final report on the regional workshop & training "getting involved with the global fund: how to...

7/31/2019 Final report on the regional workshop & training "Getting involved with the Global Fund: how to address communi

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List of abbreviations

EECA Eastern Europe and Central Asia

TAG Technical assessment group

GF The Global Fund to Fight AIDS, Tuberculosis, and Malaria

EHRN Eurasian Harm Reduction Network

LFA Local Fund Agents

NGP Non-governmental organizations

PR Principal Recipient

CCM Country Coordinating Mechanism

SR Sub-recipient

SSR Sub-sub-recipient

CSAT Civil Society Action Team Initiative

EATG European AIDS Treatment Group

GIZ German Agency for International CooperationICASO The International Council of AIDS Service Organizations

OSF Open Society Foundations

1.Tasks and objectivesAfter successful meetings aimed at providing assistance to non-governmental

organizations (NGOs) in development and promotion of the strategy of communities

systems strengthening in 2009-2011, for the first time in the Eastern Europe and

Central Asia (EECA) a training-seminar was arranged with the purpose to facilitate

settlement of problems of national and global levels that are topical for NGOs

involved in implementation of the Global Fund grants in EECA as sub-recepients

(SRs) and sub-sub-recepients (SSRs) by building up their capacity in advocacy of

their interests at all levels of the Global Fund structure. In particular, the event had

been setting the following tasks:

1. To carry out mapping of major problems in the sphere of funding andmanagement that SRs, SSRs and their countries come across as well as needs

in technical assistance that can be provided by structures proposing such

assistance including Regional Hub of the Civil Society Action Team (CSAT)

Initiative cordinated by Euroasian Harm Reduction Network (EHRN);

2. To increase participants understanding of how the Global Fund processes,mechanisms and structures can be used for settlement of current problemsrelated to management and implementation of the GF projects in their

countries;

3. To analyze recent reforms of the Global Fund (of 20112012) and their impacton the situation in the countries; to develop the advocacy strategy of the

EECA region interests at the near GF Board Meeting in the sphere of

community systems strengthening and harm reduction in the context of new

funding model introduced by the Global Fund;

4. To strengthen NGOs systems including in the sphere of communication,building up coalitions and advocacy aimed at sustainable development of

communities systems and harm reduction.


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2.Organizers and financial support organizationsThe seminar was planned and organized by EHRN within Civil Society Action Team

Initiative with financial support provided by GIZ, OSF and ICASO.

3.Participants and experts17 representatives of NGOs - sub-recepients and sub-sub-recepients of programs

supported by the GF in Armenia, Belarus, Georgia, Kyrgyzstan, Moldova, Tajikistan,

Uzbekistan and Ukraine attended the seminar. A number of the participants

themselves or representatives of organizations-participants of the seminar were the

members of Country Coordinating Mechanisms (CCM). Generally, the

representatives work in the programs on HIV; it was for the first time that two

organizations implementing programs on tuberculosis that are supported by the

Global Fund, participated in EHRN GF related events.

Two main experts were involved in the event: Yelena Zaitseva, the GF Secretariate

Portfolio Manager, Olga Gvozdetskaya, Director of Program Department of All-

Ukrainian Network of People Living with HIV (PLWH), one of the GF principal

recepients in Ukraine. Moreover, a member of the Communities Delegation to the GF

Board Aleksander Kurashov participated in the seminar.

Raminta Stuikyte (EATG) and Vitaliy Dzhuma acted as facilitators of the event.

4.MethodologyPrior to the beginning of the event all participants filled in questionnaries where they

shared examples of challenges and ways of their settlement from the point of theirroles as SR or members of CCM, (EHRN handed the description of SR problematic

experience over to the GF Secretariat). This information was used to highlight the key

points in the program, as well as to define examples (prepared in advance on the

facilitators request) to be shared in details by some participants at the plenary

sessions.

The seminar was held in the form of the presentations, sessions on experience

exchange and discussions of issues on how to improve certain situations. The third

day consisted of work in groups where the participants discussed situations in a

practical way, drafted letters with requests in the address of principal recipient etc.

The meeting was assessed by means of the participants questioning and during the

final session devoted to providing feedback to participants. On the closure of the

event the organizers and facilitators gave their assessment and proposals on the

program, as well as recommendations for further similar events.

5.Main topicsWithin the program the participants of the seminar had the possibility to obtain the

information on the structure, requirements and work processes of programs supported

by the Global Fund, to discuss the problems faced by their organizations being SRsand SSRs in their work with CCMs and principal recipients, and possible approaches

towards their settlement with experts-practitioners, as well as to exchange personal

experience in solving emerging problems, the more so because for many countries the


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majority of problems appeared to be similar.

