Introduction Global Fund to Fight AIDS, TB and AIDS List of Acronyms March 2012 The Global Fund to Fight AIDS, TB and Malaria (Global Fund) is a complex organization. Conversations and documents about the Global Fund can sometimes be difficult to follow because the acronyms are not clearly understood. This document aims to explain not only the words behind the letters but also the actual structures themselves. Over the past few months, there have been many changes at the Global Fund and more are expected. This document will include acronyms from some structures that no longer exist and will note when that is the case. List of Acronyms AEC BCG CCM CRO CSAT Audit and Ethics Committee. Provides oversight of the internal and external audit and investigation functions of the Fund and adherence to appropriate standards of ethical behavior. This Committee was established in November 2011. http://www.theglobalfund.org/en/about/structures/board/ Board Coordinating Group. Mechanism for coordination and collaboration between the Board and its Committees regarding governance, risk and administration functions. It is comprised of the Board Chair and Vice-Chair and the Chair and Vice-Chair of each of the Committees. http://www.theglobalfund.org/en/about/structures/board/ Country Coordinating Mechanism. CCMs develop, submit and oversee Global Fund grants and nominate Principal Recipients. They include representatives from both public and private sectors, including people living with HIV and affected communities. CCMs are central to the Global Fund s commitment to local ownership and participatory decisionmaking. http://www.theglobalfund.org/en/ccm/ Chief Risk Officer. A new position created in March 2012 to focus on risk management and internal control procedures and provide risk management oversight. The current Chief Risk Officer is Crees Klumper. Civil Society Action Team. A global initiative of ICASO and regional partners to support civil society engagement in the Global Fund. http://www.csactionteam.org/ ICAD provides leadership in the response of Canadian international development organizations and Canadian HIV organizations in reducing the impact of the global HIV and AIDS epidemic. ICAD does this through improving public policy, providing information and analysis, and sharing lessons learned.
Global Fund to Fight AIDS, TB and Malaria - List of Acronyms CSPRN CSS CTA CTP CRWG DED DTF Civil Society Principal Recipient Network. A Network of 46 international and national PRs who are civil society organisations, including a few from the Private Sector. Community Systems Strengthening. In August 2011, the Global Fund released a Community Systems Strengthening Framework which aims to strengthen civil society engagement with the Global Fund. The Fund has always encouraged the inclusion of community systems strengthening in grant applications. Rounds 8 and 9 (2008 and 2009) represent the culmination of a number of mechanisms to harness and enhance the role of civil society in the implementation of Global Fund grants. See also DTF Dual Track Financing. http://www.theglobalfund.org/en/civilsociety/reports/ Country Team Approach. Adopted in mid-2010 and scaled up since then, this is a strategy to strengthen grant management, to increase Secretariat oversight and scrutiny over a country s portfolio and coordinate communications to decrease the burden on countries. It is being applied to countries that have large volumes of funding, multiple grants and complex operations. See An Agenda for a more Efficient and Effective Global Fund. Consolidated Transformation Plan. Based on the recommendations from the High Level Independent Review Panel on Fiduciary Controls and Oversight Mechanisms 2011, the Board requested the Board Chair and Vice-Chair, Secretariat and OIG to develop a plan which would integrate all reform work streams together (including the Plan for Comprehensive Reform and the new Global Fund 2012-16 Strategy). The plan was presented to the Board in November 2011. http://www.theglobalfund.org/en/library/documents/ Comprehensive Reform Working Group. Developed in late 2010, this group developed a comprehensive reform agenda focused on fiduciary controls, value for money, utilizing and strengthening in-country partnerships and support, strengthening the business model and implementing governance reforms. http://www.theglobalfight.org/view/resources/uploaded/newsletter_23meeting.pdf Deputy Executive Director. This position is responsible for ensuring that the Secretariat s operational policies and practices reflect the mission and core principles of the Fund and promote coherence, efficiency and effectiveness, strengthen country-level partnerships with other multilateral partners and promote aid effectiveness. Debrework Zewdie is currently in this position. With recent changes in organizational structure this position is temporarily described as Deputy General Manager and is expected to return to Deputy Executive Director once a new ED has been appointed. http://www.theglobalfund.org/en/about/secretariat/deputyexecutivedirector/ Dual Track Financing. In 2007, Dual-Track Financing (DTF) was introduced to encourage the inclusion of both non-government and government PRs in proposals. http://www.theglobalfund.org/en/civilsociety/ 2
