English
Locations
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StepPayment in currencies other than United States dollars. |
Responsible PartyBES/JPOSC HR Focal point, in consultation with the OHR Policy and Compensation Unit |
Template/Guideline |
Explanatory NotesThe allowances are established in, and are normally paid in, United States dollars. Should the staff member request payment of salary and allowances in another currency, in accordance with prevailing rules on currency and modalities of payment of salaries and allowances, payment shall be made at the United Nations operational rate of exchange prevailing on the date the payment is made. No adjustments shall be made to account for changes in exchange rates once the payment has been made. |
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StepAdjust or discontinue payment of allowance. |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory NotesAdjustments or discontinuation of payments shall be made when applicable as a result of change of duty station, change of dependency status, change of designation or classification of duty station, promotion, completion of five (or, exceptionally six) continuous years’ at the duty station, as applicable, period on special leave or separation. An adjustment shall also be made if a staff member receives a special post allowance to a higher level which would bring the staff member’s entitlement into another range (this normally would apply for special post allowances at the P-4, D-1 or FS-7 level), thus giving rise to a higher amount of the allowances in accordance with the amounts specified in the tables in the annex. |
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StepStaff member is assigned to a non-family duty station. |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory NotesNon-Family Service Allowance is paid automatically through payroll based on the classification of the duty station. Non-Family Duty Station status’ are published by the Interagency Field Group based on UNDSS recommendation and the status is maintained in Quantum by GSSC. |
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StepStaff member is assigned to a duty station with a hardship classification B to E. |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory NotesHardship Allowance is paid automatically through payroll based on the hardship classification of the duty station. The hardship classifications are published by ICSC and the classification is maintained in Quantum by GSSC. |
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StepMonitoring of 5 years of uninterrupted service with UNDP |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory Notes
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StepActivate Mobility Incentive in Quantum for the assignment |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory Notes |
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StepPayment |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory Notes
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StepMonitor and end entitlement to Mobility Incentive on the date of 5 years in duty station. |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory Notes
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StepReinstate mobility upon reassignment to a new duty station |
Responsible PartyBES/JPOSC HR Focal point |
Template/Guideline |
Explanatory Notes |
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StepSubmit the request for approval. |
Responsible PartyCO Procurement |
Template/Guideline |
Explanatory NotesNegotiations on procurement actions below the CAP threshold shall be initiated after authorization by the Head of Business Unit or personnel delegated with Procurement Authority. Negotiations on procurement actions above the CAP threshold shall be initiated after authorization by the Procurement Authority (Head of BU or RCPO or CPO), based on the recommendation of the appropriate Procurement Review Committee (CAP, RACP or ACP). |
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StepManage negotiations (see Managing Negotiations Guidance Notes) |
Responsible Party
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Template/Guideline |
Explanatory Notes |
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StepFormalizing via MoU (optional) |
Responsible Party |
Template/Guideline |
Explanatory NotesAn MoU captures areas of intended collaboration towards a common goal, when such commitments does not include any transfer of resources between the partners, or make any financial demands on UNDP. |
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StepFormalizing via financing agreement |
Responsible PartyRR focal points, and Directors of initiating business unit |
Template/Guideline |
Explanatory NotesCollaboration which involves formalization via a financing agreement must always be done in the context of UNDP's Programme and Project Management policies and procedures; please see Financing Agreements and Templates. If the financing agreement's text deviates from the standard, approval should be sought from the Office of Legal Services (OLS), Bureau for Management Services (BMS). Any deviation from the standard templates must be reviewed before signature by the Director of the Office of Legal Services (OLS/BMS). |
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StepTax Status: As an international organization, UNDP does not possess these documents. However, as a subsidiary organ of the United Nations, UNDP’s tax-exempt status is derived from the Convention on the Privileges and Immunities of the United Nations. |
Responsible Party |
Template/Guideline |
Explanatory NotesInformation regarding UNDP’s tax status is usually requested by foundations based in the United States. Those foundations will ask for the submission of a Tax-Exempt Statement in the form of an IRS Section 501(c)(3) Status Determination letter/statement. The following sample text can be submitted to U.S.-based foundations in place of the IRS determination letter: |
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StepFinancial information: |
Responsible Party |
Template/Guideline |
Explanatory NotesSome foundations may request financial documentation, such as an organization's budgets and financial statements, which is included into the project proposal as appendixes. |
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StepPre-approved Status provision to accompany the Financing Agreement |
Responsible Party |
Template/Guideline |
Explanatory Notes"UNDP confirms that it is a subsidiary organ of the United Nations, which is an international organization designated by Executive Order 9698 of the United States International Organizations Immunities Act, 22 USC 288. You agree to advise us immediately if there is any change in your organization’s status during the term of this grant". |
