Project Manager

Purpose and objective of the project

The goal of the Facilities Management Assistance Project (FMAP) is to strengthen the organizational capacity and authority of the High Judicial Council (HJC) to: a) strategically, efficiently, effectively own and operate its assets and facilities, and b) sustainably manage its system of facilities and assets and to increase the efficiency and effectiveness of both its facilities management practices and the resulting function and performance of the same assets and facilities.

UNOPS has received funding from the Government of Canada through its Department of Foreign Affairs, Trade and Development (DFATD) to implement the Facilities Management Capacity Building Project as a technical assistance project to build the Palestinian High Judicial Council’s sustainable capacities in Facilities Management.

In recognition of the need for improved facilities management, the High Judicial Council received approval from the President of the Palestinian Authority in January 2018 to create within its organization a new systemic Facilities Management Unit (FMU); the new unit will require capacity-building at the level of human resources, organizational policies and systems, and provision of material. The project implementation period is from 1st April 2018 until 31st March 2021.

Scope of Assignment

The Project Manager will lead a team of international and national subject matter experts and local admin staff in designing and delivering project activities. Also the project manager is responsible to produce/read the project initiation documents (PID), Legal Agreement and have a thorough understanding of the terms, conditions, and the respective roles and responsibilities of the partners/stakeholders to ensure the project(s) products are capable of meeting the business cases for both UNOPS and the client. Success of the project(s) and hence the Project Manager will be based on the Success Criteria of UNOPS engagements which are linked to the below responsibilities.

Duties and responsibilities

The Project Manager is responsible for the day-to-day operations and implementation of the Facilities Management Project and provides services to the donor, Palestinian High Judicial Council and other stakeholders.  He/she is expected to meet and exceed the organizations performance and delivery goals.

The selected candidate will be responsible for managing a team of local and international experts in training and building the capacity of staff of the HJC to sustainably manage their system of physical facilities.  The PM will be responsible for scheduling (coordination of activities), cost control and budgeting, creation of internal monitoring and quality control systems, monitoring and reporting on progress to achieve project objective. .

The project manager is responsible for all aspects of the project life cycle. S/he must be able to apply, with some degree of autonomy, the below duties and responsibilities of the project success criteria:

Stakeholder Management

• Establish solid working relationship with the project board (Executive, Senior Users and Senior Suppliers), client and key stakeholders including; DFAT, High Judicial Council, UNDP, Attorney General Office and Ministry of Justice.
• Manage communications and ensure stakeholders are aware of project activities, progress, exceptions, and are in a position to accept handover products
• Advise the client on issues that may impact the achievement of their outcomes (including issues of sustainability and post project requirements such as maintenance)
• Work with the client to identify and resolve issues impeding the successful achievement of project achievements
• Manage the information flows between the Project Board/OC Director and the project(s)

Delivery and Performance

• Develop and maintain project plans, including a performance measurement framework (PMF)
• Implement approved project plans (including the establishment of milestones) within tolerances set by the project board
• Embed sustainability dimensions including social and gender inclusion, environmental and economic aspects into project life cycle.
• Manage the production of the required products, taking responsibility for overall progress and use of resources and initiating corrective action where necessary
• Liaise with any external suppliers or account managers
• Authorize Work Packages
• Advise the Project Board and OC Manager of any deviations from the plan
• Identify and manage risks as an ongoing exercise so that maximum benefit to client and stakeholders is achieved
• Manage and review product quality and ensure products are accepted
• Monitor and evaluate performance of service providers
• Monitor activities and outputs of the project in-line with the PMF
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• Identify and report threats to UNOPS internal business case to supervisor

Procedures

• Follow the Project Management Cycle Instructions and ensure that all organizational policy is complied with (Organizational Directives and Administrative Instructions)
• Prepare/adapt the following plans for approval by the Project Board:  I. Project Initiation Documentation; II. Stage/Exception Plans and relevant Product Descriptions
• In addition to the required reports as per the administrative agreement, the following UNOPS internal  reports should be prepared:

                           i.          Highlight Reports

                          ii.          End Stage Reports

                        iii.          Operational Closure Checklist

                        iv.          End Project Report

                          v.          Handover Report

• Maintain the following: i. Electronic Blue File; ii. Procurement, HR and Finance files as required by those practices as per OD12.
• Ensure that all expenditure comply with UNOPS Financial Rules and Regulations (FRR).
• Manage budgets, cash flow and obligations to ensure that deliverables are met and payments to contractors and personnel are received on time.
• Understand and manage UNOPS overheads, allocable charges, and related corporate charges as they apply to the project
• Understand the unique structures of the UN and budget appropriately for personnel
• Manage and remain accountable for expenditures against the budget (based on accurate financial reports)
• Where the Project Manager has no delegation as a committing officer, s/he retains these responsibilities and will monitor and instruct/request others to carry out the relevant commitments and disbursements.

