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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
Why Risk Management?
A ‘risk’ is defined as the effect of uncertainty on organisational objectives, which could be either positive and/or negative (ISO 31000:2018 see Appendix 1, of UNDP Enterprise Risk Management (ERM) policy for all terms and definitions).
On the other hand, an ‘issue’ is an unplanned event that has already happened and is currently having an impact on the project’s success. An issue is certain, it is happening in the present, and it needs immediate attention. Issues are managed through an issue register, while risks are mapped and managed through a risk register, as we will see in the following sections.
Risk management is a set of coordinated activities undertaken with the aim to identify and control the level of risks and their effects on organisational objectives. Risk management is a central component of project management and is integrated throughout the project cycle. Risk management focuses on exploring opportunities and avoiding negative consequences within the realisation of UNDP Strategy.
In risk management, risk treatments or controls are specific measures put in place to modify the risk exposure, by reducing the likelihood or the impact of a risk event. The Risk Manager is a designated person responsible for facilitating and coordinating the management of risks. The Risk Owner is the person with the ultimate accountability and authority to ensure that a risk is managed appropriately. At the project level, this is often the project manager. While a Risk Treatment Owner is the person assigned with the responsibility to ensure that a specific risk treatment is implemented.
Assurance is an independent check and verification to confirm whether risk management is being implemented as intended and delivering the expected benefits.
In project management, every project is subject to three constraints: scope (products), time (schedule), and cost (budget). Overall project quality and success depend on the ability to ensure a balance between these three constraints. Risk management is a process that enables the project manager to have information for prompt detection and management of risks to minimise the impact on project constraints.
Risks are not static. As circumstances change over time, new risks may emerge, the likelihood of a risk to occur may change, or some risks may go away altogether. Therefore, risk management is not a one-time exercise. It is a process, with an ongoing cycle of assessment, treatment, monitoring, and review.
In development projects, quality results are those able to meet organisational standards, donor requirements, and satisfy local stakeholders. In UNDP, Project Quality Standards provide the quality standards for programming.
Additional guidance to support this area of work are also available through resources listed below: