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Job: Director, West and Central Africa Division (WCA) at IFAD

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Vacancy Announcement Number 1964
Date of Issue   08/12/2020
Deadline for Applications    04/01/2021
Organizational Unit   West & Central Africa Div.
Level   D-1
Duty Station   Field Based  
Duration of Assignment     2 Years

Director, West and Central Africa Division (WCA)

Vacancy Announcement Number1964Date of Issue08/12/2020Deadline for Applications04/01/2021Organizational UnitWest & Central Africa Div.LevelD-1Duty StationField BasedDuration of Assignment2 Years

Organizational context

The position is currently based in Rome and expected to be decentralised to Abidjan or Dakar in second half of 2021.
In accordance with IFAD’s Human Resources Policy, staff are subject to the authority of the President who can decide to assign them to any of the activities of the Fund. All International Professional staff members are required to be geographically mobile and positions in the professional category are subject to changes in location at any time in line with strategic priorities and reform initiatives in IFAD. This position is currently located in Rome, but could be relocated to a field location in the future. 
 
The International Fund for Agricultural Development (IFAD) is an International Financial Institution (IFI) and a Specialized United Nations Agency whose mission is to enable poor rural people to overcome poverty and hunger in developing countries. It does so by financing projects and programmes that increase agricultural productivity and raise rural incomes, and by advocating at local, national and international level for policies that enable poor rural people to overcome poverty.   

Post’s organizational accountability

Directors are responsible for managing a Fund division or office and serve on IFAD’s senior management team. The main focus of Director positions is strategic leadership, innovation and management. The accountabilities/key results include:

          Vision & Strategy

          Policy Development & Advice

          Programme Management

          Management of Resources

          Representation


Under the overall guidance and supervision of the Associate Vice-President of Programme Management department (PMD), the Director will lead, manage and motivate a team of managers/senior specialists who are also supervisors, specialists and assistants. Most typically as a member of a departmental management team, they are responsible for managing and supervising the delivery of a division’s programme of work within an allocated budget.

Key results expected / Major functional activities

1. VISION & STRATEGY:  Directors develop and promote a strategic vision for translating IFAD’s corporate and departmental mandates, strategies, goals and objectives into a divisional programme of work and for ensuring evolving divisional programme activities are integrated in the evolution of departmental goals and objectives. They participate in the design of IFAD’s and departmental strategic approaches and ensure that corporate strategies are fully integrated in the design of assigned activities. Directors set and communicate clear strategic and operational objectives and are held accountable for the division being seen as a credible and trusted partner in managing for results and as an innovator in its field.
2. POLICY DEVELOPMENT & ADVICE: Directors provide leadership in the development and interpretation of major policies, regulations and rules, and systems that govern the work of a division and ensure they support divisional goals and objectives within the overall Fund mandates and strategies. Directors also serve as a trusted business/programme advisors with a significant role in authoritative policy advice within the Fund at the senior management level as well as in policy dialogue in their representational activities.
3. PROGRAMME MANAGEMENT: Directors provide leadership in (a) all phases of the division’s medium-term planning and management, including operational requirements such as (i) establishing annual work plans and priorities, (ii) ensuring regular programme assessment and (iii) identifying opportunities for innovation and implementation of best practices generated within the Fund as well as in peer organizations, both private and public; (b) reviewing and innovating core processes of the division in order to achieve better efficiency and effectiveness, as well as financial sustainability, of operations; (c) enhancing synergy among divisional staff and holding staff accountable for results and (d) ensuring the preparation of all divisional publications, reports and governing bodies documents.
4. MANAGEMENT OF RESOURCES: Directors are accountable for prioritisation, integrity, transparency, value for money and equity in the management of IFAD resources (human, financial and material). This includes:

People Management through workforce planning, recruitment, performance management, learning and career management of P and GS staff:

Identifies best qualified candidates for vacancies, with appropriate regard for gender balance and geographic distribution;

Motivates, coaches and supports staff of the division, wherever they are located, to create cohesive teams that work effectively to achieve common divisional goals and objectives;

Manages staff performance and development through regular performance feedback, mentoring and career planning.

Divisional Budget Management by leading divisional strategic and data inputs into the departmental budget preparation exercises and by ensuring accountability and fiduciary integrity in the Division’s budget execution;

Material Resources Management through accountability for the material resources assigned to the Division.

Knowledge and Content Management to achieve innovative outcomes and cost effective processes as well as to promote the generation, validation and dissemination of knowledge by ensuring (a) knowledge content is continuously updated and available, (b) best practices are continuously identified, documented and distributed and (c) appropriate and up-to-date information and tools are available as appropriate.

Information Technology Management through leveraging ERP functionality for improved business results, reporting processes and client services.

