Frequently Asked Questions
Strategic Vacancy Management (SVM) and Budget Planning
How should we budget for temporary capacity created by monetizing paused positions under Strategic Vacancy Management (SVM) in 2024?
Or In 2024, I implemented activities using a monetized post (e.g., as a consultant or a UN Volunteer), and I intend to continue the same way in 2025. Where should I include this in the planner, and how can I adjust for the cost difference?
Temporary capacity created through monetization of paused positions under SVM is a cost control measure used during budget implementation to manage liquidity.
For planning purposes in the 2025 budget, (a) assume that all posts will be filled, with no intentional pauses; (b) assume functions that will be staffed, whether temporarily or through regular recruitment.
Include the activities in the planner under its designated post; adjustments for alternative staffing types and related costs are not factored into the planning stage.
Does the budget ceiling for staff or operational costs include resources under Strategic Vacancy Management (SVM)?
No, the staff budget ceiling does not consider SVM, nor does the operational cost ceiling include any resources redeployed through monetization under SVM. Your staff budget ceiling includes cost of all core posts, and assumed all posts will be encumbered for planning purposes.
Are Integrated Planning for 2025 and Strategic Vacancy Management (SVM) considered together as a single planning approach?
No, Integrated Planning for 2025 and Strategic Vacancy Management are separate exercises. SVM is not intended to be treated as a default planning approach, it is rather a measure to manage cash during budget implementation.
Core vs. Non-Core Funding
What is core funding, and how should it be used?
Core funding refers to resources from the Special Purpose Trust Fund (SPTF), dedicated to the Resident Coordinator (RC) System's essential functions and strategic objectives. These funds cover core RC System staff, operational costs, and fundamental coordination activities aligned with the multi-annual Results Framework.
What are non-core resources, and how is it different from core funding?
Non-core resources consist of resources acquired through Locally Mobilized Resources (LMR) or other earmarked contributions, often projects funded by other UN Secretariat entities co-located with RCOs. Unlike core funding, which covers essential RC System functions, non-core funding is designated for supplementary activities and is typically governed by specific donor requirements or agreements.
Can core funding (SPTF) be used to subsidize non-core activities? Or can any non-core activities be funded with core funds if a budget gap exists?
No, core funding (SPTF) should not be used to subsidize non-core activities. Core funding is specifically allocated to cover essential functions and responsibilities within the RC System, ensuring alignment with our mandates. Resource needs for non-core activities should be independently funded through Locally Mobilized Resources (LMR) or additional earmarked contributions, as intended by the respective donor agreements or funding sources.
Core funding (SPTF) is specifically designated for essential RC System functions, ensuring the system’s core responsibilities and operational needs are met. Non-core funding, on the other hand, supports additional projects and donor-specific initiatives. These funds should not be mixed, as it will lead to a resource strain on already limited operational budget ceiling and reduce transparency at the time of implementation.
Maintaining detailed records of donor agreements, including specific allowable expenses, ensures that non-core funds are spent as intended. Reviewing these agreements during budget planning and fund allocation helps prevent reliance on core funds for non-core expenses.
Integrated Planning
Are projects funded and managed by other UN Secretariat entities included in RCO planning and budgeting for 2025?
No, projects that are led and funded by other UN Secretariat entities, such as the Department of Political and Peacebuilding Affairs (DPPA) in the case of Peace and Development Advisors (PDAs), are outside the scope of the RCOs' planning and budgeting for 2025. These projects are managed independently and do not require allocation of RCO resources.
Can multiple risks be mapped to a single activity?
No, only one risk can be mapped to each activity. Select the most significant risk that could prevent the successful completion of the activity if not mitigated.
Should activities be mapped or the lead determined based on who is currently doing the job?
No, activities should be mapped based on the approved posts, functions and roles and responsibilities, not solely on the individuals currently holding the positions. This approach ensures that activity mapping aligns with the staffing structure of your office.
Staff Budget
Why are staff costs different from last year?
Staff costs can vary from one year to the next due to several factors:
1. Salary Scale Adjustments: The UN (ICSC, OHR) periodically reviews and adjusts salary scales to reflect local economic conditions and cost of living changes, which can increase or decrease overall costs.
2. Post Adjustment Multiplier: Changes in the post adjustment multiplier, which adjusts for cost-of-living differences at duty stations, directly impact staff compensation.
3. Exchange Rate Fluctuations: For duty stations with salaries paid in local currency, fluctuations in exchange rates can affect the U.S. dollar equivalent of staff costs.
4. Policy Revisions: Updates to UN policies, such as changes to allowances or benefits, or even accounting treatment of organizational employee costs, may affect total compensation.
5. Staff profiles: Staff profiles can affect overall costs due to changes in staffing levels, grade levels, demographic factors (such as dependency status, home leave locations, and eligibility for education grants), and step increments. These variables influence compensation, benefits, and allowances, contributing to year-to-year differences in staff costs.
Budgeting ICT applications and equipment
What ICT costs are covered centrally?
Only essential corporate applications, such as Microsoft Office 365 and the email domain, are budgeted centrally for core staff. All other ICT applications and equipment need to be budgeted by each office under their respective funding sources.
How should ICT costs for non-core staff be budgeted?
ICT costs for non-core staff should be budgeted based on the funding source:
If funded under SPTF:
If the ICT cost is associated with Coordination Fund activities, it should be budgeted under the Coordination Fund.
If it is not associated with Coordination Fund activities, it should be budgeted under Operational Costs.
If not funded under SPTF: ICT costs should be budgeted according to the relevant funding source, such as Locally Mobilized Resources (LMR) or other donor funds.
Are applications like Adobe Pro, Zoom, and Canva covered under centrally-managed funding?
No, non-essential applications such as Adobe Pro, Zoom, and Canva are not covered under centrally-managed funding. Each office needing these applications should plan and include them in their budgets under operational expenditures (SPTF) or project-specific funding (e.g LMR).
Are IT equipment costs covered centrally?
No, IT equipment costs are not covered centrally for both core and non-core staff. Each Resident Coordinator Office (RCO) is responsible for budgeting IT equipment for both core and non-core staff under the appropriate funding sources, based on needs and funding availability.
Budgeting for Overtime
Where do I enter overtime costs in the DCO Smart Planner ‘My Budget’?
Overtime costs are budgeted in General Operating Expenses input form. Refer to the following guidance: Guidance on Budgeting for Overtime
What types of staff are eligible for overtime?
In the context of RCOs, overtime budgeting is typically applicable only to local General Service staff, such as Administrative Assistants (AA), Executive Assistants (EA), and Drivers.
Can I use actual overtime rates for budgeting, or do I need to use standard rates?
For planning purposes, you may use either rates based on actual costs or refer to the standard hourly overtime rates available here: Standard Overtime Rates for 2025 Choose the option that best fits your budgeting needs and ensures accuracy.
What if overtime hours are variable or difficult to predict?
If overtime hours are expected to vary, use an estimated amount based on historical data or anticipated needs. Document the basis for the estimate in the "Additional Notes" section to provide context for the budgeted amount.
Are there any restrictions on using overtime for budgeting?
Yes, overtime should only be budgeted for eligible roles and justified with specific activities aligned with work requirements. It is essential to budget overtime within approved guidelines and not as a standard practice unless necessary for project or operational needs.
How do I ensure the overtime budget aligns with annual work plan (AWP) activities?
Ensure that overtime expenses support key activities in the AWP by including descriptions in the "Additional Notes" section. This helps justify the need for overtime and aligns resources with operational priorities.
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