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Our user-friendly social online learning platform provides participants with the opportunity to connect with peers from diverse organizational backgrounds, fostering peer-to-peer learning.
While being interactive and participatory, UNSSC online courses give learners the opportunity to complete activities when it best fits their schedule.
Participants are largely free to determine their own weekly study plan. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Lasting five weeks and demanding 6 hours of dedication a week, UNSSC online courses incorporate the same high academic rigor as any UNSSC face-to-face programme.
Contents • Week 1: How partnerships are vital to the 2030 Agenda.
• Week 2: The role of the private sector in implementing the 2030 Agenda.
• Week 3: How to pursue partnerships with the private sector: frameworks for action.
• Week 4: Due Diligence: protecting against reputational risk. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
• Week 5: Engaging with the private sector: the way forward.
Target Audience UN staff, especially partnership specialists and officers.
Development practitioners from governments, civil society, academia, and the private sector.
43 Cost of Participation This online course is offered free-of-charge.
UNSSC fosters collaborative peer-to-peer learning among its course participants. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
To achieve this, UNSSC adopts a rigorous methodology in its selection process that considers the course’s scope, objectives, and expected outcomes.
UNSSC utilizes specific selection criteria for its course participants to promote cohort-based learning and increase course impact.
Participants will enjoy the following benefits from the free online course: • (3-months access to course materials (including exclusive video material and key readings), recording of webinars and speakers’ presentations)). | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
• Participation in live webinars with renowned subject matter experts.
• Exclusive access to the UNSSC online social learning environment with training and supporting background materials, and the opportunity to stay connected with colleagues.
Certificates from the United Nations System Staff College will be awarded to participants upon completion of the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
44 MEASURE We recognize the importance of a coherent measurement language in the pursuit of the 2030 Agenda, which is reflected in our learning offerings 45 Advanced Course on Measurements for Results-Based Management Introduction Designed and delivered in collaboration with the ROI Institute, this course enables effective results- based management (RBM) in UN system organizations by enhancing staff competencies in designing, monitoring, and evaluating projects and programmes. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The advanced course builds upon other UNSSC offerings on RBM and evaluation by providing more in-depth, technical, and skills-building learning on one of the key elements of RBM strategies: performance measurement.
Through a mix of theoretical learning, practical exercises, and UN case studies, participants build skills in development measures, collecting and analyzing data, reporting results, and using data to manage performance. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Objectives Upon the successful completion of this course, participants will: • Have gained an in-depth understanding of the relationship between measurement and effective RBM as well as the RBM process; • Be able to identify stakeholder data needs and be able to develop performance measures/ indicators reflective of stakeholder needs, as well as measurable programme objectives that reflect the intended performance measures/indicators; • Be familiar with data analysis procedures and be able to select the appropriate procedure given “What gets measured gets managed.” Well-developed, structured, and measurable planned results are essential to manage programmes and projects, to involve the right people, and to achieve sustainable development results. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course equips participants with skills to develop measurable programme objectives, design performance measures, and indicators, and identify appropriate data analysis procedures.
46 the level of measurement and type of measure; • Have learned how to communicate the results of an evaluation project in practical terms; • Have enhanced their knowledge and skills to use measurement results to improve programmes and make informed decisions. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course Methodology UNSSC online courses are designed to deliver maximum learning outcomes through optimal time investments into carefully chosen high-quality learning materials. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Specially tailored to the needs of the professionals interested in developing skills to advance their career or deepening their knowledge on a particular subject matter, our highly facilitated online courses combine self-paced study modules with applied learning components such as case studies, interactive exercises, and collaborative group work. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Participants also benefit from live moderated webinars, which feature valuable inputs from renowned subject-matter experts and allow real-time dialogue with the high-level speakers.
Webinar recordings are also made available to ensure that participants have a flexible and seamless learning experience.
A competent facilitator guides and assists the participants all along the course and provides real- time feedback on activities and exercises. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Our user-friendly social online learning platform provides participants with the opportunity to connect with peers from diverse organizational backgrounds, fostering peer-to-peer learning.
