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Functional Areas
- Audit and Investigations
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Capacity development and transition, strengthening systems for health
- A Strategic Approach to Capacity Development
- Capacity Development and Transition - Lessons Learned
- Capacity development and Transition Planning Process
- Capacity Development and Transition
- Capacity Development Objectives and Transition Milestones
- Capacity Development Results - Evidence From Country Experiences
- Functional Capacities
- Interim Principal Recipient of Global Fund Grants
- Legal and Policy Enabling Environment
- Overview
- Resilience and Sustainability
- Transition
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Financial Management
- CCM Funding
- Grant Closure
- Grant Implementation
- Grant-Making and Signing
- Grant Reporting
- Import duties and VAT / sales tax
- Overview
- Sub-recipient Management
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Grant closure
- Overview
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Steps of Grant Closure Process
- 1. Global Fund Notification Letter 'Guidance on Grant Closure'
- 2. Preparation and Submission of Grant Close-Out Plan and Budget
- 3. Global Fund Approval of Grant Close-Out Plan
- 4. Implementation of Close-Out Plan and Completion of Final Global Fund Requirements (Grant Closure Period)
- 5. Operational Closure of Project
- 6. Financial Closure of Project
- 7. Documentation of Grant Closure with Global Fund Grant Closure Letter
- Terminology and Scenarios for Grant Closure Process
- Human resources
- Human rights, key populations and gender
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Legal Framework
- Agreements with Sub-recipients
- Agreements with Sub-sub-recipients
- Amending Legal Agreements
- Implementation Letters and Performance Letters
- Language of the Grant Agreement and other Legal Instruments
- Legal Framework for Other UNDP Support Roles
- Other Legal and Implementation Considerations
- Overview
- Project Document
- Signing Legal Agreements and Requests for Disbursement
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The Grant Agreement
- Grant Confirmation: Conditions Precedent (CP)
- Grant Confirmation: Conditions
- Grant Confirmation: Face Sheet
- Grant Confirmation: Schedule 1, Integrated Grant Description
- Grant Confirmation: Schedule 1, Performance Framework
- Grant Confirmation: Schedule 1, Summary Budget
- Grant Confirmation: Special Conditions (SCs)
- Grant Confirmation
- UNDP-Global Fund Grant Regulations
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Monitoring and Evaluation
- Differentiation Approach
- Monitoring and Evaluation Components of Funding Request
- M&E Components of Grant Implementation
- Monitoring and Evaluation Components of Grant Making
- Overview
- Principal Recipient Start-Up
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Health Product Management
- UNDP Quality Assurance Policy
- Compliance with the Global Fund requirements
- Distribution
- Inspection and Receipt
- International freight, transit requirements and use of INCOTERMS
- Inventory Management
- Overview - Health Product Management
- Pharmacovigilance
- Product Selection
- Quality monitoring of health products
- Quantification and Forecasting
- Rational use
- Risk Management for PSM of health products
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Sourcing and regulatory aspects
- Development of List of Health Products
- Development of the Health Procurement Action Plan (HPAP)
- Global Health Procurement Center (GHPC)
- Guidance on donations of health products
- Health Procurement Architecture
- Local Procurement of health products
- Other Elements of the UNDP Procurement Architecture
- Procurement of non-pharmaceutical Health Products
- Procurement of Pharmaceutical Products
- Submission of GHPC CO Procurement Request Form
- Storage
- Supply Planning of Health Products
- UNDP Health PSM Roster
- Waste management
- Grant Reporting
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Risk Management
- Introduction to Risk Management
- Overview
- Risk management in crisis settings
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Risk Management in the Global Fund
- Additional Safeguard Policy
- Challenging Operating Environment (COE) Policy
- Global Fund Review of Risk Management During Grant Implementation
- Global Fund Risk Management Framework
- Global Fund Risk Management Requirements During Funding Request
- Global Fund Risk Management Requirements for PRs
- Local Fund Agent
- Risk management in UNDP
- Risk Management in UNDP-managed Global Fund projects
- UNDP Risk Management Process
- Sub-Recipient Management
Capacity Development Objectives and Transition Milestones
The capacity development and transition processes are closely linked and one of the results of a Capacity Development Plan can be the sustainable handover of the Principal Recipient (PR) role to national entities, where circumstances permit. The relationship between capacity development objectives and transition results can be seen in the examples provided in the table below:
| Function | Capacity Development Objectives | Transition Milestones |
| Capacity Development |
To further enhance the national systems for health to improve the performance of the Global Fund SRs and/or new Principal Recipient, to strengthen the delivery of the national HIV, TB and Malaria responses. To strengthen the knowledge, expertise and technical skills of health workers to improve individual and programme performance and service delivery. |
The implementation of the Capacity Development Plan achieving 90% of the deliverables by day/month/year. Completion of the Global Fund Capacity Assessment Tool (CAT) supported by verifiable evidence, with gaps addressed by appropriate conditions in the grant agreement by day/month/year. |
| Human Resources |
To establish and staff a Programme Management Unit (PMU) in the new Principal Recipient with the organogram and ToRs approved by the Global Fund. |
90% of the positions in the new Principal Recipient PMU approved Organogram are filled with suitable qualified and experienced staff by day/month/year. |
| Legal |
To ensure requirements for contracting non-governmental organizations (NGOs) include; a SR agreement template with annexes of the Performance Framework, Work Plan and Budget, for each nominated SR. |
100% SR agreement templates are produced and agreed for government and NGO SRs, with 90% being implemented on time by day/month/year. |
| Reporting |
To ensure coordination between the newly established national PR Programme Management Unit and the national coordination structures and systems (for planning and implementation). |
Timely and accurate completion and submission of the Progress Update/Disbursement Request (PU/DR) by new national PR day/month/year. |
| Financial Management |
To integrate national and Global Fund financial management and reporting requirements within a financial management system that includes an accounting package that captures financial data and generates accurate and consolidated financial reports. |
100% of financial reports being produced through the financial management system by government and NGOs in all sub national areas, with 95% submitted on time by day/month/year. |
| Monitoring and Evaluation | To ensure a robust health management information system with good data collection and management which supports the delivery of health care by providing strategic information to inform policy making and programme decision making and enables the monitoring and measuring the performance of service delivery in each region in the country. | Monitoring plans in place and being implemented in all sub national areas. Quality data being received from government and NGOs with 90% submitted on time by day/month/year. |
| Procurement and Supply Chain |
To identify restrictions related to procurement of pharmaceuticals and health products as per the Global Fund requirements and develop an action plan to address these. To strengthen and integrate supply chain systems and SOPs to gain greater efficiencies and cost savings, whilst improving the reliability and responsiveness to demand and consumption of health products. |
Procurement plans in place and being utilized for all three diseases, that responds to the forecasted demand, provides value for money and meets X% of agreed deliver dates. Supply Chain Management plans in place and being utilized for all three diseases with a reduction in reported stock outs at a sub national level to X% by day/month/year. |
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