Lead, International Programmes Operating Models at Save the Children

ROLE PURPOSE:

The role will be responsible for leading the design of additional operating models that enable the implementation of Save the Children 2030 ambition. The postholder will work with Country, Regional Offices and Centre teams to identify and prioritize critical operating model gaps and will then lead the design of the components of the new models (governance, accountabilities, policies, systems etc.), using pilots when possible. They will also liaise with critical global projects (Localisation, National Offices, SCUSI etc.) and other parts of SCA to understand their needs and interdependencies. An astute thinker, the post-holder will also be encouraged to analyse and test emerging practices and models that could be taken to scale.

Where applicable, the role will lead the development and pilot of a Change and Deployment Plan in coordination with other functional areas and lead or support any implementation process for the new models.

The role will also lead on the improvement and updating of relevant tools, including the review and revision of the Country Office Operating Model (COOM) Toolkits and the Centre-Region Operating Model (CROM) with the inclusion of updated guidance on the new operating models developed. COOM provides Country Office Senior Management Teams with the tools they need to ensure they have a fit for purpose structure and effective ways of working in order to deliver programs for children. The Centre-Region Operating Model (CROM) is a framework that provides clarity on the core accountabilities that Country Offices, Regional Offices and the Centre need to achieve

EXPERIENCE AND SKILLS

Essential :

1. Senior level leadership and management experience in a large and complex international NGO or organization, ideally in a country office setting across a range of models and ways of working
2. Experience defining and designing operating models, preferably in the non-for profit sector
3. Strong Project Management and Change Management experience, including experience of leading cross-functional project teams to collectively deliver project outcomes
4. Excellent business partnering, communication and relationship building skills. Demonstrated ability to develop and manage productive relationships with wide range of stakeholders and senior staff
5. Experience in solving complex issues through analysis, definition of a clear way forward and ensuring buy in
6. Strong organisation and time management skills. Ability to plan ahead and prioritise competing tasks.
7. Strong communication skills, ability to engage with a variety of stakeholders, including Country Office and Centre senior leadership – distilling complex concepts into simple and easy-to-understand briefs
8. Experience managing stakeholders with varying priorities to achieve a common goal, and meet tight deadlines.
9. Ability to adopt a pro-active approach to problem solving, working with and coordinating input from multiple departments.
10. Strong interpersonal, written and oral communication skills; fluent in English. Ability to communicate complicated messaging simply and gain buy in from key stakeholders through compelling communications.
11. A flexible and collaborative approach; ability to liaise with a broad range of people at all levels, across different cultures and to act with credibility, discretion, tact and diplomacy.
12. Commitment to the mission, vision and values of Save the Children.
13. Experience developing and delivering learning initiatives is desirable.

KEY AREAS OF ACCOUNTABILITY: 

Lead on Design of new Operating Models for Country Offices

1. Work with end users (Region, Country Offices and Members) to identify and prioritise critical business and operating model gaps
2. Identify interdependencies and needs from Global Strategic Initiatives such as Localisation/Shifting Power to Local Communities, Flexible Operating Model etc.
3. Solicit information on promising models that are shown to achieve optimal results against programmatic and operational metrics – including assessment and work-planning on how they might be taken to scale.
4. Develop methodologies and pathways for the design planning of new models.
5. Support the Country and Regional Offices to pilot different models
6. Generate, socialize and utilize learning from pilots
7. Lead on a cost-of-doing business analysis to drive improvements on resources allocations 
8. Develop, together with the membership and organisational development lead, a catalogue of options for Country Offices to support adaptation of business models to local contexts and needs to maximize impact for children
9. Support the update of the Geopresence Decision making framework, which outlines the process and decision gates for changing business models.
10. Report on progress, ensuring any dependencies and risks are identified and addressed
11. Contribute to the broader discussion on the organisational vision and catalogue of models to enable Save the Children to realize the Ambition 2030.
12. Participate in a unit overseeing, documenting and extracting learning from transition processes.

Lead the updates of the Country Office Operating Model (COOM) and the Centre-Region Operating Model (CROOM)

1. Set the overall direction for the COOM updates. 
2. Lead the detailed project planning and monitor progress, course correcting as required
3. Work with end users, particularly Field and CO staff to identify the gaps and priority areas of improvement for COOM
4. Work with Centre functions to ensure that functional areas are updated and maintained, are easy to understand, and that best practice tools and examples are available to end users (including the resolving of any perceived incompatibilities or conflicts)
5. Develop guidance and best practice for new models and incorporate it in the Country Office Operating Model guidance (COOM)
6. Work with other entities of SC (e.g. National Offices) to ensure that any guidance on these models is updated and included in COOM 
7. Develop a communication plan for the COOM updates 
8. Develop and roll-out an online COOM e-learning induction package that is accessible to end users
9. Support the review and update the Centre-Region Operating Model (CROOM)

Support International Programme Operations to maintain and continuously improve operational tools

1. Attend team meetings and cross-functional forums
2. Review the Country Sustainability & Resilience guidance for Country Offices 
3. Carry out any other duties either in addition to or instead of those outlined above which may reasonably be required from time to time. 

BEHAVIOURS (Values in Practice)

DELIVERING RESULTS:

1. Maintains a broad strategic perspective at the same time as an awareness of the detail of a situation
2. Establishes clear and compelling objectives with teams and individuals and monitors progress and performance
3. Creates and applies measures and metrics to track performance
4. Holds others accountable for achieving results and challenges underperformance
5. Demonstrates financial awareness and a concern for cost effectiveness

DEVELOPING SELF AND OTHERS:

1. Gives regular positive and constructive feedback to others
2. Identifies clear development needs and development
3. Plans through regular constructive reviews of their own performance (and their team’s where appropriate)
4. Creates space for others to learn and provides challenging and stretching tasks and assignments when people are ready for them
5. Coaches others to learn from their experiences on the job and to use the resources available to them

APPLYING TECHNICAL AND PROFESSIONAL EXPERTISE:

1. Makes decisions based on professional expertise and experience without deferring unnecessarily to others
2. Shares knowledge and best practice on technical solutions so that others can make best use of that expertise
3. Actively seeks new ways to develop the application of technical and professional standards within the team

WORKING EFFECTIVELY WITH OTHERS:

1. Enables people from a wide range of backgrounds and perspectives to contribute to positive outcomes
2. Breaks down silo working and challenges behaviours that are not collaborative
3. Knows when to follow and lend leadership to strengthen other leaders
4. Recognises when trust is broken and seeks to resolve conflict and re-establish trust

PROBLEM SOLVING AND DECISION MAKING

1. Gathers the right information and uses critical thinking to make effective and timely decisions
2. Stays with a problem or challenge until a solution is reached or is no longer reasonably attainable.
3.  Knows when to involve others in a decision
4. Demonstrates awareness of the wider external influences that impact on decision making
5. Simplifies processes and procedures wherever possible

QUALIFICATIONS  

1. Degree level education preferable / equivalent work experience. 

DEADLINE: 19th March 2022