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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
- 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
Quantification and Forecasting
Quantifying the requirements of health products is one of the most important parts of the procurement and supply chain management cycle. If needs are underestimated, it could lead to insufficient supply, stock outs and ultimately patient treatment disruption. If needs are overestimated, resources may be wasted, as health products have a limited shelf-life and over-stocking increases the risk of expiry.
The determination of health product needs is typically based on one of the following quantification methods:
- Consumption: This method is used if the products are being procured for well-established treatment protocols or uses that have records of past consumption and predictable needs. The consumption method forecasts future needs by relying on past use and is adjusted for stock-outs, expiration of overstocked items and projected changes in utilization.
- Morbidity: This method is used for new medicines or programmes with no historical use data, or for programmes with an expected change of consumption, due – for example – to an increase of patients (number of patients on ART usually increase as new HIV positive patients get enrolled). Initial projections must be based on morbidity data if consumption data is absent. The method estimates the needs based on the expected number of attendances, the prevalence or incidence of disease, and standard treatment guidelines for the health problem that is to be treated.
All projections must take into account the health service capacity.
Accurate quantification of needs for health products in a given country and context requires access to technical information about the recipient country’s treatment programme and epidemiological data. Supply chain, procurement and disease programme specialists should work together in quantifying and validating the products and quantities to be procured.
The key information and data that should be reviewed to determine products and quantities includes:
- National testing, treatment, and care guidelines for the relevant disease and/or protocols of care at time of submission. Note: If the protocols are under revision, consider a transition plan (e.g. change of regimens, introduction of new paediatric formulations, shortened regimens for MDR, roll-out plan and timeliness, supply chain preparation for the transition)
- Diagnostic testing and monitoring algorithm(s) for the relevant disease
- Baseline information, programme capacity and disease specific scale-up plans/targets for a defined period
- Existing investments in health equipment (e.g., GeneXpert): national strategy and information on use across programmes, long-term sustainability strategy for routine maintenance, repairs and services, and procurement of reagents and consumables
- National supply plan that reflects the schedule of all agreed financial (or product) contributions to the national needs over the grant period
- Integrated stock status report showing stock-on-hand and purchase order quantities (pipeline) for key commodities covering all sources, where applicable
- Buffer stock and rationale for inclusion in the calculations
- Country population and target population, broken down by age/weight
In some countries, comprehensive epidemiological data is not available, particularly in low-income countries or countries experiencing civil or national conflict. Countries experiencing conflict may have a high rate of migration, displaced persons and returnees and may not be able to obtain accurate population estimates. If some of the aforementioned information is not readily available, countries should quantify based on the information available, then closely monitor consumption rates, adjusting the forecast as more information becomes available.
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