Key Actions by:

Standard 11: Evidence based, action-oriented project management.

Make collaborative, timely, and informed decisions to ensure that project activities deliver intended impact to participants within the approved time, scope, and budget.

Identify and address project implementation issues and risks in a timely manner.

  • Partnership
    • Partner staff participate in formal discussion of risks and issues during quarterly and annual review meetings.
    • In addition to these formal meetings, the PM/CoP and partners communicate regularly and frankly regarding project risks and issues. This is particularly important for risks and issues that could directly affect partners. Make discussion of risks and issues an explicit part of CRS monitoring and support visits to partners. 
    • It is essential for the CRS and partner project team to create an environment in which partner staff feel comfortable raising risks and issues as soon as they identify them. Support partners to incorporate regular identification, assessment, and review of project risks and issues in their own project meetings and systems, and to bring this analysis into their meetings and discussions with CRS.
    • For partners who do not have organizational risk management frameworks and tools, share the risk register and issues log templates, or any donor-required frameworks and templates, and support partners as needed in using these frameworks and tools.   
  • When CRS is a sub-recipient
    • Follow the same process for risk and issue identification and management for the project components for which CRS is responsible.
    • As a sub-recipient, CRS may have less ability to manage wider project risks and issues, but should work with the prime to address risks and issues that influence the CRS activities.
    • Ideally the prime will also establish a system of regular risk and issue review with its partners; CRS should advocate for such a system during pre-teaming/teaming agreement discussions and project start-up.
  • Emergency projects
    • Follow the same process in emergency projects. Keep in mind that in emergencies, risk exposure is often higher, increasing the importance of timely identification and management of risks and issues.
    • Meetings will likely take place more frequently in emergencies, may be organized for the wider emergency response rather than individual emergency projects, and may be led by the SMT or country representative (especially if organized for the wider emergency response). Focus on asking what staff have observed and heard during field visits, implementation challenges, etc.
    • Pay particular attention to issues related to protection of beneficiaries, given their greater vulnerability in emergency situations (see CRS policy on Safeguarding).