Global Fund to Fight AIDS, TB and Malaria - List of Acronyms ECFP EC FAC FOPC FPM FLW Eligibility, Counterpart Financing and Prioritization policy: At its Twenty-Third meeting in May 2011, the Board adopted a new Eligibility, Counterpart Financing and Prioritization policy for all funding channels starting from 2011. Eligibility criteria (alongside minimum CCM requirements) determine whether or not countries are eligible to apply for funding from the Global Fund and for which component. Eligibility criteria also determine under what conditions countries can apply. Counterpart Financing describes the Global Fund requirements regarding a country s government contribution to the national disease program and to the health sector. Prioritization will be applied if there are insufficient resources to fund all proposals recommended for funding by the Technical Review Panel (TRP). http://www.theglobalfund.org/en/application/applying/ecfp/ Ethics Committee. This committee is no longer in existence. Until November 2011 its purpose was to advise the Board on the application of the Board s Policy on Ethics and Conflict of Interest for Global Fund Institutions. Finance and Audit Committee. This Committee is no longer in existence. Until November 2011 its purpose was to advise the Board on policy and strategy related to finance and audit issues, including the Fund s operating budget. It was also the lead Committee for conducting the Fund s replenishment process. Finance and Operational Performance Committee. The purpose of this Committee is to provide oversight of the financial management of Global Fund resources and ensure optimal performance in the operations and corporate management of the Secretariat. This Committee was established in November 2011. http://www.theglobalfund.org/en/ about/structures/board/ Fund Portfolio Manager. FPMs manage the Global Fund s relationship with a country, including liaising with CCMs, PRs, LFAs and other bilateral and multilateral partners. They are accountable for the disbursements to a country and managing the Phase 2 renewal or reprogramming process. In places where the Country Team Approach has been implemented, FPMs lead the country teams (see CTA Country Team Approach). Within the new 2012 organisational structure of the Secretariat, FPMs will now also be responsible for the relationship with civil society. First Learning Wave. See also NSA National Strategy Application and http://www.theglobalfund.org/en/nsa/nsaapproach/firstlearningwave/ GFATM Global Fund to Fight AIDS, Tuberculosis and Malaria. A funding body that began in 2002 to draw applications from countries for funds to support projects aimed to eliminate the three diseases. http://ww.theglobalfund.org 3
Global Fund to Fight AIDS, TB and Malaria - List of Acronyms GM HSS IG JANS LFA LIC LMIC MARPs General Manager. This position was created in late 2011 to implement a process of transformation and focus on financial and risk management as well as strengthening grant management processes. This position reports directly to the Board. This position is for a one year period, ending in February 2013 and is held by Gabriel Jaramillo. http://www.theglobalfund.org/en/about/secretariat/generalmanager/ Health Systems Strengthening. Since its inception, the Fund has been investing in the strengthening of health systems to reduce bottlenecks in the delivery and scale up of interventions. In Round 5 a separate HSS window was introduced and since then various methods of including HSS in proposals have been introduced. In 2010, the Board undertook the introduction of a Health Systems Funding Platform (HSFP) as an opportunity for development partners to improve the effectiveness of their investments and to overcome the bottlenecks to achieve the health MDGs. The platform aims to include better integrated planning, a reduction of transaction costs between different donors. The platform involves the Global Fund, GAVI, the World Bank and WHO. http://www.theglobalfund.org/en/hsfp/approach/ Inspector General. See OIG or Office of the Inspector General. The current Inspector General is John Parsons. Joint Assessment of National Strategies: A shared process whereby country stakeholders and international partners come together to carry out an independent assessment of a national strategy against an