Jobs

1. Background Information on the Project:

The ongoing military aggression of Russian Federation against Ukraine has had a direct and highly negative impact on social cohesion, resilience, livelihoods, community security, and the rule of law throughout the country. Recognizing the need to urgently address reconstruction, economic recovery and peacebuilding needs in areas affected both directly and indirectly by the war, the government of Ukraine requested technical assistance and financial support from the international community.

The United Nations Development Programme (UNDP) has been present and active in eastern Ukraine for the past decade, even prior to the conflict in 2014, with a focus on community development, civil society development, and environmental protection. Work on addressing the specific, conflict-related development challenges started in 2015 through the United Nations Recovery and Peacebuilding Programme (UN RPP), building on this earlier engagement and establishing new partnerships. Today, the UN RPP is being implemented by four United Nations agencies: The United Nations Development Programme (UNDP), the UN Entity for Gender Equality and the Empowerment of Women (UN Women), the United Nations Population Fund (UNFPA) and the Food and Agriculture Organization of the United Nations (FAO).

The programme is supported by 12 international partners: the European Union, the European Investment Bank and the governments of Canada, Denmark, Japan, the Netherlands, Norway, Poland, Sweden, Switzerland, UK and USA.

The UN RPP was designed to respond to, and mitigate, the causes and effects of the conflict in eastern Ukraine. It is based on the findings of the Recovery and Peacebuilding Assessment (RPA) and is aligned to the State Target Programme for Recovery, as well as to the two oblast (Donetsk and Luhansk) development strategies up to 2020. UN RPP is also fully adjusted to the humanitarian-development nexus. It is an integral component of the UNDP Country Programme and is therefore fully aligned with the United Nations Partnership Framework (UNPF).

The programme’s interventions are grouped under the following key programme components, which reflect the region’s priority needs:

• Component 1: Economic Recovery and Restoration of Critical Infrastructure
• Component 2: Local Governance and Decentralisation Reform
• Component 3: Community Security and Social Cohesion

The Programme, which operates on the basis of a pooled funding arrangement, follows a multi-sectoral programme-based approach and is implemented using an area-based methodology. It is a unifying interventions framework for 12 projects funded by 12 international partners, and is worth over 80 million USD.

In October 2018, four UN agencies (UNDP, UN Women, FAO and the UNFPA) countersigned a new joint project document, funded by the EU. The overall objective of the project is to restore effective governance and promote reconciliation in the crisis-affected communities of Donetsk, Luhansk and Zaporizhzhia oblasts of Ukraine, thereby enhancing the credibility and legitimacy of local authorities in the government-controlled areas (GCAs) of the oblasts. It will contribute to peace building and prevent further escalation of conflict in Ukraine through achieving effective and accountable decentralization, gender-responsive recovery planning, and equal access to services, as well as enhancing community security and social cohesion.

This will be achieved through the pursuit of the following specific objectives:

1.         Enhance local capacity for gender-responsive decentralization and administrative reforms to improve governance, local development and the delivery of services.

2.         Stimulate employment and economic growth by providing assistance to Micro, Small and Medium Enterprises (MSMEs) development through demand-driven business development services and professional skills training.

3.         Enhance social cohesion and reconciliation through the promotion of civic initiatives.

4.         Support sectoral reforms and structural adjustments in the health, education and critical public infrastructure to mitigate the direct impacts of the conflict.

One of the main objectives of UN RPP is to foster economic revitalization of the war-torn areas of Ukraine and, specifically, stimulate employment and economic growth by providing assistance to MSME development through demand-driven business development services and professional skills training as well as restoration and strengthening institutional and educational infrastructure needed for effective functioning of agriculture and non-agriculture sectors of regional economy.

In 2015-2021, some 4,300 new jobs were created in Ukraine with the support of UN RPP and the governments of Japan, Poland, the UK and the Czech Republic. Some 1,400 of them are in Donetsk and Luhansk oblasts. 1461 MSMEs were supported through business grants programme. The variety of fields and locations covered by the programme is impressive.

