Timor Leste Country Coordinating

Mechanism (CCM-TL)

Oversight Plan
2023

Endorsed by the CCM on

xxxxx xx, 2023

Country Coordinating Mechanism

Dili, Timor Leste

i
PREFACE

This Oversight Plan aims to guide the Timor Leste Country Coordinating Mechanism (CCM-TL) in
carrying out its grant oversight responsibilities in 2023. It provides a framework for consistent,
transparent oversight by CCM-TL of the implementation of Global Fund grants. This plan outlines
the CCM-TL oversight procedures, activities, prioritized topics/indicators, critical areas and questions
on which to focus, risk considerations, roles of the different structures, timelines and budgets, and
tools available to implement the function.

Intended users of this manual are all members of CCM Timor Leste, its secretariat, and specifically
the members of the CCM Timor Leste Oversight Committee.

Inquiries regarding the content of this plan should be directed to the Country Coordinating
Mechanism Timor Leste.

Chairperson
Country Coordinating Mechanism Timor Leste

This plan was produced with support from the CCM Evolution Strategic Initiative,
Global Fund to Fight AIDS, Tuberculosis and Malaria

ii
 Contents

1.0 Introduction.............................................................................................................................5
1.1 Framework and Concepts....................................................................................................5
1.2 Definition of Oversight.........................................................................................................2
1.3 Principles of CCM Oversight.................................................................................................2
1.4 Oversight During the Grant Life Cycle..................................................................................3
1.5 Expectations for Successful CCM Oversight.........................................................................4
2.0 Oversight Stakeholder Involvement: Roles and Responsibilities..............................................5
2.1 CCM-TL and CCM Members.................................................................................................6
2.2 CCM-TL Oversight Committee..............................................................................................6
2.3 CCM-TL Secretariat..............................................................................................................9
2.4 Principal Recipient...............................................................................................................9
2.5 Sub-recipients....................................................................................................................10
2.6 The Global Fund’s Local Fund Agent (LFA).........................................................................10
2.7 Global Fund Country Team................................................................................................11
3.0 CCM Oversight Processes.......................................................................................................11
3.1 Data Collection – Sources, Frequency and Tools................................................................11
3.1.1 Grant Dashboards - data provided by the PR......................................................................11
3.1.2 Government Resources Planning – co-financing data provided by the MOF......................12
3.1.3 Other Sources of Strategic Information...............................................................................12
3.2 Regular Data Collection by the PR......................................................................................13
3.3 Regular Data Collection by the CCM..................................................................................13
3.4 Data Analysis and Development of Recommendations.....................................................14
3.5 CCM-TL Decision Making....................................................................................................15
3.6 Reporting...........................................................................................................................16
3.7 Follow-up...........................................................................................................................16
3.8 Communications................................................................................................................17
4.0 Oversight Critical Areas and Questions and Risk Considerations............................................17
5.0 Orientation and Training of CCM-TL and OC Members..........................................................18
6.0 Oversight Work Plan and Budget...........................................................................................19
7.0 Oversight Assessment............................................................................................................19
Annex 1 Guidelines for CCM-TL Oversight Site Visits..........................................................................20
Annex 2 Site Visit Reporting Forms.....................................................................................................23
Annex 3 Oversight Committee TOR.....................................................................................................25
Annex 4 Oversight Officer Terms of Reference...................................................................................27
Annex 5 CCM-TL Dashboards – Programmatic Indicators...................................................................31
Annex 6 Dashboard Activity Cycle.......................................................................................................33
Annex 7 HIV Co-financing – Sample Graph..........................................................................................34
Annex 8 CCM-TL Oversight Work Plan – 2023.....................................................................................35
Annex 9 CCM-TL Oversight Budget – 2023..........................................................................................40
Annex 10 CCM Integrated Performance Framework – Oversight.......................................................42

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 Terms and Acronyms

AIDS Acquired immunodeficiency syndrome

ART Antiretroviral treatment
CCM Country Coordinating Mechanism
CCM-TL Country Coordinating Mechanism of Timor Leste
CHC Community Health Center
CP Conditions Precedent
CSO Civil society organization
DHIS2 District Health Information System
DQR Dara Quality Review
ER Eligibility Requirement
ES Executive Secretary
FBO Faith-based organization
FPM (Global Fund) Fund Portfolio Manager
FSW Female sex worker
GRP Government Resource Planning (MOF financial management system)
HIV Human immunodeficiency virus
HP Health post
KVP Key and vulnerable populations
LFA Local Fund Agent (of the Global Fund)
M&E Monitoring and evaluation
MOF Ministry of Finance
MSM Men who have sex with men
OC Oversight Committee
OO Oversight Officer
OS Oversight
OSV Oversight visit
PLHIV Persons living with HIV
PQR Product and Quality Reporting (online Global Fund database)
PR Principal Recipient
PU/DR Progress Update and Disbursement Request
SR Sub-recipient
TB Tuberculosis
TG Transgender
TPT Tuberculosis Preventive Therapy
TOR Terms of Reference
USD United States dollars
WHO World Health Organization

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 Timor Leste Country Coordinating Mechanism
CCM Oversight Plan
2023

1.0 Introduction
Oversight of Global Fund grants is a core function of the Country Coordinating Mechanism (CCM). It
is mandated by the Country Coordinating Mechanism Policy Including Principles and Requirements 1:
“All CCMs shall fulfill the following core functions” including “Oversee implementation of the
approved programs, including the closure process.” While most active during grant implementation,
oversight is also carried out during country dialogue, funding request preparation, grant making and
closure stages.

This Oversight Plan provides the Timor Leste Country Coordinating Mechanism (CCM-TL) with a
framework for consistent, transparent oversight of the implementation of Global Fund grants in
Timor Leste and aims to guide the CCM-TL in carrying out its grant oversight responsibilities. It
provides a framework for consistent, transparent oversight by CCM-TL of the implementation of
Global Fund grants.

This plan outlines the CCM-TL oversight procedures, activities, prioritized topics/indicators, critical
areas and questions on which to focus, risk considerations, roles of the different structures, timelines
and budgets, and tools available to implement the function.

This plan is written to:

 Guide CCM-TL members in their oversight roles and responsibilities

 Support the Principal Recipient (PR)2 in the implementation of grants

 Identify risks and bottlenecks in grant implementation and offer solutions

 Be informed of grant implementation for purposes of transparency, accountability, and the

preparation of new grant funding requests

 Promote stronger relationships between the PR and the CCM-TL

 Describe the oversight process to other grant stakeholders

Intended users of this manual are all members of CCM-TL, its secretariat, and specifically the
members of the CCM-TL Oversight Committee.

1.1 Framework and Concepts

Oversight is a core function of CCMs. To be eligible for Global Fund funding, CCMs must meet six
Global Fund Eligibility Requirements, including the following requirement regarding oversight:

CCM Eligibility Requirement 3: Recognizing the importance of oversight, the Global Fund requires all
CCMs to submit and follow an oversight plan for all Global Fund approved financing. The plan must
detail oversight activities and must describe how the CCM will engage program stakeholders in

1
Country Coordinating Mechanism Policy Including Principles and Requirements, page 6
2
In 2023, Timor Leste has one Principal Recipient, the Ministry of Health.

v
oversight, including CCM members and non-members, and in particular non-government
constituencies and key populations.3

1.2 Definition of Oversight

Oversight is a coordinated set of activities, including collecting information, analyzing information,

recommending actions, and following up and reporting on results to support and ensure that grant
activities are implemented as planned, and that problems, bottlenecks and risks in grant
implementation are identified and resolved. 4

Analyze
Information Follow up
Collect to identify: Recommend and Report
Information problems Action on
bottlenecks/
Results
risks
best practices

As stated in the Global Fund’s Country Coordinating Mechanism Guidance Note: Oversight,
“oversight focuses on key financial, programmatic and management aspects of the grant portfolio
and their contribution to the national health response. This oversight function, which looks at the
“vital signs” or high-level elements of Global Fund investments, aims to verify that grants are
performing according to agreed plans and targets.” 5

1.3 Principles of CCM Oversight

Several principles of CCM oversight provide the framework for this Oversight Plan:

1. Oversight is a national responsibility for efficient and effective use of resources. Following the
Global Fund’s principle of performance-based funding, disbursements for on-going grants as well
as the funding of future funding requests depend on
The core principle of oversight is
documented performance. The CCM has a national to ensure that resources are being
responsibility to ensure that Global Fund resources are used efficiently and effectively to
being used efficiently and effectively. As stated in the end the diseases while building
resilient and sustainable systems
Global Fund’s Country Coordinating Mechanism Guidance for health.
Note: Oversight, “the core principle of oversight is to
ensure that resources are being used efficiently and effectively to end the diseases while
building resilient and sustainable systems for health”. 6 CCMs therefore have a national
perspective, with a unique responsibility to coordinate the overall management of Global Fund
grants within the country.

3
Country Coordinating Mechanism Policy Including Principles and Requirements, page 6
4
See Country Coordinating Mechanism Guidance Note: Oversight Annex 1 – The Oversight Process for a
complete description of the oversight process.
5
Country Coordinating Mechanism Guidance Note: Oversight,, page 1
6
Ibid

vi
2. Oversight is different from monitoring and evaluation. Monitoring and evaluation of activities
focuses on detailed activities of program implementation and are the appropriate responsibility
of the Principal Recipient and other implementing agencies. In contrast, oversight focuses on
the “big picture” of grant implementation. The oversight function is an opportunity to support
the PR in identifying and addressing key implementation bottlenecks and performance risks. It is
a scan across grants to identify cross-cutting issues, and its emphasis is on identifying and
resolving major risks and issues threatening successful grant performance.
3. Oversight focuses on several key areas. Oversight typically focuses on several questions that
are at the core of effective grant implementation:

 Where is the money?

 Where are the drugs, medical supplies, and equipment?

 Are Sub Recipients receiving required resources and technical assistance as planned?

 Are the grants being implemented as planned?

 Are the results meeting the performance targets?

 What are the risks and are they being mitigated?

