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Functional Areas

• Functional Areas
  • Legal Framework
    • Project Document
    • The Grant Agreement
      • UNDP-Global Fund Grant Regulations
      • Grant Confirmation
      • Grant Confirmation: Face Sheet
      • Grant Confirmation: Conditions
      • Grant Confirmation: Conditions Precedent (CP)
      • Grant Confirmation: Special Conditions (SCs)
      • Grant Confirmation: Limited Liability Clause
      • Grant Confirmation: Schedule 1, Integrated Grant Description
      • Grant Confirmation: Schedule 1, Performance Framework
      • Grant Confirmation: Schedule 1, Summary Budget
    • Implementation Letters and Performance Letters
    • Agreements with Sub-recipients
    • Agreements with Sub-sub-recipients
    • Signing Legal Agreements and Requests for Disbursement
    • Language of the Grant Agreement and other Legal Instruments
    • Amending Legal Agreements
    • Other Legal and Implementation Considerations
      • Property Issues
      • Logos and Other Markings
      • Intellectual Property Rights and Disclosure of Information
      • Conflict of Interest and Anti-corruption Measures
      • Anti-terrorism Requirements
      • Payment of Incentives to Government Staff
    • Legal Framework for Other UNDP Support Roles
  • Health Product Management
    • Overview: Health Product Management
      • Transit
      • Scope
      • Guiding Principles for Procurement of Health Products
    • Product Selection
    • Quantification and Forecasting
    • Supply Planning of Health Products
    • Sourcing & Regulatory Aspects
      • Development of List of Health Products
      • Development of the Health Procurement Action Plan (HPAP)
      • Health Procurement Architecture
      • Local Procurement of health products
      • International freight, transit requirements and use of INCOTERMS
    • Financial Management
      • Grant-Making and Signing
      • Grant Implementation
      • Sub-recipient Management
      • Grant Reporting
      • Grant Closure
      • CCM Funding
      • Import duties and VAT/sales tax
    • Monitoring and Evaluation
      • Differentiation Approach
      • M&E Components of Funding Request
      • Performance Framework
      • M AND E Plan
    • M&E Components of Grant Making
      • M & E Plan
      • M&E in the PR Capacity Assessment Tool (CAT)
    • M&E Components of grant reporting
      • Progress Update/Disbursement Request
  • Sub-recipient Management
    • Sub-recipient Management in Grant Lifecycle
    • Selecting Sub-recipients
    • Capacity Assessment and Approval Process
      • Assessing Sub-recipient Capacity
      • Value for Money and Approval Process
      • UNDP Country Office Review
    • Engaging Sub-recipients
      • The Sub-recipient Agreement
      • Induction Workshop
      • Procurement by Sub-recipients
      • Sub-sub-recipient Engagement
      • Renewal of Sub-recipient Agreements
      • Termination of Sub-recipient Agreements
    • Managing Sub-recipients
      • Managing partnership with Sub-recipients
      • Cycle of Sub-recipient Monitoring
      • SR Reporting
      • Ongoing Monitoring of Sub-recipient Activities
      • Sub-recipient Performance Management
      • Managing Risks Related to Sub-recipients
    • Sub-recipient Audit
      • Sub-recipient Audit Approach
      • Sub-recipient Audit Criteria
      • Sub-recipient Audit Process
      • Sub-recipient Audit Follow-up
  • Capacity Development
    • Interim Principal Recipient of Global Fund Grants
    • A Strategic Approach to Capacity Development
    • Resilience and Sustainability
    • Legal and Policy Enabling Environment
    • Functional Capacities
    • Capacity Development and Transition
    • Transition
      • Transition Strategy
    • Capacity Development Objectives and Transition Milestones
    • Capacity Development Results – Evidence From Country Experiences
    • Capacity development and Transition Planning Process
    • Capacity Development and Transition – Lessons Learned
  • Risk Management
    • Introduction to Risk Management 
      • Risk Management in International Development
    • Global Fund Risk Management
      • Global Fund Operational Risk Management
      • Global Fund Requirements for Risk Management at Implementer Level
      • Global Fund Local Risk Management Related Policies
    • Risk management in UNDP
    • UNDP Risk Management in the Global Fund Portfolio
    • Risk Management in UNDP-managed Global Fund Grants
      • Establishing the Context
      • Risk Assessment
      • Risk Treatment
      • Communication and Consultation
      • Risk Reporting
      • Monitoring and Review
    • Risk Management in High Risk Environments
      • UNDP Corporate Policies
      • Risk management for UNDP Global Fund portfolio in high-risk environments
    • Common Risks Identified in Global Fund Programmes
  • Audit and Investigations
    • Principal Recipient Audit Approach
      • Budgeting for Principal Recipient Audit
      • Principal Recipient Audit Process
      • Principal Recipient Audit Follow-up
    • Audit of Country Coordinating Mechanism Funding
    • Sub-recipient Audit
    • Ad hoc Site Visits
    • Office of Audit and Investigations (OAI) Investigations
    • Global Fund Office of the Inspector General (OIG) Investigations and Audits
  • Human Rights, key Populations and Gender
    • Background
      • Overview
      • Human Rights
      • Key Populations
      • Gender
    • UNDP’s Work on Human Rights, Key Populations and Gender 
    • Integrating Human Rights, Key Populations and Gender in the Grant Lifecycle
      • National Strategic Plans (NSPs)
      • Country dialogue and funding request development 
      • Grant-Making
      • Grant Implementation 
      • Access to Medicines
  • Human Resources
    • HR During Start-up
    • HR During Grant Implementation
    • HR During Grant Closure
    • GPN ExpRes Roster
    • UN Volunteers

