Donor Funding Management Training Course

Participants can make evidence-based bid decisions and organise compliant proposal development responsibilities.

• Go/no-go scoring against eligibility, strategic fit, capacity and risk
• Call-for-proposals compliance matrix translating instructions into bid responsibilities
• Partner capacity assessment covering governance, safeguarding, finance and delivery
• Consortium roles documented through RACI matrices and partner due diligence
• Bid calendar backwards-planned from deadline, approvals and submission dependencies
• Decision logs recording assumptions, exclusions, approval conditions and escalation routes

Participants can connect programme logic, measurable results and costed budgets into a consistent donor proposal.

• Problem trees and stakeholder analysis establishing evidence-based intervention logic
• Logical framework matrices linking activities, outputs, outcomes, indicators and assumptions
• Indicator reference sheets defining disaggregation, sources, frequency and responsibility
• Costed work breakdown structures connecting deliverables, resources and implementation periods
• Donor budget narratives explaining unit costs, allocation methods and value for money
• Budget alignment checks between logframe, narrative, workplan and cost categories

Participants can convert donor award terms into coordinated start-up actions and accountable management arrangements.

• Award agreement review identifying deliverables, conditions precedent and special clauses
• Grant start-up checklist covering codes, staffing, partners, baselines and schedules
• Responsibility assignment matrix for programme, finance, procurement and compliance actions
• Kick-off meeting agenda documenting decisions, actions, owners and due dates
• Grant management plan integrating milestones, reporting calendar, risks and approvals
• Amendment control process for scope, budget, timeline and implementation changes

Participants can manage donor funds using coding, allowability, allocation, forecasting and variance-control methods.

• Restricted-fund coding structures separating awards, components, cost categories and locations
• Allowability tests using agreement terms, donor rules and supporting evidence
• Cost allocation methodologies for shared staff, premises, vehicles and services
• Budget-versus-actual analysis explaining variances, burn rates and forecast revisions
• Thirteen-week cash forecasts built from donor receipts, commitments and payroll
• Segregation-of-duties controls across requesting, approving, paying and reconciling
• Supporting-documentation standards for invoices, timesheets, payroll, travel and exchange rates

Participants can apply donor-funded procurement, asset and partner-control requirements with documented evidence.

• Procurement thresholds and competition requirements derived from donor agreement clauses
• Purchase requisitions linked to approved budgets, specifications and procurement plans
• Bid evaluation records demonstrating fairness, value for money and conflict controls
• Vendor due diligence screening sanctions, ownership, tax status and safeguarding
• Asset registers recording custody, location, condition, funding source and disposal
• Subaward monitoring plans covering advances, reporting, verification and corrective actions
• Fraud red flags in split purchases, fictitious vendors and unsupported payments

Participants can use programme evidence to manage delivery performance and support justified donor-approved changes.

• Results-based management cycles connecting plans, monitoring data, decisions and adaptation
• Data quality assessments testing validity, reliability, precision, integrity and timeliness
• Baseline, target and actual performance tracked through indicator monitoring tables
• Community feedback mechanisms integrated with accountability and safeguarding referral procedures
• Evidence review meetings documenting corrective actions, owners and decision deadlines
• Change control links programme adaptations to donor notification and approval

Participants can produce timely donor reports that reconcile financial, programme and results information.

• Donor reporting calendars integrating narrative, financial, results and audit submissions
• Report outlines matched to agreement sections, indicators, budgets and attachments
• Financial report reconciliations between ledger, budget, bank records and narrative
• Variance explanations distinguishing timing differences, scope changes, savings and overruns
• Donor communications protocols for material issues, delays, incidents and requests
• Visibility and acknowledgement requirements checked against branding and consent rules
• Information disclosure decisions applying confidentiality, data protection and agreement clauses

Participants can identify donor compliance risks, test controls and organise evidence for audit scrutiny.

• Compliance risk registers scoring likelihood, impact, controls, owners and deadlines
• COSO control activities mapped to grant approval, payment and reporting processes
• Audit-ready filing structures linking transactions to approvals and source documents
• Internal monitoring visits testing partner records, deliverables and corrective actions
• Sanctions and counter-terrorism checks documented before payments and subawards
• Safeguarding incident escalation aligned with donor notification and survivor-centred practice
• Management responses to audit findings tracked through closure verification

Participants can close donor awards correctly, preserve records and plan improvements for future funding cycles.

• Closeout timetable covering final expenditure, deliverables, asset disposition and records
• Final financial reconciliation resolving advances, accruals, exchange differences and refunds
• Records-retention schedules based on agreement clauses, audit rights and local law
• Lessons-learned reviews converting delivery evidence into future bid improvements
• Donor stewardship plans scheduling results updates, closeout meetings and renewal discussions
• Personal application plans prioritising three control or reporting improvements