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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
- 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-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
- 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: 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
- Principal Recipient Start-Up
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Procurement and Supply Management
- Development of List of Health Products and Procurement Action Plan
- Distribution and Inventory Management
- Overview
- 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
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Reporting
- Communicating Results
- Grant Performance Report
- Overview
- Performance-based Funding and Disbursement Decision
- PR and Coordinating Mechanism (CM) Communication and Governance
- Reporting to the Global Fund
- UNDP Corporate Reporting
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Risk Management
- Common Risks Identified in Global Fund Programmes
- Global Fund Risk Management
- Introduction to Risk Management
- Overview
- 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
- Sub-Recipient Management
Global Fund Requirements for Risk Management at Implementer Level
The Global Fund considers that the implementers have the primary responsibility of managing risks in the grants they implement. This means that risk management at the Principal Recipient (PR) level is supported by the PR’s internal controls systems. The Global Fund Risk Management Policy stipulates that implementers have an obligation to operate internal control systems to ensure that:
- Funds are efficiently and effectively directed to achieving programmatic results and reaching people in need; and
- Programmatic and financial data are accurate, timely and complete.
Where Sub-recipients (SRs) are engaged, the PR has the overall responsibility to manage the SRs and how the SRs manage Sub-sub-recipients (SSRs), if any are engaged. For more information on management of SR-related risks by PRs, please refer to the SR management section of the Manual. In addition, as part of their oversight of grant implementation, Country Coordinating Mechanisms (CCMs) play a role in managing risk by detecting weaknesses in performance or control systems, and promoting remedial action.
While the Global Fund does not mandate any tool or practice for risk management at the PR level, there are some requirements related to risk management during the grant life cycle.

By signing the Grant Agreement, the PR accepts the responsibility of managing the grant(s), which includes any and all risks related to them. It is common practice for PRs to engage other entities (SRs) to implement some grant activities. It is important to keep in mind that while the PR may delegate some specific work or activities to SRs, it cannot delegate the risk of said activities. The PR is always accountable. Therefore, the PR should undertake a robust assessment of SR capacity and any risks related to their activities and their internal control and systems, and plan accordingly. This plan should be regularly monitored and updated during grant implementation.
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