While being interactive and participatory, UNSSC online courses give learners the opportunity to complete activities when it best fits their schedule.
Participants are largely free to determine their own weekly study plan. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Lasting six weeks and demanding 6 hours of dedication a week, UNSSC online courses incorporate the same high academic rigor as any UNSSC face-to-face programme.
Contents • Week 1: General overview of RBM and the imperatives for it.
Basic concepts and theories underpinning RBM. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Basic concepts and theories underpinning RBM.
Five paradigms of RBM; RBM at project and programme level; • Week 2: The characteristics of RBM at the institutional and policy level; • Week 3: Programme alignment: results-based framework and development of sound objectives and indicators; • Week 4: Indicators of achievement and the logical framework approach; • Week 5: Data collection, data analysis, and the reporting of results; • Week 5: Monitoring and evaluation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Development of a measurement plan to ensure effective results-based management for projects and programmes.
Target Audience UN and UN-affiliated staff involved in project/programme management, including design, monitoring, and evaluation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Cost of Participation The course fee of 1850 USD will cover the following: • Unlimited access to course materials (video and key readings), recording of webinars and speakers’ presentations; • Participation in live webinars with renowned subject matter experts on RBM, measurement; • Exclusive access to a UNSSC online social learning environment with training and supporting background materials, and the opportunity to stay connected with colleagues. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Certificates from the UN System Staff College will be awarded to participants upon completion of the course.
47 Results-Based Management to support implementation of the 2030 Agenda Introduction The 2030 Agenda for Sustainable Development is a “game-changer” that requires more than a mere harmonization of terminology or coordination of parallel efforts.
It calls for integrated, interdependent, and multidisciplinary outcomes by the UN system for collective impact. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
One of the most powerful resources at the disposal of the UN development system is results-based management, commonly defined as “a management strategy by which all actors ensure that processes, products, and services contribute to achieving a set of results.” Results-based management starts long before the logical frameworks traditionally associated with RBM. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
It begins with a causality analysis that lays sound foundations for the Theory of Change to address deeply interrelated and interdependent development challenges.
Making the UN response to national priorities more results-oriented, integrated, and aligned with the 2030 Agenda is what all countries expect from the United Nations.
These expectations can be met by using the full potential of results-based management. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
This course offers a mix of knowledge and skills for advancing the applications of RBM principles and tools and strengthening the quality of UN programming at the country level.
Participants will become fully knowledgeable of RBM and its practical application, innovative ways, and approaches to support the planning, implementation, monitoring and evaluation of UN sustainable development programmes. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
This comprehensive training programme is designed to equip UN staff with the knowledge and skills to apply results-based management (RBM) principles and tools (causality analysis, theory of change, results chain, indicator frameworks) in supporting integrated and multi-dimensional UN programming in the context of the 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
48 Objectives Upon the successful completion of this course, participants will: • have a common understanding of the 2030 Agenda for Sustainable Development, Paris Agreement on Climate Change, and the UN Reform and their implications for the UN System effective country-level interventions; • define UN System approach to results-based management; • be able to use specific RBM tools (theory of change, results frameworks) in planning, project/ programme proposal drafting, monitoring, reporting, and evaluation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course Methodology The course will adopt a blended format of instructional sessions and practical application.
