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A new fund code and operational procedures have
been clarified for Expert Advisory Services provided by the Headquarters’ staff.
A new position type “Structure Post (SP) – Direct
Project Costing” in Atlas is available to track the positions better that
routinely provide project implementation support services (UPL/LPL based) or advisory
services through Development Effectiveness (DE) fund source.
DPC account codes with better definitions to
attribute UPL/LPL based services and DE advisory services have been added.
A new fund code has been provided for CO
stand-alone projects where a pre-financing could be essential.
The Delegation of Authority (DoA) policy was first
approved by the Organization Performance Group (OPG) in 2012, and has been
updated based on the Corporate Accountability Framework (CAF) that was approved
by the Executive Group in March 2015. While the CAF provides a functional view
of accountabilities, the DoA outlines the specific accountabilities by
individual senior managers for actions undertaken within those functions. The
Policy has its Annex
A detailing specific delegations, starting from the Administrator,
Associate Administrator and those delegated to the heads of UNDP offices in
headquarters and in country offices.
The Policy aims to foster the culture of high
performance through making performance management an integral part of every-day
work. It encourages more frequent
interactions/communication between staff and managers on performance and
shifting the focus from compliance with annual milestones to higher quality
As per audit recommendations, responsibilities of regional bureaus/regional hubs and BMS have been clarified.
To adjust the changes on Furniture and Equipment: Acquisition and Maintenance policy which were made in Feb 2017 based on the audit recommendation, the following descriptions on Assets and closure of projects were added for clarification purpose.
Assets and closure of projects
Updated CPD Template has been added. This template guides how theories of change should
be incorporated throughout the country programme document (CPD) to explain our
programming choices based on evidence, learning and UNDP’s comparative
advantages. Clearer expectations on how support to SDG achievement in the
country should be reflected within the theory of change and as a coherent
programming strategy is also included. Finally, a standard required statement
has been added on Direct Project Costing in the Programme and Risk Management
new project document template (2017) has been uploaded, reflecting new
clauses on fraud prevention and accountability to strengthen risk management
provide clarity, a background note on Background Note on Global Economic
Sanctions and Procedural Guidance has been
added to a procedure for creating and approving vendors. UNDP must facilitate
each bank’s exercise of its obligations by providing full, accurate and
complete information about a payment and the beneficiary. This information may
be captured at different stages of procurement or accounts payable processes,
but in all cases, the preparer must capture full and complete information.
home leave is discontinued, except in category D and E duty stations that are not designated for rest and
recuperation (R&R) under the framework of International Civil Service
A mobility incentive is introduced to replace the current mobility allowance. The annual amounts of the mobility incentive per grade band are as follows:
The incentive is payable to staff with at least five consecutive years of prior service in a UN common system organization, as of their second assignment, following a geographical move. Staff assigned to category "H" duty stations will not be eligible to the incentive. The incentive will be payable for a period of up to five years. Staff members serving in the "H'' duty stations that are in receipt of the mobility allowance or received a letter of offer that included the mobility allowance will continue to receive the current amount for up to five years or the move to the next assignment, whichever comes earlier. The mobility incentive will be increased by 25 per cent as of the 4th assignment, and by 50 per cent as of the 7th assignment.
The hardship allowance system is adjusted as follows, eliminating the current single rate (amounts in USD):
The current additional hardship allowance is replaced with a non-family service allowance. Eligible staff with recognized dependents receive 19,800 USD/year (1,650 USD/month); staff with no dependents receive 7,500 USD/year (625 USD/month).
Eligibility to repatriation
grant is subject to a minimum of five years of expatriate service. Serving
staff will retain their eligibility under the current grant up to the number of
years accrued at the time of implementation.
The entitlement formerly known as the Assignment grant is now called Settling-in grant. Under this policy, payment of the non-removal allowance is discontinued. Staff who moved prior to the implementation of the new relocation package and are in receipt of non-removal allowance will continue to receive the allowance for up to five years, or until they move to another duty station, as per current eligibility criteria.