Another part of discussions was devoted to the issues of the global level: the GF

structure, recent decisions of the GF Board and opportunities to participate in its work

based on the personal experience of the member of one of the Delegations to the GF

Board, as well as reforms and reorganization in the GF Secretariat. The participantsdiscussed expectations from the new funding model that will substitute the current

funding system (funding rounds).

Program (seeagenda) of the event consisted of the following topical parts:

Day 1 Day 2 Day 3

Major problems of

SRs/SSRs, countries and

members of CCM from

NGOs.

CCM supervisory

function; reprogramming

principles: opportunities to

influence

PRs, SRs and SSRs in

grants implementation:

interaction

Management aspects of

programs implementation:

purchasing, financial flows

and contractual

relationship, monitoring,technical assistance

Global structures,

processes, the GF recent

decisions. The new

funding model

Practical seminars:

1. Increase of civil society

impact in CCM

2. Management aspects in

SR/SSR work

Required and available

technical assistance.

Further steps

The program corresponded to major problematic spheres identified by means of

questionnaire on problems that CCM members and SRs represented by the

participants face. The problems are partly depicted in the relevant sections below.

5.1. Structures involved in country programs supported by the GF

Presentations and additional information:

- Presentation The Global Fund: Country Level(RUS) (Ivan Varentsov, EHRN)- Data on the GF supported programs and contacts on the specific country:

http://portfolio.theglobalfund.org/ru/Region/Index/EECA

The Global Fund is the funding mechanism. Development, implementation andsupervision over programs realization are performed at country level (or regional/

intercountry level, if programs are regional/intercountry ones). The main structure in

the country that forms programs financed by the Global Fund is the Country

Coordinating Mechanism (CCM). As a rule, theres Secretariat that operates under

CCM, it provides administrative assistance to its functioning. To support CCM

functioning (including its Secretariat) its possible to obtain financing from the Global

Fund. This financing is received separately from financing of a country program on a

desease or health care systems reinforcement.

On behalf of CCM the country program is implemented by the Principal Recipient

(PR) or several principal recipients that are de jure responsible for fulfilment ofobligations undertaken by the country. PRs involve sub-recipients (SR) to programs

implementation and SRs in their turn involve sub-recipients (SSR).
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In the GF Secretariat (in Geneva) the main contact person on all issues in the country

starting programs implementation, including reprograming, up to the CCM work is

the Fund Portfolio Manager. Sub-recipients should request Portfolio Managers for a

meeting during their visits to the country both together with PRs and separately.

The GF has no its employees in countries, though it hires organizations as Local

Fund Agents (LFAs) which act as the Global Funds eyes and ears in every

separate country. In many cases LFA's obligations are carried out by competent

international audit companies, e.g., PriceWaterhouseCoopers, KPMG. LFAs conduct

the assessment of organizations nominated by CCM for the role of PR, check program

reports and requests for transfer of assets forwarded by PR to the GF and provide

recommendations to the GF Secretariat on the course of programs implementation.

LFAs should be invited to CCM meetings as a supervisor. LFA doesn t solve

problems of grants realization, though it can transfer the relevant information to the

GF Secretariat.

If SR faces problems while projects implementation, they should be discussed first

of all with PR. If necessary the communication with PR is worth copying to the Fund

Portfolio Manager and LFA representative in the country. In case PR doesnt provide

the reply, the relevant question can be raised at CCM through non-governmental

sector representatives.

In extreme cases when the situation is very problematic and/or if there are suspicions

in corruption, its necessary to apply to the Office of the Inspector General of the

Global Fund that acts under the GF Board and is independent from the GF Secretariat.

In Ukraine and Kyrgyzstan there were cases of involvement of this global structure to

settlement of country problems.

UNDP plays the role of PR in the number of countries of the world. On agreement

with the Global Fund special rules are in force in relation to it. Thus, for example,

neither the GF Secretariat, nor CCM can get acquainted with the source UNDP

documents on the GF grants, however, UNDP uses the ATLAS program to produce

reporting where all data are depicted in details and that can be available. UNDP takes

the PR role only in extreme cases and is obliged to enhance capacity of national

structures for them to adopt management of the GF programs implementation. Funds

for building up capacity of other partners can be foreseen in the GF grant, but UNDP

may also use other assets. If UNDP doesnt carry out work on building up partnerscapacity, it should be requested via CCM. At present regular meetings are held at the

global level between the GF and UNDP, including for monitoring of UNDP progress

in fulfilment of its obligations.UNDP guidance on projects management supported by

the GFis available, (at present only in English), but according to the participants this

document bears an advisory character and country offices of UNDP management on

the GF projects implementation not always follow the prescribed procedures.

