Business Development Manager at Plan International Rwanda: (Deadline 23 April 2023)

Business Development Manager at Plan International Rwanda: (Deadline 23 April 2023)

Title	Business Development Manager
Functional Area (Job Family/ Role Type)	Technical Professional in Fundraising/Resource Mobilization
Discipline/Field	Fundraising
Specialism	Fundraising
Reports to	Country Director
Location	Kigali, Rwanda	Travel Required	Moderate
Effective Date	July 2020	Grade	E

ROLE PURPOSE

Plan International is a rights-based development and humanitarian organisation working for better lives for all children. We are independent of government and have no political or religious affiliation. Our purpose is to strive for a just world that advances children’s rights and equality for girls. We have been building powerful partnerships for children for more than 80 years and are now active in more than 70 countries

Plan International Rwanda Strategy Statement 

Our global strategy focuses on girls, as they are often the most marginalised and left behind. We have committed ourselves to the ambitious target of reaching 100 million girls over five (5) years to ensure they can learn, lead, decide and thrive. This is our contribution to achieving the sustainable development goals and, in particular, the goals of gender equality.

Plan International Rwanda (PIR) is transforming itself to meet this bold and ambitious target. We, therefore, require a proactive, forward-thinking and innovative Business Development Manager (BDM) to provide strategic direction in identifying funding opportunities in line with Plan International Rwanda’s programme priorities, writing successful grant proposals in coordination with programmes colleagues in addition to strengthening our linkages with local donor missions and national offices.

In close collaboration with the CD and the Head of Programmes (HoP), the BDM has a vital responsibility to undertake internal and external representation of Plan International Rwanda funding requirements with critical stakeholders, including RH, GH, and the NOs. The BDM will be a member of the Country Leadership Team (CLT) and provides high-level strategic leadership to the CO, working collaboratively with other CLT members.

The BDM is needed to support the achievement of the CO fundraising targets and expand the funding portfolio while assisting the senior management in developing a robust professional image among

Plan International LOCATION-TITLE-STATUS-CONFIDENTIALITY-LANGUAGE-DATE 

donors so that additional grant funding is acquired to grow and support PIR’s program in Rwanda. This will be achieved by actively seeking and maximising opportunities for additional funding from various sources.

The BDM must be profoundly comfortable leading transformative change and demonstrating a firm commitment to gender equality. You will lead by example to ensure gender equality is evident in everything we do, from staffing, programming and influencing, ways of working and operational excellence. You will work with your team to bring about the right culture in sustaining quality funding by ensuring that PIR has the proper funding mix to achieve our ambition.

MANAGEMENT SCOPE, REPORTING LINES, KEY RELATIONSHIPS

• The BDM is a member of the Country Leadership Team (CLT) and is expected to contribute to Plan International Rwanda’s strategic direction in the country.
• Upon the Country Director’s delegation, the BDM may approve financial obligations, disbursements, and transfers to third parties up to a specified amount.

Direct Reports – Grants Compliance and Partnerships Coordinator. May occasionally supervise consultants and interns.

Key Relationships

Internal

• Country Leadership/Management Team members.
• Global, Regional and Sub-Regional BD networks as relevant.
• Global and Regional functional leads in fundraising.
• Plan Inc. National Organisations and Liaison Offices.
• National Office BD units.

External

• Civil Society/Partner organisations.
• UN Agencies, local donor offices and foreign missions.

ACCOUNTABILITIES

• Fundraising Strategic Planning: Contribute to the strategic development and management of the CO by evaluating the organisational strategic direction and determining agreed-on fundraising objectives. The BDM is the primary custodian of the CO Fundraising Strategy and must ensure it is applied consistently across all programming and influencing strategies.
• Fundraising Quality Management: Contribute to effectively implementing the relevant fundraising policies and guidelines.
• Fundraising Strategic Leadership: Set fundraising direction through prioritisation, decision- making, and monitoring performance and progress towards agreed focus areas and objectives according to the CS.
• Fundraising Agility: Continuously scan the internal, external and donor environment and the emergence of innovations and new ways of working to ensure that PIR’s fundraising approaches are agile enough to respond effectively and deliver impact for girls.
• Fundraising Risk Optimization: ensure that funding-related risks are identified and maintained at an acceptable level.

