Individual Contract Policy

 

Evaluation Method

 

90. 
    The evaluation team screens all applications. A list of all candidates, indicating which meet minimum qualifications and requirements, shall be prepared. The evaluation team is expected to shortlist a minimum of three candidates.
    

 

91. 
    The evaluation team shall prepare a grid listing evaluation criteria as described in the procurement notice, the weighted (score) allocated to each criterion and a minimum threshold, as well as a brief indication of why such scores were given. The weight should reflect the importance of each criterion, and the minimum threshold should indicate the minimum total score at which the candidate would meet requirements in the terms of reference.
    

 

92. 
    One possible way of shortlisting and rating candidates is presented in a template developed for this purpose. Users may modify this as needed.
    
93. 
    All offers shall be evaluated in accordance with criteria detailed in the procurement notice, and formulated based on the terms of reference, taking into consideration the following:
    

1. 
   Compliance with minimum requirements, e.g., academic qualifications or number of years of experience
   
2. 
   Demonstrated technical and personal competencies, e.g., subject matter understanding, analytical skills or communications skills. 
   
   
   

94. 
    The evaluation method will be determined based on whether the assignment requires intellectual or support services, and must be identified in the procurement notice. The business unit has two options:  
    

1. 
   Best value-for-money approach, which is typically used for assignments that are intellectual in nature, and which takes into account a combination of the candidates’ qualifications and financial proposals. The financial proposal should account for at least 30 percent of the total score.
   
2. 
   Lowest evaluated offer of technically qualified candidates, typically used for individual contractors performing support services. 
   

Interview Stage (if applicable)

 

95. 
    Interviews are mandatory if contract amounts are expected to exceed US $100,000. Below that amount, interviews are optional, based on what business units deem most beneficial. When interviews take place, the same evaluation team must conduct them. They shall agree, prior to the interviews, on the questions to ask, and the skills and knowledge that candidates should demonstrate in response. Questions should clearly relate to established evaluation criteria. In order to ensure fairness, candidates should be asked the same questions during each interview. Nevertheless, no member of the evaluation team should be prevented from asking other relevant and follow-up questions. The evaluation team must assess and rate shortlisted candidates based on their submitted documentation and their interview performance.
    
96. 
    Candidates shortlisted for interview should have advance notice of at least 24 hours. Where a candidate withdraws his or her offer, the requesting unit may include the next ranked candidate for an interview.
    

Supplemental Guidance:

 

97. 
    The evaluation team that undertook the desk review may also conduct the interviews. An interview process does not need to be a highly formal process similar to that undertaken for recruitment of UNDP staff. It is largely intended to validate the competencies and profile declared in the offer. Interviews may be conducted in person or over the phone, but the same method should be consistently applied to all candidates regardless of their location.
    
98. 
    All costs arising from the interview, such as communications and travel costs, shall be borne by the requesting unit.
    
99. 
    Upon completion of the desk review/interview, the evaluation team shall discuss the strengths and weaknesses of all candidates and agree on the most suitable one, that is, the individual with the highest combined score or the lowest evaluated offer, while meeting all minimum requirements and competencies.
    
100. 
     The outcome of the process from shortlisting to interview shall be presented in a single report incorporating the following: 
     

1. 
   The ratings of each candidate (technical and financial)
   
2. 
   The strengths and weaknesses of each
   
3. 
   The interview/desk review findings
   
4. 
   Any decision arising from the acceptance or non-acceptance of a negative reference check
   
5. 
   The best offeror selected for contracting 
   
6. 
   Key reasons for the rejection of other offers
   

101. 
     This report shall be prepared and signed by the evaluation team. 
     

 

Reference Checking

 

102. 
     Reference checks are an important part of the selection process. They should be used for the most suitable candidate and should result in at least two positive references. A positive reference check on file with the business unit remains valid for two years, after which a new round of reference checks must be conducted. A Reference Check template has been created.
     
103. 
     The most suitable candidate shall have his or her eligibility checked in accordance with UNDP rules, regulations and policies. The business unit must check, at a minimum, the UN Global Marketplace Ineligibility List as well as the list established by the Security Council (see Resolutions 1267/1989 and others, including their updated versions, as applicable).
     
104. 
     When conducting reference checks, the BU may: (a) use only the phone; (b) the template provided; or (b) combine both.  Checking references by phone should involve at least two staff hearing the feedback; discussions should be accurately documented, indicating the exact time the call was made, the details of the person providing the feedback, and the names of UNDP staff present for the call.
     
105. 
     If the subject of the reference check is a former UN staff member separated due to retirement, contract expiration or resignation, the requesting unit must include in its reference check the reason for the separation, which may be obtained through the following channels: 
     

1. 
   The human resources specialist in UNDP’s Office of Human Resources in Copenhagen, if the individual was a former internationally recruited staff member; or
   
2. 
   The human resources/operations manager in the country office or bureau in which they served before separation, if the individual was a former locally recruited staff member.