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Functional Areas
- Principal Recipient Start-Up
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Legal Framework
- Overview
- Project Document
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The Grant Agreement
- UNDP-Global Fund Grant Regulations
- Grant Confirmation
- Grant Confirmation: Face Sheet
- Grant Confirmation: Conditions
- Grant Confirmation: Conditions Precedent (CP)
- Grant Confirmation: Special Conditions (SCs)
- Grant Confirmation: Schedule 1, Integrated Grant Description
- Grant Confirmation: Schedule 1, Performance Framework
- Grant Confirmation: Schedule 1, Summary Budget
- Implementation Letters and Performance Letters
- Agreements with Sub-recipients
- Agreements with Sub-sub-recipients
- Signing Legal Agreements and Requests for Disbursement
- Language of the Grant Agreement and other Legal Instruments
- Amending Legal Agreements
- Other Legal and Implementation Considerations
- Legal Framework for Other UNDP Support Roles
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Health Product Management
- Overview - Health Product Management
- UNDP Quality Assurance Policy
- Product Selection
- Quantification and Forecasting
- Supply Planning of Health Products
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Sourcing and regulatory aspects
- Global Health Procurement Center (GHPC)
- Development of List of Health Products
- Development of the Health Procurement Action Plan (HPAP)
- Health Procurement Architecture
- Local Procurement of health products
- Procurement of Pharmaceutical Products
- Procurement of non-pharmaceutical Health Products
- Other Elements of the UNDP Procurement Architecture
- Submission of GHPC CO Procurement Request Form
- Guidance on donations of health products
- International freight, transit requirements and use of INCOTERMS
- Inspection and Receipt
- Storage
- Inventory Management
- Distribution
- Quality monitoring of health products
- Waste management
- Rational use
- Pharmacovigilance
- Risk Management for PSM of health products
- Compliance with the Global Fund requirements
- UNDP Health PSM Roster
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Financial Management
- Overview
- Grant-Making and Signing
- Grant Implementation
- Sub-recipient Management
- Grant Reporting
- Grant Closure
- CCM Funding
- Import duties and VAT / sales tax
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Monitoring and Evaluation
- Overview
- Differentiation Approach
- Monitoring and Evaluation Components of Funding Request
- Monitoring and Evaluation Components of Grant Making
- M&E Components of Grant Implementation
- Sub-Recipient Management
- Grant Reporting
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Capacity development and transition, strengthening systems for health
- Overview
- Interim Principal Recipient of Global Fund Grants
- A Strategic Approach to Capacity Development
- Resilience and Sustainability
- Legal and Policy Enabling Environment
- Functional Capacities
- Capacity Development and Transition
- Transition
- Capacity Development Objectives and Transition Milestones
- Capacity Development Results - Evidence From Country Experiences
- Capacity development and Transition Planning Process
- Capacity Development and Transition - Lessons Learned
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Risk Management
- Overview
- Introduction to Risk Management
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Risk Management in the Global Fund
- Global Fund Risk Management Framework
- Local Fund Agent
- Challenging Operating Environment (COE) Policy
- Additional Safeguard Policy
- Global Fund Risk Management Requirements for PRs
- Global Fund Risk Management Requirements During Funding Request
- Global Fund Review of Risk Management During Grant Implementation
- Risk management in UNDP
- Risk Management in UNDP-managed Global Fund projects
- UNDP Risk Management Process
- Risk management in crisis settings
- Audit and Investigations
- Human rights, key populations and gender
- Human resources
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Grant closure
- Overview
- Terminology and Scenarios for Grant Closure Process
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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
Quantification and Forecasting
Quantifying the requirements of health products is one of the most important parts of the procurement and supply chain management cycle. If needs are underestimated, it could lead to insufficient supply, stock outs and ultimately patient treatment disruption. If needs are overestimated, resources may be wasted, as health products have a limited shelf-life and over-stocking increases the risk of expiry.
The determination of health product needs is typically based on one of the following quantification methods:
- Consumption: This method is used if the products are being procured for well-established treatment protocols or uses that have 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 medicines or programmes with no historical use data, or for programmes with an expected change of consumption, due – for example – to an increase of patients (number of patients on ART usually increase as new HIV positive patients get enrolled). Initial projections must be based on morbidity data if consumption data is absent. The method estimates the needs 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.
All projections must take into account the health service capacity.
Accurate quantification of needs for health products in a given country and context requires access to technical information about the recipient country’s treatment programme and epidemiological data. Supply chain, procurement and disease programme specialists should work together in quantifying and validating the products and quantities to be procured.
The key information and data that should be reviewed to determine products and quantities includes:
- National testing, treatment, and care guidelines for the relevant disease and/or protocols of care at time of submission. Note: If the protocols are under revision, consider a transition plan (e.g. change of regimens, introduction of new paediatric formulations, shortened regimens for MDR, roll-out plan and timeliness, supply chain preparation for the transition)
- Diagnostic testing and monitoring algorithm(s) for the relevant disease
- Baseline information, programme capacity and disease specific scale-up plans/targets for a defined period
- Existing investments in health equipment (e.g., GeneXpert): national strategy and information on use across programmes, long-term sustainability strategy for routine maintenance, repairs and services, and procurement of reagents and consumables
- National supply plan that reflects the schedule of all agreed financial (or product) contributions to the national needs over the grant period
- Integrated stock status report showing stock-on-hand and purchase order quantities (pipeline) for key commodities covering all sources, where applicable
- Buffer stock and rationale for inclusion in the calculations
- Country population and target population, broken down by age/weight
In some countries, comprehensive epidemiological data is not available, particularly in low-income countries or countries experiencing civil or national conflict. Countries experiencing conflict may have a high rate of migration, displaced persons and returnees and may not be able to obtain accurate population estimates. If some of the aforementioned information is not readily available, countries should quantify based on the information available, then closely monitor consumption rates, adjusting the forecast as more information becomes available.
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