CHILD SAFEGUARDING:
Level 3:  the role holder will have contact with children and/or young people either frequently (e.g. once a week or more) or intensively (e.g. four days in one month or more or overnight) because they work in country programs; or are visiting country programs; or because they are responsible for implementing the police checking/vetting process staff.

ROLE PURPOSE: 
The Partnership Coordinator will be based in the Field/Area Offices, with solid reporting to the Head of Partnership at Country Office (CO) and strong dotted reporting to the respective Area Director. 

Partnership Coordinator takes the lead role as focal point for SCs engagement with local/national/international partners at their respective field/area level. The overall aim of the Partnership coordinator will be to lead the implementation of partnership ways of working and procedures at the field/area level. The post holder is responsible for ensuring staff and partners’ capacities at her/his respective field/area are developed to ensure quality programming to children. Under the leadership and direction from the Head of Partnership at the CO, the post holder will be expected to coordinate overall partnership management function at field/area level, which includes facilitate standard partner assessments and selection process, programme co-design and budgeting with partners, facilitate partner capacity strengthening plans and development, feeding information to CO on staff capacity strengthening, and joint implementation and monitoring of the programme. In coordinating and facilitating the process, the post holder will be in consultation with and supported by key field/are staffs, particularly the Area Director, Programme/Project Manager, and other relevant functions such as Technical Team (MEAL, advisors, and specialist).
 
SCOPE OF ROLE: 

Reports to: Head of Partnership, with strong dotted line to Area Directors

Role Dimensions: 
Partnership Unit will be functioning more strategic and becoming the axle of SC Afghanistan’s program operations, including the roll out of Safer Partnership with its 3 (three) pillars. The Partnership team will be the anchor in coordinating and providing support related to partnership management functions throughout the partnership cycle and Safer Partnership, orchestrating support required from different department functions. This encompasses all aspects of partnership development including articulate the partnership approach in CO Strategy, clarify partnership management process, tools, standards, assign partnership management roles (partner scoping, assessment, capacity strengthening, day-to-day coaching, technical backstopping, monitoring and external liaison and relationship building) and monitor CO performance and orient, train staff on the relevant partnership function. 

KEY AREAS OF ACCOUNTABILITY:

In line with SC’s Partnership Functions Matrix, key functions are:

Coordinating the overall partnership management function at Field/Area level:
•    Ensure coordination and implementation of the partnership management among different functions at field/area level as well as adherence to partnership procedures and tools (e.g. coordinated operational system for partnerships across projects, programmes, support team, technical team, and partnerships at field/area level);
•    With support and endorsement from the Area Director, ensure staffs and resources coverage for partnership functions;
•    Coordinate and/or facilitate safer partnership process (COSA assessment, etc) at field/area office.
•    Ensure partnership and risk assessments are conducted (either directly or facilitate the processes);
•    Documenting lessons learned and practices related to partnerships in their respective field/area office. 

Develop and manage the partner relationships:
•    Ensure that relations with partners respect SC’s Partnership Principles and are aligned with SCs Approach to Humanitarian Action;
•    Together with Area Director, maintain engagement with and become as main focal point for all partners (strategic, implementation, network/alliance) in the respective field/area office;
•    Scoping of key actors and/or potential partners in their respective field/area location;
•    Partner selection for assessments, constituting the assessment team together with the programme operations team. The team make the recommendation for the way forward with the partner based on which the decision is taken by their respective Area Director, the relevant programme/project manager and potentially the relevant technical team and consulted to the Head of Partnership;
•    Initiate discussion to gather emerging child right issues and to co-create or co-design programme (as necessary, involving technical team such MEAL, TAs, and/or Specialists);
•    Ensure overall coordinated communication with partners.

Partnership Capacity Strengthening:
•    Provide inputs to HR and the Head of Partnership on the needed training/orientations to staffs in their respective field/area office;
•    Analyse partners assessment results and identify capacity strengthening needed for partners;

Partnership Monitoring:
•    Coordinating the process in carrying out regular Monitoring in Partnership covering the complete 4 aspects: health of partnership, SC and donor compliances (include financial), programme/project delivery, and capacity strengthening partners. This includes coordinating with relevant department/function involved in the monitoring at their respective field/area office;
•    Feedback mechanisms: partner satisfaction survey and MEAL partnership standards, including monitoring the health of partnership using the partnership effectiveness monitoring tool;

Sub-award Management:
•    Depending on structure and staff be responsible for or support award managers to, as well as in close coordination with the respective Programme/Project Manager and/or Area Director: 
o    In consultation with Award Team, draw-up contract/agreement/MoU;
o    Coordinate or facilitate partner’s involvement in kick-off meetings;
o    Ensure the understanding of partners on risk and financial operational compliance;
o    In coordination with Award Team and Field Finance Team, conduct compliance investigations as needed;
o    Ensure capacity strengthening addresses related risks and compliance issues.

General:
•    Comply with Save the Children policies and practice with respect to child safeguarding, code of conduct, health and safety, equal opportunities and other relevant policies and procedures.

BEHAVIOURS (Values in Practice)
Accountability:
•    holds self accountable for making decisions, managing resources efficiently, achieving and role modelling Save the Children values
•    holds the team and partners accountable to deliver on their responsibilities - giving them the freedom to deliver in the best way they see fit, providing the necessary development to improve performance and applying appropriate consequences when results are not achieved.
Ambition:
•    sets ambitious and challenging goals for themselves and their team, takes responsibility for their own personal development and encourages their team to do the same
•    widely shares their personal vision for Save the Children, engages and motivates others
•    future orientated, thinks strategically and on a global scale.
Collaboration:
•    builds and maintains effective relationships, with their team, colleagues, Members and external partners and supporters
•    values diversity, sees it as a source of competitive strength
•    approachable, good listener, easy to talk to.
Creativity:
•    develops and encourages new and innovative solutions
•    willing to take disciplined risks.
Integrity:
•    honest, encourages openness and transparency; demonstrates highest levels of integrity