Accountable institutions and delivery
Institutions deliver more consistently when responsibilities, resources and decisions are clear. THESO's approach connects organisational capacity with the practical systems used to plan work, manage funding, oversee implementation and respond to the people affected by public and community services.
Institutional support begins with the functions that an organisation needs to perform. A new policy or training course has limited value unless it changes how decisions are made and work is completed. We examine mandates, workflows, staffing, records and incentives to identify the specific constraints affecting delivery, then agree a manageable sequence of improvements with the responsible institution.
This approach applies to local organisations and public institutions within their respective mandates. Support can address programme management, fiduciary controls, data use and participation, depending on the partnership agreement. Responsibilities for oversight and implementation remain explicit, and capacity development is connected to actual tasks, practical supervision and evidence that improved processes are being used.
The work in practice
Clarify decision rights, oversight responsibilities and reporting relationships. Support governing bodies and management teams to use practical plans, risk registers and review processes. Policies should translate into understandable duties and records, with a realistic approach to staff induction, supervision and the management of changes in personnel.
Connect budgeting, procurement, accounting and asset management to programme responsibilities and funding conditions. Establish proportionate checks, segregation of duties where feasible and documented approval routes. Partner support should address identified weaknesses alongside monitoring, with corrective actions followed through and records available for the agreed review and audit processes.
Map the steps required to provide a service or complete an institutional task, then address bottlenecks and unclear handoffs. Define a small set of useful indicators, reliable records and review routines. Information should support timely decisions and learning, with reporting demands proportionate to the institution's resources and obligations.
Create practical routes for communities and service users to understand decisions, contribute views and raise concerns. Consider language, disability, distance and the risks associated with speaking publicly. Assign responsibility for responding to feedback, record action taken and communicate outcomes while protecting confidential or sensitive information.
Evidence & learning
These questions guide programme design and review. They are areas to measure, not claims of achieved results.
Partner in this focus area
Partnerships can involve government counterparts, civil society organisations, professional institutions and funders seeking stronger delivery and accountability. We seek agreement on the functions to improve, the authority responsible for them and the evidence of practical change. Support should reinforce existing mandates and local ownership, with reporting and assurance arrangements matched to the nature of the work.
Discuss governance & institutionsConnected priorities