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Global Fund Governance Structures

Daily group exercise (areas for TA at GA preparation and phase 1) Bottlenecks encountered Proposed solutions (entry points for TA, identification and financing) Group presentation. Global Fund Governance Structures. Objectives :. Gain an understanding of:

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Global Fund Governance Structures

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  1. Daily group exercise (areas for TA at GA preparation and phase 1)Bottlenecks encounteredProposed solutions (entry points for TA, identification and financing)Group presentation

  2. Global Fund Governance Structures

  3. Objectives: • Gain an understanding of: • the roles of each actor – CCM, PR, LFA…etc. in the GF project cycle. • the role of each actor in project implementation/management, particularly as it relates to the management of Sub-recipients. • the role of each actor in reprogramming, and the link between indicators in the grant agreement and the proposal.

  4. Proposal Development and Oversight GrantImplementation Global Fund Secretariat Global Fund Board Technical Review Panel Principal Recipient LFA CCM SR SR SR SSR SSR SSR Applicants

  5. Key Points on General Roles • Legal Rights flow vertically, Communication flows horizontally. Both must be in place for the Global Fund structure to work. • Actors on “Grant Implementation” side hold the legal rights during grant implementation • Actors on the “Proposal Development” side maintain oversight over the proposal in order to ensure that (1) it maintains the integrity of the original submission, and (2) any changes are coordinated among stakeholders (CCM) and maintain technical quality (TRP). • Communication between all actors is critical in allowing the CCM to perform this oversight role. • The CCM is designed to ensure stakeholder input and is the cornerstone of the Global Fund structure – it must be continuously informed on significant issues related to grant implementation.

  6. Legal Responsibility of the PR • The PR is responsible for delivery of Grant Results • The PR must (and does) have the right to manage implementation. Critical among these include: • The right to assess and confirm Sub recipients (often nominated by the CCM) • The right to remove Sub-recipients that are not performing • The right to make all final decisions on grant implementation issues, even in cases where the CCM objects • The PR has an obligation to: • Keep the CCM continuously informed on significant issues related to grant implementation. • Work with the CCM and other actors (SRs) to ensure that the CCM can carry out its oversight role.

  7. Governance of Reprogramming (1 of 2) • Reprogramming is a change in the “rules” of the grant – workplan, budget, indicators – and is inevitable on some scale. • A change in the “rules” governing the grant is a change in the legal relationship. • Reprogramming changes are changes the legal relationship between the PR and the Global Fund (Secretariat). These may be approved in advance by setting “reprogramming rules” for small changes, but may require formal approval or a change in the Grant Agreement for larger changes. • The CCM should be notified (for information or, where significant, for “approval”) of all significant changes in the Grant. Though the CCM has no legal “right” to approve the change, the PR may coordinate the change prior to requesting it, and the Secretariat may require CCM consent before approving it.

  8. Governance of Reprogramming (2 of 2) • Material Reprogramming” is defined as a change which is so substantial that it questions whether the TRP would have approved the proposal as revised (a change which impacts the “proposal development” side of the diagram). • Examples: substantial changes in targets, dropping or adding an activity (depending on the scale), introducing a new medical intervention (normally not dependent on the scale). • In cases of Material Reprogramming, the Secretariat must send the proposed change to the TRP for approval, jumping across the line from the “grant administration” process to reaffirm the results of the “proposal development” process.

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