• Fundraising Performance Management: design and implement effective process capability and maturity assessment frameworks to identify fundraising strengths, weaknesses, and risks and identify continual improvement opportunities.
• Reporting: Design and implement a reporting process that provides quality information related to effectiveness, efficiency, integrity and compliance, and the mapping between programme priorities and donor opportunities. The reports include regular updates on a comprehensive mapping of all donor opportunities (by sector and geography) in Rwanda. The CD and CLT will use such information to support decision making and provide a basis to assess the fundraising performance.
• Liaison with Stakeholders: liaise and communicate with government bodies, donors, NOs, other Plan COs, local and international agencies and other key stakeholders.
• Fundraising Knowledge Management: contribute to institutional learning by thoroughly documenting and sharing fitting practices on fundraising and grants management. Develop a knowledge bank of donor requirements and systems by donor.
• Manage pre-solicitation proposal preparations and bid planning in partnership with programmes, including outreach to potential partners, competitor research and analysis, drafting capacity statements, conducting desk research, and developing overall bid strategy and win themes.
• Work with the communications team to create additional marketing material aimed at different audiences (NOs, institutional donors, corporates, foundations and trusts) to support grant proposals.
• Lead development of live proposals, including oversight of technical and cost proposals, and ensure proper submission of quality, responsive bids. Ensure proposal processes align with BDU standard operating procedures.
• Facilitate key proposal development meetings, including go/no-go meetings, kick-off meetings, design sessions, draft reviews, and after-action review sessions.
• Draft proposal sections, including management, personnel, organizational capacity, and executive summaries. Also oversee the development of technical and cost proposal annexes, such as PPRs, workplans, MERL plans, and others. Ensure that all categories of costs are taken into account at the conceptualization and submission stage of grant preparation.
• In coordination with the CD and Head of Programmes, ensure the development, management, and maintenance of strategic partnerships with local donor missions, including bilateral and multi- laterals. Develop and maintain PIR’s professional and robust image among relevant donors.
• Lead on researching where potential opportunities for grant funding can be found.
• Identify and coach competent staff for grant acquisition and implementation, including coaching and mentoring to support their abilities in different fields.
• Coordinate with the Head of Programmes and HROD manager to strengthen the capacity of staff and partners in building donor relations, generating resources (technical, funding, material) and managing/reporting on grant-funded programs and projects.
• Work with finance and programmes to ensure the effective utilization of grants monitoring systems in terms of projections and forecasting, monitoring expenditure, negotiations with grantors for budget modifications, and completion of project reports.
• Contribute in the recruitment processes of staff for specific proposals as required in collaboration with technical teams and HROD counterparts.
• Work with technical leads and HROD to identify positions, develop job descriptions, and facilitate advertising and sourcing for candidates.

• Provide support in sourcing, shortlisting, and interview process for candidates, including developing interview questions, pre-screening candidates, scheduling, and facilitating proposal team decision-making for each position.
• Draft proposal sections, including key personnel, management, organizational charts, and staffing matrices. Oversee development of key personnel and management annexes.

Child Protection and Gender Equality & Inclusion

• Ensures that Plan International’s global policies for Safeguarding Children and Young People and Gender Equality and Inclusion are fully embedded under the policy’s principles and requirements, including relevant Implementation Standards and Guidelines as applicable to their area of responsibility.
• Includes, but is not limited to, ensuring staff and associates are aware of and understand their responsibilities under these policies, and Plan International’s Code of Conduct (CoC), their relevance to their area of work, and that concerns are reported and managed following the appropriate procedures.

Risk Management

• Ensure systems and processes are in place to identify and manage risks, including developing, updating and reviewing the country risk register in line with the Global Risk Management Policy and the Global Risk Management Toolkit, and ensuring that risks are adequately identified, assessed, mitigated and reported on.

LEADERSHIP COMPETENCIES

• Maximizes our progress by aligning work priorities and resource deployment in own area with Plan International’s broader goals and longer-term direction.
• Leads through influence rather than position and role model our values, accelerating gender equality inside and outside Plan International and addressing resistance. Self-aware and keen to learn, seeking feedback and creating a safe environment for others to challenge self or raise concerns.
• Achieves desired outcomes and finds innovative solutions by using the expertise and creativity of others and adopting a coaching approach with the people they manage or advise.
• Willing and able to make complex decisions, weighing up the available information and assess opportunities and risks.
• Delegates tasks and decisions, trusting and stretching others but ensuring they have the resources and support they need.
• Creates space for reflection and uses external evidence and internal evaluation to identify what and how we need to improve and support others through change.
• Builds positive relationships outside their work area, being willing to compromise own preferences to achieve our broader purpose and longer-term impact.

