Requirements

Additional Requirements

• Age at least 33 years

• A minimum of 5-7 years in leadership role in the humanitarian assistance and development sector, with a significant portion of this in INGOs
• 5 years’ experience in humanitarian assistance work especially working in the Rohingya Response in Cox’s Bazar.
• Experience in leadership coordination roles with other humanitarian actors (humanitarian clusters, NGO platforms, NGO Board service, etc.)
• Experience overseeing staff size of 100 or more.
• Experience managing a funding portfolio of $15M or more.
• Experience working with local/national NGO partners as sub-grantees for donor grants.
• Critical incident/crisis management experience.
• Ability to analyse and make decisions in challenging situations in the absence of specific guidance and/or full information
• Ability to communicate and model to staff positive behaviours which help them remain resilient and effective in dynamic and high pressure environments.
• Experience in program management and implementation of multi-sectoral humanitarian or development projects
• Strong communication skills (oral and written) with ability to express ideas and concepts clearly and persuasively and diplomatically with senior internal and external stakeholders
• Proven track record of handling diverse funding streams and international donors.
• Strong team leadership skills
• Demonstrated understanding of key humanitarian principles, standards and best practices
• Experience working in turbulent, fragile, and or “nexus” contexts (emergency to development continuum)
• Experience working in contexts with Refugee and IDP populations
• Demonstrated experience in engaging with governmental institutions, multilateral agencies, and humanitarian donors
• Understanding of the international humanitarian system, particularly the systems, structures and key actors
• Understanding of the key accountabilities that must be maintained in a response (beneficiaries, donors, peers).
• Ability to lead strategic planning processes
• Strong change management skills
• Emotional Intelligence (self-awareness, managing emotions and those of others, remaining calm/composed, dealing with ambiguity and change, personal resilience)

Responsibilities & Context

The Deputy Response Director (DRD), Bangladesh Rohingya Crisis Response has primary responsibility for assisting the response director in executing the Category III, Sustained Humanitarian Response in the highly turbulent, high-risk, nexus context of Cox’s Bazar District. The DRD will co-lead in spearheading WV’s strategic role in Cox’s Bazar, from strategy to implementation, inclusive of performance and oversight of all aspects of WV emergency and development operations. She/he must lead and develop an efficient, high-capacity team which can capture the significant opportunities for funding and beneficiary impact, whilst ensuring effective coordination and relationships with the large number of donors, government officials, UN heads of sub-office, other agencies, VIP visitors, and local stakeholders present in the Cox’s Bazar context. The DRD will ensure that there is greater integration of program operations, reporting, networking and coordination among WVB offices

Key Deliverables:

• Response strategy is approved by all stakeholders and is used to guide decision-making around operational priorities and resources/capacities required to achieve them.
• Response strategy is aligned, as much as possible, with the NO strategy
• Strategy implementation is monitored and progress reports shared with key stakeholders.
• Strategy is adjusted if necessary and transition plans in place in a timely manner.
• Organizational structure (aligned with EMS principles) established with approval of accountable executive.
• Workforce plan developed and approved by the accountable executive.
• Response is properly staffed to achieve the objectives of the response strategy.
• Performance management system, capacity building and staff care systems in place to ensure that staff are enabled to effectively perform their responsibilities.
• When required, plans are in place to transition response structures and staff into the NO structure.
• Staff are adequately informed of policies and decisions which affect them.
• PET and PCT properly informed about key aspects of the response and able to provide support to the response as required.
• Collaborative relationships maintained with key external stakeholders connected to the response.
• WV is properly engaged with relevant coordination mechanisms, and holds appropriate number of leadership roles given its size and scope of operations.
• World Vision’s response and policy positions are well understood by key stakeholders among the media, policy makers and the general public
• BRCR response and development programmes are properly resourced and implemented to achieve its strategic goal and objectives.
• Advocacy is fully integrated into the response strategy and implementation plans.
• Appropriate MOUs, contracts and other documents are in place with partners and donors.
• Appropriate waivers are in place to facilitate timely implementation of the response operations.
• Response is implemented in alignment with relevant quality and accountability standards.
• Beneficiary accountability measures are in place to ensure that they are appropriately informed and participating in the response and any concerns/complaints are addressed.
• Programmes are implemented in a manner that has a measurable impact on the wellbeing of the beneficiaries while meeting donor agreements.
• Management decisions on programme implementation are properly informed by analysis of the context, risk factors, programme implementation and beneficiary feedback.
• BRCR has adequate financial and material resources to achieve its objectives. Should resources prove inadequate, plans are adjusted accordingly.
• All funding and materials—including food commodities, cash transfers to beneficiaries—are managed in compliance with WV and external donor standards/policies as well as specific agreements with SOs.
• Operations are adjusted as appropriate to address audit findings.
• Staff security of 400 staff and 1,400 part-time facilitators is properly managed to ensure effective operations.
• Core security requirements are met.
• Collaborate with other NGOs, UNDSS, and donor security focal points to ensure operational safety and security.
• Information management system is established to facilitate decision making and reporting.
• Required reporting is provided to key stakeholders.
• Response strategy and operational plans incorporate best practices and lessons from previous sustained humanitarian responses, fragile contexts, and nexus environments
• Lessons learned exercises undertaken with partners and key NO teams in order to support continual improvement across development and humanitarian grants, and sponsorship programs.
• Innovative programmes and processes are facilitated/resourced within the response and documented for future use.
• Response staff have appropriate facilities, systems, equipment and supplies needed to undertake their work—with adjustments and risk mitigation strategies given frequent disruption of networks, funding fluctuations, and other challenges.
• Equipment and supplies are managed in a manner that reflects good stewardship.
• Staff have safe and appropriate housing and field-based staff are supported sufficiently to ensure retention.

Skills & Expertise