COUNTRY DIRECTOR JOB DESCRIPTION

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1 <ETHIOPIA> COUNTRY DIRECTOR JOB DESCRIPTION Note: the Role Responsibilities section provides a basic description that Oxfam s can add to and develop to reflect the particular country and program contexts, including specific humanitarian and/or advocacy responsibilities.

2 COUNTRY DIRECTOR JOB DESCRIPTION Reporting to Location Staff reporting to this post Total Workforce Annual Budget - Regional Director. but until the transition OI CD will report to the OGB DRD - Addis Ababa - Country Leadership team of approximately 6-7 staff - Approximately ( depending on humanitarian response) - Approximately 10M-15M GBP, (depending on humanitarian response.) Job Purpose To contribute and implement Oxfam s Global Strategy, by providing vision and strategic direction to all of Oxfam s work in the Country. This includes Oxfam s humanitarian responses, long term development programme design and implementation, advocacy and policy and influencing. Responsible and accountable for the strategic direction and effective management of the Country programming ensuring development, continued improvement in quality and impact of programmes and effective financial and human resource management in line with Oxfam Policy. The Country Director will be responsible, with support from change groups and the Regional Director, to implement the Oxfam 2020 Vision which aims to create a stronger Oxfam that is globally coordinated and relevant in every country in which we work. This will involve planning, developing and implementing the vision so Oxfam s in will become an independent Oxfam Affiliate. Context a landlocked country covers an area of just over 1.1 million sq km and accommodates million people 1 of multiple ethnic groups. is a predominantly rural, young and growing society 2. It shares boarders with Eritrea and Djibouti to the north, Somalia to the east, Sudan to the northwest, South Sudan to the west and Kenya to the south. The country is bisected by the Rift Valley, and has a variety of terrains including rugged mountains (many over 4000m high), savannah, desert, and low-lying areas (e.g. Danakil depression). Administratively, is composed of nine ethnic-based regions and two self-governing administrations (Addis Ababa and Dire Dawa cities). With an average annual real GDP growth rate 10.9% for the last decade, is amongst the fastest growing non-oil economies in the world. Together with services, the agricultural sector (mostly rain-fed subsistence mixed farming and pastoralism) leads s economy. Agriculture and allied activities (crops, horticulture and livestock contribute 42.7% of the GDP with the livestock sector contributes 15% of GDP) 3. The economic growth has resulted in significant reduction in poverty (from 46% in 1994/1995 to 29.2% in 2009/ ). Nonetheless, human development indicators remain unacceptably low ( ranked 173 out of 182 countries on UNDP s Human Development Index HDI of 2013) and; inequalities (predominantly due to gender, income and mode of livelihoods) are increasing % of the population live in rural areas. With urbanization rate at 16%, is significantly below the Sub-Sahara Africa average of 30%. 45% of the population are under age 15 yrs. The annual population growth rate is 2.6%; World Development Indicators, 2014; World Bank 3 Services, agriculture and industry contribute 45%, 42.7% and 12.3% of the GDP, respectively (www.africaneconomicoutlook.org/en/countries/east-africa/ethiopia). Some sources estimated foreign aid at 19% of the GDP 4