Russia’s invasion of Ukraine have triggered economic disruptions at four levels: direct, blowback, spillover, and systemic. Ukraine’s economy is expected to shrink by an estimated 45% this year, although the magnitude of the contraction will depend on the duration and intensity of the war, according to World Bank[1]. Already, the war has led to thousands of civilian casualties and driven millions of Ukrainians to flee to neighboring countries, with millions more on the move internally.

On 9 May, Ukraine’s government reported that the country loses USD 170 million every day due to cut off from access to the sea and the national export capacity had been more than halved[2]. The country’s four seaports in the Programme’s target areas in Donetsk, Kherson, and Zaporizhzhia oblasts are being occupied by the Russian forces (namely, the ports of Berdiansk, Kherson, Mariupol, and Skadovsk).

The exact magnitude of the contraction will depend on the duration and intensity of the war, and the levels of destruction of productive capacity, damage to arable lands, and labour supply. The UNDP analysis also suggests that development setbacks for Ukraine will be significant, including increased inequalities and poverty rates; the country’s economy, its social fabric, and the environment will also suffer. Eighteen years of socio-economic achievements in Ukraine are at risk, and to mitigate such dramatic development setbacks, an effective humanitarian-development-peace nexus approach will be critical including the strategic interventions to increase resilience of MSME sector. According to Ukraine’s Ministry of Economy, as of late April 2022, the government has processed more than a thousand applications for the relocation of businesses from the areas under active military hostilities[3]. At the same time, as of November 2021, there were 31400 active enterprises in Donetsk Oblast and 14801 in Luhansk Oblast[4]. According to a survey conducted by the European Business Association[5] between 11 and 14 of March, among Small and Medium Enterprises (SME) representatives in Ukraine, 42% of all small businesses are not operational anymore and 31% have suspended their operations with plans for resumption in the future. Similarly, the results of the Kyiv School of Economics survey conducted on 22 March 2022, showed that 86% of companies slowed down, reduced, and even stopped their activities, while the estimated total economic losses from the war were up to USD 600 billion as of 2 May 2022[6]. Thus, there are over a quarter MSMEs still operational in the GSAs of Luhansk and Donetsk oblasts or those who moved to the safer areas and are in urgent need of operational consulting and support in reintegration in the host communities. 

To support MSMEs producing essential products and services, create new business opportunities for entrepreneurs relocated from the war-affected regions, and facilitate their access to new markets, UNDP seeks for a highly qualified and experienced Ukrainian professional for the position of the National Consultant on provision of coaching services for MSMEs on access to the European Union (hereafter – EU) markets during crisis times.

[1] Russian Invasion to Shrink Ukraine Economy by 45 Percent this Year https://www.worldbank.org/en/news/press-release/2022/04/10/russian-invasion-to-shrink-ukraine-economy-by-45-percent-this-year

[2] Prime Minister of Ukraine and President of the European Council coordinated joint steps to solve the problem of exporting Ukrainian agricultural products https://www.kmu.gov.ua/en/news/premyer-ministr-ukrayini-ta-prezident-yevroradi-skoordinuvali-spilni-kroki-dlya-rozvyazannya-problemi-eksportu-ukrayinskoyi-agroprodukciyi

[3] Business Relocation: More than 200 businesses have resumed operations in safe areashttps://www.me.gov.ua/News/Detail?lang=uk-UA&id=b0867fbf-b443-41f0-a10d-4a369f5c304b&title=RelokatsiiaBiznesu-Ponad200-PidprimstvVidnoviliSvoiuRobotuUBezpechnikhOblastiakh

[4] State Statistic Service of Ukraine http://www.ukrstat.gov.ua/operativ/operativ2022/kap/kap_ue_22.xls

[5] A quarter of small businesses in Ukraine have already exhausted their financial resources https://eba.com.ua/en/finansovi-rezervy-chverti-predstavnykiv-malogo-biznesu-vzhe-vycherpani

[6] Ukrainian business expects from the government tax holidays https://kse.ua/about-the-school/news/naybilshe-ochikuvannya-biznesa-vid-uryadu-sogodni-podatkovi-kanikuli

The Bureau of External Relations and Advocacy (BERA) is responsible for UNDP’s external relations and advocacy functions. BERA leads and supports the organization in building and nurturing strategic relationships and alliances essential for successfully achieving the mission of UNDP. These relationships include a range of constituencies and development partners, related to resource mobilization and donor relations, intergovernmental affairs with member states, multilateral institutions, IFIs, the European Commission, private sector, foundations, UN system agencies and UN inter-governmental bodies.

