Programme Specialist - Safe Public Transport Project (Open to PNG Nationals Only)

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Re-advertisement - Public Financial Management Expert (Indonesian National)

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2015 YPP EXAMINATION (For UN Secretariat Staff G to P) - PUBLIC INFORMATION

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2015 YPP EXAMINATION (For UN Secretariat Staff G to N) - PUBLIC INFORMATION

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2015 YPP EXAMINATION (for external candidates) – PUBLIC INFORMATION

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Public Partnerships Specialist, Europe and CIS Team, P-4, New York, USA

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Eritrea: Public Private Partnership for Eritrea Consultancy -UNICEF (via Reliefweb)

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INTERN - PUBLIC INFORMATION (UNEP Economics and Trade Branch (ETB) – Green Economy - 2 Positions

Level : I-1
Job ID : 44167
Job Network :
Job Family : Internship
Department/Office : United Nations Environment Programme
Duty Station : GENEVA
Deadline : 7/3/2015

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INTERN - PUBLIC INFORMATION

Level : I-1
Job ID : 44021
Job Network :
Job Family : Internship
Department/Office : Department of Public Information
Duty Station : VIENNA
Deadline : 7/3/2015

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PUBLIC INFORMATION OFFICER

Level : P-4
Job ID : 42698
Job Network : Public Information and External Relations
Job Family : Public Information
Department/Office : United Nations Environment Programme
Duty Station : PANAMA CITY
Deadline : 8/17/2015

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INTERN - COMMUNICATION & PUBLIC INFORMATION

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INTERN - PUBLIC INFORMATION (Host Country Relations Services) -2 Positions

Level : I-1
Job ID : 43779
Job Network :
Job Family : Internship
Department/Office : United Nations Office at Nairobi
Duty Station : NAIROBI
Deadline : 7/1/2015

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SENIOR PROJECT ASSISTANT, PUBLIC SECTOR MODERNIZATION, GOVERNANCE PROGRAMME, UNDP IRAQ - Baghdad, IRAQ

Public administration in Iraq faces many challenges due to the rapid evolution of the government in recent years. Most ministries and government offices still follow outdated structures and systems, while others lack a coherent architecture and standard operating procedures, without sufficient automation of processes to ensure efficiency. While efforts are under way to address corruption, case-by-case gains are insufficient against systemic weaknesses in the public administration. The civil service in its current form is over-sized with an estimated 3 million persons on its payroll, yet its performance in service delivery is not commensurate with its size. This puts pressure on scarce resources that are increasingly spent on maintaining the government bureaucracy without sufficient service delivery or capital expenditure to support future capacity.

The UN Country Team in Iraq has developed a joint programme “Iraq – Public Sector Modernisation Programme” (I-PSM) to assist the Government with comprehensive public sector reform, in coordination with other international assistance partners in Iraq. The Joint Programme is focusing on two pillars: (i) Civil service reform and development of general management systems and e-governance to enable efficient and accountable public administration, and; (ii) Sectoral reform in key sectors (education, health and water and sanitation) to improve performance of service delivery, particularly of essential services related to the Millennium Development Goals. By focusing on social service delivery, the Government can show the people of Iraq that public sector reform has concrete and tangible benefits for the population as a whole. 

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INTERN - PUBLIC INFORMATION

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Individual Consultant - Specialist on Parliaments and Civil Society Independent Oversight and Monitoring of Public Expenditures and Accounts - Praia

UNDP’s democratic governance practice focuses on fostering inclusive participation, strengthening responsive governing institutions, and promoting democratic principles.

The project was formulated under the economic governance sub-area of the 2008-2013 10th EDF for the PALOP & TL, which allocates EUR 33.1 million to supporting governance initiative projects in PALOP & TL countries. This project is formulated on the basis a EU-UNDP partnership allocating 6.4 million Euros in support of Supreme Audit Institutions (SAI), Parliaments, Parliamentarians &Civil Society Organizations  in the PALOP and Timor-Leste in the domain of external control of public expenditure and accounts. This project aims at promoting economic governance in the PALOP and TL strengthening technical and functional skills of Supreme Audit Institutions (SAIs), National Parliaments and Civil Society in the six beneficiary countries. The project is fully funded by the European Union through the 10th EDF A envelope in support, among others, of Supreme Audit Institutions (SAI), Parliaments, Parliamentarians and Civil Society Organizations in Angola, Cape Verde, Guinea Bissau[1], Mozambique, São Tomé and Principe (PALOP Countries) and Timor-Leste.

