United Nations Development Programme
United Nations Development Programme
Country: Zimbabwe
Project Document
Project Title: Health Systems Strengthening Cross-Cutting Interventions
UNDAF Outcome(s): Outcome 1: Reduction of the spread of infection, improvement in the quality of life
of those infected and mitigation of the impact of HIV and AIDS
Expected CP Outcome(s): Strengthened management and coordination of HIV/AIDS national response
Expected Output(s): Enhanced capacity of the health system to deliver effective scaled-up treatment for
HIV, Malaria and TB
Implementing Partner: Ministry of Health and Child Welfare (MoHCW) and Health Services Board (HSB)
Responsible Parties: Ministry of Health and Child Welfare (MoHCW) and Health Services Board (HSB
Brief Description
This project document is prepared to reflect the details of the new grant agreement with the Global Fund to implement the
Global Fund to Fight AIDS, Tuberculosis and Malaria (GFATM) – HSS Grant Round 8. UNDP Zimbabwe has been requested
to become the Principal Recipient of the Round 8 GFATM grants and will manage the HSS grant
The overall goal of the HSS component is to achieve a strengthened and more effective health delivery system. The
objectives of the programme are to i) reverse the current trend of high outward migration; ensuring the numbers entering the
system from the clinical training schools are larger than the numbers leaving the sector; ii) motivate and retain trained
community health workers (CHW) and strengthen their involvement in community programmes for HIV and AIDS, TB and
malaria; iii) ensure an effective and integrated HMIS system, backed by improved communications and IT servicing capacity.
The project under UNDP Zimbabwe will aim to strengthen the national capacity to effectively and efficiently manage the
general health systems in Zimbabwe. As Principal Recipient of the GFATM grant, UNDP Zimbabwe will be legally responsible
for the grant implementation; and responsible for the financial and programmatic management of the grant financed activities.
Moreover, the project will also be responsible for the procurement of drugs and commodities for the country.
Programme Period:
October 2011
1 November 2009 – 31
Key Result Area (Strategic Plan):
______________
Atlas Award ID:
Proposal ID: 00058661
Project ID: 00072973
Start date:
End Date
1 November 2009
31 October 2011
PAC Meeting Date
Management Arrangements
14 Dec 2009
DIM
Total AWP budget:
34, 271,524
USD
Total resources required
Total allocated resources:
Regular
Other:
o
Global Fund
o
Government
_________
Unfunded budget:
In-kind Contributions
34,271,524
34,271,524
34,271,524
USD
USD
USD
34,271,524
USD
_________
Agreed by Implementing Partner __________________
Hon. Dr. Henry Madzorera
Minister of Health & Child Welfare
Agreed by UNDP
Lare Sisay
Deputy Resident Representative
___________________
Situation Analysis
A decade of high inflation, severe economic decline, and rising poverty has culminated in an acute, ongoing
humanitarian crisis in Zimbabwe. These factors have increasingly fuelled the departure of skilled health
staff and deterioration of infrastructure which have seriously comprised efforts by the Government of
Zimbabwe and its international partners to provide universal access to basic health services in Zimbabwe
and combat HIV/AIDS, TB and Malaria.
Zimbabwe has an exemplary pre-service and in-service track record, making health care workers trained
within the system highly desirable. Low salaries have been identified as the most common reason for the
current Human Resource crisis in Zimbabwe. Several efforts by MoHCW to stop the departure of skilled
and qualified staff are in place. In 2007, the Global Fund and European Commission-funded Vital Health
Systems Support Programme (VHSSP) provided salaries and incentives to a few critical health workers in
the districts supported by these two programmes. This has had a positive impact on ensuring critical health
workers are available in these districts.
Following this experience, at the beginning of 2009, the Ministry of Health and Child Welfare (MoHCW),
the Health Service Board (HSB), and funding partners recognized the need to have a harmonized national
approach to retention payment of health workers. This was to ensure that critical health workers were
maintained within the public health system, and donor funded schemes did not entice health workers into
districts where they provided salary incentives away from other districts, but helped reduce the general
attrition rates of critical health workers.
