National Programme Capacity Tool

Capacity Assessment and Planning Tool - National Programme Implementation
Introduction
This Capacity Assessment and Planning Tool is designed for National Programmes for HIV, TB and Malaria. It can also be used for Global Fund Grant and other donor funded programmes. The main
purpose is to strengthen the systems and procedures of national entities to manage National Programmes. It has been developed based on the experiences from a number of different countries and
can be adapted for each country context where needed.
The tool has; 1) an Assessment Stage and 2) a Planning Stage. More detailed instructions on how to complete it are provided in the sample worksheet. There is a separate worksheet for each of the
main capacity areas required for a National Programme and/or donor funded programme. The worksheets include: Programme Management; Sub-Recipient Management; Financial Management; Risk
Management; Procurement and Supply Chain Management; and Monitoring and Evaluation. These should be used as a menu and the required capacities selected or capacities added based on the
country programme, disease and/or national entity. The capacities listed have been aligned against the Global Fund LFA assessment and Minimum PR Requirements updates can be found on
http://www.theglobalfund.org/en/.
Ideally the assessment and planning should be conducted using a participatory process with relevant stakeholders supported by structured facilitation.
Implementation Capacities
The following is a summary of the priority Capacity Development Results that are often identified as a result of the assessment and planning stages of the process:
1. A functioning Financial Accounting system able to produce timely and accurate reports and support the preparation of disbursement requests that meets the national and Global Fund requirements.
2. Operations Manuals with procedures and templates that are being utilised to support the implementation of the programmes and meet the national and Global Fund requirements
3. A Procurement and Supply Chain Management system that has the capabilities to forecast, procure and ensure end users have reliable access to commodities, that provides value for money and
meets national and Global Fund quality requirements.
4. An M&E system that is able to generate quality and timely data that is being used to generate accurate and timely reports; to facilitate analysis; and to inform management decisions.
5. Sufficient adequately qualified Human Resources that understand and can comply with the Standard Operating Procedures (SOPs) to the minimum levels required nationally and by the Global Fund.
6. Oversight and Accountability mechanisms guided by risk identification and provide sufficient fiduciary management and due diligence of Global Fund investments.
7. Human Rights / Gender Equality/ Sexual Orientation and related barriers to accessing services are addressed.
Resource Mobilisation
The preparation and implementation of the Action Plan will allow resources to be mobilised from different sources including government expenditure, donors, UN agencies, international NGOs and the
Global Fund. Coordination between the funding sources and the donors will be important to draw on the comparative advantage of each organisation and optimise the resources available.
How to fill in the spreadsheet:
Assessment phase Planning phase
Capacity Assessment Capacity Development Planning Budget
Capacities Status Areas for Activities Outputs Priorities Responsible Year 1 Year 2 Year 3
Required improvement
Units costs Additional Sub-total
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Item # of units Total (US$)
(US$) items (add. cost)
Specific Indicate the Indicate which Indicate Indicate Indicate Organisation, Indicate x x x Budget item 200.00 25 Other items 10,000.00 15,000.00
capacities current areas needs specific expected priority unit or person timeline here to complete - e.g.
have been status of the addressing actions to result of here: High responsible (x) the action - travel,
pre-filled capacity address the (H), for the action e.g. equipment
here - these (systems, areas for action Medium consultant
can be performance, improvemen here (M) or Low support
edited to fit etc.) t (L)
the context
programme Management
Capacity Assessment Capacity Development Planning
Capacities Required Status Areas for improvement Activities Outputs Priorities Responsible Year 1 Year 2 Year 3
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Legal Framework to enter into Grant Agreements
To put in place the legal
capacity, status and authority
to enter into the grant
agreement with the Global
Fund
To identify the Regulations

and /or Decree(s) required to
provide a legal framework for
the National programme
Manager / Global Fund PR
(both for Government and/or
Non Government).
To plan, establish and

document a legal framework
to implement National
programme(s) and Global
Fund grant(s).
To have simple guidelines for

the National programme
Manager / Global PR to
understand, increase
awareness and comply with
the Legal Framework.
Organizational leadership, management and organizational structure, transparent decision-making processes and accountability systems for national programme management and grant implementation
To design and conduct a
Functional Analysis of the
PR(s) to identify the leadership
and functions required to
implement National
Fund Grants
To identify structures, roles

