Wits Health Consortium (WHC) was appointed as the principal recipient (PR) by the RCM for phase II of the TIMS grant. As in the first phase of the grant the a project management office (PMO) will be the de facto operational, coordination and implementation body for the TIMS grant under the direction of the Wits Health Consortium (WHC) Board. The primary objective of the PMO is to ensure that all project deliverables are achieved within agreed timelines; budgets and stipulated WHC and funder polices.

The key functions of the PMO include:

• Delivery Management: Responsible for managing the operational implementation and coordination of regional TB interventions in the mining sector, i.e. ensuring resources are dedicated to the appropriate outputs/projects; outputs are created within agreed timelines and within budget; and in-line with strategic goals.

• Performance Management: Responsible for managing results, i.e. providing a discipline for managing complexity, managing programs and projects to deliver results while minimizing impacts to timeline, quality and cost; and to conduct routine monitoring and evaluation of outputs and project delivery.

• Resource Management: Managing scarce resources (human and capital) to ensure they are allocated appropriately and are linked to performance and ability to deliver.

• Communication Management: Managing communications with all relevant stakeholders to ensure common and consistent messages; alignment to funder and WHC communication protocols, and appropriate stakeholder involvement; and pro-active and diplomatic management of country and regional representatives.

• Management of grant making and accountability systems and processes.

• Finance and Administration: Consolidated management of financials; maintenance of robust internal control environment; and administrative functions such as vendor & contract management; Management of relationships with legal and regulatory groups to ensure compliance.

• Managing a competitive sub-recipient and sub-sub-recipient selection (advertising, evaluation, selection and recommendations to the RCM and GF)

• Capacity building of sub-recipients and sub-sub-recipients as required.

• Management of sub-recipients and sub-sub-recipients (contracts; systems; reporting; internal controls; etc.)

• Implementation of appropriate policies, procedures and mandates for the proper management of the project in alignment with Global Fund requirements.