project document template 14 nov 2011 - united nations ...€¦ · unodc project document format...

NB: Except when clearly stipulated in funding agreements, the starting date of a Project Document at the time of approval is usually an estimation, which needs to be adjusted in the course of a subsequent revision, in line with the date of issuance of the first allocation under any of the project segments, as reflected in ProFi.

PROJECT DOCUMENT

Project Number

Project Title

Duration e.g. Jan 2010 – June 2012 (2 years 6 months)

Estimated Starting Date1 Month/Year

Location

Strategic Framework Sub programme and related Expected Accomplishment(s)2

Linkages to Country Programme

Regional Programme

Thematic Programme3

Executing Agency4

Associated / Implementing Agency5

Overall Budget

In-Kind Contributions6

Partner Organizations:

Brief Description (Not exceeding 10 lines) This summary is the one appearing as public information in ProFi and should spell out the precise problem addressed, key project objectives and activities, and expected end-of-project situation/results. If the project is conducted in the context of a larger programme, or together with essential partners (World Bank, European Commission, regional entities, private sector, etc), or has a pilot character for UNODC, this should be reflected here.

1 Actual starting date will be available in ProFi. 2 The Strategic Framework for 2012-13 listing out all the subprogrammes and expected accomplishments therein is available at http://www.unodc.org/intranet_pa/docs/Strategic_Framework_2012-13.pdf. The Strategic Framework for 2014-15 will be finalised by the end of 2012 and will be posted on the Intranet page of the Strategic Planning Unit. 3 Please state the name of the country/ regional or thematic programme the project contributes to. 4 The Agency with overall responsibility for the project/programme, and therefore with overall reporting responsibility to donors. 5 The Implementing agency is the unit, which has been given responsibility for managing all aspects of the work programme to be financed from a given trust fund (or project) i.e. it is the one responsible for providing the services as spelled out in agreements/ToR/MOU in accordance of the project plan, etc. 6 Specify in-kind contributions by party and in US$ equivalent.

UNODC Project Document format and guidelines of 27 SPU, November 2011

Signed on behalf of:

Party/Entity Name/Title of Signatory Date Signature


Contents

Cover Page

1. Situation Analysis

1.1 The Problem

1.2 Counterpart Capacity

1.3 Justification for UNODC involvement

1.4 Strategic Context

1.5 Synergies with other programmes and projects

1.6 Target groups

1.7 Gender and Human Rights

2. Project Description

2.1 Location and duration

2.2 Logical Framework

3. Project Management and Implementation

3.1 Inputs

3.2 Staffing, Management and Coordination Arrangements

3.3 Monitoring, Reporting and Project Completion

3.4 Evaluation

3.5 Risk Management

3.6 Sustainability

3.7 Legal Context

Annex I: Indicative Costed Workplan

Annex II: Budget

Annex III: Staffing Table

Annex IV: Job Profiles/Terms of Reference for Project Personnel

Annex V: Standard Basic Assistance Agreement

Name of Drafters/Key contributors: Office: Date:


1. Situation Analysis

1.1 The Problem

A systematic problem analysis constitutes the first step in identifying the project context. Such an analysis describes the problem conditions, which a UNODC project aims to influence positively, justifying UNODC’s interventions. Include available baseline data really related to the problem and the location.

� What are the key problems, bottlenecks, development constraints?

� Which problems are UNODC’s proposed interventions directly related to?

� How are the problems interrelated (cause-effect relationship)?

1.2 Counterpart Capacity

A very short summary of Government agency/legal environment in which the project operates, as well as resource capacity of government actors. How does counterpart capacity affect the problem?

1.3 Justification for UNODC involvement

Briefly describe the following:

� What is the reason (mandate/treaty/UN resolution, etc) for UNODC taking on

this project?

� What is the added value of UNODC’s intervention vis-à-vis the action the Government or other actors in the same large field are undertaking?

