Job Responsibilities and Activities:
Responsibilities / Percentage of time
1. Key responsibility area 1: Partnership Strategy Implementation (35 % time)
a. Implementation of the strategy and its relevant tools such as SOP’s, RACI for the Partnership strategy in conjunction with field staff and partner organizations
b. Ensure a strong and enabling focus of the program strategy on local actors’ leadership, capacity, and influence, with a specific focus on women’s rights and women-led organizations, and organizations working to protect and support the rights and wellbeing of the most vulnerable
c. Ongoing mapping and engagement with (prospective) partners responding to the crises in the country – including civil society, community-led organizations, informal structures, government, and private sector – and propose where and how CARE could potentially add value.
d. Work with partners and allies to explore and seize opportunities for contributing to CARE Sudan Emergency Response Strategy – to influence immediate/intermediate responses (incl. influencing/ communications, innovation, capacity development, etc.)
e. Ensure the country's response is in line with CARE's partnership principles to achieve its desired long-term impact (co-create, co-lead, safe programming, and Gender Equal approach).
f. Ensure and support partnership-centric ways of working throughout the program management cycles in close collaboration with the country team
g. Quality. Support partners’ responses to ensure quality programming is supported by CARE resources (human, technical, financial). Liaise with CARE teams and stakeholders to ensure necessary and appropriate support is provided.
h. Capacity Building of CARE Sudan Country office and field staff on Partnership Strategy, its tools, and Transforming localization agenda
Key responsibility area 2: Leadership and Management: (15 % time)
• Oversight and monitoring of the Partnership team, to ensure open, transparent and two-way communication and collaboration, and provide support to their ongoing needs and organizational and institutional development.
• Maintain oversight of partners’ programs, together with CARE technical leads and the Program Quality Coordinator, ensuring the implementation of CARE’s Program Quality Standards.
• Make partnership decisions in complex situations with minimal back-office support using a systems-thinking approach and about general compliance in programs.
• Strong coordination with other humanitarian actors in-country to enable local and national partners to be involved, active, and leading in coordination and leadership spaces.
• Support the development of appropriate MEAL for partners’ responses. Support regular learning exercises jointly with partners in various stages of the program cycle.
• Work in close collaboration with the Program Support leads and partners in CARE Sudan - to identify eventual bottlenecks early on and collectively resolve them. Work together to identify opportunities for further collaboration or innovation.
• Regularly report back to the DCD-Programs and Program Quality Coordinator on engagements with partners, issues to be resolved, and opportunities to further strengthen partner-led response and influencing work
• Explore and Lead consortia formation for effective programming
Key responsibility area 3: Partnership Relations & Portfolio (35% time)
• Scope and build relations with potential and existing partners. Assessing mutual interest, potential, alignment, and possible risks of engagement to inform management decisions by ensuring a transparent assessment process of potential partnerships in line with assessment tools and mapping.
• Develop, manage and maintain the partnership portfolio. Identify short vs medium term relations; thematic focus; organizations vs networks/federation/consortia; cross-border vs national, etc.
• Day-to-day management of the relations with partners, supported by other CARE staff engaged in the country program, to ensure a high-quality program response in line with CARE’s program Quality drivers. Undertake regular ‘partnership health checks’ and enhance CARE’s ways of working in response to partners’ feedback
• Propose and ensure improvements in CARE’s partnering practices as required
• Field travel to CARE implementation locations to support field offices to establish significant partnerships and capacity building of field staff and CARE national partners
Partner Funding and Contracting:
• Support partnership assessments and due diligence checks processes through the relevant CARE instruments, liaising closely with CARE stakeholders in the Award Management Unit (AMS) and CARE member partners.
• Support contracting, reporting and administrative processes (with partners’ teams and CARE teams) to ensure timely transfer of funds to partners and reduce administrative burdens of partners.
• Where needed, in dialogue with partners, include options for technical support and mentoring to partners – individual or collective - to fill essential gaps in partner capacity. This can be by CARE or resourced elsewhere.
• Initiate and monitor Partner’s capacity-building plans in close collaboration with Project managers and technical leads.
• Ensure regular monitoring of programs implemented by partners with support from Relevant CARE teams.
• Managing the financial grid of Partnership Funding Agreements
2. FIXED FOR ALL STAFF - Contribute to the Success of CIS Partnership Approach (10 % time)
a. Provide good admin support to Partners upon SMT request, in issues such as supporting capacity assessment, good report writing etc.
b. Become familiar with Partnership strategy and contribute to establishing quality partnerships.
c. Support Diversity and gender equality to promote acceptance of diversity
3. FIXED FOR ALL STAFF- Uphold CARE Values and contribute to CIS shared priorities (5 % time)
a. Be aware of the CIS Safety and Security Management Plan (SSMP) and comply with it at all times
b. Be aware of CARE’s commitments to Gender and Diversity, and strive to uphold them
c. Promote CARE’s core values at all times
d. Other priority tasks as required by management, for overall benefit of CIS
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