BERA is positioned around three service lines, moving towards an audience orientation, namely, Public Partners Partnerships, Marketing and Communications and Private and Finance partners, each guided by the Directorate and supported by the Management Support and Strategy and Analytics Teams. BERA has a network of Regional External Relations Teams in five hubs co-led with Regional Bureaux and Representation Offices in Europe, Japan and the US, namely, Brussels, Copenhagen, Geneva, Tokyo and Washington D.C., which manage and strengthen relationships with Public and Private Partners in country and help build a strong brand for UNDP within the local ecosystem including UN partnerships.

The Public Partnerships Group (PPG) provides trusted engagement for public partnerships in line with UNDP Strategic Plan and business planning targets; Coordination of multi stakeholder partnerships including quality assurance; Engage with key political constituencies and actors, intergovernmental and inter-agency processes; Advise on and develop strategies, gather intelligence, & coordination on donor and partner engagement. Advisory services on UN system-wide coherence; UNDP representation to cultivate mutually beneficial relationships with member states for positioning and fundraising.

The Group consists of five teams: UN System Affairs, Partnerships Portfolio Management, Performance and Analysis Portfolio, International Financial Institutions, and Emerging and Multi-Stakeholder Partnerships.

Key functions include:

• Build a strong constituency around UNDP’s strategic agenda with partners through proactive dialogue and advocacy with stakeholders.
• Develop and advise on annual engagement strategies and priorities for public partners, including organizing annual strategic dialogues.
• Set, monitor and deliver corporate public partnership priorities, goals, and key performance indicators in line with the corporate engagement strategies and audience specific accountability framework.
• Advise UNDP senior management on public and partnership engagement including multi-stakeholder engagement and funding mechanisms
• Monitor emerging risks affecting UNDP’s positioning with the Member States and UN Partners and devise and implement risk mitigation plans.
• Coordinate and advise on UNDP contributions to system-wide policies on UN coherence modalities.
• Identify and channel pertinent partner intelligence relevant to UNDP priority issues, risks and opportunities to be given due consideration by UNDP management; advise senior leadership on issues arising and recommend course of action.
• Assess partner perceptions of UNDP and advise on UNDP’s response to partners’ assessments of performance.
• Oversee partnership management and RM tracking mechanisms across UNDP (including through a CRM platform)

Re-advertise - International Training Advisor for Strengthening Integral Local Development by Building the Capacities of the Municipal Authorities in Timor-Leste - Ministry of State Administration (MSA), Dili, Timor Leste

Location : Ministry of State Administration (MSA), Dili, Timor Leste Application Deadline :05-Jan-23 (Midnight New York, USA) Time left :12d 0h 14m Type of Contract :Individual Contract Post Level :International Consultant Languages Required :
English   Expected Duration of Assignment :60 days (between January 12, 2023, and June 30, 2023)

Background

The establishment of strong institutions and capacities at all levels to ensure the delivery and quality of public services has been at the focus of the government and political agenda of Timor-Leste since its independence restored in 2002. Significant progress has been made towards enhancing the process of governance and public service delivery through improved efficiency, accountability, and transparency ever since. At the same time, a lot of challenges and opportunities lie ahead.

 

The Constitution of Timor-Leste envisages that the State will be territorially organized in a decentralized manner and the local units will have a status of corporate bodies vested with representative organs and their organization, competence, functioning and composition of the organs will be defined by law. In this regard, since the independence of the country, administrative decentralization has been considered a useful tool to promote national identity, territorial cohesion, and socio-economic development.

 

An initial policy towards administrative decentralization was laid out in early 2006. However, the process could not take momentum due to several political and administrative reasons. Nearly ten years ago, a new impulse to this process was given with the new administrative division of the country followed by the Implementation Strategy of the Administrative Decentralization and the Setting up of the Representative Bodies of the Local Power in Timor-Leste which envisages a gradual but progressive decentralization. Recently, the Government has reaffirmed its commitment to decentralization through Government Resolution N.º45/2020 (Implementation of Administrative Decentralization Strategy and Installation of Representative Organs of Local Government) and aims at developing and approving the necessary legal framework for the implementation of the decentralization process.