1.4 Strategic Context

UNODC Strategic framework

The Strategic Framework links the Office’s normative and operational functions and provides the structure necessary to enhance UNODC’s effectiveness, accountability and control of its work. Each subprogramme of the Framework identifies the expected accomplishments of UNODC as a whole, and also identifies appropriate achievement indicators. The Strategic Framework identifies seven sub programmes covering all of the UNODC’s varied activities:

Sub programme 1: Countering Transnational Organized Crime and Trafficking Sub programme 2: Countering Corruption Sub programme 3: Terrorism Prevention Sub programme 4: Justice Sub programme 5: Health and Livelihoods (drugs and HIV) Sub programme 6: Research and Trend Analysis Sub programme 7: Policy Support


Please correlate the project to the sub programmes above, including which expected accomplishment the project Objective contributes to

Sub programme: Accomplishment(s)

� Which subprogramme does the project fall under?

� Which Expected Accomplishment does the project contribute to?

The chart below exemplifies the linkages between the Strategic Framework and project level

Key Terms Project Objective Outcome(s) Outputs Performance Indicators

The long term benefit the target group will receive. There should only be one Objective for each project. Outcomes describe how the target group uses the outputs. What are they expected to do differently as a result of the delivered outputs (e.g. what do the target audience do as a result of the training they receive) Outputs are the products or services which result from the completion of activities. Outputs describe capacities or potentials that can be used by the target group to generate change.(e.g. Official qualified in using MLA software) A quantitative or qualitative variable that allows the verification of changes produced at the level of objective, outcomes and outputs.

Strategic Framework Accomplishments and performance indicators

Project (Classified under a subprogramme and

contributing to an Expected Accomplishment)

. The 4 levels described in the Logical Framework:

1) Project Objective 2) Outcome 3) Outputs 4) Activities

Important Note: Each project must contribute to an Expected Accomplishment defined in the Strategic Framework. Indicators for Project Objective, Outcome and Outputs must be specific and measurable.

Important Note: Each project derives from an Expected Accomplishment as described in the Strategic Framework.


Indicators form the necessary basis for project monitoring and evaluation. Indicators set minimum performance standards required to achieve certain results (objective, outcome (s) and outputs). They are a "feedback mechanism" that shows project managers and evaluators how project progress and success, or the lack thereof, can be observed. All indicators will require the establishment of an appropriate baseline. The purpose of a baseline is to provide an information standard against which to monitor and assess progress and effectiveness during implementation and after activities are completed. All indicators defined in the results matrix Section 2 of this document should have an appropriate baseline. If baseline data is not available at the planning stage, collecting such data should be one of the first activities scheduled once the project begins implementation. While collecting baseline data at the level of Project Objective may require a significant investment if it is not available from existing sources, baseline data for most outputs can be easily collected if the activities are designed following established best practice. For more information on collecting baseline data, project managers are requested to consult with the appropriate thematic branch. Note that, as per recommendations of the Interim Audit of UNODC7, indicators should be limited in number and targeted towards those aspects of the result which are key, and which can be realistically monitored.

Country, Regional and Thematic Programmes

Describe the following:

� Linkages to specific outcomes/outputs in the relevant UNODC Country, Regional and/or Thematic programmes

1.5 Synergies with other programmes and projects

Describe the relationship with the following:

� Other UNODC project/ subprogrammes/ programme components, in particular if there are any staff who are being shared between this project and other projects, a specific mention, citing synergies that justify shared staff costs.

� Other players/agencies (bilateral, UN, other multilateral, national/regional) working in the project field and how does UNODC relate to these.

1.6 Target groups

Technical cooperation projects try to improve relevant factors necessary for target groups (beneficiaries) to overcome identified constraints and to achieve desirable objectives. A project can be related to different target groups, i.e. vulnerable social groups (e.g. victims of crime, poor farmers cultivating drugs, etc.), or an organizational or institutional structure (anti-corruption agencies, prisons, treatment centres, etc.) which then provide necessary services to

7 United Nations Board of Auditors, Management letter on the interim audit of the United Nations Office on Drugs and Crime, 21 September 2011, UNDCP-HQ-AUS-2011-17, paragraphs 75 – 88.


beneficiaries. When the term target group is used in the context of this format it is related to the group of people and/or institutions who directly benefit from the project.

Describe clearly which groups directly benefit from UNODC’s project activities:

� Who directly receives or benefits from UNODC’s services or products (training, other services, funds, etc.)?

� Which role does this group, organization, institution, etc. play in the context of the problem identified? Has this group already taken action to tackle the problem(s) identified independent from UNODC?