At the Global Fund web-site the information on the GF grants on every country can

be found: contacts of PR, CCM, Fund Portfolio Manager; grant agreements on

financing of a country program and CCM financing; information on the course of

program realization and transfer of assets. For that its necessary to visit a web-pageof the EECA regionhttp://portfolio.theglobalfund.org/ru/Region/Index/EECA,And then the page of the relevant country should be chosen.
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Example. How to bring the problematics from focus groups to CCM level

Though there are successful CCMs that initiate problems discussion themselves, in many

countries, according to participants, discussions on essence of real problems of fighting

epidemics stuck at the level of topical working groups and are not brought to CCM level,

though a number of CCM members participate in focus groups.This problematic situation was discussed in details by the participants of the meeting. They

stated that to begin with there should be a relevant document with recommendations from

working groups (minutes or record/ audiorecord, in those countries where it can be

problematic to draw minutes).

Working groups minutes with recommendations should be presented at CCM committees orat CCM itself, its also possible to involve CCM interested members.The agenda of CCM sessions can be influenced via CCM members representing non-

governmental sector: they can propose new issues to be discussed at the beginning of the

session or propose to introduce these issues into agenda in advance, having addressed to CCM

Secretariat or CCM Chairman.

To get ready to CCM sessions non-governmental organizations can carry out consultative

meetings. Assets for such meetings can be foreseen in CCM financing it should be done inadvance while drawing the application for CCM financing.

5.2. CCM supervisory function

Presentations and additional information:

- Presentation Country Coordinating Mechanisms: Supervision(Yelena Zaitseva,the GF)

- Guidelines and Requirements for Country Coordinating Mechanisms, the GF- Guidelines on CCM Supervisory Activity, the GFHigh activity of CCM is the key

component for success of

programs supported by the GF

and it depends on the level of

activity to what extent it fulfils

one of the main functions

supervision that helps PR to

identify challenges, risks and

weak points, to find solutions and

ways to improve, including those

growing out of PR powers.

CCM supervisory function lies in

strategic management of PRs

work aiming at implementation

of their activity by them in total

compliance with plans, effective

and efficient use of resources to

the benefit of people who need

help.

Supervision is a kind ofmonitoring at macro and strategic

levels. Supervision is not an

element of current programs

CCM Legal authorityArticle 7a: CCM supervises programs

implementation financed by the Global Fund.

Article 7b: PRs juridically are obliged to cooperate

with CCMs and conduct regular meetings with CCM

for discussion of plans, information exchange and

constant interaction on issues related to programs.

PRs are also juridically obliged to provide on CCM

request reports and other information on programs.

Article 15: PRs are juridically obliged to provide

CCMs with copies of periodic reports submitted tothe Global Fund.

Article 23: All decisions on change of PR should be

agreed with CCM.

Article 25: PRs are juridically obliged to provide

CCMs with copies of all messages, requests,

documents, reports and other communication with

the Global Fund Secretariat.

Article 28b: PRs implement programs on behalf of

CCMs

From the standard Agreement on providing a grant

between the GF and PR.
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management that is PRs responsibility.

Supervision includes such kinds of activity as information gathering and analysis

related to challenges and obstacles, regular meetings arrangement, inspection trips to

sites and the most important is elimination of narrow places identified.

Direct supervisory functions can be carried out both by the whole CCM and its special

committee (such committees exist, for example, in Georgia, Moldova, Kyrgyzstan,

Ukraine). According to the participants' opinion, by no means all CCMs carry out

supervisory function. Many factors were listed as possible reasons of it: low efforts of

CCMs members, no time available due to occupancy, untimely information entry for

supervision, too big PRs reports for strategic analysis, as well as cases when CCM

Secretariat is too tightly bound with PR and doesnt contribute to CCM functions

realization.

For CCM members, including while realization of this function, the policy of

avoidance of conflicts of interests should be in force. For example, in Kyrgyzstanmembers of actively operating CCM Supervisory Committee are not able to perform

supervision over organizations - SRs and SSRs with which they are connected as

employees, experts, Board members, etc. In Ukraine CCM supervisory committee

involves to work experts from organizations which are not involved into the

implementation of the GF grants.