Participants will complete mini-RBM projects starting from identifying a development challenge, elaborating its theory of change, risks and assumptions, creating its results framework, formulating results, targets, and indicators to strengthen learning retention and application. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course enrolment will be limited to 25 participants to maximize interaction with the course instructors and derive the most benefit out of small group work. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Contents • Week 1: 2030 Agenda for Sustainable Development, UN Reform, UN Integrated Programming and Overview of RBM; • Week 2: Theory of Change (from problem tree to solution pathway), RBM for strategic planning; • Week 3: Results chain, Risks, and Assumptions, Indicators, Results-based budgeting; • Week 4: Managing for Results, Results Reporting; • Week 5: Monitoring and Evaluation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Target Audience UN strategic planners; Chairs/members of UNSDCF groups/results groups/task teams; UN Coordination officers/advisors; UN staff involved in project/programme management Cost of Participation The course fee of 2,500 USD will cover the following: • five days of training with a balance of presentations and group work on case studies and exercises; • exclusive access to a UNSSC online social learning environment with training and supporting background materials, and the opportunity to stay connected with colleagues; • all course materials, resources, and contacts. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Participants are expected to cover all travel costs related to their attendance in the course.
Certificates from the UN System Staff College will be awarded to participants upon completion of the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
49 What a UN Evaluator Needs to know: How to Manage UN Evaluations in the context of the 2030 Agenda for Sustainable Development Introduction The adoption of the 2030 Agenda for Sustainable Development opened a new page in the history of mankind with all nations united by the same 17 Sustainable Development Goals, 169 targets, and 230 indicators to build a sustainable, inclusive, prosperous, and stable societies for all people, leaving no one behind. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Independent evaluation has an important role to play in strengthening the oversight, transparency, accountability, and collective learning arrangements of the United Nations development system to enable continual enhancement of its contributions to the achievement of the 2030 Agenda.
The United Nations System Staff College Knowledge Centre for Sustainable Development collaborates with the UN Evaluation Group (UNEG) in organizing and delivering this joint course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
UNEG will, as knowledge experts in the field of evaluation, provide input and support to the development and implementation of this training and participate in segments of it.
The collaboration will harness know- how across the UN system on evaluations and the 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Structured around the UN system-wide approach to evaluations and using the UN Sustasinable Development Cooperation Framework (UNSDCF) evaluation process as the UN common evaluation example, the course is to develop capacities of UN staff - currently or potentially involved in the evaluation process - to design, commission, manage and use evaluations in the context of the 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Upon the completion of the course, participants will be provided with an opportunity to join and benefit from the online-facilitated Community of Practice with UN Evaluation professionals. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course equips UN staff with the knowledge and skills to design, commission, and manage evaluations to strengthen the oversight, transparency, accountability, and collective learning arrangements of the United Nations development system to enable continual enhancement of its contributions to the achievement of the 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
50 Objectives By the end of the course, UN staff will be equipped with the knowledge and skills to design, commission, and manage evaluations to strengthen the oversight, transparency, accountability, and collective learning arrangements of the United Nations development system to enable continual enhancement of its contributions to the achievement of the 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Specific Objectives: By the end of the course, participants will: • Have a common understanding of the 2030 Agenda for Sustainable Development, the UN Reform and their implications for the UN development system effective country-level interventions; • Have a better understanding of what is evaluation, different types of evaluation, and the role of evaluation in the UN system, with a special emphasis on the UNSDCF evaluation; • Have developed competencies to design, commission, manage and use evaluations in the context of the 2030 Agenda for Sustainable Development; • Exchange experiences, lessons learned and good practices emanating from the UN system and international cooperation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course Methodology The course will adopt a blended format of instructional sessions, experience sharing, and peer-to- peer learning.
Participants will also work on real-world examples and exercises to strengthen learning retention and application.
Course enrolment will be limited to 25 participants to maximize interaction with course instructors and derive the most benefit out of the small group work. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course will be, to the extent possible, tailored to the realities and contexts of the participants of each edition by using contextualized adjusted examples, case studies, and exercises.
Target Audience UN Programme staff, involved in programme management, supporting and contributing to evaluations, UN Strategic planners, Chairs/members of UNSDCF results and M&E groups and staff from UN Resident Coordinator’s Office. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course enrolment eligibility and requirements Solid understanding and practical experience in results-based management and/or programming is mandatory for this course, and participants should have been trained (formally or on-job) in Results- based management. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Cost of Participation The course fee covers the following: • Three-days of training with a balance of presentations and group work on case studies and exercises • Exclusive access to our online learning platform with training and supporting background materials, and the opportunity to stay connected with colleagues • Access to the online-facilitated Community of Practice with UN Evaluation professionals • All course materials, resources, and contacts Participants are expected to cover all travel costs related to their attendance in the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Certification Joint Certificates of Attendance from the UN System Staff College and UN Evaluation Group will be awarded to participants who complete the course.