 

In order to meet its commitment and building on the past experiences, the Government of Timor-Leste has been working on revising the legal framework on decentralization. The Ministry of State Administration (MSA), as the nodal agency on decentralization, has been leading this exercise. To support the Government in general and the MSA in particular in their decentralization endeavor, UNDP Timor-Leste has been partnering with the Ministry. In 2021, UNDP Timor-Leste launched the project “Strengthening Integral Local Development by Building the Capacities of the Municipal Authorities in Timor-Leste”.

In this regard, UNDP facilitates the MSA’s efforts to identify gaps, harmonize the legal, policy and institutional framework, including amendment of the existing laws, and build capacities of the local authorities. UNDP hires a team of national and international advisors to provide the technical assistance to the MSA on this matter. These Terms of Reference (ToR) describe the duties, responsibilities, competencies, qualifications of an International Training Advisor.

Duties and Responsibilities

Under overall guidance by the MSA National Director for Human Resources, under direct supervision of the Chief Technical Advisor (CTA) and the Project Manager, the incumbent’s main responsibility shall be to advise the Minister and concerned MSA officials on training and capacity building aspects of administrative decentralization in Timor-Leste, including:  

• Review the existing organizational structures, systems, capacities, policies, and cultures of the municipalities;
• Lead efforts to assess the needs of technical staff with the view of the competencies of municipalities conferred by law, as a previous exercise or integrated into the Training Needs Analysis (TNA). After that, elaborate a comprehensive Training Need, in light of the competencies of the municipalities and the present composition of its staff. Subsequently, develop a strategic training program taking into consideration both existing staff and workforce to be recruited following the approval of the local finance law;
• Identify and map capacity gaps and training needs of the municipalities’ civil servants in line with the municipal services requirements in the context of the ongoing administrative reform. Produce mapping of staff training needs in municipalities. Prepare reports based on the findings of identification and mapping of local staffing in 12 municipalities;
• In coordination with the HR Advisor and the MSA, develop a strategy to ensure effectiveness and efficiency of training programs, an HR plan shall incrementally transition the training programs from ad hoc to sustainable basis. A strategy on capacity development of municipal staff shall identify their training needs in any aspects of municipal/public administration, including but not limited to: municipalities’ capacity of planning, budgeting, monitoring and reporting – a target/indicator at a level of competencies as defined by the Timorese legislation. The draft short- to long-term capacity-development plan/strategy shall include training of MSA directorates and municipalities, and ensure that the HR/training policies and procedures are institutionalized or codified in accordance with the legal framework;
• Establish an overall coordination covering the whole training programme: establish a platform of coordination and dialogue for training planning, budgeting and implementation. Conduct stakeholder engagement with the key players including, but not limited to, the INAP, PFMCBC, Ministry of Finance, MSA, municipalities, international organizations, donors, CSOs such as Fongtil, Tane and Rede Feto, to systematize and provide clarity in roles and contributions of either entity, and develop a broader coordination mechanism between training institutions. Complete the comprehensive Training Needs Analysis (TNA) to make sure the future training is no longer of fragmental or sporadic nature;
• Suggest or introduce steps towards customization and digitalization of five modules (budgeting, procurement, payments, accounting and financial reporting and audit) as a precursor for the development of an e-Learning training approach;
• Review and suggest training programs to municipal staff on the identified topics resulted from the analysis. The training programs shall include, among others, modules to boost prestige of municipal and public service, to imbue the values and core professional standards among the staff, such as: excellence, pride for the profession, and sense of duty or service to the public and fellow citizens;
• All training programs and modules must meet conventional adult-training requirements, and in addition, specifically tailored and adapted with the view of Timorese cultural, mentality, and contextual considerations;
• Provide technical advice to MSA to develop policies and strategies on change management by municipalities in the context of the administrative decentralization. Develop a change-management approach. Conduct an organizational analysis of cultures and structures, suggest practices of planned behavioral change; handle organizational cultures and processes in dysfunctional teams, if any;
• Introduce and institutionalize a Learning and Development (L&D) strategy for municipalities. Help municipalities’ staff to institutionalize approaches to identify their training needs of municipal staff, maintain talent management and similar programs;
• Ensure that gender and youth considerations are dully addressed and mainstreamed in the human resource management policies and strategies by the municipalities;
• Serve as a resource person to the MSA officials and municipalities regarding capacity-building and training, organization development;
• Submit regular written updates on the two-month basis about the above activities;

