Professional Documents
Culture Documents
1
14 COs completed the workload estimate for the PPM reforms (see last page for details)
PPM Re-Write: Map of Changes Made
All projects require separate formal Project QA with notes and uploaded attendance Appraise &
28.1
LPAC minutes serves as LPAC minutes; nothing else required Approve
All projects require a pre-PAC before Removed requirement for a project pre-PAC. It Appraise &
22.1
the formal LPAC can still be held in cases where it is useful Approve
For projects with equipment exceeding Removed special procedures for projects with
50% of the budget or over $1M the CO large equipment components. UNDP has
must make a critical assessment and developed much stronger capacities in Appraise &
20.4
write a report on comparative procurement since this procedure was introduced. Approve
advantages of UNDP and capacities of Sustainability issues included in the sustainability
partners before approving the project plan of the full project
All beneficiaries of training funded by Removed this requirement
UNDP must “prepare a report not more Deliver 24.7
than one month after training ends”
Requires completion of separate issues Eliminated these requirements. Issues and
logs, lessons learned logs and a lessons lessons are captured through ongoing processes, Monitor 61.6
learned report at the end of a project such as quality assurance and ROAR reporting.
Output verification required twice per Lowered minimum frequency of output
Monitor 26.3
year for every project verification to once per year
Minimum frequency of project board Reduced minimum frequency of project board
Oversight 162.2
meetings is quarterly meetings to Annually
CPD extensions require completion of a Eliminated this requirement for CPD extensions.
Manage
time-consuming Statement of This information is already captured in the ROAR, 12.1
Change
Challenges and Performance and doesn’t need to go to the EB for extensions
Project reports required every quarter Reduced minimum frequency of project reports to
at a minimum annually. More complex projects can make Report 147.8
reporting more frequent, if required
Two project reports required – the Consolidated requirements for the Project
Project Progress Report and the Annual Progress Report and the Annual Review Report Report 72.9
Review Report
Separate annual reporting required to Streamline ROAR with One UN reporting
Report 18.0
UNDP HQ and the UNCT requirements at country level
Two steps in project closure: Simplified the Project Closure process into one
operational and financial closure. Once step, enabling project staff to be funded by the
Closure and
a project is operationally closed, it project to support closure activities like asset 33.6
Transition
cannot fund project staff to complete transfer, final reporting and final project reviews,
the project closure process evaluations and Project Board meetings
SS&TrC project type the only one that Expand the SS&TrC project type to be used for Formulate
can accommodate a project working in any Multi Country Project. Burden reduction in 9.3
Multi-Country
multiple countries not having to re-invent the wheel
Project
Government has to sign every project Government agreement to a project may be
document through an exchange of letters or LPAC minutes if Formulate 21.0
needed
Any changes to programmes and Changes to programming require evidence of
Manage
projects require formal signatures Programme/Project Board agreement, not 35.2
Change
necessarily formal signatures
No clarity on planning, monitoring, Clear instruction on planning, monitoring,
reporting and Atlas set-up for multi- reporting and Atlas set up in MCOs, project offices Significant
country programmes and offices and special development situations. Burden MCO Guidance for relevant
reduction in corporate processes in some offices only
contexts, and not having to re-invent the wheel
PPM Re-Write: Map of Changes Made
Enable Delivering as One & Country Platforms (as per the SP)
Current PPM Proposed Change Relevant Est. Time
Policy Saving (per
yr)
Separate UNDP process serving the Where DaO process can serve UNDP’s Formulate
same or similar purpose to DaO requirements, i.e., for design, monitoring, Oversight 40
processes oversight, reporting, this is made clear Report
Includes references to old UNDAF Updated to respond to the new UNDAF
guidance and requirements guidance, including requirement for the CCA,
Formulate 5.3
introduction of Vision 2030 and the development
of a Theory of Change for the UNDAF
Service level agreements (SLA) limited Introduces an agreement for advisory services to
to operational transactions included in enable reimbursement for programmatic
Select
the Universal Price List (UPL), such as contributions of staff from other UN agencies.
