governance

4.

Five strategic themes emerge from the OIG’s audits and investigations of Global Fund grants and processes in 2016

4 May 2017
Service quality heads the list of thematic areas

Five significant strategic themes emerged from the work of the Office of the Inspector General (OIG) in 2016:

6.

Secretariat to roll out new orientation program for CCMs

17 Apr 2017
The program has both online and face-to-face components

The CCM Hub at the Global Fund Secretariat, in close collaboration with the USAID Leadership, Management, and Governance (LMG) Project, has developed a new standardized orientation program for country coordinating mechanisms (CCMs). The purpose of the program is to improve CCM performance by providing members with the knowledge and skills they need to effectively carry out their roles and responsibilities.

1.

OIG audit identifies major deficiencies in the implementation of grants to Nigeria

10 May 2016
Ineffective implementation arrangements in a large federal state said to be at the heart of the problem
Secretariat believes that is has implemented measures to adequately minimize the risks

Despite efforts made the Secretariat and despite significant investments – over $800 million in the past few years – there are still major deficiencies in the Nigeria portfolio’s internal controls, affecting procurement and supply chain management, financial management, and program management.

5.

OIG audit reveals serious weaknesses in management of grants in Uganda

3 Mar 2016
Many of the problems are not new
CSOs call the situation “completely untenable”

For the second time in a month, the Office of the Inspector General has released a report of an audit into grants to a major recipient of Global Fund money that revealed serious deficiencies in the way the grants have been managed. First, it was Tanzania (see GFO article); this time, it is Uganda.

3.

OIG audit of public sector grants to Tanzania uncovers many of the same problems that were identified in a 2009 audit

11 Feb 2016

In an audit of how public sector grants to Tanzania have been managed, the Office of the Inspector General handed out poor grades across the board. The OIG also said that many of the problems it uncovered had already been identified in an earlier audit in 2009.

4.

Implementer Group provides a forum where issues of concern to implementers are discussed

12 Jan 2016

Although the Implementer Group is not formally part of the governance structure of the Global Fund Board, it nevertheless plays an important role at and between Board meetings.

9.

Special arrangements established for funding applications from four Middle East countries and territories

7 Dec 2015

The Global Fund Board has waived certain requirements for processing HIV and TB funding applications from Iraq, Palestine, Syria, and Yemen because of the current political context and challenging operating environments in these countries and territories. The requirements that have been waived relate to country coordinating mechanism eligibility, counterpart financing, and willingness to pay.

1.

Main decisions made at Board meeting

18 Nov 2015

On 16-17 November 2015, the Global Fund Board held its 34th meeting in Geneva, Switzerland. GFO was present, with observer status.

1.

Transparency and streamlined accountability: what watchdogs, grant implementers and OIG want

19 Aug 2015
Aidspan hosts regional round table on Global Fund grants management, implementation and results tracking within recipient countries

Both watchdogs and the OIG are having trouble accessing useful and complete country-level data to track and verify grant budgeting, expenditure and results data. There are also significant obstacles keeping implementers from meeting requirements for reporting to national oversight structures. These two conclusions drove two days of strategic discussions at an Aidspan roundtable in early August drawing participants from 10 countries.

8.

In Kenya, devolution is interrupting monitoring and evaluation

17 Aug 2015
Persistent lack of training and problems with priority setting and management at county level just the tip of the iceberg

Kenya in 2013 formally decentralized a series of governance responsibilities to its 47 counties, including the provision of health care. But while the original goal of devolution was to improve efficiency in service delivery and permit greater ownership and engagement at the local level, in the health sector this has not translated as well as anticipated.

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