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Monday, 8 December 2014

UNOCHA- Admin /Executive Associate - (UN COMMON SYSTEM and Turkish Nationals Only) - Gaziantep

Impact of Results

The key results have an impact on the efficiency of the Admin unit and Head of office.  Accurate analysis and presentation of information strengthens the capacity of the Admin unit and Head of Office and promotes the image of UN/UNOCHA as an effective contributor to the development of the country. Incumbent’s own initiative is decisive in results of work and timely finalization.

Functional Competencies:             


• Planning & Organizing – Ability to coordinate the work of others, work to tight deadlines and handle multiple concurrent projects/activities.


• Client orientation – Ability to identify client’s needs and match them to appropriate solutions; ability to establish and maintain effective and productive partnerships with clients by gaining their trust and respect; capacity to keep clients informed of [progress or setbacks in ongoing projects. Ability to monitor ongoing developments inside and outside the clients’’ environment to keep informed and anticipate potential problems.


• Teamwork – Excellent interpersonal skills, including ability to operate effectively across organizational boundaries; ability to establish and maintain effective partnerships and working relations in a multi-cultural, multi-ethnic environment with sensitivity and respect for diversity.


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Component 2 Manager (Energy Efficiency Policy), Building Sector Energy Efficiency Project (BSEEP) - Kuala Lumpur

Under the guidance of the BSEEP National Project Manager, BSEEP National Project Director and BSEEP Chief Technical Advisor, the Component Manager for Component 2 will be responsible for the delivery and completion of the activities required in Component 2 of the BSEEP project. The Component Manager will also be required to ensure accurate, timely and properly recorded/documented activities and delivery of outputs.

The Component Manager will work in close collaboration with private stakeholders as well as government stakeholders and UNDP to ensure efficient project performance of project activities as stipulated in the project document. The Component Manager will be expected to make frequent site visits to stakeholder offices, to deliberate new and existing policy ideas that have been proposed by BSEEP.

The Component Manager will report to the National Project Manager on the delivery of the activities in component 2, propose spending for the activities required in component 2, propose the vision/targets of component 2, manage and recommend operational work (i.e assess vendors, draft terms of references, conduct interviews).

The Component Manager for component 2 shall analyze, review and correct documents, policy ideas and recommendations from all consultants involved in the project, develop policy ideas, develop policy documents, related to deliverables required in component 2 of BSEEP. The component manager will also be required to carry out formulation, management and evaluation of BSEEP  and component 2 program activities.

Summary of Key Functions:
-    Formulation and implementation of component 2 strategies related to BSEEP and other components where linkages can be made in the areas assigned.
-    Implementation of strategic partnerships and the resource mobilization strategy with project owners, government agencies, etc.
-    Provision of quality advisory services to the Government and project owners and facilitation of knowledge building and management
-    Support to other components where applicable
-    Administrative support to project and component 2
-    Support to implementation of publications strategy and plan

1.    Formulation and implementation of component 2 strategies related to BSEEP and other components focusing on achievement of the following results:

-    Thorough analysis and research of documents, policy ideas and recommendations from all consultants
-    Preparation of substantive inputs to progress reports, work plans and other documents as may be requested by the National Project Manager
-    Identification of areas for support and interventions within component 2 to support the achievement of the goals and objective of BSEEP 
-    Identification, monitor and analyze new demonstration projects in coordination with the project team, active involvement in planning and substantive participation in project formulation and appraisal.
-    Identification of source of information related to building sector energy efficiency, keeping abreast of policy news, technology changes and informing the project team.
-    Carry out inspection, monitoring and evaluation work pertaining to component 2 activities.