4. Oversight is cyclical. Oversight follows grant reporting cycles for reviewing the performance of
the Principal Recipient as program manager, the timely execution of work plans, and technical
results compared to annual targets.
5. Oversight is a legitimate CCM function with which the Principal Recipient(s) must comply. The
Global Fund requires that CCMs oversee program implementation and hold Principal Recipients
accountable for resources given to the country. Global Fund grant regulations specifically give
the CCM the legal authority to perform its oversight role and mandates the PR to cooperate with
the CCM in carrying out its oversight responsibilities. 7 PRs are required to meet regularly with
the CCM and provide information needed for oversight.

1.4 Oversight During the Grant Life Cycle

While oversight activities occur more intensively during the grant implementation stage of the grant
life cycle, the CCM also ensures this function is carried out during country dialogue, funding request
preparation, grant making and closure stages, as described in the following table: 8

Grant Life Cycle Stage Oversight Actions

Country Dialogue  Ensure the inclusiveness, availability of information and

transparency during the country dialogue.
 Analyze if the program split and prioritization of intervention

7
The Global Fund Grant Regulations, 2014, Article 4, Section 4.1, page 8.
8
Country Coordinating Mechanism Guidance Note: Oversight, Annex 2 – Oversight During the Grant Life Cycle,
October 2020.

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 Grant Life Cycle Stage
Funding Request
preparation and
submission
Grant-Making
Grant Implementation
(including grant closure)
Throughout the cycle
1.5 Expectations for Successful CCM Oversight
The following are expectations of successful CCM oversight:
Oversight should have a strategic focus: The CCM must keep national strategic priorities at the
forefront to ensure the Global Fund investment is effectively contributing to ending the diseases as
Oversight Actions
areas would yield better outcomes.
CCM assesses the financial and programmatic aspects of the
funding re-quest prior to submission to the Global Fund and
ensures:
 Integration and consideration of critical strategic enablers for
impact.
 Use of national disease strategies as the basis for the
interventions and priorities included in the funding request.
 Analysis of gaps in existing financial resources and what is
needed to achieve impact.
 Inclusiveness, availability of information and transparency of
the funding request preparation process.
 A transparent and documented PR selection and nomination
process.
 Ensure all CCM members are informed of the PR capacity
assessment results and the implementation arrangements map.
 Ensure adequacy of timelines and alignment of the
performance framework, budget and list of products regarding
interventions included in the funding request.
 Collect information on a periodic basis using the available tools
and source.
 Conduct regular (at least quarterly) meetings with all PRs to
analyze progress and/or implementation bottlenecks, identify
risks and pro-pose mitigation action.
 Seek regular feedback from non-CCM members and people
living with the diseases, particularly at the local level.
 Ensure all CCM members are aware of co-financing
commitments and that these are tracked whenever possible.
 Support PRs to identify risks and mitigation actions; address
bottlenecks and solve issues that exceed their capacity or
authority.
 Analyze reprogramming requests and reallocation of resources.
 Oversee the adequate completion of the grant closure
process, as applicable.
 Ensure implementation of oversight plan
viii
pandemics, while focusing on high-level key financial, programmatic and management aspects of the
grants.

Oversight should be driven by data and evidence. Data sources include national disease programs,
community-based monitoring initiatives (where these exist), partner (bilateral and multilateral) data,
among others.

Oversight should adopt a risk management approach - risk identification, prioritization, mitigation,
monitoring and assurance into the oversight strategy.

Oversight should track co-financing commitments agreed between the Global Fund and the country
to strengthen program sustainability.

Oversight should take a collaborate problem-solving approach between the CCM and the PRs to
ensure frequent grant-related information sharing and mutual trust.

In sum, a CCM is successful with oversight when it “achieves a steady state of self-reliance in
implementing the oversight function, ensuring that strategic information remains at the core of all
CCM decisions; risk management underpins the function; the PR-CCM relationship is collaborative
and complementary; and key financial, programmatic and management aspects of grants and their
implications for the national health response to the three diseases are adequately analyzed, inform
decisions and are monitored closely for further strategic refinement.” 9

2.0 Oversight Stakeholder Involvement: Roles and Responsibilities

In Timor Leste, the key stakeholders involved in oversight of Global Fund grants include the:

 CCM-TL and its members

 Oversight Committee

 CCM-TL Secretariat

 Principal Recipient

 Sub-Recipients

 Local Fund Agent (LFA)

 Global Fund Country Team.

Their roles and responsibilities are described below.

2.1 CCM-TL and CCM Members

The full CCM-TL has the overall responsibility for oversight. CCM-TL members (particularly Oversight
Committee members) should therefore be knowledgeable of the essential elements of the grants

9
Country Coordinating Mechanism Guidance Note: Oversight, page 2

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(i.e. overall budget allocations, co-financing commitments, programmatic indicators, risks,
implementers, and others) and the national strategies that underpin the response to the three
diseases. Engagement in oversight by CCM members ranges from involvement in decisions based on
Oversight Committee recommendations to supporting information collection activities.

While some of the functions below may be delegated to the CCM-TL’s Oversight Committee (see
below) the CCM-TL’s responsibility is to:

 Gather information about the grants

 Understand the status and progress of each grant through dashboard reports to the
CCM-TL10 and Progress Update and Disbursement Requests (PU/DRs) submitted by
each PR to the Global Fund, as well as other strategic information, taking into
consideration the comments of the Oversight Committee
 Seek clarification from the PR on issues arising from the reports
 Seek additional information through site visits as needed (see Annexes 1 and 2 for
site visit guidelines and reporting forms)
 Review other information as needed
 Analyze information (through triangulation)
 Identify and understand key successes
 Identify and understand key issues, risks and bottlenecks
 Review the recommendations of the Oversight Committee
 Take action
 Decide on which actions should be taken to overcome problems and bottlenecks,
mitigate risks and to strengthen the grants (actions may include gathering more
information needed to resolve a problem)
 Receive feedback on and monitor the status of the recommended actions
 Report
 Report back to the CCM-TL on the progress of actions taken to overcome problems
and bottlenecks (to be included in minutes)

In addition, the CCM-TL will

 Approve an annual oversight plan to address challenges and issues emerging over
time
 Organize sessions every two years to orient or re-orient its members to their
oversight role

2.2 CCM-TL Oversight Committee

To fulfill its oversight function, the CCM-TL has delegated oversight activities to the Oversight
Committee. The Oversight Committee is established in the CCM-TL’s Governance Manual, as is the
selection of committee members (including both CCM members and external technical experts). The
main function of the CCM-TL’s Oversight Committee is to support the full CCM-TL in overseeing each
grant.

The Oversight Committee makes evidence-based recommendations to the CCM for discussion and
decision-making. It is not a decision-making body. This committee has a critical role in ensuring

A dashboard is an MS Excel® file which summarizes – for oversight purposes -- each grant in areas of finance,
10

management, and program, with indicators selected to answer the key oversight questions.

x
technical recommendations are transformed into timely and adequate actions to address grant
implementation problems and support the PR in enhancing grant performance.11

The Oversight Committee provides CCM-TL members with a strategic view of key macro financial,
programmatic, procurement and management aspects of grants along with actionable evidence
recommendations. CCM-TL members then use this information for discussion and evidence-based
decision making. This role is key in ensuring that Global Fund investments are efficiently managed to
achieve the expected outcomes in response to the three diseases. 12

Oversight includes analysis of the following aspects of Global Fund investments:

• Financial: appropriate, timely, and effective use of funding.
• Programmatic: achievement of key programmatic targets.
• Procurement: transparent and effective procurement and supply management with
relevant quality assurance and following national laws and relevant international guidelines.
• Management: implementation of key management actions required by the Global Fund.

Specifically, the Oversight Committee will:

 Gather information about the grants
 Review all Progress Update and Disbursement Requests (PU/DRs) submitted by the
PR to the Global Fund
 Review and make comments on the dashboard reports
 Seek clarification from the PR on issues arising from the dashboard reports
 Seek additional information through site visits as needed (three trips per year)
 Review other strategic information as needed, including information on co-financing
commitments
 Analyze information
 Identify root causes of underperformance
 Identify key issues, risks and bottlenecks
 Develop recommendations for consideration by full CCM-TL
 Present the dashboard and other oversight reports, with recommendations for
possible solutions to the full CCM-TL
 Follow up
 Monitor the follow-up of the full CCM-TL’s decisions for needed actions
 Report
 Report to the CCM-TL on the status of oversight actions

Composition: The Oversight Committee is composed of CCM members and, whenever possible,
external technical experts that provide specialized support to complement the skills of the Oversight
Committee members. The committee must also include representation of key populations and
people living with diseases

According to the CCM-TL Governance Manual, the Oversight Committee should be composed of six
members (including CCM members and technical experts) 13 and members of the oversight
committee shall not be representatives of Principal Recipients, Sub Recipient or Sub Sub-Recipient
institutions.14

11
Country Coordinating Mechanism Guidance Note: Oversight, page 1
12
Country Coordinating Mechanism Guidance Note: Oversight, Annex 4 – The Oversight Committee: Role,
Composition and Scope of Work.
13
The CCM-TL OC currently has more than six members, which differs from the guidance in the Governance
Manual.

xi
Skills: The preferred skills among members of the Oversight Committee are financial management,
procurement and supply management, program management and disease-specific technical
expertise. The committee members´ skills should be aligned with the type of grants overseen. For
example, highly commoditized grants require procurement and supply management expertise.
Oversight Committee members will contribute their specific strengths to the oversight function. For
example, civil society members are generally better positioned to provide context to programmatic
performance.

Selection/Election of Members: Oversight committee members should be nominated and elected

by other CCM members via a voting process conducted during a CCM meeting in alignment with the
CCM-TL Governance Manual. The procedure, documentation and results of the election process
should be clearly documented in meeting minutes.

Terms: Oversight Committee members are elected for two-year terms, as defined in the CCM-TL
Governance Manual.

Officers: The Oversight Committee will elect a Chair and a Vice-Chair for two-year terms. They are
responsible for coordinating with the CCM secretariat Oversight Officer to schedule and set the
agendas for meetings, lead the discussion with PRs, and present findings and recommendations to
the CCM-TL. With support from the CCM-TL Oversight Officer, they are also responsible for the
coordination and implementation of activities included in the oversight plan.

