Re-Advertised National Family Strengthening Program Manager (EXTERNAL/INTERNAL)

Who we are

SOS Children’s Villages Ethiopia is an International Non-governmental organization and a member of SOS Children’s Villages International Federation. We started our humanitarian work in Ethiopia with the opening of our first Village in Mekelle, Northern part of Ethiopia in 1974. Since then, we have expanded our programs to different regions where there are significant needs for intervention and where we believe we can work in partnership with all relevant actors to bring sustainable positive outcomes for children’s and young people.

Today, we have grown significantly to meet the persistent challenges that confront Ethiopian children who have lost parental care and those that are at risk of losing their parental care. Working in close collaboration with international donors, local government and community based organizations across seven program locations; we aspire that every child grows up with love, respect and security.

Why we need you?

We are looking for a National Family Strengthening Program Manager who will be responsible for leading the planning (including budgeting), implementation, monitoring and evaluation of the family strengthening program activities, in accordance with the organization’s policies, strategies, and available resources.

What we provide...

An amazing work environment that promotes personal growth through providing professional space to grow and advance your career!

Your role....

While working with us as a National Family Strengthening Program Manager , you will be responsible for;

Leading the planning of the Family and Community Development Project 

• Coordinate the baseline assessment and analysis of the situation of children at risk of losing parental care within the targeted community(s) and make a final recommendation regarding the choice of community(s) to the national director. 
• Carry out a stakeholder analysis, to identify key stakeholders within the selected community(s) including individuals, organizations, institutions and authorities who are interested in or affected by the planned program. Particular attention is given to identify the recognized community leadership, potential community-based partners and children of the target group. 
• Define the interests and possible involvement of key stakeholders in the various stages of program development process. This includes making recommendations on the selection of community-based partners (key implementation partners) to the national director. 
• Lead the development of the program design, based on the findings of the baseline assessment and analysis, and in line with the organization’s policies, strategies and available resources. In doing so, ensure the participation of key stakeholders, as appropriate. 
• Once the program is established, ensure that the annual planning process is carried out and plans are updated, according to the policies and strategies of the organization. Particular attention is given to ensure that key inputs are considered, including outputs from the program self-evaluation and internal control reviews. 

Coordinating the implementation of program activities 

• Coordinate the implementation of program activities, according to the objectives, actions and time frames outlined in the annual plan. In doing so, also ensure that the program operates in accordance with the organization’s policies and procedures. 
• Guide and support the development of sustainable community responses to the situation of children at risk of losing parental care: 
• Formalize partnerships with community-based partners, developing together with them a memorandum of understanding outlining roles and responsibilities. 
• Support community-based partners to develop a clear plan for capacity development and provide relevant support towards realization of that plan. 
• Build strong partnerships with other stakeholders, for the provision of support services to the target group, with a view to ‘anchoring’ support services with the most appropriate service provider. This includes building positive relationships with recognized community leadership and local authorities. 
• Support the development of strong local networks of relevant stakeholders, to provide for comprehensive ‘safety nets’ of relevant support services, as well as alliances for the promotion and protection of child rights. 
• Ensure that those children who are most at risk of losing parental care participate in the program: 
• Establish clear vulnerability criteria, to prioritize cases from within the given target group according to levels of vulnerability; in consultation with key stakeholders in the community (including children at risk of losing parental care and their care-givers). 
• Review initial assessments of the families of potential child participants and put forward recommendations to the program management structure as to whether the families should participate in the program. 
• Participate in the admissions committee for placement into SOS families, contributing to decision-making from the family strengthening perspective. Refer cases from the family strengthening program, where children have already lost parental care and such a placement is in the best interests of the child (with involvement of relevant authorities). 
• Review recommendations for the exit of families (or individual children) from the program, and put these forward to the program management structure
• Guide and support the building of self-reliance in families:
• Guide implementation of family development planning (FDP) process, with a view to ‘anchoring’ this process with community-based partners. In doing so, provide capacity-building support to SOS co-workers and community-based partners, as required. 
• Ensure that the organization keeps its commitments, in terms of support services committed to in the FDPs. 
• Monitor the implementation of the FDPs, particularly in terms of the achievement of agreed outcomes, and provide ongoing support towards its effective implementation. 

