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# Funding grid

The country programme manager was enthusiastic about his programme and raised large amounts of money for it. The incoming finance manager noted that there was no funding grid, and that donor reports were sent late. He prepared a funding grid and discovered that the programme was underfunded for core costs, but that many of its activities were double or triple funded. The programme manager was attempting to push through a highly generous budget on the basis of having plenty of money. It later emerged that the budget allowed him to place large construction and transport contracts with local companies for which he personally was receiving large kickbacks.