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.
Development effectiveness projects deliver outputs that UNDP designs and oversees to contribute to the quality, effectiveness and efficiency of results across multiple development projects. Such projects should be used for cross-cutting interventions that set standards; generate and share knowledge and learning; and develop and operationalize development policies. Institutional effectiveness projects manage inputs and activities that enable UNDP to contribute to development results.
A development project is a time-bound instrument to deliver outputs that contribute to outcome-level development change reflected in the programme, along with the results delivered by other projects and instruments.
Delivers outputs, activities and/or inputs towards a result for which a partner is accountable for strategy, design and project quality assurance. UNDP is only responsible for the quality of development services provided, not the entire initiative.
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.
Organizational costs that are directly linked to the project budgets, achievement of development results and arise from the implementation of projects and programmes funded from regular and other resources. Direct costs of programme, administrative and operational support activities, that are part of the project input like: * Programmatic activities (as listed in the project document, including goods and services); * Project management;
* Project communications, advocacy, and funding partner visibility * Independent audit and Evaluation * Quality Assurance (QA) services; * Monitoring, baseline data collection, surveys and evaluation of projects; * Project briefings and technical guidance for project stakeholders; * Project meetings, progress, and final reporting;
* Donor-specific reporting; * Support to implementing and responsible parties;
* HACT assessments and all assurance activities; * Project supervision and coordination; * Programme coordination; * Policy advice and Quality Assurance ; * Risk management; * Activities leading to project closure (checklist); * Administrative, operational, and other shared services; * Contingency
The resources of UNDP that are comingled and untied. These will include voluntary
contributions, contributions from other governmental, intergovernmental or nongovernmental sources and related interest earnings and miscellaneous revenue.
Reporting is an important accountability function. It draws on data and analysis collected through monitoring and communicates updates on results, risks, quality, learning and operational performance to oversight mechanisms, funding partners and other stakeholders. Reporting is a key input to decision-making at all levels as it provides information required to adjust programming to ensure results are achieved. To this end, reports must capture lessons learned on what worked and what didn’t work and explain how data and learning were used to adjust course or inform other interventions.
Any organization that is legally constituted and duly registered may become a responsible party for a UNDP project where UNDP is the implementing partner or providing country office support to the implementing partner (and that support involves contracting a responsible party for certain activities). This includes government agencies, intergovernmental organizations, private firms, other UN agencies, or civil society organizations, including non-governmental organizations, advocacy groups, state-owned enterprises and academia.
Any organization that is legally constituted and duly registered may become a responsible party for a UNDP project where UNDP is the implementing partner or providing country office support to the implementing partner (and that support involves contracting a responsible party for certain activities). This includes government agencies, intergovernmental organizations, private firms, other UN agencies, or civil society organizations, including non-governmental organizations, advocacy groups, state-owned enterprises and academia. The same policies and procedures for selecting civil society organizations as Responsible Parties are used for private and non-governmental academic institutions and foundations (notwithstanding their form of ownership, i.e., public or private) and state-owned enterprises.