Financial management and administration of the program

• Ensure that the organization’s financial resources are used modestly and efficiently.
• Implement financial and administrative procedures, in line with the organization’s policies/guidelines and in consultation with financial support staff.
• Ensure all program expenditure/resource usage is in line with the annual plan and budget.

Building a strong SOS program team

• Follow professional recruitment processes for new co-workers (draw-up advert, screening of applications, interviews, and reference checks) in consultation with direct supervisor.
• Plan orientation programs for new co-workers to ensure they have a good understanding of the organization and their role within it.
• Ensure effective performance management systems are implemented for all program co-workers, including job descriptions, regular review sessions, and annual performance appraisals, in line with the required practices of the national association.
• Ensure that individual staff training and development needs are identified and that these are addressed through staff development measures, according to priorities and available resources. 

Establishing mechanisms for ongoing monitoring and evaluation of the program

• Ensure that monitoring and evaluation systems are in place and functioning well, in line with the organization’s requirements. This includes ongoing data collection from regular reviews of the situation of families and community-based partners, data capturing in the FS database, program self-evaluation, internal control reviews, audits and other evaluations. 
• Provide direct supervisor with regular up-dates on program activities and results, including regular written reports, according to organizational requirements. 
• Secure regular financial management reports, including budget vs. expenditure reports, as required for the effective management of program resources. 

Contributing to the work of the broader organization 

• Participate in local, national, regional and continental processes, meetings and structures within the organization as required and agreed with the direct supervisor. 
• Document and share good practices and lessons learned with colleagues to support organizational learning. 
• Prepare program information as required for public relations and fund development purposes. 
• Keep track of child rights issues in general, as well as current social development issues and trends relevant to the organization’s mission. 

Child Safeguarding

• Ensuring that Child Safeguarding measures are in place within their area of managerial responsibility and that staff, associates and other key stakeholders are made aware of these measures and are supported in implementing them 
• Ensuring that Child safeguarding is integrated in all management processes including recruitment, on boarding, performance management, team meetings, annual planning processes, field level monitoring, IWP, IDP etc.
• Creating and maintaining a managerial and operational environment where the Child Safeguarding Policy is effectively implemented.
• Fulfilling specific and additional responsibilities in achieving compliance of SOS Children’s Villages Child Protection Policy. 
• Ensure the best interest of the child is applied and considered.

Education

• MA or MSC equivalent qualification in social sciences, development studies, and community development.

Experience

• Minimum of 7 years of relevant work experience in community development with 2 years of supervisor experience
• Management experience in vulnerable children, families and community

Competencies – knowledge, skills, abilities 

• People development: facilitation skills to build the capacities of families, children and partner organizations.
• Leadership: able to build effective teams, motivate high performance, and generate a commitment to the program goals.
• Communication & networking skills: ability to foster effective relationships with the key stakeholders of the program including the local authorities, community leadership, partner organizations and participating families. Ability to represent the organization externally.
• Collaboration: driven to work with others, able to build partnerships and networks internally and externally.
• Functional skills: financial management, HR management, project cycle management
• Strong technical understanding of community empowerment
• Strong knowledge and experience in household economic empowerment or livelihood development
• Leadership experience that includes coaching staff to high levels of performance & perform effectively as a team & engaging in effective cross-cultural & cross-functional working to achieve shared goals.
• Strong knowledge of Development theory, policy and practice, with a good knowledge of technical sectors, relief, advocacy & fundraising
• Experience of developing, implementing and monitoring strategic and operational plans within a demanding organization
• Confident competency in budget and financial management and monitoring with multiple stakeholders;
• Proven experience in project management, planning, monitoring and evaluation
• Experience in developing, implementing and reviewing participatory planning, monitoring and evaluation processes. Demonstrated ability to incorporate results of these activities into project design and implementation
• Experience in financial management, including the ability to develop, read and manage budgets; and rapidly spot potential issues and solutions
• Good knowledge and understanding of children’s rights and rights-based approaches in the development of programmes
• Awareness and understanding of social development issues including gender, education, health, livelihood, HIV/AIDS, etc.
• Proven experience in stimulating successful delivery of the project by all team members as well as staff development, creating open and collaborative team environments that encourages the contributions of the whole team