and responsibilities and
accountability for the National
programme Manager / PR(s)
and where relevant potential
SRs to implement the National
programmes / Global Fund
Grants
To have a transparent
decision-making and
accountability systems and
processes in place for National
programmes / Global Fund
Grants
To have in place an
operational plan that is
aligned to the NSP, donor
programmes and Global Fund
grants to support
coordination.
To ensure that the operational

plan is based on national and
international guidelines and
takes into account issues
related to accessibility of
products and services for Key
Affected Populations.
Human Resource Management (HRM)

To have organograms with
clear reporting lines and
accountability
To have HRM policies for the
PR(s) to implement the
National programmes / Global
Fund Grants (including
guidance on ethics, oversight,
accountability and conflict of
interest)
To utilise recruitment policies,

Standard Operating
Procedures (SOPs) and TORs to
ensure open, transparent,
competitive and merit based
recruitment
To be able to conduct reviews

of salary levels and financial
and non-financial incentives to
maximize recruitment and
retention
To facilitate the development

of a Staff Development Plan
for the PR(s)
To have adequate health
expertise (HIV/AIDS,
tuberculosis and/or malaria)
and cross-functional expertise
(finance, procurement, legal,
M&E) to implement the
National programme / Global
Fund Grant
Operations Manual
To have and utilise operations
manuals to implement the
National programme(s) /
Global Fund Grant(s), which
include indicators for
programme and SR
Management to allow
performance to be measured
To have and utilise Standard

Operating Procedures (SOPs),
with standard templates and
guidance to support the
implementation National
Fund grants
Work Planning
To have in place and utilise
work planning process and
templates for the National
programme(s) / Global Fund
Grant(s)

procedures for the PR(s)
routine management actions
To have in place and utilise the

quarterly report template so it
collects data for the
generation of reports for
Global Fund Grant(s)
To have in place and utilise a

coordination mechanism for
programming, SR
management and M&E of
Global Fund Grant(s)
Budget
Year 3
Units costs Additional Sub-total Total (US$)
Q4 Item # of units
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0.00
Total: 0.00
Sub-Recipient Management
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
SR Selection -Capacities
SR selection process and
procedures (for government
and non government entities)
To develop and utilise SRs

TORs and SR selection panels,
with a defined role for CCM
oversight for SR selection
To have in place and utilise SR

contract templates /
agreements that meet the
requirements of the National
Programme and the Global
Fund grants and give the PR
authority to withhold
disbursement to sub-
recipients
SR Management-Capacities
To have in place and utilise SR
management procedures and
templates, including for
monitoring the programme
implementation at sub-
recipient level and reviewing
sub-recipients’ financial and
programme reports for
completeness and technical
soundness

processes to identify priority
capacity development
activities of selected SRs, that
adequately cover the four key
areas: 1) Monitoring &
Evaluation (M&E), 2) Financial
Management and Systems, 3)
Procurement and Supply
Management and 4)
Programme Management
capacity, as appropriate
processes, plans and technical
capacities to address priority
capacity development
activities of selected SRs

monitoring of the
implementation of identified
capacity development actions

programme of SR meetings,
evaluations, oversight field
visits and spot checks to
support the development and
implementation of SR work
plans and budgets

procedures and systems to
manage disbursements (from
request through to payment)
to ensure accurate
disbursement of funds to sub-
recipients in a timely,
transparent and accountable
manner to SR’s, that also take
into account the magnitude of
the disbursements

financial and management
information system sufficient
to ensure the availability and
integrity of financial and
programmatic data from the
sub-recipients, that enables
the PR to adequately track
sub-recipient expenditures

procedures and checks to
ensure the safeguarding of
assets held by sub-recipients
Budget
Year 3
Q4 Item # of units Total (US$)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total: 0.00
Financial Management
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
To update and utilise with
acceptable levels of
compliance Financial
Management Manuals to
allow the PR(s) to meet the
national and Global Fund
requirements, including,
budgeting, accounting, levels
of authority, audits, taxation
and asset management.
To update and utilise FM

