JOB TITLE: Programme Manager Humanitarian
JOB PROFILE
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|JOB TITLE: Programme Manager - Humanitarian, Disaster Risk Reduction (DRR) & Climate Change (CC (PM-HDC)) |
|DIVISION / DEPARTMENT /LOCATION: International/South | |
|Asia/Pakistan/Islamabad |JOB FAMILY: Programme |
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|SALARY: PKR 3,528,893 Gross Per Annum |LEVEL: C1 Open Ended (Core Post) |
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|OXFAM PURPOSE: To work with others to find lasting solutions to poverty and suffering |
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|TEAM PURPOSE: To achieve the Humanitarian, DRR, CC objectives as outlined in Oxfam GB’s National Change Strategy (2009 – 2014) and the Pakistan Country teams|
|aspiration to mount, with it’s Partners, timely, efficient, effective, quality, accountable humanitarian response(s) to CAT-2 level disaster(s). Working as |
|a strategic guide, leader, manager and capacity builder, primarily for the HDC team and more broadly for the wider Oxfam GB Support and Pillar/Programme |
|teams. |
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|JOB PURPOSE: The Programme Manager Humanitarian (PM-HDC) will provide results-based strategic guidance, leadership, management and capacity building to the |
|HDC team, specifically, and to the broader Pakistan team. In so doing, the PM-HDC is expected to: |
|Work closely with the Pakistan security focal points and managers to strengthen Oxfam GB and Partner organisation security management capacity and the impact|
|security can have on programming, particularly its influence on programme cycle management processes in areas of limited access. |
|Monitor HDC needs in Pakistan, identifying gaps and planning appropriate timely action using a rights-based approach to programming |
|Ensure timely, efficient, effective and accountable Humanitarian response, with local partners, to survivors of Category 3[1] and 2[2] natural and/or |
|man-made disasters, increasingly in a complex environment |
|Develop the capacity of the Pakistan Country Programme’s Humanitarian and Support teams to attain Oxfam GB’s Aim 3 vision of having in-country capacity to |
|respond to Cat –2 level disasters by 2010 |
|Deliver Oxfam GB Pakistan Programme HDC Pillar’s strategic objectives as outlined in the National Change Strategy (NCS); Humanitarian Strategy; Public Health|
|Strategy; Climate Change Strategy; etc |
|Integrate Disaster Risk Reduction strategies into our “one programme” approach so that we may better address chronic and acute vulnerability to disasters, |
|particularly through our gender equality, Ending Violence Against Women (EVAW) and Land Rights and Economic Opportunities (LEO) work |
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|REPORTING LINES: |
|Post holder reports to: Country Director |
|Staff reporting to this post: |
|Deputy Programme Manager (who supports the Programme Manager and line manages the DDR & CC team, made up of the Programme Coordinator - DRR & CC; Project |
|Officers – DRR & CC (2)) |
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|The Humanitarian team – Variable depending on scale of humanitarian response[3]. Currently Humanitarian team consists of Programme Coordinator – Public |
|Health, Public Health Engineer(s), Public Health Promoter(s), Programme Coordinator - Livelihoods and some additional fixed term emergency response staff. |
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|N.B.: Changes are expected in the Humanitarian team as Oxfam GB is in the process of integrating the Response programme into the broader HDC team. |
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|BUDGET RESPONSIBILITY: Variable depending on scale of humanitarian response – Up to GBP 10 million (estimated) |
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|DIMENSIONS: |
|Required to develop long term vision and strategic planning to achieve significant impact from programmes and attain our Aim 3 vision for Pakistan, using a |
|rights-based and results-based approach to work |
|Represent Oxfam corporately and manage and influence significant external relationships |
|Leadership of HDC team. Set, lead and deliver agreed plans and strategies related to HDC pillar objectives, complying to all OGB systems compliance |
|requirements |
|Plan and manage human, logistic and financial resources in consultation and cooperation with relevant Support teams |
|Management of a broad spectrum of programmes, with a variety of competencies and skills required. Management tasks and problems are diverse and complex and |
|involve a significant degree of risk (financial, security, brand, etc). |
|Produce, assimilate, analyse and use programme information from varied and diverse sources to provide in-depth analysis and appropriate recommendations |
|related to HDC programming, advocacy, policy, OGB/Partner accountability and Partnerships |
|Working autonomously with significant financial, human resource, security, contract management and representational responsibility, internally and externally|
|Decision-making requires significant levels of judgement based on technical and management experience, generally actively supported within line management or|
|the programme team |
|Work with Country Director to manage the formulation, organisation and delivery of high-level lobbying, and advocacy as part of the programme |
|Lead the alignment of programmes with Oxfam corporate relevant campaigns and ensure effective harmonisation of planning and management with Oxfam |
|International |
|Work with the Country Director to plan and implement fundraising plans and ensure proper compliance to relevant policies, guidelines and agreements of |
|Government, multilateral and bilateral agencies and donors |
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|KEY RESPONSIBILITIES: |
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|Primarily act as a leader, manager, coach and mentor to the Pakistan Humanitarian, DRR & CC team to achieve our strategic objectives as outlined in the |