Knowledge Management:

• Participate in the relevant Communities of Practice
• Actively interact with other PMs and the PM community to share case studies, lessons learned and best practice on the Knowledge System.
• Provide feedback to Practice Leads on policy, supporting guidance with an aim towards continuous improvement of UNOPS policies
• Complete lessons learned as per reporting format
• Incorporate lessons learned from others as per planning format

Personnel Management:

• Lead and motivate the project management team
• Ensure that behavioural expectations of team members are established
• Ensure that performance reviews are conducted
• Identify outstanding staff and bring them to the attention of the OC Director
• Have a thorough understanding of UNOPS personnel contract modalities (including ICA and Staff)
• Select, recruit and train team as required by project plans
• Perform the Team Manager role, unless appointed to another person(s)
• Perform Project Support role, unless appointed to another person or corporate/programme function
• Ensure safety and security for all personnel and comply with UNDSS standards

 Core Values and Principles:

• Understand and respect UNOPS sustainability principles

                           I.          Look for ways to embed UNOPS sustainability principles in day to day project management

                         II.          Seek opportunities to champion gender equality at work place

                        III.          Champion and communicate project’s sustainability aspects with key stakeholders

• Understand and Respect National ownership and capacity

                           i.          Understand the principles of the Paris Declaration on aid effectiveness and mainstream them into the project plans

                          ii.          Seek opportunities to recruit qualified local staff

                        iii.          Look for ways to build capacity of local counterparts

• Accountability for results  and the use of resources

                           i.          The project management processes are designed to deliver maximum accountability, transparency and results. If a project or processes is not in line with this, it is the responsibility of the PM to raise the issue with  a supervisor

• Excellence

                           i.          Contribute to innovation and the adaptation of best practice standards of sustainability and quality.

Additional Requirements:

The Project Manager is required to build and lead a multi-disciplinary team of specialists dedicated to strengthening institutional management and support the development and use of national systems in the sector.

The Project Manager will preferably have technical assistance/management consulting experience working directly with Judicial Council and Justice Sector.

Monitoring and Progress Controls

Generally: Ensure that the project(s) produce(s) the required products within the specified tolerance of time, cost, quality, scope, risk and benefits. The Project Manager is also responsible for the project producing a result capable of achieving the benefits defined in the Business Case(s). Contribute to the overall business targets and needs.

A.  Education

• Advanced University Degree in Project Management, Business Administration, International Relations, Legal Studies, Development Studies, or other relevant discipline.
• University Degree (bachelor’s degree / first level) with a combination of 2 additional years of relevant professional experience in areas mentioned above may be accepted in lieu of the advance university degree.
• PRINCE2 Practitioner Certification – Preferred
• Complete the UNOPS Project Management Foundation course (within one year after signing this TOR)

B. Work Experience

Standard            

Five years (or more based on academic credentials) of progressive experience in project development and management, with focus on monitoring, team management, reporting, development and coordination in either public or private sector organizations.

Additional Requirements

• At least five years of experience working as a Project Manager.
• At least three years of experience in networking.
• Experience working with public sector, an advantage.
• Experience working with Justice Sector, an advantage.

Language

Fluency in verbal and written Arabic and English.

Certifications

PRINCE2® Foundation

Contextual Skills

International organisations experience

Management experience

Project Management Skills

Budget Management

Demonstrated knowledge of project management software (budgeting and scheduling)

Capacity Building

Client Management

Contracts Negotiation

Financial Rules and Regulations

Knowledge Management (creating, sharing, using and managing the knowledge and information for the project within the team, beneficiary and client)

Monitoring and Evaluation

Multistage Reporting

Report preparation and presentation

Project Design

Project Development

Project Management

Risk Analysis

Stakeholder Management

Develop project team

BACKGROUND: This project is a component of Canada's larger Courthouse Construction Project in which the Government of Canada, through Global Affairs Canada, is collaborating with the HJC of the Palestinian Authority to support the HJC’s goal to upgrade it courthouse facilities. The project is composed of three elements.

• Construction of the Tulkarem Courthouse – constructed by UNOPS and handed over to the HJC in November 2015.
• Construction of the Hebron Courthouse – construction commenced overseen by UNDP with handover to HJC expected in summer 2021.
• HJC's Facilities Management Capacity Building – the subject of this Administrative Arrangement.

