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Following the audit recommendation at the end of 2015, the roles and responsibilities for the Regional Bureaus were clarified to strengthen oversight on asset management.
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
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 firstname.lastname@example.org , 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 email@example.com,
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 $200,000, based on the confirmation by the ACP Chairperson or respective Regional ACP Chairpersons.
The requirement for Contracts, Assets and Procurement (CAP) Committee review was replaced with Direct Review by the CAP Chairperson for procurement actions valued between US$ 50,000 and US$ 150,000 (and US$ 75,000 for direct contracting). The CAP Chairperson may consult or request assistance from the Chairperson of the Regional Advisory Committee for Procurement (RACP) in reviewing any procurement action. If necessary, the CAP Chairperson, in consultation with the Head of Office, may escalate the case to the RACP Chairperson for his or her Direct Review. A full CAP Committee review is required only in those Country Offices that are granted an Increased Delegation of Procurement Authority (DPA) to review procurement actions valued between US$ 150,000 and the Increased DPA for competitive processes (and between US$ 75,000 and up to 50 percent of the Increased DPA for direct contracting). The quorum for a Committee was reduced from three members to two members, in addition to the Chairperson and/or Secretary.
Independent nature of Information Disclosure Panel is more emphasized. The independent Panel now consists of four members, including one from a United Nations agency other than UNDP; and one from a non-governmental organization.
This enabling Policy provides expanded eligibility by including any student enrolled in the last year of a bachelors' degree and one year after graduation from a master's degree or equivalent studies. It also removes the obligation that interns secure life insurance, as well as the ban on employment following the internship while clarifying that interns may not apply to positions during their internships.
Policy provides measures to address UN clients' needs to obtain service
provision at the Regional Hub and Global Shared Service Center levels
to collaborate with, and support for Country Offices. This Policy also
clarifies institutional arrangements for corporate Framework Agreements
at Headquarters level, and Service Level Agreements for technical
details to avoid duplication of efforts and arrangements.
The revised policy introduces the principle that UNDP is not a lending institution. Where no lending institutions exist or obtaining loans is impractical, UNDP can disburse a salary advance subject to certain conditions. Among others, the Policy clarifies that where a staff member does not receive his/her regular salary through no fault of his/her own, an advance shall be automatically granted in the amount due. The revised Policy also emphasizes the recovery of outstanding advance balances from final emoluments and any further balances in excess of the final emoluments.
Offices are required to assure quality of all projects. The new programme design stage quality assurance assessment form is available here.
For project quality assurance, UNDP offices are required to use the following forms:
Project Design Stage QA Assessment Form
Project Implementation Stage QA Assessment Form
Project Closure Stage QA Assessment Form
Monitoring provides an opportunity to validate or adjust the theory of change and make evidence-based decisions to improve programming performance and results achievement. Evidence collected from monitoring is reviewed periodically to assess performance and inform actions and decisions. Such reviews focus on projects, programmes, the ABP/IWP, or the Strategic Plan.
New Project Document Template
While the new project document template can be used immediately, it will be required for all new projects as of 1 March 2016. Country offices should take note of the strengthened resource planning requirements of the project document. All project inputs, including those provided by UNDP staff, are to be fully budgeted and included in the multi-year work plan.