Impact of Key results / Key performance indicators

Within IFAD’s overall Strategic Framework and Medium Term Plan, Directors establish IFAD’s priorities for and provide leadership to division level programme and operational management activities and are accountable for a results-based approach to meeting assigned goals and objectives.  Leadership activities include the optimum utilization of human, financial, technology and material resources for the achievement of greater efficiency and effectiveness. The incumbents’ impact extends beyond the successful achievement of divisional goals and objectives to include larger departmental goals and objectives in strategic planning collaboration. The expected results directly and/or indirectly benefit the ultimate stakeholders, the rural poor in developing countries.
The key performance indicators for Directors include leadership in viable strategic planning, authoritative and relevant policy development and advice, sustainable programme decisions, performance management and career development of staff and integrity and accountability in the planning and management of the Fund’s human, financial and material resources assigned to the division.

Representation / Work relationships

Within IFAD, Directors provide authoritative advice to senior management on the division’s vision, strategic planning, policy, and divisional programme and operational management. They are accountable for collaboration and coordination within the Fund to ensure appropriate consultation, cross-functional synergy and coordination of programme planning and activities. PMD Directors have additional responsibility for in country offices and ensuring a “one team” approach to operations across divisions.
Externally Directors develop strategic partnerships and collaborative relationships with counterparts spanning a broad range of institutions including borrowers, bilateral and multilateral development agencies, UN agencies, funds and programmes, IFIs, non-governmental organizations and academic institutions for the purpose of programme co-operation, knowledge sharing, policy dialogue and/or resource mobilization. They are also accountable for the provision of authoritative advice during Executive Board sessions, the annual Governing Council and related subordinate bodies including the audit and evaluation committees.
Directors represent the Fund in official United Nations committees and networks, and in international financial institution, multilateral and bilateral meetings, symposia, fora and conferences upon request of the President, and build organizational networks with peers in major private, public and international financial institutions.

Competencies

Organizational

Strategic thinking and organizational development: Strategic leadership (Level 2)

Demonstrating Leadership: Leads by example; initiates and supports change (Level 2)

Learning, sharing knowledge and innovating: Challenges, innovates and contributes to a learning culture (Level 2)

Focusing on clients: Contributes to a client-focused culture (Level 2)

Problem solving and decision making: Solves complex problems and makes decisions that have wider corporate impact (Level 2)

Managing time, resources and information: Coordinates wider use of time, information and/or resources (Level 2)

Team Work: Fosters a cohesive team environment (Level 2)

Communicating and negotiating: Acquires and uses a wide range of communication styles and skills (Level 2)

Building relationships and partnerships: Builds and maintains strategic partnerships internally and externally (Level 2)

Managing performance and developing staff: Manages wider teams with greater impact on others and on the organization (Level 2)


Technical/Functional

Recognized management skills in a multicultural setting, combined with ability to achieve results through motivating people and influencing partners.

Results-oriented decision-making ability with an aptitude to address operational challenges and for developing practical solutions.

Innovator with risk management ability and a proven track record as a successful agent of change.

Proven track record in rural programme operations design, delivery and finance structuring

Rigorous analytical and conceptual thinking.

High sense of integrity, trust and confidence.

Champion of IFAD’s values: respect for the individual, integrity, professionalism and focus on results.

Excellent written and verbal communication skills in English, including the ability to set out a coherent analysis in presentations.

Strong diplomatic and communication skills and the ability to develop effective working relationships with clients and counterparts at the appropriate levels,

Ability to represent IFAD in international fora.

Minimum recruitment qualifications

Education:

Advanced university degree from an accredited institution in a technically relevant area.


Experience:
Technical

At least twelve (12) years of professional experience in technically related area of operations in a multi-cultural organization or national organization providing support on a global scope. Strong knowledge and experience of the region is essential.


Managerial

Demonstrated experience and ability at leading and managing multicultural teams is required.


Language requirements:

Excellent written and verbal communication skills in English. Fluency in French essential. Working knowledge of Arabic useful.


Impact of Key results / Key performance indicators

Within IFAD’s overall Strategic Framework and Medium Term Plan, Directors establish IFAD’s priorities for and provide leadership to division level programme and operational management activities and are accountable for a results-based approach to meeting assigned goals and objectives.  Leadership activities include the optimum utilization of human, financial, technology and material resources for the achievement of greater efficiency and effectiveness. The incumbents’ impact extends beyond the successful achievement of divisional goals and objectives to include larger departmental goals and objectives in strategic planning collaboration. The expected results directly and/or indirectly benefit the ultimate stakeholders, the rural poor in developing countries.
The key performance indicators for Directors include leadership in viable strategic planning, authoritative and relevant policy development and advice, sustainable programme decisions, performance management and career development of staff and integrity and accountability in the planning and management of the Fund’s human, financial and material resources assigned to the division.

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