internationally-agreed set of criteria (or attributes ) for sound strategies. These attributes are detailed in a tool developed by the International Health Partnership (IHP+), known as the Joint Assessment of National Strategies (or JANS) Tool http://www.theglobalfund.org/en/nsa/approach/ Local Fund Agent. The Global Fund does not have in-country offices so LFAs oversee, verify and report on grant performance. They are selected through a competitive bidding process and there is normally one in each country with an approved grant. http://www.theglobalfund.org/en/lfa/ Lower Income Country Lower Middle Income Country Most at Risk Populations. Focus with targeted interventions for a number of key populations including: men who have sex with men; transgender people; male, female and transgender sex workers; and injection drug users (following from the SOGI strategy and a dedicated MARPs channel in funding Round 10). 4
Global Fund to Fight AIDS, TB and Malaria - List of Acronyms MDAG NSA OED OIG PSF PF Market Dynamics Advisory Group. Advises the Fund on policies and initiatives to improve its ability to shape markets of key health products. Its purpose is to ensure that the Fund s buying power is leveraged to advance the development and manufacture of appropriate health products to combat the three diseases. This advisory body replaces the former MDC (Market Dynamics and Commodities Ad Hoc Committee) and the AMFm (Affordable Medicines Facility malaria Ad Hoc Committee), the latter becoming an AMFm Working Group reporting to the MDAG. The MDAG reports to the Board through the SIIC. Members will be appointed in April 2012. http://www.theglobalfund.org/en/about/structures/mdag/ National Strategy Application. This approach was adopted in 2008 to facilitate alignment of Global Fund financing with country priorities within the framework of a country s national AIDS, TB or Malaria strategy. It began in 2009 with a first learning wave of limited scope. The second learning wave of NSAs was announced in January 2011, again with limited participation. http://www.theglobalfund.org/en/nsa/ Office of the Executive Director. This position is responsible for overall leadership of the Fund. This includes internal management as well as external relations. The first Executive Director (ED) was Richard Feachem who served in this position from 2002-2007 and then Michel Kazatchkine served as Executive Director until March 2012. This position is currently open and is expected to be filled later in 2012. http://www.theglobalfund.org/en/about/secretariat/executivedirector/ Office of the Inspector General. The OIG operates as an independent unit of the Global Fund and reports directly to the Board. The OIG provides the Global Fund with independent and objective assurance over the design and effectiveness of controls in place to manage the key risks impacting the Global Fund s programs and operations. The scope of the OIG covers all aspects of the Fund s activities including recipients, partners and suppliers. The OIG conducts audits, inspections, investigations, reviews. http://www.theglobalfund.org/en/oig/ Performance Based Funding. Ensures that funding decisions are based on a transparent assessment of results against time-bound targets. As a financing method, performancebased funding promotes accountability and provides incentives for recipients to use funds efficiently to achieve results. http://www.theglobalfund.org/en/performancebasedfunding/ Partnership Forum. An innovative model of consultation and broad discussion. A Partnership Forum meeting takes place every 24-30 months but leading up to that, a variety of internal and external discussions take place online and through partner-led consultations. Recommendations from the Partnership Forum provide guidance and input to the Board, directly contributing to the Global Fund s strategic direction and implementation framework. The most recent PF was held in São Paulo, Brazil in June 2011. http://www.theglobalfund.org/en/partnershipforum/ 5
Global Fund to Fight AIDS, TB and Malarian- List of Acronyms PIC PQR PR PSC PSM RCC SIIC SLW SOGI Portfolio and Implementation Committee. This committee is no longer in existence. Until November 2011 its purpose was to advise the Board on policy and strategy issues related to the portfolio of grants. Price and Quality Reporting: Price and Quality Reporting: database (formerly PRM) offers information on procurement of selected health products, including prices and results of quality control testing http://www.theglobalfund.org/en/activities/psm/ Principal Recipient. The PR is nominated by the CCM as the grantee. Grant funds are dispersed to and managed by the PR who may in turn channel funds to sub-recipients (SRs). The PR enters into a legal agreement with the Secretariat and reports