5.3. Reprograming

Reports and additional information:

- Changes to Scope and/or Scale of Performance Frameworks in Board ApprovedProposals or Signed Grant Agreements (available only in English; p. 207 inGF

Operations Policy Manual, version: 26 June 2012; section Changes to Scope

and/or Scale of Performance Frameworks in Board Approved Proposals or Signed

Grant Agreements)

- Additionally on changes to SRs activities and budget see 5.4.3. While projectsimplementation by sub-recipients: communication with PR, reporting, monitoring,

technical assistance and projects changes.

Reprograming is the significant change of program activity and budget of the GF

grant that should be coordinated with the GF Secretariat. The ground for request for

reprograming can be changes in epidemiological situation, receiving assistance from

other donors for similar measures and necessity to avoid the GF efforts duplication,change of policy and practice that directly influences national measures in reply to

epidemics. Reprograming is also often offered by countries if theres an economy of

funds accumulated in their grants. One of the possibilites for reprograming is the

transfer of the grant from one phase to another.

The participants of the meeting shared limited experience of SR influence on

reprogramming. The main lesson learnt is not to postpone discussion on reprograming

to CCM meeting, but to get involved as early as possible in the process and define

own priorities. In the number of approaches it was recommended to request PR for a

separate meeting for discussion. Ideally to improve an application for the second

phase a special commission/group (for example, such working group was created inCCM of Belarus) should be established in the country, SR may also be included in

this group. PRs may point out that discussion with sub-recipients is not obligatory as
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SRs can be changed in the next grant phase or that SRs may have the conflict of

interests in the process of discussion, but these arguments dont cancel requirements

of transperancy of decisions and necessity to involve those projects performers who

thoroughly know the situation on the spots. Its very often that PRs justify reduction

of some budgets by the Global Fund demands, though such statements should be

checked (possibly through CCM) with Portfolio Manager.

5.4. Programs implementation and interaction between PRs and SRs


- Presnatation Interaction between Principal Recipients and Sub-Recipients(RUS)(Olga Zvozdetskaya, All-Ukrainian Network of PLWH)

5.4.1. Shortlisting of sub-recipients

Schemes of SRs shortlisting are various

depending on the country and PR. In somecases the process of SRs shortlisting is

approved by CCM, in other cases by PR.

Sometimes SRs are chosen for work in

NGO sector (for example in Kyrgyzstan),

in other countries they are selected by

program directions. Some PRs can work

with several big umbrella-type SRs that in

their turn support SSRs direct suppliers

of services. Other PRs directly support

SRs performing direct service, e.g. All-

Ukraian Network of PLWH counts 119

SRs. Third PRs work simultaneously both

with big umbrella-type SRs that have their

SSR and SRs that are direct suppliers of

services.

SRs can be defined while program planning and outlined in applications (as in the

case of Moldova), but also can be identified in the course of the tender after

conclusion of grant agreement. Even if SRs are outlined in an application they can bechanged on a reasonable basis.

In Ukraine technical tasks of tenders on SRs shortlisting are formed on the basis of

working plan approved by the Global Fund. Drafted by an internal PR group technical

task should be reviewed by external experts, after their comments the new version of

technical task, announcement about the tender and the body of expert commission

should be approved by Board of Directors or PR Director. An announcement about

the tender should be placed at PR web-site, sent by e-mailing lists and/or placed in

national media. Electronic and hard-copies of applications are handed over in PR

address where they are registered. After applications receipt is completed all project

proposals should be forwarded for assessment by experts. In Ukraine regions are

selected by experts based on the quality of proposals received, indicators proposed in

them, epidemiological situation. In Belarus the indicators outlined in countryapplication are transferred to SRs.

Stages of SRs shortlisting by tender

Based on All-Ukrainian network of PLWH

experience

1. Development and approval of technicaltask of a tender

2. Announcement of the tender3. Receiving project proposals4. Reviewing proposals by expert

commission

5. Approval of tender results by PR orCCM

6. Assessment of organizations potentialthat succeeded in the tender

7.

Negotiations on conclusion ofagreements with SRs, including

specification of their activity and budget

types.

8. Execution of agreements/ transfer offunds
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experts of the meeting is that any communication with PRs should be fixed in written

form. For example, to draw and send minutes of a meeting or a telephone call in PR's

address for approval; to send in PRs address requests in written form and if PR

doesnt reply, to send reminders already with the copy to Portfolio Manager and LFA.

Its important to understand how swiftly PR should reply to requests. In some cases itwas specified that PR has very long procedures for reconsidering of requests and

approval after even slight budget changes.

In some countries, for example, in Ukraine, communication between PR and SR is

carried out in electronic way and such communication is considered to be the official

one. Theres no need there to communicate by means of printed documents registered

in chancellaries and sent by registered letters and due to that all communication by the

program speeds up significantly.

