UN City Manager

The UN City Manager works under the overall guidance of the UN Country Team in Denmark (UNCT), and under the direct supervision of the Director of UNDP Nordic Representation Office in Copenhagen.
 

In the context of the UN City, the UN City Manager is responsible for 

• advising on the strategic development of the UN City – including the present campuses and planned expansion – shaping the comparative advantage vis-à-vis the UN, host country and other member states, and driving forward as model for Common Back Office in the UN with a strong vision for sustainability.
• ensuring “service-oriented” delivery and relationships with all UN agencies and other stakeholders
• maintaining strong working relationships with the relevant Government counterparts and other external stakeholders  

In addition, the UN City Manager is expected to continuously monitor the technical operating environment, in order to regularly report and present to director and the UNCT and advise the UNCT on agreements with the host government, as well as prepare for quick readjustments of the common services offerings.

The key results of the UN City Manager have a strong impact on the overall economy, efficiency, and effectiveness of Common Services in relation to the smooth delivery of services to the UN Agencies and other stakeholders, which include approximate personnel strength of 1800.
 

1) Advise on strategic direction of the UN City in Copenhagen focusing on achievement of the following results:
 

• Develop the value proposition and strategy for the UN City for the utilization of the UN City as a collaboration space and a hub for accelerating the implementation of SDGs.
• Shape a strong narrative on the comparative advantage of the UN as global platform
• Contribute to the conceptualization of the new Campus 3 envisaged, including as plat-form for co-creation of development solution with focus on innovation, digital develop-ment, artificial intelligence and impact investments.
• Provide substantive leadership driving decisions to continuously position the UN City at the forefront for UN Common Back Offices
   

• A robust shared premises service package for all Agencies and future development of additional services, and strategic management of common services provisions.
• Updating of Internal Control Frameworks to document all critical workflows.
• Assuring a sound and regularly updated Business Continuity Plan.
• Establishment of management targets and monitoring and reporting achievement of results, including service quality.
• Elaboration of strategic approach to implementation of Common Services in line with UN reform, the latest developments in common services and the best practices.
• Provision of advice on strategies, policies and plans affecting Common Services operations, delivery of practice advisory, knowledge and learning services.
• Establishment of a strong relationship with Danish Government including negotiation of budgets and grants related to the UN City, including regular monitoring and reporting of the grant.
• Common Services business processes mapping and establishment of internal Standard Operating Procedures in Finance, Human Resources Management, Procurement, Logis-tical services, Results Management.
• Constant monitoring and analysis of the UN City operating environment, quick readjustment of the operations, advice on legal considerations and risk assessment.
• In cooperation with WHO experts, development and implementation of sound conference room and auditorium administration system and the proper workflow ensuring transparency of the processes and integration with other common services functions.
• Secretariate of UN City Operational Management Team (OMT) and other inter-agency working groups were relevant.
• Development, management, and reporting on annual Common Services work plan

3) Ensures efficient and accurate financial resources management focusing on achievement of the following results:

• Prepare annual budgets and cost recovery systems for agreed common services and the Common Services unit for UNCT approval.
• Monitor and prepare regular management reports of expenditures of common services and the Common Services Unit for UNCT review. 
• Proper management of the contributions management business process and accounting for contributions to ensure that the money due to UN City Common Services is properly identified, consistently and uniformly classified, recorded on a timely basis, and received with sufficient supporting documentation. 
• Organize cash management processes, including liquidity management, risk management, bank relationship management, timely accounting and reconciliation of all transactions.
• Monitor financial exception reports for unusual activities, transactions, and investigate anomalies or unusual transactions. 
• Develop long term plans for asset replacement.

• Recruitment, staff development and supervision of staff for the UN City Common Ser-vices Unit.
• Provision of efficient human resources management, ensuring compliance with corpo-rate human resources policies and strategies.
• Maintain effective performance management systems.
• Optimally staff the Common Services unit.
• Create a positive team environment where team members are able to perform optimally, respond to challenges creatively and collaboratively.
• Identification of sources of information related to common services management; 
• Sound contributions to knowledge networks and communities of practice.
• Knowledge building and sharing with regards to management and operations in the Common Services Unit, organization of the operations staff trainings, synthesis of les-sons learnt/best practices, and sound contributions to UN knowledge networks and communities of practice.
   

• Strong relations with external parties such as Government agencies, public service providers, and UN funding partners.
• Commitment to a client-oriented approach in all areas of management. 
• Ensure that all services are provided at agreed service levels. 
• Assure all clients’ needs are satisfied, which include in-house UN entities and their staff.
• Contribute to improving client services on a continuous basis by establishing collaborative arrangements with partners, a CRM system, and appropriate operational partner-ship arrangements.
• Regular and appropriate reporting to internal UN and external clients and timely feed-back on service requests.
• Develop transparent systems for assessing and communicating on ‘client’ satisfaction.

People Management

UNDP People Management Competencies can be found in the dedicated site.
 

Cross-Functional & Technical competencies 

Business Management – Change management:

•   Ability to prepare, support, and help individuals and teams in designing and implementing organizational change

Business Management – Results-based management:

•     Ability to manage programme and projects with a focus at improved performance and demonstrated results 

Business Management – Customer Satisfaction/Client management:

•    Ability to respond timely and appropriately with a sense of urgency, provide consistent solutions, and deliver timely and quality results and/or solutions to fulfill and understand the real customers’ needs; Provide inputs to the development of customer service strategy; Look for ways to add value beyond clients’ immediate requests; Ability to anticipate client’s upcoming needs and concerns

Business Management – Operations Management:

•    Ability to effectively plan, organize, and oversee the Organization’s business processes in order to convert its assets into the best results in the most efficient manner; Knowledge of relevant concepts and mechanisms

Business Direction and Strategy – Business Acumen:

•  Ability to understand and deal with a business situation in a manner that is likely to lead to a good outcome; Knowledge and understanding of the operational frameworks in the organization and ability to make good judgments and quick decisions within such frameworks

Business Direction and Strategy – System Thinking    

• Ability to use objective problem analysis and judgement to understand how interrelated elements coexist within an overall process or system, and to consider how altering one element can impact on other parts of the system.

Legal – Knowledge of applicable legal framework:

• Understanding of the legal norms as applied to the United Nations in general, and to UNDP in particular. This includes an understanding of the structure, functioning and operations of UNDP within the broader UN system and the application of international treaties, including the UN Charter, GA resolutions, the relevant basic country assistance agreement and UN system-wide legal instruments, as well as an understanding of the internal legal framework (financial regulations and rules, policies, and procedures) of UNDP.