Conflict of interest: In carrying out their duties, Oversight Committee members must be particularly
sensitive to conflict of interest and abide by CCM-TL policy for management of conflict of interest, as
stated in the CCM-TL Governance Manual. The Oversight Committee must also observe the
provisions of the Code of Ethical Conduct for CCM Members.15 Conducting oversight in accordance
with this policy, has the purpose of ensuring fairness and transparency in the CCM-TL’s decision-
making process, protecting the reputation and integrity of members and organizations represented
on the CCM-TL, and ensuring broad public trust, accountability, and confidence in the CCM-TL’s
decision-making process and grant oversight activities.

Meetings: It is expected that the Oversight Committee will meet at least once per quarter, syn chro-
nizing with the quarterly CCM-TL meetings and receipt of quarterly dashboard reports sent by the PR
to the CCM Secretariat. The Oversight Officer will invite OC members to meetings by e-mail at least
10 working days before the meeting and members will confirm attendance by e-mail at least seven
working days before the meeting.

During these meetings, Oversight Committee members will analyze priority issues, interact and
discuss with the Principal Recipient about specific implementation bottlenecks identified based on
available information, and agree on specific actionable next steps and recommendations. Meetings
of the oversight committee should be supported by strategic information summarized in the form of
technical briefs, oversight tools (e.g., dashboards, graphs of co-financing commitment) or short
presentations.

During meetings, the Oversight Committee shall decide by a simple majority of votes. The minimum
quorum for the meetings of the oversight committee shall be 50% plus one member.

14
Some current CCM-TL OC members represent SR organizations. In these cases, the OC follows the CCM-TL
conflict-of-interest policy when making decisions and conducting site visits.
15
Code of Ethical Conduct for CCM Members

xii
Recommendations of the oversight committee are presented and ratified at the following meeting of
the CCM-TL. The detailed minutes of all Oversight Committee meetings should be shared by the
CCM-TL Secretariat.

The CCM Secretariat Oversight Officer provides administrative and technical support to the
Oversight Committee.

Annexes 3 includes the Terms of Reference for the Oversight Committee.

2.3 CCM-TL Secretariat

Under the leadership of the CCM-TL Oversight Officer, the main role of the CCM-TL Secretariat is to
ensure the collection, synthesis and use of oversight data in CCM meetings for decision-making.
The Secretariat`s Oversight Officer plays an important role in supporting the work of the Oversight
Committee and CCM-TL by:
 Organizing orientations and capacity building for CCM-TL members and Oversight
Committee members
 Assisting with routine reporting by the Oversight Committee to the full CCM-TL
 Reviewing the dashboards submitted by the PR: data, comments, and graphs
 Providing the dashboards to the CCM-TL Oversight Committee for review, analysis,
comments, and recommendations
 Assisting the Oversight Committee to seek clarification from the PR on issues identified
through the dashboard reports
 Circulating to CCM-TL members the dashboard reports with the Oversight Committee’
comments and recommendations recorded
 Recording in each dashboard the CCM-TL’s decisions regarding any actions to be taken to
support the grant and their follow-up
 Maintaining the dashboard archive
 Assisting the PR and Oversight Committee to organize, carry out and report on site visits
 Keeping an up-to-date log of CCM-TL recommended oversight actions and status of the
implementation of the actions

Annex 4 includes the Terms of Reference for the Oversight Officer.

2.4 Principal Recipient

The Principal Recipient has the overall responsibility for monitoring and evaluating its grant. The PR
receives quarterly reports from sub-recipients, verifies and analyses the data to ensure
completeness, accuracy and quality. The PR then completes the quarterly dashboards and shares
them with the CCM Secretariat within 45 days of the end of the quarter. Each semester, the PR
completes the Progress Update and Disbursement Request (PU/DR) report, which is submitted to
the LFA and CCM Secretariat within 45 days of the end of the reporting period.

In accepting a Global Fund grant, a PR agrees to support the CCM’s oversight role. “The Principal
Recipient:
 cooperates with the CCM and the Global Fund
 is available to meet regularly with the CCM
 provides to the CCM, a copy of reports and material information relating to the Program for
information purposes.

xiii
  acknowledges and understands that the Global Fund may share information about the
Program with the CCM.”16

As implementer of the grants, the PR contributes to the success of the oversight function by
collaborating with the CCM (particularly the Oversight Committee). Their primary responsibilities
include systematic information sharing on program performance and communication on program-
related matters throughout the grant-life cycle. 17 Thus, the role of a PR in the CCM-TL oversight is to:

 Submit data regularly to the CCM-TL – in the form of PU/DRs, dashboard and co-financing
reports
 Submit to the CCM-TL copies of all significant documents (including Grant Agreements,
Performance Letters, internal reviews, audit reports, etc.)
 Provide data to the CCM-TL, on request, on specific issues
 Assist the CCM-TL to arrange and carry out oversight site visits

2.5 Sub-recipients

Sub-recipients are responsible for direct implementation of the grants. Each sub-recipient (SR) has
contractual relationship with the PR and is obligated to deliver on specific targets of the program.
SRs are currently civil society organizations (CSOs) in Timor Leste but can also be faith-based
organizations (FBOs), private sector organizations and line Ministries in future grants. They submit
activity and financial reports on the grants to the PR for HIV&AIDS, TB and malaria activities, based
on their work plan and on monitoring guidelines provided by the PR.

The role of an SR in CCM-TL oversight is to:

 Submit data periodically and on time to the PR (this information forms the basis of CCM-TL
oversight)
 Provide data to the CCM-TL, on request, on specific issues
 With the PR, facilitate site visits by CCM-TL members and assist them to understand the
grant and its implementation

2.6 The Global Fund’s Local Fund Agent (LFA)

The Local Fund Agent’s role is to provide independent and objective advice to the Global Fund in
Geneva. Although by design the Local Fund Agent (LFA) and the CCM do not communicate directly,
the LFA plays an important behind-the-scenes role in oversight. The PR reports to the Global Fund
through the LFA, according to a reporting format fixed by the Global Fund and according to the due
dates established in each grant agreement. Through visits to PR and SR offices and project sites, the
LFA verifies the correctness of the PR’s financial and programmatic data, queries the PR on specific
questions, and recommends to the Global Fund in Geneva whether to disburse the funds requested.
After discussions with the PR, the LFA reports its findings to the Global Fund but does not report
them to the CCM: the CCM will obtain information relevant to oversight from the Global Fund
Portfolio Manager. 18

2.7 Global Fund Country Team

16
Grant Regulations, Article 4, Section 4.1, page 8
17
Country Coordinating Mechanism Guidance Note: Oversight, page 2
18
Global Fund. Local Fund Agent Communication Protocol. January 2022.

xiv
The Global Fund Portfolio Manager (FPM) heads the Country Team assigned to Timor Leste. Insights
on grant performance and implementation bottlenecks from the Global Fund Country Team are
critical to the oversight function. Regular and consistent communication between the CCM and
Country Team will enhance oversight activities through sharing potential risks identified and
solutions to address challenges.

3.0 CCM Oversight Processes

The processes for oversight of grant implementation include the procedures for collection of data via
agreed-upon indicators, data sources and tools, data analysis, use of data for developing oversight
recommendations and making decisions, follow-up of those decisions and reporting.

3.1 Data Collection – Sources, Frequency and Tools

3.1.1 Grant Dashboards - data provided by the PR

HIV, TB and malaria quarterly grant dashboards are the primary oversight data sources used by CCM-
TL. Six weeks following the end of each quarter, the PR enters data from the PU/DR (or directly from
the tool used by the PR for data monitoring) into each disease grant´s dashboard, in an Excel
spreadsheet. The dashboard automatically generates an oversight report within the spreadsheet.
The report consists of three sheets containing financial, management and programmatic indicators,
using a graphic format.

Each of the three grant dashboards (one for each disease) use four financial indicators (focusing on
funds disbursement, proposed budgets, and actual expenditures), six management indicators
(tracking the PR’s efficiency in managing the grant, including procurement and supply), and up to 10
programmatic indicators. The data source for nearly all oversight indicators in the dashboard is the
PR’s own systems and are the same data reported to the Global Fund each semester in the PU/DR.

While the dashboard financial and management indicators are the same for each grant, the CCM-TL
Oversight Committee, working with the PR, will select from each grant agreement’s Performance
Framework a maximum of 10 program indicators which best enable monitoring of effective grant
implementation.

In selecting programmatic indicators for the dashboards, CCM-TL, together with the PR, should
choose those that are most representative of each grant (i.e. being implemented across many
geographical areas and/or by most SRs); those with which the PR/SRs may be having challenges in
achieving targets or with which there are many risks; those that may be more strategic; those that
report on significant key and vulnerable population(s); and those that have large budgets. The
indicators chosen should ensure a mix across the different interventions; a mix of prevention,
treatment and diagnostic indicators; and any other considerations of the Oversight Committee and
PR.

Programmatic indicators not included in the Performance Framework may also be included in the
dashboard, with discretion. In selecting such an indicator, the Oversight Committee must be sure
that data for the indicator is periodically available to be included in the dashboard.

The selection of programmatic indicators for the dashboards should occur at the beginning of each
grant and reviewed annually for appropriateness.

xv
Current programmatic indicators to be included in the dashboard are listed in Annex 5.

The source of data reported in the dashboards are the Principal Recipient’s own reporting and
monitoring systems:
 All performance indicators in the dashboard oversight report are included in the
PU/DR and come from the PR’s M&E system.
 Although the financial indicators are stated somewhat differently from those in the
PU/DR, their source is the same financial system.
 Management indicators track potential barriers to funding (conditions precedent
[CPs], delayed reports), barriers to implementation (missing key staff, delayed SR
contracting, and problems with supply of essential drugs and commodities).

The Oversight Officer is responsible for managing the dashboard files – reviewing the data sent from
the PR; sending the dashboard to the Oversight Committee for review, comments, and
recommendations; distributing the dashboard to all CCM-TL members; entering the decisions of
CCM-TL and follow-up actions; and archiving the completed dashboard report each quarter. The
cycle and timing of the dashboard activities are in Annex 6.

3.1.2 Government Resources Planning – co-financing data provided by the MOF

In addition to providing oversight to grant performance, the CCM is also responsible for overseeing
that Government of Timor Leste co-financing commitments are met. 19 To do so, the PR will interact
with the Ministry of Finance (MoF) to obtain co-financing data and report to the CCM. The MOF
financial monitoring system, called Government Resources Planning (GRP), is programmed to track
Global Fund co-funding expenditures. These expenditures will be retrieved quarterly by the PR from
the MOF GRP, facilitated by the MOF representative on the Oversight Committee should any
difficulties or questions arise, and reported to the Oversight Committee in either the dashboards or
in a separate format.

