ANNEXES – EVALUATION
OF UNDP INTER-AGENCY
OPERATIONAL SERVICES
United Nations Development Programme
Independent Evaluation Office
Independent Country Programme Evaluation
Contents
Annex 2. EVALUATION TERMS OF REFERENCE ........................................................................... 2
Annex 3. PERSONS CONSULTED ................................................................................................. 11
Annex 4. DOCUMENTS CONSULTED .......................................................................................... 16
Annex 5. LIST OF OPERATIONAL SERVICES PROVIDED BY UNDP TO UN ENTITIES ............. 19
Annex 6. LIST OF UN ENTITIES THAT UNDP PROVIDES OPERATIONAL SERVICES ............... 23
Annex 2. EVALUATION TERMS OF REFERENCE
1. INTRODUCTION
As part of its multi-year evaluation plan, approved by the UNDP Executive Board at its first regular
session in January 2018, and in line with the UNDP Evaluation Policy, the Independent Evaluation
Office (IEO) of the United Nations Development Programme (UNDP) is undertaking an evaluation of
the effectiveness and efficiency of UNDP inter-agency operational services, the results of which will
be presented to the Executive Board at its second regular session in September 2018.
In approving the plan for this evaluation, the Executive Board emphasized the relevance and
timeliness of this evaluation as the UN development system undergoes restructuring under the UN
Secretary General’s reform proposal to reposition the UN to help deliver on the 2030 Agenda.
The evaluation has been conceived within the overall provisions contained in the UNDP Evaluation
Policy with the following purposes: 1) to strengthen UNDP accountability to global and national
development partners, including the UNDP Executive Board; 2) to support better oversight,
governance and risk management practices in UNDP; and 3) to support organizational learning.
2. OBJECTIVES OF THE EVALUATION
The objectives of the evaluation are to:
1. Assess the effectiveness and efficiency of UNDP in providing inter-agency operational
services.
2. Provide findings, conclusions and recommendations to improve and inform UNDPs
comparative advantage and positioning as a provider of inter-agency operational support
services.
3. SCOPE AND ITS LIMITATIONS
The evaluation will cover a period of 2010 to 2017 to align with the structural changes that ensued
in UNDP following the ‘Agenda for Organizational Change’ launched by the UNDP Administrator in
2010 which included efforts designed to improve efficiencies and a review of UNDP’s business
model
1
.
The scope of the evaluation will look broadly at the operational structures in place and the
operational services, but will not assess each area in detail. The aim is to consider whether the
provision of services across the various operational structures in place, are addressing the needs of
recipients with quality and scale and promoting simplifications and cost efficiencies.
4. INTER-AGENCY OPERATIONAL SERVICES
1
E/2011/35
The second part of the evaluation will assess services provided by UNDP to other entities of the UN
development system with focus on client satisfaction and giving particular attention to identifying
improvements needed for common back-office support provided at country level, by the Global
Shared Service Units, the Integrated Service Units and BMS. Each of these entities provide services
that are likely to be impacted through the UN development system repositioning initiative of the UN
Secretary General, to better repositioning of the UN development system to deliver on the 2030
Agenda.
In the SG’s report on Repositioning the United Nations development system to deliver on the 2030
Agenda, priority is given to advancing common business operations in United Nations Country
Teams, to build on the progress made through the “Delivering as One” approach and to scale up the
Business Operations Strategy
2
that country offices are developing. Contingent on UN development
system entities progressing on mutual recognition of policies and procedures to facilitate active
collaboration across agencies
3
common business operations could yield savings to be redirected to
programmes and allow the UN to better integrate technologies and apply advanced management
practices, improving the quality of services, in terms of client satisfaction and compliance with risk
metrics and controls, allowing UN entities to focus more on their mandates and programmatic
functions and reducing transaction costs for Governments and collaborating agencies. In his
recently presented plan for repositioning the UN Development System, the UN Secretary general
has set an expectation for the establishment of common back offices for all UN country Teams by
2022 and options will be explored for networks of shared service centres to be managed by the
larger entities in the systems, taking advantage of their scale and geographic coverage to offer
services to other entities in the system.
4
The repositioning of the UN development system will depend on GA and ECOSOC consideration and
approval but, the SG’s report mentions that a strong UN development system will continue to rely
on a strong and responsive UNDP, given its “indispensable value to national effort of UNDP’s unique
mix of resources, including the provision of development services, policy support and strong
working partnerships with the Government.” It remains to be clarified what the role of integrator
will mean, but the SG report says that repositioned as the integrator platform, UNDP assets and
expertise may be put at the service of a wider development system as the operational bedrock for
UNCTs and the new Resident Coordinator system with full separation of the functions of the
Resident Coordinator and UNDP Resident Representative.
5
This evaluation will look into what key
improvements should be considered to further prepare UNDP to better serve the entities of the UN
system with operations common back office services and contribute to the vision of the SG.
Currently, UNDP serves over 80 UN clients including specialized agencies, missions, UN funds and
programmes in over 170 countries. The interagency operational services are provided across the
globe, with global reach built on 135 country offices, additional specialised offices, 5 regional hubs
and 3 global shared services centres in Copenhagen, Kuala Lumpur and New York.
2
The BOS (Business Operations Strategy) is the UN Development Group's (UNDG) pilot results-based framework to plan,
monitor, implement and evaluate operational activities.
3
QCPR Resolution, OP 52.
4
SG Report, 201217. OP 18.
5
SG Report, 201217. OP 18.