The Global Fund Portfolio Managers also officially communicate with countries by e-

mail.

Some participants believed it useful if in their countries e-mailings of programs

performers supported by the GF will be organized, with messages on implementation

of projects and program in general, changes of requirements etc.

Introduction of changes of SR program activity and budget

If necessary changes may be introduced into SR project. Its often that such changes are

needed in case of costs cutout.

Some changes can be made by SR himself without receiving of additional permission from

PR if it is stipulated in the agreement; as a rule, a norm on possibility of budget lines in the

scope up to 10% may be stipulated in agreements. Thus, first of all, it's necessary to study the

agreement with PR and procedures of project and budget changes, in case such proceduresare not specified, they can be drafted and proposed to PR to include them in Additional

Agreement.

In case changes require approval, SR should address PR with a request with a detailed

grounding with the description of the situation. For example, request for change of salaries

should be grounded with increase of work scope, availability, change of salaries level on themarket, etc. Should some issues be topical for several SRs it is worth uniting and applying PR

with a collective request.

PR estimates changes proposed by SR both from program and financial points of view. All-

Ukrainian network of PLWH in its work as PR specifies such objective reasons under which

changes in SRs activity are permitted:

Additional funding from other sources was received Project team was changed (personnel change) New clients requirements were determined Extreme situations which clients life/health depend on other.In some cases changes in SRs project require changes at the level of the whole grant/country.In such cases SRs are recommended to lobby necessary changes through representatives of

their sector in CCM (not only request from PR). At grant/country level amount saved may be

accumulated, it can be learnt from PRs report at CCM; in this connection within CCM

frames variants on how to use the amount saved should be actively proposed. To influence

reprograming of funds and the next phase/new projects, its important that a country

participates in the relevant CCM group.


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5.4.4. Purchasing of syringes and other supplies

The topic of purchases was especially sensitive for a number of participants, as some

project performers were out of syringes for 4 months, other participants faced such

situation recently.

As a rule, the main part of purchasing of supplies is carried out by the principal

recipient. In some cases a part of assets for purchases also can be foreseen in SRs

budgets and plans. But sometimes PR carries out centrally all purchases without

exeption.

Centralization of purchases, as a rule, helps to save money by reducing price of

supplies on bulk purchase. However, participants gave examples when even under

centralization of purchases by PR, PCs and other means were purchased at higher

price than prices at the local market. Also cases were mentioned when PR itself

carried out all purchases up to petty stationary, but along with that supplies were

realized with significant irregularities. In one case Portfolio Managers visit to thesub-recipients office exactly during absence of basic supplies at that moment up to

toilet paper due to delay of supplies from PR, helped to hand over purchases of

everyday supplies to the SRs budget.

Irregularities in supplies are an extremely sensitive topic. Centralized purchases

with observing necessary and transparent processes take much time and theres not

yet an adequate solution on how to prevent irregularities in supplies. In the system of

purchases theres a good practice that helps to prevent irregularities and, for example,

to promptly react to change in needs of projects clientsin SRs budgets its possible

to forsee small assets for purchasing of not only office expendable supplies but also of

certain limited scope of distributing prophylactic supplies (in case of harm reductionprojects - syringes).

PR drafts plan of purchases that may and can be got acquainted with in order to

timely identify weak sides and participate in PRs purchasing and/or influence this

process.

Several participants pointed out the problems with quality and promptness of

purchases of distributing prophylactic supplies, such as syringes and condoms. In

some countries PRs from the very beginning didnt pay attention to SRs' proposals on

needs in expandable supplies and they were bound, for example, to replace parties of

purchased syringes after the information that clients refused to take them due to

extremely low quality. Theres a positive experience of Ukraine where drug usersparticipate in determining range and specifications of syringes being purchased and

substitution therapy medications.

Its important to make further attempts to influence defining of specifications of

supplies purchased. Thus, in harm reuction projects its possible to hold focus-groups

among injective drug users to identify their needs and to define specifications of

syringes and needles, and to provide relevant reports with recommendations and

grounding to the Principal Recipient, its possible to send a copy to Portfolio Manager

and LFA. If there's a group/committee in the country on purchasing or a topical group

on injective drug users, it is worth providing such proposals through the group and

after that to involve CCM to settlement of this problem through its supervisorycommittee or at CCM session (it may be suggested in advance or at the beginning of a

session to include this item into agenda). The participants drafted an example of such


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countries; countries of East Europe and Central Asia; communities of people with

deseases. These constituencies have corresponding Delegations. Each delegation has

its own procedures, documents on structure and work, some of them have their own

strategy and action plan, for example, the Communities Delegation has.

