Head of Programs at Plan International Rwanda : Deadline 28-02-22

Career Opportunities: Head of Programs (42785)

Requisition ID 42785 – Posted 16/02/2022 – Country (1) – Programme Management

The Organisation

Plan International is an independent development and humanitarian organisation that advances children’s rights and equality for girls.

We believe in the power and potential of every child. But this is often suppressed by poverty, violence, exclusion and discrimination. And it’s girls who are most affected.

Working together with children, young people, our supporters and partners, we strive for a just world, tackling the root causes of the challenges facing girls and all vulnerable children.

We support children’s rights from birth until they reach adulthood. And we enable children to prepare for – and respond to – crises and adversity. We drive changes in practice and policy at local, national and global levels using our reach, experience and knowledge.

We have been building powerful partnerships for children for over 80 years, and are now active in more than 70 countries.

ROLE PROFILE

Title	Head of Programmes
Functional Area (Job Family/ Role Type)	Technical Professional in Programme Strategy Development and Implementation
Discipline/Field	Programme Development/Management
Specialism	Programme Management
Reports to	Country Director
Location	Kigali, Rwanda	Travel Required	Extensive
Effective Date	July 2020	Grade	F

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 has a specific focus on girls, as they are often the most marginalised and most often left behind. We have committed ourselves to the ambitious target of reaching 100 million girls over five (5) years to ensure they can learn, lead, decide and thrive. This is our contribution to achieving the sustainable development goals and, in particular, the goals of gender equality.

Our organisation is transforming itself to meet this enormous challenge everywhere we work. We need a bold, forward-thinking and innovative Head of Programmes to provide strategic direction in designing, developing, implementing, monitoring, and evaluating Plan International Rwanda programmes. The Head of Programmes is responsible for leading, managing and developing a team of functional experts, including thematic leads (programme managers), Monitoring, Evaluation, Research and Learning (MERL) Manager, Program Unit Managers and the Influencing and Strategic Communications Manager.

Supporting the CD, the Head of Programmes (HoP) has a vital responsibility to undertake internal and external representation on all programmes and influence work with critical stakeholders, including RH, GH, and the NOs. The HoP will be a member of the Country Leadership Team (CLT) and provides high-level strategic leadership to the CO, working collaboratively with other CLT members.

You will be profoundly comfortable leading transformative change and demonstrating a commitment to gender equality. You will lead by example to ensure gender equality is evident in everything we do, from staffing, programming and influencing, ways of working and operational excellence. You will work with your team to bring about the right culture in sustaining programme and influence excellence through a high-performing and motivated team. You will ensure that the PIR operating model is fit for purpose, we have the proper funding mix to achieve our ambition, and critical business processes are in place.

management scope, reporting lines, key relationships

• The HoP is a member of the Country Leadership Team (CLT) and is expected to contribute to Plan International Rwanda’s strategic direction in the country.
• The HoP has overall accountability for the budget of the programme.
• Upon delegation of the Country Director, the Head of Programmes may approve financial obligations, disbursements and transfers to third parties up to a specified amount.

Direct Reports – Programme Managers, Program Unit Managers, Monitoring, Evaluation, Research and Learning (MERL) Manager and the Influencing and Strategic Communications Manager.

Key Relationships

Internal

• Country Leadership/Management Team members.
• Global, Regional and Sub-Regional HoP, CoE and AoGD Technical Networks as relevant.
• Global and Regional functional leads in Gender & Inclusion, Programmes, Influencing AoGDs and MERL.
• Plan Inc. National Organisations and Liaison Offices

External

• National and local authorities, especially relevant ministers in the country, e.g.  Gender & Family Promotion, Local Government and Finance and Economic Planning.
• Civil Society/Partner organisations.
• Other INGO programme leads, functional managers and programme and influencing forums in-country;
• UN Agencies, local Donor Offices and foreign missions.

