Country Manager

at Handicap International
Published April 24, 2022
Location Havana, Cuba
Category Management  
Job Type Full Time  

Description

INFORMATION ON THE CONTEXT OF THE MISSION

 

Present in Cuba since 1998 and always working closely with the three local organizations of people with disabilities (ANCI, ACLIFIM and ANSOC), HI initially supported the production of prosthetics and orthotics and community-based rehabilitation (CBR). Over time, the focus shifted to supporting civil society and inclusive education, as well as emergency response to hurricanes. Today, the trust and recognition gained over the years, as well as the interaction with the DPOs, have led HI to exact in the socioeconomic inclusion of people with disabilities. At the same time, the program is growing in the field of inclusive disaster risk management.

 

Towards the institutionalization of community rehabilitation

 

In 2002, a Community Based Rehabilitation (CBR) project was implemented in the province of Granma, with the support of the Ministry of Foreign and European Affairs of Luxembourg and then Pinar del Río was affected in 2007 (project in progress) since Holguín in 2008 (project closed in December 2013) with the support of the Belgian Ministry of Foreign Affairs. During the execution of these projects, a whole series of learnings and knowledge were generated based on the participation experiences of each one of the partners, knowledge based on the participation experiences of each one of the people and organizations involved in the project management. In particular, a document entitled "CBR, a methodological tool for its implementation in Cuba" was prepared, published and disseminated.

 

The socioeconomic inclusion of people with disabilities as an essential dimension of local development

 

In Pinar del Río and Holguín, in response to the country's economic situation, CBR projects reinforced professional training initiatives in 2011, taking advantage of community spaces for the development of technical capacities, and strengthening these spaces as springboards for professional training. of people with disabilities. It was in the CBR projects that the desire to create and strengthen accessible workshops for adults with disabilities in special schools was born. In 2014, Humanity & Inclusion began to execute its first project in the province of Granma dedicated exclusively to the access of people with disabilities to state and non-state employment, based on its understanding of the economic problem, the perception of disability in the communities and the role of each actor. Currently, HI develops two socioeconomic integration projects for people with disabilities in the provinces of Pinar del Río and Granma, proposing a model adapted to the Cuban context and changes in the economic model, with: support for people with disabilities in the implementation of integration projects professional; capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. support for people with disabilities in the implementation of professional integration projects; capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. support for people with disabilities in the implementation of professional integration projects; capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. support for people with disabilities in the implementation of professional integration projects; capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. support for people with disabilities in the implementation of professional integration projects; capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion. capacity building of key actors related to employment for the implementation of inclusive practices and strategies; creation of new technical training services based on an inclusive approach in the schools of the educational system; improvement of the state of knowledge about inclusion.

 

Introduction of Inclusive Disaster Risk Management in Cuba

 

Some twelve international NGOs are present in Cuba, the most important (by the financial volume of their activities): Oxfam, Care and HI. They are also the only 3 NGOs in Cuba that have emergency response to crises and disasters in their mandate. In 2020, following a confederation-wide build-out, Oxfam announced its departure from Cuba upon completion of its contractual commitments in 2023, presenting an exit plan. Hola is currently the only international NGO that works with the 3 Cuban associations of people with disabilities as implementation partners.

 

DESCRIPTION OF THE MISSION/PROJECT

 

HI has an operational office in Havana, and currently maintains actions in Pinar del Río and Granma, implemented in coordination with the authorities and counterparts such as the three Cuban associations for the care of people with disabilities (Cuban Association of people with physical motor disabilities, ACLIFIM , National Association of the Blind of Cuba, ANCI, and National Association of the Deaf of Cuba, ANSOC); the Ministry of Labor and Social Security (MTSS); the Ministry of Education (MINED); the Ministry of Public Health (MINSAP); the Ministry of Science, Technology and Environment (CITMA); the Cuban Red Cross and local governments.

 

NGOs in Cuba have no legal status and operate through their counterparts; only the Country Manager is recognized as a natural person, at the service of an international cooperation project. The presence of the "Cooperante" is validated by the Ministry of Foreign Trade. In other words, the NGO only exists in Cuba through the person of the Country Manager. In particular, this has a significant impact on the responsibilities of the Country Manager.

