Preliminary Job Information. General information on the mission

Transcription

1 Preliminary Job Information JOB DESCRIPTION Job Title Country & Base of posting Reports to Duration of Handover Duration of Mission HEAD OF MISSION LEBANON / BEIRUT SYRIAN CRISIS DESK MANAGER 2 to 3 weeks 12 months General information on the mission Première Urgence Internationale (PUI) is a non-governmental, non-profit, non-political and non-religious international aid organization. Our teams are committed to supporting civilians victims of marginalization and exclusion, or hit by natural disasters, wars and economic collapses, by answering their fundamental needs. Our aim is to provide emergency relief to uprooted people in order to help them recover their dignity and regain self-sufficiency. The association leads in average 140 projects by year in the following sectors of intervention: food security, health, nutrition, construction and rehabilitation of infrastructures, water, sanitation, hygiene and economic recovery. PUI is providing assistance to around 4 million people in 22 countries in Africa, Asia, Caucasus and Europe, and Middle East., PUI is currently operational in Lebanon, Syria, Jordan, Iraq (including Kurdistan), the Occupied Palestinian Territory and Yemen. While activities may vary according to contexts, each country mission has developed a holistic multi-sectorial approach that addresses the particular needs of the population. Context 1 The Impact of the Syrian Crisis on Lebanon. As the Syrian Crisis is in its seventh year, the number of Syrians displaced inside Syria and in the neigbouring countries remains at unprecedented scale. With more 1,5 million Syrian refugees (54 of them being Children) on its soil for a total national population 4,5 millions inhabitants, Lebanon is facing, in the region, the highest demographic pressure on local infrastructures and resources of the region, taking into account that prior to this crisis, Lebanon was already hosting Palestinian refugees. What is more, Lebanon economy is facing some challenges (important informal sector, little job creations and opportunities, impact of the 2008 crisis over the bank and financial services) that may lead to competition for jobs between Syrian and Lebanese unskilled workers. Further to that point, refugee populations have in many cases settled in areas inhabited by impoverished and vulnerable Lebanese communities further stretching limited or non-existent sources of income and public services at the local level. Therefore, the spillover of the Syrian crisis into Lebanon compounded pre-existing vulnerabilities among the Lebanese society. Lately, the refugees refugees has also taken significant part on the political stage in Lebanon, with some political parties and high rank officials calling for their return to Syria, based on the significant change of the military situation in Syria. Over the past 12 months, the security situation in bordering areas of Lebanon with Syria has gained in stability, with the Lebanese Armed Forces controling all the national territory. The situation of most vulnerable populations in Lebanon While most refugees entered Lebanon from 2012 to , the consequences of long term displacement have heavily impacted the refugees living conditions in the country. 70% of the registered and recorderd refugees by UNHCR still struggle to get the legal documentation (registration of new borns, residency permits for all family members, etc ). For the poorest refugees, access to good standard shelters remains a challenge (18% of refugees live in Informal Settlments, 30% in substandard buildings, meaning without proper access to electircity, isolation, water or sanitation), and still 93% are moderaltely or severly food inscured. Resilience capacities (78 % of Syrian Refugees are indebted, and average level of indebtness is about 800 USD, which is up to 5 times average houshold monthly income ) have eroded and still are limited due to legal constraints (access to employement is reduced to unskilled work in agriculture, construction and maintenance domains). Protection remains a key concern, while most refugees still struggle to get their legal status in the country, risk of harrasment by local authorities in some 1 In April 2015, national authorities and UNHCR stopped the official registration of new refugees. Page 1 / 5