Accountabilities

Strategic Leadership

• Organisational Strategic Planning: Contribute to the strategic development and management of the CO by evaluating the organisational strategic direction and determining agreed-on programmes, and influencing objectives.
• Programme Quality Management: Contribute to the effective implementation of P&IQP processes and the Project Operational Planning.

Programmes Strategic Leadership

• Programmes Strategic Leadership: Set programmes direction through prioritisation, decision-making, and monitoring performance and progress towards agreed focus areas and objectives.
• Accountable for developing an effective programmes excellence strategy that enables the country strategy’s ambition, goal, and objectives.
• Programmes Agility: Continuously scan the internal, external and regulatory environment and the emergence of innovations and new ways of working to ensure that programmes are agile enough to respond effectively whilst maintaining strategic value.

Operations People, Culture and Ethics

• Culture, Ethics and Behaviour in Programmes: implement good practices and internal controls that create, encourage and maintain desired culture, ethics and behaviour.
• People, Skills and Competencies in Programmes: 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 programmes and influencing roles. Also, undertake effective staff performance management processes.
• Programmes and Influencing Organisational Structure: ensure that operating structure principles for operations staff are defined and implemented. Also, ensure that issues related to reporting lines, authority levels, the delegation of responsibility and escalation procedures are clearly defined, documented and disseminated. Ensure staff numbers and structures in programmes will be designed and kept efficiently and cost-effectively, in line with the available organisational resources.

Programme Operations Management

• Operational Effectiveness: provide overall management to programmes to ensure optimal support to Country Office and Programme Units following CO-specific quality standards and the global management standards and KPIs.
• Programmes Risk Optimisation: ensure that programme-related risks are identified and maintained at an acceptable level.
• Holistic and Integrated Management of Programmes: ensures that programmes are managed in a holistic and integrated manner resulting in consistent execution across the organisation, i.e. at CO and Programme Units. Create a common language and effective collaboration between grants and sponsorship for the effective delivery of the CS.

Programmes Compliance and Oversight

• Internal Compliance in Programmes: Ensure that all principles, policies and frameworks governing programmes as directed at global, regional and country levels are effectively implemented. Particular emphasis to be applied to the Harassment, Bullying & Discrimination Policy, Safeguarding Children & Young People Policy, Code of Conduct, Mandatory Reporting Responsibility, Anti-Fraud, Anti-Corruption and Bribery Policy and the Global Conflict of Interest Policy.
• External Compliance in Programmes: ensures that all external legal, regulatory and contractual compliance requirements related to programmes are always upheld.
• Programmes Performance Monitoring: design and implement effective process capability and maturity assessment frameworks to identify programmes strengths, weaknesses, and risks and identify continual improvement opportunities.
• Reporting: Design and implement a reporting process that provides quality information related to effectiveness, efficiency, integrity and compliance. The CD and CLT will use such information to support decision making and provide a basis to assess the performance of programmes.

Others

• Liaison with Stakeholders: liaise and communicate with government bodies, donors, other Plan offices, local and international agencies and other key stakeholders as required and directed by the Country Director.
• A vital member of the CO emergency preparedness mechanism.

Child Protection 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 as 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.

mAin work activities

Strategic Programme Leadership

• Provide overall strategic oversight in the delivery of the Country Strategy through contribution to the design and management of development and humanitarian programmes that are gender transformative.
• Facilitate other managers and staff engagement regarding the Country Strategy to ensure complete understanding and operationalisation of the Country Programmes.
• Lead the overall development and evolution of development and humanitarian programmes within the overarching Country Strategy and their subsequent operationalisation.
• Model our value-based leadership framework underpinned by our feminist leadership principles.
• In all phases of the project cycle, lead in identifying key advocacy issues in the Country Programme with the engagement of the programmes team and CLT to design and implement relevant strategies to ensure evidence-based influencing.
• Ensure that monitoring, evaluation, research and learning plan supports the CS delivery.
• Oversee development, review and submission of annual plans and quarterly reporting.