Project Lifecycle

• Funding Request
• Principal Recipient (Pr) Start-up
• Grant-Making and Signing
• Grant Implementation
• Grant Reporting
• Grant Closure

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Human Resources

As with any UNDP-managed programme, UNDP’s Programme and Operations Policies and Procedures (POPP) governs human resources management of UNDP staff and affiliates in the context of Global Fund and other health project implementation.

The guidance provided in this section of the Manual does not replace the POPP; it simply provides supplemental guidance specific to UNDP-managed Global Fund projects, as well as lessons learnt and practice pointers in human resource management throughout the start-up, grant-making and signing, and implementation processes of the grant life cycle.

HR During Start-up

Start-up team

When UNDP is nominated for the role of Principal Recipient (PR) for the first time, a start-up process is necessary. As a first step in the process, under the supervision and guidance of Country Office (CO) or Regional Service Centre (RSC) senior management, a member of the CO should be designated as the focal point to lead the implementation of the rolling work plan and grant management arrangements in consultation with the UNDP Global Fund Partnership and Health Systems Team (GFPHST).

The designated focal point oversees the recruitment and management of a start-up team, which supports the preparation of grant documents, determines implementation arrangements, and completes other activities leading up to grant signing. The start-up team should possess, at a minimum, programme management, finance and procurement and supply management (PSM) expertise.

The CO may benefit from input and lessons learned from another CO that has undergone the start-up process. In addition, CO staff and UN Volunteers in existing UNDP PR countries may be available for a short-term detailed assignment to support key activities, including the preparation of grant documentation, Quantum setup, etc. The UNDP GFPHST can facilitate a discussion to support a detailed assignment.

To strengthen its efforts to effectively support COs and national stakeholders in the implementation of Global Fund programmes, the UNDP GFPHST in coordination with the GPN Roster Team has developed a roster of qualified experts. More about the GPN Roster can be found in this section of the Manual.

PMU structure and terms of reference

As the establishment of the Project Management Unit (PMU) should start as soon as possible after UNDP has been confirmed at the PR to ensure that the required human resources are in place, one of the key activities in the start-up process is defining the structure and terms of reference (TORs) of the PMU.

