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UNDP-Global Fund Partnership HIV/AIDS Focal Points Meeting in EE and CIS June 5-7, 2007. Overall GFATM Portfolio - Progress as of June 07.
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UNDP-Global Fund Partnership HIV/AIDS Focal Points Meeting in EE and CISJune 5-7, 2007
Overall GFATM Portfolio - Progress as of June 07 • A public-private partnership based in Geneva to serve as a partner to governments, NGOs and international agencies in the global response to HIV/AIDS, TB and Malaria. • The largest global fund of its kind, with US$ 10 billion currently pledged through 2008 by donor countries, foundations and the private sector. • A mechanism created to give communities and Civil Society Organizations (CSOs) a substantive role in national responses as well as to ensure their access to funds. • A delivery mechanism that was envisioned to channel funds through national entities with a marginal role for the UN. • US$ 7.6 billion committed to over 450 approved grants in 136 countries • US$ 5.3 billion allocated to 405 grants signed in 132 countries • $ 3.5 billion disbursed for 392 grants in 131 countries
UNDP-GFATM Partnership • In December 2003, UNDP and GFATM agreed to two key roles for UNDP: • Capacity building support to PRs and other local implementing partners (Sub Recipients). • Principal Recipient (PR) in exceptional circumstances where there may be no PR alternatives available in countries with weak national capacities or donor constrained. In the case of donor constrained countries, it is expected that UNDP will remain PR for the life of the GFATM grant. • The UNDP-GFATM partnership has grown significantly from managing a single USD 6.7 million GFATM grant in Haiti in 2002 to being PR in 24 countries for 54 activegrants totaling over USD 570 million. • In addition to the portfolio of 54 active grants, UNDP has 14 Round 6 grants in the pipeline with a total lifetime budget of US$ 165 mn. These include grants in 4 new countries (Iraq, Syria, Yemen and Maldives). • Thus, UNDP overall grant portfolio will increase by approximately US$ 80 million and to an additional 4 countries.
Capacity Development Role when UNDP is not Principal Recipient In six countries where UNDP is not Principal Recipient (Armenia, Cambodia, Kyrgyzstan, Mali, Nepal and Uzbekistan), UNDP has signed capacity development agreements with CCMs, PRs and SRs such as: • project planning • sub-grant and contract management • finance administration • procurement and supply chain management • Monitoring & Evaluation • CCM strengthening Development of a toolkit by BDP launched in February 2007 for COs wanting to support PR
Capacity Development Toolkit in support of Global Fund Principal Recipients • The Capacity Development Toolkit is intended for supporting Global Fund PRs. It has been developed to guide UNDP Country Offices partnering with national PRs to ensure that, where possible, UNDP can effectively support Global Fund grant implementation. • It provides instruments to help tailor approaches to country-specific implementation support strategies and provision of services for successful negotiations with PRs while ensuring that there is corporate synergies and alignment. • This toolkit was developed by the Team in charge of the Global Fund Partnership at UNDP based on internal consultations with BOM, OLPS, CDG, MCT and input from key resource persons who attended a Capacity Development Consultation Workshop held on November 2006. It is available @: http://content.undp.org/go/practices/hiv/docs/download/?d_id=1159918 • Contact Person:Sandii Lwin(Sandii.Lwin@undp.org or gfatm.support.team@undp.org)
Organization of Support: Context • Except in donor-constrained countries, UNDP was initially envisaged to act as PR for a limited period of two years (Phase I of the GFATM grants) while building the capacity of a national entity to take over this role. • The anticipated hand-over, however, has to date only occurred in five countries: Argentina, Benin, Burkina Faso, El Salvador and Haiti. Handovers are in process in two countries: Cote d’Ivoire and Zimbabwe. • UNDP has been requested to subsume the Principal Recipient role in additional countries due to challenges in implementation of those grants. • These factors, plus a growing number of Phase II renewals, have significantly increased the workload of staff as well as the size of the partnership.