The Bureau of Management Services (BMS) at HQ is the centralized hub for operational services
in New York. BMS provides services to 18 agencies, funds and programmes plus 24 UN Secretariat
entities on a cost-recovery basis. This includes seven Atlas agencies, for whom UNDP provides
payroll and payment services. UNDP also manages a Service Clearance Account for inter-agency
payments and manages investment funds of other UN Agencies.
The Global Shared Services Unit (GSSU) is composed of the Global Shared Services Centres in
Copenhagen and Kuala Lumpur. The GSSU in Copenhagen hosts the Staff Administrative Services. It
comprises two units which are, Benefits and Entitlements Services and Global Payroll Services. It is
a Centre of Excellence providing customized packages of HR services to more than 30,000 United
Nations personnel from agencies, funds, and programmes across the UN system. Having offered the
services since 2003, its Benefits and Entitlements Services Team provides HR administrative
services to UNDP and UN partner agencies for international staff members recruited on FTA and TA
appointments as well as General Service staff based in New York. Its Global Payroll Services Team
provides payroll and related services to more than 35,000 personnel (Staff, Service Contracts,
UNVs) of UNDP and UN partner agencies, in approximately 170 locations. More recently the Joint
Human Resources Facility for Job Classification and Reference Checking was launched in Bonn,
Germany. In procurement, Copenhagen concentrates on complex procurement capacity building
and training, and Specialized Advisory and Business Partnering to Elections, Health, Crisis
Response and Energy and Environment. The GSSU in Kuala Lumpur provides global, financial
shared transaction, analytic and associated training services to UNDP units, including bank
reconciliations; contribution management (receiving, recording, reporting); accounting for
property, plant, equipment, and intangible assets; review of Country Office asset certification
submissions; cash and investment accounting; payment services, including accounts payable, travel
claims and travel payments; position management; performing accounting for payroll/post-payroll
of international and NYHQ UNDP and other agencies’ staff, medical and other insurance, and tax
reporting; administering pension for all UNDP staff and other staff administered by UNDP,
separation of staff, staff receivables, and absence management (for international staff); etc. Kuala
Lumpur also provides non-specialized procurement services and conducts procurement for
delivery of all goods and services upon request from the Bureau COs.
The Regional Hubs in the past also provided interagency services, but in 2017, operational
transactions for management support services (in finance, HR, IT and procurement) were moved to
the Global Shared Service Units (GSSUs), to allow regional bureaux to concentrate on programme
implementation and on their core competencies. The goal was to reduce duplications and allow for
economies of scale in performing operational transactions. There are still some services related to
security, common services and administration within some Regional Hubs.
The Resident Coordinator System (RCS) provides support to UN Country Teams, 92% of UNDP
country offices are implementing common services with other UNCT agencies, including common
long-term agreements, harmonized approaches to procurement, human resources and finance and
common approaches to information and communication technology. Half of the country offices
(49%), across all regions, are implementing ‘Operating as One’
6
.
6
Operating as One is a business model that provides UN country teams with an outline for common operational support to the
implementation of the One Programme by capitalizing on existing agency operational capacities and consolidating service
provision.
The Integrated Service Units are in Brazil, Vietnam and Cape Verde. These integrated Service
Units are developed in the context of the Business Operations Strategy (BOS). Other 26 countries
have BOS but not integrated service centres. The integrated service centres propose to streamline
key operational areas of UN participating agencies by consolidating support services into one
facility at the country level. They aim to reduce operating costs and enhance the quality of services
by delivering a range of common services in the areas of procurement, information and
communication technologies (ICT), human resources (HR) and travel to United Nations agencies in
the country. The services provided should cover agencies’ internal requirements as well as the
demands received from their cooperation partners. The JOF acts as a single service window through
which participating agencies can source operational services in support of their programs using a
set of harmonized procedures negotiated by the participating agencies.
Currently, UNDP provides operational services to UN agencies in the following areas:
Human resources- Global Payroll constitutes the highest share
7
of HR services provided to UN
Agencies by UNDP, the second being benefits & entitlements. UNDP also provides a strategic staff
realignment and organizational design, as well as business process review and analytics. A
partnership with the UN System Staff College provides internal change management consulting
services to the UN system as part of a recent system-wide organizational change initiative: the UN
Lab for Organizational Change and Knowledge (UNLOCK). In addition, UNDP provides the following
HR-related services to UN Agencies: Management of the Resident Coordinator System globally on
behalf of UNDG; UN Common system advocacy and partnership with other organizations and the
International Civil Service Commission (ICSC) as Chair of the HR Network Standing Committee Field
Duty Stations (Field group); Policy coordination on most HR issues in field offices; and
Administration of the common system staff entitlements in field offices
Procurement - UNDP regularly provides services that cover a diverse portfolio of requirements,
including: the delivery of security services, audit services, consultants, ICT equipment, fuel and
vehicles, and office supplies and printing. In addition, UNDP facilitates non-procurement support
such as travel arrangements, DSA payments, and lease management of office space in support of
agency operations. Specifically, for the UN clients, UNDP provides the following procurement
services: a) Purchase Order-based procurement; b) Collaborative Procurement projects led by
UNDP; and c) Procurement Certification and Training.
Financial services - UNDP provides accounts and treasury, and investment management services
to other UN entities. Accounts services include preparation of financial statements for other UN
Agencies. Treasury services are comprised of banking services, inter-fund settlements,
disbursement processing, foreign exchange operations and investment management.