51 LEAD We create a space where leaders across sectors can hone their craft, becoming more effective and strategic facilitators, implementers, and leaders of transformational change 52 The UN Country Team Leadership Course: Maximizing Synergies for Greater Impact Introduction We are all called to lead, to act, to change. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The 2030 Agenda for Sustainable Development represents an imperative for change for the United Nations.
The Covid-19 pandemic has drastically underlined the connections between immediate public health measures and wider economic, social, and environmental linkages, which need to be considered when designing and implementing integrated responses. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Yet, the efforts to build back better risk favoring unsustainable short-term gains, which will ultimately increase inequality and threaten the planet, over a push toward the needed long-term transformation toward human well-being within planetary boundaries.
The course aims at supporting UN leaders to articulate, facilitate, and broker the needed changes in support of the people in the countries they serve. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
It also provides a space to discuss the necessary adjustments in the structure, leadership, accountability mechanisms, interaction, and capacities of the UN development system, which are required to ensure it is positioned to provide countries with Building on the repositioning process of the UN development system, the Decade of Action, and the imperative for sustainable societal transformation in the light of the post-Covid efforts to build back better, this executive five-day programme will strengthen skills and capabilities required for UN leaders to drive the nationally owned 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course focuses on the areas of integrated policy support, systems-thinking, strategic communications, and collaborative and agile leadership.
An exclusive feature of the programme embeds experiential learning through a site visit, demonstrating the real-life interconnectedness of the 5Ps— people, planet, prosperity, partnership, and peace.
In addition, UN leaders will receive a high impact professional and personalized media training as part of the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
53 the support they need while strengthening its relevance.
The UN needs visionary and principled leadership across the system to address today’s challenging world.
It needs leaders who stand up for UN values— and who inspire through their commitment to peace, justice, respect, human rights, tolerance, and solidarity.
Participants will deepen their knowledge and sharpen their political acumen through engaging discussions with UN senior officials and subject matter experts. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
There will be opportunities to share practices through interactive peer-to-peer learning and workshops that unpack inter-agency concerns as well as individual agency contexts and develop solutions that leverage each UN agency’s strengths and expertise.
Experiential learning methods such as a site visit, as well as a full-day media training, will complement the intense training programme. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Objectives Upon successful completion of this course, participants will: • Have strengthened their knowledge of the vision and principles underlying the 2030 Agenda as well as the approaches to its implementation through practical means and mechanisms to sustainable development; • Have gained a deeper understanding of the repositioning process of the UN development system and the implications for UN agencies and Resident Coordinator Offices at country level; • Have gained a deeper understanding of integrated approaches to sustainable development and systems thinking, in the context of building back better post-Covid 19; • Have improved their understanding of the defining characteristics of UN leadership and the various ways of working that exemplify these leadership characteristics • Have acquired knowledge of mechanisms and tools that enhance UNCTs’ integrated policy support to countries; • Be ready to apply the art of effective and strategic communication to improve the quality of dialogue with partners and stakeholders, increase advocacy, and highlight results Course Methodology This face-to-face course combines inputs and lectures by subject-matter experts and senior UN staff with opportunities for knowledge sharing and participatory exercises. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Participants apply their learning through case studies, engaging site visits, team discussions, participatory and innovative learning methods, and dialogues with speakers.