BUSINESS MANAGEMENT COMPETENCIES AND SKILLS

Purpose, Values and Global Strategy

• Are aware of the values and global strategy and understand why Plan International’s purpose is essential in advancing children’s rights and equality for girls globally. Understands and applies the principles of safeguarding and protecting the vulnerable populations that Plan International works with.
• Can succinctly articulate the purpose, values, and global strategy to a range of audiences. Can explain how Plan International will deliver on its objectives through the theory of change and communicate their team’s implications.

Structure and Governance 

• Aware of the different structural and governing elements, including national organisations, global hub, regional hubs, country offices, liaison offices, members assembly, international board, and the leadership team. Aware of Plan International’s primary funding sources and knows where to find company information.
• Understands the purpose, lines of accountability and decision-making capacity for each structural element of the organisation. Helps their team to know where they sit within the organisational structure.

Context and Culture

• Aware of the processes, institutions and organisations that shape the development and humanitarian context. Understands their local operating environment, demonstrating political, social and cultural awareness.
• Supports their team to understand the local operating environment and consider the implications for work activities. Adjusts work activities and practices to reflect the political, financial, social and cultural context.

Managing Risk 

• Regularly undertakes and interprets risk assessments, assigns ownership of risks, and manages oversight.
• Manages risk following the local and global appetites and tolerances.
• Regularly communicates and discusses risk at department, project, and programme levels.
• Escalates critical risks using the correct reporting process.
• Consider the political, economic, social and cultural climate of the local operating environment and the implications for our work.
• Are aware of the local business environment, including financial, employment, and business laws. Seeks input from internal and external professionals with specialist knowledge where necessary.
• Understands the obligations under host country agreements.

Core Risk-Related Standards Child and Youth Safeguarding and Protection: Communicates Plan’s commitment to safeguarding through all recruitment and engagement activities. Educates internal and external stakeholders in their safeguarding responsibilities. Gender, Equality and Inclusion: Facilitates discussions about the importance and benefits of gender transformation with internal and external stakeholders. Monitor partner activities for alignment with Plan International’s gender transformative principles. Counter Fraud: Reports any suspected or alleged cases of fraud to the Counter Fraud Unit promptly. Publicize the Safe call independent whistleblowing system to all staff and stakeholders. Safety and Security: Oversees and monitors the safety and security of the team, providing appropriate resources where necessary.

• Understand how to manage risk at a team level for each of Plan International’s core standards:

Planning and Budgeting

• Contributes to strategic planning activities.
• Aligns team plans to the annual plan, avoiding duplication of work activities and setting appropriate budgets and objectives.
• Incorporates digital and technological solutions into workforce plans to reduce complexity, solve problems and optimise working practices.

Managing Resources and Delivery

• Schedules and manages resources aligned to donor and organisational requirements and individual capacity.
• Allocates resources to every work activity, regularly reviewing and adjusting if necessary. Provides team members with the resources and support they require.
• Identifies opportunities and supports team members to innovate and improve working practices continually.
• Monitors delivery and performance against plans. Works with their team to adjust plans and budgets to reflect delivery activities accurately.
• Submits timely and accurate reporting data, using metrics to monitor team performance.

Procurement and Logistics

• Understands the procurement cycle and supply chain, including the importance of good procurement planning.
• Involves the procurement team at the correct stage of the procurement cycle, considering the implications of delays.
• Ensures work and financial activities comply with donor and organisational requirements, considering: waivers, permissions, document management and auditing.