Considerable efforts have been made over the last 10-15 years to strengthen the institutional capability of the security and justice sector in the West Bank with the objective of improving access to justice and the rule of law for all citizens, including the provision of new courthouse facilities. Court assets and facilities are wholly owned and managed by the Palestinian Authority (PA) through the High Judicial Council (HJC), with the Office of the Attorney General being a subsidiary client.

Six courthouses have been newly constructed to international design and construction standards, including the Tulkarem Courthouse, financed by Canada. Nevertheless, the courthouses do not share common design and operating features, thus leading to systemic inefficiencies in daily maintenance and equipment repair and replacement.  This lack of common design features, coupled with the inefficient and ageing existing courthouses, requires that the HJC develop a modern capacity to strategically plan, manage, and operate its systems of courthouse facilities.  In recognition of the need for improved facilities management, the HJC received approval from the President of the Palestinian Authority in January 2018 to create within its organization a new systemic Facilities Management Unit (FMU); the new unit will require capacity-building at the level of human resources, organizational policies and systems, and provision of material and include the inter-alia the following:

• strategic planning and programming of (new) capital investments in accordance with the institutions’ mandate, including inter-alia, development of common design standards and requirements for new facilities; undertaking life-cycle cost analysis of new designs, etc;
• operational policies and procedures;
• asset maintenance and servicing;
• equipment depreciation and replacement;
• cost control systems;
• service standards and quality monitoring;
• tenant, contractors, service representatives and supplier liaison and relations;
• procurement and inventory control;
• financial management including future capital investment requirements and operating and maintenance budget planning;
• human resource management;
• by-law and code compliance.
• reporting, tracking, quality assurance, plans, procedures, etc;
• coordination of staffing and sub-contractor/service resources;
• Interface with other HJC departments (Procurement, HR, Finance, etc.)
  

The Facilities Management Assistance Project (FMAP) has been designed in discussion with the HJC and follows an initial understanding of the current capability within the HJC to perform facilities management of its assets and facilities. The expected ultimate outcome of the project is to contribute to an increased access for men, women, girls and boys to effective and equitable justice services provided by HJC. This will be achieved also though an increased functionality of the FM system in the HJC to effectively manage facilities in a sustainable manner and according to international standards.

The project will achieve the following intermediate outcomes:

• Increased functionality of the FM system (by FMU personnel) in the HJC to effectively manage facilities in a sustainable manner and according to international standards;
• Strengthened institutional policy framework and enabling environment for environmental sustainability and gender equality and gender parity (by HJC personnel) in HJC in the area of facility management.

Immediate outcomes:

• Strengthened capabilities to manage the facilities of the HJC at the strategic, management and operational levels;
• Increased access to recognised standard tools, technologies and systems to operate, manage and maintain the HJC assets and facilities;
• Increased control over the following environmental indicators: waste generation and separation, water consumption, greenhouse gas emissions
• Improved knowledge to apply gender equality and environmental perspectives in the major policy and planning documents and to introduce organizational practices aiming at those sustainability measures.

The project has eleven major outputs:

1.      Technical assistance provided to have a Facilities Management Unit (FMU) in place with an organisational structure;

2.    Technical assistance provided to train HJC staff on HJC's internal development of  a policy framework including, planning, quality control, environmental management, standard operating procedures and associated tools;

3.      The capacity of material needs assessment has been developed and that strategic procurement is undertaken by the HJC;

4.      Capacity building activities (including trainings, study tours, workshops, certified courses) on FM provided to personnel;

5.      Computerized Maintenance Management System (FMS) / Help Desk software system operationalized in the FMU, including a suitable module for environmental management.

6.      Specific material and equipment for maintenance provided to FMU, which will contribute to proper functioning of the facilities components which should positively impact environment

7.      Environmental management policy developed.

8.      Trainings on gender equality principles and practices to achieve gender equality in organizations; training and capacity development on environmental management and standards

9.      Gender equality perspectives advocated for the major policy and planning documents guiding facility management;

10.  Technical assistance provided to train HJC staff in HJC's development of polices and organizational practices (especially for human resources recruitment and management) to achieve gender equality advocated in the FMU;

11.  Support to the HJC for the development of SOPs for any and all of the above as applicable.

Appendix A (Indicative Results Chain) summarizes the process from project inputs through to the ultimate outcome. UNOPS is responsible and accountable for delivering all outputs and all immediate and intermediate outcomes listed above.

