-
Functional Areas
- Audit and Investigations
-
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
-
Financial Management
- CCM Funding
- Grant Closure
- Grant Implementation
- Grant-Making and Signing
- Grant Reporting
- Overview
- Sub-recipient Management
-
Grant closure
- Overview
-
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
-
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
-
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
-
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
-
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
-
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
Ongoing Monitoring of Sub-recipient Activities
Monitoring is the ongoing routine tracking of key elements of Sub-recipient (SR) performance through review of regular reports and on-site observation. Evaluation is the point-in-time assessment of the outcomes of the program against its objectives. Monitoring and evaluation (M&E) provide the PR with the information needed to make evidence-based decisions for programme management and improvement as well as SR funding requests.
The Principal Recipient (PR) should have a strong M&E system in place to continually monitor the implementation of SR activities and assess SR project progress against intended results. Therefore, in addition to the team organization discussed previously, the Project Management Unit (PMU) should:
- Assure that data collection tools are available to allow collection of information for all indicators;
- Evaluate the adequacy of the PR’s PMU staff in regard to the SR sub-projects implemented;
- Have a quarterly monitoring visit plan and implement supervision visits;
- Keep records of all project documents (SR reports and supporting documents, PMU verification reports, monitoring visits etc.). The PMU should establish an archiving system where information regarding the PR’s management of each SR can be easily accessed;
- Have regular (at least quarterly) meetings of all PMU focal points covering one SR (e.g. in programme, finance, supply chain, audit etc.) to review the SR’s progress and decide if any corrective actions are required; and
- Communicate with the SRs about the PMU’s findings and requirements and SRs challenges. Each quarter following the SR performance review, the PMU is advised to organize a meeting in which all SRs share their performance and challenges. The UNDP Country Office (CO) also presents the overall programmatic and financial achievement and other important issues for the period (follow up of audit findings, timeliness of reports). This is an opportunity to discuss challenges and learn about successful implementation strategies.
Loading resources