Standard Operating
Procedures (SOPs) templates
and guidelines, ensuring the
PR and SR SOPs are
harmonized e.g. completion of
the Project Updates /
Disbursement Requests
(PU/DRs).
To conduct the dissemination

and roll out of the FM Manuals
and SOPs, including training
and support.
Budget Systems
To review, revise and utilise
national entity budget systems
and procedures to enable
budgeting for the National
Programme and Global Fund
to be conducted linked to the
programme / project
documents.
To put in place and utilise a

system for monthly
management reports for
financial monitoring internally,
monitoring SRs and to inform
decision making.
To develop, put in place and
utilise a system with guidelines
for national entities to carry
out budget variance analysis
and corrective action of SRs.
To put in place and utilise with

compliance budget reporting
procedures and templates to
meet the needs of the CCM,
the national system and the
Global Fund including
producing clear rationales and
justifications for budget
allocations and variances.
To design and implement a

systematic approach for
national entities with fair cost
allocation that can also be
adapted by SRs where
required.
To put in place and utilise an

approved Travel and
Subsistence policy with per
diem rates in line with the
policy.
Sustainable Financing
To design and conduct
periodic costing reviews to get
a clear picture of the current
levels, sources and areas of
expenditure, including
determining the costs of
delivering services, areas
where there are potential
savings, as well as how and
where to reinvest savings.
To put in place and utilise

processes for the identification
of priority areas for
investment and the
production of investment
cases, as well as identifying
current and future funding
shortfalls.
To be able to consider the best
‘blend’ of financing to deliver
services and consider the
options for government
financing and partners, to
make the optimal investment
in National Programmes.
To be able to continually
identify opportunities to
maximize cost savings and the
implementation of Value for
Money approaches.
Accounting Systems, Software and Reporting

To have an accounting system
in place to record and monitor
actual spending against
budgets and work plans of the
National Programme and grant
agreements and analyse
variances, taking action where
needed.
To be able to review, identify

and put in place accounting
software that is suitable for
the requirements of the
National Programme financial
management and the
requirements of the Global
Fund and other donors.
To be able to identify and put

in place the software and
hardware upgrades with the
specifications necessary to
conduct the National
Programme Manager, PR and
SR financial management
roles, that meet the minimum
requirements and enable the
production of consolidated
reports.
To be able to design, put in
place and utilise a Chart of
Accounts (COA) and FM
reporting system that can
report against; Service
Delivery Areas; project
components; and
implementers, including
budget lines develop with
identification codes to meet
national and Global Fund
requirements.
To design, put in place and

utilise with acceptable levels
of compliance a system to
back up PR and SR accounting
data and to allow storing off
site.

system to ensure that the PR
and SR remain up to date with
income tax remittances.
To have in place and utilise an

exemption from taxes for all
grant funds.
storage of all accounting and
supporting documents
retained over the lifetime of
the grant and for a sufficient
and specified time afterwards.

systems to produce financial
reports (e.g. monthly
management accounts and
commentary) produced that
are used by the PR(s) for
decision making.
Financial Management Oversight and Accountability

To be able to continually
review and strengthen
financial oversight and
accountability by; providing
training for CCM and national
entity managers; clarifying
lines of oversight and
accountability in organograms
and TORs; and the use of risk
mapping and risk
management.
To be able to put in place and
of compliance a risk
management process
including; a methodology and
guidance for risk mapping; risk
management; and risk
mitigation.

with acceptable levels of
compliance an internal audit
function with ; audit TOR sand
SOPs; adequate and qualified
auditors; management follow
up of audit recommendations;
and strengthened
implementation of
investigative and disciplinary
procedures.
To ensure that Conflict of

Interest (COI) policies are in
place and integrated into
procedures and guidance for
the CCM PR and SRs.
Disbursements
To put in place and utilise,
compliance a cash forecast
information system and
template for SR disbursements
requests with relevant
training.

through the accounting
software a system for tracking
disbursements of SRs
(advances, cash balances and
expenditures).
Treasury Systems
treasury system to support the
production of cash forecast
information for disbursement
requests.
To update / put in place and
utilise government Treasury
Systems to accommodate
funding flows for the national
program and Global Fund
programmes, with acceptable
levels of compliance.
To put in place, utilise and

monitor separate bank
accounts for the Global Fund
programme for PR(s) and
SR(s).

