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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
Risk Management in International Development Projects
Risk management is an inherent part of project management and has aspects of monitoring and review, reporting and communication. These are common activities regardless of the type of project.
All projects go through a planning phase, which is more or less complex depending upon the scope and complexity of the project. Project plans are based on certain assumptions; for example, lead time for procurement or projected number of patients in need of specific treatment. Any uncertainty related to those assumptions is a source of risk. If these uncertainties are examined and efforts are put forward into managing them during project planning, their effects can be ‘controlled’, or minimized (in case of threats) or enhanced (in case of opportunities), in order to support reaching project objectives. Project managers most often do this by making sure project plans consider the likelihood and impact of a risk, or preparing contingency plans.
Compared to projects in other areas, international development projects have greater exposure to risk. This is because the operating environments for such projects are difficult and usually with inadequate resources. In addition, most of these projects are funded by donors, who come with their own requirements that may require additional resources. For example:
- International development projects are usually implemented in environments with high contextual risk (weak infrastructure, unstable political environment, ongoing or recent armed conflict, high poverty rates, weak legal environment and banking system, lack of adequately qualified human resources, etc.). This affects projects’ ability to attract qualified human resources and build effective partnerships. It presents a threat to staff and equipment safety, and poses limitations in terms of available infrastructure such as transport and internet.
- Development projects are funded through public finance/donors. This often means different reporting requirements, creating a high reporting burden and elaborate processes for approving changes to project plans, which can seriously affect the ability to respond to risks.
- Development projects’ objectives are often centred on human welfare and as such any unplanned adverse effect of project implementation may carry a high ethical burden and substantially compromise the reputation of everyone involved.
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