Head - P5, Hiroshima Office, Hiroshima

Location of the Post: The Hiroshima Office within the Division for Prosperity. Expected Key Results: The incumbent will be responsible for the effective and impactful operations of the Hiroshima Office. This includes: development, implementation, monitoring and reporting of work programmes in an effective and efficient manner; maintenance and enhancement of trustworthy relationships with existing and new partners; strategic positioning of UNITAR Hiroshima Office as high quality training institute of the UN; and promoting financial sustainability of the Hiroshima Office. Impacts of the Post: As the Head of the Hiroshima Office, the incumbent will have significant impacts on the overall performance, reputation, and morals of the Hiroshima Office. Under the supervision of the Director for Division for Prosperity, the incumbent will:

• Plan, organize, manage and supervise the work of the Hiroshima Office by setting the general direction and strategies for the Programme; and overseeing the development and execution of its annual work plan (including programmatic coordination, programme delivery, monitoring, reporting, quality control; development and implementation of the fundraising strategy; budgetary planning and financial execution and reporting; design of new projects or products to strengthen conflict prevention which may be requested on a demand driven basis; establishing and maintaining effective donor and partner relations; and other administration and human resource-related tasks);
• Ensure sustainable funding and sound financial management for the Hiroshima Office by: developing effective relationships with, and mobilizing support from existing and new donors; approving expenditures in accordance with budgets; assessing and incubating new initiatives capable of attracting new funding; and ensuring effective outreach and communication;
• Ensure effectiveness and relevance of programming through monitoring contemporary developments in the areas of work and liaising with Member States and, in particular, Ministries of Foreign Affairs and Development Cooperation; inter-governmental organizations, including the relevant agencies and organizations of the UN system, universities, and other partners/donors in view of identifying needs and latest developments for inclusion in the design, development and funding related training projects, activities and initiatives; incorporates new information as well as feedback from evaluations into new programme design, into identification and supervision of senior resource persons, into training sessions delivered by the incumbent, and into overall programme implementation with a view to continual refinement;
• Conceptualize and implement new areas and projects to expand the Hiroshima Office’s portfolio by identifying new opportunities; providing policy and technical guidance for new activities; and forging and maintaining innovative relations with partners and stakeholders;
• Interact with relevant organizations and represents the Hiroshima Office, to enhance collaboration by liaising with government, civil society and private sector organizations; interacting closely with intergovernmental organizations including UN bodies, agencies and programmes; establishing partnerships and cooperation; presenting information, observations, opinions and arguments to partners and stakeholders regarding capacity development trends and needs;
• Maintain the reputation of the Hiroshima Office’s activities by following high standards in capacity development and service provision; ensuring compliance with rules and regulations; managing the Unit’s public relations strategy by overseeing the construction and up-dating of the website, production of promotional material and the establishment of a network of professionals and alumni; liaising with media, opinion leaders and partners to showcase benefits and results; nurturing and expanding contacts with academic institutions;
• Maintain staff job results by communicating job expectations; planning, monitoring and appraising job results; overseeing, coaching, counseling and disciplining employees; initiating, coordinating and enforcing systems, policies and procedures; maintaining a secure work environment; and developing personal growth opportunities;
• Contribute to maximizing the impacts and reputation of the Division for Prosperity, where the Hiroshima Office is one of the two programme units, by co-creating, co-implementing, and co-monitoring the strategy and workplan of Division for Prosperity and by supporting partnership development to promote financial stability.
• Keep senior management informed of new initiatives, developments and performance by preparing appropriate and timely inputs to decision-making and planning processes, audits, and substantive and/or managerial reports; participating in management and staff meetings; and interacting with UNITAR Divisions and Units as appropriate; sharing best practices/lessons learnt and adapting current management strategies to meet guidelines and policies agreed upon by the Institute. Competencies:
• Integrity: Demonstrates the values of the United Nations in daily activities and behaviour. Acts without consideration of personal gain. Resists undue political pressure in decision-making. Does not abuse power or authority. Stands by decisions that are in the Organisation’s interest, even if they are unpopular. Takes prompt action in cases of unprofessional or unethical behaviour.
• Professionalism: Shows pride in work and achievements. Demonstrates professional competence and mastery of development assistance and capacity development. Is conscientious and efficient in meeting commitments, observing deadlines, and achieving results. Is motivated by professional rather than personal concerns. Shows persistence when faced with difficult problems or challenges. Remains clam in stressful situations.
• Respect for Diversity: Works effectively with people from all backgrounds. Treats all people with dignity and respect. Treats men and women equally. Shows respect for and understanding of diverse points of view and demonstrates this understanding in daily work and decision-making. Examines own biases and behaviours to avoid stereotypical responses. Do not discriminate against any individual or group.
