Safeguarding and PSEA Manager (Secondment) at Plan International Rwanda | Kigali : Deadline: 23-04-2023

Title	Safeguarding and PSEA Manager (Secondment)
Functional Area (Job Family/ Role Type)	Safeguarding
Specialism	Safeguarding Children and Young People (SCYP) and Prevention of Sexual Exploitation and Abuse (PSEA)
Reports to	Country Director
Location	Kigali, Rwanda	Travel Required	Extensive
Effective Date	April 2023	Grade

ROLE PURPOSE

Plan International is a rights-based development and humanitarian organisation working for better lives for all children. We are independent of government and have no political or religious affiliation. Our purpose is to strive for a just world that advances children’s rights and equality for girls. We have been building powerful partnerships for children for more than 80 years and are now active in more than 70 countries

Plan International Rwanda Strategy Statement 

Our global strategy focuses explicitly on girls, as they are often the most marginalised and often left behind. We have committed to reaching 100 million girls over five (5) years to ensure they can learn, lead, decide and thrive. This is our contribution to achieving sustainable development goals and, in particular, the goals of gender equality.

Our organisation is working on a comprehensive safeguarding and PSEA standards strengthening programme. It requires a bold, forward-thinking and innovative Safeguarding and PSEA Manager to lead this effort on secondment. The individual in this position will collaborate closely with the Country Director and Country Leadership Team (CLT) to develop, strategise, and execute initiatives to reinforce standards, thereby maintaining our dedication to upholding human rights and valuing the intrinsic dignity of people in their diverse forms. Moreover, the individual occupying this role will guarantee that PIR’s primary focus remains to ensure the safety and protection of the children and program participants we engage with.

The individual in this role must be adept at spearheading transformative culture change in safeguarding and PSEA while maintaining an unwavering dedication to PII’s safeguarding implementation framework. The role holder is responsible for fostering an environment that enables PIR to maximise efforts in ensuring the safety and protection of children and programme participants during their interactions with the organisation and its representatives.

Plan International LOCATION-TITLE-STATUS-CONFIDENTIALITY-LANGUAGE-DATE 

MANAGEMENT SCOPE, REPORTING LINES, KEY RELATIONSHIPS

• The Safeguarding and PSEA Manager (Secondment) will be a Country Leadership Team (CLT) member and is expected to contribute to Plan International Rwanda’s strategic direction in the country.

Direct Reports – None.

Key Relationships

Internal

• Country Leadership/Management Team members.
• Global, Regional and Sub-Regional safeguarding and PSEA networks as relevant.
• Global and Regional functional leads in safeguarding and PSEA.

External

• Other INGO safeguarding and PSEA forums in-country;
  
  
  

ACCOUNTABILITIES

• Undertake a comprehensive assessment and enhancement of safeguarding reporting and response procedures through;

1. Identify appropriate and legal provisions covered in national legislation and other notifications to gain an in-depth understanding of the safeguarding landscape and its implications, ensuring that responses to allegations comply with legal and social welfare norms.
2. Identifying and assessing the current safeguarding reporting and response procedures within PIR and partners. Identify and document safeguarding risks relevant to the country and the locations where PIR operates.
3. Developing recommendations to strengthen safeguarding reporting and response mechanisms in PIR, partners and stakeholders, mitigating potential shortcomings in addressing safeguarding concerns and incidents.
4. Providing guidance and support for implementing recommended improvements to safeguarding reporting and response procedures in PIR, partners and stakeholders, fostering a robust and practical approach to safeguarding.

• Design action plans to address safeguarding incidences and reports by;

1. Identifying internal staff capacity and external agencies specialising in safeguarding incident investigations. Where training is required for internal staff, identify the needs and organise relevant training.
2. Develop networking with like-minded agencies to facilitate safeguarding knowledge and experience sharing.
3. Identify and classify criminal safeguarding incidents that require mandatory reporting, investigation and prosecution. Map all the process steps and ensure this information is known to relevant PIR staff, partners and stakeholders.

• Map all agencies/organisations that provide victim response, support and rehabilitation. Conduct mapping from the community to the national level in medical, mental health and psychosocial support, legal aid, safety and security, disability, children’s and shelter services.
• Undertake a comprehensive mapping of child welfare and protection legislation, policies and frameworks;

1. Identify all national child welfare and safeguarding-related legislation and analyse the alignment and potential conflicts with PII’s safeguarding policies and procedures. Document and provide recommendations (as required) where conflicts or misalignments exist.
2. Map all government bodies/agencies with statutory authority to protect the children (including appropriate referral authorities and decision-making bodies) and identify how PIR can interface with them for safeguarding prevention and response.
3. Map and assess the effectiveness of national mechanisms related to child protection (including community-based complaints mechanisms).
4. Document all findings and prepare position statements for possible advocacy with government and other sector stakeholders.

• Lead the management and coordination of safeguarding and PSEA issues in PIR;

1. Make appropriate recommendations to management on enhancing prevention and response strategies. This could include collecting and analysing information on actual/potential risk factors for vulnerability to safeguarding and SEA violations and elaborating measures to address them.
2. Work with HR to include safeguarding and PSEA content in staff inductions, including all contractors, consultants, temporary staff and casual labourers.
3. Assist the CD in fulfilling their responsibilities under the relevant safeguarding policies and procedures.
4. Track all safeguarding and PSEA-related activities for PIR and ensure that reporting is done and shared with relevant persons in the organisation.

• Culture, Ethics and Behaviour: implement good practices and internal controls that create, encourage and maintain the desired safeguarding culture, ethics and behaviour.

• People, Skills and Competencies: design and develop, in consultation with HR, processes and systems that provide for effective identification of staff requirements, competency definitions, effective talent acquisition and skills development for all roles in safeguarding and PSEA.

Children and Young People Safeguarding and Gender Equality & Inclusion

• Ensures that Plan International’s global policies for Safeguarding Children and Young People and Gender Equality and Inclusion are fully embedded under the policy’s principles and requirements, including relevant Implementation Standards and Guidelines applicable to their area of responsibility.
• Includes, but is not limited to, ensuring staff and associates are aware of and understand their responsibilities under these policies and Plan International’s Code of Conduct (CoC), their relevance to their area of work, and that concerns are reported and managed following the appropriate procedures.
  
  
  

Risk Management

• Ensure systems and processes are in place to identify and manage risks, including developing, updating and reviewing the country risk register in line with the Global Risk Management Policy and the Global Risk Management Toolkit, and ensuring that risks are adequately identified, assessed, mitigated and reported on.

LEADERSHIP COMPETENCIES

• Maximises our progress by aligning work priorities and resource deployment in own area with Plan International’s wider goals and longer-term direction.
• Leads through influence rather than position and role models our values, accelerating gender equality inside and outside Plan International and addressing resistance. Self-aware and keen to learn, seeking feedback and creates a safe environment for others to challenge self or raise concerns.
• Achieves desired outcomes and finds innovative solutions by using the expertise and creativity of others and adopting a coaching approach with the people they manage or advise.
• Willing and able to take complex decisions, weigh the available information and assess opportunities and risks.
• Delegates tasks and decisions, trusting and stretching others but ensuring they have the necessary resources and support.
• Creates space for reflection and uses external evidence and internal evaluation to identify what and how we need to improve and support others through change.
• Builds positive relationships outside their work area, willing to compromise their preferences to achieve our broader purpose and longer-term impact.
  
  
  

BUSINESS MANAGEMENT COMPETENCIES AND SKILLS

Purpose, Values and Global Strategy 

• Are aware of the values and the global strategy and understands why Plan International’s purpose is so important in advancing children’s rights and equality for girls globally. Understands and applies the principles of safeguarding and protecting of the vulnerable populations with which Plan International works.
• Can succinctly articulate the purpose, values, and global strategy to various audiences. Can explain how Plan International will deliver on its objectives through the theory of change and communicates the implications for their team.

Structure and Governance

• Aware of the different structural and governing elements, including national organisations, global hub, regional hubs, country offices, liaison offices, members assembly, international board, and the leadership team. Aware of Plan International’s main sources of funding and knows where to find company information.
• Understands the purpose, lines of accountability and decision-making capacity for each structural element of the organisation. Helps their team to understand where they sit within the organisational structure.

Context and Culture

• Aware of the processes, institutions and organisations that shape the development and humanitarian context. Understands their local operating environment, demonstrating political, social and cultural awareness.
• Supports their team to understand the local operating environment and to consider the implications for work activities. Adjusts work activities and practices to reflect the political, financial, social and cultural context.