1.7 Gender and Human Rights

� How do project planning, implementation and monitoring address differing needs of both men and women?

� How will the project ensure that women and women’s views have been included in the planning/consultation as well as the decision-making processes?

� Please indicate how human rights considerations will be taken into account in the planning and implementation of the project. Are there any activities planned to promote the fulfilment of human rights?

� Have experts/groups in gender and human rights been consulted during planning stages?

� Has provision been made for disaggregation by gender in reporting and monitoring?

� Can linkages be made with existing projects and institutions to ensure gender and human rights issues are taken into consideration during planning, consultation and decision-making/ implementation?

� Have specific gender and human rights risks and issues already been identified, how do these affect project implementation and has there been any kind of structured exercise to understand and plan to mitigate the human rights related risks, if any? (consult, for example, the UN Universal Human Rights Index for more information: http://www.universalhumanrightsindex.org )

2. Project Description

2.1 Location and duration

� In what geographic areas/locations will the activities take place? Which

UNODC offices will be involved? What is the expected duration of the project?

In the following logical framework describe the project Objective, Outcome, Outputs and indicative Activities. Please refer to 1.4 above for definitions of key terms.


2.2 UNODC Logical Framework Region/Country:

Project Number / Code: Project Title:

Sub programme in Strategic Framework: Date: Duration:

Expected Accomplishment(s) in the Strategic Framework: Relationship with Country/ Regional/ Thematic Programmes: Demonstrate linkages with meso-level programmes

Indicators Means of Verification Risks

Project Objective: The long term benefit the target group will receive. Note that there is a single objective for each project.

Indicators related to the Project Objective Baseline: Target:

For each indicator related to the Project Objective

Risks for the Project Objective

Outcome 1: Describe how the target group uses the outputs. What are they expected to do differently as a result of the delivered outputs (e.g. training received)?

Indicators related to Outcome 1 Baseline: Target:

For each indicator related to Outcome(s)

Risks for Outcome(s)

Indicators related to Output 1.1 Baseline: Target:

For each indicator related to Output 1.1

Risks for Output(s)

Output 1.1: Products or services which result from the completion of activities. Outputs describe capacities or potentials that can be used by the target group to generate change.

Activities relating to output 1.1 Describe key activities which need to be implemented in order to accomplish each of the Outputs. Activities will also have to be listed in the Costed Workplan in Annex 1.


1.1.1 Activity 1.1.2 Activity 1.1.3 Activity Indicators related to Output 1.2 Baseline: Target:


Risks for Output(s)

Output 1.2 Products or services which result from the completion of activities. Outputs describe capacities or potentials that can be used by the target group to generate change.

Activities relating to Output 1.2 Describe key activities which need to be implemented in order to accomplish each of the Outputs. Activities will also have to be listed in the Costed Workplan in Annex 1 1.2.1 Activity 1.2.2 Activity 1.2.3 Activity

Outcome 2: Describe how the target group uses the outputs. What are they expected to do differently as a result of the delivered outputs (e.g. training received)?

Indicators related to Outcome 2 Baseline: Target:

For each indicator related to Outcome(s)

Risks for Outcome(s)

Indicators related to Output 2.1 Baseline: Target:


Risks for Output(s)

Output 2.1: Products or services which result from the completion of activities. Outputs describe capacities or potentials that can be used by the target group to generate change. Activities relating to Output 2.1

Describe key activities which need to be implemented in order to accomplish each of the Outputs. Activities will also have to be listed in the Costed Workplan in Annex 1 2.1.1 Activity 2.1.2 Activity 2.1.3 Activity


Indicators related to Output 2.2


Risks for Output(s)

Output 2.2 Etc.

Activities relating to Output 2.2. etc


3. Project Management and Implementation

3.1 Inputs

What resources are needed in order to implement the project activities? What quantity? Where are these resources to be found?

3.2 Staffing, Management and Coordination Arrangements

Describe briefly the project management mechanisms and refer to other documents as necessary.

� Project execution: UNODC and/or any executing agencies’ role.

� Distribution of tasks: Role of project staff, field or programme office, reporting lines within between FO and HQ units, etc.

� Admin/Finance Arrangements: HQ/UNDP or UNOPS role in financial and administrative support and reporting.

� Local Counterparts: Government Implementation Agencies and roles of these in project management.

