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
Selection of Indicators
The performance framework (PF) provides a standardized menu of core HIV, TB, malaria, health systems strengthening (HSS), health information systems and M&E indicators, drawn from the Global Fund measurement guidance. They represent a core set and will not address all the monitoring and evaluation needs of the programme or the project. It is highly recommended that indicators be selected from the list of indicators made available; these depend on the module and programme component that is selected. It is also possible to choose other indicators if the local situation requires country-specific indicators that are more appropriate.
It can be difficult and expensive to collect and analyse data for each indicator, and COs are advised not to try to collect data in areas that are not particularly relevant.
Where necessary, countries should include plans for strengthening M&E systems so that they can report on these core indicators in their funding applications to the Global Fund.
The Global Fund core list of indicators for HIV, tuberculosis, malaria and health systems strengthening is provided in annexes A-C of the Global Fund Measurement Guidance.
When developing a performance framework, ensure that the selected indicators are:
- relevant to the type of disease and aligned with the national programme priorities and interventions supported by the grants;
- appropriate for measuring the goals and objectives of the programme;
- selected from the core list, including the following:
- impact and outcome
- coverage of population receiving services
- quality (for example, adherence to treatment, external quality assessment (EQA) of labs)
- equity (disaggregation by target population/target area)
- appropriate for monitoring progress of impact, outcome and coverage at national level (in some specific cases, these may be reported at subnational or project level);
- relevant to the target groups being reached by the grant;
- supported by adequate systems for the collecting and reporting of high-quality data for all indicators;
- captured in the national M&E plan.
In addition, the following guidelines must be applied:
- Identify indicators for which disaggregated data will be required (at the time of results reporting) to assess equity across various age and sex groups and the key populations.
- Check the capacity for data collection and analysis and identify any need for technical
- Indicators with no related M&E system in place should be supported by a clear plan and adequate budget to develop the required data collection and reporting system.
- If baselines and denominators are not available, agree on an action plan with the PR for collecting these with clear timeframes.
- The Top 10 list of indicators no longer exists; all indicators are weighted equally.
- Process and input indicators are not included in the PF and will not be used for performance ratings. They are replaced by the work-plan tracking measures, where required.
Types of indicators
Impact and outcome indicators
Impact and outcome indicators relevant for various epidemic types are provided and will be used to assess achievement of the programme goals and objectives. These indicators are reported at the national programme level and should demonstrate progress of the overall national programme (a total of all contributions from various domestic and international sources).
Impact and outcome indicators will not be used to measure the performance of the grant and thus have no impact on grant ratings or annual funding decisions. Nevertheless, trends in the impact and outcome indicators will be used as inputs in the periodic reviews conducted every three years. The PR should ensure that M&E systems exist to capture data on these indicators.
Coverage and output indicators
Coverage refers to the proportion of individuals needing a service or intervention who actually receive it. In other words, it is the percentage of the population in need that has received the service or intervention. The numerator of the coverage indicator should be linked to the number of people reached by services. The denominator, or the assumptions used to estimate population in need, as well as the data sources, should be agreed upon during the NSP preparation and development of the national M&E plan and should generally be aligned with internationally agreed indicators. In cases where the estimates of population in need are not available at the time of concept note submission, numerical targets (output indicators) could be set and appropriate timeframes must be agreed upon as to when the denominator will be provided.
Coverage/output indicators will be used regularly for the performance rating of grants, every 6–12 months. These ratings will inform the annual disbursement decisions as well as allocation of funding every three years. A list of coverage/output indicators is provided to measure success of the programme in reaching people with services through the selected modules and interventions.
The choice of indicators and, therefore, of data collection instruments will depend on the epidemiological context and the goals, objectives and interventions that constitute the national response. This may require additional efforts and resources in strengthening the underlying monitoring and evaluation systems, including mapping and size estimations.
All indicators should be measurable and supported by an existing reporting system to ensure that the data can be collected and verified. Data sources can be selected from a drop-down menu in the PF. There should be a good balance between data collected on a routine basis and data collected through survey and sentinel sites. The project should not rely only on survey-based data, as there is a risk that such surveys may not be implemented due to financial or operational risks. Duplication in data collection should be avoided. The project should plan on using existing data collection systems as much as possible.
For any indicators that require reporting systems to be implemented before monitoring can take place, targets should not be set for the quarters during which the reporting system is being established.