Transition Strategy

Transition Options

At the start of the Transition Planning Process it is important that some key questions are considered by national stakeholders, the Global Fund, the CCM, partners and UNDP. These include considering what are the Transition Options and what criteria will be used to evaluate the options?

  • Which diseases will transition and when will this happen?
  • Which grants will transition and when will this take place?
  • Which national entities potentially will become PR and what is the approval process?
  • Which functions will transition and when? Will all the functions transition?
  • What will be the future roles and responsibilities of the new PR?  

The criteria to evaluate the transition options need to be discussed and agreed by decision makers. The criteria could include; i) Legal context and requirements; ii) Status of relevant policies; iii) Capacity to reach beneficiaries and ensure continuity of care; iv) Modalities to address specific needs of Key Populations; v) Status and capabilities of NGOs to work effectively with and deliver services to Key Populations; and v) Ensuring sustainability of national responses.

Developing a Transition Strategy

Following a review of the options decisions can be made and a Transition Strategy developed. The Transition Strategy could include:

  1. The transition options selected together with the rationale for the decisions made;
  2. An action plan for the transition process, including timelines for each of the functions and grants;
  3. Indicators for monitoring and reporting on the progress and bottlenecks of the Transition Strategy and;
  4. The support and technical assistance required during transition, together with the role of partners.

Transition Milestones

Measurable transition milestones will be developed for each of the PR implementation functional areas. The first of these transition milestones in each functional area will be to put in place procedures, guidance and systems with sufficient training and ‘on the job’ support to meet the requirements of the Global Fund. The second milestone for each functional area will measure the level of take up, use and compliance of the procedures and the systems against the minimum requirements of the Global Fund.

The Main Elements of the Transition Strategy Implementation

Start Up;

  • Establishing project management arrangements and corresponding project management structures for the new PR(s).
  • Identifying and agreeing the institutional arrangements between the PR(s) and SRs.
  • Developing and implementing a Human Resource and Recruitment Plan for the new PR(s).
  • Designing and rolling out a staff orientation and training for the new PR(s).

Capacity Development and Technical Assistance Coordination;

  • Linked to the development of a Transition Strategy a capacity development plan is put in place and is being implemented to strengthen the functional capacities, systems and SOPs for the national entities to enable them to prepare for the transition of the PR role.
  • To prepare and implement a Capacity Development Plan for the new PR(s) after Transition.
  • To plan and coordinate Technical Assistance (TA) for the new PR(s) after Transition.
  • To identify and implement an ongoing PR support package of services for priority functions.

Grant Closure;

  • The preparation, approval and implementation of a Grant Closure Plan.
  • Verification and transfer of assets.
  • The preparation and implementation of a Grant Handover and Continuity Plan.
  • Identify and plan the role of partners following transition.

Grant Making;

  • Global Fund Capacity Assessment Tool (CAT) completed by new PR(s) to assess their ability to meet Global Fund minimum requirements.
  • Global Fund grant(s) performance framework finalized and approved.
  • UNDP functions and systems replaced by new PR(s).
  • Legal framework developed and approved to manage grants.
  • Budget management and reporting systems, SOPs and guidance developed and in place and operational for the new PR(s).
  • Implementation management and work planning, SOPs, guidance and templates in place in new PR(s).
  • Financial management accounting and consolidated reporting, systems, manual, SOPs, guidance and templates in place and operational in new PR(s).
  • Monitoring and evaluation systems, indicator frameworks, databases, manual, SOPs, guidance and templates in place and operational in new PR(s).
  • New PR(s) have systems, SOPs and guidance in place and operational for the recruitment and management of TA.
  • Monitoring and reporting of the transition strategy in place and being carried out. 

Grant Making - Sub Recipient (SR) Management;

  • Legal status, systems, processes and templates in place for the new PR(s) to contract SRs.
  • PR(s) have processes in place to identify and select SRs and ensure value for money.
  • PR(s) are able to assess the capacity of SRs and support SR capacity development and training.
  • PR(s) are able to put in place and utilize processes to manage, monitor and report on the performance of SRs.

Grant Making - Procurement and Supply Chain Management (PSM);

  • Procurement options considered and preferred solutions decided for future procurement arrangements taking into account, value for money, procurement architecture needed (Long Term Agreements), the ability to conduct competitive processes, quality assurance, the role of partners etc.
  • New Procurement Plan prepared and approved six months prior to transition of PR-ship.
  • Put in place systems, SOPs and guidelines for national and international procurement.
  • Supply chain management options considered and preferred solutions decided and put in place.

The timing of the transition will vary, with a longer period of support likely to be needed for procurement of health products including medicines and lab diagnostics.