� Project steering committees or joint review mechanisms. Summarize role, composition and purpose.

3.3 Monitoring, Reporting and Project Completion

The purpose of the monitoring system is to demonstrate corporate accountability through transparency and documented records, and thus to assist both HQ and the Field in UNODC’s corporate oversight, decision making and organizational learning.

The costed workplan contained in this Prodoc is a monitoring tool that can be used for reporting purposes, though it is not in itself a reporting tool.

� What provisions have been made to carry out periodic monitoring?

� How will monitoring information be used to alter the project plan?

It is the responsibility of managers to ensure that the Costed Workplan is used as a monitoring tool and that it is kept up-to-date during the lifetime of the project.

Annual and Semi-annual Reporting

Systematic monitoring and reporting is an essential project management function. Recipients of this report are Programme and Senior Management at UNODC as well as Member States. In order to be able to monitor project progress a concise project document, including a Logframe as a summary of the essential elements of a project’s strategy, must exist. Without clearly defined results and related indicators, specifying performance standards that justify the use of resources, monitoring is only an artificial, arbitrary and impressionistic exercise.


UNODC’s project progress monitoring and reporting guidelines aim to strengthen the impact of its programme by offering project management and stakeholders timely and relevant information for results-oriented project management and decision making. Ideally Annual progress reports should be discussed with all stakeholders through a Tripartite Review Meeting (TPR) before being finalized. Any proposed changes in the results frameworks should also be highlighted during the TPR and agreement should be sought from all stakeholders. For more detailed reporting guidelines, please refer to the UNODC Operations Manual.

Project Completion Report

As opposed to the annual and semi-annual progress reports the project completion report is a final report, including the final evaluation report, which makes a judgment on the extent to which the project has accomplished what it set out to do, as well as administrative, managerial and financial information required to terminate a project. Project completion reports are done after a final evaluation has been conducted. For more detailed reporting guidelines, please refer to the UNODC Operations Manual.

3.4 Evaluation

Evaluation at UNODC is a process that assesses systematically and objectively the achievement of results and outcomes as regards the project’s relevance, efficiency, effectiveness, impact and sustainability. These should be done in line with the criteria on evaluations contained within the Programme and Operations Manual. Please consult with IEU and refer to the Evaluation Policy and Evaluation Handbook for specific information.

Evaluation is part of the project cycle and needs to be planned for at the design stage. Independent Project Evaluations are required for all projects. Exceptions can be made for projects with a budget ≤ USD 1,000,000. In this case, Self-evaluations can replace Independent Project Evaluations. Independent Project Evaluations can also take place (i) if there is an innovative dimension (ii) if it is a pilot project (iii) if there is a request from a Member State or a Donor. Please consult with IEU for any of the above.

Please describe the following:

� Type of evaluation (mid-term, and/or final independent project evaluation or self-evaluation) and rationale for this choice.

� Purpose of evaluation: indicate utilisation of evaluation findings.

� Timing for evaluation: plan for evaluation preparation and implementation.

� Rescheduling of evaluation: indicate whether, in the case of project extension, initially planned evaluations are rescheduled.

� Evaluation capacity: identify evaluation focal point in the region, if any.

� Evaluation budget: specify in budget table under budget line 5700, as well as within this paragraph.

� Evaluation management: clarify whether specific involvement of IEU is needed beyond evaluation rules.


3.5 Risk Management

Risks describe factors relevant for the project’s success, which are beyond the scope of direct influence of the project management. Summarize major risks which could potentially influence the project’s implementation and success as well as strategies for minimizing the risks and impact thereof.

If a significant risk is of a financial nature (e.g. excessive fluctuations in market prices in

countries in transition) FRMS should be consulted and allowances should be made in the budget to absorb such risks.

Particular attention should be paid to any risks that may impact the fulfilment of human

rights. If there is a risk, for instance, that any technical capacity building might be used to infringe upon human rights, it is important that, at the very least, training be provided to the recipients on their obligations to fulfil and protect the human rights of the ultimate beneficiaries of the project.