to the Secretariat on results and progress. http://www.theglobalfund.org/en/performancebasedfunding/actors/1/ Policy and Strategy Committee. This Committee is no longer in existence. Until November 2011 its purpose was to advise the Board on general policy issues and core governance structures. Procurement and Supply Management: The Global Fund s role in procurement and supply management is primarily focused on policy approach and assistance to countries with policy requirements when procuring products with Global Fund resources for the prevention, the treatment and care of HIV/AIDS, Tuberculosis and Malaria http://www.theglobalfund.org/en/activities/psm/ Rolling Continuation Channel. This channel of funding was introduced in 2007. At the end of Phase 2, high performing grants could be eligible to receive additional funding for a period of up to 6 years. This channel is available by invitation only. The process included a simplified version of the application form. The scope of the proposal could not be materially different from the original proposal. The new grant architecture has replaced the need for the RCC. http://www.theglobalfund.org/en/performancebasedfunding/grantlifecycle/5/ Strategy, Investment and Impact Committee. The purpose of this Committee is to provide oversight of the strategic direction of the Global Fund and ensure the optimal impact and performance of its investments in health. This Committee was established in November 2011. http://www.theglobalfund.org/en/about/structures/board/ Second Learning Wave. See also NSA National Strategy Application and http://www.theglobalfund.org/en/nsa/secondwave/ Sexual Orientation and Gender Identity strategy. Together with the Gender Equality strategy (2008), the SOGI strategy was introduced in 2009 to help stimulate demand for financing in important but neglected areas of the response to HIV and AIDS. These strategies sent a strong message to implementers about the importance of meeting the health needs of these key affected populations. The strategies were formally evaluated in 2011. http://www.theglobalfund.org/en/civilsociety/reports/ 6
Global Fund to Fight AIDS, TB and Malarian- List of Acronyms SR SSF SSR TERG TFM TRP UMIC VPP Sub-recipient. See above under Principal Recipient (PR). http://www.theglobalfund.org/en/performancebasedfunding/actors/2/ Single Stream Funding. In November 2009 the Board approved new grant architecture. The core feature is Single Stream of Funding per Principal Recipient per disease or cross-cutting health systems strengthening program (see also HSS). Under this system, the Global Fund maintains one funding agreement for each Principal Recipient per component, which is then amended each time additional funding in the same component is approved and at the time of Periodic Review. SSFs have fixed Periodic Review and financial commitment cycles of up to 3 years (called Implementation Periods) with the opportunity to add new funding to the single stream with each successful Round. http://www.theglobalfund.org/en/activities/grantarchitecture/ Sub-sub recipient. See above under Principal Recipient. Technical Evaluation Reference Group. An independent evaluation advisory group. Set up to support the Secretariat s monitoring and evaluation work. The TERG oversees independent evaluations and is accountable to the Board. The TERG meets at least twice a year. http://www.theglobalfund.org/en/about/structures/terg/ Transitional Funding Mechanism: Which replaces Round11, to provide funding for the continuation of essential prevention, treatment and/or care services of the three diseases currently financed by the Global Fund. http://www.theglobalfund.org/en/application/ Technical Review Panel. An independent panel of a maximum of 42 people who are international experts of health and development. The TRP reviews eligible grant proposals for technical merit according to soundness of approach, feasibility and potential for sustainability and impact. Based on this review, the TRP makes funding recommendations to the Board. http://www.theglobalfund.org/en/trp/ Upper Middle Income Country Voluntary Pooled Procurement. A short-term strategy aimed at ensuring a costeffective and efficient procurement of core health commodities and aims to address key procurement-related bottlenecks. http://www.theglobalfund.org/en/procurement/vpp/ Funding for this publication was provided by the Public Health Agency of Canada. The opinions expressed in this publication are those of the authors/researchers and do not necessarily reflect the official views of the Public Health Agency of Canada. ICAD would like to thank the ICSS (International Civil Society Support - www.icssupport.org) for its assistance in developing this fact sheet. 7
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