|Pakistan National Change Strategy and our Aim 3 vision, by adopting a rights-based and results-based approach to work. |
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|Country Management Team (CMT): |
|As a member of the CMT, attend monthly meetings and actively engage in country level management and strategic dialogue, planning and activities, providing |
|leadership to the overall operation of the country programme. |
|Provide peer support to all CMT members. |
|Promote OGB’s “one programme approach” by integrating DRR and CC with all Programme Pillars; fostering. collaborative, coordinated and close working |
|relations with all Programme and Support Team Managers. |
|Build an internal humanitarian leadership capable of drawing on each Oxfam International affiliates organisational expertise to deliver high quality |
|preparedness and responses and contribute to the development of the Single Management Structure of Oxfam in Pakistan. |
|Work with the CMT to ensure the integration of Humanitarian Response(s), Disaster Risk Reduction and climate change, with the Pakistan Country Programmes |
|pillars of Gender/EVAW, Land Rights and Economic Opportunities and Girls Education, in a complementary way that maximises impact and better utilises existing|
|staff and partners capacities. |
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|Cross-cutting Activities: |
|Gender - Supported by the Gender, Advocacy, Media and Communications (GAMC) team, ensure gender is mainstreamed into all programme, partnership and advocacy |
|activities. |
|Partnership - Supported by the Partnership Management Group (PMG), ensure best practice by HDC team by compliance to OGB’s Partnership policy, procedures and|
|guidelines; and through Partner monitoring and capacity building. |
|Governance – Work with Partners to advocate/strengthen/develop national level policies, procedures, and Pakistan’s governance framework, relevant to HDC; |
|with particular focus on ensuring the delivery of an effective, efficient, timely humanitarian response to natural and man-made disasters; and work with |
|national government on preparedness initiatives that influence their social protection framework (such as safety nets). |
|Accountability - Ensure quality, transparent and accountable programming to beneficiaries, GoP, Donors and OGB, with established mechanisms for complaints |
|and feedback. |
|Advocacy – In collaboration with the GAMC team, ensure the rights of women, men and those most vulnerable are upheld; and that international commitments and |
|agreed principles, standards and codes are understood, promoted and complied to. (These include: The Code of Conduct for the International Red Cross Movement|
|and NGOs in Disaster Relief, the SPHERE Humanitarian Charter and Minimum Standards, the Human Accountability Partnership (HAP) Principles of Accountability, |
|the Guiding Principles for Working with Internally Displaced Persons (OCHA)). |
|Coordination - Ensure excellent internal and external communication, coordination and collaboration. |
|Capacity building - In coordination with relevant Programme and Support Teams, strengthen the Pakistan Country teams capacity, and that of Partners, re |
|Humanitarian Response (to Cat 2 level response), DRR and CC, with particular focus on, Public Health (especially WASH), Early Recovery (livelihoods/food |
|security) and Protection sectors. |
|Results based management – Using the logical framework process to programme planning/design, monitoring and evaluation ensure qualitative and quantitative |
|information that provides evidence of impact and change. |
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|Team Management: |
|Human resource management in compliance with Oxfam GB policies, procedures and guidelines and in consultation and coordination with the Human Resource team |
|who will ensure that sufficient technical, legal and advisory support is provided as required. Manage a multidisciplinary team of programme and technical |
|staff. Performances manage all direct line reports including development and coaching of staff. |
|Emergency and non-emergency finance resource management in compliance with Oxfam GB policies, procedures and guidelines and in consultation and coordination |
|with the Finance team who will ensure that sufficient technical, legal and advisory support is provided as required. |
|Logistics and general administrative management in compliance with Oxfam GB policies, procedures and guidelines and in consultation and coordination with the|
|Logistics and Administration team who will ensure that sufficient technical, legal and advisory support is provided as required |
|Contract management in compliance with Oxfam GB, Government of Pakistan (GoP) and Donor policies, procedures and guidelines; in consultation and coordination|
|with the Funding team who will ensure that sufficient technical, legal and advisory support is provided as required |
|Team building and development of team capacity, with particular focus on developing skills, knowledge and capacity relevant to attaining the Pakistan Country|
|Programmes NCS objectives and Aim 3 vision by December 2010 |
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|Security Management: |
|Work closely with the Country Director, Security Manager and Security Focal Points to inform, manage and strengthen personal, team and Partner security, |
|through effective situation and risk analysis and Standard Operating Plans. |
|Ensure effective and appropriate security acceptance and protection measures are introduced to all Field and Partner operations |
|Assess and develop team and Partner security management capacity and manage the impact security can have on programming, particularly its influence on |
|programme cycle management processes in areas of limited access. |
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|Aim 3 Humanitarian Vision by 2010 and maintenance of vision beyond 2010: |
|Ensure up to date and quality documentation of hazard and conflict mapping linked with contingency and activity plans to reduce impact and increase capacity |