Risk Mitigation Identification Likelihoo

d Impact Risk Mitigation Strategy

Risk 1: Please describe which events/factors could endanger the project

(Low, medium or high). This describes the anticipated likelihood of the risk endangering the project

(Low, Medium or High) This describes the anticipated severity of the risk on the project

Strategy for Risk 1: Briefly describe how the project envisages minimizing this risk (or if existing control mechanism is to be used, please state)

Risk 2: Please describe which events/factors could endanger the project

Strategy for Risk 2: Briefly describe how the project envisages minimizing this risk

Risk 3: … Strategy for Risk 3: … etc. etc.

3.6 Sustainability

The quality criterion of sustainability raises the question in how far expected changes will become permanent in the future or only represent short term adjustments, easily reversible after project activities have been completed.

Describe, in short, the sustainability aspects and risks for this project as follows: � Which lessons have UNODC and/or its national/international partners already

learned in a similar project that can or need to be applied to this project?

� Which sustainability measures have been built into the project (e.g. transfer of ownership and responsibilities to local counterparts upon termination of UNODC involvement) as long as it is ongoing and what happens if sustainability is questionable?

� What role does UNODC have in following up (monitoring, reporting, checking Government records, visiting sites, etc…) beyond the completion of the project?


3.7 Legal Context

Standard Agreement with Governments The Government of [insert name of country] agrees that the Standard Basic Assistance Agreement (SBAA) signed on [insert date] with the United Nations Development Programme (UNDP), shall apply, mutatis mutandis, to the assistance provided by UNODC under the present project document. The Government confirms, in particular, that Article IX (Privileges and Immunities), Article X (Facilities for the execution of UNDP assistance), Article XI (Suspension or Termination of Assistance) and Article XII (Settlement of Disputes) of the SBAA shall apply to the activities of UNODC under this project.

or

The following Governments having signed the Standard Basic Assistance Agreement (SBAA) with the United Nations Development Programme (UNDP), on the dates indicated, agree that the SBAA shall apply, mutatis mutandis, to the assistance provided by UNODC under the present project document. The Governments confirm, in particular, that Article IX (Privileges and Immunities), Article X (Facilities for the execution of UNDP assistance) of the SBAA shall apply to the activities of UNODC under this project, Article XI (Suspension or Termination of Assistance) and Article XII (Settlement of Disputes) of the SBAA shall apply to the activities of UNODC under this project.. Government of [insert name of country] [insert date] Government of [insert name of country] [insert date] Government of [insert name of country] [insert date]

and/or The Government of [insert name of country] not being a signatory to a Standard Basic Assistance Agreement (SBAA) with the United Nations Development Programme (UNDP), agrees that the Standard Supplemental Provisions to the UNODC Project Document (attached to this document as Annex [insert annex number]) shall apply, mutatis mutandis, to the assistance provided by UNODC under the present project document. The Government confirms, in particular, that the section entitled Rights, Facilities, Privileges and Immunities of the Standard Supplemental Provisions shall apply to the activities of UNODC under this project. In case of conflict between the provisions of the present project document and those contained in the SBAA [or the Standard Supplemental Provisions, as the case may be], the terms of the present project document shall prevail. Non Liability/Compensation clause UNODC is not liable for any damage, injury, illness or death resulting from the actions of employees of the Government(s) or consultants or other persons contracted by or on behalf of the Government(s) in relation to the implementation of the present project. No claim for compensation may be made against UNODC for any such damage, injury, illness or death nor for any reimbursement of amounts that may have been paid by the Government as compensation in such event.