The structure and terms of reference of the PMU should be defined with support from the UNDP GFPHST, with consideration to the following:

• The structure should allow for the necessary human resources to be available to ensure adherence to the terms of the Grant Agreement and the implementation of programme activities.
• PMU structures vary considerably both across and within regions, reflecting the diversity of programme activities and levels of risk. COs should determine PMU resource needs by viewing the grant in terms of its life cycle, as the structure may change over time with surges of staff required during peak times (e.g. net distribution campaigns). For monitoring and evaluation: 
  • The PMU should assess the need for at least one dedicated M&E position at the appropriate level, reflecting the complexity of programme implementation (e.g., number of service delivery areas, number and capacity of Sub-recipients).
  • It is preferable not to combine Programme and M&E positions, unless it is in a managerial or oversight capacity. Combining these positions can compromise effective oversight and also high-priority programme activities may overshadow M&E activities. 
  • Dedicated M&E capacities enable the PMU to effectively analyse performance and apply the lessons learned, which can have a positive impact on performance management and can also enhance national health management information systems and capacities.
• PMU staff costs (staff, operating costs) should be budgeted in the grant as direct costs for grant management. UNDP’s pro forma costs are accessible here. For more information regarding budgeting for PMU and other staff costs, please refer to the financial management section of this Manual.
• COs should not overlook the human resources needs that will be required during the grant closure period.
• The terms of reference for each PMU position should include the standard UNDP core competencies, cross-functional competencies, technical competencies and people management competencies clearly defining the key responsibilities of their respective roles. 

For examples of TORs for various positions please reach out to the UNDP GFPHST.

Following the introduction of the new PSA policy framework in 2021, UNDP BMS/OHR issued the Guide on Using Contractual Modalities which sets out the roles, responsibilities, and accountabilities governing the selection and usage of appropriate contractual modalities within UNDP. An additional Memorandum on appropriate use of contractual modalities was related in September 2023 to draw attention to this Guide and, given the critical importance of ensuring that the correct contractual modality is used in each case, highlight the key criteria that must be followed when considering how best to meet a particular staffing need. In November 2024, the UNDP Staff Council and Office of Human Resources gave a dedicated session about UNDP PSA contracts. The session provided an overview about the current policy and ongoing policy changes. The presentation from the session can be found here.

COs have leveraged United Nations Volunteers (UN Volunteers) as an efficient and cost-effective way of mobilizing additional human resources needed for project implementation beyond the core team, in functions ranging from medical and health service professionals to engineers, ICT, M&E and procurement specialists. UNV and UNDP have developed a number of standard Descriptions of Assignment (DoA) templates to support future deployments: Monitoring and Evaluation, Procurement and Supply Chain Management Specialist, Civil Engineer (health infrastructure), Finance Officer.  For more information on types of UNV profiles and how to host a UN Volunteer, please see the UN Volunteers section of the Manual, which includes additional links to UNV guidance material. 

Practice Pointer

As part of the PR Capacity Assessment Tool that the Global Fund requires COs to complete during grant-making, COs are often required to submit the PMU structure and TORs for review by the Local Fund Agent (LFA). For further guidance on other components of the start-up process, please refer to the  PR start-up section of the Manual.

HR During Grant Implementation

UNDP recruitment and selection procedures

The Recruitment and Selection Framework Policy is intended to provide UNDP Country Offices (COs) and headquarters hiring units with the principles governing recruitment and selection and specific guidance for filling vacant posts at the local and international levels in accordance with the United Nations Charter, the Staff Regulations and the Staff Rules.

UNDP staff recruitment and selection are guided by the following five principles:

Competition: Selection follows a visible and fair competitive process for all vacancies, regardless of post, contractual modality or hiring unit, except when such a competitive process is not considered practicable.

Objectivity: Screening is conducted with professional rigour, with candidates measured against clearly articulated criteria, job skills and competencies, and corporate priorities.

Transparency: The recruitment and selection criteria and all phases of recruitment processes are transparent to staff and candidates to the fullest extent possible.

Diversity: UNDP’s workforce reflects diversity and strives to include equal numbers of men and women, staff members representing as wide a geographic distribution as possible and individuals from under-represented groups, indigenous groups and persons with disabilities.