2.    Implementation of strategic partnerships and the resource mobilization strategy with project owners, government agencies, etc:

-    Design and formulation of the activities to meet the objectives and goals of the component and project.
-    Prepare terms of reference as required to procure services and equipment required of component 2. 
-    Development of partnerships with the UN Agencies, government, institutions, bilateral and multilateral donors, private sector and civil society based on strategic goals of BSEEP and component 2
-    Analyze, research, preparation of substantive briefs on possible areas of cooperation, identification of opportunities and prepare budgets to the overall office effort in resource mobilization.
-    Undertake advocacy tasks such as preparing statements, advocacy materials, presentations and strategy papers related to component 2 activities.
-    Maintenance of project briefs and activity information for bilateral donors, academia, private sector, UNDP and the public.
-    Ensure that the project expenditures are made in compliance with UNDP/GEF procedures, BSEEP project objectives and component activities. 
-    Proper control of supporting documents for payments and financial reports
-    Maintenance of proper financial records.

3.    Provision of quality advisory services to the Government and project owners and facilitation of knowledge building and management focusing on the achievement of the following results:

-    Identification of sources of information related to BSEEP and energy efficiency issues.
-    Identification and synthesis of best practices and lessons learned directly linked to BSEEP or component 2 
-    Strengthening partnership with the private sector, government, and donors for effective implementation of strategies
-    Support to development of policies and institutions that will address the country issues and needs in collaboration with the Government and other strategic partners.
-    Sound contributions to knowledge networks and communities of practice.
-    Organization of training from the deliverables of component 2.

4.    Provides support to the implementation of publications strategy and plan focusing on the achievement of the following results:

-    Organization of training as part of component 2 activities
-    Disseminate information from the results of the demonstration buildings
-    Develop and implement public outreach and promotional programmes 
-    Compile and publish online the results of the demonstration buildings
-    Coordinate and assist other concerned agencies, to plan and carry out public outreach program.

Impact of Results
The successful completion of the responsibilities above will contribute to meeting the objectives and goals of BSEEP. In particular, the key results have an impact on providing the building industry with evidence on the cost effectiveness, design, operation and utilization of energy efficient equipment/technologies.


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SUPPLY ASSISTANT (RATIONS)

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Computer Information Systems Assistant (Software Developer)

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CC Mitigation expert - District heating

Purpose
The purpose of this project is to strengthen national capacities to integrate environmental and energy concerns into development plans at all levels and systems for effective implementation of the sectoral priorities. This will be achieved through assistance to Bosnia and Herzegovina in preparation and submission of its Third National Communication (TNC) to the CoP of the UNFCCC and enhancement of national capacities in field of climate change though the process. The TNC will be prepared and submitted to the UNFCCC in accordance with its commitments as a non-Annex 1 Party to the Convention (as mandated by Articles 4 and 12 of the UNFCCC).  The project will also result in increased capacity to produce subsequent communications that meet all guidelines established by the CoP and that can serve as a source of information for national policies and measures in climate change and in key economic and social sectors.

Objective
The overall objective of this assignment is to provide an updated chapter on measures to mitigate climate change in BiH that will model potential emission trajectories through 2050 and will incorporate recent findings on economic development and specific measures and projects with mitigation benefits. Activities will support data collection, scenario development, analysis of current and potential mitigation measures (including the cost-benefit analysis of identified mitigation measures), focusing primarily on the five sectors identified as priority areas in the SNC and determined to be in need of strengthening during stakeholder consultations: electricity production, district heating/buildings, transport, waste and agriculture/forestry. This component of the project will provide guidance and recommendations on country-appropriate mechanisms and infrastructure for NAMAs and MRV systems.

Background Information
Bosnia and Herzegovina (BiH) became a member of the United Nations Framework Convention on Climate Change (UNFCCC) on December 6, 2000, and the Kyoto Protocol was ratified on April 22, 2008. The Initial National Communication (INC) of BiH to the UNFCCC was submitted in 2010.
The SNC was completed in June 2013.  The SNC has advanced the state of climate modeling, impacts assessment, and policy analysis in Bosnia and Herzegovina and it has also established a measurement baseline for public awareness and outlined key capacity needs. Furthermore, work on the SNC has enhanced the individual capacity of climate researchers in Bosnia and Herzegovina in government, academia, and NGOs, and it has strengthened the organizational capacity of the UNFCCC focal institution in Bosnia and Herzegovina, the Ministry of Spatial Planning, Civil Engineering and Ecology of RS.  Finally, the INC and the SNC have served as an important source of information for the country’s Climate Change Adaptation and Low Emission Development Strategy.
This Project will not only support the country of Bosnia and Herzegovina in meeting its above specified obligations as a UNFCCC signatory but will also serve as a significant strategic document for sustainable development. The cross-cutting nature of the TNC process will foster relationships across entities and economic sectors, by establishing linkages between environment and other sectors.