Contents Sustainable Development Vision and Principles; Challenges and opportunities of repositioning the UN development system; sustainable transformation and systems thinking in the context of Building Back Better; improving political acumen and leadership skills; strengthening strategic communication and advocacy skills. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Target Audience UN Resident Coordinators (RC) and RC Candidates, Country Directors and representatives of UN agencies, funds, and programmes 54 Cost of Participation The course fee of 5500 USD covers the following: • Five days of training, including lunches, coffee breaks, as well as an evening reception • A full-day professional media training to foster competencies to handle various kinds of interviews and press conferences effectively. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
• Exclusive access to UNSSC’s online social learning environment with training and supporting background materials, and the opportunity to stay connected with colleagues.
• All course materials, resources and contacts.
Participants are expected to cover all travel and lodging costs related to their attendance of the course.
Certificates from the United Nations System Staff College will be awarded to participants upon completion of the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
55 UNCT Dream Teams Introduction The UNSSC Knowledge Centre for Sustainable Development contributes to coherent approaches to sustainable development policy and practice through the development of learning tools, platforms for interaction, and a mature set of learning offerings. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
It also serves as a catalyst and convener, prompting dialogue and knowledge sharing on issues relevant to the vision and mission of the United Nations, in concert with a diverse set of stakeholders from governments, academia, the private sector, and civil society. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
With the support of the Federal Republic of Germany and consistent with the demand by UN member states for the UN Development System to reposition and accelerate its support to countries in terms of implementation of the 2030 Agenda, in line with national priorities and on the basis of international norms and standards, UNSSC designs tailored leadership programmes for UN Country teams. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
These trainings cover a wide range of topics pertaining to the 2030 Agenda, UNDS Repositioning in the specific country context, as well as competencies and skills required to collectively define country contextual responses. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
In direct response to the call by UN Secretary-General António Guterres to reposition the UN development system to deliver on the 2030 Agenda and to work towards “a new generation of Country Teams that are tailored to the specific needs of each country,” this training allows UNCTs to discuss and strengthen their collective leadership, mutual accountability, advocacy, and partnership skills while deepening the definition of their collective value proposition to maximize results in the country they are serving. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
56 Tailored Content The DREAM TEAM Training will be tailored to the specific UNCT needs: • The duration can be between 3 and 5 days • Inputs, reflections and sessions can include topics such as o vision and principles of the 2030 Agenda o collaborative and agile UNCT leadership o systems thinking in a post-Covid 19 world o climate crisis and economic transformation: what role for the UN? | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
o design thinking and innovation o team building o partnerships o negotiation and political acumen o advocacy o executive media training o contextualized UNDS Repositioning and the collective value proposition Target Audience UN Country Teams Cost of Participation The fees depend on the content and elements of the tailored programme.
Participants are expected to cover all travel and lodging costs related to their attendance of the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Certificates from the United Nations System Staff College will be awarded to participants upon completion of the course.
57 Learning to Lead: Transitioning to Adaptive Sustainable Development Leadership Introduction For the first time in humanity’s history, we live in a world in which all countries are committed to a global action plan for people, prosperity, and the planet – the 2030 Agenda for Sustainable Development. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The challenges to achieving this ambitious promise are enormous, and the United Nations – impactful, effective, fit for purpose – has never before been more needed by its Member States than now. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The ongoing UN development system repositioning process calls for a new set of attributes for the UN leadership – impactful, adaptive, purposeful, holistic, and agile – to effectively lead the organization to deliver results at the scale and pace required to help the countries achieve the Sustainable Development Goals by 2030. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The four-day programme for aspiring mid-level UN staff prepares participants for the critical transition to a greater leadership role in supporting transformative processes at country-level and builds on innovative and technologically advanced practices for sustainable development.
