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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
Overview
General procurement principles
Procurement in Global Fund-financed projects is governed by the same regulations, rules and procedures applicable to other procurement activities by UNDP. Country Offices (COs) should follow the UNDP Programme and Operations Policies and Procedures (POPP) on contracts and procurement.
UNDP’s procurement principles lay out the following general principles guiding procurement undertaken by the organization:
- Provide the best value for money.
- Embody fairness, integrity, transparency.
- Engage in effective international competition.
- Serve the interests of UNDP.
Value for money (VfM) is often referred to as the 3Es—economy, efficiency and effectiveness, whereby (1) economy means minimizing the cost of resources (doing things at a low price); (2) efficiency means performing tasks with reasonable effort (doing things the right way, often measured as cost per output); and (3) effectiveness means the extent to which objectives are met (doing the right things, often measured as cost per outcome).
VfM is about providing services of the right quality, level and cost that reflect the needs and priorities of customers, council taxpayers and the wider community. The criteria defining VfM for the Global Fund have changed to effectiveness, efficiency and additionality. Please see the Global Fund’s guidance on procurement for further details.
Special procurement strategy for Global Fund-financed programmes
According to the UNDP–Global Fund Grant Regulations, UNDP is accountable for the entire supply chain, from product selection to the rational use of medicines. This differs from normal UNDP procedures, whereby responsibility is transferred to the national entities when they take possession of.
Over the years, UNDP has developed and continues to manage a procurement architecture designed to facilitate timely supply of quality assured pharmaceutical and health products to meet the needs of Global Fund-financed grants implemented by UNDP, at affordable cost through a value for money service proposition.
The UNDP Global Fund procurement architecture comprises several partnership and sourcing agreements with other UN Agencies, manufacturers and other commercial entities as described in subsequent sections of this Manual. The main principle to follow is that for each specific product category a standard sourcing mechanism has been established. The UNDP Global Fund Procurement Planning Tool can be used as further reference for requesting units to easily identify the standard sourcing mechanism and partner applicable to each category of spending.
Risk Management
In its role as Principal Recipient (PR), UNDP is legally accountable for programme performance, including the activities and effectiveness of its employees, Sub-recipients (SRs), all subcontractors, sub-subcontractors, as well as commercial suppliers, including those for pharmaceuticals.
UNDP’s vision for procurement is that it be a fully recognized, end-to-end management practice, integrated into programmes and implementation modalities. Procurement should be carried out by a cadre of highly qualified personnel, utilizing best practices to achieve value for money in the most cost-effective and efficient manner, while minimizing risk, amplifying transparency and accountability, and fostering development results.
In relation to each existing and new grant, UNDP requires that there be a detailed mapping and analysis of the organization’s responsibilities and the corresponding capacities of each CO to effectively manage the associated accountabilities and risks.