The Government(s) shall ensure and confirm that adequate compensation coverage for such eventualities exists, and applies to all persons employed by them or engaged by them or on their behalf in relation to this project. Equipment-related clauses The Government will defray any customs duties and other charges related to the import of equipment, its transport, handling, storage and related expenses within [insert name of country]. UNODC-funded equipment remains UNODC’s property, until formally transferred or otherwise disposed of, irrespective of who undertakes its procurement. UNODC-funded equipment may be transferred, with the consent of UNODC, to any entity, at any time during the present project for the purposes of implementation of the project. However, the decision on the final disposal of equipment, including the transfer of ownership, remains with UNODC, who shall endeavour to make such decisions in consultation with the party/parties and entity/entities concerned. The entity to which UNODC-funded equipment has been transferred, is responsible for ensuring that such equipment is used strictly for the purposes of the present project, as agreed with UNODC, and must arrange for and bear the costs of its proper maintenance. The entity also must arrange for, and bear the costs of, adequate insurance coverage for such equipment. In the case of non-expendable equipment, the entity shall maintain a detailed inventory of such equipment. [The following clause is only needed when UNODC is not the executing agency] The executing agency is responsible for ensuring that UNODC-funded equipment and supplies are used strictly for the purposes of the present project, as agreed with UNODC, and must arrange for and bear the costs of its proper maintenance. In the case non-expendable equipment, the executing agency is responsible for maintaining a detailed inventory of the same. Copyright clause UNODC retains copyright and related intellectual property rights for all material (documents, reports, studies, publications, etc) that result from activities carried out under the present project. Upon written request, at the end of this project, the Government(s) shall be granted a free-of-charge user license over such material. Op-out clause The implementation of UNODC activities under the present project document is subject to the availability of adequate funding, on a yearly basis. Should required funding not be available, UNODC reserves the right to unilaterally terminate its assistance under this document. Oversight /Audit clause The present project is subject to oversight/audit by the United Nations Office for Internal Oversight Services and the United Nations Board of Auditors. UNODC will coordinate the


implementation of such oversight/audits and will follow up on the implementation of agreed oversight/audit recommendations. Revisions/Dispute resolution of the project document The present project document may be modified by written agreement between the parties concerned. The signatory of this project accepts that, if required, the project can be subject to revision at any point in time of its implementation, without the obligation of additional signatures, provided that the revision does not imply one or more of the following:

- An increase of the total project budget higher than US $500 000 - New activities/ outputs that are not in line with the expected project’s

objectives and outcomes - An extension of the project’s duration of more than 1 year

If a project revision has been requested and agreed upon during a steering committee/ Tripartite Review Meeting and documented through written records, signatures on the project revision can be omitted. In this case, the written record should be uploaded in ProFi instead of the signed project document cover page.


Annex I: Indicative Costed8 Workplan9

MONITORING MILESTONES BY QUARTER/YEAR

20XX12 20XX 20XX KEY

ACTIVITIES/ MILESTONES10 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Costs associated per activity

RESPON-SIBILITY

ACHIEVEMENT/11 REASON/S FOR VARIANCE/

CORRECTIVE ACTION TAKEN IF NEEDED

Outcome 1:

1.1.1 Activity 1.1 Output.

1.1.2 Activity

1.2 Output. 1.2.1 …

1.3 … 1.3.1

1.4 … 1.4.1

Personnel Costs

Travel

Equipment

Premises

Operating Expenses

Evaluation

NET PROJECT TOTAL

Programme Support Cost13

GRAND TOTAL

8 Ensure that the timeframe is aligned to overall project duration, and costs correspond to entire budget. 9 Please indicate in bold outputs for which funds are currently available. 10 You may add rows as necessary. 11 This column will be filled in at the time of reporting (keep it empty when designing the project). 12 Specify the year. 13 Please indicate proportion of PSC (e.g. 13%).


Annex II: Budget

Calendar year Calendar year Calendar year Calendar year Calendar

year

Total approved budget (modular

budget) Additional

funding needed Overall budget Budget

line Description

a b c d e (1)=sum (a thru e) (2) (3)= (1) + (2)

1500 Travel in projects - -

15-99 Total Travel - - - - - - - -

1100 International Experts - -

1150 Short-term Intern. Consultants - -

1300 Admin. Support Personnel - -

1400 UN Volunteers - -

1600 Other Personnel Costs - -

1700 National proj. staff and cons. - -

19-99 Total Personnel - - - - - - - -

2100 Sub-Contracts - -

2200 Grants to institutions - -

29-99 Total Subcontracts - - - - - - - -

3100 Individual fellowships/Training - -

3200 Study Tours - -

3300 In-service training - -

3400 Group Training - -

3500 Meetings - -

39-99 Total Training - - - - - - - -

4100 Expendable equipment - -

4200 Non-expendable equipment - -


4300 Premises - -

49-99 Total Equipments - - - - - - - -

5100 Operation and maint. of equip. - -

5200 Reporting costs - -

5300 Sundries - -

5400 General Operating Expenses - -

5700 Evaluation costs - -

59-99 Total Miscellaneous - - - - - - - -

90-99 Project Subtotal - - - - - - - -

5601 PSC to Reporting Agency - -

5602 PSC to UNODC - UNODC impl.proj - -

5603 PSC to UNODC on shared proj. - -

56-99 Project Support Costs - - - - - - - -

99-99 Project Total - - - - - - - -

Notes

: (1) Total approved budget (modular budget) should be equal to the actual funding available (2) Overall budget shall be the future target figure. It will be reflected in the system as "Proposed overall budget".