The programme strengthens political acumen and broadens the participants’ scope of vision to prepare them for more strategic and upstream policy advisory roles to drive nationally owned sustainable development strategies. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course strengthens collaboration for sustainable development, provides opportunities to practice substantive leadership skills to engage and influence stakeholders and to become transformative change agents. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
58 The course will enable the UN staff who are aspiring to take on the UN leadership roles to build on a more profound understanding of the paradigmatic shift required by the 2030 Agenda and the changing role of the UN, as well as the new attributes of the leadership positions in the UN to align and harness their own competencies and skills to make the necessary transition into roles of greater responsibility. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Objectives Upon successful completion of this course, the participants will: • Strengthen their knowledge of the vision and principles underlying the 2030 Agenda and effective approaches towards its implementation through practical means and mechanisms to sustainable development; • Understand the ongoing repositioning of the UN development system, as well as the related UN reform streams, and the implications for the UN work at country, regional and global levels; • Have an understanding of their current “starting point” in this process and what competencies, skills, and values they will need to develop to move to a leadership role in the repositioned UN system to provide impactful and transformative support to countries on their sustainable development paths; • Harness their individual purpose and leadership style as a driver of superior performance for organizational impact; • Acquire and build self-awareness and commit to impactful and adaptive sustainable development leadership. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course Methodology This face-to-face course combines inputs and lectures by subject matter experts and senior UN staff with opportunities for knowledge sharing and participatory exercises.
Participants are led to apply their learning through experiential learning methodologies such as case studies, team discussions, and dialogues with the speakers. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Contents • Sustainable development, 2030 Agenda and the SDGs: concepts, vision, interconnectedness and complexity, global and local, challenges and opportunities, countries and the UN.
• Leadership models and styles: qualities required for successful leadership, practical techniques to improve leadership and management, and strategies for encouraging innovation and managing change. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
• Learning to lead for sustainable development: cultivating the necessary thinking, values, and skills; shaping the context; embracing purposeful, reflective, and adaptive leadership style.
Target Audience UN staff at the P3-P4 levels and equivalent, working on issues related to the UN support to the implementation of the 2030 Agenda for Sustainable Development and the sustainable development goals (SDGs) at national, regional, and global levels. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
59 Cost of Participation The course fee of $2,500 will cover the following: • Four days of training with a balance of presentations, group work on case studies, and individual skills reflection exercises; • Exclusive access to a UNSSC online social learning environment with training and supporting background materials, and the opportunity to stay connected with colleagues; • All course materials, resources and contacts. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Participants are expected to cover all travel costs related to their attendance in the course.
Certificates from the UN System Staff College will be awarded to participants upon completion of the course.
60 UN MASTERMIND Introduction Before the Covid-19 pandemic began to paralyze large parts of the world, UN Secretary-General Antonio Guterres ushered in the ‘Decade of Action’ to achieve the SDGs by 2030. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The Global Sustainable Development Report, as well as the 2019 Secretary-General’s Sustainable Development Goals Report, had both highlighted that despite considerable efforts, the world wasn’t on track, and a growing number of experts began to voice concerns about genuine commitment and effort underpinning the sustainable development response.
Covid-19 hit in full scale, amplifying the need for transformative change and leadership even further. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
As the Secretary-General subsequently highlighted in the Sustainable Development Goals Report 2020, “the effects of COVID-19 are imperiling progress towards the SDGs and could set back years of development gains.” As the world begins planning for a post-pandemic recovery, it is crucial to seize the opportunity to “build back better” by creating more sustainable, resilient and inclusive societies.
But this is easier said than done. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
But this is easier said than done.
We at the UN System Staff College recognize this challenge, particularly for those whose job it is to turn the ambition of a sustainable future for all into a reality.
Building back better requires us to actively pursue strategies to win for people and planet.
There is no time for complacency, neither on substance nor on the process.
Sustainable development is not an option, it is a necessity, and we don’t need incremental change but transformation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
To support executive-level leaders in sustainable development, we designed a new peer-support initiative, the UN Mastermind Groups.
