| Annual Workplans and Budgets |
 |
 |
 |
Annual Work Plans and BudgetsPurpose/ObjectiveThe key Global Fund framework for project implementation is the Guidelines for Performance-Based Funding. The following points are noted in Clauses 17–18 of those Guidelines, and repeated in Clauses 28–29 of the Fiduciary Arrangements for Grant Recipients:"28. PRs are expected to have their own work plans and budgets, a basic plan for procurement and supply management and a plan for monitoring and evaluation (the M&E plan). The indicators and periodic targets selected to monitor program progress and the plan for periodic disbursements from the Global Fund should be based on the PR’s plans. In case a PR has not yet completed its implementation plans at the time of Grant Agreement negotiations, the PR and the Global Fund may agree on certain specific outputs based on the planned activities for the first one or two quarters while implementation plans are being completed. 29. Based on implementation progress, a PR may need to periodically update its plans for the results to be achieved and the periodic disbursements needed from the Global Fund. To harmonize planning and reporting with the PR’s normal annual planning, the PR may also chose to update its plans when it does its regular fiscal year planning. These updated plans will be reviewed by the LFA and agreed with the Global Fund. At the latest, plans for the second year of the grant must be agreed at the time of the last disbursement of funds for the first year." Reprogramming Clause 35 of the Fiduciary Arrangements for Grant Recipients recognises that PRs may encounter initial implementation difficulties, but notes that these "should not imply a permanent discontinuation of funding, except when there is evidence of misuse of funds. When difficulties arise, PRs must provide mechanisms to improve programmatic or financial performance. The Global Fund with advice from the LFA will determine the appropriate level of funding as improvements are made."In addition to grant under-performance, the need for reprogramming may arise when savings occur within a program year. PRs are encouraged in such situations to identify opportunities for achieving additional performance in subsequent years and thus use all the grant funds rather than have funds cancelled at the end of Phase 1 or Phase 2. Alternatively, as long as targets are being achieved, reprogramming may provide scope to move funds between objectives to overcome differential budget pressure. Funds may be transferred through the following types of reprogramming: • Between cost categories of the budget except that drug procurement funds may not be reprogrammed (one may, however, add to cost categories) • Between objectives (as long as targets are reached) • Between sub-recipients • Between PRs of a multi-PR grant (with modification of objectives) In view of the wide range of circumstances in which reprogramming may be sought, PRs are encouraged to liaise closely with the LFA in seeking the necessary approvals. In some cases, PRs can undertake changes themselves and simply inform the CCM, whereas in other cases, approval of the Technical Review Panel and the Global Fund may be required. |
| Last Updated on Thursday, 16 April 2009 13:58 |