Administrative services- UNDP provides shared premises and assets management and travel
services to external UN clients, directly managing the leasing, renovation and upkeep of properties
at HQ. In Country Offices, UNDP also shares and in many cases, manages premises with other UN
agencies and often runs those premises, provides common services and offers travel management.
UNDP is also a global travel services provider to UN agencies. In 2015, a new travel management
7
In terms of number of people served.
services provider was contracted at HQ, as well as an online booking tool for self-service
reservations, reducing travel agency expenses.
ICT Services- UNDP provides infrastructure and information technology and services around the
globe. Users receive integrated solutions and help desk support, which are available 24/7. Many
agencies use UNDP’s enterprise resource planning software system: Atlas. Applications services
that UNDP provides to UN agencies include all the software modules for UNDP’s ERP: financial,
procurement, payroll and human capital management functionalities, and IPSAS reporting
capabilities.
Legal Support Services - The Legal Office (LO) provides advice and assistance on a range of legal
matters relating to the UNDP’s (including its affiliated agencies UNCDF, UNV) operations,
programming and administration. The Administrative Law Practice advises senior management in
Headquarters, Country Offices and of affiliated funds and programmes on legal issues of the status
and conduct, the formulation of policies and procedures and the resolution of claims, with respect
to staff members and UN volunteers and representing the Organization (including its affiliated
agencies: UNCDF, UNV) in cases and settlements within the internal justice system. The Corporate
and Institutional (C&I) Law Practice advises and assists in negotiating commercial contracts and
agreements, issues related to non-staff personnel and resolution of disputes, as well as
programming matters, leases, partnerships, financing and inter-agency arrangements and advising
and assisting on matters relating to the legal status of UNDP, including privileges and immunities,
SBAA and host country arrangements, and policy development on institutional, corporate and
operations matters. In addition, UNDP provides certain legal services to other UN entities in
addition to those that UNDP directly administers.
Security Services - Security services typically involve common premises security and access
control, including blast and seismic assessments of premises, and security advisory support.
Accommodation services are occasionally requested particularly in post-conflict and early recovery
environments. They consist of establishing a joint UN staff accommodation facility that ensures
security and wellbeing of personnel, where security concerns are substantial and available
accommodation is not up to UN Minimum Operating Security Standards (MOSS). UNDP’s Policy on
Establishing a UNDP Presence outside the Country Office.
8
5. KEY EVALUATION QUESTIONS
The following key questions will be addressed:
1. How effective and efficient is UNDP in providing inter-agency operational services?
2. What are the areas where UNDP has been successful and what are the areas for improvement?
3. What is the value added for other UN entities to have UNDP provide inter-agency operational
services?
4. What is the value added, benefits and challenges for UNDP to provide inter-agency operational
services?
8
Since clients were confuse about what services are provided by UNDSS and UNDP, this component
could not be assessed by the evaluation.
These questions will be elaborated in the evaluation matrix to be developed during the inception
phase of the evaluation in consultation with key stakeholders.
6. APPROACH AND METHODOLOGY
The evaluation approach shall be theory based
9
considering the abridged Theories of Change (TOC)
in annex 1, as well as alternative theories that happen to be presented by the evaluand. The TOC
will be further detailed in consultation with stakeholders to include specific pathways for how
UNDP’s inter-agency operational services are contributing to the effectiveness of agencies
contributions to the SDGs. Choices of methods and proposed strategy for undertaking the
evaluation shall be grounded on these theories.
The evaluation methodology will adhere to the United Nations Evaluation Group (UNEG) Norms &
Standards
10
.
Methods for data collection will be both quantitative and qualitative, including:
detailed calibrated surveys with UNDP service providers, UN clients, partners and donors; a sample
of desk and case studies; financial flows analysis; and interviews with key stakeholders and
beneficiaries. All operational services provided by UNDP will be considered in selecting a diverse
sample of desk and country case studies.
The evaluation will build on the available reports and previous reviews, both internal and external,
conducted by JIU, MPTFO, and internal and external oversight entities on the subject, as well as
related examinations of interagency activity such as the ones commissioned by UNDG of business
operations strategy pilot programmes and common UN business operations at the country level.
Missions will be conducted to selected countries and programmes to represent the portfolio
relevant BOS implementers and integrated service centres, as well as country teams where basic
common services are provided without a BOS; these will be supplemented with phone interviews
as needed.
The analysis of data collected shall be grounded in the proposed TOC to answer the evaluation
questions with the prevalent triangulated evidence from surveys, desk and country case studies
and interviews.
7. EVALUATION PHASES AND TIMEFRAME
The inception phase will include consultations with BMS to further map issues to be assessed and to
identify relevant documents, literature and stakeholders to be consulted. During inception, the TOC
will be further detailed and validated with BMS and tools for data collection, such as surveys and
interview protocols, will be developed.
The data collection phase will include document and financial analysis, surveys, case-studies and in-
depth interviews.
9
Theory-based evaluations are usually based on a theory of change that seeks to explain causality and changes, including
underlying assumptions.
10
http://www.uneval.org/document/detail/21
Surveys will be conducted with UN entities at the corporate and country levels to assess satisfaction
and what could be improved about operational services provided by UNDP through BMS, GSSU,
country offices and JOFs.
Preliminary research indicates the following as possible mission/interview locations, although
changes to the below list and additional destinations might be determined during the desk review:
• New York HQ: UNDP, UNFPA, UNICEF, UN Secretariat, UN Women, UNDG/DOCO, DESA,
UNOPS, UNCDF, UNV, OCHA, UNDPKO, UNMAS, UNDPA, EOSG, UNITAR, UNOLA, Member
State Representatives, others to be contacted via Phone/ Skype or during or en route to field
missions.