PROJECT METHODOLOGY

Following a more thorough needs assessment following signature of this Agreement, UNOPS will support the FMU in a full range of activities aiming at creating a functional structure for the FMU on three levels: a) Senior Management and Strategic Planning: b) Management; and c) Operational. These three levels of activities will overlap and optimize the interaction between them. UNOPS will act as a technical assistance body to FMU personnel in the development of a functional FMU structure, while also directly providing capacity building at all levels.

HJC will be primarily responsible for the development of their own structure, polices, SOPs, etc., by applying a ‘learning by doing’ approach, that will not only impart knowledge and experience, but also increase ‘buy-in’ and ownership for the project.  During project implementation period, HJC facility management operations will be ongoing, and this will be taken into consideration while developing the detailed project plan.

UNOPS will coordinate with FMU the development of a Computerized Maintenance Management System aiming to optimize processes and data management on the basis of a state of requirements. In particular, UNOPS will facilitate the development and adoption in the FMU on procedures for facilities data collection that will populate the FMS.

UNOPS activities will be implemented over a period of 36 months and will include the following activities at the respective levels of the project:

Senior Management and Strategic Planning Level

1.      Undertake a full assessment of the current capability of the HJC at the level of senior management and strategic planning (including sex disaggregated data and gender and environmental sensitivity) to identify major gaps; UNOPS will take into considerations the outputs and recommendations from previous projects (EU and Canada) with HJC.

2.      Build consensus for the project and its desired outcomes and benefits;

3.      As required, assist the FMU in organizational development including inter-alia, support in elaborating/developing the organization chart, including reporting structures; development of job descriptions, etc. 

4.      Support FMU in the development of: i) strategic and operational goals for FM (including promotion of gender equality and environmental sustainability), ii) long term strategic plans for future capital investment in assets and facilities, including environmental investments with medium term returns).

5.      Assist FMU in the review of current policies, systems and procedures in use by the HJC in regard to FM, by also ensuring i) the compliance to the Palestinian law, ii) best practices in environmental management, and iii) that gender equality perspectives are evident in the major policy and planning documents guiding FM.

6.      Develop a gender equal HR system[1] that will include but is not limited to the following measures: a) contact local professional and academic networks to reach out to qualified women, b) ensure qualified women enter the shortlist as to make it diverse, c) conform gender diverse interview panels that are knowledgeable on recruitment policies gender provisions developed in the policy documents of FMAP, d) ensure written tests are anonymous, include in the list of recommended candidates women candidates and give priority to them in case of equal capacities, e) ensure that training opportunities are equally granted according to the job position, f) performance evaluations are fair and transparent, g) establish exit interviews.

7.      Support HJC in the development of multi annual budgets for both the long term capital investment needs of the HJC and the FM of HJC assets and facilities, including budget allocations for gender equality initiatives and for environmental improvements.

Management Level

1.      Undertake a full assessment of the current capability of the HJC at management level (including employment data analysis, pay analysis, gender sensitivity and environmental impacts analysis);

2.      Build consensus for the project and its desired outcomes and benefits;

3.      Undertake an organizational capacity assessment (OCA) of FMU during the overall project implementation.

4.      Develop a Gender Action Plan (GAP) for the FM unit to advance gender equality in the workforce and ensure that women are represented in leadership roles and decision-making, in alignment to the management and operational goals for HJC FM.

5.      Provide capacity building,  including i) trainings and credited courses for FM manager (regional or local facility mangers) on international approaches and standards, including environmental standards, also provided by the specialized international bodies for FM; ii) Organization of technical workshops for managers team (including systems, tools and procedures for FM) iii) participation of FM managers to study tours to keep them up to date with state-of-the-art practices and technologies; iv) trainings on gender equality principles and organizational practices for gender equality;

6.      Provide capacity building to enable participation in the testing and commissioning of new facilities by proper coordination and time management of the required resources.

7.      Provide technical assistance to FMU for the creation/update of FM SOPs for the following work streams:

• Financial (budget);
• Administration;
• Procurement (including procurement of spare parts, maintenance, long terms agreements for consumables). Ensure FMAP personnel are trained on sustainable procurement, including green procurement and gender in procurement practices such as mapping of women-own enterprise and/or small and medium enterprises, tailor procurement documents to include gender, evaluate offers according to gender requirements, establish gender quotas according to market maturity
• Monitoring of the Gender Action Plan;
• Facility data collection and record, with emphasis on collection of environmental data (waste generation broken down by stream and final destination; electricity consumption per area; water consumption per area; assessment of A/C usage; travel patterns data; and others identified as relevant)
• Facilities design and management ensuring suitable SOPs for the development of new, standardized, environmentally sustainable, and gender equal infrastructure designs;
• Quality control and assurance;
• FM records at the level of the entire system
• Document control;
• FM planning;
• Training;

8.      Contract suppliers for the development of a FM software (FMS), by coordinating with FMU all steps of the needs assessment, software development and adoption (dedicated personnel from FMU will be involved in all phases). The FMS will include an environmental management module.