ensure sound management of
petty cash by PR(s) and SR(s).

ensure that PR(s) and SR(s)
require double signatures for
cheques and transfers.

systems and procedures for
PR(s) and SR(s) to prepare
monthly bank reconciliation
statements that are reviewed
and approved.
To introduce and utilise

payment vouchers which will
have details of payments,
Chart of Account (COA) with
project to be charged and
signatures of the preparer,
officer certifying payment and
officer approving payment.
To put in place monitoring and

supervision to ensure that
payment vouchers are being
used.
Purchasing system (for non-health products)

process including; (1) A code
of conduct to avoid
occurrence or perceptions of
conflicts of interest (2)
Methods of procurement and
when different methods
should be applied, (3)
Procedures for requests for
tenders, (4) Procedures for
bid evaluation, (5) Procedures
that are transparent and
competitive, with acceptable
levels of compliance.

compliance a purchase order
system for accountability,
tracking of commitments and
ensuring specified goods and
services are received by the
PR(s) and SR(s).
To strengthen / put in place

and utilise with acceptable
levels of compliance a system
of contract management with
sufficient description of the
work to be performed by the
PR(s) and SR(s).
Asset Management
levels of compliance, systems
and procedures to check that
SRs have a system of adequate
safeguards to protect assets
which is supervised by the
PR(s).
and procedures to ensure that
SRs have periodic physical
inventories of fixed assets and
stocks that are reviewed and
compared with the fixed asset
register and inventory list,
PR(s).

SRs insure their assets, which
is supervised by the PR(s).

SRs adopt and implement
sound procedures for asset
and inventory management,
PR(s).
Human Resources
To conduct a functional
analysis to identify the
structure required.

utilise Human Resource
policies and procedures, with
compliance.
To develop / revise Structure
and TORs for Financial
Management specialists with
clear accountability and
reporting lines, roles and
responsibilities, clear
segregation of duties and
review the mix of consultant
vs. staff civil servants.
To develop a recruitment plan
of key Financial Management
positions to provide sufficient
absorptive capacity for the
PR(s), together with an
oversight mechanism for the
recruitment process, as well as
the possibilities to enhance
staff retention.
To conduct a training needs

analysis and deliver training
programmes for financial
specialists, with opportunities
to obtain recognized
qualifications.
Budget
Year 3
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0.00
Total: 0.00
Risk Management
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Risk Management
To develop and conduct a risk

identification process for
National Programmes and
Global Fund grants in the
following areas; governance /
strategy; programme
management; sub-recipient
management; financial
management and PSM.

process to identify risk
mitigation actions and the
residual risks.

risk mapping process to
identify and map the
probability and impact of the
risks identified.
To put in place and utilise an

approach to produce and
implement a prioritized risk
management action plan for
National Programmes and
Global Fund grants.
Budget
Year 3
0.00
0.00
0.00
0.00
Total: 0.00
Procurement and Supply Management
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Policies and Procedures
procurement and supply chain
legal framework and
guidelines to meet,
international standards, to be
compatible with national
requirements and meet Global
Fund requirements

procurement and supply chain
policies, guidelines and
procedures to meet,
international standards, to be
compatible with national
requirements and meet Global
Fund requirements
To produce / update and

utilise procurement and
supply chain management
(PSM) Manual(s) Standard
Operating Procedures (SOPs)
including; procurement supply
chain planning; guidelines and
templates; standard
documents that are
compatible with international
and national requirements
To roll out and provide

training for the PSM
guidelines, procedures and
templates for planning;
monitoring; contract
management; quality
assurance; receive and
storage; and distribution etc.
To implement a procurement
process that is competitive,
efficient and transparent
Intellectual Property Rights

To review, put in place and
comply with patent law that
allows for the patenting of
pharmaceutical products
To incorporate and utilise