• Geneva-based agencies and entities: ILO, ITC, ITU, UNAIDS, UNHCR, WHO, OHCHR,
UNCTAD, WIPO, WMO
• Rome based agencies: FAO, WFP, IFAD (possibly via skype or en route to field missions)
• Copenhagen Service Unit: UNDP GSSU for human resources and UNOPS, which also strives
to provide services on a system-wide basis.
• Kuala Lumpur Service Unit: UNDP GSSU for operations in conjunction with OAI also
conducting an audit of UNDP clustered process.
Country/Theme/Issues based case studies may include the following:
• Interagency operational services- Brazil, Cape Verde, Vietnam (Case study visits related
to integrated Service Units), and a sample of BOS and non-BOS countries where ICPEs will
take place (also Angola, Paraguay, Mali and others to be confirmed).
The analysis phase will work with the tabulated answers from surveys and triangulate them with
data coded from case studies, interviews and desk review and against the theories of change to
arrive at key findings, conclusions and recommendations.
During the finalization phase the draft report with recommendations will be subject to the IEOs
quality assurance process, which includes external reviewers from IEO’s International Evaluation
Advisory Panel.. The quality assured report will then be shared with BMS and MTPFO for comments
prior to the informal meeting of the Executive Board in July when member states will have their
first chance to review the draft report before the final report with management responses is
presented to the formal session of the Executive board in September.
Below is the tentative indication of the evaluation process, timeframe and key milestones:
Table 1: Evaluation process, timeframe with key milestones
Evaluation Process
Milestone
Design/ Team
Composition
Concept Note/ ToR/ Team recruitment
Data collection
Desk review, quantitative analysis, launch
of survey
Stakeholder and partner interviews, case
studies, country field visits
Analysis and synthesis
Data analysis and synthesis to arrive at
findings, conclusions and
recommendations
Report writing
Initial draft for IEO/EAP quality assurance
Report adjustments/
management response
First draft report to UNDP management
for comments
Final Draft report (unedited) presented at
EB informal with UNDP Management
Response
EB Paper and informal
presentation
Executive Board Paper (report summary
and management response) uploaded on
EB documentation site
Report editing and
design
Production of full evaluation report
(editing and design)
Final Report
Final Report uploaded on EB website
EB presentation
Report presented at the EB second regular
session in September 2018
8. MANAGEMENT ARRANGEMENTS AND EVALUATION TEAM
The Independent Evaluation Office has the overall responsibility for the conceptualization and
design of the evaluation, managing the evaluation process and producing a high quality final
evaluation report, for presentation to the Executive Board at the second regular session in
September 2018. The IEO will constitute an evaluation team with 1 IEO senior evaluators, 2
external commissioned evaluators and data collectors, and 1 research assistants.
• Lead Evaluator (LE), Ana Rosa Soares: IEO staff member with overall responsibility for
assessing inter-agency operational services
• Consultants: 2 independent consultants will be recruited. Under the guidance of the LEs, they
will conduct preliminary
• research and data collection activities, particularly case studies, prepare analysis papers with
findings, and contribute to the preparation of the final evaluation report with conclusions and
recommendations.
o Consultant 1: (BMS and Global Shared Services Unit): Responsible for case studies to
cover UNDP operational services focusing on the Global Shared Service Units in
Copenhagen, Kuala Lumpur and BMS.
o Consultant 2: (Integrated Service Centres and COs): Responsible for case studies for
UNDP operational
o services focusing on Integrated Service Centres in Brazil, Cape Verde, Vietnam and
Country Offices.
Other IEO staff will help to collect data for this evaluation in countries where they are also
collecting data for other evaluations, such as ICPEs.
Annex 3. PERSONS CONSULTED
FAO
CHIANCA Gustavo
DIN Rahman
GINSBURG Michael
HACKBART Rolf
KAARIA Susan
KIBOKO Vicky
MASCARENHAS Kathya
MASLOVARIK Vanja
MOORINE Lwakatare
QUEIROZ Tiago
ROMERA Lilian
SIGALLA Ajuaye
TAKEI Sue Mara
VALAT Nadine
WILLIAM David
IFAD
VIEIRA M. W. Hardi
BAILY Richard
BARRANTES Javier
KIM Huynh Uyen
ILO
BORGES Joana
BUIJZE Sietse
CHAILLET Olivier
GURZUMAR Fikri
JOHNSON Greg
MWANGOSI John
NGUMZE Geoffrey
SENIOR Kane
IOM
ESCRIBANO Pablo
GONÇALVES Quelita
GOODSTEIN Gregoire
HOUVER Vincent
RWEHUMBIZA Ivetha
VERHAS Andrea
ITC
BHUWANEE Tara
FRAUENRATH Marie-Claude
HAUSWIRTH Iris
JIMENEZ Pont Miguel
ZHANG Jicheng
OCHA
HOXHOLLI Elfrida
JHA Ashutosh
JONES Barnaby
KETER David
MOHAMMED Adnan
NJONGE Emily
OHCHR
CATALDO Camilo
MISAKI Isabella
MORALES Mercedes
PEARCE Eldon
WARD Kyle
UNAIDS
KAPES, Chantal
REHNSTROM, Joel
USSING, Morten
BARROS de Daniela
UNCTAD
MOREIRA Teresa
MYINT Win
RODDE Jean-Philippe
UNDSS
CIANCI Mario
DRENNAN Peter
JOSÉ TORRES LOPES Daniel
KWON Ohyoung
LOWE Amelia
MITROKHIN Igor
UN HABITAT
BAHTTACHARJEE Debashish
MUNDARA Rahab
NGUYEN Quang
SILVA Janice
UNHCR
BASCHETTI Sara
BUSKENS Anna
CLEMENTS Kelly
HIROKO Araki
MUTAI Gilbert
PUKCHAREON Kanit
ROJAS Iris
SHARPE Tammi
VENKAT Chitra
WFP
CARMELUCIA Mello
CHATAURWA Farirai
CHIARINI Azzurra
LADANJIKU Lydiah
LEVINS John
MSOCHA John
OUNA Sophies
POULSEN Anne
YAMASAKI Raira
WHO
BASSIRI Sussan
CABRAL Antonietta
CRESPO Mariana
GRISS Cornelia
HUBERT Dizier
JEFFREYS Nicholas R.
