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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
What is Risk Management?
Risk can be defined as the effect of uncertainty on the achievement of an organization’s objectives. Risk management is, therefore, the process of identifying and managing this uncertainty, or risk, with the goal of achieving objectives. Effective risk management enables an organization or individual to increase the likelihood of achieving their goals/objectives, by enabling them to identify potential future events that may affect the achievements of their targets, and, where possible, put in place measures to reduce their impact.
UNDP’s Enterprise Risk Management is based on the International Organization for Standardization Internal Risk Management Standard (ISO 31000). The guidance in this Manual follows the process and definitions based on the ISO 31000 standard, and the following key definitions are used:
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Risk is an effect of uncertainty on objectives. This effect can be positive (supporting the organization or programme to achieve planned objectives) or negative (preventing the organization or programme from achieving its objectives). Uncertainty refers to deficiency of information or lack of understanding or knowledge about events. It is best practice to formulate risk in terms of “future event”. Objectives can have different aspects (such as financial, health and safety, and environmental goals, and can apply at different levels (such as strategic, organization-wide or project).
- Consequence is the outcome of an event affecting objectives. An event can lead to a range of consequences, and initial consequences can escalate through knock-on effects.
- Event is the occurrence or change of a particular set of circumstances. An event can be one or more occurrences, have several causes, and consist of something planned not happening.
- Likelihood is the chance of something happening. Likelihood can be measured or determined objectively or subjectively, qualitatively or quantitatively, and described using general terms or mathematically (such as a probability or a frequency over a given time period).
- Risk owner is the person or entity with the responsibility and authority to manage a risk.
- Risk register is a risk management tool that serves as a record of all risk identified by the project. For each risk identified, it should include information such as likelihood, consequences, treatment options, etc.
- Risk treatment is a measure to modify risk exposure, to provide reasonable assurance of achieving objectives.
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