Responsible N/A
procurement and payments. This helps facilitate UN collaboration in ways
Party
beyond joint programmes and cash transfers to
implement project activities.
Programming principles based on old Introduced new UNDG programming principles
UNDG guidance. (included in new UNDAF guidance) as UNDP’s Formulate N/A
programming principles
No/limited reference to SDGs Updated to incorporate consideration of the
Formulate N/A
2030 Agenda and SDGs
PPM Re-Write: Map of Changes Made
Greater Flexibility
Current PPM Proposed Change Relevant Est. Time
Policy Saving
(per yr)
All contexts use same procedures and Introduces “Bridging Programmes” in crisis
templates for country programming, settings, which are short country programmes (up
including fast changing crisis settings to 18 months) in uncertain contexts when a full
programme cannot be developed and an Manage
10
extension does not add value due to the rapidly Change
changing context. The Crisis Board reviews
Bridging Programmes, which are submitted to the
next EB session.
No provision for remote monitoring in Includes provision for remote monitoring by third Monitor
20
crisis settings party contractors in crisis settings
Advance Authorization for 60 days only Advance Authorization extended to max 90 days Appraise &
5
Approve
Substantive CPD changes need to be Process for substantive CPD changes clarified and
Manage
appraised and submitted for approval simplified. Otherwise, changes are not being 39.4
Change
using the same process as new CPDs. recorded or managed because it is too difficult.
Initiation Plans can be for a max of 12 Duration of Initiation Plans increased to 18
months, and are only for designing a months. The scope of when it can be used is Formulate 12.0
project. expanded to include responding to crisis.
No accommodations for funding If a funding partner requires a specific Select
partner condition in selecting an implementing partner or responsible party to be Implementing
implementing partner. selected as a pre-condition of funding, this Partner
partner may be selected as long as adequate 18.5+
capacity is in place and the national government Select
agrees. This includes private sector partners as Responsible
responsible parties. Party
Only way to engage the private sector Provides additional options to engage the private
Formulate
is through a contract for professional sector in programming, including through
Select RP
services performance based payments and development N/A
Development
service agreements in areas supporting
Services
programme results and the SDGs.
No modifications of oversight Added greater flexibility in crisis settings,
mechanisms in crisis settings including modified oversight mechanism and Oversight 41.7
enabling oversight mechanisms to meet remotely
Strict asset transfer rules - not allowing More flexible asset transfer at the end of a
civil society to keep any assets project, including removed requirement for civil
Closure &
(regardless of capacity development society needing to return assets, removed asset 18.4
Transition
objectives), asset custody period, and custody period, and clarified ability to dispose of
disposal of worthless assets worthless assets
contribute to CPD outputs for stronger programme management and easier ROAR reporting. CPDs
are more actively monitored, with outputs and indicators adjusted when needed.
Merged the programme and project cycles to show how projects are delivery instruments to Formulate
implement programmes, along with other flexible instruments
Strengthen integration of risk management, ensuring alignment with ERM Policy and Corporate Formulate
Risk Register for a consistent approach across all levels of risk [ERM Policy updated to ensure a
Monitor
unified policy on risk management that includes programme/project risks]
Added content on the quality of donor reporting, with the template earlier approved by the OPG
Report
(yet never distributed)
Introduced standards for quality analysis Formulate
Clarified accountabilities of Implementing Partners Select Implementing
Partners
Clarified expectations on horizon scanning (need new guidance as well) Monitor
Introduced knowledge as a core area to be analyzed as part of monitoring Monitor
Broadened sustainability plan to “scale and sustainability plan” to bring these linked issues
Monitor
together for coherence
Embedded communications across the PPM Monitor
Improved communications expectations of results achieved through programming Report
Clarified prescriptive content for projects not part of a programme, such as projects implemented
Formulate
in project offices and Bureaus without a programme like BERA
Embedded requirements for specific donors, such as vertical funds Monitor
Oversight
2
Bosnia & Herzegovina, Iran, Tanzania, DRC, Barbados & the OECS, Rwanda, Belarus, Uganda, South Sudan, Nepal,
Cambodia, Montenegro, Moldova, Ukraine