KEBE Mouhamadou Amine
KURUP Anand Sivasankara
LUZOT Anne-Claire
MILOVANOVIC Ivana
MONRROY Rodrigo
PAPPAS Jane Stewart
UNOPS
MENEZES Alessandra
MOIN Karim
NIELS W. Guenther
REESE Andrew
YOUSIF Gilyana Raad
UNITAR
SETH Nikhil
THALLA Joel
VASILESCU Marina
UNIDO
DOLUN U.Muge
GILABERT Patrick
HANGO Asha
KARGBO B. Stephen
LANDRICHTER T.S. Jean-Paul
LEVY Rui
MAKOBORE Digna
MASELI Paul
PERERA George
REGUEIRO Juliana
SLATER, G. Jason
THAO Le Thanh
VAVRIKOVA Dana
MEIRELLES Everaldo
UN WOMEN
ALARAKHI Mahjabeen
CHAKABORTY Prasun
DOMINICK Marlin
FURTADO Vanilde
GALVÃO Myriam
KIGEN Leonard
LUBANGA David
NGUGI Nymbura
RYHL Asger
SABADOS Irena
TESHA Lucy
THOMASSEN Sorent
THUMBI Edwin
UNFPA
AGUILAR Patricia
AKWAH Benjamin
DISI Claudette
EMERY Michael
KANUKI Nicholas
KWEKA Proseper
NIKO Karin
OLIVEIRA Jorge
SASSENRATH Yves
WEIDMAN Jan
JIU
KRAMER Jeremiah
MILOS-KING Ljerka
ITU
WYNHOVEN Ursula
UNESCO
BOKOSHA Spencer
CROFT Michael
MBONYINGINGO Emeline
MONTEIL Karalyn
NOLETO Marlova
SANCHEZ Julio
UN Environment
AKUM Jane
AMBROSIO Marco
FEABES Alex
MAKENYA Clara
UNV
ANYOIL Sarah
TIKUM Njoya
UNICEF
GITAU James
RADONJIC Nenad
RODRIGO Vitória
SHESHE Frederik
UNODC
ANDRADE Cristina
CUEVAS Pablo
FARIA Sandra
SILVA Ingrid
UNDOCO
UNDOCO
VOIGHT Anders
WIGNARAJ Kanni
WTO
VELASCO Paolo
WIPO
DUKE Anne
MONTANA James
PRICE Sonja
WORLD BANK
CARVALHO Ana Maria
KACHINGWE Martin
UNDP and Resident Coordinator Office
ABOLEDA Carlos
AGUIAR Teresa
ALMADA Cipriano
ANBURDO Betty
ANDERSEN Lykke
ANH TRA Nguyen
BADAKER Yuna
BAH Alassane
BAIONI Maristela
BANT Astrid
BEER De Henrietta
BETTENCOURT Salette
BHATTARAI Sanjeeb
BICH NGOC Phan
BOUCLYM Natalie
Boyd Deirdre
BRIGE Andra
BROWN Dwayne
BRUCKNER Camilla
BUEHLER Oliver
CANDOTTI Michele
CARDOSO Eugenia
CARNEVALI Ilaria
CHATTERJEE Siddharth
CHRISTENSSON Martin
CHRISTIAN Iva Goricnik
CILLIERS Jaco
CUSTODIO Albertina
DAMBADARJAA Sergelen
DELGADO Jean Pierre
DIARRA Becaye
DIEYE Mar
EVORA Ana
FABIANCIC Niky
FARRAN Paul
FERNANDES Carlos
FERNANDES Caroline
FERNANDES Cristina
FINDLEY-ANTONIO Denise
FROT Bertand
FUJII Akiko
GACHANJA Jane N. Likimani
GALLARDO Glenda
GALVEZ Roberto
GBA clement
GONÇALVES Elsa
GRACE Dominic
GRAVENES Paul
HAMLADJI Noura
HANNAFORD Simon
HANSEN Martin
HARTMANN Nick
HIEN Dang
HOANG HA Nguyen
HOPPER Joe
IGLESIAS Ricardo
JORGO Merita
JOSEPH Juanita
KARAGU Cecilia
KATELEVSKY Dmitri
KEH Douglas
KHAMRAEV Bakhtiyor
KIDA Victor
KNUTSSON Per
KUMSSA Asfaw
KYRIACOU George
LANGE Lisa
LARSEN Henrik
LAWRENCE BAK Michael
LEITE Larissa
LOPEZ Donaldo
MACHOKA Penina
MAFABUNE Noni
MAGUIRE Linda
MAKONDEKWA Massiya Beryl C.
