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.
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.