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Field Security Specialist - Islamabad

The duties and responsibilities of the Field Security Specialist (FSS) include the safety and security of all UNDP staff, eligible family members, eligible partners and contractors, resources, assets, facilities, programmes, and projects in addition to promoting, enabling and supporting UNDP programme delivery throughout the individual country of responsibility while ensuring compliance with all United Nations security policies, procedures and regulations. 

The primary objective of the deployment of the UNDP Field Security Specialist is to advise on the protection of, and minimizing the risk to, UNDP staff, eligible family members, property and operations in all locations and at the same time enabling UNDP programme delivery throughout the individual country of responsibility. This will be achieved through:

Advising that UNDP security support feature in the programming process at the country office level as well as in the case  of each individual project, from project identification, planning, budgeting, implementation and right through to monitoring and evaluation;Strengthening the security arrangements of UNDP and maintaining a security network of international and national security personnel.

Primary reporting of FSS will be to the Regional Security Advisor whereas the secondary supervisor of the incumbent will be the Deputy Country Director Operations, UNDP Pakistan. 

At Headquarters level, UNDP BOM/Security Office (SO) will provide policy and technical advice to the UNDP FSS regarding the safety and security of UNDP staff, eligible family members, property and operations within the context of UNDP’s development role, while dovetailing with and respecting UNDSS’s mandate and role, and working within the UN and UNDP security policy and framework.

Summary of Key Functions:

Programming;Threat and Risk Assessment;Security Plan and Business Continuity;Minimum Operating Security Standards;Information Management;Funds Management;Resource Mobilization;Office and Residential Security.General

Programming:

Provide security policy guidance and security management support to the Country Director and CO management team enabling effective programme planning, implementation and delivery within the framework of all UN security policies and procedures.Ensure the mainstreaming of security into all levels of programme design, implementation and delivery through the substantive monitoring of ongoing and future projects and programmes providing innovative and proactive support, direction and solutions where required. In the absence of RSA or Sr. FSS, serves as permanent member of project appraisal committee (PAC).Review the impact of current as well as future potential security factors and trends on UNDP planning, programme design and delivery, as well as the possible impact that programme design might have on the stability and security, ensuring that possible support needs are identified and improvements are implemented;Liaise and coordinate activities of partner organizations and counterparts in the planning, preparation and execution of missions, ensuring the safety and security of UNDP staff as the highest priority;To protect and minimize the risk to UNDP staff, project personnel, property and    operations in all locations and at  the same time enabling UNDP programme delivery throughout: Maintain a security network of international and national personnel; In the absence of a Sr. FSS, participate as a member of the security cell established by DSS in country.

Threat and Risk Assessment: 

Conduct a threat and risk assessment of operations in the districts and regions where UNDP projects are implemented, identify and implement appropriate risk mitigation measures;Assist/provide inputs to UNDSS in preparing a comprehensive threat and risk assessment of the country to include all locations where UNDP staff members, eligible family members and equipment are present;Assist/provide inputs to the Security Management Team through the UNDP Country Director (CD);Assist local UNDP travel managers with risk assessments related to air travel. 

Security Plan and Business Continuity

Work closely with UNDSS to ensure that UNDP procedures conform to the UN security framework;Provide inputs and assist UNDSS in establishing, maintaining and updating the country specific security plan and contingency plans in accordance with the UN Field Security Handbook (FSH);See that all UNDP personnel are included in the Security Plan of the respective duty stations, (including UNDP sub offices) being prepared by UNDSS;Update the UNDP component within the country-specific security plan and contingency plans in accordance with UNDSS;Train UNDP wardens and follow up on their specific needs accordingly for both international and national staff;Provide security related contributions to the CO Business Continuity Plan, with guidance from the RSA/DRSA. Facilitate security clearances for all UNDP staff travelling in areas where required.

