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Governments and public administrations should have sufficient capacities to develop and implement effective policies that promote sustainable human development opportunities for everyone. A capable public administration is critically important in the current conditions of a series of global crisis which has affected economies, prices and costs of living, inequalities, and social cohesion. In such environments policy-making processes and a public administration capable of and willing to develop effective policies, with limited resources, become imperative. Public policies should ensure that governance is strengthened, quality public services are provided, human rights protected, economic opportunities created, and poverty and inequality reduced.

The modernisation of the public administration is noted a key institutional priority addressing legal and policy gaps with an expectation to develop a credible and transparent system of capacity building and which ensures a merit-based recruitment and promotions, and which offers equal opportunities to all citizens. The civil service continues to face challenges in attracting or retaining quality staff, mainly due to rather low salaries, and the lack of incentives for higher performance.

While capacity development is based on a premise of longer-term investment, at critical development points rapid interventions, focused on technical inputs to address pressing needs, contribute to progress and achievement of goals, to meet internal and external commitments are required.

This project will provide support to central institutions, building on UNDP’s experience and lessons learned from previous capacity development interventions which contributed to improved service delivery and achievement of strategic goals. The overall objective of the project is to improve institutional capacities in planning, implementation, and administration, for effective, efficient and gender-responsive governance, which responds to government’s short and medium-term needs.

The demand-driven aspect will ensure that critical needs, as identified by institutions, are addressed quickly, contributing to improved institutional performance and implementation capacities, with the primary aim to achieve short to mid-term goals.

Management of the project, implementing activities by mobilizing goods and services, in accordance with UNDP POPP and the UNDP Kosovo Standard Operating Procedures:

• Ensure timely and qualitative implementation of workplan activities;
• Continuously monitor progress against the approved work-plan, identify changes in the external environment and promptly agree necessary solutions or actions with UNDP office and Project Board;
• Prepare annual project work-plans and related sub-plans (procurement plan, quarterly plans if required, and others as necessary);
• Serve as an effective spokesperson internally and externally and form strong partnerships with institutional counterparts;
• Maintain positive working relations with all project stakeholders, including central authorities and agencies, international organizations and CSOs;
• Mobilize personnel, goods and services, and training activities, including drafting terms of reference and work specifications and overseeing all contractors’ work;
• Monitor requests for the provision of financial resources by UNDP, through advance of funds, direct payments, or reimbursement using the Fund Authorization and Certificate of Expenditures (FACE) form;
• Monitor financial resources and accounting to ensure accuracy and reliability of financial reports; ensue preparation of budget revisions as necessary; follow up with UNDP programme associate and finance staff as required;
• Coordinate an exit strategy at least 6 months ahead of the project closure date; ensure closure of the project is done according to the established procedures.

Monitoring of progress and risks, ensuring that changes are controlled, and problems addressed. Reporting on progress including measures to address challenges and opportunities:

• Monitor events as determined in the project monitoring schedule plan, and update the plan (in Quantum and off-Quantum) as required;
• Periodically update the project information in Quantum Project Management module;
• Manage and monitor the project risks initially identified and submit to the Project Board for consideration and decision on possible actions if required; update the status of these risks by maintaining the project risks log;
• In coordination with the Programme organize regular donor meetings and perform regular progress reporting to the project board/donor;
• Prepare progress reports within required frequency and using the template recommended by the UNDP office. Submit the report to supervisor in the UNDP programme team for review and clearance, according to the agreed timetable. Share report with the project board;
• Ensure reporting to the donor is prepared on time and meets required standards;
• Support the preparation of reviews and evaluations as defined in the project document;
• Prepare final project reports and papers.

Support partnerships and advocacy activities at project level:

• Liaises with other UNDP projects to identify areas where policy papers, research, and other materials are developed and support the process directly;
• Link up project activities with related and parallel activities internally and externally;
• Be familiar with the activities of other development projects in the sector, establish contact and keep up-to date with their work;
• Ensure and coordinate meaningful participation of all national and international stakeholders in all phases of planning and implementation processes;
• Support the partnerships and advocacy activities agreed by the UNDP office in the area/sector covered by the project;

Ensure implementation of knowledge management activities:

• Regular exchange of information/experience with other projects, cross-learning and sharing results and good practices;
• Ensure the project has the required communication package and preparation, upon request of the UNDP office, of information materials for dissemination within UNDP globally and regionally, and to external stakeholders;
• Capture lessons learnt during project implementation through a lessons learnt log or another format which is deemed appropriate;
• Participation in regular internal meetings;
• Participation in training events, communities of practice, codifying and sharing knowledge, facilitation and organization of training for project staff to enable them to perform at the required level.

The incumbent performs other duties within their functional profile as deemed necessary for the efficient functioning of the Office and the Organization.

Institutional Arrangement: 

Under the direct supervision of the Governance and Peacebuilding Portfolio Manager, the Project Manager has the overall responsibility for achieving the project results (outputs) as defined in the approved project document and annual work-plans through timely and qualitative implementation and monitoring. The Project Manager will collaborate closely with partners and contractors.

• Achieve Results: LEVEL 2: Scale up solutions and simplifies processes, balances speed and accuracy in doing work
• Think Innovatively: LEVEL 2: Offer new ideas/open to new approaches, demonstrate systemic/integrated thinking
• Learn Continuously: LEVEL 2: Go outside comfort zone, learn from others and support their learning
• Adapt with Agility: LEVEL 2: Adapt processes/approaches to new situations, involve others in change process
• Act with Determination: LEVEL 2: Able to persevere and deal with multiple sources of pressure simultaneously
• Engage and Partner: LEVEL 2: Is facilitator/integrator, bring people together, build/maintain coalitions/partnerships
• Enable Diversity and Inclusion: LEVEL 2: Facilitate conversations to bridge differences, considers in decision making

UNDP People Management Competencies can be found in the dedicated site

• Project Management:
  • Ability to plan, organize, prioritize and control resources, procedures and protocols to achieve specific goals
• Relationship management:
  • Ability to engage with a wide range of public and private partners, build, sustain and/or strengthen working relations, trust and mutual understanding
• Effective Decision Making:
  • Ability to take decisions in a timely and efficient manner in line with one’s authority, area of expertise and resources
• System Thinking:
  • Ability to use objective problem analysis and judgement to understand how interrelated elements coexist within an overall process or system, and to consider how altering one element can impact on other parts of the system
• Risk Management:
  • Ability to identify and organize action around mitigating and proactively managing risks
• Monitoring:
  • Ability to provide managers and key stakeholders with regular feedback on the consistency or discrepancy between planned and actual activities and programme performance and results