Recent developments and options for the future
by Vitaly Vanshelboim, Chief of JPO SC
General
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One-stop shop concept implemented
All replies to queries from stakeholders within a max
of 72 hours
A take-over of all financial/ admin functions from NY
was completed. All financial reports will now come
from Copenhagen, a few months earlier.
Improved administrative procedures: clearances, LPs
Regular professional staff in European offices
Conducted, on a pilot basis, several regional
workshops. New concept is being tested.
General
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Four client surveys were conducted online,
involving donors, COs, JPOs, HQs bureaux and
UN agencies. The level of dissatisfaction with our
services was less than 1%. COs without JPOs
were not included.
Global Staff Survey (for JPOs – most critical)
Global Staff Survey (breakdown by CO)
A Critical Path Analysis project was finalized, the
workflow and chain of approvals got streamlined.
Policy
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A number of policy documents on JPO
Programme were completely revamped or
introduced:
 sample TOR
 DTTA guidelines
 annual and terminal evaluation forms
 standard cost estimate
 JPO orientation checklist
 "Tips" to COs on JPO IOV-related common
mistakes, etc.
Country office visits.
Work shadowing exchanges.
Policy
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Some 50% of our donors agreed to fund a one-day
orientation briefing in Copenhagen for the JPOs
en-route to their new duty station.
A 24-hour hotline was established to deal with
urgent matters: critical counseling, security
incidents, medical evacuations, etc.
A mentoring programme has been initiated, on a
pilot basis, with some 50 JPOs participating.
Counseling: PPO courses where HRAs will
conduct one-on-one meetings, workshops,
telephone.
Policy
Life Insurance policy
 COB on the last day of the month
 ALD options
 MoUs with 17 donors re-signed.
 Publications
 Regular updates
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Policy
New donors: Australia, Monaco, La
Francophonie
 MRC
 Negotiations ongoing with 42 prospective
donors
 Other UN and non-UN agencies
 Private sector, etc.
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ICT
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The website was further developed, now available
in 3 languages and offering a plethora of relevant
information to various stakeholders. In particular,
a number of self-service features were added. The
number of visitors to the website has increased
from less than 10,000 in the last quarter of 2001 to
about 80,000 (or about 650,000 clicks) in the first
quarter of 2003.
An online database of former JPOs was increased
to 1,700 names, paving the way for the launch of a
mentoring programme and an alumni association.
ICT
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A customer relationship management system
(paperless office + much more) was implemented,
representing a pilot for UNDP.
An online recruitment system was implemented,
automating the entire recruitment cycle.
An application was developed offering protected
online access to salary statements.
An application was created letting donors make
calculations as to cost of assignment in a given
duty station.
ICT
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Applicant roster for potential candidates.
Talent Management Roster for current and former
JPOs.
An electronic newsletter was instituted.
An electronic signature project was implemented.
An online offer package project was fine-tuned.
End of presentation
Client Surveys
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How would you rate the change in quality of
services provided by the JPO SC after the move
from New York to Copenhagen in July 2001?
0%
7%
V er y pos itiv e
Pos itiv e
29%
No c hange
Negativ e
V er y negativ e
64%
Not applic able
• Electronic filing of emails,
telephone calls, files, tasks
Emails are automatically filed
based on email address
• Immediate sharing of files
• Access from anywhere through Internet
• Safeguarding data through SecureID
Search all files
Security
• Country Office enters new
TOR
• When submitted an email is
automatically send to JPO SC
• JPO SC clears TOR
• Once cleared by JPO SC an automatic
notification email goes to the appropriate
Regional Bureau
• Regional Bureau endorse and prioritize the
TOR
Once endorsed and prioritized by
Regional Bureau it is visible for
donor countries
•Applicants
can online
apply for a
JPO
assignment
• Before
entering an
application
they will have
to go through a
screening for
eligibility
Once having
passed the
screening, you
are asked to
select what post
(s) you are
applying for.
Applicant
will enter
data in the
UNDP
standard
application
form.
Once
submitted
you receive
an auto
generated
email with
password.
Recruiting
Current and
organisations
former JPOs
can apply
submitfora
permission
general to
search
the
application
Talent
for a
Management
development
Roster
assignment
in the Talent
Management
Roster
Recruiting
organisations
can search the
Talent
Management
Roster by
various
criterias
Quick Estimate of Cost Implications for JPOs
The default Total Cost Estimate is based on 1) starting grade and step L2/1, 2) JPO is single / no children, 3) average Assignment,
Repatriation and Home Leave travel (if applicable) is each $2,000. You may change the criterias below.
Grade & Step
L2/1
Marital Status
Single
Dependant Spouse
No
Children
No
Sponsoring Government
Australia
Select criterias and get an
immediate estimated overview
of cost
Extraordinary costs
X
X
X
Security
Expenses
$157,784
Pension
R&R Travel
X
Total Cost Estimate *
Home
Leave
Hazard Pay
Afghanistan, Herat
SOA
Duty Station
X
* Total Cost Estimate is Net Salary, Post Adjustment, Assignment Grant, Pension (if applicable), Dependency Allowance (if applicable),
Rental Subsidy, Medical/Dental/Life Insurance, Repatriation Grant, Education Grant (if applicable), Commutation of Accrued Annual
Leave, Appointment and Repatriation Travel, Contingency, DTTA, SOLA (if applicable), Hazard Pay (if applicable), Reimbursement of
Allowable Security Expenses (if applicable), Rest & Recuperation Travel/Procurement Trips (if applicable), Pension Fund Contribution
(if applicable), Assignment Travel, Repatriation Travel, Home Leave Travel (if applicable)
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General