MALHOTRA Kamal
MALLONGO Jeremiah
MARCONDES Claudia
MARGAL Victor
MASAKA Catherine
MAXIMIANO Paula
MCCARRON Bruce
MCDADE Susan
MCHOMVU Jabir
MELLINGER Scott
MENDES Edson
MENDES Elisabete
MENDOZA Pedro
MIZUNO Maria Helena
MONTEIRO Joao
MSUNGUE Margrauk
MY HANH Tran
N'DOMAN Leyla Nuya
NEKY Arif
NGATIA Sheila
NGUYET LINH Pham
NGUYET MINH Nguyen
NGUYET MINH Vu
OMEDO Geoffrey
ORANITA Heli
PANUCCIO Theresa
PAULINE Tamesis
PAVELIC Svetlana
PEE Patrick
PHUONG Catherine
PINTO Anita
PIRES Antonio
POOLE Sarah
PRIESNER Stefan
PUNYARUT Nunlada
QUANG Nguyen
RAINES Paul
RICHARDSON Ulrika
ROCHA João
RODRIGUES Nelida
RODRIGUEZ Alvaro
RUIZ Diego
SADDIQUE Anis
SARGSYAN Anna
SCHAFER Zazie
SCOTT Daniel
SERUMAGa Amanda
SHAH Darshak
SIGALLA Veronica
SILVA Paulo
SIONGOK Anabel
SIREGARA Ida
SITALAYAN Jintarah
SOLL Torben
SONEFF Greg
SONG HA Nguyen
SOUSA Debora
STAVALE Reynaldo
STAVENSCAIA Irina
STGEORGE Charles
SVANIDZE Vakhtang
TAHSIN Ali
TELEGINA Viktoriia
THAM Linda
THI HONG HANH Nong
THI HONG Tran
THI LAM NGA Le
THRING Hogan
THUY HA Nguyen
TIEN PHONG Nguyen
TOURE Aboubacar
TREBUCQ Didier
UATHAMTHAWORN Noparat
VALERIE Cliff
VRBENSKY Rastislav
WIESEN Caitlin
WIJESUNDERA Keshini
WONG PUI Yan
XUAN LAI Dao
XUAN THON Vu
YAMAMOTO Naoto
ZHURDA Albana
OTHER
BARNES Helen, DIFD
BENDIKSBY Trygve, Norwegian Embassy
CARR Bronagh, Irish Embassy
CRUZ Angèle da, Grand-duche de
Luxembourg
DAY Catherine, former GSSC Copenhagen
FUJIWARA Luis, MDG-F Joint Programme
Focal Points
GACUGIA Dorcas, Norwegian Embassy
KOMORI Yuko, Embassy of Japan
MACHADO, Erica MDG-F Joint Programme
Focal Points
MOESIMA Joel, African Development Bank
MORAIS Julio Ambassador, Ministry of
Foreign Affairs
SKANCKE Gunvor. W, Norwegian Embassy
SPEZIA, Carlos MDG-F Joint Programme Focal
Points
STEFFEN Susan, Canadian Embassy
WAHNON Jorge, Grand-duche de Luxembourg
WENDEl Jens, former BMS
16
Annex 4. DOCUMENTS CONSULTED
Accenture Report, UNDP Atlas Consortium ERP Cost, Benefit and Risks. New York. Internal
document, 2018.
Cape Verde Common country programme document 2006-2010, action plan and annual reports
(repository: http://www.un.cv/documentos.php)
Common country programme document for Cape Verde, 2012-2016, action plan and annual reports
(repository: http://www.un.cv/documentos.php)
Dalberg group, System-wide outline of the functions and capacities of the UN development system:
Report, June 2017.
DESA Survey of OMTs, RR, ICT 2017, 2016, 2015.
Evaluation of Cabo Verde’s United Nations Development Assistance Framework (UNDAF) 2012-
2017, December 2016.
Evaluation Report for the Terminal Evaluation of the “UN Joint Project on Climate Change - Support
to Low Carbon Climate Resilient Development for Poverty Reduction in Kenya” by Oliver Lah, 20
July 2017.
Evaluation Report on the Common Country Programme Document 2012-2015, Gesaworld
Consultancy, 2016.
Joint Operation Facility Brazil - human resources documents (costing, original and revised
organigrams, TORs). Internal documents 2018.
Joint Operation Facility Brazil approved budgets for 2016,2017 and 2018. Internal documents.
Joint Programme Document and Final Evaluation, Food and Nutrition Security of Indigenous
Children and Women in Brazil (2008-2010)
Joint Programme Document and Final Evaluation, Inter-agency Programme for Promotion of Gender
and Racial/Ethnic Equality (2009-2011)
Joint Programme Document and Final Evaluation, Security with Citizenship: preventing violence and
strengthening citizenship with a focus on children, adolescents and youths in vulnerable
conditions in Brazilian Communities (2009-2011)
Lund Ann, Ramasubbu Priya, MacKenzie Alexander, Mid-term Evaluation UNDG business operations
strategy pilot programme report, July 2015.
Mc Kinsey - Redesigning the United Nations System’s common business operations to deliver on the
2030 Agenda, discussion document, 21 December 2017.
MDG-Fund fact sheets and other reference documents for Brazil at
http://www.mdgfund.org/node/258
Memorandum of Understanding on Brazil JOF Common Services, January 2016
Memorandum of Understanding, Cape Verde Joint Office Final version under Legal Clearance, Joint
Office Organigram 2018.
Office of Audit and Investigations Office, Performance Audit of Procurement Management in UNDP,
Report No. 1480, 8 October 2015.