|of partners and Oxfam to respond to the different hazards |
|Ensure timely programme/project development that reflects the scale of needs/crisis |
|Organise and manage the Real Time Evaluation (RTE) as required by Oxfam guidelines |
|Analyse the gaps at Oxfam and partners level and identify inputs and learning to decrease the gaps and increase Oxfam aspiration to manage CAT-2 disaster at |
|country level. |
|Support the team to ensure programme learning and innovation are documented and shared at appropriate national, regional and international l level |
|Actively engage with the OI Rights in Crisis (RiC) campaign |
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|Disaster Risk Reductions (DRR) and Climate Change (CC): |
|Support the development of the OI Emergency Contingency Plan (ECP). |
|Work with OI affiliates and Partner Organisations to operationalise the ECP, ensuring DRR impact. |
|Support Programme and Support staff to integrate DRR and CC into all activities/work. |
|Work with Partners to develop, implement and achieve CC strategies and objectives. |
|Ensure proactive DRR and CC programme/project development in line with Pakistan’s NCS. |
|Actively engage with OI Economic Justice Campaign. |
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|Programme/Project Cycle Management: |
|At times of crisis, coordinate timely engagement of Oxfam GB in participatory needs assessment with Partners, OI Affiliates, Pakistan Humanitarian Forum |
|(PHF), UN-led Cluster and/or Government representatives, as the crisis situation dictates/allows. |
|Ensure the development of timely HDC concept note/project proposals. Concept notes/project proposals for humanitarian response(s) |
|Ensure compliance with Oxfam GB monitoring, evaluation and learning expectations and approach; develop initiatives for continuous learning, pilots and |
|innovation |
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|External Representation: |
|In collaboration and coordination with the Funding team, ensure excellent relations with traditional and non-traditional donors are developed and maintained |
|and that the HDC team meet all donor compliance requirements. |
|Facilitate funding and non-funding partnership (within OGB partnership policy) to increase participation and design of quality capacity building plans for |
|partners. Including NGO partners, networks, alliances, institutions, UN, Government of Pakistan, etc. |
|Actively engage with the Cluster mechanism at times of crisis |
|Manage OI affiliate relations and communications by: proactively participating in, and when necessary, leading Humanitarian Coordination Team meetings; |
|ensuring timely information and finalisation of OI situation reports; engagement in OI telecoms/videocoms; etc. |
|Manage external HDC contracts with Consultants, in line with OGB policies and procedures |
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|Miscellaneous: |
|Be prepared to undertake other duties related to Oxfam’s programme as and when required by the Country Director. |
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|SKILLS AND COMPETENCE: |
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|Education to a Masters degree level preferably in social sciences |
|At least 5 years experience in humanitarian sector |
|Experience of working in a leadership position within a team structure |
|Proven skills in managing staff reporting to her/him; excellent coordination skills |
|Fluent written and spoken English |
|Proven programme & project cycle management skills - proposal and report writing skills; monitoring and evaluation skills and experience |
|Excellent communication and interpersonal skills; |
|Knowledge and experience of emergency and development issues; deep understanding of causes of emergencies, emergency programming and links with policy |
|Ability to link with other players in the development arena and represent Oxfam effectively |
|Ability to analyse and communicate complex information to a wide audience |
|Proven knowledge of computerised system; high degree of computer literacy and word processing and spreadsheet skills essential |
|Ability to work under pressure, prioritise well and meet deadlines |
|Ability to travel extensively, especially to remote areas |
|Experience in and the ability to train, coach, mentor people |
|Commitment to the aims and objectives of Oxfam |
|Commitment to ICRC Code of conduct and Sphere Standards |
|Commitment to Oxfam gender policies and code conduct |
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|Management tasks are complex and non-routine within a specialized unit/function. |
|Decision-making requires significant levels of judgment based on technical and management experience, generally actively supported within line management or |
|the programme team. |
|Role is variable with well-defined targets and/or minimum standards and is both proactive and reactive. |
|To play active role in lobby and advocacy on issues related to programmes through personal contacts and co-ordination of allies. |
|To take lead role on fundraising efforts in humanitarian sector and produce clear and quality reports (financial and narrative) that demonstrate good |
|accountability. |
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|OTHER: This job description is not incorporated into the employment contract. It is intended as a guide and should not be viewed as an inflexible |
|specification as it may be varied from time to time in the light of strategic developments following discussions with the post holder. The post holder will |
|be expected to work to agreed objectives, which should facilitate the achievements of the key responsibilities in accordance with the Performance Review |
|process |
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|Date of issue: 18 February 2008 |
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[1] Cat 3 – Small, localised crisis with < 200,000 people affected. (See OI Humanitarian Dossier for details).
[2] Cat 2 – Single country crisis with high/moderate impact on population, ................
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