The programme aims to primarily fund the national health retention scheme which currently supports
approximately 14,000 skilled workers. In addition, the Programme will seek to strengthen community
health systems for effective delivery through training provisions to community health workers and the
scale up in community programmes for the 3 pandemics. Lastly, the Programme will support the
integration of M&E systems for HIV/AIDS, TB and Malaria into a strengthened and effective National Health
Information Management System (NHMIS), and the communication and information technology support
required.
Due to the complex country context, In November 2008, the Global Fund Board invoked the Additional
Safeguard Policy (ASP) for all current and future grants in Zimbabwe. Under ASP policy the Global Fund
Secretariat as a risk mitigation strategy requested UNDP Zimbabwe to assume Principal Recipient (PR)
responsibilities of the Round 5 and Round 8 grants for the three diseases.
Strategy
In line with the ZUNDAF outcomes, CPAP and national priority concerns, this project primarily serves to
strengthen the national capacity within the country for improved health service delivery.
UNDP efforts under the CPAP focuses interventions on strengthening the capacity of national institutions
to deliver on the Millennium Development Goals (MDGs) and provide basic social services to the most
vulnerable groups, particularly those affected by the HIV and AIDS pandemic and the humanitarian
challenges. The CPAP takes into account the strong linkages between poverty, HIV and AIDS and gender
and supports the Government of Zimbabwe in prioritising three of the MDGs (Goals 1, 3 and 6) whose
achievement will underpin the realization of all the other goals. The Global Fund project finances
programmes to address the HIV/AIDS, TB and malaria epidemics therefore will directly support priority
MDG 6 (Combat HIV and AIDS, Malaria and Other Diseases) in line with the CPAP (Outcome 5 – Effective
Management and coordination of the HIV and AIDS national response in the context of the three ones,
including advocacy and resource mobilization) and national concerns.
Directly linked to the ZUNDAF outcome 5, this project seeks to support the improved access to and
utilization of preventive and curative health services in improving and sustaining the availability of essential
drugs and commodities in health facilities.
UNDP Zimbabwe as the PR of the HSS grant will seek to reduce the overall risk for the oversight of grant
funds, improve the flow of funds into the country and strengthen the national capacity within the country
for improved health services. This arrangement is time-bound and as PR, UNDP Zimbabwe will provide the
necessary capacity building support to one or more local entities with the view that they will eventually be
re-phased in as PR(s).
UNDP Country Office will be responsible for grant implementation; financial accountability; M&E and all
procurement and distribution of health and non-health products. Under these PR obligations, UNDP
Zimbabwe will seek to reduce the overall risk for the oversight of Global Fund grants, improvement of the
flow of funds into the country and strengthening capacity of national implementing partners for improved
health services.
3
Under the Additional Safeguard Policy, the Country Coordinating Mechanism (CCM) will continue to
perform its oversight role. UNDP will coordinate with the CCM to assure that the purposes of the project
are achieved. Under this oversight leadership role the CCM will continuously monitor the implementation
of activities financed by the Global Fund grant including approving major changes in implementation plans
as necessary.
The CCM completed the selection of 20 new CCM members in April 2009 and the selection of the new
office bearers was carried out in June 2009 and the new vice chair and chair were elected. UNDP will work
closely with the CCM to ensure efficient programme implementation and timely adherence to Global Fund
policies. UNDP will continue to provide regular updates to the CCM at the CCM meetings and CCM subcommittee meetings
Management Arrangements
The project will be executed by UNDP in line with UNDP’s DIM (Direct Implementation Modality)
procedures and guidelines.
Global Fund Project Management Unit (PMU)
To coordinate the implementation of the project and for the overall management, the UNDP Country
Office will establish the Project Management Unit (PMU) that besides coordinating the implementation of
the Grant will provide general guidance on Global Fund policies and procedures to all SRs participating in
the implementation of the Grant. An interim team in UNDP will manage the programme during the PMU
recruitment process.