 

All international cooperation projects must be approved by the Cuban Ministry of Foreign Trade (MINCEX). The NGO co-leads the implementation of the project with an official/lead partner and other implementing partners. These partners are defined by the NGO, in consultation with MINCEX, according to the project sector. All HI projects have been executed with the 3 Cuban PDOs (in turn dependent on the Ministry of Labour) as partners, but to date only the institutional partners have been validated as official/main partners (Provincial Government, Departmental Directorate of Health , Departmental Directorate of Labor, etc.). In some cases, this has made project implementation very complex,

 

GENERAL POSITION INFORMATION

 

Reporting to the Latin America Program Director, the Country Manager for Cuba contributes to the implementation of the Humanity & Inclusion mandate and strategy within its geographic scope. Ensure the optimal quality and impact of the projects implemented in their country through a delegation system with adequate control mechanisms. With all of HI's directors and through paradigm shifts, he shares responsibility for the good management and effective operation of the global organization.

 

Main responsibilities

 

The National Director is the legal representative in the country for all of HI, both internally and externally, and promotes HI's excellent reputation and positive image.

 

It is responsible for developing and implementing the project portion of the Regional Program's operational strategy for the country in which it is located.

 

It contributes to organizational transformation in line with the Simplification, Shared Services and ROOTS projects. In the event of an emergency, take responsibility according to the defined response framework.

 

Under the direction of the Technical Unit, the regional managers of MEAL and the Support Service, and deploying all the appropriate tools, it guarantees the monitoring of operations in the country, as well as financial control, compliance with policies and HI's frameworks (particularly HI's project monitoring and evaluation policy) and respect for contractual commitments to donors.

 

Actively monitors and analyzes the evolution of the context in its geographical area in order to identify risks and opportunities, and proposes actions to the Regional Director.

 

Missions

 

  1. Management

 

1.1: Is the manager (direct report) of an operational team made up of project managers in the country

 

It fosters team spirit and teamwork to ensure the necessary synergies and exchanges of good practice between project managers, regional managers and with colleagues at headquarters.

 

Based on the program's human resources strategy (in the StratOp), it measures and plans the human resources needs for the projects in the country.

 

Hires and contributes to the professional development, autonomy and well-being at work of project managers in the country: in relation to the corresponding professional channels and the regional head of Human Resources, establishes formalized individual objectives, guarantees coherence between the needs of HI and the competencies and motivation of their teams, develops and monitors a skills development plan, evaluates individual performance, contributes to the professional and career development of their subordinates.

 

Recognizes individual and collective effort and performance.

 

It embodies and transmits HI's values, guarantees respect for its code of conduct and institutional policies, is attentive to individual and collective behavior and applies disciplinary measures when necessary.

 

Coordinates daily work interactions between project managers and support teams (technical and shared services, functional links), in order to facilitate the implementation of projects in the country; carries out regular project reviews with project managers and the regional TUM, MEAL unit and support services.

 

Attends the meeting of the Program Steering Committee led by the Regional Director.

 

1.2: Leads organizational transformation, in particular by changing management and work practices and continuous improvement of work processes.

 

Contribution to the program's operational strategy and HI frameworks and regulations

2.1: Contributes to the development of the program's operational strategy, as well as its implementation and annual monitoring for his country, in collaboration with the Regional Director.

 

In addition to the evaluation of ongoing projects, the contribution to the analysis of the context and the sector, the contribution to the fundraising strategy, the dimensioning of resources, the monitoring and evaluation tool.

 

[At least once a year] Contributes to the annual StratOp follow-up and to the planning of the following year's program (in particular, support missions and evaluations).

 

In the event of a crisis/emergency, it applies the framework and configuration decided by the HI Operations Director.

 

2.2: Executes the project portion of the program's operational strategy, including fundraising and resource planning:

 

Measures and plans the necessary resources, hires project managers (guarantees skills adapted to the challenges and ambitions of the projects), develops and supervises its skills development plan, in relation to the corresponding professional channels and the Regional Resources Manager Humans.

 

It contributes to the fundraising strategy defined in the program's operational strategy:

 

Within the operational framework defined in the StratOp, it identifies and transforms financing opportunities in the country, carries out the design and drafting of new projects (national scope) and contributes to the design, drafting and fundraising of large multinational projects (under the responsibility of the TUM).

 

Establishes regular contacts with donors in the field and liaises with the Regional Director to ensure consistency with the overall programming and fundraising strategy.