Accountability: Hiring managers are held accountable both for their selection proposals and the manner in which they have followed the processes leading up to them.

Each recruitment and selection process should include the basic steps:

• An approved, budgeted and classified post
• An up-to-date job description describing the key functions, competencies, impact and requirements of the post, responsibilities, academic qualifications, work experience and language requirements
• A recruitment strategy
• A vacancy announcement uploaded on to the UNDP job website
• A competitive job-specific assessment of skills, demonstrated competencies, relevant qualifications and performance of candidates in relation to the predefined requirement for the post
• A technical assessment against the key functions, competencies, impact and requirements of the post
• A competency-based interview for which the panel comprises a minimum of three panellists, one of which is from outside the Hiring Unit

The recruitment and selection process varies when Fast Track Procedures (FTP) are formally triggered. As most Fast Track measures have been mainstreamed into relevant policies and streamlined into the required processes, this should enable COs to work quickly to implement crisis response programming. Mainstreaming of the Fast Track measures has allowed COs to avail certain flexibilities in policies and procedures. However, some provisions were delegated to the Regional Bureau level and, therefore, the CO will still need to seek approval for these. The Fast Track provisions can be found in the Standard Operating Procedure for Immediate Crisis Response in the UNDP Programme and Operations Policies and Procedures (POPP) for more information.

The UNDP Global Fund Partnership and Health Systems Team (GFPHST) has developed a Project Management Unit (PMU) recruitment tracking template as a tool to monitor the progress of the PMU recruitment process.

UNDP Global Fund Partnership and Health Systems Team engagement in PMU recruitment

With a view to strengthen the capacity of UNDP COs to manage Global Fund programmes, the Organizational Performance Group (OPG) has made recommendations requiring that the UNDP GFPHST is directly involved in the recruitment process for the following UNDP/Global Fund PMU staff positions:

• Procurement and Supply Management (PSM) – involved in developing the Job Description (JD), the longlisting, shortlisting, technical assessment and interview process;
• Programme Manager – involved in developing the JD, the longlisting, shortlisting, technical assessment and interview process; and
• Finance Specialist– involved in developing the JD, the shortlisting process and interview panel.
• Monitoring and Evaluation – involved in developing the JD, the longlisting, shortlisting, technical assessment and interview process.

When planning a recruitment for any of these positions, kindly contact the respective Programme Advisor in the UNDP GFPHST who is covering your country, copying the Deputy Manager of UNDP GFPHST.

UNDP GFPHST is also available to support with the recruitment of other PMU positions, as required.  

Dynamic needs

The human resources required for successful grant implementation may change over time. A review of human resource needs should therefore be conducted on a regular basis, and at least annually. The CO should undertake a critical review of its capacity to manage the grant in light of any changes in programme activities, to determine the Global Fund PMU’s competencies, size and structure.

For periods during the grant life cycle when there is increased demand (e.g. preparation of Progress Updates/Disbursement Requests), the PMU can be supplemented by consultants and/or staff on detailed assignments. Depending on the timeframe, the recruitment of short-term (three months) UN Volunteers may also be considered to augment capacities. The UNDP GFPHST roster of qualified experts can be utilized to identify and quickly deploy the required expertise. If you require any additional support, please contact UNDP GFPHST.

Performance management & development (PMD)

Striving for excellence in the work we do and strengthening performance of staff is key for UNDP. The PMD process aims to build a strong high-performance culture where individual staff members, managers and teams take responsibility for the achievement of UNDP’s vision and attainment of its results in the most effective and efficient way. The PMD policy applies to all staff members holding Permanent (PA), Fixed term (FTA) and Temporary Appointments (TA). The relevant guidance is available on the Performance Management and Development (PMD) site.

For regular PSA holders, a full- service evaluation report must be completed, using the online PMD platform for any service period exceeding six months worked during that evaluation year

For short-term PSAs, or for periods of service of less than six months, only section I of the IPSA Performance Evaluation form or An NPSA Service Evaluation is to be completed and should be documented as a note to file.