• Communication: Speaks and writes clearly and effectively. Listens to others, correctly interprets messages from others, and responds appropriately. Asks questions to clarify and exhibits interest in having two-way communication. Tailors language, tone, style and format to match the audience. Demonstrates openness in sharing information and keeping people informed.
• Teamwork: Works collaboratively with colleagues to achieve organizational goals. Solicits input by genuinely valuing others’ ideas and expertise; is willing to learn from others. Places team agenda before personal agenda. Supports and acts in accordance with final group decision, even when such decisions may not entirely reflect own position. Shares credit for team accomplishments and accepts joint responsibility for team shortcomings.
• Planning & Organizing: Develops clear goals consistent with agreed strategies. Identifies priority activities and assignments; adjusts priorities as required. Allocates appropriate amount of time and resources for completing work. Foresees risks and allows for contingencies when planning. Foresees risks and allows for contingencies when planning. Monitors and adjusts plans and actions as necessary. Uses time efficiently.
• Accountability: Take ownership of all responsibilities and honours commitments. Delivers outputs for which one has responsibility within prescribed time, cost and quality standards. Operates in compliance with organisational regulations and rules. Supports subordinates, provides oversight and takes responsibility for delegated assignments. Takes personal responsibility for his/her own shortcomings and those of the work unit, where applicable.
• Client Orientation: Considered all those to whom services are provided to be “clients” and seeks to see things from clients’ point of view. Establishes and maintains productive partnerships with clients by gaining their trust and respect. Identifies clients’ needs and matches them to appropriate solutions. Monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems. Keeps clients informed of progress and setbacks in projects. Meets timeline for delivery of products and services to client.
• Creativity: Actively seeks to improve programme or services. Offers new and different options to solve problems or meet client needs. Promotes and persuades others to consider new ideas. Takes calculated risks on new and unusual ideas; thinks ‘’outside the box.” Takes an interest in new ideas and new ways of doing things. Is not bound by current thinking or traditional approaches.
• Technological Awareness: Keeps abreast of available technology. Understands applicability and limitations of technology to the work of the office. Actively seeks to apply technology to appropriate tasks. Shows willingness to learn new technology.
• Commitment to Continuous Learning: Keeps abreast of new developments in own occupation/profession. Actively seeks to develop oneself professionally and personally. Contributes to the learning of colleagues and subordinates. Shows willingness to learn from others. Seeks feedback to learn and improve.
• Vision: Identifies strategic issues, opportunities and risks. Clearly communicates links between the Organisation’s strategy and the work unit’s goals. Generates and communicates broad and compelling organisational direction, inspiring others to pursue the same direction. Conveys enthusiasm about future possibilities.
• Leadership: Serves as a role model that other people want to follow. Empowers others to translate vision into results. Is proactive in developing strategies to accomplish objectives. Establishes and maintains relationships with a broad range of people to understand needs and gain support. Anticipates and resolves conflicts by pursuing mutually agreeable solutions. Drives for change and improvement; does not accept the status quo. Shows the courage to take unpopular stands.
• Empowering Others: Delegates responsibility, clarifies expectations, and gives staff autonomy in important areas of their work. Encourages others to set challenging goals. Holds others accountable for achieving results related to their area of responsibility. Genuinely values all staff members’ input and expertise. Shows appreciation and rewards achievement and effort. Involves others when making decisions that affect them.
• Managing Performance: Delegates the appropriate responsibility, accountability and decision-making authority. Makes sure that roles, responsibilities and reporting lines are clear to each staff member. Accurately judges the amount of time and resources needed to accomplish a task and matches task to skills. Monitors progress against milestones and deadlines. Regularly discusses performance and provides feedback and caching to staff. Encourages risk-taking and supports creativity and initiative. Actively supports the development and career aspirations of staff. Appraises performance fairly.
• Building Trust: Provides an environment in which others can talk and act without fear of repercussion. Manages in a deliberate and predictable way. Operates with transparency; has no hidden agenda. Places confidence in colleagues, staff members and clients. Gives proper credit to others. Follows through on agreed upon actions. Treats sensitive or confidential information appropriately.
• Judgement/Decision-Making: Identifies the key issues in a complex situation, and comes to the heart of the problem quickly. Gathers relevant information before making a decision. Considers positive and negative impacts of decisions prior to making them. Takes decisions with an eye to the impact on others and on the Organisation. Proposes a course of action or makes a recommendation based on all available information. Checks assumptions against facts. Determines that the actions proposed will satisfy the expressed and underlying needs for the decision. Makes tough decisions when necessary.