9.      Support the development of a monitoring and evaluation mechanism for FM as well as for continues improvement.

10.   Procurement of light tools, toolkits and spares parts for the FMU as needed and of maintenance vehicle/s dedicated to the FMU (the list of material will be defined during project implementation according actual needs). Energy efficiency and low toxicity will be prioritised in all procurement whenever possible, through the use of internationally recognised eco-labels such as Energy Star, European Flower, EPEAT or equivalent).

11.   Equip two (2) of the three planned HJC maintenance centres, including the north maintenance centre, via close mentoring by the project, enabling HJC to adopt this centre as a model for any other maintenance centre needed in the future.

Operations Level

1. Undertake a full assessment of the current capability of the HJC at the operational level, including gender and environmental gaps;

2. Build consensus for the project and its desired outcomes and benefits;

3. Provide technical assistance for the creation of FM operational SOPs for the following:

• Annual facility plan at the level of individual facilities;
• Assets and equipment inventory and records;
• Equipment maintenance and replacement;
• Technical operation and maintenance for HJC facilities (Civil, Electrical, Mechanical, IT);
• Facilities operational risk management;
• Quality monitoring and maintenance audits;
• Communication procedures;
• Analysis of current waste streams, identification of public/private waste recycling contractors, all resulting in a waste management plan that enables HJC to coordinate with relevant entities within the Palestinian Authority to enhance and implement achievable levels of reuse/recycling.
• SOP for environmental foot print report (covering greenhouse gas emissions based on the WRI&WBCSD Greenhouse Gas Protocol, water, waste) with recommendations to HJC for its implementation.
• Space management procedures;
• Maintenance planning (including preventive and predictive maintenance) and coordination with end users;
• Extraordinary maintenance;
• Emergency and evacuation;
• Safe and comfortable use of HJC facilities for occupants and non-occupants;
• Regular asset/facility inspection and performance/condition assessment and reporting;

UNOPS supports the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Our mission is to serve people in need by expanding the ability of the United Nations, governments and other partners to manage projects, infrastructure and procurement in a sustainable and efficient manner.

Working in some of the world’s most challenging environments, our vision is to advance sustainable implementation practices, always satisfying or surpassing our partners’ expectations.

With over 7,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, wherever they need it.

A flexible structure and global reach means that we can quickly respond to our partners' needs, while offering the benefits of economies of scale. 

Jerusalem Office – UNOPS Project Management and Infrastructure Centre of Excellence

Since the opening of the Jerusalem Office in 2006, UNOPS has significantly strengthened its operations in Palestine. Our expert knowledge, skills and management systems contribute to the sustainable development of public infrastructure in Gaza and the West Bank, including Area C and East Jerusalem.

In recognition of its ability to affect and lead positive change, the Jerusalem Office  has been named the UNOPS Project Management and Infrastructure Centre of Excellence.

The Jerusalem Office is the first UN office to receive the Level 4 P3M3 Maturity Model certification in project management by APMG. This certification demonstrates the well-structured, standardized and defined project management processes and methodologies applied to projects, generating the best results desired by our partners.

This achievement is part of a broader agenda to increase the Office’s impact on development projects, by improving our services and adding value to the outcomes of our partners’ works. The office has benchmarked its capabilities against international industry level standards and through this has achieved several prestigious certifications, including ISO 9001 (Quality Management), ISO 18001 (Occupational Health and Safety), ISO 14001 (Environment Management) and Level 4 P3M3.

• Please note that the closing date is midnight Copenhagen time
• Applications received after the closing date will not be considered.
• Only those candidates that are short-listed for interviews will be notified.
• Qualified female candidates are strongly encouraged to apply.
• Work life harmonization - UNOPS values its people and recognizes the importance of balancing professional and personal demands. We have a progressive policy on work-life harmonization and offer several flexible working options. This policy applies to UNOPS personnel on all contract types
• For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post
• The incumbent is responsible to abide by security policies, administrative instructions, plans and procedures of the UN Security Management System and that of UNOPS.  

It is the policy of UNOPS to conduct background checks on all potential recruits/interns.
Recruitment/internship in UNOPS is contingent on the results of such checks.