Minimum Operating Security Standards:

Oversight of UNDP personnel and equipment for MOSS compliance;Ensure that Country Office management is briefed sufficiently on security requirements in order to take decisions and provide adequate resources so that staff members are provided with; and proficient in the use of, safety and security equipment, including communications equipment, vehicle emergency equipment and personal security safeguards required for work in the field;Establish internal communication systems so that UNDP communications are integrated into the appropriate UN Security Emergency Communications System;Provide advice on selection and procurement of appropriate equipment for security (vehicles, telecommunications equipment, etc.);Provide advice on the security of transportation and logistics;Provide orientation and training to international and national staff members on security guidelines, communication procedures, travel precautions, emergency procedures and existing restrictions in movement, such as curfews, restricted and dangerous areas;Coordinate with DSS 24-hour response to all security related incidents involving UNDP staff and eligible family members;In coordination with UNDSS, and on behalf of the CD, ensure appropriate professional liaison with local authorities responsible for security, law and order, counterparts in diplomatic missions and municipal/civic/religious and traditional leaders. 

Information Management:

Provide timely and accurate security advice to the UNDP Management, programme managers, project managers and visiting consultants;Immediately report all security-related incidents involving UNDP staff and eligible family members to the Country Director, RSA (or Sr. FSS, if present in the duty station) and UNDSS in country;Ensure that UNDP programme staff members are provided with situation reports and other appropriate security-related information generated by UNDSS in a timely and efficient manner;In cooperation with the HR unit, maintain updated UNDP staff lists, including details of visiting missions and consultants;In coordination with UNDSS in country, establish good relationships with national law enforcement, military and civil intelligence authorities, counterparts in the Diplomatic Missions and municipal/civic/traditional leaders;Encourage an exchange of information relative to risk management for UNDP programme implementation;In coordination with UNDSS in country, conduct investigations of death of a staff/family member under suspicious and unclear circumstances;Participate in inter-agency security coordination efforts;In coordination with UNDP HQ and as assigned by the CD, conduct preliminary investigations in cases of breach of UN code of conduct by UNDP staff.

Funds Management:

Support mainstreaming of security costs. Monitors that all projects/programmes contribute resources to implementation of security measures;Formulate and manage the annual work plan and related budget, initiates budget revisions;Monitor that allotted UNMSM funds are budgeted in ATLAS in a timely fashion;Ensure that costs and expenditures remain within budgeted and approved limits through the monitoring of monthly ATLAS budget reports.

Resource Mobilization:

Ensure that the security cost of doing business is included in all appeals and project descriptions;Participate in the drafting of CAP and CAP reviews, to be presented to donors (as required);Provide inputs to donor reports, as required. 

Office and Residential Security:

Conduct periodic appropriate security assessments of UNDP premises and equipment and advice on shortfalls in security preparedness with recommended improvements and solutions;Assist UNDP in developing and implementing office security requirements for regional (regional or sub-) offices and offices of UNDP-implemented projects;Establish and implement access control mechanisms (visitor/vehicle screening) as necessary for UNDP and project offices based on the security level;Represent UNDP security interests in any common premises that UNDP occupies ensuring that staff safety and security are primary considerations;Ensure that UNDP premises and international staff residences are MOSS and MORSS compliant.

General: 

The FSS will, in consultation with the CD, respond to requests from the DO/DSS, to perform UN system related security tasks. Any other security related tasks assigned by the UNDP Country Director (or Sr. FSS, if present). 