3.1.3 Other Sources of Strategic Information

To supplement the information contained in the dashboards, provided by SRs to the PR, and co-
financing information, provided by the MOF to the PR, other sources of strategic information should
be used for oversight, such as:
 PU/DRs (submitted semi-annually to the Global Fund by the PR)
 Performance frameworks and summary budgets from each grant
 interviews with program implementers and users during site visits (conducted three
times/year)
 constituency engagement meetings (meeting notes/minutes; conducted following
site visits, during Country Dialogue, and as needed)
 national disease program epidemiologic reports and databases
 program evaluations (e.g. external program review)
 interviews with experts (e.g. disease specialists, procurement experts, management
specialists, staff from Ministries of Planning and Strategy Investment and Finance;
conducted as needed)

19
Timor Leste has US$2,499,969 in Global Fund co-financing commitments in 2023: $965,208 for HIV,
$916,844 for TB and $617,917 for malaria, as stated in a letter to the Global Fund from Minister of Health,
September 28, 2020

xvi
  feedback or interviews with non-implementers (e.g. watchdog organizations,
community-based monitoring initiatives)
 minutes of national stakeholder meetings (e.g. Digital Health Technical Working
Group convened by WHO)
 meetings with the PR (quarterly)
 communications from the Fund Portfolio Manager (including annual Performance
Letters, Programmatic Rating Summary, Performance Rating Tool) to the PR and
CCM as well as communications from the CCM Hub
 information received from SRs outside of site visits
 grant information available on the GF website

This additional quantitative and qualitative information will help the CCM to understand better:
 what is going well, what is not going well
 what the risks are and how to manage them
 lessons being learned from the programs being implemented
 quality of training being provided
 whether services are reaching the right people
 quality of services
 whether co-financing commitments are being met.

3.2 Regular Data Collection by the PR

Data collection and reporting on each grant to the CCM-TL occurs quarterly. Regarding the
dashboards, the PR assigns dashboard responsibility to one of its M&E staff. This PR dashboard
coordinator will (a) compile or collect the data required for each dashboard indicator agreed to by
the CCM-TL, (b) organize an in-house PR review of the information, and then (c) send the Excel file to
the CCM-TL Oversight Officer for review. The dashboards (one for each disease) will be sent to the
Oversight Officer up to seven weeks following the end of each quarter.

The PR will also collect co-financing information quarterly from the Ministry of Finance and submit it
to the CCM. Reporting of co-financing data should be integrated into each of the dashboards or
prepared as a separate report in simple graphic format. (See sample graph in Annex 7.)

The Oversight Officer will review the dashboards and co-financing information as soon as they are
submitted to the CCM. The Oversight Officer will work closely with the PR to ensure completeness
and accuracy of the data to be reviewed by the CCM-TL and its Oversight Committee as well as to
clarify any questions regarding the data.

3.3 Regular Data Collection by the CCM

Throughout the quarter the Oversight Officer will also gather other strategic information for review
by the Oversight Committee at its quarterly meeting. (See the Section 3.1.3 for other types of
strategic information to be collected by the Oversight Officer.)

3.4 Data Analysis and Development of Recommendations

Prior to the Oversight Committee meeting, the Oversight Officer will thoroughly analyze the
dashboard, co-financing data (contained in the dashboard or separate from it) and other strategic
information, triangulating data to identify performance issues and risks, as well as successes. He/she
will also send the dashboard and the co-financing graph (if separate from the dashboard) and any

xvii
other strategic information by e-mail to all Oversight Committee members for review before the
Oversight Committee meeting. The e-mail will highlight performance issues, risks, and successes that
have been identified by the Oversight Officer.

The Oversight Committee will meet to analyze the dashboard (including co-financing data) and other
strategic information submitted by the Oversight Officer, prioritize issues on which to focus, and
make recommendations to the CCM-TL. The PR will be invited to present dashboard findings at the
Oversight Committee meeting and answer questions Oversight Committee members may have.

For each grant, the Oversight Committee analysis activities consider the following aspects: 20

Financial:
 Ascertain the overall level of financial absorption for the period. Tracking expenditures against
budgets facilitates the identification of root causes contributing to financial risks across the grant
portfolio. For example, where is the largest proportion of funding allocated or not used? Are
funds being spent in the planned areas? 21
 Analyze the level of absorption for key budget cost-groupings depending on the nature of the
grant (e.g., procurement-and-supply intensive, prevention or transition activities).
 Ascertain the level of expenditures for drugs and medical supply stocks.
 Highlight financial performance outliers found among groups of sub-recipients (SRs), especially
those implementing large portions of grants’ budgets.
 Determine the potential effect of the financial status on program performance. 22
 Examine if the country is on track to achieve targets in the national strategic plan.
 Determine if adjustments to Global Fund and partner investments are required considering
additional data and evidence.
 Determine if there are changes to the national funding landscape and, if so, what is the impact
on Global Fund funding.

Programmatic
 Analyze key indicator performance against targets for the period under study. Explore issues
such as frequent underachievement of targets or unexplained overachievement.
 Identify programmatic performance outliers found among groups of sub-recipients.
 Explore the relationship between financial and programmatic performance and potential causes
for inconsistencies found (e.g. reporting very low financial execution and nearly total
achievement of targets for a period under analysis).
 Explore dimensions of data quality23 and validity when analyzing programmatic indicators.
• Completeness of data.
• Consistency of reporting over time
• Consistency between indicators.

Management:
 Assess the capacity and timeliness of PRs to respond to management actions indicated by the
Country Team.
 Identify the possibility of drug stock-out occurrence, timeliness of orders and delivery, and
timeliness of product distribution to SRs and sub-SRs.
 Analyze topics such as the hiring status of key PR managerial positions and attention to major
PR–SR issues.

20
Country Coordinating Mechanism Guidance Note: Oversight Annex 1 – The Oversight Process.
21
Grant Implementation Management Handbook
22
Ibid
23
Adapted from WHO DQR Toolkit

xviii
Cross cutting:
 Identify grant risks and potential mitigation measures.
 Compare actual co-financing amounts with agreed commitments.

The Oversight Officer will enter the Oversight Committee´s recommendations in the dashboard
(including those recommendations based on strategic information apart from the dashboard). The
Committee may also identify issues that need further clarification with the PR before the full CCM-TL
meeting; thus, the Committee may hold additional meetings with the PR to get more information on
specific issues to facilitate appropriate recommendations to the CCM-TL. Recommendations should
be actionable, clear and unambiguous and lead to an action plan with agreed timelines.

3.5 CCM-TL Decision Making

Once the Oversight Committee’s comments and recommendations are entered into the dashboard,
the dashboard should be circulated to all CCM-TL members prior to the CCM meeting. During the
meeting, the Oversight Committee Chair (or other committee member) presents the oversight report
to the CCM-TL, comprised of the dashboard, including co-financing data, and findings from other
sources of strategic information. The CCM-TL should review the report, consider the
recommendations made by the Oversight Committee, and make decisions on the actions that should
be taken on each issue. The decisions of the CCM-TL are captured in the dashboard itself (in the
Actions tab) to support follow up activities and track the implementation of the decisions. Decisions
and the reasoning behind them are also reflected in the official minutes of the meeting.

The CCM-TL’s decisions will specify the actions needed, the person(s) responsible, the timeline, and
the CCM member responsible for following up. This information will be recorded in both the minutes
and the dashboard.

Examples of decisions follow.

 Example actions to be done by the PR
 CCM-TL asks the PR for further information on a specific topic.
 CCM-TL asks the PR to help organize a site visit to address a specific topic.
 CCM-TL asks the PR to make specific changes in the management of the
program to make it more efficient and effective.
 CCM-TL asks the PR to follow up a problem previously identified.
 Example actions to be done by the CCM-TL
 Members visit a site to investigate a problem.
 A member communicates with another Ministry to clear a bottleneck
 A member communicates with the Ministry of Finance to request information
on meeting the co-financing commitment.
 Members mobilize additional technical assistance.
 CCM-TL ask the Fund Portfolio Manager to arrange for an external, impartial
evaluation of grant progress.

All oversight actions approved by the CCM to be taken by the PR will be sent to the Minister of
Health, copying the PR.

xix
3.6 Reporting

The Oversight Committee will report on its actions and findings to the full CCM-TL at every ordinary
meeting. The format of standard oversight reports will
be the dashboard file, one per grant, and the co- The format of standard oversight
reports submitted to CCM-TL will be
financing tracking file (if not included in the dashboard), the dashboard file, one spreadsheet
one graph per grant, which will be provided to every per grant, the co-financing tracking
member and will become part of the CCM-TL archives file, one graph per grant (if not
kept by the Secretariat. Other key strategic information included in the dashboard) and other
(e.g. site visit report) will be included in the oversight strategic information (e.g. site visit
report. Site visit reports will be written, summarizing all report).
site visits conducted since the last CCM meeting.

The CCM-TL meeting minutes will take note of the oversight report, including dashboard highlights
and tracking of co-financing commitments, and decisions made. Other reports containing strategic
information will be oral or written as appropriate and will be recorded in the minutes.

The CCM-TL Secretariat will send draft summary site visit reports to the PR as well as to the FPM
within 10 working days of completing the site visit. Final summary site visit reports, approved by the
CCM at the subsequent CCM-TL meeting, will be re-submitted to the PR, FPM and key stakeholders
(e.g. PLWD and key and vulnerable population constituencies) within three working days following
the CCM meeting,

In keeping with the Global Fund principle of transparency of the grants and of CCM’s oversight, and
in the spirit of all stakeholders working toward the same goal, CCM-TL will also report to and
communicate with stakeholders who are not CCM-TL members. On the last day of each site visit, the
Oversight Committee will meet with stakeholders (including constituencies and non-implementers)
to report on the outcomes of the visit. CCM-TL members representing key and vulnerable
populations and persons living with the diseases will also disseminate oversight information
(including oversight and site visit reports) to their constituencies.