• Oversee the strategic engagement in Programme Units and support the representational and operational remits of the Programme Unit Managers.
• Build and oversee managerial accountability with particular attention to overall development programme design, planning, programme delivery, monitoring, evaluations and research at the programme units.
• The role assists the CD in developing and regularly updating an appropriate emergency preparedness plan and ensuring that disaster risk management is integrated into Plan International Rwanda programs.

Working in Partnerships

• Ensure that Plan International Rwanda engages in strategic partnerships with government, civil society, private sector, academia, youth associations, and non-governmental agencies at all levels to work together to ensure gender justice for girls
• Provide overall strategic oversight in identifying and engaging partners mutually and respectfully while complying with Plan International’s partnership principles.
• Establish/strengthen networks and partnerships with like-minded organisations to enhance the programmes and profiling of the organisation.
• Lead in engaging critical networks, movements and alliances relevant to the girls’ empowerment and gender equality.
• Provide a strategic roadmap for developing and implementing partnerships management standards and guidelines.
• Lead in developing standards and guidelines for partnership management and ensuring they are regulated, updated, understood, adhered to, and reflected in practice.

Advocacy and Influencing

• Contribute to developing and implementing effective and evidence-based advocacy strategies that enable girls to Learn, Lead, Decide and Thrive.
• Create/adapt initiatives that effectively influence duty bearers, key stakeholders and decision-makers to promote and ensure girls’ rights.
• Contribute to developing high-quality publications, media messaging and all internal/external communications that support Plan’s advocacy and influencing work.
• Ensure integration between the influencing and communications teams to deliver programmes effectively.

  Quality Programming

• Ensure quality programme development aligns with Plan International global quality standards, CS, sustainable development goals and government sectoral plans.
• Coordinate with the relevant departments at all levels during programme design, implementation and monitoring.
• Establish a system to promote/document programme learning and development.
• Ensure that gender equality and children & young people safeguarding are embedded within the programme cycle.
• Enhance the capacity of partners and stakeholders on programme management.
• Ensure the development and implementation of the Monitoring, Evaluation, Research and Learning (MERL) framework at all levels.
• Seek and promote innovative ideas and approaches to ensure programme quality.

Capability Building and People Management

• Provide overall vision and direction to the development programmes team in coordination, planning, prioritisation, coaching and supervision.
• Support staff to understand and comply with organisational purpose, strategic direction, and other policies.
• Ensure development and humanitarian programmes teams operate as high-performance teams and have clear accountability lines (direct and matrix).
• Oversee the delivery of practical capacity-building support in critical areas of programme management.
• Establish, communicate and monitor standards of performance and behaviours of the team through the development of Individual Accountability Plans (IAPs) and key performance indicators (KPI’s) that are agreed upon and monitored and updated regularly.
• Support team members to gain the necessary skills through learning and development
• Lead the team in line with the Country HR Manual and other guidelines.

Financial Responsibility

• Monitor programme performance and budget utilisation and advise on corrective measures.
• Oversees the coordination in the budget, preparation, consolidation, analysis and timely submission.
• Ensure the timely implementation of grants and sponsorship budgets. The creation of POs and closing of grants in SAP is done expeditiously.
• Ensure that all grants/sponsorship projects have opening/launch, regular grants and projects monitoring and closeout workshops/meetings.
• Ensure that all project expenditures are on time and according to the budget (within permissible variance limits) and oversee and guide any budget re-forecasting and reallocation exercises required.

Resource Mobilisation and Donor Administration

• Build relationships with Plan International National Offices (NOs) and donors for sharing and learning to highlight impactful projects for scale-up and expansion.
• Ensure that the programmes team executes their mandate of resource mobilisation and donor administration effectively.