Managing Risk

• Regularly undertakes and interprets risk assessments, assigns ownership of risks, and manages oversight.
• Manages risk in accordance to the local and global appetites and tolerances.
• Regularly communicates and discusses risk at department, project, and programme level.
• Escalates critical risks using the correct reporting process.
• Consider the local operating environment’s political, economic, social and cultural climate and the implications for our work.
• Are aware of the local business environment, including financial, employment, and business laws. Seeks input from internal and external professionals with specialist knowledge where necessary.
• In country offices, understands the obligations under host country agreements
  
  
  

Core Risk-Related Standards Child and Youth Safeguarding and Protection: Communicates Plan’s commitment to safeguarding through all recruitment and engagement activities. Educates internal and external stakeholders in their safeguarding responsibilities. Gender, Equality and Inclusion: Facilitates discussions about the importance and benefits of gender transformation with internal and external stakeholders. Monitor partner activities for alignment with Plan International’s gender transformative principles. Counter Fraud: Reports any suspected or alleged cases of fraud to the Counter Fraud Unit promptly. Publicise the Safecall independent whistleblowing system to all staff and stakeholders. Safety and Security: Oversees and monitors the safety and security of the team, providing appropriate resources where necessary.

• Understand how to manage risk at a team level for each of Plan International’s core standards:

Planning and Budgeting

• Contributes to strategic planning activities.
• Aligns team plans to the annual plan, avoiding duplication of work activities and setting appropriate budgets and objectives.
• Incorporates digital and technological solutions into workforce plans to reduce complexity, solve problems and optimise working practices.
  
  
  

Managing Resources and Delivery 

• Schedules and manages resources aligned to donor and organisational requirements and individual capacity.
• Allocates resource to every work activity, regularly reviewing and adjusting if necessary. Provides team members with the resources and support they require.
• Identifies opportunities and support team members to innovate and improve working practice continually.
• Monitors delivery and performance against plans. Works with their team to adjust plans and budgets to reflect delivery activities accurately.
• Submits timely and accurate reporting data, using metrics to monitor team performance.
• Reports against programmes and budgets in line with the Funding and Sponsorship Agreement Document (FAD) and (SPAD).

Procurement and Logistics

• Understands the procurement cycle and supply chain, including the importance of good procurement planning.
• Involves the procurement team at the correct stage of the procurement cycle, considering the implications of delays.
• Ensures work and financial activities comply with donor and organisational requirements, considering: waivers, permissions, document management and auditing.

Programme and Project Management 

• Manages internal and external projects following project management and MERL principles.
• Considers and controls for the implications of adjusting resource allocations.
• Manages partner relationships effectively by anticipating future needs; participates in partner appraisal based on programme and organisational needs; communicating Plan International’s core standards; undertaking assessments and reviews.
• Manages external programmes according to Plan International’s financial management procedures, including the grant agreement process, the cost recovery process, forecasting, cost allocation principles, apportioned costs and scheduling and monitoring of expenditure.
• Managing People
• Identifies current and future personnel needs aligned with the workforce plan. Manages risk by reviewing capability and capacity against future requirements.
• Considering the external labour market, designs job roles in line with organisational needs. Understands the current pay and grading system.
• Manages performance by providing clear objectives, access to developmental tools and opportunities for coaching and mentoring.
• Recognises when individuals and teams are performing well and not at their best.
• Disseminates departmental targets and objectives, clarifying what needs to be achieved and why.
• Holds regular 1:1 coaching and career discussions focused on the needs of the individual, future performance improvement and creating, inspiring and nurturing a culture of learning and development
• Adapts their management style depending on the needs of the individual, team and operating environment.
• Keeps abreast of internal and external changes or developments and supports their team to adapt accordingly.
  
  
  

Communication

• Enforces appropriate use of brand throughout all written and verbal communications.
• Cascades knowledge throughout the organisation by sharing key messages, having team meetings and working collaboratively with other teams or departments.
• Encourages two-way channels of communication, facilitating conversations using digital and non-digital methods.

Evidence-Based Management

• Critically appraises and interrogates data to identify anomalies and patterns. Analyses and interprets a range of evidence to inform decision-making and implement actions.
• Translate the interpretation and implications of data into language that is accessible and relevant for staff.

Digital Working

• Identifies digital enablers to improve team performance and working practices.
• Encourages digital behaviours through role modelling, personal development processes and capability building.
• Uses digital and technological tools to support risk management, activities and resources, and people and information.

TECHNICAL EXPERTISE, SKILLS AND KNOWLEDGE

Business Management Skills 

• Critical thinking, attention to detail, analysis of evidence, problem-solving
• Strategic thinking and decision-making.
• Planning, organising and project management (time management, forecasting, prioritising, delegating and instructing).
• Procurement/logistics.
• Negotiation and influence.
• Relationship and partnership management.
• Financial and resource management (budgeting, forecasting, reporting).
• People management, including assessment, feedback and coaching.
• Evidence-based management (gathering, analysing and using data in decision-making).
• Communication.
• Digital skills.
• Change management.