Grant dashboards, site visit reports, co-financing data (if separate from the dashboard) and
Oversight Committee minutes will also be posted on the CCM-TL website (under construction).

3.7 Follow-up

The CCM-TL Oversight Officer will keep a log of all the decisions made by the CCM-TL and will
monitor, at least once every three months, the extent to which these actions are implemented. This
monitoring will be reflected in the Recommendations and Actions pages of the dashboard as well as
in the meeting minutes.

CCM-TL will assign a CCM member or Secretariat staff member to be responsible for following up
each oversight decision/action item. This person will report back to the CCM at every CCM meeting
until the action is completed. The Oversight Officer will monitor who is responsible for following up
each decision/action and progress made toward completion. The Oversight Officer will track all
follow-up information in the most current dashboard.

3.8 Communications

xx
The CCM Executive Secretary, Oversight Officer, OC Chair and OC members will abide by the
following communication protocols regarding oversight.

 Invitation to OC meetings, site visits and other oversight-related meetings/events will be

sent by the Oversight Officer by e-mail ten working days before the meeting/visit and all
invitees will respond by e-mail to the Oversight Officer to confirm attendance within two
working days of receipt of the e-mail.
 Oversight materials (dashboards, co-financing reports, other strategic information) for OC
meetings will be sent by e-mail by the Oversight Officer to OC members five working days in
advance of meetings.
 Oversight Committee draft meeting minutes will be sent by e-mail by the Oversight Officer
to OC members three days following the meeting.
 Oversight Committee final meeting minutes will be reviewed by the OC Chair and sent to
the Oversight Officer, copying the CCM Executive Secretary, within three working days of
receipt.
 Oversight materials (dashboards, co-financing reports, other strategic information, OC
meeting minutes) for CCM meetings will be sent by e-mail by the CCM Executive Secretary
to CCM-TL members five days in advance of meetings. The Oversight Officer will assist the
CCM Executive Secretary with selection of the materials to be sent.
 Site visit draft reports will be sent by e-mail to the OC Chair and CCM Chair within three
working days after each visit. Once they review the draft report, the CCM Chair will send the
report in draft form to the FPM within ten working days after each visit.
 Site visit final reports will be sent by the CCM Chair to the FPM by e-mail within three
working days following approval by the CCM in its quarterly meeting.
 Oversight actions endorsed by CCM-TL and involving the PR will be communicated in a
formal letter signed by the CCM Chair and sent by e-mail to the Minister of Health, copying
the PR and all CCM members, within three working days following the CCM quarterly
meeting. All follow-up communications to the Minister of Health will be conducted by the
CCM Chair via letter or e-mail.
 Oversight actions endorsed by CCM-TL and involving authorities other than the Ministry of
Health/PR will be communicated in a formal letter signed by the CCM Chair and sent by e-
mail to the appropriate authority, copying all CCM members, within three working days
following the CCM quarterly meeting. All follow-up communications to the appropriate
authority will be conducted by the CCM Chair via letter or e-mail.
 All oversight communications will seek to be inclusive regarding the languages read and
spoken by CCM members, OC members and other stakeholders.

4.0 Oversight Critical Areas and Questions and Risk Considerations

In conducting oversight in 2023, CCM-TL will focus on the following current critical areas and
questions, as well as risks.

Finance
 Will all grant funds be expended by the completion of the current grants, including C19RM
funds? If not, what are the plans and priorities for reprogramming of grant funds?
 Will the country meet its co-financing commitments by the end of the current grants? If not,
what measures can be taken to ensure commitment?

Program - HIV

xxi
  What are the causes of limited access to key services, resulting in not all newly diagnosed
HIV cases being started on antiretroviral treatment (ART), low adherence to ART resulting in
low viral suppression rates, and low levels of prevention of mother-to-child transmission.
What can be done to improve performance?
 To what extent does stigma and discrimination limit access to prevention and treatment and
what more can be done to ensure greater access to services?

Program - Tuberculosis
 Is the country on target to end TB as a public health threat by 2025? If not, what needs to be
done and what is the role of CCM-TL in doing so?
 What are the causes of low initiation of PLHIV on TPT? What can be done to increase access
to TPT on the part of PLHIV?
 Are laboratories that undertake smear microscopy adequately performing internal quality
assurance?

Program - Malaria
 What is the risk of malaria resurgence and is everything being done to avoid it?
 Are proper preparations underway to request malaria-free certification by 2024? If not, what
is the role of CCM-TL to ensure certification?
 Has the cross-border collaboration roadmap (with West Timor) been updated and
operationalized?

Management
 Are all grant requirements and management actions being met for the current grants, as
listed in the most recent Performance Letters? If not, what can CCM-TL do to assist with
their completion? Particular attention should focus on the following:
o General – status of development of the integrated HMIS on DHIS2 for the three
disease programs, improvement in internal controls (cash and bank management,
payroll calculation, petty cash, cash advances), accounting and financial reporting
(posting of transactions, reconciliation and review of commitments and obligations),
product quality and use (discrepancies between actual value of goods and PRQ
entries), inventory management at National Lab.
o TB – completeness and timeliness of facility reporting,
 Is the country prepared for implementation of the next grant cycle (2023-2025)? If not, what
needs to be done and how can CCM-TL help?

Procurement and Supply Management

 Do all key medicines and pharmaceuticals have sufficient safety stocks? If not, what needs to
be done to ensure stock requirements are met and how can CCM-TL be of help?

5.0 Orientation and Training of CCM-TL and OC Members

CCM-TL members are elected for two-year terms. Within two months of elections, the CCM-TL
Secretariat will provide members with instructions to participate in the on-line CCM Orientation
Program. In addition, CCM-TL will organize a general orientation of all CCM-TL members (old and
new). To each member (including alternates), the CCM-TL Secretariat will provide a packet of
information about the CCM-TL, including its oversight role. During the orientation, members will be
oriented on the CCM-TL’s oversight role and responsibilities (including the use of the dashboard) to
enable them to make appropriate interpretations, recommendations, and decisions about each
grant.

xxii
Oversight Committee members will also be trained in oversight at the beginning of each term. The
Oversight Officer is responsible for organizing and leading the training and may request technical
support, as needed.

In 2023, CCM-TL will plan and budget for training CCM-TL members in oversight in early 2024 (since
this training was not conducted at the beginning of the current two-year term). In 2023, CCM-TL will
train OC meeting members in its oversight responsibilities. 24

6.0 Oversight Work Plan and Budget

Each year the CCM-TL Secretariat will prepare a work plan of oversight activities, with schedule and
budget, for discussion, revision, and approval by the full CCM-TL.

The 2023 workplan and budget are included in Annexes 7 and 8.

7.0 Oversight Assessment

Annually, the Global Fund will assess CCM-TL´s performance, based on the CCM Integrated
Performance Framework25, using indicators from CCM Eligibility Requirements (ER). The indicators
used to assess oversight are included in Annex 10.

CCM-TL will prepare for the assessment by maintaining complete digital records of all oversight
activities. The records will be used as evidence for the assessment and should include: oversight plan
for the current year; curriculum vita of all Oversight Committee members; quarterly dashboards with
complete information regarding OC recommendations, CCM-TL actions and follow-up (status of the
actions); signed minutes of all CCM-TL meetings, Oversight Committee meetings and meetings with
the PR, which document discussions and decisions; minutes of meetings or consultations with non-
implementers and meetings with key stakeholders; and site visit reports.

24
Training of OC members was conducted in March and April 2023.
25
Integrated Performance Framework, Briefing Note, September 2022

xxiii
Annex 1 Guidelines for CCM-TL Oversight Site Visits

Site visits can be to the PR office, an SR office, medical stores, or project implementation sites. The
size of the team visiting a field site should be a maximum of 10-12 persons, including the Oversight
Officer, Oversight Committee or other CCM-TL members, PR representative(s), and observers.

There are two kinds of site visits: routine (to get a field-based oversight perspective on how a grant
is performing), and issue-driven (to address a specific issue raised during a CCM-TL or Oversight
Committee meeting).

The recommended guidelines for carrying out site visits are summarized in the Summary Guide
below.

The principles of transparency, cooperation, and support underlie every site visit: CCM-TL members
make no surprise visits. In addition, the purpose of site visits is neither to address day-to-day
management issues (a PR role) nor to “audit” regular reports (an LFA role).

Careful planning is key to effective, helpful oversight visits. The CCM-TL Oversight Committee site
visit team should have clear information on program deliverables prior to a visit. The PR should assist
in providing this information and in advising on issues that the CCM-TL team should be aware of
before proceeding to the site. Thus, allowing time for preparation means that the CCM-TL visitors
will not waste face-to-face time asking questions for which answers have already been provided in
written reports or for which clarifications can be easily given by the PR without a visit. In addition,
careful planning means that PR and/or SR staff will be available and prepared to respond to CCM-TL
questions. Planners need to set time limits for the visit to avoid making excessive demands on the PR
and SRs; and visitors need to stick to those time limits. The limits on time require careful planning to
ensure key issues are addressed.

CCM-TL Role PR Role

 Plan visits with PR: no surprise visits.
 Understand program deliverables.
 Be familiar with PU/DR or dashboard reports.
 Have clear objectives for visit.
 Abide by conflict-of-interest policy.
 Maintain confidentiality.
 Set and stick to realistic time limits.
 Address highest-priority issues first.
 Draft report to CCM-TL Oversight Committee.
 Provide feedback to the host site, SR, PR, and
the constituencies engaged at the end of the
visit.
 Work with CCM-TL to choose appropriate
sites.
 Assist CCM-TL to understand program,
including implementation issues.
 Facilitate a positive environment for visit.
 Assure staff are available to answer CCM-TL
questions.
 Assure information requested by CCM-TL is
available.

On the last day of the site visit, those participating in the site visit will hold an engagement meeting
with stakeholders in the communities visited to share oversight findings and recommendations
resulting from the visit. Feedback from the engagement meeting(s) should be included in the site
visit report.

After the site visits, the team will draft a short report under the direction of the Oversight Officer
(see Site Visit Reporting Forms in Annex 2). The Oversight Committee will review the report and
make necessary recommendations to the CCM-TL in the next full CCM-TL meeting and will send

xxiv
feedback to the visited sites, PR and SRs. The CCM Secretariat will also send the site visit report, with
recommendations, to the Fund Portfolio Manager within one week following presentation at the
CCM-TL meeting.