Leadership COMPETENCIES

• Maximises our progress by aligning work priorities and resource deployment in own area with Plan International’s broader goals and longer-term direction.
• Leads through influence rather than position, and role model our values, accelerating gender equality inside and outside Plan International and addressing resistance. Self-aware and keen to learn, seeking feedback and creating 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 make complex decisions, weighing up the available information and assessing opportunities and risks.
• Delegates tasks and decisions, trusting and stretching others but ensuring they have the resources and support they need.
• 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, being willing to compromise own 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 global strategy and understand why Plan International’s purpose is essential in advancing children’s rights and equality for girls globally. Understands and applies the principles of safeguarding and protecting the vulnerable populations that Plan International works with.
• Can succinctly articulate the purpose, values, and global strategy to a range of audiences. Can explain how Plan International will deliver on its objectives through the theory of change and communicate their team’s implications.

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 primary funding sources 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 know 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 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 following the local and global appetites and tolerances.
• Regularly communicates and discusses risk at department, project, and programme levels.
• Escalates critical risks using the correct reporting process.
• Consider the political, economic, social and cultural climate of the local operating environment 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.
• 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 continually innovate and improve working practice.
• Monitors delivery and performance against plans. Works with their team to adjust plans and budgets to accurately reflect delivery activities.
• 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 in accordance with the project management and MERL principles.
• Considers, and controls, for the implications of adjusting resource allocations.
• Manages partner relationships effectively by: anticipating future needs; participate 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 to the workforce plan. Manages risk by reviewing capability and capacity against future requirements.
• Designs job roles in line with organisational need, considering the external labour market. 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 team are performing well, as well as when they are not at their best.
• Disseminates departmental targets and objectives, making it clear about 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 in 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 COMPETENCIES and skills

A: UNDERSTANDS ISSUES, PRINCIPLES AND STRATEGIES  

Understands Fundamental Issues and Root Causes

• Theoretical and practical understanding of our Primary Impact Groups’ developmental stages and changing needs from birth to adulthood.
• Theoretical and practical understanding of the issues that adversely affect the rights of our Primary Impact Groups and their social, political or economic root causes and consequences.
• Understand the nature, approaches and roles and responsibilities of actors, institutions and critical movements relevant to our work and the interests of our Primary Impact Groups.

Understands Key Programme and Influence Principles

• Understands the rationale for and practical implications of fundamental programming and influencing principles, including being rights-based, stimulating gender transformative change, using participatory approaches, working in partnership and being evidence-based.
• Theoretical and practical understanding of how to strengthen and mobilise civil society

Understands a Range of Strategies and Approaches

• • Understands different approaches to developing programme/project logic and measuring results and outcomes; and their benefits and implications.
  • Studies and understands broad trends in programming and influence, including their application to behaviour and social norm change.

• Detailed understanding of the design and implementation of a range of compelling programming and influencing strategies, approaches and practices for improving outcomes for our Primary Impact Groups, applied by Plan International and other organisations across countries at different levels in the system.

1. DRIVES PROGRAMME AND PROJECT QUALITY       

Analyses Issues and Evidence in Context

• Provides a supportive framework for building the evidence base through investigation, analysis and studying the causes and consequences of our Primary Impact Groups’ rights violations in the relevant political and socio-economic context.
• Draws on appropriate international and national policies, data sources, networks and methods of inquiry (e.g. informant interviews, focus groups, intersectional data analysis).

Shapes Strategy, Policy and Plans

• Shapes strategy, policy, standards and plans related to the CO’s focus AoGDs by ensuring they are aligned with our purpose, relevant needs and stakeholder interests.
• Ensures that strategy, policy, standards and plans related to the CO’s focus AoGDs are based on rigorous internal and external evidence, including examples of effective practice.

