Update on the Global Fund

1
Working group 4 Eastern and Southern Africa
Regional Meeting Nairobi, Kenya, 3 5 May 2004
2
The Relationship Between LFAs and PRs

• What are they doing
• What should they be doing
• Who should be doing it
• Where should they be doing it
• How should they be doing it

3
The Relationship Between LFAs and PRs

• What are they doing?
• Dependant on individual LFA and PFM
• PRs havent seen TOR
• Are the LFAs living up to the TOR
• Do they know whats happening on the ground
• Sometimes have to go direct to PFM anyway
• Is it just a financial assessment
• Or is it technical assistance and backstopping
• Role has actually changed from original concept
  of representation to one without any authority
• Supposed to be eyes and ears but actually an
  oversight authority
• No hand holding role but do try and facilitate
  where possible
• Limited by TOR to the four assessments and review
  of reports
• Limited by budget/task order e.g. 20 days per 6
  months

4
The Relationship Between LFAs and PRs

• Where should they be doing it?
• physical presence on the ground needed
• If not working with PR on a daily basis difficult
  to be knowledgeable about what is happening on
  the ground

5
The Relationship Between LFAs and PRs

• What should they be doing?
• On a continuum between writing a cheque through
  to having local offices involved in programme
  design and implementation
• One option would be to set up a regional office
• But GF has opted to sub-contract certain
  functions
• However there is certainly an unmet need for more
  support
• E.g. Technical Tssistance in designing proposals
  inc. ME,
• providing daily assistance on the ground e.g. on
  helping to get to contract signature quickly,
  opening bank accounts and preparing disbursement
  requests
• Do we keep the LFA role limited or do we expand
  it to meet this need in which case they need more
  time/budget
• Some of this need can be met by the GF
  themselves, some by LFA, some by Technical
  Assistance paid for by the GF (even after
  proposal has been submitted) and some by other
  stakeholder

6
The Relationship Between LFAs and PRs

• Who should be doing it?
• Q. Are the Management Accountants/Auditors the
  right people to do the non financial aspects e.g.
  ME, procurement, public health?
• A. The Management Consultants do have capability
  to do these aspects and are provided for in their
  contracts.
• However the technical assistance/backstopping is
  not contracted
• Is the LFA another unnecesary layer
• Q. Could WHO, UNICEF etc do more perhaps by
  working in a Consortium with the LFAs
• A. Possibly but they are part of the implementing
  structure and would need to excusing themselves
  from this role

7
The Relationship Between LFAs and PRs

• What should the process look like?
• The concept is good but the process is an issue
• It should be streamlined. Delays can seriously
  affect implementation of other programmes
• Should be consistent so that LFAs approach each
  PR the same way and dont complicate things e.g.
  they shouldnt ask for more than the GF want
• Should be known in advance so programmes are
  designed accordingly.
• Toolkits/standards that help PRs design should be
  developed