Impact of Results

The FSS’s priority of support and advice should focus on the Country Office and UNDP programmes and operations in high risk areas. It is only through a rigorous support of policy understanding, risk mitigation, and, where necessary, security training, will the application of security management be fully implemented. FSS security support to the Security Office and country programmes will ensure continuous facilitation of safety and security of UNDP staff, enabling safe UNDP programme delivery and activities within the context of UNDP's development role, while dovetailing with and respecting UNDSS' mandate, and working within the UN and UNDP security policy and framework.

More specifically, the FSS is to protect and minimize the risk to UNDP staff, project personnel, property and operations in all locations and at the same time enable UNDP programme delivery throughout the duty station through: 

Ensuring the UNDP security support is included in all aspects of the programming process at country office level as well as throughout individual project life cycles, from project identification, planning, budgeting, implementation, monitoring, evaluation and project closure;Strengthening the security arrangements of UNDP offices, sub-offices, and guesthouses;Maintaining a security network of international and national security personnel;Participating as a member of the security cell as established by the UNDSS in country.

Core Values: 

Integrity

  An ability to work honestly, openly, impartially and in accordance with the values of the United Nations.

Professionalism

An ability to work in a calm, competent and committed manner;Is conscientious and efficient in meeting commitments, observing deadlines and achieving results. 

Respect for Diversity

An ability to work effectively, respectfully, and inclusively with people from different backgrounds and with different perspectives. 

Core Competencies:

Communications

Clearly and effectively speaks and writes, tailoring language, tone, style and format to different audiences;Listens to others, correctly interprets messages from others and responds appropriately.

Teamwork

Works collaboratively with colleagues to achieve organizational goals;Builds consensus for task purpose and direction with team members;Solicits input by genuinely valuing others’ ideas and expertise and is willing to learn from others.

Planning & Organizing

Identifies priority activities and assignments, adjusting priorities as required;Allocates appropriate amount of time and resources for completing work; Foresees risks and allows for contingencies when planning. 

Accountability

Adheres to organizational rules, regulations and standards; Delivers outputs for which one has responsibility within prescribed time, cost and quality standards. 

Client Orientation

Provides services, support, advice, guidance to internal or external clients, and seeks to see things from their points of view;Establishes and maintains productive partnerships with clients by gaining their trust and respect. 

Creativity

Actively seeks to improve programmes or services;Demonstrates resourcefulness by finding new solutions to address operational or strategic problems.

Commitment to Learning

Keeps abreast of new occupational/professional developments;Contributes to the learning of colleagues and subordinates;Provides constructive security advisory, training, coaching and feedback for others.

Managerial Competencies:

Vision

Clearly communicates links between the Organization’s strategy and the work unit’s goals;Identifies strategic issues, opportunities and risks.  

Leadership

Is proactive in developing strategies to accomplish objectives;Empowers others to translate vision into results;Establishes and maintains relationships with a broad range of people to understand needs and gain support.

Empowering Others

Delegates responsibility, clarifies expectations and gives staff autonomy in important areas of their work;Holds others accountable for achieving results related to their area of responsibility;Involves others when making decisions that affect them.

Building Trust

Operates with transparency;Places confidence in colleagues, staff members and clients;Treats sensitive or confidential information appropriately. 

Judgment/Decision Making

Identifies key issues in complex situations;Considers potential positive and negative impacts of decisions on others and on the Organization;Determines that the actions proposed will satisfy the expressed and underlying needs for the decision.  

Education:    

University Degree (Bachelor’s Degree or Equivalent), preferably in social sciences, management; orA related security field, or formal multi-year education in Security Management, such as military or police Junior Command and Staff College (minimum 9 months full time) qualification with command experience;Formal training in security risk management. 

Experience:    

A minimum of 7 years of relevant security and development related experience (only 5 years of relevant work experience is required if applicant is in possession of an Advanced University Degree (Master) in a relevant security field). Formal multi-year education in Security Management, such as military or police senior Command and Staff College (minimum 9 months full time) qualification, with command experience at senior level, is considered equivalent to an Advanced University Degree;Previous experience of working in a conflict/post-conflict or crisis environment is an asset;In-depth knowledge of security management and risk management;Knowledge of UN/UNDP business, operations and programming cycle;Knowledge of UNDP Country Office structure; roles and responsibilities of the Resident Coordinator, CD, DO, SMT, UNDSS and UN Security Management System. 