Any other tasks assigned by the MSA National Director for Human Resources, the CTA, or Project Coordinator.

 

Expected Deliverables and Payment Schedule

1. Strategy on capacity development of the municipal staff based on the findings of training needs analysis. It shall include, but not limited to:

• Review of existing policies and legal framework of training of the municipal staff.
• Review of existing training programs and modules of the municipal staff, and revision and development of training modules based on the findings of the training needs analysis.
• Institutional mechanism for coordination of training activities targeted to the municipal staff.
• Allocation of budget for the training and capacity development of the municipal staff.
• Stakeholder analysis;
• Policies and strategies on change management in the context of new approaches to training and capacity development
• Learning and Development (L&D) plans for the municipalities.

Deliverables/Outputs	Due Dates	Review and Approvals Required	Installments
Deliverable 1: Strategy on capacity development of the municipal staff based on the findings of training needs analysis, including: Review of existing policies and legal framework of training of the municipal staff. Review of existing training programs and modules of municipal staff, and revision and development of training modules based on the findings of the training needs analysis; 1st draft of the Strategy;	8 February 2023	National Project Manager (NPA)	33%
Deliverable 2: Institutional mechanism for coordination of training activities targeted to the municipal staff. Allocation of budget for the training and capacity development of the municipal staff. Stakeholder analysis; 2nd draft of the Strategy.	15 April 2023	NPA	33%
Deliverable 3: Policies and strategies on change management in the context of new approaches to training and capacity development; Learning and Development (L&D) plans for the municipalities; Final report on the assignment, including the final version of the Strategy.	TBC	NPA	34%
TOTAL:			100%

 

Institutional Arrangement

The incumbent shall be contracted under UNDP terms of contract and work under direct supervision of the Chief Technical Advisor and the National Project Manager (NPA). S/he shall closely collaborate with the National HR Advisor.
 

DURATION OF ASSIGNMENT

60 working days over a period of six months from January to June 2023.

 

DUTY STATION
 

Homebased and Dili, Timor-leste

10 days homebased + 50 days in Dili, Timor-Leste.

 

Travel:

The incumbent is expected to travel to 12 municipalities from time to time, spending at least 1-2 days in each.

Competencies

Core Competencies:

• Integrity and professionalism: demonstrated expertise in the area of speciality and ability to apply good judgment; high degree of autonomy, personal initiative and ability to take ownership; willingness to accept wide responsibilities and ability to work independently under established procedures in a politically sensitive environment, while exercising discretion, impartiality and neutrality; ability to manage information objectively, accurately and confidentially; responsive and client-oriented.
• Accountability: mature and responsible; ability to operate in compliance with organizational rules and regulations.
• Commitment to continuous learning: initiative and willingness to learn new skills and stay abreast of new developments in the area of expertise; ability to adapt to changes in the work environment.
• Planning and organizing effective organizational and problem-solving skills and ability to manage a large volume of work in an efficient and timely manner; ability to establish priorities and to plan, coordinate and monitor (own) work; ability to work under pressure, with conflicting deadlines, and to handle multiple concurrent projects/activities.
• Teamwork and respect for diversity: the ability to operate effectively across organizational boundaries; ability to establish and maintain effective partnerships and harmonious working relations in a multi-cultural, multi-ethnic environment with sensitivity and respect for diversity and gender;
• Communication: proven interpersonal skills; good spoken and written communication skills, including the ability to prepare clear and concise reports; ability to conduct presentations, articulate options and positions concisely; ability to make and defend recommendations; ability to communicate and empathize with staff (including national staff), military personnel, volunteers, counterparts and local interlocutors coming from very diverse backgrounds; ability to maintain composure and remain helpful towards the staff, but objective, without showing personal interest; capacity to transfer information and knowledge to a wide range of different target groups;