The PMU presented below will comprise both international and national personnel that will assist the
Global Fund Project Coordinator with the delivery of the project activities. The Project Coordinator will
oversee the implementation of all Global Fund grants in addition to providing support to the
implementation of the capacity development plan. Furthermore, the Project Coordinator will ensure
facilitation of knowledge building and sharing within the UNDP Global Fund unit. Finally, the position will
also focus on partnership strengthening and coordination. S/he will report to the Deputy Resident
Representative.
The Senior Global Fund Project Advisor – a national post - will work fully in collaboration with the Project
Coordinator. This Senior Project Advisor provides support on the oversight of the Global Fund projects, and
4
provides strategic direction for the development and provision of support services in the implementation
of projects. The Senior Project Adviser will also provide technical leadership to the implementation of the
grants, in collaboration with all partners, to ensure that the implemented projects will contribute to the
broader national strategy.
Reporting to the Global Fund Project Coordinator will be the following five international posts:

The Capacity Development Specialist ensures design and implementation of capacity development
activities by providing policy and strategic guidance and leadership, in addition to project planning,
implementation and monitoring and reporting on programs.
This position will be supported by a Capacity Development Advisor, a national post.

The Monitoring and Evaluation Specialist ensures the implementation and effective management of
monitoring and evaluation policies and strategies, in addition to the sound facilitation of knowledge
building and sharing in the area of monitoring and evaluation.
This position will be supported by three M&E officers for each disease component; all three are
national posts.

The Operations Manager ensures the provision of policy support of, and adherence to, the UNDP
Global Fund Unit on UNDP Rules, Regulations and policies. The Position provides financial resources
management and supervises the PMU Finance Team, as well ensuring efficient Procurement and
Supply Management operation and will supervise the PSM Team. In addition, the UNDP Country
Office Human Resource unit will ensure strategic human resource management and supervision of
the PMU unit.
The position will also have direct reports from 6 national posts- HR Associate, Administrative
Assistant and 4 Transport Assistants.

The Finance Specialist will provide effective, accurate financial resources management and oversight
and will ensure the successful implementation of operations strategies and procedures. In addition,
the position manages the Project budget and will organize an optimal cost-recovery system and will
ensure proper control of Project accounts and Project cash management. Finally, the Finance
Specialist will be closely monitoring the financial activity of the sub-recipients and other
implementing partners.
This position will be supported by 6 national posts – Finance Analyst, Finance Associate and 4 Finance
Assistants.

The PSM Specialist ensures the provision of effective and efficient PSM activities under the Global
Fund grants and ensures full compliance of procurement activities with UN/UNDP rules, regulations,
policies and strategies. Furthermore, the PSM Specialist will take the lead on developing a strategy
for appropriate integration of UNDP / GFATM procurement activities with those of other agencies
5
(including WHO, UNICEF, etc.), and towards strengthening Governmental /Ministry of Health
capacity.
This position will be supported by 5 national posts – Procurement Manager, Pharmacist, Contracts
Manager and 2 Procurement Associates.
Finally, the Programme Officer for each disease component (3 national positions in total) will be
responsible for the management of the Global Fund project under that component within the PMU, and
the supervision and coordination of the programme support staff in the implementation of programme
strategies.
The Programme Officers within the PMU will work closely with the existing focal person/programme
manager within the SR to enhance grant performance and management through strengthened
coordination in the programme. In addition, the Programme Officers will collaborate with the PMU
operations team, UNDP Country Office Staff, programme officers in UN Agencies, Government officials,
technical advisors and experts, multi-lateral and bi-lateral donors and civil society ensuring successful
UNDP programme implementation. Finally, the Programme Officer will ensure top quality policy advisory
services on HIV/AIDS to the Government and National Institutions and facilitation of knowledge building
and management. The Programme Officers will report directly to the Project Coordinator and will each be
supported by disease-specific Programme Assistant (3 national posts).