Contacts of some Delegations to the Global Fund Boardby this link(RUS).

5.5.2. Secretariat: Portfolio Manager and others


- Report The Global Fund Secretariat: New Structure and Role of PortfolioManager (Elena Zaitseva, the GF)

At present the GF Secretariat experiences significant reorganization with the purpose

to ensure an immaculate grant management, i.e. to simplify access of country

programs performers to the Secretariat, to enhance the work of Secretariat GrantManagement and Support Department, to use the GF partners potential more

effectively, etc. Apart from departments that perform supportive functions, three main

divisions were established:

On resource mobilisation On strategy, investments, impact On grant management.

The latter of them is the biggest one; it includes 334 employees (i.e. 61% of

Secretariat personnel). The work in it is arranged in departments that are created both

by georgraphical character and by the so-called character of high epidemics impact.

Our region EECA is included into Department of Asia, Eastern Europe, Latin

America and the Caribbean region. This division covers the biggest number of

countries71 (compared to 3 departments which include countries of high impact,

only 6-7 countries each). The Manager of the Department is Maria Kirova and the

team working with Eastern Europe and Central Asia is headed by Nicolas Cantau.

The most important figures for countries are Portfolio Managers. In the new structure

they will play a wider role. Apart from previous functions of programs management

they, for example, will actively communicate with CCM. Portfolio Managers should

become the GF face in the country, build partnerships, and consult country partners in

policy, procedures and processes in the GF. After reforms in the Secretariat there s

no department left dealing with civil society issues; it is expected that these issues will

also be transferred to responsibility of Portfolio Manager.

The name and contacts of Portfolio Manager of each country are available on the GF

web-site.

5.5.3. Recent Boards Decisions

Presentations and additional information:- Presentation GF: From Emergency Assistance to Sustainability. Travelling Goes

on(Aleksander Kurashov, member of Communities Delegation to the GF Board)
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- Quitting while not ahead: The Global Funds retrenchment and the looming crisisfor harm reduction in Eastern Europe and Central Asia, EHRN

Aleksander Kurashov made an overview of the GF key processes and decisions for

the latest year that coincided with his joining the Communities Delegation to the

Global Fund Board in 2011.

In June 2011 the frames of the new GF strategy were discussed with partners at the

GF Partner forum, where the support of the GF strategic objective was fixed on

ensuring implementation and human rights protection. Apart from other issues the

EHRN proposal was discussed to accept the strategy on drug users that, however,didnt gain the sufficient support.

Autumn 2011 became the beginning of, perhaps,

the most high-pressure period in the Global Fund

history.

In September 2011 the report by high-level

commission was produced with the recommended

18-months plan of transformation and

reorganization of the GF management structure

that was subsequently approved by the Board.

During the GF Board meeting in November 2011

in Accra (Ghana) discussions proceeded with

intensity of emotions, stress and work till late at

night due to earlier created inaccurate forecast of

the GF resources available. As a result due to

absence of funds the 11th round was cancelledand intermediate funding mechanism was

launched for renovation of already existing grants

that transfer to the next phase, also the rule was

accepted that 55% of all GF funds should be

transferred for support of countries with low

income level.

Within frames of transformation plan

implementation that was suggested by the high-

level commission the position of General

Manager with wide executive powers wasintroduced, who is affiliated not to Executive

Director, but directly to the GF Board Chairman

(eventually Executive Director Michel

Kazatchkine quitted his position), also new Board

committees were established and the GF Board

Coordinating Group; these reforms were followed by significant reorganization in the

Secretariat.

The event of overwhelming importance for further Global Fund development became

the approval of the newstrategy of the organization for 2012-2016.

For the previous year the importance of resources mobilization for the GF became

even more obvious, because it is exactly money that makes the Fund the Fund it is".

Information sources about the GF

policy, procedures and processes:

Portfolio ManagerGF Observer Bulletin: available

only in English, the detailed overview ofcurrent situation at the global level;

subscription by the web-link:

http://www.aidspan.org/index.ph

p?page=gfo

The GF web-site

Special mailing on the GF in theregion (to subscribe please contact Ivan

Varentsov)

In the country:CCM mailing and sessions

PR

Additionally:

Mailings of network

organizations in the region

Meetings and international

conferences

Information from "well-informed" persons in CSAT,

the GF, Delegations to the

Board (Vitaliy, Ivan V.,

Gennadiy Roshchupkin,

Aleksander Kurashov, Anna

Shevchenko, Volodya Zhovtyak,

etc.)
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The near significant dates related to the GF Board:- July: Meeting of the Board Strategy, investments and impact Committee:

- Discussion of strategic task realization on human rights (based onrecommendations of the meeting in Johannesbourgh, RSA),

- Establishment of frames for consultations on the new funding model- August: meeting of the Finance and Operational Performance Committee:

- Discussion of methodology of assessment of resources available with theGF

- JulySeptember: meetings and consultations on the new funding model (alsoduring International AIDS Conference)

- September: the Board will take the decision on the new funding model andpossibilities to start funding of new proposals

This year a mid-term Replenishment meeting is planned. The GF Advocates Network

(GFAN) started active work. But recipients of the GF funds and ultimate beneficiaries

should also participate in raising funds to the GF.

