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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
Results-oriented Annual Reporting (ROAR)
With the introduction of the Strategic Plan 2014-2017 Integrated Results and Resources Framework (IRRF), the Results-oriented Annual Reporting (ROAR) will build on Country Programme Document (CPD) and IRRF monitoring, by using the data collected throughout the year by relevant units, for the purposes of performance assessment and lessons learning. The scope of annual reporting through the ROAR has therefore moved from a data collection exercise to a reflective and analytical one. The ROAR should be seen as a ‘complement’ to CPD and IRRF monitoring: For more information, please refer to the purposes of the ROAR, and how it complements these other sources of evidence, in the Technical Note on the streamlined IRRF.
Only a strong evidence base will allow UNDP to capture measurable progress, analyse it, draw lessons and make decisions that help us improve our performance as a development partner. We also need to focus more on capturing and communicating the value-added of the organization, along with a frank and meaningful picture of the challenges faced across the diverse and complex settings in which we work.
Capturing results in the ROAR?
In the ROAR, Country Offices (COs) are asked to note whether there is objective evidence to verify any change stated. Objective evidence means qualitative information or quantitative data, based on observed and/or recorded facts which are independent from UNDP, i.e. sources which are not internal UNDP documents, or if so, that have been verified as fact by external sources.
We can use many different types of external evidence to corroborate our results.
For example: data reported in national statistical systems, donor assessments, partner reports, UNDP project reports jointly produced and/or objectively verified or quality assured by stakeholders, and media reports. This could include qualitative evidence (e.g. perception surveys) as long as these have been produced by non-UNDP entities or verified by them.
With evidence in hand, the CO should interpret the information and develop a qualitative analysis of the progress being made, the role that UNDP contributions are playing or failing to play, and the ongoing suitability and relevance of UNDP’s engagement.
In reporting on outcome progress, the CO should draw on the data and evidence that they have been collecting throughout the year when monitoring programme progress, scanning for development changes in areas directly related to UNDP’s work, and managing the overall programme.