SCOPE of assignment

The Fred Hollows Foundation (The Foundation) will be undertaking a review of its partnership cycle management processes to propose improvements / refinements that satisfy organisational requirements, contractual obligations to the Department of Foreign Affairs and Trade (DFAT) Australian NGO Cooperation Program (ANCP) and reflect sectoral good practice in regard to partnerships with implementing partners.

It is envisaged that this work will take place in two phases. Phase One (the scope of this assignment) will focus on review, refinement and alignment of partner appraisal processes, including partner identification, due diligence and capability assessment.

Phase Two will review other partnerships processes related to implementation, including partner monitoring and reporting, partner review and feedback, and exit.

Background

The Foundation currently works almost exclusively with implementing partners to deliver its objectives. Significant efforts have been made in recent years to develop and refine program and partnership processes.

It is now timely to reassess their suitability and explore opportunities for further adjustments based on user feedback, including input from partners. This includes addressing the evolving nature of the partner portfolio within the context of the new global strategy, changing donor requirements and key risk management considerations.

Some key contextual considerations are highlighted below:

• In 2024/5, The Foundation embarked on a bold new corporate strategy involving greater devolution of agency to country teams and partners, sited within a localisation agenda drive by our Board. This includes a focus on the Foundation’s performance as a partner.
• Challenges at partner, country and headquarters level have emerged with the current processes, requiring a re-examination of the scale and pace of participation required
• We will undergo ANCP reaccreditation in 2026, and require confidence that our current process will meet DFAT expectations
• There is scope for greater integration of and better alignment between partnership processes from partner identification, appraisal, selection, management and evaluation and exit.

A key imperative for the implementing partner appraisal process is that appropriate risk assessment is conducted early, that due diligence and capability reviews are completed, and identified and agreed gaps inform decisions about the nature, scope and resourcing of the partnership. Noting also that this should all be complete ahead of partnership agreements being signed or payments made.

purpose of this assignment

The consultant will review The Foundation’s approach to partnership and partnership cycle processes for implementing partners specifically focussed on partner appraisal (identification, due diligence and partner capability assessment).

It is envisaged that the consultant will review current tools and processes, consult with key identified stakeholders (structure, content, risks, tools and roles and responsibilities are all in scope) and propose an enhanced process, RACI and tool. This will be embedded in an updated partnership toolkit articulating procedures, tools or templates.

Phase One: Review of the existing partner appraisal processes and propose refinements

• Map current partner cycle management processes

• Specifically Review current tools and processes that comprise partner appraisal
  • Due Diligence - Review the current framework for the implementing partner DD process including current process steps, assessment criteria, tools and templates, roles and responsibilities across the entire process and current strengths and gaps.
  • Identification - Review tools and process, roles and responsibilities, current strengths and gaps
  • Partner capacity assessment - Review tools and process, roles and responsibilities, current strengths and gaps

• Consultation with relevant stakeholders including subject matter experts to identify strengths and gaps, risks and opportunities for refinement

• Formulate a proposition for refined processes that comprise all the above elements that meet donor requirements, organisational needs and intent to share with the reference group

• Develop a clear specification for the procedures in agreement with the project reference group, and then on completion of this develop a draft partner appraisal procedure

• User consultation
  • In consultation with the project reference group, a sample of country teams will be invited to give feedback on the revised process proposition. Over time further feedback we will seek from users and utilised to refine the revised process further.
• Finalisation and dissemination
  • The consultant will finalise and present the revised process and guidance to the project reference group (and other staff, as relevant).

Reference group

A reference group (maximum 5 people) comprising representation from the Risk & Due Diligence Team (RDD), MEARL & Partnerships, and Programs and Partnerships teams. A small sample of country team representatives will support this process as required with effort being made to minimise demands on their time.

Please see attached document for the full terms of reference.