Plan International est une organisation indépendante de développement et d’aide humanitaire qui fait progresser les droits des enfants et l’égalité des filles.
Nous croyons au pouvoir et au potentiel de chaque enfant. Mais cela est souvent influencé par la pauvreté, la violence, l’exclusion et la discrimination. Et ce sont les filles qui sont les plus touchées.
En travaillant avec les enfants, les jeunes, nos sympathisants et nos partenaires, nous luttons pour un monde juste, s’attaquant aux causes profondes des défis auxquels sont confrontées les filles et tous les enfants vulnérables.
Nous soutenons les droits de l’enfant depuis la naissance jusqu’à l’âge adulte. Et nous permettons aux enfants de se préparer et de réagir aux crises et à l’adversité. Nous pilotons les changements de pratiques et de politiques au niveau local, national et mondial en utilisant notre portée, notre expérience et nos connaissances.
Nous construisons de puissants partenariats pour les enfants depuis plus de 80 ans et sommes maintenant actifs dans plus de 70 pays.
role PURPOSE
[A concise statement, capturing the primary reasons that this role exists and a clear articulation of the context of the role. How will this role contribute to creating lasting change for children?]
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Plan International is outward looking and recognizes that we can’t achieve the Sustainable Development Goals (SDGs) by working independently. This requires us to build relationships with various organizations, institutions, and other actors (including the corporate sector) that impact the changes we are seeking through our Plan International Program and Influence Approach.
To this end, Plan International Guinea is committed to creating the conditions for developing genuine partnership relations with other sister organizations, civil society, government institutions, universities and research institutes, … in order to produce the expected impact on children.
Thus, to translate this ambition at the country level, Plan International Guinea created within the programmatic unit, the role of Partnership Manager and bring the activities of the Partnership component under the hierarchy of the CD.
Dimensions of the Role
[This section provides a summary of the size and authority of the post. It covers the size of the budget held, the numbers of direct reports, other key stakeholders who may depend on it, the type of communication required, the external representation involved and the reach of the role.]
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- Highly important role for the Plan International Guinea Program. The Partnership Director has the following roles:
- Responsible for the consolidation of partnership relations at Plan Guinea level;
- Responsible for the development of partnerships at the operational level for:
- Improving our partnership practices;
- increasing the performance of the portfolio’s consumption;
- improving the quality of the deliverables for the different targets, and finally
- improving and strengthen our advocacy environment to better engage local actors in their child rights-based community development & influencing process;
- Develop the portfolio at the national level and undertake appropriate initiatives in conjunction with the BD Department to reassure donors and strategic partners and alliances of their investment in our programs in Guinea.
- Initiate and introduce new partnerships where it is necessary to guarantee our ambition and goals in the country.
- Responsible for capacity building of Plan International Guinea’s staff and partners.
Represents the organization in national, regional and international networks and promotes the global and local partnership policies and principles. - Participate & Contribute to the development of programs & project proposals
- Initiate and develop networks with our project implementation partners and expand our partnership portfolio.
- Support projects in the process of acquisition of partners as well as in the management of selected and approved partnerships
- Lead & manage the process of assessing and developing partner capacity building plans.
Establish a support team and focal point in each project and office for an adequate follow-up of the partners’ strengthening and development plans.
- Partnership management from a programmatic point of view
In this context, the main responsibilities are:
- Develop or update a partnership strategy together with an implementation plan
- Ensure the operationalization of Plan International Guinea’s partnership strategy;
- Update the partners mapping ;
- Ensure the development of effective partnerships for the implementation of quality projects and programs;
- Develop and implement a capacity building plan for staff and partners in collaboration with other departments and specialists;
- Contribute to the efficient & effective management of GIN’s partnership portfolio;
- Ensure that for each partner of Plan International Guinea that there is an operational mechanism for periodic evaluation of the partnership;
- Develop and implement with the Quality Assurance Department an annual / quarterly plan of institutional analyses and periodic evaluations of partners;
- Develop and update a mapping of existing and potential partners of Plan International Guinea;
- Organize an annual online partnership survey;
- Support the development of standard partnership documents according to partnership typologies
To fulfil this mission, the Partnership Manager collaborates with:
- Head of Program & Influencing
- Head of Program Operations
- PIIAMs
- Partnership focal points at project team and zone office level
- CoPs & Projects Managers
Sur le plan budget
The Partnership Manager does not have a specific budget for his mission. However, on the basis of the overall programming, it proposes to the CD & Head of Program & Influencing terms of reference integrating the estimated budget for approval. He\she collaborates in the management of the CO Annual Planning & budgeting in the SAP system.
Accountabilities
[This section is critical for clarifying expectations of the role, providing the framework for its relationship with colleagues and providing areas of accountability against which performance can be managed.
This should include a series of brief statements that define the end results required. E.g. drive, contribute, identify, manage, responsible for, advise/coach, build, develop, provide, conduct, oversee, establish, participate etc.
Statements should ideally be worded so that they will lead to thoughts of measurement. For example, it is better to state something like “achieve maintenance standards” than “undertake maintenance”. The former leads to a measure against the maintenance standards.]
More Information
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