AMFm | CPM | |
---|---|---|
Oversight responsibilities | A sub-committee of the Global Fund Board provided oversight of the Secretariat | The Country Coordinating Mechanism at country level provided oversight of implementation by the PR of the grant |
Subsidy level | Set by the Global Fund Secretariat and applied across all pilots. The subsidy level under the AMFm was targeted at 95%, but in practice it differed by formulation and pack size | Since 2013, countries have set their own subsidy levels and these have evolved over time |
Supplier management | Supplier management was handled centrally under the AMFm and the CPM | |
Price negotiations | A maximum price approach was outsourced to a negotiating agent | A competitive tender was managed by the Sourcing Department at the Global Fund Importantly, this resulted in a supplier- and product-specific reduction in prices of about 30%. This reduction has offset the falls in subsidy levels in some countries |
First-line buyer responsibilities | The Global Fund determined first line buyer eligibility to participate and sent Local Fund Agents to conduct spot checks to monitor compliance with the terms and conditions of the agreement | PRs assessed first-line buyers, determined eligibility, maintained and oversaw agreements, and conducted spot checks for compliance with the terms and conditions of the agreement |
Order approvals | The Global Fund AMFm Unit approved all orders, initially on demand, and then on a monthly basis | One to four rounds for ordering per calendar year per country, and the PR had to review, validate and approve each round of co-payment allocations before the Global Fund could notify manufacturers of orders approved for co-payment |
Monitoring and evaluation | The Global Fund commissioned an independent evaluation and price-tracking surveys | PRs were responsible for tracking price and availability in the private sector |