements do not compromise Global Fund service provision nor overwhelm the energy and attention of both PRs and SRs, consideration should be given to the following reporting and communication processes:

1.      jointly develop a reporting timetable which specifies what report is required when throughout each phase of the Global Fund grant;

2.      develop a reporting template so that information is provided by SRs in a form that can be utilised and aggregated by the PR without requiring rework nor modification;

3.      provide clear definitions and data source for each element being reported so that confusion and the need for correction is avoided;

4.      establish a regular program performance review forum and timetable between the PR and SRs so that discussion on program activities and performance can occur in a structured form, particularly regarding factors which may compromise future performance;

5.      define a timetable for each party giving notice of topics for discussion at the forum prior to the event so that the other party has the opportunity to research the issue and prepare for discussion at the forum – this ensures discussion is more productive that when issues are “raised cold”;

6.      define communication channels for each component of the relationship between PR and the relevant SR, defining which officer in each organisation should be the contact on each type of issue, what type of communication should be used, and provide relevant addresses, telephone and email addresses. Second-line communication points should be given in case the primary contact officer is absent at the time. This ensures matters are addressed promptly;

7.      define a timetable for reviewing the reporting and communication arrangements themselves, so that if problems or delays are occurring, either party knows there will be the opportunity to seek amendment.

It is particularly useful having such reporting and communication protocols developed jointly so that the rationale of the requirements and the implications on each party are well understood by the other. Frequently joint discussion will uncover opportunities to provide high priority information earlier than other information which is more complex to collect.