Office of Audit and Investigations Office, UNDP Clustering Process, Report No 19121, June 2018.
Office of Audit and Investigations Office, UNDP Cost recovery practices, Report No 1452, August
2015.
Office of Audit and Investigations Office, UNDP Global Shared Service Centre in Malaysia, Report No
1242, March 2014.
One UN Communication Strategy for Cape Verde, 2014-2016
(http://www.un.cv/files/One%20UN%20Communication%20Strategy.pdf)
Product and Service Survey High-level detailed survey results, UNDP intranet, 2016.
Report of the Secretary General on Repositioning the United Nations development system to deliver
on the 2030, 2018.
Report of the Secretary General, Framework for a global service delivery model of the United
Nations Secretariat, 14 August 2015.
Resolution adopted by the General Assembly on 31 May 2018, Repositioning of the United Nations
development system in the context of the quadrennial comprehensive policy review of
operational activities for development of the United Nations system, A/RES/72/279, 1 June 2018.
Sammy Ngera, Right Consulting INC, ‘UNDP BMS - Study on the Application of Cost Accounting
Principles for Service to United Nations Agencies’. Internal document, 2017.
Shifting the management paradigm in the United Nations: implementing a new management
architecture for improved effectiveness and strengthened accountability, 21 March 2018,
A/72/492/Add2.
The common premises cost benefit analysis tool, 2016, https://undg.org/document/premises-cost-
benefit-analysis-tool.
The UNDP Strategic Plan 2018 – 2021, Special session 2017 28 November 2017, New York Item 2 of
the provisional agenda UNDP Strategic Plan, 2018-2021DP/2017/38.
UNDAF for Brazil 2012-2016 - https://nacoesunidas.org/img/2011/02/UNDAF2012-2015-Pt.pdf
UNDAF for Brazil 2017-2021 - https://nacoesunidas.org/wpcontent/uploads/2017/01/Marco-de-
Parceria-para-o-Desenvolvimento-Sustent%C3%A1vel-2017-2021.pdf
UNDAF for Cape Verde 2006-2010; http://www.un.cv/files/UNDAF_2006-2010.pdf
UNDAF for Cape Verde 2012-2016
http://www.un.cv/files/UNDAF%20Cabo%20Verde%202012_2016.pdf
UNDG Business Operation Strategy (BOS), 4-day workshop, Tunis 3-6 April 2017, PP
UNDG High-Level Committee on Management, Advisory Report on the Joint Operations Facility
Brazil (March/2014);
UNDOCO Summary on the Cape Verde Joint Office Model, March 2016.
https://www.un.org/ecosoc/sites/www.un.org.ecosoc/files/files/en/qcpr/doco-summary-brief-
cape-verde-joint-presence-office-model-march2016.pdf
UNDP Brazil Country Programme Documents (CPDs) 2012 – 2015
http://www.br.undp.org/content/brazil/pt/home/library/cpd/2012-2015.html
UNDP Brazil Country Programme Documents (CPDs) 2017-2021
http://www.br.undp.org/content/brazil/pt/home/library/cpd/2017-2021.html
UNDP Executive Board Decision 2012/27 that reiterated the principle of Full Cost Recovery as
stipulated in General Assembly Resolution 62/208 and Decision 2013/9.
UNDP Governing Council decision on ‘Reimbursement of services provided by UNDP field offices to
executing agencies’, 1982.
UNDP Independent Evaluation Office and Office of Audit and Investigation, Joint Assessment of
UNDP Institutional Effectiveness, January 2017.
UNDP Independent Evaluation Office, 'Evaluation of UNDP Strategic Plan 2008-2013’, May 2013.
UNDP Office of Human Resources, Staff Administrative Services, Delivering HR services across the
UN system, Powerpoint presentation, October 2014.
UNDP, Bureau for Management Services BMS. Review and improvement initiative – products and
services mini survey. Internal document, 2018.
UNDP, Joint Operations Facility Brazil, Advisory Report, Group High-Level Committee on
Management, March 2014.
UNDP, Office of Audit and Investigation, Audit of UNDP Global Shared Service Centre in Malaysia,
Report No. 1242, Issue Date: 21 March 2014
UNDP, UN City Common Services Survey PowerPoint presentation 2018.
United Nation Development Group Business Innovations. Task Team 1 Business Operations, Country
presence, country typology and BOS. PowerPoint Presentation 2018.
United Nation Development Group, Repositioning the UNDS to deliver on the 2030 Agenda
PowerPoint Presentation December 2017.
United Nation Development Group, UN Secretary-General’s Vision on Business Operations, Power
point presentation 2018.
United Nations, Implementation of section V of the annex to General Assembly resolution 32/197 on
the restructuring of the economic and social sectors of the United Nations system,
A/RES/34/213, A/34/PV.10919 United Nations, New York, December 1979.
United Nations, Joint Inspection Unit, Administrative Support Services, The role of service centres in
redesigning administrative service delivery, by Jeremiah Kramer, Geneva 2016.
United Nations, Joint Inspection Unit, Junior professional officer/associate expert/associate
professional officer programmes in United Nations system organizations, Istvan Posta, Cihan
Terzi, JIU/REP/2008/2. Geneva 2008.
United Nations, Joint Inspection Unit, Review of enterprise resource planning (ERP) systems in
United Nations Organisations, Jorge Flores Callejas, Cihan Terzi, Geneva 2012.
United Nations, Reimbursement for services provided by UNDP field offices to executing agencies.
UNE (01)/R3, UNDP. Governing Council (29th sess.: 1982: Geneva), Adopted at the 38th meeting,
DP/DEC/82/3318, United Nations, Geneva, June 1982.