2 areas, and increasing risk of refugees adopting bad copiing mechanisms (child labor, early marriage). Regarding Lebanese, households are registered on the National Programme Targeting Poverty (NPTP), but 20% of the national population still is assesed living under the poverty line, and in areas deprived from quality access to basic services. Last but no least, the unprecedented cut in the UNRWA funding will impact significantly the access to basic social services for Palestinian Refugees as well. For all that reasons, the nexus between humanitarian, recovery and development interventions is constantly being challenged, with increasing number of people on the edge and likely to loose resilience capacities and to fall in critical conditions. 2019/2020 as a turning point? Despite significant evolution of the military context in Syria over the past year, the situation in Syria remains classified as L3 by the UN IASC: all over the country, access to basic the humanitarian conditions remain catastrophic at large scale,: 13.1 million people require humanitarian assistance, including 5, 2 million IDPs, and close to 3 million people in need trapped in besieged and hard-toreach areas, where they are exposed to grave protection threats. t large scale highly there still is no conditions for large scale returnees movement to Syria are not met yet: there are still 5,2 millions IDPs inside Syria, with multiple displacements still ongoing. Despite some ongoing initiatives (Astana), there is still no perspective for a general cease fire or conflict settlement, and there is so far no clear output identified of the political game between Syrian and international actors. In such conditions, the guarantees and conditions for a large scale return of refugees to Syria are not met yet. However, the situation in 2019 needs to be closely monitors, as there may be joint interest of key stakeholders to deescalate the security conditions and to meet some conditions to decrease the number of refugees in neiboring countries. In Lebanon, pending the agreement for the formation of a government, 2019 may be a turning point as well, with significant commitment made/ renewed in 2018 in international conferences (Cedar Conference, Brussels Conference) to support the Lebanese economy and to deal with the demographic pressure stemming from presence of refugees under condition of heavy reforms to be implemented. PUI s strategy/position in the country While present in the country since 1996 to assist the populations impacted by the conflict, PUI has been actively involved in the Lebanon emergency response to the Syrian crisis from 2012, with continuous presence in the North (Akkar), Mount Lebanon and South (Saida) of Lebanon. In 2018, PUI aims to reinforce the ability of each vulnerable community to become self-reliant and resilient to crisis through 3 strategic pillars targeting the most vulnerable populations (poorest Lebanese, most vulnerable Syrians Refugees, Populations of Palestinian camps and gatherings) : Access to quality infrastructure and services Access to safe, stable, sufficient and sustainable livelihoods. Core humanitarian assistance for most vulnerable individuals To reach these objectives, worth noticing that the mission is currently committed into a nationalization plan of some key positions (reducing number of expatriate from 14 to 8 as a first step), which necessarily requests some time dedicated to proper HR management. History of the mission and current programs PUI has been present in Lebanon since , when it launched an emergency response operation following the Lebanese-Israeli conflict and has since maintained a significant commitment to the country. As of 2001, a permanent presence was established in Lebanon with a diverse panel of activities ranging from emergency response to recovery and reconstruction. During the last fifteen years, PUI has tackled the needs emerging from conflicts (2001, 2006 and 2007), protracted humanitarian crisis (Palestinian Refugees camps) and chronic underdevelopment (in the South and the North of Lebanon). Since the outbreak of the Syrian crisis in April 2011, and in order to provide life-saving assistance to the most vulnerable conflict-affected population, PUI has developed a response to the refugee crisis. After multi-sectorial interventions related to a large portfolio of activities, PUI strategy is from now on focusing on integrating approach both of needs and response, combining Food security and Livelihoods, Shelter and Health intervention. PUI is also seeking more sustainable and cost-efficient modalities of implementation, mainly by building partnerships with local organizations and existing public entities which will contribute to bridge the humanitarian assistance delivered to refugees with specific community support projects to strengthen the social cohesion between communities. PUI mission in Lebanon has notably developed an ambitious model of Primary Healthcare Services, in line with MoPH strategy to 2 In Lebanon, PUI is registered as PU-AMI Page 2 / 5

3 deliver quality and affordable health services to the most vulnerable Lebanese and Refugee populations. This REBAHS project, which is implemented in a consortium with other INGOs, also include a research component. Configuration of the mission BUDGET FORECAST MILLION EUROS BASES NUMBER OF EPATRIATES 9 NUMBER OF NATIONAL STAFF 160 NUMBER OF CURRENT GRANTS MAIN PARTNERS ACTIVITY SECTORS TEAM ON-SITE BEIRUT, SAIDA, AKKAR Forecasted in 2019: 4 grants European Union, WFP, BPRM, CDC Shelter/Wash, Health, Food Security and Livelihoods & Protection as cross-cutting thematic Coordination team: HoM (International), DHoM (International), 1 Admin/Fi Coordinator (National),1 Health Coordinator (international), 1 MEAL coordinator, 1 infrastructure & Shelter coordinator (International), 1 Grants and Communication manager, 1 Logistics Coordinator, 1 HR coordinator 3 Bases team variable depending of the bases. Beirut, Saida and Akkar. Bases are run by Field Coordinators and Deputy Field Coordinators Overall objective Job Description The Head of Mission is responsible for the smooth functioning and the development of the mission and the overall relevance of the mission into the humanitarian needs and context in Lebanon. Tasks and Responsibilities Representation : S/he represents the association in its relations with humanitarian partners, authorities and political stakeholders, donors, and media.. Coordination of the mission: He/she ensures that proper coordination mechanisms are in place, in order the internal capacities to match with the humanitarian response implemented Relations with Headquarters: S/he is the representative of the HQ at mission level, and ensures that information is properly circulated between Headquarters and the field Safety & Security : S/he is responsible for the safety & security of the mission, and monitors the conditions of safe humanitarian access. Strategy and development of relevant Programmes intervention: S/he supervises and support the Deputy HoM for programmes in coordinating the teams and ensures that the programmes implemented on the mission are properly carried out. S/he also monitors needs and suggests new operations and development tracks for the mission. Human Resources: S/he ensures that the mission is adequately staffed and supervises the teams (defining objectives, follow-up, training and career development of key staffs). Logistical, administrative and financial monitoring: S/he supervises the Support team and helps them ensuring that logistical and administrative practices in place respect PUI procedures and formats and are in compliance with internal regulations and donors rules. Specific Goals and Related Activities 1. ENSURING THE REPRESENTATION OF PUI S/he represents the association locally amongst donors, NGOs, International Organizations and local authorities and reports representation action to the Desk manager in his/her periodical report, or ad-hoc when necessary. S/he participates in important coordination meetings and is an active attendee of these meetings. S/he is responsible for external communication in general and for contacts with the media. S/he may be called to travel within the region to meet PUI s partners. 2. ENSURING PROPER COORDINATION OF THE MISSION AND RELATIONSHIP WITH HEADQUARTERS S/he makes sure that proper coordination mechanisms between the different services (Programmes/ support) for smooth programme implementation S/he makes sure that proper coordination mechanisms between the different services and the different level (Field and Coordination offices, HQ) are implemented (information flow, coordination meetings, data platforms) S/he supervises the development of realistic and ambitious action plans for the mission and the different bases and services S/he is the representative of the HQ at mission level, and ensures that information is properly circulated between Headquarters and the field and ensures that due dates are respected. S/he has security plans validated by the Regional Desk Manager and consults him/her for any decision concerning security. Page 3 / 5

4 S/he regularly takes stock of each expatriate team member and defines his/her needs in terms of positions to fill (timing, profile, personality, etc.) with the HR manager. S/he ensures that key information from the Headquarters is circulated on the field and vice versa (monthly and ad-hoc sitrep). S/he participates annually to the Missions Week at the Headquarters, where s/he makes improvements and development suggestions for PUI. 3. ENSURING THE SAFETY & SECURITY OF TEAMS AND GOODS S/he ensures the PUI s safety & security management procedures and formats are in place throughout the mission. S/he ensures that safety & security plans for each base and the mission are up-to-date, known to and understood by all staffs S/he ensures the proper monitoring of humanitarian access, monitoring and reporting of incidents S/he ensures that safety & security information is properly collected, analysed and that alerts or important information is effectively communicated (to the Headquarters and the field). S/he monitors the humanitarian access conditions in specific areas of the countries 4. PILOTING MISSION STRATEGY, ENSURING PROGRAMMES ARE PROPERLY CARRIED OUT AND SUGGESTING NEW OPERATIONS (by delegation to the Deputy HoM) S/he monitors the evolution of needs, responses and identied gaps of humanitarian intervention, and monitors political situation in the coutnry and in the region S/he participates in the development of the mission by securing close contact with bilateral and multilateral donors, of whom S/he knows the policy (operation strategy, financing policy and modalities) S/he ensures that programmes are properly carried out (targets, monitoring of indicators, respect of activity schedules, budgetary follow-up and contractual reports, etc.) S/he alerts the Desk manager and the Program officer in cases where there is a delay associated with a programme and suggests changes which could be made S/he suggests new operations in line with the mission strategy and has them authorized by the Desk manager S/he initiates, organizes and ensures that the mission strategy is prepared, in coordination with expatriate and local teams as well as with the Headquarters. He/ She makes sure that the research component and programme development of the REBAHS project are properly aligned. 