3 Whilst the country is politically stable, is prone to disasters, affected by persistent drought and flooding. In addition, drought, conflicts and political instability in neighbouring countries have forced more than 700,000 people to seek refuge in. This situation has impacted on the country s resources in recent years. The government is the key development actor in followed by donors. The Growth and Transformation Plan (GTP; 2010/ /2015) provides the overarching strategic policy framework guiding development endeavours and thematic / sectoral policies. The GTP s vision for the economic sector is to build an economy which has a modern and productive agricultural sector with enhanced technology and; an industrial sector that plays a leading role in the economy; to sustain economic development and secure social justices; and, increase per capita income of citizens so that the economy reaches the level of middle-income by The last five years has witnessed some major changes in including changes in the political leadership, the national governance structures and, legislative environment. Despite these changes, the government s vision and strategic directions (economic growth with relatively high tolerance to the possible negative socio-political consequences) remain unchanged. Key Responsibilities and Accountabilities Accountability Accountable to the HECA Regional Director, for the delivery, effective management (which includes budgets and plan), monitoring and evaluation, learning from the programme. Shaped by advice and guidance from the (Pre) and -Country Governance Group (CGG). Strategy To be responsible for developing the country strategic plan with the support of the Regional Director and Pre- and Country Governance Group (CGG), having taken on board their views and feedback. Provides strategic leadership and management of Oxfam s programme in country including all development, advocacy, and humanitarian programming to maximise our influence and impact. Successfully lead the design, communication and implementation of the One Oxfam Structure, in a participatory process with the support of the Pre- CGG and the Change Management Task Force. People Management Line manage the Country Leadership Team and manage the work in the country which will include: staff, budgets, funding and programme, ensuring that managers in country are in accordance with Oxfam s policies and procedures, including but not limited to the Code of Conduct, Performance Management, Security, Health and Safety and local legislation. Creates and supports an environment which results in strong partnerships, influence, knowledge sharing and innovation. Responsible for Talent management and development of Oxfam staff. Public Engagement Takes the lead in representing Oxfam and the country programme nationally and globally. Builds influential relationships and develops networks for effective change, both internally and externally, and is committed to maximising our influencing capability. Accountable for ensuring that appropriate tools and technology are in place to allow a strong flow of positive and consistent programme content to influence and communicate with internal audiences and external stakeholders including but not limited to government, media, donors, nongovernmental sector and supporters. Programme and Delivery 3

4 Work closely with partners in country in order to develop and deliver high quality programmes. Play an active role in drawing on learning from across Oxfam and external sources and sharing evidenced based learning with others. Ensures overall leadership of disaster preparedness, mitigation and management including humanitarian response activities for Category 1 / 2 / 3 emergencies consulting with the Regional Humanitarian coordinator and the Global Humanitarian Team for advice and support. Access and use shared services for advice and support. Contribute to and maximise use of the Knowledge networks to share strategic thinking and learning more widely as well as within the Country Team to ensure that programming builds on learning and is evidence based, innovative and agile to respond to opportunities for change. Develop appropriate strategies to seek out and maintain funding sources. Accountable for all donor relations and contract management in country. Technical Skills, Experience & Knowledge Management and Leadership Proven track record of leading and motivating multi disciplinary, geographically remote teams and operations across a number of locations Significant senior leadership and management experience in the development and delivery of high quality program, influencing and humanitarian strategy, with and through partners or directly, in one or more challenging locations. Experience of managing complex change processes and relationships involving a wide range of both internal and external multi-cultural stakeholders across a variety of disciplines and geographical areas. A high degree of self awareness and an understanding of how to drive and support excellent team performance and individual development in line with Oxfam s values and policies. Representation and Communication Proven track record of success in representing an organization with partners, government agencies, private sector organizations, media and donors at senior level: nationally and globally. Proven track record of success in advocacy and influencing Demonstrable experience of working with the media and an ability to represent the organisation in the media if required. Demonstrable ability to convey complex messages in an appropriate manner to broad and diverse audiences. Excellent written and verbal communication skills to motivate, influence and negotiate. Finance and Funding Ability to maximise fundraising from diverse institutions, both local and international. High level financial and asset management skills to steer and efficiently manage the operational budget of 10M-15M GBP across a number of locations. Risk Experience of managing security, risk and legal compliance within an INGO context.

