When a project manager leaves, the organization risks losing more than files. Donor commitments, informal decisions, upcoming deadlines, partner issues and unresolved approvals can disappear with the staff member unless the handover is structured.
Treat the handover as a grant-control process
Do not rely only on a conversation between the outgoing and incoming manager. Use a written handover record that shows the current state of the award and links each important item to the source file or system.
Transfer the next 30 to 60 days first
Start with what can cause immediate harm if missed: donor reports, payment requests, procurement deadlines, partner submissions, management approvals and planned field activities. A future task should have a new owner before the outgoing manager leaves.
Document the current financial position
Include the latest approved budget, spend to date, major commitments, outstanding advances, expected donor payments and any budget changes awaiting approval. This gives the incoming manager context for implementation decisions.
Transfer risks and unresolved issues
List open partner issues, delayed procurement, staffing gaps, donor questions, safeguarding matters, audit findings and any commitments that are not yet reflected in formal documents. Assign an owner and next action for each issue.
Make the handover evidence-based
Link to the signed agreement, latest workplan, reports, donor correspondence, risk register, partner files and approval history. A strong file structure makes this much easier. See how to organize grant files.
Remove and reassign access
Update donor portals, shared-drive permissions, banking or approval rights, project-management systems and distribution lists where relevant. Former staff should not retain access after the role ends.
Practical handover checklist
- Donor contacts and upcoming deadlines.
- Current budget and commitments.
- Open procurements and contracts.
- Partner status and reporting.
- Risks and corrective actions.
- Pending donor approvals.
- File locations and system access.
What to do next
Use the Grant Evidence Inventory to confirm whether the critical records being handed over actually exist and are accessible.
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Use a handover meeting to test understanding
The written record is essential, but a structured meeting helps reveal assumptions that were never documented. Ask the incoming manager to summarize the next major deadlines, risks and decisions after the handover. Any uncertainty shows where more explanation or evidence is needed.
Include stakeholder relationships
Record important donor, government, community and partner contacts, but avoid relying on informal relationships alone. Note the purpose of each relationship, current commitments and any upcoming conversation that needs follow-up. The organization should retain the relationship even when an individual employee leaves.
Create a short transition period where possible
If notice periods allow, overlap the outgoing and incoming staff member for critical donor reporting or partner-management tasks. Where overlap is impossible, assign an interim internal owner rather than leaving the grant unattended.
Leadership should sign off that high-priority responsibilities, files and system access have been transferred. This makes the handover an organizational control rather than an informal courtesy.
Include donor communication history
Summarize important donor decisions, informal clarifications that were later confirmed in writing, pending questions and commitments the organization has made. The incoming manager should not have to reconstruct the relationship from hundreds of emails. Where a decision affects budget, scope or timing, link directly to the written approval.
If the outgoing manager cannot complete a full handover, leadership should create a rapid recovery plan using available files, donor correspondence, finance records and partner contacts. The priority is to identify deadlines and risks first, then rebuild less urgent context. This prevents an imperfect transition from becoming a missed donor obligation.
Before closing the handover, confirm that the incoming or interim owner can access every critical system and folder. A handover is incomplete if responsibilities have moved but the new owner still cannot access donor portals, shared drives, reporting templates or approval workflows needed to act.
Frequently Asked Questions
What should be included in a grant handover?
Transfer the award agreement, current budget, reporting calendar, donor correspondence, action log, risk register, partner status, evidence locations and upcoming decisions.
When should handover start?
Begin as soon as the departure is known. Waiting until the final day increases the chance that deadlines, passwords, files or donor commitments are missed.
Who should receive the handover?
Assign a named interim or permanent owner and ensure finance, program leadership and other relevant teams understand which responsibilities have moved.
Should donor contacts be informed?
Where the project manager is a key donor contact, inform the donor promptly and provide the correct replacement contact according to internal approval procedures.
How can NGOs test whether handover is complete?
Ask the new owner to identify the next reporting deadline, major risks, current budget issue, open donor question and location of core grant evidence without relying on the departing staff member.
Conclusion
A grant handover succeeds when responsibility transfers, not merely files. The receiving owner should know what is due next, what is at risk, where the evidence is stored and which decisions remain open. A structured handover protects continuity during staff transitions.