Programme and Project Management 

• Manages projects following the project management and MERL principles.
• Considers and controls implications of adjusting resource allocations.
• Manages partner relationships effectively by anticipating future needs, participates in partner appraisal based on programme and organisational needs, communicates Plan International’s core standards, and undertaking assessments and reviews.
• Manages programmes according to Plan International’s financial management procedures, including the grant agreement process, the cost recovery process, forecasting, cost allocation principles, apportioned costs and scheduling and monitoring of expenditures

Managing People 

• Identifies current and future personnel needs aligning to the workforce plan. Manages risk by reviewing capability and capacity against future requirements.
• Designs job roles in line with organisational needs, considering the external labour market. Understands the current pay and grading system.
• Manages performance by providing clear objectives, access to developmental tools and opportunities for coaching and mentoring.
• Recognise when individuals and teams are performing well and when they are not at their best.
• Disseminates departmental targets and objectives, clarifying what needs to be achieved and why.
• Holds regular 1:1 coaching and career discussions focused on the needs of the individual, future performance improvement and creating, inspiring and nurturing a culture of learning and development
• Adapts their management style depending on the needs of the individual, team and operating environment.
• Keeps abreast of internal and external changes or developments and supports their team to adapt accordingly

Communication

• Enforces appropriate use of brand throughout all written and verbal communications.
• Cascades knowledge throughout the organisation by sharing key messages, having team meetings and working collaboratively with other teams or departments.
• Encourages two-way channels of communication, facilitating conversations using digital and non-digital methods.

Evidence-Based Management

• Critically appraises and interrogates data to identify anomalies and patterns. Analyses and interprets a range of evidence to inform decision making and implement actions.
• Translate the interpretation and implications of data into language that is understandable and relevant for staff.

Digital Working 

• Identifies digital enablers to improve team performance and working practices.
• Encourages digital behaviours through role modelling, personal development processes and capability building.
• Uses digital and technological tools to support risk management, activities and resources, and people and information.

TECHNICAL COMPETENCIES AND SKILLS

A: UNDERSTANDS ISSUES, PRINCIPLES AND STRATEGIES 

Understands Fundamental Issues and Root Causes

• Theoretical and practical understanding of our Primary Impact Groups’ developmental stages and changing needs from birth to adulthood.
• Theoretical and practical understanding of the issues that adversely affect the rights of our Primary Impact Groups and their social, political or economic root causes and consequences.
• Understand the nature, approaches and roles and responsibilities of actors, institutions and critical movements relevant to our work and the interests of our Primary Impact Groups.

Understands Key Programme and Influence Principles

• Understands the rationale for and practical implications of fundamental programming and influencing principles, including being rights-based, stimulating gender transformative change, using participatory approaches, working in partnership and being evidence-based.
• Theoretical and practical understanding of how to strengthen and mobilise civil society

Understands a Range of Strategies and Approaches

• Understands different approaches to developing programme/project logic and measuring results and outcomes; and their benefits and implications.
• Studies and understands broad trends in programming and influence, including their application to behaviour and social norm change.
• Detailed understanding of the design and implementation of a range of compelling programming and influencing strategies, approaches and practices for improving outcomes for our Primary Impact Groups, applied by Plan International and other organisations across countries at different levels in the system.

B. BUILDS CAPABILITY 

Coaches Colleagues and Partners

• Coaches colleagues and partners as part of daily work by explaining fundamental concepts, standards and resources; and working alongside others to apply effective evidence-based practice.

Develops Organisational Capability 

• Shares knowledge and learning from both theory and practice by facilitating and contributing to internal and external networks and communities of practice.
• Takes responsibility for increasing the capability of colleagues and partners, working with colleagues in HR (including OD and L&D) to assess needs, focus technical development

efforts and deploy a range of learning methods and resources, including practical tools and guidelines.

C. ADAPTS WORK TO CONTEXT 

Adapts Work to Geographical Scope and Relevant Context

• Focuses work appropriately to its geographical scope, whether local (community), country, region (or more than one country), or global.
• Rapidly assesses and responds to the economic, social, political and physical context, how this affects our Primary Impact Groups and Plan International’s potential role, possible approaches and opportunities for impact.
• Understand the processes, institutions and organisations that shape the development and humanitarian context and standards in the relevant geography.
• Identifies and works effectively with relevant colleagues in Plan International and varied actors in external institutions. Those working on global policies and positions include understanding how policies will be applied at the country level.

Adapts To Changes in The Fragility Of Settings 

• Adapts methods and approaches according to the relative stability or fragility of the work setting.
• Adapts methods and approaches to coherently address varying levels of vulnerability of our Primary Impact Group before, during and after a crisis.