Oversees the Design of Effective Programmes and Projects

• Shapes work programmes with relevant leaders and stakeholders, aligned with appropriate strategies, and balances global and local priorities with opportunities.
• Ensures that project designs have clear objectives and measurable results contributing to overall outcomes.
• Ensures that the appropriate human, financial and other resources, including the use of digital technology, are planned into proposed strategies and programme and project design.
• Ensures the mainstreaming of gender and inclusion into programming and influencing work by applying strategies for gender transformative change.
• Ensures the use of participatory approaches and the engagement of our Primary Impact Groups and other key actors and stakeholders throughout the programme and project cycle, including monitoring and evaluation.
• Works politically to engage with and influence key actors and stakeholders, including government, inter-governmental organisations and the private sector.

Supports Partnering and Resource Mobilisation

• Identifies, assesses and nurtures mutually beneficial relationships with appropriate partners.
• Coordinates the writing proposals.

Assesses Effectiveness To Improve Evidence And Quality

• Designs appropriate indicators and sets of measures of sustainability and success to generate reliable evidence on the results and lasting impact of our work.
• Uses ongoing project monitoring and assessment, working closely with project teams to improve the quality of implementation and adapt project design.
• Identifies knowledge gaps, initiates research and evaluates appropriate ethical principles and methods.
• Interprets and contextualises data, assesses results and draws conclusions to inform programme and influence initiatives.
• Clearly communicates the results of evaluation and lessons learned as appropriate.

1. BUILDS CAPABILITY      

Coaches Colleagues and Partners

• Coaches colleagues and partners as part of daily work by explaining fundamental concepts, standards and resources; and working alongside others to apply the effective evidence-based practice.

Develops Organisational Capability

• Shares knowledge and learning from both theory and practice by facilitating and contributing to internal and external networks and communities of practice.
• Takes responsibility for increasing the capability of colleagues and partners, working with colleagues in HR (including OD and L&D) to assess needs, focus technical development effort and deploy a range of learning methods and resources, including practical tools and guidelines.

Builds Stakeholder Capability

• Embeds capability building of relevant stakeholders into programme and project design

1. ADAPTS WORK TO CONTEXT  

Adapts Work to Geographical Scope and Relevant Context

• Focuses work appropriately to its geographical scope, whether local (community), country, region (or more than one country), or global.
• Rapidly assesses and responds to the economic, social, political and physical context, how this affects our Primary Impact Groups and Plan International’s potential role, possible approaches and opportunities for impact.
• Understand the processes, institutions and organisations that shape the development and humanitarian context and standards in the relevant geography.
• Identifies and works effectively with relevant colleagues in Plan International and varied actors in external institutions. Those working on global policies and positions include understanding how policies will be applied at the country level.

Adapts To Changes in The Fragility Of Settings 

• Adapts methods and approaches according to the relative stability or fragility of the work setting.
• Adapts methods and approaches to coherently address varying levels of vulnerability of our Primary Impact Group before, during and after a crisis.

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 supports 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.
• A significant contributor to the direction in the management team of which they are a member.
• 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.

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

Reports to: Country 

Grade:F

Closing Date: 28/02/2022

Equality, diversity and inclusion is at the very heart of everything that Plan International stands for.

We want Plan International to reflect the diversity of the communities we work with, offering equal opportunities to everyone regardless of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation.

Plan International is based on a culture of inclusivity and we strive to create a workplace environment that ensures every team, in every office, in every country, is rich in diverse people, thoughts, and ideas.

We foster an organisational culture that embraces our commitment to racial justice, gender equality, girls’ rights and inclusion.

Plan International believes that in a world where children face so many threats of harm, it is our duty to ensure that we, as an organisation, do everything we can to keep children safe. This means that we have particular responsibilities to children that we come into contact with and we must not contribute in any way to harming or placing children at risk.

A range of pre-employment checks will be undertaken in conformity with Plan International’s Safeguarding Children and Young People policy. Plan International also participates in the Inter Agency Misconduct Disclosure Scheme. In line with this scheme we will request information from applicants previous employers about any findings of sexual exploitation, sexual abuse and/or sexual harassment during employment, or incidents under investigation when the applicant left employment. By submitting an application, the job applicant confirms their understanding of these recruitment procedures.

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