Routine site visits will be planned with the PRs at the beginning of each year so that CCM-TL
members and PRs will be able to schedule their time. Planning will include covering more than one
grant in each visit and assuring that government, non-government, and international partner
constituencies are represented on each field visit team.

Issue-driven site visits take place after the CCM-TL meetings as a follow-up on the decisions made
regarding a specific issue, which were generally identified through the oversight reports (especially
dashboards). The purpose of such problem-driven site visits is to:
 Clarify issues arising from the oversight reports,
 Seek additional information on specific issues to enable the CCM-TL to make appropriate
decisions,
 Follow up on CCM-TL decisions.

Summary Guide to Site Visits, by type of visit

Routine Address Specific Issue
Planning visits
 Frequency As decided by CCM or
2-3 times / yr
OC
 The CCM Oversight Officer will plan all site
visits with the PR and SRs to allow staff to
prepare adequately for the visit and to ensure √ √
availability of staff and of the information
sought by the CCM. No surprise visits.
 Selecting host sites and clients, by CCM and Location & plan The choice of the site
PR. that covers all to be visited will be
grants per trip determined by the
nature of the issue.
 Setting realistic time limits for the visit to √
avoid making excessive demands on the PR Not before 2nd qtr √
and SRs. Plan to address priority issues first. of new grant
CCM-TL preparation
 The CCM-TL site visit team should have clear
information on program deliverables prior to
the visit. The PR should assist in providing this
√ √
information and in advising on issues that the
CCM team should be aware of before
proceeding to the field.
 The CCM-TL site team should avoid asking for
information that is available from existing
information systems – such as from the √ √
dashboard or PU/DRs unless the question is
for confirmation or validation.
Site visit team composition
 Generally, team is 10-12 persons including 10-12 persons 4-8 persons
CCM, PR, and other visitors.  CCM repre-  CCM repre-
 Any member of the CCM can represent CCM- sentative(s), sentative(s),
TL on these site visits except a PR member preferably from preferably from the
and others involved in direct implementation, the OC OC
(e.g., from an SR).  PR host  PR host

xxv
 Routine Address Specific Issue
 The conflict-of-interest policy should be  site host  site host
applied when undertaking oversight activities. 3 constituencies  Oversight Officer
on team  other.
(preferably from Composition of site
the OC) visit team will be
 Oversight Officer based on the issues
identified by the CCM.
Reporting observations & results
 Reporting findings, observations, recom-
mendations to Oversight Committee, which √ √
will report to full CCM at next meeting.

xxvi
Annex 2 Site Visit Reporting Forms

CCM Site Visit Recording & Reporting Form: Routine Site Visits

Grant _________________________________________________________________
PR ________________________ PR Contact Person _________________________
Which site? ____________________________________________________________
Date of visit [mm-dd-yy] __ __- __ __ - __ __
CCM Visitors
Constituency Name Designation Signature

Host’s Name & Designation ________________________________________

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
1. Purpose of site visit [to be completed before the visit]:
Based on what you already know about the grant, what else do you want to know? List the
specific question(s) to be answered by this site visit.
Question A.
Question B.
Question C.

2. List below your findings from this visit, grouped according to the questions above. Please
include the source of the information. (Use the back or other pages if needed.)

Question A.

Question B.

Question C.

3. What, if anything, surprised you positively about this grant?

4. What concerns, if any, do you have about this grant?

5. Conclusions [use back if needed]

xxvii
6. Recommendations to the full Oversight Committee and the CCM [use back if needed]

xxviii
CCM-TL Site Visit Recording & Reporting Form: Specific Issue Site Visits

Grant _________________________________________________________________
PR ________________________ PR Contact Person _________________________
Date of CCM Meeting where need for site visit was decided [dd-mm-yy] __ __- __ __ - __ __
Which site? ____________________________________________________________
Date of visit [mm-dd-yy] __ __- __ __ - __ __
CCM Visitors
Constituency Name Designation Signature

Host’s Name & Designation ________________________________________

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
1. Purpose of site visit [to be completed before the visit]:
a. Describe the specific issue(s) that led to a decision to make a site visit.

b. What is the CCM visitor to learn at the site?

List the specific question(s) to be answered by this site visit.
Question A.
Question B.
Question C.

2. List the findings from this visit below, grouped according to the questions above. Please include
the source of the information. (Use the back or other pages if needed.)

Question A.

3. Conclusions

4. Recommendations to the full Oversight Committee and the CCM. [use back if needed]

xxix
 Annex 3 Oversight Committee TOR26

Purpose
The Oversight Committee is responsible for contributing to effective oversight of all Global Fund
financed programs and related processes in Timor Leste, in accordance with the functions
delegated to it by the Timor Leste Country Coordinating Committee for the Global Fund (“the
CCM”) as defined in the CCM Governance Manual and these Terms of Reference. The Committee
assists the CCM to fulfill its responsibility to hold Principal Recipients accountable for resources
given to the country: “CCMs are required to put in place and maintain a transparent,
documented process to … oversee program implementation”. 27
Membership
The Oversight Committee shall consist of a Chair, a Vice-Chair, and up to four Ordinary
Members, appointed by the CCM. Membership of the CCM is not a prerequisite for membership
of the Oversight Committee except for the positions of Chair and Vice-Chair of the Oversight
Committee. Members of the oversight committee shall not be representatives of Principal
Recipients nor Sub Recipient nor Sub Sub-Recipient institutions. The oversight committee will
ensure that either its members have skills in Financial Management, Procurement & Supply
Chain Management, Disease Specific expertise and program management, or the committee has
access to such skills as required. Further the Oversight Committee should include members from
Key Affected Populations and People Living with the Diseases.
The CCM shall nominate members of the Oversight Committee. Candidates who are non-CCM
members will be required to complete the same conflict of interest declarations prepared by all
CCM members. The CCM will determine whether, based on the non-CCM candidate’s
declaration, s/he meets the standard for conflict of interest required for members of the
Oversight Committee.
Meeting Frequency
The Oversight Committee shall meet at least quarterly and may meet more frequently as
circumstances require. Meetings shall take place at least 2 weeks prior to each regular quarterly
CCM meeting, so that Committee deliberations may be reported to the CCM.
Roles and Responsibilities of Oversight Committee
a. The Oversight Committee is empowered to deliberate and make recommendations on all
oversight issues in accordance with these Terms of Reference and its workplan, or on any
matter referred to it by the CCM.
b. The Oversight Committee shall table all recommendations at the next meeting of the CCM
following the making of the recommendations.
c. In consultation with the CCM, the Oversight Committee shall lead or contribute to the
following oversight processes:
i. Grant implementation;
ii. Grant Continuations;
iii. Donor coordination and alignment with the national health systems;
26
CCM-TL Governance Manual, Annex 3, Dec. 2022
27
Guideline on the Purpose, Structure, Composition and Funding of Country Coordinating Mechanisms and
Requirements for Grant Eligibility, page 4. (This document is cited in the Governance Manual but is out-of-date.
It has been substituted by the Global Fund with Country Coordinating Mechanism Policy Including Principles
and Requirements

xxx
 iv. Grant closure.
d. The Oversight Committee shall ensure that it performs its oversight functions in relation to
the following areas associated with Global Fund financed programs and activities in Timor
Leste:
i. Finance, including tax exemption,
ii. Grant management by the PR;
iii. Procurement;
iv. Implementation;
v. PR/SR partnership;
vi. Results;
vii. Reporting;
viii. Technical assistance.

xxxi
Annex 4 Oversight Officer Terms of Reference28

Overview Oversight is a key function of the CCM-TL, focusing on the essential financial,
programmatic and management aspects of the grant portfolio. Global Fund
supported interventions contribute to the broader national health response
via an enhanced use of strategic information and a risk management
approach. The CCM-TL Secretariat (particularly through the oversight officer)
plays a key support role for this function, which ranges from facilitating
logistical arrangements and coordination with the oversight committee to
information synthesis and analysis.

Objectives of the 1. Facilitate and support analytical data-driven discussions and decision-
position making.
2. Provide support to oversight planning and implementation.
3. Provide technical and administrative support to the CCM oversight
committee.

Scope of Work Operational Area 1: Support Oversight Planning and Implementation

 Update the CCM oversight plan in coordination with the Executive
Secretary and the oversight committee and obtain full endorsement for
this plan by the CCM. The oversight officer will then ensure the plan
details specific activities, tools and methods for data collection, analysis
and reporting, individual and/or constituency responsibilities, relevant
elements and indicators related to risk management, issues related to
sustainability or transition (where relevant), and realization of co-financing
commitments / co-financing tracking. The oversight officer then ensures
the plan, tailored to the country’s grant objectives and priorities, is
implemented.

 Assist the oversight committee in the implementation of the annual

oversight work plan. Ensure the implementation of activities of the
oversight process (i.e. collection of information, analysis, provision of
recommendations to the CCM General Assembly, following up on actions
decided by the CCM and sharing oversight information with the Global
Fund on a frequent basis).
 Communicate/coordinate with the Principal Recipients (PR) in the
preparation, analysis and presentation of oversight reports (based on
key insights from the dashboards, progress update/disbursement
requests (PUDRs) and/or other reporting tools available).
o Lead analysis of dashboards and work the PR to present them.
 In preparation for eventual transition from Global Fund financing:
o Conduct oversight of agreed actions to strengthen sustainability of
the national response and/or health systems.
o Support CCMs to identify key sustainability and co-financing

28
Adapted from Country Coordinating Mechanism Guidance Note: Oversight Annex 5 - Terms of Reference:
Oversight/Transition Officer, October 2020.

xxxii
 priorities for targeted efforts.
o Share and disseminate knowledge on sustainability and co-
financing priorities.