TECHNICAL EXPERTISE, SKILLS AND KNOWLEDGE

Business Management Skills

• Critical thinking, attention to detail, analysis of evidence, problem-solving
• Strategic thinking and decision making.
• Planning, organising and project management (time management, forecasting, prioritising, delegating and instructing).
• Procurement/logistics.
• Negotiation and influence.
• Relationship and partnership management.
• Financial and resource management (budgeting, forecasting, reporting).
• People management, including assessment, feedback and coaching.
• Evidence-based management (gathering, analysing and using data in decision-making).
• Communication.
• Digital skills.
• Change management.

Knowledge

• Demonstrable knowledge as a result of education, training or practical experience on the critical debates in development, particularly around child rights;
• Practical knowledge of operations support for development;

• Demonstrable knowledge of financial, administrative and business management;
• Strong knowledge of Microsoft Office Suite (Word, Excel, PowerPoint), e-mail and the internet;
• Fluency in Kinyarwanda and strong working knowledge of English, spoken and written;
• Knowledge of Rwanda, the geopolitical factors affecting child poverty in the country, as well as the political, social and economic opportunities for development are an advantage

Leadership Skills and Behaviours Demonstrated from Experience 

• Striving for high performance:
• Achieves clarity and accountability among the whole team of their individual and collective objectives;
• Organises work clearly and effectively within the team;
• Deals with poor performers by either improving their contribution or managing their exit, if appropriate;
• A positive disposition that inspires teams and outsiders.

Strategic Thinking and Innovation 

• Creates a solid strategic direction for PIR to place PIR as a critical value creator and source of best practices within the global organisation.
• Understand and apply sound principles of project cycle management, including monitoring, evaluation and learning.
• A significant contributor to the management team’s direction of which they are a member.
• Flexible in responding to new demands presented in emergencies.

Decision Making and Risk Management 

• Can address complex problems in a balanced way;
• Good judgment in decision-making, making the best use of available information;
• Willing to make difficult or unpopular decisions and stand by them.

Influence and Communication 

• Uses the potential of varied cultures to reach solutions;
• Excellent listener who understands and shows sensitivity to the views of others;
• Forms good relationships quickly with a wide range of people, including those in positions of power and who have different views/ interests;
• Represents PIR effectively with senior people in external stakeholder organisations;
• Understands external and internal politics and can navigate these;
• Communicates with clarity and passion in both one-on-one situations and with large groups;
• Effective negotiator in complex situations;
• Assertive without being aggressive.

DESIRABLE

Self-Awareness and Resilience

• Aware of own strengths and weaknesses and proactive in using feedback and self- development;
• Aware of impact on others and uses influence to create a positive climate at work;
• Aware of own emotional reactions and able to manage them;
• Manages own workload effectively and manages stress without harm to self or others;
• Positive about change and able to cope well with ambiguity and support others.

Building Effective Teams and Partnerships 

• Creates a highly motivated team with a unified purpose;
• Modifies own view to get the best outcome for the organisation;
• Contributes effectively to other functions/ units and the management team as a whole;
• Able to build partnerships and improve relationships;
• Resolves conflict effectively in own team or across boundaries.

Developing People 

• Continuously uses both 1-1 and team situations to develop others;
• Organises work to give others development opportunities;
• Adapts style to suit the needs of a wide variety of people;
• Deals effectively with mistakes and re-motivates those involved.

PLAN INTERNATIONAL’S VALUES IN PRACTICE

We are open and accountable

We create a climate of trust inside and outside the organisation by being open, honest and transparent. We hold ourselves and others accountable for our decisions and our impact on others while doing what we say we will do.

We strive for lasting impact

We strive to achieve a significant and lasting impact on the lives of children and young people and to secure equality for girls. We challenge ourselves to be bold, courageous, responsive, focused and innovative.

We work well together

We succeed by working effectively with others, inside and outside the organisation, including our sponsors and donors. We actively support our colleagues, helping them to achieve their goals. We come together to create and implement solutions in our teams, across Plan International, with children, girls, young people, communities and our partners.

We are inclusive and empowering

We respect all people, appreciate differences and challenge inequality in our programmes and workplace. We support children, girls and young people to increase their confidence and change their own lives. We empower our staff to give their best and develop their potential.

PHYSICAL ENVIRONMENT

[In this section, state “typical office environment”, or conditions such as “must work outside in an extremely hot and humid climate”. Also note if any protective equipment is required.]

Typical Office Environment

LEVEL OF CONTACT WITH CHILDREN

Mid contact: Occasional interaction with children

Location: Country office

Reports to: country Director

Grade: E

Closing Date: 23^rd April 2023

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