Factors for Success for Transitioning

  • Transition
  • /
  • Factors for Success for Transitioning

Factors for Success for Transitioning

  • National vision and leadership – Is essential to ensure ownership of the process and the results. This leadership should also form part of the oversight of the transition or handover process, along with other key stakeholders.
  • Political context and priorities – Be responsive to the context and gain consensus on the capacity development and transition interventions using evidence-based approaches.
  • Facilitated participatory process – Helps to engage stakeholders and partners in conducting evidence-based assessments, prioritised action planning and agreeing measurable milestones.
  • Clear process – Early identification of the nominated PR should take place, and clear timelines should be set for capacity assessments, capacity development planning, implementation and transition of the PR role.
  • Set up of new programme management structure – Putting new implementation structures and arrangements in place early with clear roles and responsibilities and recruiting, training and retaining key positions in the national entity PR and Program Implementation Unit(s).
  • Defining realistic schedules for transition or handover – Transition timing should be guided by reaching defined capacity development milestones within an agreed timeline. The timing of any transition will vary, with a longer period of support likely to be needed for procurement of health products including medicines and laboratory diagnostics. It can help to use a phased approach to transition to mitigate risk, develop resilient programmes and sustain life saving services.
  • Milestones – Measurable transition milestones should be developed for each of the PR implementation functional areas. The first of these transition milestones in each functional area will be to put in place procedures, guidance and systems with sufficient training and ‘on the job’ support to meet the requirements of the Global Fund. The second milestone for each functional area will measure the level of take up, use and compliance of the procedures and the systems against the minimum requirements of the Global Fund.
  • Stage the transition or handover – Transition is most effective when done gradually. It is helpful to set milestones to measure across the whole timeline to indicate progress.  In addition, dividing the plan into stages and naming the stages can be helpful (e.g., ‘Meeting the challenge’, ‘Measuring improvements’, ‘Targets achieved’, and ‘Sustainable results’).

Timing of Transition Planning

Where possible planning for transition should be done during capacity development planning, to clarify the sequenced transition steps; and to define measurable milestones for when responsibilities can be transferred.  This may not always be possible, and if not, a schedule and budget for developing a transition or transfer plan should be included in the capacity development plan.

If the prospective PR is known, implementation of the transition or transfer plan can start when capacity development objectives are initially being achieved. If the prospective PR is not known, transition planning can only be done as a theoretical exercise working out the stages that would be required.

Transition models

The country context is an important element in transition or handover to one or more national PRs.  Where the national entity has previously been a PR or a large well performing SR the risks involved are lower and the milestones more easily achieved. A phased transition approach may be more appropriate over a longer period in fragile countries that have been impacted by conflict or natural disasters or those with difficult operating environments. Where the Global Fund has an Additional Safeguard Policy (ASP) in place extra strengthening of oversight and accountability systems and programme governance might be needed before the transition milestones are achieved.

  • Dual PR models - Transitioning from a PR role to a joint PR role. This allows the gradual transfer of implementation responsibility and capacity rather than moving all responsibilities at once.
  • A staggered approach to transition or handover for countries with multiple Global Fund grants - UNDP can transition the PR role for one or more disease grants, but remain as the PR for other disease grants to be transitioned at a later time. This allows the new PR to benefit from UNDP mentoring and support and ensures a smooth transition and gradual transfer of responsibilities while maintaining high grant performance.
  • Phased Transition - The transition can be divided into two phases, to ensure that those areas that require more time to develop the necessary capacity are transitioned later. In Belarus it was it was agreed that it would take longer to develop the necessary capacity in the area of Procurement and Supply Management, and so UNDP would continue to carry out all procurement during the first year of the new arrangements. Phase 1 of the transition (year 1) focused on learning and set up activities for the new PR in recruiting staff; managing and reporting on GF funds; carrying out monitoring and evaluation; and developing operations manuals. Phase 2 focused on developing the new PR’s capacity to carry out PSM and ensured continued support from UNDP to the new PR, along with the guarantee during the transition phase that there would be no interruption in the supply of essential drugs.