Partnership Challenges (1) • Working as “PR of Last Resort” in exceptional circumstances in environments with poor governance, limited transparency and accountability; • Establishing capacity within UNDP to manage procurement and the supply chain: With approximately 70% of GFATM funds allocated to procurement and training, ensuring efficiency and effectiveness in procurement and supply chain management (PSM) remains paramount; • While there have been improvements in financial tracking of GFATM grants in Atlas, and project management tools have been developed, overall process monitoring and evaluation of grant implementation and results at the corporate level is still insufficient; • Effectively building the capacity of Sub-Recipients to deliver on GFATM-financed projects since UNDP as PR is held accountable for overall delivery of sub-contractors;
Partnership Challenges (2) • Enhancing the capacity of Country Offices to deliver timely on the projects; • Instituting a systematic early warning mechanism to flag all grants that are failing to meet their programmatic objectives, thus ensuring that appropriate support can be provided to countries in a timely manner. • Improving linkages between Global Fund programs and PR Country Office's programmes; • Tracking if and when UNDP is subsidizing GFATM activities through core resources; • Unrealistic expectation of the GF regarding building capacity of a future PR entity for phase 2.
Tips for Country Offices that are not PR • Make sure that your UNDP Country Office is a member of the national Country Co-ordinating Mechanism (CCM) so that you can: (1) Position UNDP’s role in HIV/AIDS, (2) Input substantively into GFATM proposals to ensure that the epidemics are being addressed from a development perspective, (3) Determine and address capacity building needs of national stakeholders to effectively implement national responses to HIV/AIDS, Tuberculosis and Malaria, and (4) Ensure that any Technical Assistance provided by UNDP and other partners in GFATM implementation is included in the GFATM grant budget. • Do actively participate within the UN Country Theme Group on HIV/AIDS to harmonize and coordinate the UN system response in supporting implementation of the GFATM grants. • Don’t proactively lobby the Global Fund and the Country Co-ordinating Mechanism for UNDP to become Principal Recipient. UNDP’s partnership with the Global Fund is premised on our capacity development role not resource mobilization and UNDP is only designated Principal Recipient in exceptional circumstances
The Global Implementation Support Team (GIST) • As per GTT recommendations, the Global Implementation Support Team (GIST) was established as a forum for international and multilateral partners to mobilize and harmonize effective support to address challenges to accelerated implementation of national AIDS responses. • GIST core members: The Global Fund, the UNAIDS Secretariat, UNDP, UNFPA, UNICEF, WHO and the World Bank. It has been expanded to include: OGAC (USA), DFID, and GTZ as well 3 representatives from CSOs. • Monthly meetings with country-level partners to review technical support needs and to decide on prompt, results-oriented action. • To date, support has been provided to the Caribbean sub-region and several countries including Angola, Bolivia, Comoros, Guinea Bissau, Honduras, Lesotho, Malawi, Mozambique, Myanmar, Niger and Nigeria. • UNDP has been intensively involved in: • deciding on coordinated support, • addressing country level governance, management and programmatic bottlenecks and capacity issues, and • tackling global and regional level institutional bottlenecks relating to policies, procedures and practices of international partners.
Achievements (1) • With a support team which has expanded from 2 staff in 2004 to 11 staff in 2007 (6 staff in BDP, 2 staff in RBA, I staff in RBAS and 2 staff in BOM), remarkable progress has been made in many areas of the partnership including but not limited to: • operational tools and standards established to guide COs in GFATM implementation; • increased capacity of COs due to direct support and trainings; • improvement in financial tracking; • project management tools developed in Atlas to monitor grant performance; • increased capacity in procurement and supply chain management through the development of Long Term Agreements as well as through trainings; • knowledge management and networking (GFATM workspace and network); and • overall management and cultivation of the working relationship with the GFATM at the global level.
Achievements (2) • Moreover, through this partnership, UNDP is playing a critical role -- particularly in complex settings -- in supporting national strategies for prevention, treatment and care interventions for HIV/AIDS, tuberculosis and malaria. • As of end of 2006, notable results were achieved: • Antiretroviral treatment was provided to almost 65,000 people living with HIV/AIDS; • 1.3 million people were trained to provide prevention and treatment services for HIV/AIDS; • Over 116,000 condoms were purchased and distributed; • HIV/AIDS voluntary, counseling and testing services were offered to 1.2 million people; • Community outreach activities targeting 6.8 million people were conducted; • Anti-malarial treatment was given to over 2.4 million people; • 789,000 people were provided counseling and testing for malaria; • 2.9 million bed nets were distributed; • 315,000 cases of tuberculosis were detected and treated; and • 44.4 million people were counseled and tested for tuberculosis.
