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A Conceptual Model for Cross-Functional Collaboration Between Finance and Program Teams in Grant-Based Projects
Subject area: Management and Commerce · Area of research: Finance
Abstract
In grant-based project environments, effective collaboration between finance and program teams is critical for achieving intended outcomes and maintaining donor confidence. Despite their complementary functions, these teams often operate in silos, leading to inefficiencies, misalignment, and compromised accountability. This paper proposes a conceptual model designed to bridge the functional divide, enhance operational synergy, and optimize the impact of donor-funded initiatives. Drawing on systems theory, agency theory, and resource dependence theory, the model identifies and organizes key inputs, processes, and outputs required for successful cross-functional integration. It emphasizes the use of shared goals, integrated planning mechanisms, joint performance indicators, and feedback loops as foundations for improved coordination. The study further explores the roles of finance and program teams, detailing their interdependencies in budgeting, implementation, and reporting. It highlights prevailing challenges such as communication breakdowns, conflicting performance metrics, and structural limitations, while presenting actionable solutions through the proposed framework. Practical implications for NGOs and donor agencies include strengthened accountability, data-driven decision-making, and adaptive project management. The paper concludes with recommendations for empirical validation, digital tool development, and policy advocacy to institutionalize collaboration and enhance the effectiveness of grant-based operations.
Keywords
Cross-Functional Collaboration, Grant-Based Projects, Finance and Program Integration, NGO Management, Donor Accountability, Conceptual Framework
How to cite this paper
@article{1708072,
author = {May Equitozia Eyeregba, Nneka Adaobi Ochuba, Omoniyi Onifade, Florence Sophia Ezeh},
title = {A Conceptual Model for Cross-Functional Collaboration Between Finance and Program Teams in Grant-Based Projects},
journal = {Iconic Research And Engineering Journals},
year = {2021},
volume = {4},
number = {7},
pages = {174-181},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1708072.pdf},
abstract = {In grant-based project environments, effective collaboration between finance and program teams is critical for achieving intended outcomes and maintaining donor confidence. Despite their complementary functions, these teams often operate in silos, leading to inefficiencies, misalignment, and compromised accountability. This paper proposes a conceptual model designed to bridge the functional divide, enhance operational synergy, and optimize the impact of donor-funded initiatives. Drawing on systems theory, agency theory, and resource dependence theory, the model identifies and organizes key inputs, processes, and outputs required for successful cross-functional integration. It emphasizes the use of shared goals, integrated planning mechanisms, joint performance indicators, and feedback loops as foundations for improved coordination. The study further explores the roles of finance and program teams, detailing their interdependencies in budgeting, implementation, and reporting. It highlights prevailing challenges such as communication breakdowns, conflicting performance metrics, and structural limitations, while presenting actionable solutions through the proposed framework. Practical implications for NGOs and donor agencies include strengthened accountability, data-driven decision-making, and adaptive project management. The paper concludes with recommendations for empirical validation, digital tool development, and policy advocacy to institutionalize collaboration and enhance the effectiveness of grant-based operations.},
keywords = {Cross-Functional Collaboration, Grant-Based Projects, Finance and Program Integration, NGO Management, Donor Accountability, Conceptual Framework},
month = {January},
}