Operational Area 2: Provide Technical and Administrative Support to the CCM

Oversight Committee

 Support the oversight committee in the implementation of oversight

activities throughout the Global Fund’s grant life cycle (i.e., funding
request preparation, grant-making, implementation and closure).
 Support the preparation and implementation of quarterly oversight
committee meetings, ensuring all relevant information is adequately
synthesized and organized to facilitate discussions.
 Support the oversight committee in the preparation and
implementation of information collection activities, including meetings
with PRs, site visits, consultations with specific groups (e.g., community-
based monitoring initiatives).
 Develop and share procedures and templates to conduct site visits and
support the oversight committee in their implementation. Whenever
possible, leveraging other in-country field visits (e.g. field visits
organized by the Ministry of Health and other donors, etc.). Specific
tasks include:
o Analysis of issues to be explored during the site visit.
o Documentation of the site visit team’s findings and
recommendations.
o Submission of the site visit findings and recommendations to the
oversight committee.
 Ensure that all oversight committee members are informed about Global
Fund oversight policies, guidelines and tools.
 Develop minutes of oversight committee meetings, including
recommendations provided and actions agreed.
 Track CCM decisions and actions based on the oversight committee’s
recommendations.
 Carry out additional tasks under this operational area as requested by the
CCM chair.

Operational Area 3: Facilitate and support analytical data-driven discussions

and decisions

 Synthesize and analyze relevant information from different sources to

support data-driven discussions of the CCM and its committees.
 Analyze data and triangulate with site visit reports to identify critical
implementation and risk mitigation challenges of the PR.
 Summarize critical grant implementation issues and present them to the
oversight committee using the available formats/tools.

xxxiii
  Ensure that all key processes are driven by strategic information drawn
from in-country sources and Global Fund-specific-supported
interventions.
 Work with the Global Fund Country Team, PR, and the oversight
committee to hold and maintain ongoing data-driven dialogue for grant
performance purposes. The data-driven dialogue includes the
identification and analysis of key financial, programmatic, management
and risk-related issues/information contained in PR reporting tools
and/or available oversight tools. An important aspect of analysis is the
assessment of consistency of financial and programmatic data as well as
the potential effect of identified risks on grant performance and on
national program performance.
 Support the CCM (through the oversight committee) to actively oversee
and manage risks, by ensuring that they are adequately identified and
mitigated. This includes taking part in the development of risk assurance
planning and validation processes.
 Support the oversight committee in tracking the status of co-financing
commitments using available tools or procedures.
 Oversee timely and accurate updates of reporting tools (e.g. dashboards)
and support the oversight committee presentations to the CCM.
 Ensure that information from community-based monitoring initiatives
(where these exist in the country) is considered and incorporated in the
oversight assessments and reports.

1. Quarterly tracking and reporting on the absorption of resources available

Key Performance for oversight within the CCM funding agreement.
Metrics
2. Timely submission of analysis/technical summaries/completed oversight
tools to support the oversight committee meetings. At least five working
days before each meeting is considered best practice.

3. Timely submission of draft minutes of oversight committee’s quarterly

meetings with PRs to the oversight committee. Three working days after
each meeting at the latest is considered best practice.

4. Timely submission of site visit reports to the oversight committee chair.

Three working days after each visit is considered best practice.

5. Biannual oversight orientation for all new oversight committee members.

Reporting and The oversight/transition officer reports to the CCM chair and is accountable to
Communication the CCM General Assembly. In addition, the oversight officer liaises and
Lines coordinates with the CCM Oversight Committee, CCM Secretariat Staff, CCM
Executive Committee, the Country Team (when possible and during country
visits), and Principal Recipient.

xxxiv
Period of The period of performance and expected duration of the contract is 2 years.
Performance

Qualifications, Qualifications and experience

experience and
 Bachelor's degree required, with social science, public health,
skills
population studies orientation highly desirable and advanced degree
preferred.
 At least 2 years of experience in monitoring & evaluation or oversight of
projects/programs.
 Experience in project-level or state/national-level monitoring and
evaluation system implementation.
 Familiarity with the Global Fund CCM Policy and Oversight Function is
desirable.
 Familiarity with Global Fund transition-related processes and the Global
Fund’s sustainability, transition and co-financing guidance (desirable).
 Familiarity with the country’s health system structures.
 Familiarity with epidemiologic indicators for HIV, TB and malaria and
financial indicators.
 Experience working in a multi-stakeholder governance environment.

Skills
 Proficiency in data collection, triangulation and information analysis
from different sources.
 Policy decision-support, strategic analysis and reporting.
 Proficiency in the synthesis of financial, programmatic and management
information.
 Proficiency in the use of Microsoft Office, particularly Microsoft Excel
and Microsoft Project.
 Ability to work effectively with staff and organizational stakeholders.
 Strong inter-personal skills and proven ability to communicate and
interact with high-level officials from the government, civil society
organizations, UN agencies and the private sector.
 Strong writing, presentation, facilitation and communication skills.
 Ability to handle multiple tasks simultaneously, set priorities and work
independently as well as part of a team.

xxxv
Annex 5 CCM-TL Dashboards – Programmatic Indicators

HIV

1. The percentage of FSW provided with HIV testing during the reporting period and know their
results
2. The percentage of MSM provided with HIV testing during the reporting period and know
their results
3. The percentage of TG persons provided with HIV testing during the reporting period and
know their results
4. The percentage of FSW that received the basic HIV prevention package during the reporting
period
5. The percentage of MSM that received the basic prevention package during the reporting
period
6. The percentage of TG that received the basic prevention package during the reporting
period
7. The percentage of people newly diagnosed with HIV initiated on ART.*
8. The percentage of people (adults and children) on ART among all people living with HIV
during the reporting period
9. The percentage of pregnant women who know their HIV status*
10. The percentage of HIV-positive women who received ART during pregnancy and/or labor
and delivery during the reporting period*

TB

1. Number of notified cases of all forms of TB (i.e. bacteriologically confirmed + clinically

diagnosed), new and relapse cases
2. Percentage of confirmed cases (new and relapse) of all forms of TB (i.e. bacteriologically
confirmed + clinically diagnosed) successfully treated (cured plus treatment completed) among
all TB cases registered for treatment
3. Number of TB cases with RR-TB and/or MDR-TB notified
4. Number of cases with RR-TB and/or MDR-TB that began second-line treatment
5. Percentage of registered new and relapse TB patients with documented HIV status
6. Percentage of HIV-positive new and relapse TB patients on ART during TB treatment (this
indicator is also on the HIV dashboard)
7. Number of people in contact with TB patients who began preventive therapy
8. Percentage of laboratories showing adequate performance in external quality assurance for
smear microscopy among the total number of laboratories that undertake smear microscopy
during the reporting period*
9. Percentage of new and relapse TB patients tested using WHO-recommended rapid tests at the
time of diagnosis*
10. Percentage of PLHIV on ART who initiated TB preventive therapy among those eligible during the
reporting period*

In addition, the following management indicators should be added to the TB dashboard given the
difficulties with facility reporting.

1. Completeness of facility reporting: Percentage of expected facility monthly reports (for the
reporting period) that are actually received

xxxvi
2. Timeliness of facility reporting: Percentage of submitted facility monthly reports (for the
reporting period) that are received on time per the national guidelines.

Malaria

1. Number of long-lasting insecticidal nets distributed to at-risk populations through mass

campaigns
2. Number of long-lasting insecticidal nets distributed to targeted risk groups through continuous
distribution
3. Proportion of households in targeted areas that received Indoor Residual Spraying during the
reporting period
4. Proportion of suspected malaria cases that receive a parasitological test at public sector health
facilities
5. Proportion of suspected malaria cases that receive a parasitological test at private sector sites
6. Proportion of suspected malaria cases that receive a parasitological test in the community*
7. Proportion of confirmed malaria cases that received first-line antimalarial treatment at public
sector health facilities
8. Percentage of confirmed cases fully investigated and classified*
9. Percentage of malaria foci fully investigated and classified*
10. Percentage of health facilities without stock-out of first-line anti-malarial treatment

Note that the malaria dashboard currently contains an indicator that should be removed: % of
confirmed malaria cases treated in the private sector. Malaria is not treated in the private sector in
Timor Leste. Also note that the following indicator is listed as a program indicator in the malaria
dashboard but should be considered a management indicator: # of malaria officers integrated to the
MOH system

*indicator is not included in the most recent dashboard reviewed (Quarter 4 2022) but is
recommended for inclusion (to be discussed by the Oversight Committee).

xxxvii
Annex 6 Dashboard Activity Cycle

Dashboard Activity Timeframe Responsibility

th nd
1 Formal reminder to the PR to submit 10 day of 2 month Oversight Officer
dashboards populated with their data after end of each quarter
2 PU/DR sent to LFA and CCM-TL 15th day of 2nd month PR
Secretariat after end of reporting
period (every 6 months)
3 Dashboards populated by PR and sent 5 working days after 15th PR
to CCM-TL Secretariat of 2nd month after end of
each quarter
= 15 working days before
qtrly meeting
4 Review of data received from the PR 14 working days before Oversight Officer
for accuracy and completeness; quarterly CCM meeting
request for clarifications by PR, if
needed
5 Dashboards circulated to Oversight 12 or more working days Oversight Officer
Committee members before qtrly CCM
meeting
6a Oversight Committee meeting: 7 or more working days  Oversight
 review of dashboard report by before quarterly CCM Committee Chair
Oversight Committee, presented meeting & PR staff person
by PR responsible for
dashboards
6b  Revision of dashboard report to 1 day post Oversight  Oversight Officer
include comments and Committee meeting
recommendations of Oversight =6 or more days before
Committee CCM meeting
7 Circulation of dashboard report to 5 or more working days Oversight Officer on
CCM-TL members in preparation for before quarterly CCM behalf of Oversight
CCM meeting meeting Committee Chair
8 Oversight Committee dashboard During CCM meeting Oversight Committee
report and other oversight findings Chair
and recommendations presented to
full CCM
9 Decisions taken by full CCM on actions During CCM meeting CCM-TL Chair
needed
10 Decisions made by full CCM are During CCM meeting. Oversight Officer
recorded in dashboard and CCM (dashboard); Exec.
meeting minutes Secr. (minutes)
11 Dashboard is archived. Following CCM meeting Oversight Officer
12 Full CCM dashboard decisions and Following CCM meeting CCM Chair
appropriate comments are shared Secretariat
with Minister of Health (with PR
copied) or other authority
13 Implementation of decisions made by Continuously, reported Oversight Officer
full CCM are monitored quarterly prior to CCM
meeting

xxxviii
xxxix
Annex 7 HIV Co-financing – Sample Graph

Timor Leste
HIV Co-Financing - Global Fund Grant
Cumulative US$ Expended and Committed
2021-2023 2,779,107
2,537,805
2,296,503
2,055,201
1,813,899
1,771,214