5.6. Advisory support on the new GF funding model

Presentation and additional information:

Presentation Funding Model Evolution of the Global Fund (RUS) (VitaliyDzhuma)

The Second Strategic Task of the GF Strategy for 2012-2016.The GF Strategy for 2012-2016 stipulates creation and implementation of the new

funding model. Currently the consultation process is on-going that as it was planned

should lead to approval of the new funding model principles at the Board level inSeptember of the current year.

It is supposed that in the new model numerous misschiefs of current models will be

solved: non-optimal use of funds for achieving of impact on epidemics;

unpredictability of terms and funds accessibility issues for the countries; high load on

countries.

The new funding model suggests replacement of system of rounds by the system of

three complementary elements:

Negotiation process of applications submission based on dialogue:applications will be drafted in two stagespreliminary application and along

with that communication between applicants, Technical Review Panel (TRP),partners and the GF Secretariat will be carried out from the very beginning

and TRP will provide constructive comments on applications with the purpose

to enhance them and specify their goal orientation;

Early preparation to grant implementation: discussion on implementationissues and negotiations on grant signing will be carried out simultaneously

with drafting an application to the Board to approve applications ready for

immediate start of grant implementation;

More flexible, forecasted funding opportunities: terms of submittingapplications will be more flexible and the countries will have clearer

understanding of funds request level.

Whithin the frames of consultations on the new funding model various aspects are

discussed: what kinds of criteria of assets distribution maybe available, taking into
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consideration the GF strategic objective to take decisions on funding based on "high

impact on the epidemics, should the model differ for various kinds of applicants ,

how the rolesof CCM, the GF Secretariat, TRP, technical partners and partners in the

countries will change, what is the best way to forecast the need and demand on each

of three deseases in the specific country, etc.

At the meeting in Istanbul the participants discussed some of these questions, having

noted that first of all the significance of involvement of civil society into the process

of drafting country application, ensuring of funding opportunities for all regions. BY

the results of the seminar based on comments and recommendations on the new

funding model provided by the participants the new document was drafted

Comments on the concept of the New funding model of the Global Fund from civil

society representatives in EECAthat was sent by EHRN to the Global Fund Strategy,

Investment and Impact Committee (SIIC) responsible for drafting of this new funding

model on the eve of its session on this matter that took place in early June 2012.

6.Results, recommendations and further stepsAdditional information:- CSAT:http://www.harm-reduction.org/ru/hub/csat.html- (RUS)6.1. Results of the meeting and technical assistance

By the results of the meeting the particapants understanding of the GlobalFund processes grew at the national level (interaction between SRs and SSRs

with the GFs structures; CCM functioning; communications with PRs andLFAs) and at the global level (the GF structures; the GF Secretariat reform;

recent decisions of the GF Board and their significance for the EECA region).

The participants gained new knowledge, for example, on the opportunity toreceive buffer funds by principal recipient that may enhance SRs financial

sustainability, about PRs obligation to tune adequate management of sub-

recipients, including providing of technical assistance to SRs, etc. This

knowledge the participants intend to apply for settlement of problems in their

organizations. One participant noted that understanding of the communication

chain between the GF, PR and SR will allow them lobbying more efficiently

necessary changes with PR. Two participants pointed out that the seminar

motivated them to submit their candidates to join CCM. One participant, the

newly elected CCM member noted that before the seminarI didnt know how

important this structure CCM is".

The training became the next opportunity for the GF Secretariat and the Boardto receive direct information on NGOs experience in the EECA region on

participation in programs implementation and their opinion related to reforms

taking place in the GF.

The meeting was appraised both by the participants and the organizersthemselves as an extremely successful in achievement of key objectives, in

particular, in knowledge enhancement, understanding of problems reasons and

possible ways of improvement included in the GF policy and accumulated inthe experience of other countries.

As the tasks of the seminar were rather ambituous, especially for such group of
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participants, which obtain various kinds of knowledge, at the latest stages of

preparation of the seminar the objective on the work over strategy on sustainability of

the programs on the account of involvement of national funding was excluded.

