U N I T E D N A T I O N S C H I L D R E N ' S F U N D

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1 U N I T E D N A T I O N S C H I L D R E N ' S F U N D JOB DESCRIPTION PROFESSIONAL POST IMIS POST NUMBER: CASE NUMBER: PFP14022 POST TITLE: Deputy Director, Private Sector Engagement (FOR DHR USE ONLY) Generic JD Code: IMIS JD Number: ICSC CCOG Code: UNICEF Code: POST LEVEL: D-1 SECTION/DIVISION: CLASSIFIED LEVEL: DATE CLASSIFIED: DUTY STATION: Private Sector Engagement (PSE) Geneva, Switzerland Private Fundraising and Partnerships SIGNATURES This is to certify that the contents are correct and complete and that the duties and responsibilities described are required in the organizational unit for the proper accomplishment of the functions. Leila Gharagozloo-Pakkala, Director, PFP Supervisor, Name and Title (Signature) Leila Gharagozloo-Pakkala, Director, PFP Head of Section, Name and Title (Signature) Leila Gharagozloo-Pakkala, Director, PFP Head of Office, Name and Title (Signature) DATE PREPARED: 27 August

2 1. ORGANIZATIONAL SETTING a) REPORTS TO: (Indicate post, by job title and level, to which this position reports.) Director, Private Fundraising and Partnerships, D-2 b) RESPONSIBILITY FOR WORK OF OTHERS (Indicate the title, level and number for whose work the post is responsible.) Title Level Number Senior Advisor, Multi-Stakeholder Platforms and Programme Innovation P5 1 Senior Advisor, CSR P5 1 Advocacy and Policy Specialist P4 1 Programme Specialist, Child Rights and Advocacy P4 1 Administrative Assistant GS5 1 c) ORGANIZATION CHART (Show the IMMEDIATE SECTION where the post is located, as well as the supervisor, subordinates and all other related posts. Only the officially approved organization chart should be used.)

3 2. PURPOSE OF THE POST (Statement of overall post accountability.) Under the leadership of the Director, Private Fundraising and Partnerships (PFP), responsible for the overall private sector engagement function of PFP, including corporate social responsibility, private sector elements of the UNICEF engagement in multi-stakeholder platforms and programme innovation, and advocacy and child rights education in countries with a National Committee presence. Accountable for leading the development and implementation of the nonfundraising components of the UNICEF global corporate engagement strategy, in close coordination with global and regional corporate fundraising and private sector engagement teams, as well as other key divisions with utmost attention to managing risk and due diligence. This includes a major focus on the systematic roll-out of the UNICEF corporate social responsibility framework across the organisation and with National Committees. It also includes responsibility for coordination of the aspects of the UNICEF Expanded Framework on Strategic Partnerships that relate to engagement with the private sector beyond fundraising, with an emphasis on engagement with the private sector in the areas of programme innovation, through multistakeholder platforms, and through expanded partnerships within the UN system. Maintain regular liaison with other key divisions, and identify opportunities for closer collaboration and strong coordination. Coordinate closely with other HQ divisions, including Division of Policy and Strategy, Office of Research and Programme Division, to guide and provide technical support to National Committees in the implementation of UNICEF advocacy and child rights education strategies in countries with a National Committee presence. Advise the Director of PFP and members of the global management team on appropriate approaches to strengthening and expanding strategic engagement beyond fundraising with the private sector to support a global focus on children and build political commitment and public mobilization around the UNICEF Strategic Plan, WFFC, Millennium Declaration and MDGs. Maintain and expand strategic partnerships with the private sector beyond fundraising. Identify opportunities for strategic collaboration with business to promote child-focused corporate social responsibility and to engage business in programme innovation. Coordinates with the UN Global Compact and Office of the UN Secretary-General on all issues relating to engagement with the private sector, and facilitates contacts and collaboration between these entities and UNICEF (PFP sections and well beyond). In cooperation with other Divisions, regional and country offices and UNICEF National Committees, coordinate and ensures the establishment and use of a system to monitor the effectiveness of strategic partnerships and engagement with the private sector beyond fundraising and provide guidance to ensure coherent approaches. Responsible for all aspects of management of the PFP Private Sector Engagement team, including the preparation and implementation of work plan and management plans that support the office s role in advancing UNICEF s strategic priorities and the fulfilment of the office s accountabilities during the planning period, and monitor and report on the implementation of the plans.

