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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
Differentiation Approach
The Global Fund uses the Differentiation Approach, in a bid to respond more effectively to the diverse range of contexts where its grants are implemented. Differentiation is carried out based on multiple factors including disease burden and income level of a country, epidemiologic and other socio-political contextual dimensions; financing gaps; risks and other.
There are three portfolio categories:
- Focused Portfolios are generally smaller portfolios, with a lower disease burden, and a lower mission risk.
- Core Portfolios are generally larger portfolios, with a higher disease burden, and a higher mission risk.
- High Impact Portfolios are generally very large portfolios with mission-critical disease burdens.
The list of countries in each of these categories is updated every allocation period based on the allocation amount, the disease burden, and opportunity for strategic impact of the country.
As part of the differentiation the Global Fund took a decision in prior funding cycles to move Focused countries to the annual reporting schedule. This is still the case in GC7.
The Global Fund also uses two cross-cutting classifications to further differentiate portfolios:
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Challenging Operating Environments are countries or regions with complex natural or man-made crises and instability.
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Transitioning components are those that are approaching transition from receiving funding from the Global Fund. A country becomes ineligible for Global Fund financing when its income level designation moves to High Income, or when it has an Upper-Middle-Income designation, and the disease burden is not High.
Any changes to portfolio categorization for the 2023-2025 allocation period will be published in the Applicant Handbook and the Global Fund’s Operational Policy Manual.
Differentiated approach for Challenging Operating Environments (COEs)
According to the Global Fund GC7 indicator guidance, flexibilities may apply to grants in the COE contexts. Different flexibilities in terms of indicator selection, reporting deadlines and verification approaches can be considered depending on the situation. It is important to note that COE flexibilities are not a predefined list of options or eligibilities. To request specific flexibilities CTs will need to provide the required justification. This can best be done through a dialogue between the CT and PRs and an agreement on what is important and feasible to measure. Based on this, respective bodies at the Global Fund.
According to the Global Fund guidance, the requirement for indicator inclusion depending on the indicator group described in the sections Performance Framework and Indicator Selection does not apply to COEs. The Performance Framework for COE portfolios may be tailored to the context and simplified (i.e., include a limited number of indicators, in line with the Performance Framework simplification guidelines for the Focused portfolios or work plan tracking measures).
In practice, there are instances where COE countries have excessive numbers of indicators in their Performance Frameworks due to the pressure to include Group 1 indicators. Case-by-case discussions are needed. Refer to your Global Fund PHM&E and/or GFPHST M&E Specialist in case of specific concern.
Differentiated approach for Focused countries in GC7
Based on a holistic set of criteria including allocation size, allocation focus, in-country capacities and political context, in consultation with in-country and Global Fund stakeholders, each Focused portfolio is designated a specific model type.
There are four model types – Aligned, Targeted, Light and Legacy. Each type is described in-depth under the Global Fund page on Focused Portfolio Management Models. The Allocation Letter informs Focused portfolios of their model for the 2023-2025 Period.
See the sections Performance Framework and Indicator Selection for further information on the application of the differentiated approach.
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