Assignment 4 – Issue Logs and Transition Plans

ISSUE LOG

ISSUE / REPORTED BY / DESCRIPTION / DATE REPORTED / ASSIGNED TO / DATE ASSIGNED / STATUS / STATUS DATE / RESOLUTION
HR – High staff bun out / Director of finance and administration / 3 KEY Project staffare burn out lack of team spirit which could not allow them to go on leave and if they go on leave, their job was not done / 18thmay 2016 / Project coordinator / 1h June 2016 / Resolved / 20th June / * Schedule a new leave plan the donor signed the long term project
* Weekly staff meeting on Monday morning to build team spirit.
*Introduced compensatory time off in lieu for any work outside of regular hours to enhance productivity.
The implementing partners are not reliable. / Project Manager / A key sub-award partner (RHA) has been detected by the donors as not reliable partner. This has been confirmed by other donors / 18th may 2016 / Regional program specialist of USAID (audit) / 1th June 2016 / Unresolved / 4th July 2016 / * Suspend the sub-contract
* Plan to look for a new partner and justify to the donor why this last one was kept
* Order an internal audit.

TRANSITION PLANNING MATRIX

COMPONENT / KEY QUESTIONS / GUIDING PRINCIPLES / CHALLENGES
  1. Handover of project initiative(s) to the implementing local partners: JNS within 3 months of contract end agree with the donor on a long term project
/
  • What type of transition will take place? Transition, Extension, Expansion or re-design?
  • How will we chose the transition
  • Why will we choose one instead of an other type of transition?
  • When would it take place?
  • What steps are required to realise the plan?
/
  • Trainings on financial management, project management, grant management from the start.
  • Discuss on the long term project
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  • Planning to determine which activities to transition
  • Capacity building of stakeholders to facilitate transitioning of initiatives

  1. Organise a meetings with all stockholders, institutions and other partners to take on some project initiatives
/
  • What activities can be handed over?
  • What are the kind of activities are we supposed to keep absolutely
  • Do we have the resources for the remain or the transition activities?
  • Should we keep all the partners? Should we look for new one
  • Which partners are a good fit for adopting the activities?
/
  • Rationalization: what are the activities that are being implemented by an other project or an other partner.
/
  • Aligning stakeholder objectives and activities
  • Understanding stakeholder objectives and activities
  • Unhealthy competition between stakeholders