Mandatory and Core trainings

UNDP has several mandatory learning programmes which aim at reinforcing organizational values. The mandatory courses provide compliance-learning and covers key issues related to UNDP values, standards, prohibited behaviours, key policies, rules and regulations, safety and security of individuals and the reputation of the Organization. They include e, security, fraud and corruption awareness, prevention of harassment and sexual exploitation and abuse of local population, ethics and integrity. All UNDP personnel holding (incl. interns, PSAs and UN Volunteers) are required to complete all Mandatory Courses within one month of their entry on duty.

Core courses cover issues related to the development policy/programme and operations management areas, and other important aspects of UNDP’s work.  The core courses include environmental sustainability, human rights, gender equality, UNDP’s legal framework and disability inclusion. Core coursesmust be completed by all personnel with an initial contract of more than 6 months, within 90 days of joining UNDP.

Audience specific core courses

Two more courses are also part of the core courses category and are designed for specific audiences: 

• UNDP Foundations – to be completed by all personnel joining or re-joining UNDP, during their onboarding journey, within 90 days. Existing personnel are also encouraged to complete this course.
• UNDP Risk Management  – to be completed by Resident Representatives, Deputy Resident Representatives, Operations Managers, Programme Managers and Risk Focal Points – within 90 days of their assignment in the relevant role. 

The courses should take 1 to 4 hours each to complete and are available on UNDP’s Talent Development Hub. 

UNDP staff resources

A wealth of information on all human resources-related topics is available on the Global Shared Services Unit – Human Resources (GSSU–HR) platform, which is accessible here.

HR During Grant Closure

Additional human resources may be required during the grant closure period to complete key activities that include, but are not limited to, the following:

• Production of final financial and programmatic reports;
• Ensuring sound management of supply chain of remaining health products;
• Transfer, liquidation, or return of assets (cash assets);
• Settling liabilities with the Global Fund; and
• Ensuring commitments have been fulfilled, cancelled or assumed by other funding source(s).

GPN ExpRes Roster

To enhance its support for Country Offices (COs) and national stakeholders in implementing Global Fund programmes, the UNDP Global Fund Partnership and Health Systems Team (GFPHST), in coordination with the GPN ExpRes Roster Team, has developed a roster of qualified experts specialized in the following thematic areas:

How to submit a deployment request using Eva.ai

To engage a candidate expert from the GPN ExpRes Roster, COs need to submit a deployment request from the Eva.ai home-page by clicking on “Create New Deployment request” and upload the Terms of Reference.  If COs have a preferred candidate who is registered on the GPN ExpRes Roster, they should include the details in the comments section.

The Crisis Bureau has implemented a pilot cost recovery model for non-crisis deployments, focusing on creating a financially sustainable system that supports the organization's mission while ensuring accountability and efficiency. In view of this model, all successful non-crisis deployments made through the roster will be charged a USD $300 fee, regardless of the total contract cost, to the requesting unit's COA. It is strongly advised that the COA provided below, should be the same COA used to contract the expert to be hired. The COA will be charged for the successful contract issued for a GPN ExpRes Roster expert deployment; extensions will not incur a fee. TRAC3 funding need not apply.

Once the request is submitted, a Roster Officer will be assigned and will share a longlist of potential candidates for COs to score/ rank. 

As evaluation of the performance of experts is a critical component for the successful maintenance of GPN ExpRes Roster, therefore COs and units are requested to complete an evaluation at the conclusion of the assignment. Performance evaluation templates for ICs are available here.

For regular IPSA holders, a full- service evaluation report must be completed, using the online PMD platform for any service period exceeding six months worked during that evaluation year.  Where the PMD platform is not available or for short-term IPSA holders, the IPSA Service Evaluation form linked to Annex 5 of the IPSA Policy document can be used.  For short-term IPSAs, or for periods of service of less than six months, only section I of the IPSA Annual Performance Review template is to be completed and should be documented as a note to file by the CO or unit.

