Implementing partners of health programmes require support and oversight to execute, manage and monitor their assigned roles effectively. Capacity development in managing, monitoring and verifying the activities of implementing partners is crucial, particularly to ensure the sustainability of the health programme, as the majority of implementing partners tend to be national entities. National implementing partners often provide crucial knowledge and access to hard-to-reach beneficiaries and key populations. However, they may have capacity gaps or may have limited experience in working at scale, and therefore may require significant support to implement their assigned role effectively.
UNDP focuses on building capacity to select, assess and provide oversight for implementing partners to minimize risk and ensure a sustainable and integrated national response, including by:
In the context of the Global Fund to Fight AIDS, Tuberculosis and Malaria (The Global Fund) programmes, “implementing partners” refer to sub-recipients (SRs), which may be civil society organizations, government entities or other United Nations agencies that UNDP provides oversight and assistance to for the implementation of programme activities. Further to the processes outlined on this page, UNDP has processes in place to conduct the selection, capacity assessment, capacity development and monitoring processes for SRs, in line with the Global Fund guidelines. More guidance on UNDP’s process for SR management can be found in the UNDP-Global Fund Health Implementation Guidance Manual.
UNDP’s capacity development activities for the Global Fund-funded health programmes are conceived and conducted in close coordination with country coordinating mechanisms (CCMs). CCMs play a crucial role in driving local ownership and participatory decision-making throughout the grant life cycle. More information on UNDP’s work with CCMs and other operative parties can be found in the guidance manual here.
Actions to support the capacity development of implementing partners should be integrated into all phases of their engagement, from the selection process to monitoring and oversight. Some considerations include:
The risk management of implementing partners is a continual process — risks should be assessed and plans should be carefully documented, with responsibilities for follow-up properly assigned and monitored. For example, one way of managing risk is to give implementing partners that have been assessed as having weak financial management capacity smaller instalments of funds more frequently to carry out specific activities.
Frontline AIDS Resources
CBO Capacity Analysis Toolkit
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NGO Capacity Analysis Toolkit
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Managing Community-based Sub-recipients Guide for Global Fund PRs
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