6
Project Management Structure
Project Board
Policy management will be vested with the Project Board. The Project Board will be chaired by the
Permanent Secretary for the Ministry of Health and Child Welfare with the UNDP Deputy Resident
Representative as the co-chair. The main role of the Project Board will be to reinforce the CCM’s role in the
oversight of and accountability for the project. The board will be responsible for making all policy decisions
for the project and shall meet quarterly to review the overall progress and outcomes of the project with
the aim of proposing changes to the methodology or providing solutions to problems were necessary.
These decisions will relate to the scope, extension, expansion, reduction, or continuation of the
Programme.
As a minimum, the Project Board is composed of the following roles:
 Executive: representing the project ownership and acting as the chair. This function will be
assumed by UNDP Deputy Resident Representative.
7
 Senior Supplier: providing guidance regarding the technical feasibility of the project. This function
will be performed by the Permanent Secretary Ministry of Health and Child Welfare.
 Senior Beneficiary: ensuring the realization of project benefits from the perspective of
beneficiaries. This role will be assumed by the Sub Recipient organization.
Project Board
•Executive (Chair)
•Senior Supplier
•Senior Beneficiary
Project
Assurance
Project Manager
Project
Support
The Project Board will be composed of a representative from the CCM (government entities or civil
societies), a representative of the UNDP PMU and a representative of the Implementing partners under the
project. The potential members of the Project Board are to be reviewed and recommended for approval by
the Local Appraisal Committee.
Project Assurance and Support
In line with results based management structure, a project manager and support at the national structure
will coordinate and manage the day to day programme implementation. A Monitoring and Evaluation
(M&E) specialist and 3 M&E Officers will form part of the project management team as M&E is a critical
area in determining the performance of the grants. The SR has existing M&E capacity therefore the PMU
will work closely with the SRs on M&E during data verification and validation and if need be, M&E will be
sub-contracted.
UNDP will exercise quality assurance functions as required under the results based
management structure.
Financial arrangements and funding structure
In order to maintain an even level of financial performance, different payment modalities will be used:
Direct Cash Transfer from UNDP to SRs as Advance Payment, Direct Cash Transfer from UNDP to SSRs as
8
grants on behalf of SRs and at the request of SR’s and SSR’s UNDP makes Direct Payments to their
suppliers.
In order to mitigate financial risk and speed up processes of liquidation/validation of expenses incurred by
SRs and SSRs, SRs and SSRs will submit financial reports monthly in addition to quarterly and annual
reports.
To ensure full compliance, UNDP will provide reporting procedures and guidelines to SRs and SSRs and also
facilitate On the Job Training and support on financial management as part of the Capacity Development
process in this project.
Procurement of goods and services
Under the project’s Direct Implementation Modality arrangement (DIM), the strategy for the procurement
of any materials will be conducted by UNDP, with the support of the Ministry of Health and Child Welfare
(MOHCW) as the national agency. The HSS project only includes non-health item. International
competitive bidding process will be arranged by the UNDP country office.
Audits
The audit of the project will be conducted as per Article 7 of the UNDP-Global Fund Grant Agreement for
the project in consultation with the Office of Audit and Investigation (OAI) UNDP headquarters. UNDP
Country Office will arrange for an audit of UNDP’s support provided to its SRs.
Implementation and Institutional Arrangements
In the implementation of the project, UNDP Country Office will coordinate closely with Government, bilateral development partners, civil society, and private sector to harmonise and coordinate the response in
supporting the implementation of GFATM grants and in the establishment of a strong communication
policy and ways of sharing lessons of implementing in this dynamic environment. Moreover the UNDP
Country Office will work with these stakeholders to strengthen national capacity in the implementation of
the project activities. Bi-lateral partners include DfID, EU, USAID (CDC, PEPFAR) and UN agencies (UNAIDS,
UNFPA, UNICEF and WHO).
UNDP will engage as Sub Recipients the Ministry of Health and Child Welfare (MoHCW) and Health Services
Board (HSB).
