Project Manager

According to 2017 UNOCHA Humanitarian Response Plan (HRP), 1.3 million people need humanitarian assistance in Libya: these include, among others, 439,000 children, about 241,000 internally displaced persons (IDPs), 356,000 returnees. UNOCHA estimated that in Libya about 100,000 refugees and 195,652 migrants will be in need of humanitarian support in 2017[1]. However, in June 2017 the IOM Displacement Tracking Matrix identified 351,382 migrants and estimations suggest that the total number of vulnerable migrants currently present in Libya could be much higher[2].

In order to address the crisis, the current priority, as indicated by UNOCHA and Libyan authorities, is to restore people's access to basic services such as education, health care, transportation, electricity, water, hygiene and the collect and disposal of waste, especially in urban areas.

The population’s current living standards have been severely affected by the protracted conflict and Libyan authorities face growing difficulties in securing supplies and in addressing the pressing demand for public services. A major source of concern in Libya is represented by the serious deterioration in hygienic conditions and the difficulties of local authorities to collect urban solid waste. In many districts waste is burned in the streets, further aggravating the sanitary and environmental conditions in which the entire population lives.

Libyan authorities have addressed the Italian Embassy in Tripoli to request a two-fold intervention aimed at responding to the immediate need of waste collecting as well as restoring properly managed services and sustainable waste management. The intervention will create better living conditions for the population in the short term and improve the environmental conditions in the medium and long term.

Due to the lack of ad hoc studies, reliable data on the environmental situation in the capital is extremely limited and often highly approximate.

The General Service Company (GSC) estimates a production of 3,000 tons of waste per month for the city of Tripoli, a figure calculated on the basis of the approximation of 1 kg of urban waste per person per day (coming from households, commercial waste, etc.). Regarding the composition of waste generated in Tripoli, the most recent literature is based on a study conducted by the University of Garian (Libya) and Belgrade in 2011, which conducted the research in 3 main areas. Accord to the study, the urban waste produced by households was composed of 36.3% organic materials, 44.1 % of recyclable materials such as paper, plastics, metal and glass and 19.5% of textile and other[3]

Regarding the collecting capability of the Tripoli Public Service Company (TPSC, GSC’s branch based in the capital), in 2010-2011 only 70% of the waste produced in the city was actually collected. Waste segregation by the population is almost inexistent and recycling is absent. In Tripoli, only 8% of waste was composted and 3 % recycled, with the large majority being discharged into dumps. 

In many areas of the city, private companies partially outweigh the lack of public services, ensuring waste collection twice a week for 15-20 euros per family per month.

In Tripoli, there are various types of waste containers: metal and plastic mobile trash containers, special bins for hospital waste, garbage bins. However, the number of containers provided by the Municipality of Tripoli is not enough to cover the needs of all the city’s residents. In Tripoli, only 17% of the required transportable containers are available. Consequently, burning waste in abandoned plastic bags on the street is a widespread practice.

As previously stated, in the capital both the public and private sector collect urban solid waste and their involvement varies from one residential area to another, with a growing role of private companies over the last few years.

To this end, in 2017 TPSC relied upon 5,000 staff units, half Libyans and half immigrants originating mainly from Bangladesh, Pakistan and Nigeria. It should be noted that generally in Libya manual waste collection and disposal is carried out mainly by migrants.

Lastly, regarding temporary storage of waste, the city has three collection sites where waste is temporarily discharged before being transported to the landfill of Sidi as Saih, located outside the city, towards Tarhunah. The landfill has a capacity of 45 hectares, 25 of which are currently used.

The Sidi as Saih dump is not compliant with international standards, which require, among others, a geological barrier structure in order to isolate waste from the ground. Currently the biogas produced by the dump is not reused for generating energy and the production of pollutants (leachate) is not properly managed.  

The aim of this project, to be funded by Italy, is to support Libyan authorities in improving the hygienic and environmental conditions of Tripoli’s population through a more efficient solid waste management system.

UNOPS will facilitate the procurement of equipment (containers and vehicles) for waste collection and transportation, but also enhance the planning capacities of local authorities in managing solid waste. UNOPS will also provide Libyan authorities with technical support to launch an international call for tenders for a new landfill and a waste treatment plant, compliant with international standards.

Stakeholder Management:

• Establish solid working relationship with the project board (Executive, Senior Users and Senior Suppliers), client and key stakeholders
• 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)
• Manage the information flows between the Project Board/OC Director and the project(s)

Delivery and Performance:

• Develop and maintain project plans
• 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 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
• Identify and report potential business opportunities for UNOPS to supervisor
• 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
• Prepare the following reports:

               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

• Partnerships and Coordination

             I.            Understand the UN Development Assistance Framework (UNDAF) and UNOPS, the project’s place in the UN system

             II.            Strive to build strong partnerships and effective coordination among relevant project actors (e.g. United Nations, governments, and non-governmental organizations or other relevant partners

• Accountability for results and the use of resources

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 to a supervisor

• Excellence

Monitoring and Progress Controls

Ensure that the project(s) produces 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. Contribute to the overall business targets and needs.

A.  Education

• Advanced University Degree in Project Management, Business Administration, International Relations, Political/Security/Development Studies, Waste Management, Environment Engineering or other relevant discipline.
• A first level University Degree (bachelor’s degree / equivalent) with a combination of 2 additional years of relevant professional experience  in Project Management, Business Administration, International Relations, Political/Security/Development Studies, or other relevant discipline, may be accepted in lieu of the advance university degree
• PRINCE2 Foundation Certification – Required
• PRINCE2 Practitioner Certification – Preferred
• A relevant combination of academic credentials and/or industry certifications and qualifying experience may be accepted in lieu of the university education.                                                  

Additional Requirements: Experience in waste management, landfill feasibility and design, and Environment Engineering

B. Work Experience

Standard:           

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

• English: Fluent, written and spoken

• French: Knowledge is an asset

Below general Certifications, Contextual Skills and Project Management Skills are required:

Certifications

• PRINCE2® Foundation required
• PRINCE2® Practitioner an asset, but required completion within first 6 months of onboarding

Contextual Skills

International organisations experience

Management experience

Project Management Skills

Budget Management

Capacity Building

Client Management

Multistage Reporting

Project Management

Risk Analysis

Stakeholder Management

Waste Management

Environmental engineering

Develop project team

• 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.
• 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.

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. 

Tunisia

UNOPS office in Tunisia provides a range of project support services to partners in North Africa. It provides project management services including design, implementation, monitoring and evaluation. It also offers fund management, loan and grant administration, procurement, local capacity building, and training and technical assistance.