• Flexibility, adaptability, and ability and willingness to operate independently in austere, remote, and potentially hazardous environments for protracted periods, involving physical hardship and little comfort, and including possible extensive travel within the area of operations; willingness to transfer to other duty stations within area of operations as may be necessary;

 

Required Skills and Experience

Education:	Bachelor’s degree in public personnel or HR Management, Organization Development (OD), MBA, public administration, education, public policy, political science, economics, administrative behavior, psychology or another related field; Master’s degree is preferred.
Experience:	At least five (5) years of work experience with a government institution in capacity development, training, OD, and or change management: required; Demonstrated ability to develop SOPs, budgets, to lead staffing issues i.e., recruitment, promotions, progressive discipline, reforms: required; Knowledge of public-administration principles, the Administrative Law, Civil Service legislation of Timor-Leste: preferred; Knowledge of the UN system, its cultures and systems: preferred.
Language:	Proficiency (oral and written) in English and Portuguese is required. Knowledge of Tetum is a strong advantage.

 

SCOPE OF PRICE PROPOSAL AND SCHEDULE OF PAYMENTS

Lump Sum Contract

The financial proposal must be expressed in the form of an "all-inclusive" lump-sum amount, supported by breakdown of costs as per template provided. The term "all inclusive" implies all cost (professional fees, travel costs (one roundtrip with economy most direct route, living allowances etc.). Under the lump sum approach, the contract price is fixed, regardless of changes in cost components. For duty travels, and other costs required to perform the demands of the TOR must be incorporated in the financial proposal.

 

Schedule of Payment:

The payment will be made based on the deliverables. The selected consultant must submit documents as per the deliverables which must be duly approved and serve as the basis for the payment of fees. The consultant will be expected to produce the deliverables within the agreed timeline under Section D of this TOR to be reviewed and approved as specified in the TOR.

 

PRESENTATION OF OFFER

Individual consultants interested in the assignment must submit the following documents to demonstrate their qualification in one single PDF document:

1. Duly accomplished Letter of Confirmation of Interest and Availability using the template provided by UNDP (the template to be downloaded from the procurement notice link).
2. Personal CV or P11 indicating all past experiences from similar projects, as well as the contact details (email and telephone number) of the Candidate and at least three (2) professional references (to be downloaded from the procurement notice link).
3. Financial Proposal: that indicates the all-inclusive fixed total contract price, supported by a breakdown of costs, as per template provided (the template to be downloaded from the procurement notice link).
4. Technical Proposal:
   1. Brief description of why the individual considers him/herself as the most suitable for the assignment;
   2. A methodology, on how they will approach and complete the assignment and work plan as indicated above.

 

CRITERIA OF SELECTION

Individual consultant will be evaluated based on the following methodology:

• The award of the contract shall be made to the individual consultant whose offer has been evaluated and determined as:
  • Responsive/compliant/acceptable, and
  • Having received the highest score out of a pre-determined set of weighted technical and financial criteria specific to the solicitation

* Technical Criteria weight 70%

* Financial Criteria weight 30%

Only candidates obtaining a minimum of 49 points (70% of the total technical points) would be considered for the Financial Evaluation.

 

Technical Evaluation (70%)

Qualification, Experience and Technical Proposal (70 marks):

1. General Qualification (15 marks);
2. Experience relevant to the assignment (35 marks);
3. Technical Proposal: Brief methodology and workplan on how the consultant will approach and complete the work (20 marks).

 

Financial Evaluation (30%):

The following formula will be used to evaluate financial proposal:

p = y (µ/z), where

p = points for the financial proposal being evaluated

y = maximum number of points for the financial proposal

µ = price of the lowest priced proposal

z = price of the proposal being evaluated

 

Annexes (click on the hyperlink to access the documents):

                                                                                        

Incomplete applications will not be considered and will be disqualified automatically.