868,530
864,590

2021 2022 1Q 2023 2Q 2023 3Q 2023 4Q 2023

Cumulative expenditures (US$) Cumulative co-financing commitment (US$)

xl
Annex 8 CCM-TL Oversight Work Plan – 2023

Q1 Q2 Q3 Q4
Activities Responsible
J F M A M J J A S O N D
A. Strengthen the oversight function through capacity building, planning and budgeting and by aligning composition of the Oversight Committee with
CCM Eligibility Requirements

1. Nominate new members to the

Oversight Committee in line with CCM
Eligibility Requirements and appoint X
technical experts, as needed
CCM-TL

2. Coach Oversight Officer X X X X Oversight Coach

3. Train new Oversight Committee

members regarding oversight function
and OC responsibilities

a. Online training on the GF iLearn

platform X X OC members (individually)

b. Face-to-face 2 half-day training Oversight Coach & OC

workshops X X
facilitators
4. Update OC TOR to align with current
OC practice and GF oversight policies
(including number of members and OC Chair, supported by
X
participation by PR, and SRs) and obtain Oversight Officer
approval from OC

5. Approve 2023 oversight plan (including CCM Chair supported by OC

X
revised OC TOR and include in the Chair

41
 Activities Q1 Q2 Q3 Q4 Responsible
CCM-TL Governance Manual)

6. Prepare oversight work plan (schedule Oversight Officer with

of activities) and budget for 2024 and X X support from OC Chair and
update this oversight plan for 2024. CCM Exec. Secretary
7. Plan for online and face-to-face
oversight training of CCM members and
refresher oversight training of OC X X Oversight Officer
members in oversight in 2024

B. Gather and analyze strategic information from routine data, reports and engagement with stakeholders to identify grant performance problems
and bottlenecks

Review dashboard indicators for X Oversight Committtee with

appropriateness. support of Oversight Officer

Receive dashboard report, PU/DR29 and co- X X X X

financing file (graphs) from PR Oversight Officer
Analyze dashboard report and co-financing
information and meet with PR to clarify X X X X Oversight Officer
questions/doubts
Gather and analyze other strategic
information (i.e. Performance Letters,
external program reviews, national surveys X X X X X X X X X X X X
and reports) and identify issues to be
discussed with the PR and/or OC Oversight Officer
Gather other strategic information by
participating in stakeholder meetings
X X X X X X X X X X X X
involving the three diseases and identify OC members and Oversight
issues to be reviewed/analyzed by the OC Officer

29
PU/DR is submitted semi-annually, in February in reference to Qtrs. 3 and 4 and in August, in reference to Qtrs. 1 and 2.
42
 Q1 Q2 Q3 Q4
Activities
C. Gather and analyze strategic information from site visits to identify grant performance problems and bottlenecks
Responsible

Prepare site visit logistics and interview X X X X X X Oversight Officer with

tools for site visits support from PR

X X X Oversight Officer & OC site

Conduct site visits visit team
Prepare site visit report for Oversight X X X Oversight Officer & site visit
Committee team

X X X CCM Chair, supported by

Send draft site visit report to FPM30 Oversight Officer
D. Recommend actions to resolve grant performance problems and bottlenecks and mitigate risks

Prepare for Oversight Committee meeting,

including e-mail invites, agenda, venue
X X X X
logistics, materials and invite to PR to Oversight Officer (in
present consultation with OC Chair)
Oversight Officer with
X X X X support CCM Exec. Secr. &
Conduct Oversight Committee meeting OC Chair

Prepare Oversight Committee meeting X X X X Oversight Officer

minutes & presentation to CCM with
Oversight Committee recommendations
Send Oversight Committee minutes and X X X X Oversight Officer with
supporting materials (i.e. dashboard & co- support CCM Exec. Secr.
financing reports, draft site visit reports,
other strategic information) to CCM
30
The FPM has asked to receive timely site visit reports. For this reason, the draft site visit report will be sent soon after conclusion of the site visit. The final site visit
report will be sent once approved by CCM-TL in its next regular meeting.
43
 Activities Q1 Q2 Q3 Q4 Responsible
members prior to CCM meeting
Present Oversight Committee report and
recommendations at CCM Meeting
(including findings from dashboard & co- X X X X
financing reports, site visits—if conducted
—and other strategic information) OC Chair
Send CCM meeting oversight decisions
(approved actions) in a letter to Minister of X X X X
Health, copying PR administrator and FPM
Send final site visit report (approved by CCM Chair with support
CCM) to FPM, PR, constituencies and other X X X X from Exec. Secr. and
stakeholders Oversight Officer

E. Follow-up oversight recommendations to assure actions are taken to resolve grant performance issues and bottlenecks and mitigate risks

Maintain records of oversight actions X X X X X X X X X X X X

approved by CCM using the dashboard Oversight Officer
Follow up completion status of oversight X X X X X X X X X X X X OC with support of
actions approved by the CCM Oversight Officer
Report to CCM on status of oversight X X X X
actions approved in previous meetings OC Chair
Document oversight actions approved by
CCM in meeting minutes, as well as
information on the completion status of X X X X
oversight actions previously approved by
the CCM. Oversight Officer

44
Annex 9 CCM-TL Oversight Budget – 202331

Funding Budget Amount

Budget Item Budget Notes
Source Category (US$)
Hire an Oversight/Transition Officer (3 years)
(Note: The "amount to be disbursed" stated for this activity is the
ceiling amount available for the salary of the Oversight/Transition
Officer from 2023 till December 2025. The Oversight Transition
Officer salary per month is USD 1000. Hance, salary from May till
December 2022 was covered under the period of 2022. And can
Human Oversight / Transition
CCM Evolution 17,498 potentially be used to cover related costs such as an onboarding
resources Officer - Gross salary
package for the hired Officer. Any related costs will have to be
approved by the Global Fund)

If the amount cannot be expected to be fully spent by end 2023,

please reprogramme for another activity following a prior non-
objection from CCM Hub focal point
International Oversight Officer remotely trained by the GF consultant. CCM
External
Consultant (on-site Oversight committee coaching/mentoring will take place in 2023
CCM Evolution Professional 0
support / remote once the members are selected and appointed
Services
accompaniment)
4 times Oversight Committee members meeting with PR, meals and
CCM Funding Travel-related Oversight Committee coffee break
760
Agreement costs meetings Break down:
Meals: $10/person x 1 times x 19 persons x 4times $760.00
4 times meeting with OS committee members to analyse report and
CCM Funding Travel-related Oversight Committee Oversight Site Visit activities.
440
Agreement costs meetings Break down
Meal: $10/person x4times x 12persons= $440.00
CCM Funding Travel-related Site visits 20,602 3 times annual site visit to overseen program achievement indicator
Agreement costs as reported.:

31
Budget prepared and approved by Global Fund CCM Hub
45
Funding Budget Amount
Budget Item Budget Notes
Source Category (US$)
Break down:
Per diem for CCM members: USD 60/person x 9 persons x 5 days =
USD 2.700.00. Unite cost based previous budget approved.
Per diem for expert: USD 60/persons x 2 x 5 days =600.00. Unite cost
based previous budget approved.
Per diem for staff and drivers: USD 40/person x 5 persons x 5 days=
1.000.00.
Per diem for CCM Secretariat:
Per diem for ES USD 60/persons X 1 X5 days = USD 300.00. Unite cost
based previous budget approved.
Per diem for Adm and Finance Assistant and Coordinator Officer: USD
40/person x 2 persons x 5 days= USD 400.00
Sub Total: 5,000
Rental Car:
USD 150.00/day x 2 cars x 5 days= 1,500.00 Unite cost based on
actual rental cost for type TRITON car;
Fuel for car:
68ltr/car /district (CHCs and HPs)
68ltrx4 cars for 1 time $1,35/ltr= USD 367,20
Total cost for 3 times oversight visit: $1.101,60

Total cost for per diem of 1 time oversight visit: $5,000 x 3 times
OSV= $15,000
Total cost for 1 time rental cars for OS= $1,500 X3 times OSV= $ 4,500
Total cost for fuel for 1 time OS visit= $367.20 x 3 time= $ 1,101,60
Total Cost for oversight visit per diem, fuel for cars and rental cars for
one year is: $ 20,601,60

Please ensure only Oversight Officer from the Secretariat is included

from the CCM Secretariat for the site visits. Not all staff needs to go
to site visits at the same time.

46
47
Annex 10 CCM Integrated Performance Framework – Oversight
Performance Objective
Effective Oversight Committee (OC) is in
place with membership and plans
aligned with the Global Fund (GF) grant
priorities and relevant national
processes (e.g. national program
reviews and national planning).
The Oversight Committee (OC) uses
strategic information and analysis
effectively, supporting evidenced-based
decision-making throughout the GF
grant-life cycle.
The Coordinating Mechanism works
effectively with PRs to identify and
mitigate risks, bottlenecks and
challenges to grant delivery (adopts risk
management approach).
The Coordinating Mechanism supports
the realization of co-financing
commitments.
Annual Check
Does your Coordinating Mechanism have an Oversight
strategy? (ER 3A)
Does the OC have the following skills: financial
management, disease-specific expertise, procurement
and supply management, program management? (ER
3B)
Does the OC include Key and vulnerable populations /
People living with the disease(s) (KVP/PLWD)
representative(s)? (ER 3B)
Does the OC regularly collect strategic information,
including from non-implementers of GF grants
through consultations and/or site visits, for data-
driven decision-making? These may include
community-lead monitoring (CLM) observatories,
human rights complaints mechanisms, ... (ER3C)
Does the OC meet regularly with Principal Recipients
(PRs) to collect strategic information and discuss
implementation progress, challenges, risks, or the
need for program revisions?
(ER 3D)
Does the Coordinating Mechanism (General Assembly
- GA) make decisions when problems and challenges
are identified? (ER 3E)
Does the Coordinating Mechanism regularly share and
follow up on oversight results with the Global Fund
and in-country stakeholders? (ER 3F)
Does the Coordinating Mechanism discuss co-
financing on its meetings and with key stakeholders?
48