Practice Pointer

How to submit a vetting request using Eva.ai
For any potential candidates who may have the requisite expertise for inclusion to the GPN ExpRes Roster, the COs or units are requested to login via the  Eva.ai home-page  (sign in with your UNDP email) and click on  “submit a vetting request”. . 

Here’s a video on How to submit a vetting request. CVs must be submitted in English, and eligible candidates should have a Master’s degree, with a minimum of 5 years of relevant work experience or 7 years of experience with a Bachelor’s degree.

All vetting requests will be submitted to the appropriate technical teams for review and approval to the roster. The process can take up to two weeks. Upon successful approval to the roster, we will invite the expert to register onto the EVA.ai platform.

In case COs are interested to see experts under certain profiles under the roster, please navigate to EVA.ai > Jobs & Talent > UNDP Talent Pool > All Migrated Vetted Consultants > and then select ACP List - Deployment Request Form  located at the top. From there, COs can filter the profiles of interest and select ‘apply’ to see the talent names. Here, you can select the expert names and view their CVs from within their profiles.

For UNDP personnel who are Vetting Committee Members or part of a Technical Team, we recommend watching this short video on how to vet candidates.

For questions regarding the GPN ExpRes Roster and/or UNDP Deployments, contact gpn dot deployments at undp dot org

For technical assistance regarding the platform, contact helpdesk at eva dot ai

For more information regarding the GPN/ExpRes Roster thematic areas, HIV, Health and Development or Health Procurement and Supply Chain Management, contact Karen De Meritens, Programme Associate, GFPHST  karen dot de dot meritens at undp dot org

UN Volunteers

UNDP has benefited from the support of UN Volunteers across a range of functions pertaining to its health implementation portfolio. With the intensive need for specialized expertise entailed in the management of Global Fund grants in particular, coupled with resource and capacity constraints that characterize many operational contexts, engaging UN Volunteers may prove a cost- effective and flexible option for UNDP Programme Management Units (PMUs) to address human resource gaps.

UNV offers a global talent pool with over 300,000 profiles of well-qualified volunteer candidates; a legal framework for engaging UN Volunteers that comprises conditions of service and the UNV code of conduct; a diverse set of volunteer categories, and a comprehensive package of benefits and entitlements to candidates.

Added value to the portfolio

Onsite UN Volunteers:

• Diversity of experiences: In some cases, international UN Specialist or Expert Volunteers may prove a cost-effective option of complementing PMU teams comprised mainly of national staff. In one UNDP Country Office, the PMU noted that bringing on board an international staff as an international UN Volunteer contributed to enhanced managerial and oversight experience within a key function for the team. Additionally, PMUs can engage national or international UN Youth Volunteers, which can bring in a valuable skillset and perspective for health programmes.
• Local capacity: National UN Volunteers add value with their knowledge of local languages, cultural, social, and economic characteristics.  National UN Volunteers are particularly well-placed to nurture capacities at the community level, fostering local ownership and sustainability.
• Support with community integration: UN Community Volunteers can play a significant role in health service delivery, raising awareness, or debunking myths and misconceptions around critical health issues.

Online volunteers: Online volunteers remotely support completing UN entities’ tasks. As online volunteers’ typical assignments, they design and create communication materials, translate documents, and make reports. UNDP can complete the recruitment process on its own through Unified Volunteering Platform (UVP). Online volunteers collaborate with UNDP on a short-term task basis up to 20 hours per week for up to 12 weeks.

On-screen step-by-step guide: How to create a new online Description of Assignment

Practice Pointer

In addition to addressing human resource needs within PMUs, UNDP can support national counterparts to engage UN Volunteers. In Kiribati, UNDP’s engagement with UNV in support of the UNDP-managed Western Pacific regional Global Fund grant was prompted by government demand. Following the resignation of its TB programme coordinator, the Ministry of Health (MoH) faced a critical staffing gap in a country with one of the highest TB burdens in the world. UNDP shared its positive experience with the MoH from engaging a  UN Volunteer Medical Specialist in Tuvalu under the Western Pacific programme. The MoH subsequently requested UNDP’s support to recruit a UN Volunteer TB Specialist, as a means of ensuring sufficient medical expertise on TB in the ministry amidst staff turnover challenges.

