Audit and Investigations
- Ad hoc Site Visits
- Audit of Country Coordinating Mechanism Funding
- Global Fund Office of the Inspector General (OIG) Investigations and Audits
- Office of Audit and Investigations (OAI) Investigations
- Principal Recipient Audit
- Sub-recipient Audit
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
- Resilience and Sustainability
- CCM Funding
- Grant Closure
- Budget Reallocation and Revision
- Expenses Management
- Project Management and Update in Atlas
- Revenue Management
Grant-Making and Signing
- Prepare and Finalize a Global Fund Budget during Grant-Making
- Prepare and Negotiate Pre-allocation Budget
- Prepare and Negotiate Work Plan and Budget with the Global Fund
- Prepare Funding Request
- Project and Budget Formulation in Atlas
- Secure Banking Arrangements
- Grant Reporting
- Sub-recipient Management
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
- Access to Medicines
- Integrating Human Rights, Key Populations and Gender in the Grant Lifecycle
- Objective of this Section
- UNDP’s Work on Human Rights, Key Populations and Gender
- Agreements with Sub-recipients
- Agreements with Sub-sub-recipients
- Amending Legal Agreements
- Implementation Letters and Management Letters
- Language of the Grant Agreement and other Legal Instruments
- Legal Framework for Other UNDP Support Roles
- Other Legal and Implementation Considerations
- Project Document
- Signing Legal Agreements and Requests for Disbursement
The Grant Agreement
- Grant Confirmation: Conditions Precedent (CP)
- Grant Confirmation: Conditions
- Grant Confirmation: Face Sheet
- Grant Confirmation: Limited Liability Clause
- 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
Monitoring and Evaluation
- Funding Request Development
- Global Fund M&E System Requirements
- M&E Components of Grant Implementation
- M&E Components of Grant-Making
- M&E components of grant reporting
- Principal Recipient Start-Up
Procurement and Supply Management
- Development of List of Health Products and Procurement Action Plan
- Distribution and Inventory Management
- Price and Quality Reporting (PQR) System
- Procurement of Non-health Products and Services
- Procurement of Pharmaceutical and Other Health Products
- Quality Control
- Rational use of Medicines and Pharmacovigilance Systems
- Strengthening of PSM Services and Risk Mitigation
- UNDP Health PSM Roster
- UNDP Quality Assurance Policy and Plan
- Grant Performance Report
- Performance-based Funding and Disbursement Decision
- PR and Coordinating Mechanism (CM) Communication and Governance
Reporting to the Global Fund
- First Disbursement, Execution Period and Reporting Calendar
- Progress Updates/Disbursement Request (PU/DR)
- Quarterly Financial Reporting to the Global Fund
- Tax Status Reporting
- UNDP Corporate Reporting
- Common Risks Identified in Global Fund Programmes
Global Fund Risk Management
- Global Fund Operational Risk Management
- Global Fund Requirements for Risk Management at Implementer Level
- Global Fund Local Risk Management Releated Policies
- Introduction to Risk Management
- Risk Management in High Risk Environments
- Risk Management in UNDP-managed Global Fund Grants
- Risk management in UNDP
- UNDP Risk Management in the Global Fund Portfolio
- Capacity Assessment and Approval Process
- Engaging Sub-recipients
- Managing Sub-recipients
- Selecting Sub-recipients
- Sub-recipient Management in Grant Lifecycle
- Audit and Investigations
- Establishing project management arrangements and corresponding project management structures for the new Principal Recipient (PR).
- Identifying and agreeing the institutional arrangements between the PR(s) and Sub-recipients (SRs).
- Developing and implementing a Human Resource and Recruitment Plan for the new PR(s).
- Designing and rolling out a staff orientation and training for the new PR(s).
Capacity Development and Technical Assistance Coordination
- To prepare and implement a Capacity Development Plan for the new PR(s) after Transition.
- To plan and coordinate Technical Assistance (TA) for the new PR(s) after Transition.
- To identify and implement an ongoing PR support package of services for priority functions.
- The preparation, approval and implementation of a Grant Closure Plan.
- Verification and transfer of assets.
- The preparation and implementation of a Grant Handover and Continuity Plan.
- Identify and plan the role of partners following transition.
- Global Fund Capacity Assessment Tool (CAT) completed by new PR(s) to assess their ability to meet Global Fund minimum requirements.
- Global Fund grant(s) performance framework finalized and approved.
- UNDP functions and systems replaced by new PR(s).
- Legal framework developed and approved to manage grants.
- Budget management and reporting systems, standard operating procedures (SOPs) and guidance developed and in place and operational for the new PR(s).
- Implementation management and work planning, SOPs, guidance and templates in place in new PR(s).
- Financial management accounting and consolidated reporting, systems, manual, SOPs, guidance and templates in place and operational in new PR(s).
- Monitoring and evaluation systems, indicator frameworks, databases, manual, SOPs, guidance and templates in place and operational in new PR(s).
- New PR(s) have systems, SOPs and guidance in place and operational for the recruitment and management of TA.
- Monitoring and reporting of the transition strategy in place and being carried out.
Sub Recipient (SR) Management
- Legal status, systems, processes and templates in place for the new PR(s) to contract SRs.
- PR(s) have processes in place to identify and select SRs and ensure value for money.
- PR(s) are able to assess the capacity of SRs and support SR capacity development and training.
- PR(s) are able to put in place and utilize processes to manage, monitor and report on the performance of SRs.
Procurement and Supply Management (PSM)
- New Procurement Plan prepared and approved six months prior to transition of PR-ship.
- Options considered and preferred solutions decided for future procurement arrangements.
- Put in place systems, SOPs and guidelines for national and international procurement.
- Supply chain management options considered and preferred solutions decided and put in place.
The timing of the transition will vary, with a longer period of support likely to be needed for procurement of health products including medicines and lab diagnostics.
Please visit the UNDP Capacity Development Toolkit for further guidance and resources on transition planning and strategy.