9
The MOHCW will be responsible for the implementation of the programmatic activities. The Health
Services Board (HSB) is directly responsible for all staffing and service matters in the health sector with the
aim for an overall improvement of the sector in order to attract and retain professional staff. HSB manages
the Retention Scheme and works closely with donor partners, including the Global Fund, to ensure
effective implantation of the Scheme. HSB is the result of the Health Services Bill, which passed through
parliament in 2004, effectively removed all health service personnel from the employ of the Public Service
Commission (PSC) and placed them under the Health Services Board.
The CCM will continue to perform its oversight role and will approve all major changes in implementation
plans as necessary.
Monitoring Framework and Evaluation
Project M&E will be conducted in accordance with established UNDP and GFATM policies and procedures.
The indicators set in the performance framework of the grant agreement will form the basis on which the
project’s Monitoring and Evaluation system will be built.
Quarterly
-
On a quarterly basis Joint Review Meetings with all implementing partners will be held to discuss
progress in the implementation of the project, challenges, constraints and lessons learnt. Progress
towards the completion of key results, will be updated in UNDP’s ERP system - ATLAS. In addition,
the PR’s quarterly progress reports will be reviewed at these meetings prior to submission to the
Global Fund.
-
The Local Fund Agent (LFA) will undertake quarterly reviews of programme implementation, on the
basis of the Disbursements Requests and Progress Updates submitted by the UNDP Country Office.
The objectives of these reviews are mainly for the verification of the information from which the
quarterly report will be compiled.
End of Project Review
-
An end of project review meeting will be conducted during the last quarter of implementation with
all the actors in the implementation of the Grant. The purpose of the review is to assess and
evaluate if the project has achieved its goal, objectives and targets.
Annual Audit
10
-
As an Additional Safeguard country, UNDP’s Office of Audit and Investigation shall complete an
annual audit of the Global Fund programmes in compliance with the grant agreement signed with
the GFATM.
Quality Management for Project Activity Results
OUTPUT 1:
Activity Result 1
HSS: Health Workforce
Start Date:1 Nov 2010
(1.1.1)
End Date: 31 Oct 2011
Purpose
Reverse the current trend of high outward migration; ensuring that numbers entering the
system from the clinical training schools are larger than the numbers leaving the sector
Description
-
Retention scheme allowance for F and F+ grades Retention scheme allowance for E5, E4,
E3, E2, E 1 grades
-
Retention scheme allowance for D5, D4, D3, D2, D1 grades
-
Retention scheme allowance for C5 grades
-
Strengthening of HSB and MOHCW over phase I to be able to channel retention funds
through government accounts
Quality Criteria
Quality Method
Date of Assessment
% of nurses in post
against authorised
staff establishment
for nurses
Quarterly Reports by MOHCW and HSB
Every Quarter
Activity Result 2
HSS: Community Health
Start Date:1 Nov 2010
(2.1.1)
End Date: 31 Oct 2011
Purpose
Motivate and retain trained community health workers (CHW) and strengthen their
involvement in community programmes for HIV and AIDS, TB and Malaria
Description
-
Pay allowances to Community Home Base Caregivers (CHBC) to provide basic community
based care
-
Pay allowances to community based health workers (CHW) & urban health promoters to