The Leave No One Behind (LNB) Project builds upon the vast experience of the UN and UNDP in addressing social inclusion and the needs of vulnerable groups. It will support the implementation of the newly shaped vision of the social sector in Albania, in line with the Sustainable Development Goals (SDGs) and the country’s aspirations towards EU integration. LNB avails of technical expertise and know-how of UN agencies aiming at allowing for greater impact and outreach by focusing on the municipal level and its linkage to the national level. The objective of the second phase of the programme (2011 – 2025) is to empower vulnerable persons and groups to have equal access to public services and opportunities, to have a voice in public decision-making affecting their lives and hold the duty bearers accountable. The project’s second phase is designed to:

• strengthen the vulnerable population to request and receive adequate social services from local authorities that support their social inclusion,
• help municipalities to effectively manage the provision of social services and promote social inclusion, 
• support national institutions to implement their policy framework for providing social services and adequately fund social services. 

The project’s implementation is the responsibility of the four UN agencies UNDP, UNICEF, UN Women and UNFPA, and funded by Swiss Development Cooperation (SDC).

 

Conditions of the Internship:

• As of 1 January 2020, Interns may be given a stipend according to the UNDP Internship Policies, if is not financially supported by any institution or programme, such as a university, government, foundation or scholarship programme;
• Interns are responsible for securing adequate medical insurance for the duration of the internship. UNDP accepts no responsibility for costs arising from accidents and/or illness or death incurred during the internship;
• Interns are not eligible to apply for, or be appointed to, any post in UNDP during the period of the internship;
• Interns are not staff members and may not represent UNDP in any official capacity;
• The purpose of the Internship Programme is not to lead to further employment with UNDP but to complement an intern’s studies. Therefore, there should be no expectation of employment at the end of an internship;
• The intern will be evaluated at the end of the contract and due recognition of work will be issued in writing.

Application process:

• In your application, please state in one paragraph why you would like to be considered for the internship,
• Submit your CV/Resume.

Please combine the above into one single PDF document as the system only allows to upload one document.

 

BACKGROUND

Explosive Ordnance (EO) contamination in Armenia is the consequence of Nagorno Karabakh (NK) conflict in early 1990s. The outbreak of the conflict and military hostilities in NK in September 2020, resulted in additional EO contamination patterns in the conflict-affected regions, including border areas of Armenia. Large scale military hostilities on 13-14 September have resulted in a significant contamination in 3 borderline regions. This contamination is a direct threat to Armenian communities living along the border areas and creates an obstacle to the gradual return to peacebuilding and reconciliation.

The Project aims at responding to security and safety challenges for Armenian communities and fundamental rights of the citizens living in the border areas in target regions (Syunik, Vayots Dzor, Gegharkunik and Tavush) of Armenia.

The following documents shall be required from the applicants:

The following documents shall be required from the applicants:

a) Personal CV or P11, indicating all past positions held and their main underlying functions, their durations(month/year), the qualifications, as well asthe contact details(email and telephone number) of the Candidate, and at least three (3) the most recent professional references of previoussupervisors. References may also include peers.

b) A cover letter (maximum length: 1 page) indicating why the candidate considers him-/herself to be suitable for the position.

c) Managers may ask (ad hoc) for any other materials relevant to pre-assessing the relevance of their experience, such as reports, presentations, publications, campaigns or other materials

Office/Unit/Project Description:

UNDP isthe knowledge frontier organization forsustainable development in the UN Development System and serves as the integrator for collective action to realize the Sustainable Development Goals (SDGs). UNDP’s policy work carried out at HQ, Regional and Country Office levels, forms a contiguous spectrum of deep local knowledge to cutting-edge global perspectives and advocacy. In this context, UNDP invests in the Global Policy Network (GPN), a network of field-based and global technical expertise across a wide range of knowledge domains and in support of the signature solutions and organizational capabilities envisioned in the Strategic Plan. Working in support of the Regional Bureaus, the GPN also aims to provide rapid and integrated support to UNDP country offices, combining policy advice, technical expertise, financial resources, agile tools and procedures, and partnerships. Within the GPN, the Crisis Bureau guides UNDP’s corporate crisis and fragility-related strategies and vision for crisis prevention, response and recovery and lead corporate support in response to crisis.

