6. Obtaining approval and resources for the Plan.

Stage 6: Obtain approval for the Capacity Development Plan and confirm resources available to cover the budget.

Ideally capacity development plans are developed during the development of GF concept notes and refined at the grant set-up stage, known by the Global Fund as grant-making. At this stage budgets for capacity development can be integrated within the overall available funding for the country. However many capacity development plans are developed as a result of issues being identified during the implementation phase. At this stage funding will need to be sourced either by requesting the Global Fund to re-allocate budgets, from additional donor sources or government resources.


  1. Ensure availability of resources clarify both financial and human resource requirements and approach the necessary donors.
  2. Sign-off Clarify if senior management or ministers need to sign off on the final plan.
  3. Launch Hold a launch of the plan to ensure all relevant stakeholders are aware of the final focus and activities of the plan. This also contributes to the buy-in and coordination of the plan.

Key Considerations

The following points should be considered when obtaining approval for the plan and sourcing resources.

  • Financial and in-kind resources some donors may be able to offer in-kind support instead of money; this could include providing consultants to carry out training, computer hardware or software packages or other technical support.
  • Capacity development is nationally owned and the final approval for the plan should lie with the organisation(s) that is being strengthened. The final approval to proceed should be obtained by the senior management of the organisation involved.
  • Funds for capacity development management activities should be included in the overall budget. This should cover all coordination costs, monitoring and evaluation processes, and costs associated with capacity development staff.
  • Cross-organisational activities If multiple organisations (SRs or potential PRs) are included within the scope of the capacity development plan, consider identifying cross-organisational activities.  Often a capacity need in one organisation is dependent upon a broader systemic capacity gap, is required by all implementers. Sharing activities across organisations may help to lessen overall costs; for example only one set of training tools will be required for multiple trainings.