provide basic community based HIV/AIDS, malaria and TB services
-
Payment of level of effort for the CHBC Focal person in districts
-
SR implementer overheads
Quality Criteria
Quality Method
Date of Assessment
Number of
Community Health
Workers receiving
an allowance
Quarterly Reports by MOHCW and HSB
Every Quarter
Activity Result 3
HSS: Information System
Start Date:1 Nov 2010
(3.1.1)
End Date: 31 Oct 2011
Purpose
Ensure an effective and integrated HMIS system, backed by improved communications and IT
servicing capacity
Description
-
Negotiate with networks, and fund costs of free calls to district cell phones from clinic cell
phones with major network(s)
-
Costs of masts and basic solar power for clinics with limited/no access to mains and/or
relatively weak coverage (50% of all clinics), installed over first year
-
Provide cell phones to all rural clinics with coverage (80%), installed over first year
11
-
Monthly payments of internet service for district/provincial/referral/MOHCW
Quality Criteria
Quality Method
Date of Assessment
Percentage
COMPLETENESS
Weekly surveillance
(Health Information
Management
System (HIMS)
Reports
Quarterly Reports by MOHCW and HSB
Every Quarter
Activity Result 4
(4.1.1)
Supportive environment:
administration
Purpose
Project Management Costs
Description
-
Contribution to Staff and operating Costs of UNDP/ PMU
-
Capacity development of SRs
Programme
management
and
Start Date:1 Nov 2010
End Date: 31 Oct 2011
Quality Criteria
Quality Method
Date of Assessment
Effective
implementation
Quarterly Reports by MOHCW and HSB
Activity Result 5
(GMS)
Supportive environment: Programme management and
administration
Purpose
Project Management Costs
Description
General Management services
Quality Criteria
Quality Method
Management fees
Quarterly Reports by MOHCW and HSB
Start Date:1 Nov 2010
End Date: 31 Oct 2011
Date of Assessment
Legal Context
This project document shall be the instrument referred to as such in Article 1 of the Standard Basic
Agreement between the Government of Zimbabwe and the United Nations Development Programme
signed by the parties on 27 May, 1980. The host country-implementing agency shall for the purpose of the
Standard Basic Assistance Agreement refer to the Government co-operation agency described in that
Agreement.
The following types of revisions may be made to this project document with the signature of either the
UNDP Resident Representative or the Country Director only, provided he/she is assured that the other
signatories of the project document have no objections to the proposed changes.
(a)
Revision in or addition of any of the Annexes to this project document.
(b)
Mandatory annual revisions which re-phase the delivery of agreed, project input or increased
expert or other costs due to inflation or take into account agency expenditure flexibility.
12
Annual Work Plan
ACTIVITY ID
ACT1.1.1
EXPECTED
OUTPUTS
% of nurses in
post against
authorised staff
establishment for
nurses
ACT1.1.1
ACT1.1.1
ACT1.1.1
Target year 1 =
95%; Year 2 = 98%
TIMEFRAME
PLANNED ACTIVITIES
HSS: Health
Workforce
Q1
Q2
Q3
Q4
RESPONSIBLE
PARTY
X
X
X
X
MOHCW
X
X
X
MOHCW/HSB
Funding
Source
GFATM
HSS: Health
Workforce
X
GFATM
HSS: Health
Workforce
HSS: Health
Workforce
X
X
X
X
MOHCW
GFATM
X
X
X
X
MOHCW
GFATM
PLANNED BUDGET
Budget
Amount
Amount
Description
2009
2010
Local
Consultants
-
Contractual
Services Individ
Miscellaneous
Expenses
Training,
Workshops and
Confer
Total Activity 1.1.1
ACT2.1.1
ACT2.1.1
Number of
Community
Health Workers
receiving an
allowance
Target year 1 =
7,540 Year 2 =
11,160
ACT2.1.1
Total Activity 2. 1.1
HSS: Community
Health
X
HSS: Community
Health
X
HSS: Community
Health
X
X
X
X
X
X
X
X
X
