Implementing a project involves delivering outputs defined in the approved project document. A multi-year workplan articulates activities to achieve outputs in a specified time period. Fundamental responsibilities for this process lie with the project manager, who is appointed by and responsible to the implementing partner. UNDP’s primary role in implementing a project is project assurance. UNDP has implementation responsibilities only when it serves as the implementing partner or when the national implementing partner requests UNDP for support services.
Category of costs associated with “programmes” and “development effectiveness” activities which contribute to the effective delivery of development results, as follows:
a) programmes: category of costs associated with specific programme components or projects that contribute to delivery of development results contained in country/regional/global programme documents or other programming arrangements;
b) development effectiveness: category of costs associated with activities of a policy, advisory, technical and implementation nature that are needed for achievement of the objectives of programmes and projects in the focus areas of the organizations. These inputs are essential to the delivery of development results, and are not included in specific programme components or projects in country, regional or global programme documents.
A method of financing the budget of a partner country through a transfer of resources from an external financing agency to the national treasury of the partner government. The funds thus transferred are managed in accordance with the recipient’s budgetary procedures. This includes using the national regulatory framework for financial allocations, procurement and accounting systems.
To ensure the programme remains relevant and effectively contributes to outcome level results, the programme board may approve some changes to the programme without the need to resubmit the programme document to the UNDP Executive Board. These include: (a) removal of outputs that would not adversely affect the achievement of agreed outcomes; (b) adding new outputs necessary to achieve a given agreed outcome identified after the approval of the programme document; and c) changing outcome or output indicators that measure the progress of the programme.
Categories of costs in which the primary function is the promotion of the identity, direction and well-being of an organization. These include executive direction, representation, external relations and partnerships, corporate communications, legal, oversight, audit, corporate evaluation, information technology, finance, administration, security and human resources. This includes both activities and associated costs of a recurring and non-recurring nature.
The financial assistance provided to an intermediary which includes
nongovernmental or grass roots organizations in an amount not exceeding$150,000 for each individual grant.
Monitoring improves development effectiveness and efficiency by reviewing performance and using evidence to adjust programming for optimal results. Good monitoring starts with good planning and clear identification of what a programme or project will strive to achieve with specified resources. It is a continuous management function that provides decision-makers with regular feedback. Evidence from monitoring also serves as a critical input to evaluation and enables evidence-based reporting. Monitoring includes: (a) tracking performance through the collection of appropriate and credible data and other evidence; (b) analysing evidence to inform management decision-making, improve effectiveness and efficiency, and adjust programming as necessary; and (c) reporting on performance and lessons to facilitate learning and support accountability.