During the meeting the participants got acquainted with the possibilities to obtain

technical assistance (see the List of organizations providing technical assistance).EHRN program Civil Society Action Team (CSAT) provides assistance in receiving

information on the processes of the Global Fund of all levels, for example, elections

and effective participation of representatives of civil society in CCM, carrying out of

such events.

According to the results of the event the participants of the meeting were suggested to

forward requests on providing technical assistance to CSAT in written form in the

address f Ivan Varentsov, they will be the ground for CSAT to choose how to use its

restricted resources to help NGOs.

CSAT advocacy work by the results of the event (during 1 month)

CSAT will continue its work in such directions:1. Civil Society and the GF Secretariat

. Review of problems in SRs and SSRs work pointed out by participants, as well as CCMsas it was agreed with participants, was handed over to the GF Secretariat.

b. At the meeting with the GF Secretariat as of 5-6 July CSAT highlighted a range of issues

raised during the seminar, in particular, on tuning and enhancing communication and

assistance to NGOs from the side of the GF after the Secretariat restructuring. This work will

be continued in future.

2. The new funding model

Proposals of the participants and experts received during the event, EHRN generalized and

provided for consideration of the Board Committee on strategy investments and impact on 3rd

July.

3. UNDP as PR

CSAT took preparatory steps to describe problems faced by representatives of CCMs, SRs

and SSRs in the countries where UNDP acts as PR and recommendations on improvement.

The participants of the meeting and other NGOs representatives will be involved into this

work.

6.2. Recommendations as to similar events: what should be done differently Participants, experts and organizers recommended EHRN to carry out such

events for other SRs/SSRs involved in the sphere of counteraction both to HIV

and TB, among that to arrange these events at country level.

More practical part in the rogram

The majority of participants emphasized the necessity to pay more attention at theseminar to specific problems of programs implementation and search of ways out

with specific examples.

If the variety of participants wouldnt be changed, additionally within frames ofprogram the following should be envisaged: individual, petty sessions and

individual meetings with experts on settlement of specific problems and/or to

give more practical tasks for participants on work with problems based on their

situation.

To include more work on skills enhancement, e.g. on communication, advocacy(planning and implementation) etc.

Study of an example at a plenary session in an active group didnt work out.Probably, more examples of SRs successful experience that managed to change a
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range of problematic spheres should be provided.

Other proposals on the topic

To consider more concisely SRs and SSRs participation in reprograming anddrafting applications.

To consider more specifically the mechanism of NGOs participation in PRpurchasing process. The participants of the seminar proposed to involve PR representatives from

UNDP to such events (for the whole program or its part) and to familiarize more

in details with UNDP procedures. It is worth contacting UNDP country offices in

EECA acting as PRs, regional UNDP EECA office (Bratislava) and central

UNDP office with the idea to organize joint seminar, probably with participation

of SRs from several countries at once, where PR is UNDP

Theres a need to discuss advocacy work, how to assist NGOs delegations andregional delegation in advocacy of the most important moment in policy for the

region: promotion of advantageous for the region qualification criteria for

countries To touch more upon the experience of programs working in counteraction to TB The participants proposed the topic Alternative Monitoring of the GF Programs

Implementation.

Participants

If more in-depth and more practical meetings to be done, it is worth consideringto reduce the number of participating countries and increase the number of

participants (and experts) from each country.

Participants can be shortlisted by more strict criteria respectively to theirexperience and interest to participation in the seminar and further work in their

countries by seminar results (and to narrow down the theme)

Experts/participants apart from SRs representatives

For educational part of such events the group of experts of the seminar inInstanbul was sufficient and even rather big.

Its important to involve successful PR as well as Portfolio Manager, the one whois progressive and who understands civil society.

However, if providing technical assistance to organizations on settlement ofspecific problems to be integrated into the event that was emphasized by the

majority of participants, it is worth planning to involve Portfolio Managers and

principal recipients directly connected with programs of SRs and SSRsparticipating in the seminar.

From the other side there were concerns that it will restrict opportunities forparticipants to study and openly share SR experience between countries

(including problems).

Its possible to involve two Portfolio Managers (one with more experience inwork with civil society and another one may be without such experience) for the

whole event or to hold the seminar in the format of two parts: the first one to be

educational, theoretical part without PR and the second part specific

consultations by the country/ countries with PR participation.

Sub-recipients' representatives at equal or higher expert level (probably, mainlyPortfolio Managers) should participate in such consultations.

final report on the regional workshop & training "getting involved with the global fund: how to...

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