Within the GPN, Crisis and Fragility Policy and Engagement Team (CFPET) coordinates and ensures policy coherence and integration across the CB; coordinates and ensures cross-pillar coherence on thought leadership, knowledge management, and learning in CB; supports CB leadership in fostering strategic partnerships and supports CB leadership and the Joint Directorate with the coordination of partnerships and engagement in CB

 Institutional Arrangement:

The Junior Research Officer reports to the Programme Specialist. S/he will collaborate with other colleagues across the Crisis and Fragility Policy and Engagement Team in New York, Geneva and Brussels, and will also collaborate and coordinate closely with different substantive teams within the Crisis Bureau and the wider GPN, as relevant. 

 

Instructions to Applicants: Click on the "Apply now" button. Input your information in the appropriate Sections: personal information, language proficiency, education, resume and motivation. Upon completion of the first page, please hit "submit application" tab at the end of the page. Please ensure that CV or P11 and the Cover letter are combined in one file.

The following documents shall be required from the applicants:

Personal CV or P11, indicating all past positions held and their main underlying functions, their durations (month/year), the qualifications, as well as the contact details (email and telephone number) of the Candidate, and at least three (3) the most recent professional references of previous supervisors. References may also include peers.

A cover letter (maximum length: 1 page) indicating why the candidate considers him-/herself to be suitable for the position.

Managers may ask (ad hoc) for any other materials relevant to pre-assessing the relevance of their experience, such as reports, presentations, publications, campaigns or other materials.

 

Office/Unit/Project Description 

 

UNDP, the global development network for the United Nations system, is on the ground in 177 countries and is uniquely equipped to help developing countries build the requisite policies, capacity, and supportive environment that are needed to accelerate and sustain human development.   UNDP is an operational backbone to the UN system: providing human resources, payroll, financial transactions, common premises, treasury investments, procurement, legal services to UN agencies. UNDP provides IT support for 13 UN entities with 40,000 United Nations and external users of the UNDP’s ERP system, as well as information and communication technology (ICT) and application solutions for the United Nations field presence. To support the UNDP Digital Strategy 2020-2023 and enable the digital transformation of the organization, the Information and Technology Management (ITM) Office is tasked with developing and operating the enabling corporate technology platforms and providing related services that power the digital transformation including: (1) advice, administration and acceleration services to promote delivery of maximum business value of each platform; (2) a global service desk operation; (3) and outreach services to promote knowledge sharing and effective, agile planning and governance of technology development and utilization.

 

Within the Information and Technology Management (ITM) Office is the Global Support and Capacity Building that has the basic mandate of providing a single point of contact to manage client support, service requests and incidents related to the organization’s corporate applications including Enterprise Resource Planning systems, Content Management systems, Microsoft collaboration tools among others. The unit is currently operating on a follow-the-sun method providing support to UNDP country offices in the Asia Pacific, Europe, the Middle East, Africa, North and South America time zones. In addition, it provides extended support to various units within the Information and Technology Management (ITM) Office; and, to various offices and work streams within the Bureau of Management Services (BMS) and UNDP partners across the globe.

 

To meet increasing end-user requirements, the Global Support and Capacity Building team is seeking to retain the services of a Global Service Desk Agent with a focus on supporting end-users in HQ NY location as well as Global Customer support, for an initial period of one year. The successful candidate will join the unit in supporting the global user community as well as identifying evolving user support needs for the corporate applications and tools identified above. The incumbents will also work closely with UNDP Business streams and various units in support of the applications/tools and functions, as well as user education and adaption.

 

The Global Service Desk Agent is expected to make informed decisions on specific-trouble-shooting details following careful analysis of cases using our official ticketing system and ensure timely coordination with other members of the team, as well as with partners should a business decision is required. As member of the Global Support and Capacity Support team, the incumbent is responsible for providing logical recommendations based on standard operating procedures (SOP), UNDP guidelines and corporate applications that have direct impact on the operational effectiveness of the service desk in carrying out client/user support and other corporate functions.

Institutional Arrangement

 

The Global Service Desk Agent will report to the Customer Management Center Lead in Panama