Monitoring management Effective and ODI took over the role of Independence of the fundholder from independent fundholder and provides government is viewed by stakeholders as fundholding administrative support, for part of the independence of the the CCMG. No suitable monitoring as a whole. ODI does not want alternative was identified. to be the fundholder and would prefer to administer the fund to the fundholder designated by the CCMG. There are options available to move the fundholder role to another organisation with the required capacity (a new entity, an NGO or another type of organisation). The organisation must have adequate infrastructure to manage the financial aspects of monitoring management. Effective The outgoing national Empower the monitoring team to make all CCMG/DPO project coordinator and project operational decisions and report them to Coalition management leader have documented the the CCMG. team, different components of Continue to on the project administration their role, carrying management foundation that has been and logistics institutional knowledge established and increase the focus of the forward. CCMG on governance issues, drawing on The current project manager the expertise of the monitoring team. has established some of the needed processes. Monitoring approach Develop a The UNCRPD and the DRPI There is room to further modify the DRPI CCMG/DPO monitoring method provide sources of method to increase the value of the Coalition in framework guidance for the structure monitoring. These modifications should be consultation of the monitoring adopted or rejected by the monitoring with IMM framework. governance who could draw on expert partners, ODI input to support their decision making. and the wider sector
Monitoring management Effective and independent fundholding ODI took over the role of fundholder and provides administrative support, for the CCMG. No suitable alternative was identified. Independence of the fundholder from government is viewed by stakeholders as part of the independence of the monitoring as a whole. ODI does not want to be the fundholder and would prefer to administer the fund to the fundholder designated by the CCMG. There are options available to move the fundholder role to another organisation with the required capacity (a new entity, an NGO or another type of organisation). The organisation must have adequate infrastructure to manage the financial aspects of monitoring management. Effective project management team, administration and logistics The outgoing national coordinator and project leader have documented the different components of their role, carrying institutional knowledge forward. The current project manager has established some of the needed processes. Empower the monitoring team to make all operational decisions and report them to the CCMG. Continue to on the project management foundation that has been established and increase the focus of the CCMG on governance issues, drawing on the expertise of the monitoring team. CCMG/DPO Coalition Monitoring approach Develop a monitoring framework The UNCRPD and the DRPI method provide sources of guidance for the structure of the monitoring framework. There is room to further modify the DRPI method to increase the value of the monitoring. These modifications should be adopted or rejected by the monitoring governance who could draw on expert input to support their decision making. CCMG/DPO Coalition in consultation with IMM partners, ODI and the wider sector
Report-on-the-review-of-disabled-people-led-monitoring.docx