TRIPS agreement flexibilities
into National intellectual
property legislation
To gain and maintain

membership of regional
organization administering
patent systems
To prepare, implement and

comply with Intellectual
Property Rights (IPR) policies,
procedures and guidelines
To develop and implement

approaches on how IPR
flexibilities can be used to
increase access to medicines
Procurement and Supply Chain Planning

quality assurance plans to
monitor product quality
throughout the in-country
supply chain, guided by the
WHO ‘Model Quality
Assurance System for
Procurement Agencies’
(MQAS)
To identify and utilise the

optimal approach to procure
and distribute
pharmaceuticals, commodities
and supplies, taking into
account quality and frequency
To put in place, manage and

utilise a system of long term
arrangements for tenders for
pharmaceuticals, commodities
and supplies

comply processes, procedures
and guidelines to conduct PSM
planning
To have and utilise processes
that are capable of identifying
and implementing an
appropriate duration of
procurement cycle from,
product selection until arrival
of goods
To have a Value for Money

(VfM) process in place that is
used efficiently and
transparently
To have in place, utilise and

comply with a national PSM
planning oversight and
accountability system,
including procurement
committees and independent
observers

national structures to conduct
PSM planning, risk
management and quality
assurance

monitoring and verification
role conducted on a quarterly
basis
Product selection
To have national entities that
have awareness of policies on
product selection in line with
Global Fund requirements,
compliance
To have national entities with

clear roles and responsibilities
for product selection
Management Information Systems

quality assurance, national
Management Information
Systems (MIS) that are able to
keep track of stock levels and
consumption data
national MIS that can provide
reliable and regular reports to
central level to enable
appropriate quantities to be
ordered
Forecasting
To have national systems and
procedures in place for
developing forecasting of
health products to meet
Global Fund and national
requirements, with acceptable
levels of performance
To have and utilise national

systems with up to date
consumption methods for
quantities of drugs distributed
and dispensed

quality control systems to
systematically draw random
samples for all pharmaceutical
batches, with acceptable levels
of compliance

systems and procedures for
forecast validation, with
sufficient quality assurance in
place
To have and utilise systems

and procedures for managing
buffer stocks, with sufficient
quality assurance in place
To have and utilise systems

and procedures for managing
forecasting data, with
sufficient quality assurance in
place
To revise and roll out revised

forecasting systems and
procedures where required
Receipt and Storage

To put in place, utilise, with
compliance a distribution
processes that can handle the
requisition of supplies to avoid
treatment and programme
disruptions
To be able to consider and

decide on PSM arrangements
and systems including the
level of outsourcing
warehousing and transport or
providing these facilities and
services in house
To design and utilise a

distribution plan for supplies,
dispatches and transportation

adequate levels equipment
and transportation, with
defined security measures for
transportation

Logistics Management
Information Systems
(LMIS)with requisitions and
stock reporting tools
To prepare and implement

storage capacity plans to
manage and upgrade storage,
to meet requirements in
storage conditions (including
ventilation) and equipment
needed for the type and
quantity of the products to be
stored
To manage and improve

central and regional storage
conditions and equipment
management, to meet
requirements, including
facilities with temperature
monitoring and controlling
mechanisms
national entities systems for
inventory control and the
management of inventory
check mechanisms to meet
requirements, with acceptable
levels of compliance
To put in place, utilise with

compliance systems and
procedures for security
measures for theft and
damage, to meet
requirements throughout the
supply chain

expiry systems and procedures
for managing stock, including
expired stock, with sufficient
levels of adherence
Structure & Human Resources (based on the selected procurement option)

analysis to identify the PSM
structure required
To develop TORs for PSM
specialists with clear
accountability and reporting
lines, and review the mix of
consultant vs. staff civil
servants

of key PSM positions, together
with an oversight mechanism
for the recruitment process, as
well as the possibilities to
enhance staff retention
To develop a training needs

programmes for PSM
specialists
Budget
Year 3
Q4 Item # of units
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Total: 0.00
Procurement and Supply Management
H M L Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
M&E Systems
To be able to review, revise
and utilise M&E Systems for
the PR(s) and SR(s).
To be able to develop and
utilise realistic and relevant
indicator frameworks to allow
routine monitoring of activities
that are aligned to the goals
and objectives of National
Programmes and Global Fund
grants.
To be able to revise and where

needed simplify M&E tools for
use by the PR(s) and SR(s) to
report accurate and quality
assessed data.
To be able to select / review

and upgrade MIS systems and
social database for National
Programme Manager, PR(s)
and SR(s), including
considering new approaches
e.g. a unified database, local
data input by SMS etc.
To be able to select / review,

upgrade and maintain
hardware and software needs
for the PR(s) and SR(s) and
identify any training needed.
To be able to update,
disseminate and utilise the
M&E Manual for the PR(s) and
SR(s).
M&E Plan
national M&E Plan that is
sufficiently detailed on how
the National Programme and
the Global Fund Grant(s) will
be monitored and evaluated
and results reported to the
Global Fund and other donors.