Knowledge

• Demonstrable knowledge as a result of education, training or practical experience on the critical debates in development, particularly around child rights;
• Practical knowledge of operations support for development;
• Demonstrable knowledge of financial, administrative and business management;
• Strong knowledge of Microsoft Office Suite (Word, Excel, PowerPoint), e-mail and the Internet;
• Fluency in Kinyarwanda and strong working knowledge of English, spoken and written;
• Knowledge of Rwanda, the geopolitical factors affecting child poverty in the country, as well as the political, social and economic opportunities for development are an advantage
  
  
  

Leadership Skills and Behaviours Demonstrated from Experience

• Striving for high performance:
• Achieves clarity and accountability among the whole team of their individual and collective objectives;
• Organises work clearly and effectively within the team;
• Deals with poor performers by either improving their contribution or managing their exit, if appropriate;
• A positive disposition that inspires teams and outsiders.

Strategic Thinking and Innovation 

• Creates a solid strategic direction for PIR to place PIR as a critical value creator and source of best practice within the global organisation.
• Understand and apply sound principles of project cycle management, including monitoring, evaluation and learning.
• They are a significant contributor to the direction in the management team they are a member of.
• Flexible in responding to new demands presented in emergencies.

Decision-Making and Risk Management 

• Can address complex problems in a balanced way;
• Good judgment in decision-making, making the best use of available information;
• Willing to make difficult or unpopular decisions and stand by them.

Influence and Communication 

• Uses the potential of varied cultures to reach solutions;
• Excellent listener who understands and shows sensitivity to the views of others;
• Forms good relationships quickly with a wide range of people, including those in positions of power and who have different views/ interests;
• Represents PIR effectively with senior people in external stakeholder organisations;
• Understands external and internal politics and can navigate these;
• Communicates with clarity and passion in both one-on-one situations and with large groups;
• Effective negotiator in complex situations;
• Assertive without being aggressive.
  
  
  

DESIRABLE 

Self-Awareness and Resilience

• Aware of own strengths, weaknesses and pro-active in using feedback and self- development;
• Aware of impact on others and uses influence to create a positive climate at work;
• Aware of own emotional reactions and able to manage them;
• Manages own workload effectively and manages stress without harm to self or others;
• Positive about change and able to cope well with ambiguity and support others in doing so.

Building Effective Teams and Partnerships 

• Creates a highly motivated team with a unified purpose;
• Modifies own view to get the best outcome for organisation;
• Contributes effectively to other functions/ units and the management team as a whole;
• Able to build partnerships and improve relationships;
• Resolves conflict effectively in own team or across boundaries.

Developing People 

• Continuously uses both 1-1 and team situations to develop others;
• Organises work to give others development opportunities;
• Adapts style to suit the needs of a wide variety of people;
• Deals effectively with mistakes and re-motivates those involved.

PLAN INTERNATIONAL’S VALUES IN PRACTICE

We are open and accountable

We create a climate of trust inside and outside the organisation by being open, honest and transparent. We hold ourselves and others accountable for our decisions and our impact on others while doing what we say we will do.

We strive for lasting impact

We strive to achieve a significant and lasting impact on the lives of children and young people and to secure equality for girls. We challenge ourselves to be bold, courageous, responsive, focused and innovative.

We work well together

We succeed by working effectively with others, inside and outside the organisation, including our sponsors and donors. We actively support our colleagues, helping them to achieve their goals. We come together to create and implement solutions in our teams, across Plan International, with children, girls, young people, communities and our partners.

We are inclusive and empowering

We respect all people, appreciate differences and challenge inequality in our programmes and our workplace. We support children, girls and young people to increase their confidence and to change their own lives. We empower our staff to give their best and develop their potential.

PHYSICAL ENVIRONMENT

[In this section, state “typical office environment”, or conditions such as “must work outside in an extremely hot and humid climate”. Also note if any protective equipment is required.]

Typical Office Environment 

LEVEL OF CONTACT WITH CHILDREN

Mid contact: Occasional interaction with children

Location: COUNTRY OFFICE

Type of Role: Safeguarding Children and Young People (SCYP) and Prevention of Sexual Exploitation and Abuse (PSEA)

Reports to: Country Director

Grade: E

Closing Date: 23 April 2023

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