Quality Delegation Services / Setting up

Fee structures that do not create the problem

Payment on enrolment buys enrolments.

Where a partner is paid per client enrolled, the arrangement rewards recruitment and is indifferent to suitability, completion and outcome. That is not a moral failing on anybody's part; it is what the structure pays for.

The consequences are predictable and documented across sectors: clients enrolled who should not have been, optimistic representations at the point of sale, and pressure on the principal's own admission standards from a partner whose income depends on volume.

Structures that align better attach a meaningful part of the payment to something later: completion, a satisfactory outcome, or continued engagement at a defined point. That shifts the partner's interest toward the same thing the principal is accountable for.

Where a volume-based structure is commercially necessary, the monitoring has to compensate. Tracking outcomes by partner, and treating a partner whose clients consistently do not complete as a problem rather than as a revenue source, is the minimum.

Any arrangement in which payment depends on a particular assessment or approval outcome is a different matter entirely and is prohibited in most relevant frameworks, for obvious reasons. That line should be explicit in the agreement rather than assumed.