Guidance Programme

[Ashlyn Robello]

Countriesare encouraged to develop a GCF Country Programme to drive their project and programme pipelines with GCF, and countries may request support from the GCF Readiness and Preparatory Support Programme (Readiness Programme) for its development and update.

A programme review is an integral part of the management cycle of a tuberculosis (TB) programme. It provides a structured way to assess the performance of the programme and improve its quality; it also informs the development or updating of the national strategic plan (NSP).

The purpose of this guidance is to assist countries in planning and conducting programme reviews, so that the response to TB within and beyond the health sector can be assessed and contribute to improved health and social outcomes. This document complements the WHO Guidance for national strategic planning for tuberculosis, published in 2022, and it replaces the 2014 WHO Framework for conducting reviews of tuberculosis programmes. It has been developed to better align with global commitments, strategies and approaches, using lessons learned through use of the 2014 framework and the experience of various stakeholders in in conducting reviews of TB programmes. This guidance presents principles and processes that can be applied in reviewing programmes within the broader health system and can be adapted to local contexts.

This guidance is intended primarily for use by ministries of health, but also by other stakeholders including relevant ministries and government departments, civil society organizations, affected communities, and technical and funding partners. Its adoption by stakeholders will enable programme reviews that are participatory, evidence based, country owned and country led. By providing guidance to countries in their efforts to end TB, programme reviews will help to lay the foundation for strategic plans that can effectively steer the TB response towards the End TB targets and the goal of universal health coverage.

This guidance is intended to make joint programmes more effective, catalytic, and easier to use. It responds to guidance and decisions by members states, lessons from experience, and needs identified by UN Country Teams. It offers several important changes to make JPs lighter and more user-friendly for rapid implementation, with fewer transaction costs.

It is made up of 6 chapters and 2 annexes and whilst each covers a different element of Supporting Families each chapter should not be taken in isolation but read as a whole. This guidance comes into effect from 1 April 2022 and covers the period up to and including March 2025

This chapter provides a summary of Supporting Families objectives including the continued focus on providing support for vulnerable families and driving wider reforms in the way public services are delivered.

Whilst all families who require support will benefit from the Supporting Families approach there are some specific requirements regarding the payment of funding for successful outcomes. This chapter provides details regarding how to identify and work with families where a result payment will be claimed for successful family outcomes achieved.

When a successful family outcome is achieved local authorities may make a claim for payment by results funding. This chapter details the evidence that is required to make a claim for a successful family outcome.

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This is because the state of the compliance programme at the time of offending is relevant for some decisions; its current state is relevant for other decisions; and, if a DPA is under consideration, how it could change going forward can also be relevant. Examples are provided below.

Considerations about which tools to use and the other factors which impact on investigating compliance should be reflected in any relevant case decision log entries and Investigation Plans addressing how the compliance programme will be evaluated.

As individual cases differ, this chapter does not prescribe a particular approach. However, it is important to maintain an open investigative mind-set, testing and corroborating evidence from a number of sources.

Top-level involvement in bribery prevention includes, among other things, assurance of the risk assessment, specific involvement in high-profile and critical decision-making, and the selection and training of senior managers to lead anti-bribery work.

The Guidance also sets out typical external and internal factors to be considered, and emphasises that top management must oversee the evolving risk assessments conducted in response to corporate, business or jurisdictional changes. Policies and procedures should evolve to match what is disclosed by periodic risk assessments or other stimuli (Principles 3.4 and 6.1).

Psychological distress is widespread among large segments of the populations, due to the immediate effects of the virus on health, due to the consequences of measures to contain the spread, such as physical isolation and suspension of services, and due to the worries about loss of livelihoods and education. The direct effects of the pandemic are compounded by the effects of ongoing humanitarian emergencies and sociopolitical and economic fragility in countries hosting vulnerable populations. The humanitarian community through the Inter-Agency Standing Committee has therefore asked for dedicated attentions and resource mobilization for mental health and psychosocial support (MHPSS) within the Global Humanitarian Appeal for the COVID-19 response.

In March 2020 the IASC Reference Group on Mental Health and Psychosocial Support uniting 57 humanitarian organizations as member issued the Interim Briefing Note Addressing Mental Health and Psychosocial Aspects of COVID-19 Outbreak. This document has proven to be very useful in the response and has till now been translated in 24 languages. It covers a set of recommended activities as well as messages for different target groups.

The current document is an annex to the Interim Briefing Note and is meant to support the MHPSS operational response within the various sectors of humanitarian work. Approaches and interventions to MHPSS are not confined to one sector, but need to be integrated within many existing sectors and clusters.This document contains a wealth of operational information and practical approaches that can be used for humanitarian programming in health, SGBV, community-based protection, nutrition, camp management and camp coordination.

The document contains many references to other documents that can be accessed through hyperlinks. Make sure that you consult the latest version of those documents, since knowledge around COVID-19 is developing rapidly. For guidance on health aspects of the pandemic, see the Country and Technical Guidance on Coronavirus disease (COVID-19) on the website of the World Health Organization.

This publication from the Wolfsberg Group is designed to provide guidance to the financial services industry on how to develop, implement, and maintain an effective Anti-Bribery & Corruption (ABC) Compliance Programme, and should be read in conjunction with applicable legislation, regulation, and guidance issued by authorities in the jurisdictions in which a financial institution conducts business. The overall objective of the Guidance is to promote a culture of ethical business practices and compliance with ABC legal and regulatory requirements.

Today the Wolfsberg Group is publishing its updated Anti-Bribery and Corruption Compliance Programme Guidance. This document updates the 2017 version and it is designed to promote a culture of ethical business practices and compliance with ABC legal and regulatory requirements.

The Guidance is a risk-based approach for the adequate development and implementation of compliance programmes to prevent, detect, and report acts of Bribery and Corruption and identifies areas of elevated risk. While no ABC compliance programme can prevent or protect against Bribery and Corruption risks completely, and there is no one-size-fits-all solution, this guidance can help the industry mitigate Bribery and Corruption risks by using elements including but not limited to:

If you manufacture a diagnostic technology, you can ask us to consider it for guidance. We look at how it compares with technologies already available and if it offers advantages over current practice.

We regularly review our diagnostics guidance. If there is no new research or evidence available that would have a material effect on the guidance, it gets moved to the static list. If new evidence becomes available, the guidance can be transferred back to the active list for further appraisal.

BEIS is accountable for the programme budget and decides which projects will be funded with government resources. BEIS carries out a value for money and policy evaluation on each eligible application.

Innovate UK is the delegated budget holder and contracting authority for the programme. Innovate UK provides independent assessment and evaluation of application submissions, monitors live projects, and manages the distribution of grant funding.

As the budget holder, BEIS is the decision maker for the ATI Programme. This means BEIS decides which projects pass the expression of interest assessment and which projects are funded following the full stage application assessment.

The ATI Programme Strategic Batches will fund industrial research (as defined in the categories of research and development section of the Innovate UK general guidance) or capital infrastructure projects only.

You must sign up to the Aerospace Technology Institute Framework Agreement before submitting an application. The framework agreement provides clarity for organisations dealing with the Aerospace Technology Institute, about how their information will be used and treated confidentially. The framework agreement also covers the industrial contributions organisations must pay to the institute during ATI Programme grant funded projects.

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