3.6 How to monitor sub-grantees deliverables and execution of contract?

It is essential that the main grant beneficiary is aware at all times about the status of implementation of their sub-grants. The main monitoring tool is visit.

It is sometimes difficult to organize regular visits if the number of sub-grantees is high or their location implies travel. Therefore, if sub-granting is envisaged during the project design, it is advisable to allocate enough resources for monitoring the ongoing sub-grants both in terms of human resources and travel costs.

Apart from visits, another key monitoring tool is reporting. Monthly or quarterly reports are recommended, but these cannot substitute the monitoring visits.

Monitoring visits and reports can also be accompanied with regular contact via the telephone, email, or other online communication channels.

The main grant beneficiary should act more as a mentor and guiding resource for the sub-grantee than a control factor willing to enforce penalties. Keeping a positive attitude during the monitoring of the sub-grants is highly beneficial for all involved parties.

There may be, however, cases when firm action is needed in order to keep sub-grants implementation on track and a good reporting system is always useful in early identification of potential problems.

Sub-granting has also a high learning and know-how transfer value, contributing to the capacity building of the sub-grantees by the main grant beneficiary organization and enabling sustainable development.

   

This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of Regional Development Agency West and can in no way be taken to reflect the views of the European Union Office in Kosovo .

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