Language Requirements:    

Fluency in written and spoken English is required;Working knowledge of the language spoken in the duty station is highly desirable, but is not a requirement. 

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International Short Term Expert on Institutional Structures of ISFs in Turkey - Home-based

Education:

University degree in Social Sciences or Law;Higher university degrees in Social Sciences or Law will be an asset.

Experience:

At least 10 (ten) years of work experience;Experience in security sector issues;Advisory experience to government institutions;Knowledge in Turkish security sector system will be an asset;Experience in working with international organizations will be an asset.

Language:

Notes:

Internships (paid/unpaid) are not considered professional experience;Obligatory military service is not considered professional experience;Professional experience gained in an international setting is considered international experience;Experience gained prior to completion of undergraduate studies is not considered professional experience.

Proposal:

Explaining why they are the most suitable for the work;Provide a brief note about the proposed approach and/or systematic to be followed for the achievement of the outputs of the Project;Personal CV including past experience in similar projects and at least 3 references.P11.

Financial Proposal:

The candidates will be requested to submit ‘Financial Proposals’ upon completion of technical evaluation.

The financial proposals shall be submitted in UNDP’s standard format which will be communicated to successful candidates. The financial proposal shall specify the daily fee, travel expenses and per diems quoted in separate line items, and payments are made to the Individual Consultant based on the number of days worked

Reporting Line:

The consultant will be responsible to Inclusive Democratic Governance Programme Manager, under the direct supervision of the Chief Technical Advisor and Project Administrator of the Improvement of Civilian Oversight of Internal Security Sector Project Phase II for the completion of the tasks and duties.

 Reporting Language:

The reporting language is English.

Title Rights:

The title rights, copyrights and all other rights whatsoever nature in any material produced under the provisions of this TORs will be vested exclusively in UNDP.

Timing Duration:

Contract Start Date: 27 November 2014;Contract Completion Date: 24 January 2015;Total expected w/d to be invested: 14 days.

Duty Station:

Duty station of the expert will be in home based, when necessary travel might be required to pilot provinces of the project (Ankara, Istanbul, Malatya, Gaziantep, Izmir, Trabzon).

* Assignment related travel and accommodation expenses outside of expert’s home base will be borne by UNDP.

Terms and Payment:

The international short-term expert will be hired under an Individual Contract (IC) or a Reimbursable Loan Agreement and be paid in USD upon submission and approval of the all deliverables listed above. The international short term expert shall provide IC timesheet together with the deliverables in order to proceed with the payment.

The amount paid shall be gross and inclusive of all associated costs such as social security, pension and income tax. Assignment-related travel and accommodation costs outside of expert’s home base will be borne by UNDP upon submission of documentation.

Contracting Authority:

Contracting Authority for this Assignment is UNDP, and the contract amount will be provided through UNDP.

Contracting Modality:

 IC – Individual Contract of UNDP

Or

RLA- Reimbursable Loan Agreement.

Tax obligation:

The subscriber is solely responsible for all taxation or other assessments on any income derived from UNDP. UNDP will not make any withholding from payments for the purposes of income tax. UNDP is exempt from any liabilities regarding taxation and will not reimburse any such taxation to the subscriber.

Evaluation:

Applicants meeting the minimum requirements listed in the Terms of Reference will be short-listed and asked for price proposals. The selection of the Consultants will be made in accordance with the quality- cost based selection method (70 % technical component and 30% price component). Only short-listed candidates will be contacted.

For P11 (Personal History Form) please click http://www.tr.undp.org/content/dam/turkey/docs/operations/Jobs/P11_for_SCs_and_ICs.doc.

Proposal should be email to ssa.proposal@undp.org.tr no later than 13 November 2014.