5 Proven track record of making sound judgements in uncertain and pressurised situations. Able to fulfil agreed standards in disaster preparedness, mitigation and management including humanitarian response activities for Category 1 / 2 / 3 emergencies. Able to anticipate and manage risks that could threaten the organisations reputation, operational viability and security. Experience of crisis management and security management. Strategic Analytics Values Ability to manage the development of, and contribute to, the high level analysis of factors driving poverty, marginalization and vulnerability in developing country contexts. The ability to think politically understanding motivations, pressures, power dynamics and challenges faced by colleagues, partners, decision makers and other actors; and the ability to generate effective strategies to influence them. Proven analytical skills, with the ability to: o Take and manage calculated risks based on evidence based assumptions. o Think strategically, to maximise adaptability and agility o encourage forward thinking, new ideas and learning from experience beyond the country program context while acting within a global framework Good level of IT literacy and an understanding of how new developments in technology can positively contribute to the aims of an INGO. Travel Committed to a rights based approach including an active commitment to putting women s rights at the heart of all we do as well as the rights of other marginalized people in all aspects of an organization s work. Ability to travel away from home, often to remote programmatic sites within the country and periodic travel aboard for global meetings. Languages Fluent in written and spoken English. Ideally the ability to also work in an additional local dialect. Behavioural competencies (based on Oxfam s Leadership Model) SELF Practice Category Leadership Practice SELF- AWARENESS HUMILITY Description We are able to develop a high degree of self-awareness around our own strengths and weaknesses and our impact on others. Our self-awareness enables us to moderate and self-regulate our behaviours to control and channel our impulses for good purposes. We self-moderate appropriately to different context thereby optimizing our ability to achieve goals. We put we before me and place an emphasis on the power of the collective, nurture the team and play to the strengths of each individual. We are not concerned with hierarchical power, and we engage with, trust and value the knowledge and expertise of others across all levels of the 5

6 SEEING THE BIG PICTURE RELATIONSHIP SKILLS ABILITY TO DELIVER RESULTS VISION SETTING SYSTEMS THINKING STRATEGIC THINKING AND JUDGMENT AGILITY, COMPLEXITY, AND AMBIGUITY LISTENING INFLUENCING RELATIONSHIP BUILDING ENABLING MUTUAL ACCOUNTABILITY DECISIVENESS organisation. We work to achieve goals together not just individually. We have the ability to identify and lead visionary initiatives that are beneficial for our organisation and we set high-level direction through a visioning process that engages the organisation and diverse external stakeholders. Clarity in our communication of vision allows others to focus on delivery and their contribution to the wider changes we seek. We view problems as parts of an overall system and our contributions to change in relation to the whole system, rather than reacting to a specific part, outcome or event in isolation. We focus on cyclical rather than linear cause and effect. By consistently practicing systems thinking we are aware of and manage intended and unintended consequences of organisational decisions and actions. We use judgment, weighing risk against the imperative to act. We make decisions consistent with organisational strategies and values We scan the environment, anticipate changes, are comfortable with lack of clarity and deal with a large number of elements interacting in diverse and unpredictable ways. We develop strategies to maximise adaptability and agility, encourage forward thinking, new ideas and learning from experience. We are good active listeners who can see where deeper levels of thoughts and tacit assumptions differ. Our messages to others are clear, and consider different preferences. We have the ability to engage with diverse stakeholders in a way that leads to increased impact for the organisation We spot opportunities to influence effectively and where there are no opportunities we have the ability to create them in a respectful and impactful manner. We understand the importance of building relationship, within and outside the organisation. We have the ability to engage with traditional and nontraditional stakeholders in ways that lead to increased impact for the organisation. We all work to effectively empower and enable others to deliver the organisations goals through creating conditions of success. We passionately invest in others by developing their careers, not only their skills for the job. We give more freedom and demonstrate belief and trust, underpinned with appropriate support. We can explain our decisions and how we have taken them based on our organisational values. We are ready to be held to account for our actions and how we behave, as we are also holding others to account in a consistent manner. We are comfortable to make transparent decisions and to adapt decision making modes to the context and needs. We recognize that decisions may not always lead to the results we seek but enable us to continually learn

7 and improve. 7

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