X
UNDP
MOHCW
MOHCW
GFATM
GFATM
GFATM
Amount
2011
10,450
-
11,262,695
12,197,435
266,148
1,064,592
-
7,022
28,088
21,066
273,170
12,355,374
12,228,951
168,900
-
168,900
-
1,586,250
1,582,200
433,845
882,073
98,490
602,745
2,468,323
1,849,590
Materials &
Goods
Miscellaneous
Expenses
Training,
Workshops and
Confer
ACTIVITY ID
ACT3.1.1
ACT3.1.1
EXPECTED
OUTPUTSof
Percentage
rural sentinel
sites providing
timely HMIS
reports
Target year 1 =
75%; Year 2 = 80%
ACT3.1.1
ACT3.1.1
ACT3.1.1
ACT3.1.1
PLANNED ACTIVITIES
HSS: Information
System
TIMEFRAME
X
X
X
X
X
X
RESPONSIBLE
PARTY
MOHCW
X
MOHCW
PLANNED BUDGET
GFATM
HSS: Information
System
X
GFATM
HSS: Information
System
HSS: Information
System
X
X
X
X
MOHCW
GFATM
X
X
X
X
MOHCW
GFATM
HSS: Information
System
HSS: Information
System
X
X
X
X
MOHCW
GFATM
X
X
X
X
MOHCW
GFATM
Materials &
Goods
Communic &
Audio Visual
Equip
Supplies
Information
Technology
Equipmt
Miscellaneous
Expenses
Training,
Workshops and
Confer
Total Activity3.1.1
ACT4.1.1
N/A
Staff and operating
Costs of UNDP/ PMU
X
X
X
X
UNDP
GFATM
Contractual
Services Individ
Total Activity4.1.1
GMS
N/A
General Management
Fees
X
X
X
X
UNDP
Grand Total
14
GFATM
Facilities &
Administration
78,741
236,222
-
59,400
412,200
280,800
-
320,000
30,000
133,000
31,500
-
5,000
180,000
135,000
3,635
113,093
32,718
279,776
1,293,016
478,518
25,000
100,000
75,000
25,000
100,000
75,000
82,648
1,135,170
1,024,244
1,263,339
17,351,882
15,656,302
Risk Analysis
#
Description
1
2
3
4
Date
Identified
Development
partners
have a general concern
about Global Fund Grants
in Zimbabwe
May 2009
Harmonization of salaries
for staff of public sector
and possible loss of staff
(‘health workers retention
scheme’)
May 2009
SRs are not reporting their
expenditures according to
UNDP/GFATM Rules and
regulations
May 2009
SRs and SSRs are not using
management tools that
ensure
robust
accountability framework
May 2009
Type
Strategic
Impact &
Probability
P=1
I= 4
Regulatory
P=3
I= 5
Financial
P=2
I= 5
Financial
P=2
I= 3
Status
Countermeasures / Mngt
response
Owner
Submitted
Regular meetings to be held
with Development partners,
including UN agencies
UNDP senior
managemen
t
Project
formulation
Improve coordination within
UN HIV/AIDS Theme group
(WHO,
UNICEF,
UNFPA,
UNAIDS and UNDP)
PMU
Decisions lie with the CCM and
the MoHCW; however UNDP
should participate in debates.
(Head of PMU defines financial
implications)
CCM
and
MoHCW.
UNDP senior
managemen
t to offer
advice
Project
formulation
July 2009
Reducing
Contracts
shared
and
thereafter signed with SRs
should clearly spell out the
timeframe
of
financial
reporting,
the
expected
documents, the process of
approval of financial reports
and the measures to be taken
in case of non- compliance
PMU
Project
formulation
July 2009
No change
SRs and SSRs to provided with
management tools
PMU
Project
formulation
July 2009
No Change
15
Last Update
July 2009
Reducing
No change
#
Description
5
6
Date
Identified
Existing Structure of UNDP
CO not prepared to
support GF grants volume
of activity
May 2009
Weak Disease Technical
Capacity within UNDP
July 2009
Type
Impact &
Probability
Organization
al
P=4
Organization
al
P=2
I=4
I=4
Countermeasures / Mngt
response
Status
Owner
Submitted
Last Update
Proposed structure for PMU
includes additional staff for
finance and procurement.
However, meetings should be
held with Operations Unit to
clarify workflow with PMU and
expected process lead times
UNDP
Operations
& PMU
Project
formulation
July 2009
No change
Recruit
Public
Health
Specialists within PMU to equip
team with adequate capacity
to manage the technical
aspects of programmes
UNDP CO
Project
formulation
July 2009
Reducing
16