Any request for clarification must be sent in writing, or by standard electronic communication to the address or e-mail indicated above. UNDP will respond in writing or by standard electronic mail and will send written copies of the response, including an explanation of the query without identifying the source of inquiry, to all consultants. Only short-listed candidates will be contacted.


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Procurement Assistant for Common Services - Istanbul

Functional Competencies:   

Knowledge/Technical Expertise
Fundamental knowledge of processes, methods and procedures

Understands the main processes and methods of work regarding to the positionPossesses knowledge of organizational policies and procedures relating to the position and applies them consistently in work tasksStrives to keep job knowledge up-to-date through self-directed study and other means of learningDemonstrates good knowledge of information technology and applies it in work assignmentsDemonstrates understanding and knowledge of the current guidelines and tools, and utilizes these regularly in work assignments

Promoting Organizational Change and Development
Presentation of information on best practices in organizational change

Demonstrates ability to identify problems and proposes solutions Documents processes to support change initiatives 

Client Orientation
Maintains effective client relationships

Reports to internal and external clients in a timely and appropriate fashionOrganizes and prioritizes work schedule to meet client needs and deadlinesEstablishes, builds and sustains effective relationships within the work unit and with internal and external clientsResponds to client needs promptly

Promoting Accountability and Results-Based Management
Gathering and disseminating information

Prepares timely inputs to reportsMaintains databases

Core Competencies:

Demonstrating/safeguarding ethics and integrity  Acting as a team player and facilitating team work Demonstrate corporate knowledge and sound judgment Self-development, initiative-taking Acting as a team player and facilitating team work Facilitating and encouraging open communication in the team, communicating effectively Creating synergies through self-controlManaging conflictLearning and sharing knowledge and encourage the learning of others. Promoting learning and knowledge management/sharing is the responsibility of each staff member.Informed and transparent decision making

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Sunday, 7 December 2014

Kenyan Women Reclaiming Kenyan Streets with #Mydressmychoice

Kenyan Women Reclaiming Kenyan streets with #Mydressmychoice
by Njoki Wamai

Njoki Wamai, is a Gates Cambridge Scholar and alumni, Africa Leadership Centre

On 17th November 2014, thousands of women and men marched in downtown Nairobi in a protest march against the stripping of a woman by men who frequently patronise matatu terminals (public transport vans and buses are called matatus in Kenya ) on Tom Mboya street in Nairobi under the #Mydressmychoice.
Yet, this case was not an isolated case as some of the headlines below from Kenyan newspapers indicate from the last couple of years. Public stripping of women has often been done by rowdy men and some women, who have been complicit in these acts of public humiliation showing it is a deeply entrenched societal problem based on patriarchal values. Even pregnant women have not been spared. These are some of the few cases that have been reported in the media. Many more go unreported, and only recently after the protests have arrests been carried out.

