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
- Communicating Results
- 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
Once products have been selected, the quantity required for programme implementation will need to be determined. Quantifying drug needs is one of the most important parts of the procurement and supply chain. If drug needs are underestimated, it could lead to insufficient supply and interruption of patients treatment. If drug needs are overestimated, resources may be wasted, as pharmaceuticals have a limited shelf-life.
Quantification of pharmaceutical needs is usually based on one of the following methods:
- Consumption: This method is used if the products are being procured for an established treatment programme that has records of past consumption and predictable needs. The consumption method forecasts future needs by relying on past use and is adjusted for stock-outs, expiration of overstocked items and projected changes in utilization.
- Morbidity: This method is used for new drugs or programmes with no historical use, such as new antiretroviral therapy (ART) or artemisinin combination therapy (ACT) programmes. Initial projections must be based on morbidity if consumption data are absent. The method estimates the need for drugs based on the expected number of attendances, the prevalence or incidence of disease, and standard treatment guidelines for the health problem that is to be treated.
- Health services capacity: This method uses the morbidity method but adjusts it in light of a realistic estimate of the anticipated capacity to deliver services. This method is used for a new programme, such as ART, when the need for treatment is anticipated to exceed the number of persons that the programme can realistically treat during its initial stages. Drug needs will, therefore, be based on a target number of patients that the programme intends to treat. All projections must take health service capacity into account in their initial projections.
Quantification of pharmaceutical needs requires access to technical information about the recipient country’s treatment programme and epidemiological data. To accurately quantify pharmaceutical needs, the following information is needed:
- The national guidelines for the disease for which the pharmaceuticals are being forecast, including the first- and second-line treatment, alternative treatment regimens for toxicity problems or patients with concomitant diseases (such as HIV and TB).
- The recommended dosage for each regime, according to patient weight.
- Country population and target population, broken down by age/weight.
- Resistance and toxicity rates (this information may be available at the local UNAIDS or WHO offices).
- Percentage of the population needing treatment that is likely to seek treatment or have access to a treatment centre.
- The annual pregnancy rate and number of institutional deliveries (if special treatment regimens exist for pregnant women).
- The percentage of the treated population that has a concomitant disease that would require an alternative treatment regime (such as persons who are HIV-positive and infected with TB).
- Prior consumption data broken down by health facility, number of patients, gender, weight, distribution, and other factors (if using this method).
- Country capacity to provide treatment.
In some countries, complete epidemiological data are not available, particularly if the country is at a low level of development or has been experiencing internal conflict. Countries experiencing internal conflict may have a high rate of immigration and returnees and may not be able to obtain accurate population estimates.
If some of the aforementioned information is not readily available, countries should make their forecasts based on the information they have, then closely monitor consumption rates, adjusting them as more information becomes available.
Many pharmaceutical products are purchased from international sources, and delivery times of three to four months from the placement of the purchase order are standard. Do not wait until products are almost out of stock before ordering the next supply. Accurate quantification, monitoring of consumption levels, establishment of minimum stock levels (the point at which re-ordering must happen) will prevent stock-outs and ensure continuity of treatment.