Budget lines: For UNDP-administered projects/segments: --budget lines 3200, 3300 and 3400 should not be used (should be rolled up to 3100) --budget lines 1300 and 1700 should only be used for staff with FT contracts. --Staff under Service Contracts (SC), SSAs, and Individual Contractors (IC) etc. should be budgeted under budget line 1600. --Please refer to UNDP/UNODC Atlas Guidelines for more details


Note that an additional excel version should complement the submission in ProFi, in order to facilitate FRMS clearance.

Project Budget Template June 2011


Annex III: Staffing Table14 Funded Portion

International Staff under Budget Line 1100 2011 2012 No L

evel

Title New

Post ∗∗ ∗∗

Upgrade ∗∗ ∗∗

Duty Station

Budget line W/M Amounts Comments W/M Amounts Comments

1 1100 NB: If there is cost sharing with other projects, please reflect specific project number here

2 1100

3 1100

4 1100

5 1100

Total for BL 1100 - - - -

Staff under Budget Line 1300 1 1300

2 1300

3 1300

4 1300

5 1300

6 1300

7 1300

8 1300

14 All positions should be included in the staffing tables, including national and international, funded and unfunded ∗ Please indicate with (Y/N). Note that these columns are only applicable to project revisions.


9 1300

10 1300

Total for BL 1300 - - - - Staff under Budget Line 1600 1 1600

2 1600

3 1600

4 1600

5 1600

6 1600

7 1600

8 1600

9 1600

10 1600

Total for BL 1600 - - - - Grand Total - - - -


Unfunded Portion International Staff under Budget Line 1100 2011 2012

No Level

Title New

Post ∗∗ ∗∗

Upgrade ∗∗ ∗∗

Duty Station

Budget line W/M Amounts Comments W/M Amounts Comments

1 1100 NB: If there is cost sharing with other projects, please reflect specific project number here

2 1100

3 1100

4 1100

5 1100

Total for BL 1100 - - - -

Staff under Budget Line 1300 1 1300

2 1300

3 1300

4 1300

5 1300

6 1300

7 1300

8 1300

9 1300

10 1300

∗ Please indicate with (Y/N). Note that both these columns are only applicable to project revisions.


Total for BL 1300 - - - - Staff under Budget Line 1600 1 1600

2 1600

3 1600

4 1600

5 1600

6 1600

7 1600

8 1600

9 1600

10 1600

Total for BL 1600 - - - - Grand Total - - - -


Annex IV: Job Profiles/Terms of Reference for Project Personnel For guidance on Generic Job Profiles (GJP), Terms of Reference (ToR) and the standard formats to be used as well as for down-loading of available Generic Job Profiles please refer to the Programme and Operations Manual (items 3.2.1.j. and item 5.d.) or the following link:

http://www.unodc.org/intranet_hrms/en/job_classification/job_classification.html • Please use, to the extent possible, a Generic Job Profile as the basis. • Prepare a short ToR, listing the specifics of the position, which will complement the

appropriate GJP. Use the attached format:

JP ToR

• If no GJP can be identified, please use the attached individual ToR/job profile format:

ToR

Note that the title of each staff position should remain consistent throughout the different sections of the project document and related annexes

� TORs for all staff (national and international) charged against the project must be

made part of the project document

The following should be noted in the case of a project revision:

� TORs must be added also when there is a cost-sharing with other projects, even if these positions have already an incumbent, so as to establish a record for the additional tasks/responsibilities of this staff vis-à-vis the new project activities.

� TORs should be added to a project revision only in the following cases:

i. when a new position is being introduced;

ii. when an existing position is being upgraded or downgraded;

iii. when there are changes in tasks and responsibilities.


Annex V: Standard Basic Assistance Agreement (SBAA)

(For those countries not signatories of an SBAA with UNDP)

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