The UN Mastermind is a small peer-to-peer mentoring group with members consisting of UN senior leaders, chief executives, and directors who are addressing the challenges of achieving the 2030 Agenda for sustainable development in times of uncertainty. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
61 Course Methodology • Participation in a 3-month program with 6 x 90-minute virtual meetings • Meetings are two weeks apart with an opportunity for communication, support, and discussions outside mastermind group sessions via a dedicated platform • Facilitated and hosted by an experienced Mastermind facilitator • Interactive and engaging in style, including regular breakout sessions and a chance to work in a variety of group settings • Every participant will work on their own executive leadership challenge related to Sustainable Development during the program while supporting other group members • The agenda belongs to the group (6-8 people), and each person’s participation is key. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Peers provide feedback, help brainstorm new possibilities, and set up accountability structures that keep participants focused and on track.
Distinct Groups As a pilot, the UNSSC Knowledge Centre for Sustainable Development launched two distinct UN Mastermind Groups in 2020—the UNCT Alumni Mastermind Group and the UN Leaders for Sustainable Development Mastermind Group. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The UNCT Alumni Mastermind group Shaping a sustainable future post-Covid also closely ties in with the UN Development System Reform process. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Following the endorsement of the UN Sustainable Development Cooperation Framework as a core instrument for conceptualizing, planning, and implementing the UN development activities at country level, UN Resident Coordinators, UN Country Teams, and individual UN entities are exploring, testing, and conceptualizing new ways of working together to contribute to better lives in dignity and prosperity on a healthy planet. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
But at times, as we have learned from senior leaders during our UNCT Leadership courses in Bonn, UNCT members (in any role) can also feel fairly isolated.
This is where the UNCT Alumni Mastermind Group comes in. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Through peer-to-peer engagement and mentoring, identified executive-level participants ideate, discuss and reflect on their own leadership contributions and solutions towards a UN Development System whose impact is truly larger than the sum of its parts; and one that is expressly focused on the impact for people and planet. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The UN Leaders for Sustainable Development Mastermind group To tackle sustainable development, climate change, and other global challenges such as the current Covid-19 pandemic, governments, the business sector, academia, civil society, and international organizations must work together.
Facilitating interaction between and among senior executives representing different backgrounds is critical to foster this. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The UN Leaders for Sustainable Development Mastermind Group facilitates peer interaction between and among senior executive leaders from different walks of life to ideate, discuss and reflect on their leadership contributions and solutions towards the design, development, and implementation of sustainable development pathways.
Moreover, the UN Leaders for Sustainable Development Mastermind Group will also serve as an incubator for multi-stakeholder engagement and collaboration. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
62 Target Audience The new initiative, open to a carefully selected group of alumni and resource persons, focuses on professionals who are ‘centers of influence’ to discuss, brainstorm, share knowledge and explore solutions related to effective UN country team and/or sustainable development work. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
UN Mastermind groups are all about “putting leading minds together for a common purpose, i.e., sustainable development.” They promote the highest level of systems thinking, collaboration, innovative mindset, transformational change, and diversity.
Cost of Participation The UN Mastermind is by invitation only and offered free-of-charge.
Certificates from the UN System Staff College will be awarded to participants upon completion of the UN Mastermind. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
63 COMMUNICATE We facilitate learning on effective communication and advocacy for sustainable development and engage alumni and the larger community in continuous discussions through diverse knowledge management platforms and training formats 64 STRATEGIC COMMUNICATION FOR SUSTAINABLE DEVELOPMENT Introduction The world needs credible and convincing leaders capable of telling powerful stories to successfully achieve the Sustainable Development Goals (SDGs). | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The ability to communicate a clear, concise, and compelling vision of a more sustainable future is at the heart of successful, strategic leadership.
Recognizing communication as a core leadership function, this three-day executive course equips senior UN staff, as well as senior public and private sector representatives, with the skills and strategic toolkit they need to strengthen support for the 2030 Agenda. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Through intensive, personalized media coaching and high-level media training at the studios of the German broadcaster Deutsche Welle (DW), participants will enhance their ability to successfully mobilize, motivate and inspire their organizations, partners, and stakeholders.