The project is consistent with PALOP partner countries’ national strategies for poverty reduction and national development plans, with UNDP Country Programmes and Development Frameworks, and the 2008-2013 10th EDF for the PALOP & TL. These policies and strategies are adapted to the specificities and priorities of each country, but converge to promote good governance as an important support for development and economic growth. This is achieved, in particular, through the strengthening of capacities in (i) legislative and oversight functions of the State, (ii) the management system of public finances, including internal and external control, (iii) support services to Parliament and (iv) State’s accountability.

The multi-country intervention logic of this project aims to intensify the PALOP and Timor-Leste dialogue, drawing on the holistic approach to democratic governance. A special emphasis placed on joint, transversal, south-south and peer-to-peer capacity-building within the selected areas of economic governance, namely external control, audit and oversight capacities of the public finances.

The project will use training actions as a tool to enhance skills and credentials of stakeholders for controlling public finances while establishing eLearning platforms in Portuguese ensuring means of durable access to existing database and information in Portuguese. The project will also contribute to establishing a first time multi-country CSO PALOP-TL platform showcasing lessons and progress made by civil society organisations’ within the PALOP/CPLP Open Budget Initiative.  Other activities aiming to promote sustainability will complement and support the OSAI CPLP multi-country plan and promote cooperation with the Training Institute for Financial and Economic Management in Portuguese Language (IGEF), involving this institution in training and capacity building activities at transnational level (joint learning involving actors from all beneficiary countries).

Improved access to information (in terms of availability of information, quality of the information available) is a pre-condition for effective public oversight and therefore to achieve the project’s key outputs. In the long run, the project impact will depend on the success of its exit strategy and sustainability of its actions and activities. It is critical that the project beneficiaries develop synergies and dynamics that will still be there after the end of the project. This will be best done through capacity development of human resources within national institutions. Such capacity development needs to target professional skills and enhancement/development of in-house training capacities in the field of external control of public accounts and finances, in particular CAs in the PALOP and Timor-Leste.

The overall objective is to promote economic governance in the PALOP and Timor-Leste (TL) strengthening technical and functional skills of SAIs, Parliaments, Parliamentarians and Civil Society (including media).

The specific objective is to improve the effectiveness of external political, judicial and civilian control of public finances in the PALOP and TL for a more efficient use of public resources. SAIs play an important role to prevent mismanagement and corruption. Therefore, whenever possible, the project will also help strengthen the links between SAIs and other oversight agencies, in particular anti-corruption and procurement agencies.

This project will directly address good governance and democracy strengthening the accountability system with external and independent control of public finances standing as the specific objective. As part of the action, responding to the right of citizens to information, and cross cuttingly supporting the promotion of gender equity in public spending will yield transformational results to be sustained beyond the project life cycle (among others, training and sensitization activities on gender equality addressed to Parliaments and CSOs). UNDP will associate UN Women units at country office level in designing the AWPs and training activities. ICT platforms and solutions will play a central role in this strategy and will be transversal to the action (among others, use of videoconference and IT tools). Environmental issues will be taken into consideration in specific activities when appropriate and consistent with partner countries’ national strategies and priorities, such as the strengthening of oversight capacities in the natural resource extraction domain in Mozambique.

The project foresees two results directly contributing to the specific objective:

SAIs’ control and audit capacities over public finances in the PALOP and TL are strengthened in a context of joint learning.Parliaments and Civil Society oversight capacities over public finances are developed for an informed analysis of public finances in the PALOP and TL in a context of joint learning.

The strategy defined by the project takes into account the different contexts of the six beneficiary countries and the multi-country PALOP and TL cooperation intervention logic. The strategy will seek to improve political, judicial and civilian control and oversight of government action and public accounts through actions benefiting SAIs, Parliaments and CSOs.

The action plan includes multi-country activities fostering the south-south PALOP-TL cooperation (face-to-face and eLearning training, workshops, study trips and peer learning initiatives) and national activities aimed at addressing specificities of each beneficiary country (training, organizational changes, drafting of manuals, capacity development, etc.).

The implementation of the foreseen activities during the three-year project’s duration period will be articulated on the basis of annual work plans. Project start-up will have an initial phase of a maximum of four months from the signature of the Contribution Agreement with UNDP. In this inception phase annual work plans will be developed in a participatory manner and approved for each country, identifying accurately the pivotal countries and triggers of a change dynamics supporting the project’s sustainability strategy.

[1] In line with the provisions set in the Project Document and Contribution Agreement signed between the European Union and UNDP in Cape Verde.

For detailed information, please refer to the Terms of Reference available in the following websites:

UN Cape Verde website, www.un.cv , under the section Anuncios;The UNGM website at www.ungm.org; andUNDP Procurement website at http://procurement-notices.undp.org.