United Nations, Resolution adopted by the General Assembly [on the report of the Second
Committee (A/71/468 (Add.1))] 71/243. Quadrennial comprehensive policy review of
operational activities for development of the United Nations system71/243 General Assembly, 21
December 2016.
United Nations, Resolution adopted by the General Assembly on 21 December 2016, A/RES/71/243
General Assembly, New York, 1 February 2017.
http://www.un.org/en/ga/search/view_doc.asp?symbol=A/RES/71/243
Voigt Anders, Constraints Analysis for Common UN Business Operations at the Country Level,
Report, 24 May 2016.
Annex 5. LIST OF OPERATIONAL SERVICES PROVIDED
BY UNDP TO UN ENTITIES
Unit
Services
HR Services
Organizational Design and Job classifications
Staff Selection and Recruitment Process (advertising,
short-listing, and interviewing)
Benefits and Entitlements Administration and
Management (at issuance of a contract and again at
separation)
Staff Payroll and Banking Administration and Management
(payroll validation, disbursement, performance
evaluation, extension, promotion, entitlements, leave
monitoring)
Hosting of vacancy announcements
Hiring of service contractors
Training (including Access to the Learning Resources
Centre and Learning Management System)
Separation Administration
JPO Programme Administration
HR Business Advisory Services
Compliance Review for international and local (HQ)
recruitments
Long Service Awards for UNCDF and UNV
Distribution of Tax return checks to staff
Management of the Resident Coordinator System globally
on behalf of UNDG
UN Common system advocacy and partnership with other
organizations and the International Civil Service
Commission (ICSC)
Current Co-Chair of the HR Network Standing Committee
on field duty stations
Appendix D and MAIP claims
Medical insurance plan for locally recruited staff (MIP)
Policy coordination on most HR issues in field offices
Finance
Payments
Recurring Personnel Management
Procurement
Staff Recruitment: Contract
Payments - Ticket
Payments - F10 Settlement
Staff Recruitment: Selection
Consultant Recruitment
Ticket Request
Hotel Reservation
Travel Authorization
F10 Settlement
Accreditation
Custom Clearance
Equipment Disposal
Equipment Rental
Communications
Other Common Service Agreements
Premises
Facilities and Conference Room Rental
Shipment Arrangements
Visa Requests
Ad-hoc Service
IT Services (Common Service Agreement)
Fellowship Package
Utilities
ICT Services
ICT infrastructure services (email and directory
management, network and desktop support and
telecommunications services, including IP telephony)
IT Advisory services
Communications infrastructure
Helpdesk
Support for corporate enterprise systems / Applications
services (all the software modules of the ERP system,
Atlas, such as financial and human capital management
functionalities, software licensing, enterprise application
support, production support services, help desk services,
IPSAS reporting capabilities, and providing intranet and
extranet space)
General Administration Services
Headquarters facilities
Issue and Renew IDs (UNLP, UN ID, etc.)
Lease management of office space
Office maintenance / repairs
Mail delivery (including pouch)
Shipment, Custom Clearance, Vehicle registration
Issuance of Visas
Issuance of Telephone Lines
Travel Services
Coordinate with travelers to arrange travel
Booking flights
Travel Authorization
Airport pick-up
Payments for DSA and TE
F10 Settlement
Procurement Services
Consultant Recruitment (advertising, short-listing &
selection, contract issuance)
Vendor registration
Contract management
Long Term Agreement (LTA) management
Concluding long term agreements for client
Local contract review by CAP
Procurement process involving local CAP (and/or ITB, RFP
requirements) (identification and selection,
contracting/issue purchase order)
Procurement process not involving local CAP (and/or ITB,
RFP requirements) (identification & selection, issue
purchase order)
Full procurement services including the delivery of
security and cleaning services, office supplies and printing,
audit services, consultants, ICT equipment, fuel and
vehicles
Disposal of Equipment
Legal services
Assistance and advice on two practices (Administrative
Law Practice and Corporate and Institutional Law
Practice) on a range of legal matters relating to UNDP’s
including its affiliated agencies UNCDF and UNV) in
programming, operations and administration.
Annex 6. LIST OF UN ENTITIES THAT UNDP PROVIDES
OPERATIONAL SERVICES
UNFPA
UNITAR
UNSSC
UNU
UNWOMEN
11
UNFCCC
UNCDF
UNV
ECA
ECLAC
ESCAP
ESCWA
FAO
IAEA
IARC
IBRD
ICAO
ICTR
IFAD
ILO
IMF
IMO
IOM
ITC
ITU
OHCHR
OPCW
UN
UNAIDS
UNAMI/UNRCCA
UNCCD_BONN
UNCHS/UNHABITAT
UNCTAD
UNDESA
UNEP
UNSOM
MONUSCO
UNIOGBIS
UNMiss-COL
UNICEF
UNSCO
UNIDO
ICCROM
UNOCHA
MINUJUSTH
UNOG
UNVMC
UNOJSRS
MINUSCA
UNOV/UNODC
RSCE: Uganda
UNOWA/CNMC
BONUCA
UPU
WFP
WHO
WIPO
WMO
UNWTO
AsDB
CTBTO
MONUC
UNJSPF
UNON
UNRWA
UNTSO
UNMIS
WTRADE
UNOPS
UNAMA
UNMIK
UNMIL
MINUSMA
UNSMIL
MINUSTAH
UNAMID
UNMISS
UNSOA
UNSOS
MINURSO