review the quality and
comprehensiveness of the
indicators in a M&E Plan,
including; indicator definition
which are encoded in the
HMIS; setting baseline targets;
and measurement methods.
To be able to put in place a

comprehensive and adequate
M&E budget.
implement a M&E work plan
with clearly identified
activities; time lines for
implementation; and who is
responsible.
To be able to coordinate the

M&E Plan by integrating the
National Programme and
Global Fund M&E activities
under the guidance of a
Technical Working Group.
M&E Reporting
To be able to design and
utilise, with acceptable levels
of compliance quarterly
reporting template(s) for the
PR(s) and SR(s).

utilise Health Management
Information Systems (HMIS)
databases to improve
programmatic reports by
providing better client and
service tracking.
To be able to prepare and
share latest reports and
evaluations including; disease
status at the national and sub-
national levels; and
performance of each relevant
disease programme and the
heath system.
To be able to produce and

utilise strong epidemiological
and health data at national
and sub-national levels
(including by age and sex for
key populations).
M&E analysis and decision making

of compliance, systems for
aggregating and analysing data
(including by age and sex for
key populations).
To put in place a HMIS data-

assurance mechanism that can
annually verify data.
of compliance a M&E checklist
for use of data and decision
making.

facilitate with acceptable
levels of compliance, regular
program evaluations based on
accurate data.

of compliance systems to
utilise evaluation outcomes for
decision making.
Human Resources
analysis to identify the
Monitoring and Evaluation
structures required.
utilise Human Resource
policies and procedures with
compliance.
To develop / revise Structure

and TORs for Monitoring and
Evaluation specialists with
clear accountability and
reporting lines, roles and
responsibilities, clear
segregation of duties and
review the mix of consultant
vs. staff civil servants.

of key Monitoring and
Evaluation positions to provide
sufficient absorptive capacity
together with an oversight
mechanism for the
recruitment process, as well as
the possibilities to enhance
staff retention.
To develop a training needs

programmes for M&E
specialists with opportunities
to obtain recognized
qualifications.
Budget
Year 3
Q4 Item # of units
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total: 0.00

National Programme Capacity Tool

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National Programme Capacity Tool

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Capacity Assessment and Planning Tool - National Programme Implementation

To identify the Regulations

To plan, establish and

To have simple guidelines for

To identify structures, roles

To ensure that the operational

Human Resource Management (HRM)

To utilise recruitment policies,

To be able to conduct reviews

To facilitate the development

To have and utilise Standard

To have in place and utilise

To have in place and utilise the

To have in place and utilise a

To develop and utilise SRs

To have in place and utilise SR

To have in place and utilise

To have in place and utilise

To have in place and utilise a

To have in place and utilise

To have in place and utilise a

To have in place and utilise

To update and utilise FM

To conduct the dissemination

To put in place and utilise a

To put in place and utilise with

To design and implement a

To put in place and utilise an

To put in place and utilise

Accounting Systems, Software and Reporting

To be able to review, identify

To be able to identify and put

To design, put in place and

To put in place and utilise a

To have in place and utilise an

To put in place and utilise

Financial Management Oversight and Accountability

To have in place and utilise

To ensure that Conflict of

To put in place and utilise

To put in place, utilise and

To put in place, utilise and

To put in place, utilise and

To put in place and utilise

To introduce and utilise

To put in place monitoring and

Purchasing system (for non-health products)

To put in place and utilise with

To strengthen / put in place

To strengthen / put in place

To strengthen / put in place

To update / put in place and

To conduct a training needs

To develop and conduct a risk

To put in place and utilise a

To put in place and utilise a

To put in place and utilise an

To review, revise and utilise

To produce / update and

To roll out and provide

Intellectual Property Rights

To incorporate and utilise