Global Fund subRegional Meeting for the Grant Recipient Countries in the Balkans Performancebased fu

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Global Fund sub-Regional Meeting for the Grant
Recipient Countries in the Balkans
Performance-based funding and Grant
management Pr capacity and SR management
Silvia Asandi
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Romanian Angel Appeal Foundation

• Established in 1991 by British founders as
  charity
• Progressively developed into a professional
  organisation
• Quality Management System implemented in 2004
• ISO 90012001 certification obtained in 2006.
• Technical areas
• Implementing programs targeting children and
  young people living with HIV/AIDS and other
  chronic conditions, subject to stigma and
  discrimination
• Training provider for health workers and
  psycho-social staff
• Health promotion and behavior change
  communication
• Monitoring and Evaluation (financial and
  programmatic)
• Capacity Building
• Fundraising
• Management of international grants

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BASIC STRUCTURES AND SYSTEMS IN PLACE
MAKE US AN EFFECTIVE PR ?
Institutional and programmatic Financial
management Procurement and supply chain
management Monitoring and evaluation
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Precious Lessons learned as SR under previous
GFATM round

• PR should develop an effective on-going
  monitoring and reporting system and tools
  (avoiding waste of precious time, energy and
  resources)
• PR should employ competent staff with experience
  in project management and management of funds
• PR should develop comprehensive guidelines and
  instruments for SRs
• PR should be able to communicate efficiently and
  effectively with SRs and all national partners
• PR should be capable and open to offer TA and to
  build capacity at the level of SRs
• PR should act transparently

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Planning the implementation

• Even if we have strong management systems, we
  carefully prepared our organisation for change
• Conduct internal evaluation prior to LFA
  assessment
• Fill the gaps efficiently
• Seek for TA and strategic partnerships prior to
  signing the grant agreement
• Recruitment and training of the team
• Prepared as much as possible of grants
  implementation legal documents (i.e. contracts),
  procedures and instruments, etc. and got them
  approved by LFA - GFATM

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Preparation for Round 6 implementation Reorganizat
ion of RAA setting the department and forming
the team, moving operations into one larger
building better equipped with meeting and
training facilities Designing the SRs
applicants Guide, the Operations Manual, the
web-based reporting system and tools financial
and programmatic ME instruments, tracking
performance and sharing information tools, etc.
Selection of SRs according to CCM procedure and
RAA Selection Guide
Assessment of selected SRs according to RAA
procedure
Jan. 07
Nov. 06
March
April
Grant agreement negotiations
RAAs assessment by LFA and GFATM
1st July 2007 HIV program start date
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Plannig the implementationSelection of SRs

• Transparent process in accordance with CCM
  endorsed procedure
• RAA elaborated the selection instruments (public
  advert, the applicants guide) and got them
  discussed, amended and approved by CCM
• RAA conducted clarifications meetings for all
  potential applicants and developed a blog for
  clarifications available to all applicants
• Independent Technical Evaluation Commission
  composition approved by CCM evaluated the
  proposals and managed the appeals

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planning the implementation Assessment of SRs

• Scope
• To identify if the selected SRs have the capacity
  to implement the projects according to the
• performance based funding principle
• principles and clauses stipulated by the
  sub-grant agreements
• To identify the weaker technical areas where the
  SRs need technical assistance / capacity building

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plan the implementation Assessment of SRs - steps

• Self-assessment of the SR
• questionnaires - excel interactive worksheet,
  results reflected in the dashboard generated
  automatically
• Assessment visits at the SRs offices, including
  interviews with SRs management and staff
• Report on each selected SRs findings of the
  assessment are corroborated and addressed
• In the negotiation process
• In the sub-grant agreement as precedent
  conditions
• In the training / technical assistance
  interventions

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Assessment tools

• Institutional and Programmatic
• 8 sub-areas, 24 questions exploring legal status
  and relationship with third parties,
  organisational management, infrastructure,
  technical expertise, etc.
• Financial, Accountancy and Procurement
• 3 sub-areas, 24 questions exploring management of
  human resources in the financial / accountancy
  department, the accountancy procedures,
  procurement, reports and budgets, etc.
• Project Management --- ME
• 7 sub-areas, 38 questions exploring measurable
  objectives, ME indicators, management of data,
  etc.

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planning the implementationSub-Grant Agreements
Negotiations

• Realistic review of SRs implementation plans
  including budgets (turned into annexes to
  sub-grant agreements)
• Inclusion of precedent conditions in the
  sub-grant agreements

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Human resources

• Careful selection process
• When we recruited our team we focused on program
  goals and activities. Expertise of selected staff
  is crucial.
• Quality Management principles applied in HR
  management but also reflected in the management
  of SRs
• Customer focus
• Leadership
• Involvement of people
• Continual development, etc.

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communication

• Clear and suitable ways of communication as less
  restrictive as possible but with focus on
  documenting the processes
• Report to CCM enable CCM to have access to
  program results ask CCM for support pursue CCM
  to accomplish its overseeing role
• Operate transparently. Set and promote
  communication and transparency guidelines for SRs
• Maintain and enhance institutional partnerships
  with key stakeholders

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www.globalfund.ro
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www.globalfund.ro
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Web-based Reporting System
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Capacity building and networking

• Essential when we manage a large number of SRs of
  various kind of structures and level of
  development (including small grass-roots NGOs,
  medium or well-developed CBOs, patients NGOs,
  also Gov. organisations)
• 35 Sub-recipients - out of which 29 NGOs
• 74 projects (58 HIV 16 TB)
• 549 staff
• HIV/AIDS Grant Sub-recipients account for 75 of
  all direct grant spending
• TB Grant Sub-recipients account for 80 of all
  direct grant spending

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Capacity building and networking (cont.)

• Training of SRs
• Provision of comprehensive Operational Manual
  with guidelines and tools included
• Enhance collaboration and networking
• SRs working on similar types of intervention
• CBOs and Gov. sector
• Prompt and flexible in finding solutions to
  prevent or overcome bottlenecks in
  implementation work along with SRs in adjusting
  the project plans and activities
• Closely work with SRs and CCM on addressing
  sustainability issues and help in solving issues
  not always directly tied by GFATM grants

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our chances as effectivePR might increase
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applying the quality management principles in the
management of the SRs
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Quality Management (QM) Principles

• 1. CUSTOMER FOCUS
• 2. LEADERSHIP

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QM Principles (cont.)

• 3. INVOLVEMENT OF PEOPLE
• We conduct periodic meetings with SRs in order to
  help them to
• understand the importance of their contribution
  and role in the implementation of GFATM grants.
• identify constraints to their performance.
• accept ownership of problems and their
  responsibility for solving them.
• evaluate their performance against their goals
  and objectives.
• actively seek opportunities to enhance their
  competence, knowledge and experience.
• freely share knowledge and experience.
• openly discussing problems and issues.

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QM Principles (cont.)

• 4. PROCESS APPROACH
• 5. SYSTEM APPROACH TO MANAGEMENT
• 6. CONTINUAL
• IMPROVEMENT

plan
act
do
check
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The PDCA cycle
Act correct and improve the plans and learn
from mistakes to improve the plans in order to
achieve better results next time.
Plan establish objectives and make plans set
interim targets and develop plans to achieve
them).
plan
act
do
check
Do implement the plans.
Check measure / monitor how far actual
achievements meet the planned objectives.
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QM Principles (cont.)

• 7. FACTUAL APPROACH TO DECISION MAKING
• 8. MUTUALLY BENEFICIAL RELATONSHIPS