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StepSubmitting a letter of inquiry |
Responsible Party
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Template/Guideline |
Explanatory NotesThis is the most common method preferred by foundations and can sometimes be accompanied by a project submission.Many foundations accept letters of inquiry on an ongoing basis while others set specific submission deadlines. |
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StepSubmitting project proposal - foundations often invite organizations to submit proposals following a successful review of a letter of inquiry |
Responsible Party
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Template/Guideline |
Explanatory NotesA direct request for proposal may also occur in instances where a foundation is initially approached informally and, upon expressing interest regarding a proposed project idea. |
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StepInformal approaches – in cases where there is significant partnership potential and foundations only support pre-selected organizations |
Responsible PartyRR focal points, and Directors of initiating business unit |
Template/Guideline |
Explanatory NotesInformal approaches and efforts to establish and maintain good rapport, can often open doors to the possibility for future collaborations with a foundation. |
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StepAnalysing potential partners |
Responsible Party |
Template/Guideline |
Explanatory NotesConduct research on "legitimacy" of the foundation to confirm their basic purposes, including scanning of programmatic activities; board membership and individuals/entities affiliated with the foundation; previous grant-making; and tax and other financial information (if available). Information may be available in international/national foundations registers, websites of the foundations, news published by media, watchdogs, etc. |
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StepDue-diligence review of cases for foundations that have controversial profiles, or are linked to corporations whose business practices are inconsistent with the ideals of the United Nations |
Responsible PartyThe case should be discussed by members of an ad hoc local Committee, Initiating Business Unit |
Template/Guideline |
Explanatory NotesMembers of the Committee should include relevant CO staff and relevant strategic UNDP local partners (e.g. representatives of Government/CSO. The Self Certification Form for Donor Entities and the Self-Certification Form for Donor Individuals are relevant for in-scope donors. In-scope donors refer to private companies/foundations/private individuals acting as donors, in the context of the Anti-Money Laundering and Countering the Financing of Terrorism Policy which is supplemented by the Operational Guide for the Implementation of the UNDP Anti-Money Laundering and Countering the Financing of Terrorism Policy (AML/CFT Policy). The Operational Guide provides detailed procedures and guidance for the implementation of the policy across UNDP and specifies roles and responsibilities in the vetting process, including escalation procedures and available corporate tools. The Offline Private Sector Risk Assessment Tool Guide contains the practical steps to be followed to reach a decision on a given partnership with corporate foundations and business associations, coalitions and alliance. |
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StepDue-diligence review for corporate foundations |
Responsible Party |
Template/Guideline |
Explanatory NotesCorporate foundations should be in line with the guidelines for conducting private sector due-diligence. Refer to Policy on Due Diligence and Partnerships with the Private Sector for further clarification. |
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StepSign Pro-bono agreement |
Responsible PartyRR,Regional Bureau Director |
Template/Guideline |
Explanatory Notes1) Pro-bono agreements receives goods and/or services in accordance with the UN SG Bulletin on Acceptance of pro-bono goods and services (2006), complemented by UNDP policies. 2) The comprehensive template has the option to formalize a partnership for both Pro-bono (goods and services), and financial contributions. a) RR signs national agreements with national entities or national branch of multinational entities. b) RBx Director signs regional agreements with region entities or regional branch of a multinational entity. 3) When a private sector entity approaches UNDP with an unsolicited offer of pro bono contribution of goods or services, it is necessary, in addition to the risk assessment of the private sector entity itself, to take special care to ensure that this is the most cost effective way to achieve a particular objective. If it is not clear that there is a unique feature to the offer being made, then it is essential to undertake a thorough mapping and scoping exercise to research comparable alternatives and to:
a. approach a wide range of similar companies in order to ascertain that there are no better offers available; b. provide evidence that the pro bono services or goods are fit for purpose and offer best value by obtaining complete specifications of donated goods, including quality standards; c. define the necessary quality checks to be conducted depending on the nature of the donation; d. have a documented process of peer review of options; e. Conduct an analysis as to whether the contribution may lead to a ‘future standardization whereby a specific good/service limits UNDP future choice and imposes unexpected costs. In particular, the analysis must show that there will be no dependency that can incur future costs; f. Provide no unfair advantage.
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StepPrepare a Financing Agreement |
Responsible Party
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Template/Guideline |
Explanatory NotesPlease see Financing Agreements and Templates and the Standard Provisions of a Financing Agreement with legal guidance on frequently asked questions. |
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StepIf deviates from the standard template request for legal clearance |
Responsible Party,
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Template/Guideline |
Explanatory Notes |
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StepSign Financing Agreement |
Responsible Party
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Template/Guideline |
Explanatory Notes
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