1. Sustainable Transition / Handover of malaria TB and HIV Global Fund Grants
Generic 2018

2. Overview;
Following the implementation of capacity development activities, there is the need for an agreed timeline for transitioning the Global Fund grants to national entities, during the period
UNDP and the MOH and other national entities are developing this Transition and Systems Development Plan to ensure the smooth handover of all of grants from UNDP to national entities, with no disruption to services being delivered.
The plan focuses on:
Joint transition activities between the MOH, national entities and UNDP including joint planning and review meetings; joint PU/DR development and joint assessment of transition and capacity development activities.
Further strengthening of MOH systems to ensure they can absorb the increase in funding and the increase in data and its management that will happen as a result of the transition.
Both UNDP and MOH need to commit to the full implementation of this plan to achieve transition of all grants from UNDP to the MOH and national entities by the end of 20??.

3. Time Line
20?? Institutional arrangements put in place – (add details).
20?? Most recent PR and SR arrangements – (add details).
20?? – 20?? Capacity Development Plan focused on supporting the new implementation arrangements with the aim of enhancing national implementers' capacity in their roles both as future PRs and current and future SRs.
20?? Agreement with the CCM and the Global Fund and other stakeholders that;
the Malaria grant will handover to the +++ from 20??
the TB grant transitioning as of 20?? – (add details).
HIV from 20?? – (add details).
20?? Review of the last Capacity Development Plan 20??-20?? Development of the Sustainable Transition Plan.

4. Transition Planning Review;
What areas within the MOH / national entities still need capacity development support
What areas need additional strengthening;
To enable MOH / national entities to become the PR(s) for XXX grants by 20??
For MOH/national entities to manage significantly increased funds & data.
Identifying how activities for HIV, TB and malaria can be done jointly by UNDP and the MOH / national entities as the new PR(s) for the grants during the transition / handover period.
Process;
The transition plan to be developed through key informant interviews with the MOH, national entities and UNDP, and a review of the previous Capacity Development Plan.
The key informant interviews to include discussions on areas that would need a stronger focus during the transition / handover, along with prioritisation of activities.

5. Goal, Objectives and Expected Outcomes
The goal of the Transition Plan is to ensure a smooth transition of all of the disease grants from UNDP to MOH / national entities, with no disruption to the delivery of services.
 This will be achieved by the following:
Joint transition activities between the MOH, national entities and UNDP including joint planning and review meetings; joint PU/DR development and joint assessment of transition and capacity development activities. With oversight from the CCM and CSO involvement in HIV prevention.
Further capacity development of MOH national entities systems to ensure the key foundations are in place to support adequate management of the increase in funding and the increase in data that will happen as a result of the transition.
The expected outcome is that all XX grants will transition from UNDP to the MOH / national entities by the end of 20??

6. Transition Milestones
Recruitment of new MOH national entity PMU Staff completed in last quarter before each transition.
All operations and implementation manuals in place, based on national and Global Fund requirements and capacities required by PRs, endorsed by the MOH / national entities and 100% of staff trained.
Joint planning and review meetings taken place every quarter with discussions held on managing all risks.
Joint PU/DR development of the different transitioning grants taken place for one year.
Final implementation arrangements for HIV Prevention activities agreed and set up to ensure continuation of activities.
MOH is coordinating quantification and procurement planning activities.
Data available on the supply chain and managed by the MOH / national entities, feeding into the planning and quantification activities.

7. Transition Milestones
National health procurement body has 100% of the required systems in place to act as the lead on procurement for the MOH.
Financial systems are in place to support full programme implementation, with strong measurable controls and tracking tools; leading to 100% of PU/DRs being submitted on time with accurate financial information.
Financial data has been backed up successfully for 1 year.
100% of assets are documented and annual asset verification processes are in place
DHIS2 system is fully configured for national responses and all Global Fund grants and has produced accurate programmatic data for one year.
MOH / national entities has a dedicated M&E structure with 100% of staff trained in the SOPs.
100% of PU/DR submitted on time; with accurate data.
All three disease National Strategic Plans are in place to support the next funding application.

8. Transition M&E
UNDP and the MOH / national entities will document and report progress of the agreed work plans through joint periodic and planning reviews between UNDP, the MOH / national entity PR(s) PMU(s) and the implementing MOH directorates as well as other implementers. A periodic progress update report will be prepared by UNDP in coordination with MOH / National Entities and shared with all stakeholders.
An annual assessment of the agreed milestones on the transition plan will be conducted to identify the achievements and results as well as the challenges and lessons learned, and to ensure the identification of any future support needed after the staggered transition of each grant.

9. Functional Areas
The plan reviewed the key functional areas which are essential for strong management of Global Fund Programmes:
Programme Management
Procurement & Supply Management
Financial Management
Monitoring & Evaluation
Essential activities which are required in the early stages of transition (20??), includes;
Supporting MOH national entities in developing a financial internal control framework.
The development of expenditure tracking tools.
Joint planning and review meetings for grants preparing to transition and joint preparation of PU/DRs.
Monitoring and Evaluation SOPs and tools and training.
Updated consolidated manuals for each disease implementation for all implementing partners .

10. Focus Areas (example)
Finance: Support to systems strengthening of the PR, implementing directorates, SRs and SSRs (including sub national) to ensure strong financial management given the increase in funding.
Procurement: Support to national health procurement agencies to ensure their awareness of GF requirements and processes.
Supply Chain: Developing eLMIS for the last mile – better data and less stock- outs/wastage.
M&E: Coordination and integration of M&E functions within the key implementing partners.
HMIS: On-going support to the DHIS2 programme.
PR Management: Processes to manage (verify/account for) the funds when implemented by other MOH directorates, CSOs, provinces and Cost Sharing Arrangements ; Develop accountability mechanisms for provinces to national, and feedback mechanisms for provincial to national; Staff retention plan; Develop Communication Plans etc.

11. Transition Milestones
Current Activities and Areas for focus during the Transition Period
Transition Activities
Programmatic and Institutional Arrangements
Recruitment of new MOH PMU Staff completed in last quarter before each transition.
The MOH PMU for managing the Global Fund grants will need to reflect the move of the three grants into the ministry. The PMU organogram needs to incorporate the functional expertise to manage the increase in funding and reporting requirements. Staffing of the PMU and the underlying processes should be complete before the final transitions and signing of each grant to ensure that a fully staffed PMU is in place at the time of full transition.
Confirm the organogram for the MOH PR PMU to manage all three grants by end of 20?? and then annually assess prior to the HIV, TB and HIV transitions. Define job description and staff requirements for each position aligned to national and Global Fund requirements. A plan for transitioning staff from UNDP to the MOH needs to be developed showing reporting lines and contractual arrangements between MOH and UNDP. Carry out an annual assessment of the new PMU structure and the staff transition arrangements prior to each successive transition.
The new PMU staff will require orientation on-the job in the GF on GF requirements and the grants themselves.
Orientation for all new PMU staff.
All operations and implementation manuals in place, based on Global Fund requirements and capacities required by PRs; endorsed by the MOH and 100% of staff trained.
The disease implementation manuals were developed jointly by UNDP and the MOH with activities based on UNDP being the PR and the MOH as the SR. There are currently a number separate manuals. There is a need to review these manuals and to develop a comprehensive manual for implementation with the MOH as the PR to clarify implementation guidelines and to show coordination between the thee MOH directorates.
Share current joint implementation manuals for HIV TB and Malaria with new PR(s). Develop a new comprehensive manuals for all implementing partners.