UN Volunteer categories:

• UN Expert Volunteers: People with critical skills, including specialized in-demand knowledge, professional expertise and technological acumen, often cultivated over many years
• UN Specialist Volunteers:
• International UN Specialist Volunteers: Professionals with specialized knowledge and a wide range of cultures and professional backgrounds
• National UN Specialist Volunteers: Nationals of the host country (or refugees and stateless persons physically present in the country of the duty station) who are recruited nationally
• UN Youth Volunteers: Ideally suited to areas needing innovation, community outreach, youth engagement, social media or work with marginalized communities. UN University Volunteers are a special segment of UN Youth Volunteers and serve on assignments of 3-6 months.
• UN Community Volunteers: Bring local expertise to development and peace solutions, recruited locally with no experience required. They work where they live on projects that impact their own community.

For more details on UN Volunteer Categories, see the UNV Partner Toolkit.

Cost:

The Online Volunteering service is free of charge.

For more information, please check the Entitlement calculator on the Unified Volunteer Platform UVP website.

Practice Pointer

PMU experiences with UNV
Several PMUs have engaged UN Volunteers across a range of functions, with notable benefits:

"I think UNV is an excellent modality. It adds cultural diversity to the team and gives a chance to the local staff to be exposed to experiences from other countries. We also receive a lot of appreciation from host countries, as UN Volunteers are usually highly educated and experienced people bringing a lot of added value.”

"The UNV modality works well in contexts when specific expertise is required that is missing in the host country or host agency, including in ministries of health. Low income and remote countries will find UNV help particularly beneficial."

– Programme Manager, Western Pacific Grant

"I knew I could get a competent international UN Volunteer for this assignment. In contexts such as Afghanistan where the cost of operation is high and in the current context of declining funding, engaging international UN Volunteers results in cost efficiency, especially for the PMU budget. This is well received by both the Global Fund and Country Coordinating Mechanism."

"The assignment required key technical skills and expertise. I already had three national staff in the section so having an international within the team brought on board added experience, including a managerial and oversight function."

– Programme Manager, Afghanistan

To be put in touch with another PMU that has recruited a UN Volunteer for a specific assignment, please contact the UNDP Global Fund Partnership and Health Systems Team (GFPHST).

The process to recruit a UN Volunteer

UNV provides end-to-end support for the recruitment and administration of UN Volunteers. This includes:

• Helping to identify appropriate volunteer assignments;
• Outreach and identification of candidates that match the assignment’s requirements;
• Issuing an offer to the candidate the host unit selects and concluding the contractual arrangements with the volunteers;
• Ensuring medical and other clearances are in place;
• Providing access to a learning eCampus to all UN Volunteers;
• Administering assignment-related payments, benefits and entitlements;

If interested in hosting a UN Volunteer, the Country Office should:

1. Determine your needs, which may be informed by discussions with UNDP GFPHST or Global Fund counterparts
2. Reach out directly to the closest UNV Field Unit or Regional Office - contact details are available here
3. Define your needs, draft a Description of Assignment (DoA Template) and confirm funding
4. Engage in the recruitment process by reviewing the profiles of 3-5 shortlisted candidates provided by UNV – including at least 1-2 women – who meet your requirements
5. Select the most suitable candidate through a desk review, technical test and/or interview.
6. UNV makes the offer to the candidate, concludes contractual arrangements, ensures medical clearances, and helps the UN Volunteer prepare for travel to the duty station
7. Prepare for the arrival of the UN Volunteer – this may include ensuring the availability of a workspace and computer; preparing induction and making supervisory arrangements

For additional guidance and resources related to hosting a UN Volunteer, please visit the UNV website.

UNDP GFPHST and UNV have developed a set of standard DoA templates for the following common profiles leveraged by PMUs. These should be adapted based on the specific context: