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Internal Risk Management Group (IRMG)
Created August 2018
▪ 51 INGO members and currently inviting 10 National NGOs (NNGO)
▪ Y1 ( Dec 2019 – march 2020) generously funded by DFID through Mercy
Corps grant.
Why was IRMG created?
• INGOs in Uganda identified fraud, corruption & safeguarding issues as growing
risks to the aid sector’s ability to deliver accountable and high impact programs;
• To create a safe space to discuss misconduct & risk issues;
• Share information & experiences including best practice in detecting misconduct
and handling allegations
• Collaborate in preventing and mitigating risks
• IRMG formed in August 2018
• Concept Note – focusing on fraud and corruption forYear 1, was developed and
submitted to DfID ($350,000);
• Participation & influencing on U4 Anticorruption Conference in Uganda ( March
2019)
• KPMG contracted to conduct an assessment of current accountability practices
among INGOs in Uganda & based on the results of assessment, plan is to prepare
guidelines for risk management and accountability for INGOs in Uganda;
• Ongoing advocacy to support risk management with donors and UN
• Planned awareness raising sessions and training to increase INGO capacity to
prevent, mitigate and respond to risks;
• Working on Concept Note forYear 2: i) Focus on Safeguarding ii) Implementation
of recommendations from fraud assessment
Key Gaps & Recommendations from KPMG
Study on Fraud and Corruption
Key Gaps highlighted:
• Lack of a standard risk management approach
to prevention of fraud & corruption
• Inadequate capacity at national partner level
• Disjointed training and capacity building
initiatives by INGOs and national partners
• Inadequate funds for training and capacity
building
Key Recommendations to INGOs & National
Partners:
• Develop a standard risk management
approach to fraud & corruption
• Build national partner capacity through joint
IRMG meetings/discussions
• Use IRMG forums to share success stories and
lessons learnt
• Undertake collective training and joint
monitoring/audits
IRMG and LDPG Collaboration
• Continuous update on progress and sharing of experiences;
• Jointly define certain approaches, for example supportive vs punitive actions for a more
effective response to corruption;
• Interested LPDG members could fund longer term support to IRMG bilaterally in supporting
year two related to safeguarding related activities;
• LPDG members to benefit from information, research, lessons learned etc. by IRMG → this
could feed in to a more harmonized approach/view also amongst donors;
• Inter-Agency FRRM system from UNHCR is not so a true inter- agency mechanism and needs
more comprehensive inclusion of other non-IP INGOs;
• IRMG could assist in reviewing/compiling reasonable unit rates for budget analysis; effective
potential agreement clauses that could work as mitigation measures etc. etc;
• Coordinated effort between LDPG and IRMG on inclusion of local organizations;
• Joint capacity building as and when suitable;
• Continuous collaboration between IRMG and LDPG reduces the risk of being dependent on
individuals and risk of losing the institutional memory – could for example produce “lessons
learned” reports every year or similar;