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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
HR During Start-up
Start-up team
When UNDP is nominated for the role of Principal Recipient (PR) for the first time, a start-up process is necessary. As a first step in the process, under the supervision and guidance of Country Office (CO) or Regional Service Centre (RSC) senior management, a member of the CO should be designated as the focal point to lead the implementation of the rolling work plan and grant management arrangements in consultation with the UNDP Global Fund Partnership and Health Systems Team (GFPHST).
The designated focal point oversees the recruitment and management of a start-up team, which supports the preparation of grant documents, determines implementation arrangements, and completes other activities leading up to grant signing. The start-up team should possess, at a minimum, programme management, finance and procurement and supply management (PSM) expertise.
The CO may benefit from input and lessons learned from another CO that has undergone the start-up process. In addition, CO staff and UN Volunteers in existing UNDP PR countries may be available for a short-term detailed assignment to support key activities, including the preparation of grant documentation, Quantum setup, etc. The UNDP GFPHST can facilitate a discussion to support a detailed assignment.
To strengthen its efforts to effectively support COs and national stakeholders in the implementation of Global Fund programmes, the UNDP GFPHST in coordination with the GPN Roster Team has developed a roster of qualified experts. More about the GPN Roster can be found in this section of the Manual.
PMU structure and terms of reference
As the establishment of the Project Management Unit (PMU) should start as soon as possible after UNDP has been confirmed as the PR to ensure that the required human resources are in place, one of the key activities in the start-up process is defining the structure and terms of reference (TORs) of the PMU.
The structure and terms of reference of the PMU should be defined with support from the UNDP GFPHST, with consideration to the following:
- The structure should allow for the necessary human resources to be available to ensure adherence to the terms of the Grant Confirmation, effective oversight, effective implementation of programme activities for impact and capacity development mandate.
- PMU structures vary considerably both across and within regions, reflecting the diversity of programme activities and the complexity of the operating environment, national capacity and risk assessment. COs should determine PMU resource needs by viewing the grant in terms of its life cycle, as the structure may change over time with surges of staff required during peak times (e.g. net distribution campaigns).
- For monitoring and evaluation:
- The PMU should assess the need for at least one dedicated M&E position at the appropriate level, reflecting the complexity of programme implementation (e.g., number of service delivery areas, number and capacity of Sub-recipients).
- It is preferable not to combine Programme and M&E positions, unless it is in a managerial or oversight capacity. Combining these positions can compromise effective oversight and also high-priority programme activities may overshadow M&E activities.
- Dedicated M&E capacities enable the PMU to effectively analyse performance and apply the lessons learned, which can have a positive impact on performance management and can also enhance national health management information systems and capacities.
- PMU staff costs (personnel, operating costs) should be budgeted in the grant as direct costs for grant management. UNDP’s pro forma costs are accessible here. For more information regarding budgeting for PMU and other staff costs, please refer to the financial management section of this manual.
- COs should not overlook the human resources needs that will be required during the grant closure period.
- The terms of reference for each PMU position should include the standard UNDP core competencies, cross-functional competencies, technical competencies, and people management competencies clearly defining the key responsibilities of their respective roles.
For examples of TORs for various positions please reach out to the UNDP GFPHST.
Following the introduction of the new PSA policy framework in 2021, UNDP BMS/OHR issued the Guide on Using Contractual Modalities which sets out the roles, responsibilities, and accountabilities governing the selection and usage of appropriate contractual modalities within UNDP. An additional Memorandum on appropriate use of contractual modalities was issued in September 2023 to draw attention to this Guide and, given the critical importance of ensuring that the correct contractual modality is used in each case, highlight the key criteria that must be followed when considering how best to meet a particular staffing need. In November 2024, the UNDP Staff Council and Office of Human Resources gave a dedicated session about UNDP PSA contracts. The session provided an overview about the current policy and ongoing policy changes. The presentation from the session can be found here.
COs have leveraged United Nations Volunteers (UN Volunteers) as an efficient and cost-effective way of mobilizing additional human resources needed for project implementation beyond the core team, in functions ranging from medical and health service professionals to engineers, ICT, M&E and procurement specialists. UNV and UNDP have developed a number of standard Descriptions of Assignment (DoA) templates to support future deployments: Monitoring and Evaluation, Procurement and Supply Chain Management Specialist, Civil Engineer (health infrastructure), Finance Officer. For more information on types of UNV profiles and how to host a UN Volunteer, please see the UN Volunteers section of the Manual, which includes additional links to UNV guidance material.
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