4 3. MAJOR DUTIES AND RESPONSIBILITIES (Describe in order of importance what incumbent does and how. Do not exceed more than major duties. Indicate the percentage of time devoted to each duty or responsibility. Do not include duties of less than 5%.) % Roles and Responsibilities Key End Results 25% Leadership and Coordination Strategic leadership to develop a strategic, systematized approach to UNICEF s private sector engagement beyond fundraising. Works closely with other divisions, including the Division of Policy and Strategy (DPS), the Office of Research (OoR), Programme Division (PD), the Office of Emergency Programmes (EMOPS), and the Division of Communication (DOC) as well as regional and country offices to develop and implement strategies and actions to strengthen and expand UNICEF cooperation with private sector beyond fundraising. Coordinates closely with the PFP Private Sector Fundraising (PSFR) section and corporate fundraising team to ensure development and implementation of a strategically aligned and operationally coherent approach to integrated corporate engagement. Provides leadership to ensure a coordinated implementation of UNICEF global advocacy and child rights education strategies and policies in countries with a National Committees presence, including through close coordination with DPS, OoR, PD and DOC. Strategic and coordinated approach to private sector engagement beyond fundraising. 30% Programme Development and Management Leads the Private Sector Engagement Team to operationalize global strategies, frameworks and approaches relevant to private sector engagement beyond fundraising, including 1) the UNICEF Corporate Social Responsibility Framework, 2) aspects of the UNICEF Expanded Framework on Strategic Partnerships as they relate to engagement with the private sector beyond fundraising (multi-stakeholder platforms, business contribution to programme innovation), 3) advocacy and child rights education in countries with a National Committees presence. Provides inputs for UNICEF various reporting mechanisms (Annual Reports, EX Dir reports etc.). Leadership and specialised support to operationalize global private sector engagement strategies and frameworks provided (engagement beyond fundraising). 20% Partnerships Advises the PFP Director and senior management on opportunities for expanded strategic partnerships with the private sector beyond fundraising, and initiate action to expand partnerships on key areas identified in collaboration with senior focal points of other divisions and regional offices, including to advance corporate social responsibility, promote Strategic engagement with the private sector beyond fundraising maintained and expanded in support of the UNICEF Strategic

5 UNICEF Strategic Plan priorities through multistakeholder platforms, engage business to contribute to programme innovation. Explores opportunities for strengthened collaboration with sister UN agencies and the UN Global Compact and develops programmes of cooperation on the basis of this engagement. Supports active participation of UNICEF in efforts by the Office of the UN Secretary-General to strengthen inter-agency collaboration in private sector engagement, and provides inputs to the broader interagency thinking on modalities of improved collaboration. Initiates action to take forward recommendations of the inter-agency partnerships that pertain to UNICEF (engagement beyond fundraising). Plan priorities and results 15% Monitoring and Evaluation In cooperation with other UNICEF Divisions, regional and country offices and UNICEF National Committees, coordinates and ensures the establishment and use of a system to monitor the effectiveness of strategic partnerships and engagement beyond fundraising as well as child rights advocacy and education in countries with a National Committee presence with a broad range of private sector partners and provide guidance to ensure coherent approaches. Ensure that the monitoring and evaluation is coordinated and is aligned with the integrated corporate engagement approach. Progress against corporate engagement targets is assessed together with private sector partners and actions to improve effectiveness of partnerships and initiatives is identified. 10% Supervising Responsible for effective management and development of section s staff. Provides leadership to generate, foster and maintain among all staff high morale and team work, sound staff-management relations, and ensures general staff welfare. Responsible for appropriate utilization of the organisational financial resources allocated to the partnership s team activities in compliance with UNICEF financial rules and regulations. Directs and ensures coordination of the development and implementation of the Private Sector Engagement Section work plan and manages the section s team to deliver results in close cooperation with the other PFP teams. Private Sector Engagement Team staff work well as a team and UNICEF resources are utilized effectively and efficiently. Private Sector Engagement Team works in alignment and cooperation with other PFP teams and delivers planned results.

6 4. WORKING CONDITIONS (Do the duties of this post involve frequent travelling or unusual conditions or is it an office-based post?) Post calls for frequent travel for participation in corporate engagement and private sector partnerships meetings, international consultations, conferences, RMTs, negotiations with partners and donors and coordination with other PFP teams. 5. IMPACT AND CONSEQUENCE OF ERROR (a) Describe the type of decisions regularly made and the impact of those decisions. Regularly makes decisions on the nature of proposed relationships with existing and potential partners and the deployment of financial and human resources toward strengthening and expanding strategic engagement with private sector partners across a broad spectrum of commitments. Makes decisions on selecting the most appropriate and timely opportunities for UNICEF's advocacy actions and assistance or interventions to achieve goals and objectives stated in the UNICEF Strategic Plan. Such decisions will determine the impact of UNICEF s global effectiveness, reputation and relationships with current and future partners. (b) Describe the type of recommendations regularly made and why they are important. Recommends most effective strategies to create and strengthen partnerships with the private sector, sister UN agencies (on private sector engagement), multi-stakeholder entities and National Committees to increase their support for the organization s priorities for children. Advises the Executive Director and Deputy Executive Director and PFP Director on advocacy and programme goals and strategies in relation to the private sector engagement consistent with the organization s priorities. In consultation with DPS, OoR and PD, recommends policy issues to be addressed collectively with global private sector partners in order to harmonize approaches to rights-based programming and meet the most urgent WFFC goals. (c) Describe the most damaging error(s) that could be made in the performance of the job, and their consequences. Inappropriate advice and decisions in regard to private sector engagement and brokering, as well as managing and strengthening strategic partnerships with the private sector, may damage UNICEF s reputation and reduce UNICEF's influence on companies, UN, multistakeholder and private sector engagement in favour of the rights of children and women. Inappropriate decisions and poor coordination between global UNICEF and National Committees in regard to advocacy and child rights education may damage UNICEF s reputation and brand positioning in National Committee countries. Poor management of