An intense media boot camp, which includes crisis communication, will form an important part of the training programme. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course enables participants to apply the art of strategic and effective communication to improve the quality of dialogue with partners and stakeholders, understand diverse audiences and forge new partnerships, and increase advocacy and highlight results achieved by their organization in support of the 2030 Agenda. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Application-oriented learning methods will prompt participants to apply their learning in various exercises, including a final public speaking project addressing a specific challenge, which will be prepared and delivered by participants themselves, with the assistance of highly qualified media professionals. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Recognizing communication as a core leadership function, this three- day executive course equips senior UN staff, public and private sector representatives, as well as other key stakeholders with advanced skills and knowledge required to articulate and actively communicate a credible and convincing strategic vision for the UN, aligned with the 2030 Agenda. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The course provides high-level media training at the professional studios of the German broadcaster Deutsche Welle, along with personalized media coaching.
It also features an intense media boot camp that includes crisis communication and leveraging the power of social media. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
65 Objectives Upon successful completion of this course, participants will: • Demonstrate a sound understanding of the 2030 Agenda for Sustainable Development with a view to crafting strategic narratives around it; • Have acquired a good understanding of means and ways to craft convincing, powerful, and strategic narratives that are clear, concise, credible, issue-focused, and appeal to the stakeholders’ priorities; • Be equipped with the skills required to credibly convey and deliver messages in support of the sustainable development agenda, highlighting results achieved by their organizations in the context of the 2030 Agenda; • Have enhanced their communication skills with regards to traditional and new media and will have identified concrete areas for personal improvement. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Course Methodology The training programme offers a mix of knowledge and skills for effectively communicating the progress made on the implementation and results of the 2030 Agenda and the Paris Agreement.
The course adopts a blended format of instructional sessions, application-oriented activities, and peer-to- peer learning. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Contents Overview and evolution of the concept of sustainable development, the 2030 Agenda for Sustainable Development, its 17 Sustainable Development Goals (SDGs), its vision and principles, as well as the Paris Agreement; means and ways to craft clear, concise, credible, and issue-focused narratives in support of the sustainable development agenda with a view to building ownership for the agenda at different levels; knowledge of latest tools and techniques as well as skills required to credibly convey and deliver messages with regards to traditional and new media; employing new approaches and effective and innovative tools and resources to highlight results achieved by one’s organization; visualization and use of accessible language; use of social media within the parameters of the UN; action planning. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Target Audience Senior UN staff (P5 and above), senior public and private sector representatives and other key stakeholders.
Cost of Participation The course fee of 3500 USD covers the following: • Three days of training with a balance of presentations and group work on case studies and exercises.
• Exclusive access to a UNSSC online social learning environment with training and supporting background materials, and the opportunity to stay connected with colleagues. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
• All course materials, resources and contacts.
Participants are expected to cover all travel and lodging costs related to their attendance of the course.
Certificates from the United Nations System Staff College will be awarded to participants upon completion of the course. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
66 Communicating for results: Leveraging Communications Skills to Deliver on the 2030 Agenda Introduction Communication is a cross-cutting issue that impacts the reputation, positioning, and the capability to inspire action of the UN system.
The world needs credible and convincing leaders capable of telling powerful stories to successfully achieve the Sustainable Development Goals (SDGs). | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Moreover, the world needs practitioners who understand the importance of creating a coherent UN and mainstreamed communications process aligned with the UN vision and mission. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
The world also needs conveyors of hope able to capture audience imagination while offering examples and ways to solve problems To fulfill this role and function as catalyzers of behavioral change, the UN communications focal points are requested to act together, leading the narrative on global issues and boosting their skills in strategic and solutions communications, impactful storytelling, digital content production, and data analysis and evaluation. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |
Gaining an understanding of the UN inter-agency development processes and their linkages to effective communication mainstreaming is crucial to stand out in a hyper-connected world in an efficient, coherent, and impactful way. | https://docs-lawep.s3.us-east-2.amazonaws.com/1697008007675.pdf | https://www.unssc.org/sites/default/files/kcsd_portfolio20.pdf |