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Project Specialist, Public Relations, - Astana

Functions / Key Results Expected

The Specialist has overall responsibility for management of UNDP outreach activities within UN Joint Programmes and support of PR activities of the GLD’s Government Portfolio projects.
Summary of key functions:
1. Formalize and manage the Programmes communication strategy, media/press relations;
2. Produce information materials, print and audio-visual for media, web sites, and other public outreach;
3. Provide advice and support to the Programme’s special events and campaigns;
4. Manage the website content (if applicable) and create and manage Programme’s pages on social media, including uploading of media materials;
5. Provide PR support to the projects of GLD Unit’s Government Portfolio.

1. Manage UNDP part of the Joint Programme communications:

• Media strategies conceived, planned and implemented to enhance the positioning of the Programmes with the media, with a special focus on priority areas of concern.
• Opportunities for press conferences identified; press conferences organized; and interviews with senior managers facilitated.
• Clear, consistent and timely responses to media inquiries; issuance of statements and corporate positions to media and other external audiences.
• Corporate contacts maintained and expanded with: broadcast and print journalists; media groups, organizations and outlets (audio, visual, electronic); and topics, background information, news-related developments and coverage of interest to each sector identified.

2. Produce information materials (print and audio-visual) for media, web sites, and other public outreach:

• Draft and produce press releases, advisories, background information, brochures, media kits, success stories to inform media and the general public.
• Identify and draft storylines for publications and articles within JPs for UNDP publications
• Draft material for corporate web site to provide up-to-date information on the Porgramme’s work in Kyzylorda and Mangystau Oblasts.
• Supervise the production of relevant video material on the Programme’s work, as required.
• Identify and use effective channels for dissemination of all information products to relevant target audiences and supervise distribution.

3. Provide advice and support to the Programme’s special events and campaigns:

• Conceptualize and organize special events, to prepare inputs to special events, with a view to reaching wider audiences using social media; and develop and compile relevant materials.
• Other duties as assigned.

4. Manage the website content, and create and manage Programme’s pages on social media, including uploading of media materials:
• Liaise with journalists and counterparts in the development and regular update of the website.
• Run Facebook- and Twitter-Accounts as well as possible other networking platforms.
• Liaise with UNDP CO Communications Specialist to ensure that the news related to JPs are timely presented on the corporate social media sources and website

5. Provide outreach support to the projects of GLD Unit’s Government Portfolio (not more than 20% of working time):
• Support preparation of PR materials of the Projects;
• Support dissemination of information on the Projects events;
• Liaison with media ensuring its participation at the events organised by UNDP projects and corresponding coverage.

Impact of Results

The results have a substantial impact on the effectiveness of UN Joint Programmes’ communications and outreach efforts, enhancing the visibility, raising awareness and understanding of UN Joint Programmes, their mission with the media and among the general public as well as enhancing publicity of other GLD Unit’s projects

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Researcher: International Public Finance and Post-2015 - Home-based

How to finance the new Sustainable Development Goals (SDGs) has emerged as a central question of recent discussions on international development. The UN’s intergovernmental committee of experts on sustainable development financing recently published its final report which provides an overview of the contemporary development financing landscape and points to new opportunities to leverage more resources in support of sustainable development. In July 2015, Addis Ababa will host the 3rd UN conference on financing for sustainable development. The conference will assess progress made on financing the ‘old’ MDG agenda as well as look at how the international community can best support the new post-2015 sustainable development agenda.

The expert committee’s report underscored that all sources of finance will need to be mobilized – and used more effectively – in support of sustainable development. These include domestic and external, public and private sources of finance. The report points to recent expansions in international private finance and suggests that more efforts are needed to orient a larger proportion of these flows towards internationally agreed sustainable development objectives. It also points to the continued need for development aid and other forms of international public finance and that private for-profit financing will be difficult – and even impossible – in some areas. It underscores that all sources of finance should be seen as complements, not substitutes, and the international community needs to find ways to ensure that different forms of finance work together more coherently.

In a recent joint paper, UNDP/ODI argued that despite the anticipated increased role for the private sector in development in the post-2015 period, and increasing domestic resources, international public finance (IPF) will still have a vital and unique role to play in the future. IPF has many specific characteristics which differentiate it from other forms of finance. These characteristics mean IPF will have a vital role in underpinning sustainable development efforts in the post-2015 era.  The paper suggested however that international public finance needs to evolve in response to changing times; investment priorities need to change, more countries need to contribute resources to IPF in a stable and predictable manner and allocation mechanisms need to be made more efficient, accountable and representative.

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INTERN - PUBLIC INFORMATION

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INTERN - PUBLIC INFORMATION

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INTERN - PUBLIC INFORMATION

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