Roster-Civil Aviation Administration Structure Expert

job title

under the direction of director of the capacity development and implementation bureau (cdi), the field operations section (fos) is responsible for the development, implementation, monitoring, evaluation, and closure of technical assistance (ta) and technical cooperation (tc) projects. It drafts agreements and aids in creating country‑specific and regional projects and programs by identifying priority areas, developing objectives, activities, and deliverables, setting timelines, and specifying budgetary requirements.

additionally, under the direction of the cdi director, the field personnel section (fps/fru) recruits international experts to implement capacity development and implementation projects across various civil aviation fields and manages the icao roster of experts.

function 1 (incl. Expected results)

undertake a feasibility study on the restructuring of civil aviation in order to improve the safety, efficiency and regularity of the civil aviation facilities and services, and the contribution that the civil aviation industry can make to the economy especially with regards to tourism and trade; and taking into account previous technical studies and proposals by the government and icao relating to civil aviation.

make recommendations to government relating to the development of a civil aviation structure that is autonomous or semi‑autonomous consistent with the flexibility required to fulfil its functions effectively and efficiently. The proposal will contain advice sufficient to allow government to take well‑informed policy decisions which protect national interests, and which ensure government pursuance of cost‑effective management systems.

the recommendations should include but not be limited to: an organization structure and chain of command, including a detailed description of the functions of each section, taking into account the government's civil aviation policy; legal provisions for creating the recommended civil aviation structure clearly defining its powers particularly in relation to financial management and personnel matters; the administrative framework of the organization, defining its powers and responsibilities;

financial management, including regulations, rules and procedures relating to budgets, revenue collection and expenditure. This should cover both capital and recurrent budgets; job descriptions of management and supervisory positions; staffing, including selection criteria for recruitment; training requirements and plans; schedule of implementation of the new structure.

perform other related duties, as assigned.

• professionalism: shows pride in work and in achievements; demonstrates professional competence and mastery of subject matter; 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 calm in stressful situations.
• 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 and organizing: develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time and resources for…