7 financial and human resources may result in substantial misuse or loss of these organizational resources, as well as decline in staff performance, and an inability to meet the organization's goals and commitments. 6. INDEPENDENCE (Describe the degree of direction or management guidance the incumbent receives from the immediate supervisor, (e.g., incumbent exercises judgement, takes initiative, etc., under minimal supervision.) The incumbent makes independent decisions under delegated authority in accordance with established global policies. Must recognize when guidance is needed to resolve major policy issues. The Director of PFP oversees and provides guidance to the incumbent s annual work plan. 7. GUIDELINES (a) Indicate which guidelines are required for performing the duties of the post (rules, regulations, policies, procedures, practices, precedents, manuals, instructions, etc.) UNICEF Strategic Plan UNICEF Private Fundraising and Partnerships Plan PFP Office Management Plan Executive Board Decisions Executive Directives Recommendations of the Organizational Review UNICEF Financial Regulations and Rules UNICEF personnel, financial, supply and administrative rules and regulations and policies Agreements with other UN Agencies, NGOs and development partners (b) Describe the degrees to which interpretation of, and deviation from, existing guidelines are permitted, and the authority to propose or establish new guidelines. General policy directives, global goals and interagency agreements provide overall terms of reference and require interpretation and adaptation for the management of organizational activities. Incumbent has the authority to establish specific guidelines to enhance implementation. 8. WORK RELATIONSHIPS Indicate both the purpose and level of contacts within and outside UNICEF, in order to perform the work effectively. CONTACT PURPOSE & FREQUENCY a) Internal Executive Director and Deputy Executive Directors (O) Briefing, guidance, exchanges of information, discussions of major political, economic and social issues. Director of PFP (F) Briefing, guidance, exchanges

8 Deputy Directors, PFP of information, discussions of major political, economic and social issues. GMT members PD, DPS senior technical focal points Regional & HQ Advisers, Representatives (F) Discusses implementation of policy. Consultations on problem areas and major operational issues; work plan and PER discussions (F) Review programme implementation issues. (F) Obtains guidance on specialized issues. (F) Management and programme implementation. (O) Exchanges of experience, consultation. b) External Private Sector Partners (F) Promotion of organizational advocacy and social mobilization. Bilateral and Multilateral Agencies, NGOs, National Committees (F)Promotion of organizational advocacy, social mobilization and coordination. Mass Media, Public Personalities, Community Leaders (F) Social mobilization, advocacy of special events for fund-raising events and/or promotion of goals. 9. QUALIFICATIONS AND COMPETENCIES required to perform the duties of the post: (a) EDUCATION (Indicate the level of formal education and/or training and field of specialization required.) Advanced university degree in any of the following: Social Sciences, Human Rights, Public Administration, International Relations, Business Administration, Public Health, Education or other fields related to the core areas of work of UNICEF. (b) WORK EXPERIENCE (Indicate the length and type of practical experience required at the national and international levels.) At least 13 years of progressively responsible managerial experience in international development and management of human, financial and material resources at national and international levels, including in developing countries. Proven track record and experience in working with the private sector, UNICEF National Committees and other UN agencies in the areas of private sector engagement and partnerships. (c) LANGUAGES (Indicate the language requirements.) Fluency in English and another UN language required.

9 (d) COMPETENCIES (Indicate what key competencies are required, such as computer knowledge, management, communication, negotiating, or training skills, etc.) i) Core Values (Required) Diversity and Inclusion Integrity Commitment ii) iii) iv) Core Competencies (Required) Drive for Results (L3) Communication (L3) Working with People (L3) Functional Competencies (Required) Leading and supervising (L3) Formulating Strategies and Concepts (L3) Analysing (L3) Relating and Networking (L3) Applying Technical Expertise (L3) Planning and Organising (L3) Technical Knowledge a) Specific Technical Knowledge Required Thorough knowledge of current trends and priorities in the private sector and of the evolving alliances and initiatives among donors, UN agencies, CSOs, governments and the private sector Proven ability to effectively broker and manage partnerships Knowledge of current theories and practices in corporate social responsibility as well as child rights advocacy