Further, the second lump sum equivalent to one additional month of net salary previously payable under the non-removal option in case of moves to field duty stations for three years or more has been abolished. Where the letter offer issued to the staff member includes a payment of the second lump sum payment, this will be honoured.
Information and FAQs on these updates and other elements of the New Compensation Package for internationally recruited staff members in the professional and higher categories can be found on OHR website.
to the POPP content on GMS income to reflect the changes arising from
the 2017 enhanced planning exercise, including:a. A discontinuation of internal distribution of GMS income for all funds except those from Vertical Funds;b. A revised GMS rate calculator for UNDP, GEF, GFATM and MP projectsc. Recording of DPC in relation to GMS exceptions.
Adjustments to the POPP content on GMS income to reflect the changes arising from the 2017 enhanced planning and budgeting exercise, including:
Pre-award negotiation is the process in which the business unit discusses certain aspects of the bid with the bidder who has been recommended for the award of the contract, with the aim of understanding the rights and obligations of both parties and to achieve a mutually beneficial agreement. Negotiation is not a mandatory step in a procurement process. It shall be undertaken on an exceptional basis, and shall be only initiated by UNDP subsequent to review of the procurement process by the relevant procurement authority and in accordance with this policy.
The policy outlines the two types of negotiations:
Price alone, under normal circumstances, should not be negotiated (especially in cases of open competition, which is designed to reflect true value for money). An exception can be made in a situation where the price quoted by the recommended offeror is deemed to be higher than market rates. Negotiation of price in Direct Contracting – When UNDP is evaluating only one offer, the price can and should be negotiated whenever necessary.
Based Pooled Funds (CBPF) are designed to support cluster coordination and stronger
humanitarian leadership. Such funds are made available to UN agencies and NGOs
that participate in the country’s consolidated appeals process (CAP) or
Humanitarian Response Plan (HAP). The Guidelines on Engagement with NGOs under
CBPF supplements OCHA’s Operational Handbook for CBPFs(2015), and
provides guidance to Country Offices acting or considering to act as Managing
UNDP Country Offices in the Central African Republic, the Democratic Republic
of Congo, South Sudan, and Sudan are Managing Agents for CBPF grants to NGOs.
This work is not only important in the context of the UN’s humanitarian
delivery in protracted crisis situations, but also advances an agenda where
local actors are at the forefront of this response. The capacity-building work
that UNDP does through the CBPF’s also contributes to programming that advances
better collaboration across the humanitarian and development nexus. For questions
on this process, please contact Taija Kontinen-Sharp at email@example.com , Programme
Specialist, the Crisis Response Unit.
greater efficiency and better financial tracking, offices are now able to set
up multi-year POs for projects that have future year resources and budgets.
This allows UNDP to better track deliverables of a supplier for a given
procurement action through a single PO reference. When raising multi-year PO
lines in Atlas, offices must ensure that corresponding multi-year budget and
resources are available. For projects where Annual Spending Limits (ASLs) are
limited to one year, multi-year PO lines should not be used.
goods or services, which are expected to be received over more than one
financial period, a separate PO had to be raised for each of the respective
financial periods, and offices were requested to close POs annually. Multi-year
contracts for projects were also maintained outside Atlas. Such requirements
are no longer relevant. For questions on this process, please contact Helen
Hall at firstname.lastname@example.org,
the Chief of Account, Office of Financial Resources Management, Bureau for
have reflected the International Public Sector Accounting Standards (IPSAS)
closure process and linked the technical year-end closing guidance.
The following provisions, which previously required Fast Track activation request are no-longer necessary (i.e. integrated into the main policies).
a) The authority to grant the increase in Delegated Procurement Authority was devolved to Regional Chief Procurement Officers (RCPOs) in consultation with respective Regional Bureau Director for clearance. The respective RACP Chairpersons then will be responsible for obtaining technical inputs from relevant offices in assessing a request for increased delegation.
b) Recognizing the reduction of risks through e-Tendering, the standard delegated procurement authority of Resident Representative or head of a business unit in an office that systematically uses the e-Tendering has been raised from US$ 150,000 to US $200,000, based on the confirmation by the ACP Chairperson or respective Regional ACP Chairpersons.