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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
- Import duties and VAT / sales tax
- 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-recipients
- Agreements with Sub-sub-recipients
- Amending Legal Agreements
- Implementation Letters and Performance 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: 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
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Monitoring and Evaluation
- Differentiation Approach
- Monitoring and Evaluation Components of Funding Request
- M&E Components of Grant Implementation
- Monitoring and Evaluation Components of Grant Making
- Overview
- Principal Recipient Start-Up
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Health Product Management
- UNDP Quality Assurance Policy
- Compliance with the Global Fund requirements
- Distribution
- Inspection and Receipt
- International freight, transit requirements and use of INCOTERMS
- Inventory Management
- Overview - Health Product Management
- Pharmacovigilance
- Product Selection
- Quality monitoring of health products
- Quantification and Forecasting
- Rational use
- Risk Management for PSM of health products
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Sourcing and regulatory aspects
- Development of List of Health Products
- Development of the Health Procurement Action Plan (HPAP)
- Global Health Procurement Center (GHPC)
- Guidance on donations of health products
- Health Procurement Architecture
- Local Procurement of health products
- Other Elements of the UNDP Procurement Architecture
- Procurement of non-pharmaceutical Health Products
- Procurement of Pharmaceutical Products
- Submission of GHPC CO Procurement Request Form
- Storage
- Supply Planning of Health Products
- UNDP Health PSM Roster
- Waste management
- Grant Reporting
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Risk Management
- Introduction to Risk Management
- Overview
- Risk management in crisis settings
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Risk Management in the Global Fund
- Additional Safeguard Policy
- Challenging Operating Environment (COE) Policy
- Global Fund Review of Risk Management During Grant Implementation
- Global Fund Risk Management Framework
- Global Fund Risk Management Requirements During Funding Request
- Global Fund Risk Management Requirements for PRs
- Local Fund Agent
- Risk management in UNDP
- Risk Management in UNDP-managed Global Fund projects
- UNDP Risk Management Process
- Sub-Recipient Management
Risk escalation process
All UNDP personnel have a role in risk management and are responsible for identifying and managing the risks that affect the achievement of objectives related to their areas of work within their delegated authority. All UNDP personnel are also responsible for reporting allegations of misconduct as per process detailed in Where to Go When Guide of the UNDP Ethics Office. All UNDP personnel must inform themselves of their responsibilities and obligations as outlines in the UNDP Code of Ethics and consequences outlines in the UNDP Legal Framework for Addressing Non-Compliance with UN Standard of Conduct.
When a Risk Owner and/or a Project Manager of a UNDP-implemented Global Fund project faces circumstances pertaining to the risk treatment that exceed his/her authority/mandate or expertise, the risk is escalated. Global Fund project level risks are escalated upward according to the UNDP Enterprise Risk Management (ERM) risk escalation conditions:
- Risk treatment requires expenditures that are beyond what the Risk Owner is authorised to decide; and/or
- Risk cuts across, or may impact, multiple offices (e.g. reputational risk, changes to corporate policies); and/or
- Grievances from stakeholders have been received to which the Risk Owner cannot impartially and/or effectively respond (e.g. through UNDP’s Stakeholder Response Mechanism); and/or
- A serious security incident has occurred which has impacted UNDP personnel, facilities or programmes or the security environment has deteriorated requiring additional treatment measures and/or security advice; and/or
- When the risk significance level is determined to be High.
Risks are escalated from the Project Manager / Risk Owner through the project risk register in Quantum by changing the ownership of the risk and only after the receiving manager has confirmed that s/he accepts the ownership. See UNDP ERM policy for details.
Risk management is a bottom-up process and for risks identified by the project, the risk escalation flow in Figure 8 is followed:
Figure 8. Risk Escalation Flow for GF Projects: adapted for GF project from UNDP ERM Risk Escalation Guideline
In addition, the BPPS Global Fund Partnership and Health Systems Team (GFPHST) developed additional escalation criteria with a flow from the GFPHST to the RRs and the Regional Bureaus through the semi-annual reporting of the risks identified by BPPS. These are triggered when the GFPHST during the quarterly and semi-annual Performance and Risk Reviews, or as per the Team’s regular risk monitoring and oversight functions, recognizes that issues have materialized and require Regional Bureau’s involvement.
Additional guidance to support this area of work are also available through a number of resources listed below:
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