Table 1 – Timeline of Kenya’s woman-stripping problem

Wamai.Table
In her article , Silence is A Woman, Dr. Wambui Mwangi, untangles silences Kenyan women have been forced to live with emanating from a conspiracy of a patriarchal cultures and successive regimes keen to keep women discriminated and silent to these injustices at the national/political level and ultimately at a personal level. Women who have endured these traumatic experiences are often relegated to mere statistics and ‘interesting news’ as evidenced by the casual nature news anchors laughed about a previous incident in Nyeri town on live TV
These violations clearly contravene the Kenyan constitution in addition to regional and international human rights conventions such as the African Union’s Maputo Protocol, United Nations Security Council Resolution 1325 on women , peace and security and the Convention of Elimination of All forms of discrimination against women (CEDAW) which Kenya has ratified. The Kenyan constitution states in articles 27(3) states that women and men deserve equal treatment before the law and part (5) states that no one shall be discriminated against on any grounds, as well as article 28 which states that “Every person has inherent dignity and the right to have that dignity respected and protected.”
As Dr. Godfrey Chesang has observed on Nairobi’s geographical inequality , Nairobi’s downtown is divided in two at Tom Mboya Street. The ‘post card’ side where the state is in charge and the messy chaotic side after Tom Mboya where an army of shoe shiners and sweepers ensure the ‘ordinary mwananchi’s’ shoes from the dusty and muddy side of Nairobi are sanitised in readiness for the clean, orderly, secure post card side, west of Moi Avenue. Stripping of women and mugging is less common on the post card side of the city, unlike the less glamorous side, where the few police on patrol look on, when violations happen most times having been compromised through constant bribes for traffic offences, drugs and other illegalities. A recent article by Nation’s Mucemi Wachira on Nairobi’s Filthy Streets illustrates my point.
These invisible line can be trace back to the apartheid-like British colonial system in Kenya which demarcated one side of Nairobi for whites, ‘the post card side’ while the Africans and Indians patronised the other side of the city starting from Moi Avenue with little government infrastructure, planning and security personnel.
The post-colonial elites inherited this division and further perpetuated it by providing more security to themselves on the ‘post card side’ and in their homes while less security was offered to those on the other side of Moi avenue. As a result, insecurity became normalised for the Africans. This legacy remains with a costly impact on ‘less privileged men and moreso women’, as security on their side of Nairobi is left to hooligans, muggers and strippers.
In a recent interview with a Guardian journalist after #Mydressmychoice protests, some touts at the Tom-Mboya , Accra Road junction reminded the journalist that an invisible line exists in Nairobi where certain hemlines are unacceptable.
Political will from the president isn’t enough, a reordering of the state to reorient itself from a state centric concept of security to a human security centred approach whose focus is the citizen is important. State centric security approach values sovereignty of the state and its elite while providing minimum security to the most vulnerable. So much needs to be done at a systemic level. The Kenyan government has recently established a police force to deal with ‘women strippers’ and a national gender policy at the launch of the 16 days of activism campaign by Kenya’s president. Kenyan women hope that resources will be invested to ensure that these policies are not mere tokens to appease women for the next election in 2017.
Other leaders such as county governors, county members of parliament and members of county assemblies(MCAs) need to lead their counties in similar campaigns as part of the 16 days of activism on violence against women by introducing gender policies that criminalise stripping, immediate arrests and stiffer penalties for violators till women’s choice of dress is respected, as they did before the infiltration of christian-victorian standards of dress with the colonial encounter. Additionally, innovative forums to unlearn flawed masculinities among potential perpetrators, while learning positive and healthy masculinities from role models, on what is to be a man in Kenya needs to be promoted while providing education and economic opportunities.


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Individual Consultant Procurement Notice: Provision of Individual Services of Specialized Communication and Social Media Strategist- LEB/CO IC/130/14 - Beirut

The Regional Bureau for Arab States of the United Nations Development Programme is launching the sixth edition of the Arab Human Development Report (AHDR) series, due to be published in May 2015.

AHDR 2015 aims to discuss relevant issues associated with youth, in particular aspirations, challenges, trends and future outlook across the Arab region. In order to make an important leap forward in human development, the Report will address the structural challenges imposed on young Arab people, many of which are struggling to successfully transition through life’s milestones, whether academic, social, professional or economic.  Even though the overall progress in human development in the Arab region is increasing, as evident by the health, economic and education indices among a number others, the path leading to adulthood is taking the Arab youth longer to complete, and is marked by several impediments.  The Arab region, home to  the youngest population in the world, has one of the highest unemployment rates with a regional average of 28% of which first time job seekers represent 50%. The youth’s involvement in the protests and demonstrations since 2011 can be seen as an expression of their frustration with the existing institutions and norms that have denied them economic and social opportunities and a political voice.

AHDR 2015 will serve as an advocacy tool for human delevopment, and as a tool to foster dialogue and debate on some of the challenging issues facing the youth of the Arab region.  To this end, a specialized Communications and Social Media Strategist is needed to ensure a high level of visibility for the Report’s messages. She / He will develop a communication strategy targeting the key audiences identified for the Report and the general public, and devise and oversee the implementation of an action plan for the effective launch and dissemination of the Report.


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