 

In collaboration with the Director of the Regional Technical Unit, identifies and develops local partnerships and/or consortiums with NGOs, institutions and companies on technical priorities or important issues in the country/region.

 

Optimizes resource allocation at the country level and plans accordingly (including support missions) in collaboration with the Regional Director.

 

2.3: Ensures deployment and compliance with HI's global frameworks, institutional policies, and standards. These include the mandatory frameworks (HI Mission and Values, HI Theory of Change: Access to Services, etc.), all HI institutional policies (Security / Code of Conduct and Protection / Prevention of Bribery / PME and Project Quality Framework / Age-Gender-Disability), all institutional directives and processes; delegation thresholds; security levels.

 

2.4: Ensures financial control and monitoring of the projects under its responsibility: consolidation, control and information to the Regional Director on operational and organizational aspects for the country (scorecards, corrective measures, consumption of unrestricted funds, etc.)

 

It ensures the application of technical quality standards in projects and monitors the implementation of donor audit evaluations and recommendations at the country level.

 

It facilitates internal audits (operational, financial and organizational) and guarantees the application of its recommendations.

 

2.5: With regard to potential opportunities and risks, contributes to the monitoring and analysis of current developments in the country, in collaboration with the Regional Director.

 

At the country level and in contact with the Regional Director, performs the analysis and monitoring of risks and opportunities related to the presence and activities of HI; applies the risk mitigation measures decided by the Regional Director; and ensures the implementation of humanitarian surveillance and (when decided by the Regional Director) of an emergency preparedness plan in the country.

 

In collaboration with the Regional Director and the regional Security Advisor, he implements the security plan and contributes to creating a culture of security and protection in the country.

 

  1. Legal representative

 

3.1: Is the legal representative in the country of all HI, both internally and externally, and promotes the excellent reputation and positive image of HI. This includes:

 

Employer representation responsibilities and compliance with local labor laws.

 

Communications on behalf of HI, in coordination with the Regional Director.

 

Representation of HI before local, national, traditional, political, military and diplomatic authorities and organizations.

 

Representation of HI before international organizations and coordination mechanisms and systems.

 

Negotiation, signing and monitoring of operational partnerships, in collaboration with the Regional Director.

 

  1. Update information related to ENT, Clearance, EOD activities

 

COMPETENCES AND PROFILE

 

KNOWLEDGE

 

Know how to do (practices)

 

Interpersonal skills (attitudes)

 

  • HI's vision, mandate, values ​​and strategy

 

Humanitarian principles

 

  • The basics of disability

 

Institutional frameworks

 

  • Theory and practice of the execution of emergency actions, development and reduction of armed violence

 

HI service sectors, mandatory cross-cutting approaches and technical reference frameworks

 

Geopolitical issues within your area of ​​responsibility

 

  • Planning and management

 

  • Risk management (safeguarding of beneficiaries, security, finances, donors, etc.)

 

  • Objectives and contents of the transformation projects (simplification, change leadership, Manager 2.0, ...)

 

  • Reinforced security management (if the country is classified as red/orange)

 

Written and oral communication in French or English

 

  • Manager 2.0: Competences and expected behaviors: Knowing how to help team members (Objectives and evaluations; Feedback), Knowing how to position themselves so that things move forward (A team; Leadership; Roles and responsibilities; Making decisions; Taking risks), Knowing how to simplify and prioritize (Decide not to do it; Adjust effort; Structure)

 

  • Management and leadership of multicultural and multisectoral teams, on-site and remote

 

Management practices and continuous improvement

 

Lead the change

 

  • Analysis (geopolitics, environment, relationships) and ethical positioning

 

  • Negotiation and representation (internal and external)

 

capacity for anticipation

 

  • Ethical values ​​and constructive critical mentality

 

Leadership: inspires confidence, motivates, sets an example, makes and assumes decisions

 

Benevolent (shows confidence / recognizes achievements)

 

Practice and promote autonomy (delegate and motivate)

 

  • Cooperative / collaborative (ask for feedback / listen to the organization)

 

Accountable (internally/externally/to government)

 

diplomacy

 

Bold (shows initiative/entrepreneurship)

 

Resistance to stress and uncertainty

 

  • Capacity for self-criticism (listens and seeks to improve)

 

  • Pragmatism, ability to adapt with agility

 

 

How to apply:

 

People interested in applying for this position should send their HV to the email indicating in the subject: Call Country Manager Cuba

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