5. HR: SUPERVISING AND SUPPORTING DEVELOPMENT OF TEAMS ON THE MISSION S/he defines the mission organization chart and submits it for validation to the Desk manager. S/he may be involved in the recruitment process of the members of his/her team. S/he is informed of every decision to end an employment contract. S/he jointly defines along with his/her team the objectives of each coordinator and monitors achievements he ensures that each member of staff (local and international) is evaluated at least once during the mission by his/her direct superior. S/he ensures that each new staff is properly brieffed on tasks and mission functionning to perform his duty S/he promotes the development of staffs by monitoring and offering professionnal development and career development opportunities whithin PUI S/he makes sure that the recruitment/ replacement processes of key staff, from timely job advertisement to handover and induction, is properly implmented S/he is particularly sensitive to managing the team s stress. S/he monitors and authorizes holidays and also mediates potential conflicts, seeking appropriate support in case of an incident. S/he ensures PUI s Internal Regulations are respected. S/he protects PUI s image in the country and thus makes sure the entirety of the staff behaves in a way which is in compliance with the values maintained by the organization and is respectful of the local culture. 6. ENSURING THE FUNCTIONNING OF SUPPORT DEPARTMENTS OF THE MISSION S/he monitor the overall procurement process for timely assistance delvery, and compliant with the internal and donors regulation: procurement plan (which respects the PUI s and the donor s format and rules) is prepared for each project and that it is updated as purchases are made. S/he ensures that the PUI s logistical procedures (or those of the donor if they are stricter) are in place and monitored, especially for supplies, stock, management of the car park, etc. S/he ensures that a procurement plan (which respects the PUI s and the donor s format and rules) is prepared for each project and that it is updated as purchases are made. S/he supervises infrastructure and the entirety of the equipment on the mission (vehicles, IT equipment, office equipment, radio-communication and telecommunication equipment) and ensures they are properly utilized. S/he supports the Compliance Adisor in the development, monitoring of relevant improvement measures in the support department, in line with PUI regulation and internal auditor recommendations. S/he ensures that the administration produces budget follow-ups for each project, that these follow-ups are made available and analyzed with the logistics department, program managers and technical managers. S/he ensures that PUI respects national law (right to work, taxes, etc). Focus on 3 priority activities relating to the context of the mission - Follow up of the lessons learnt; both regarding implementation and research monitoring component, of the REBAHS project - Develop relationship with local stakeholders regarding the capacity building and the transfer of responsibilities - Accompany the capacity building of national staffs, related to the nationalization plan of key positions Team Management Page 4 / 5

5 Number of people to manage and their position (expatriate/local staff) Direct management: 3 National Staff and 5 International Staff Indirect management: The whole mission (average 8 international staff and 160 national staff) Required knowledge and skills PROFESSIONAL EPERIENCE Humanitarian International Required Profile REQUIRED Min 6 years of humanitarian experience in project co-ordination and country management. Minimum 3 years experience as Head of Mission for an INGO Successful experience in expatriate team management and multi-sector programmes. DESIRABLE Experience with PUI Experience in security management Experience in diplomatic relation and active advocacy. KNOWLEDGE AND SKILLS LANGUAGES French English Arabic SOFTWARE Pack Office Other (to be specified) Excellent writing skills Team management Project management Detailed knowledge of the donors (BPRM, European Union, ECHO, UN agencies, bilateral cooperation ) Ability to work under stress and pressure Training capacities of staffs Required Personal Characteristics (fitting into the team, suitability for the job and assignment) Leadership skills and the ability to make decisions Trustworthiness and a sense of responsibility Charisma and the ability to awake enthusiasm for the work the project involves Ability to use authority, when necessary Analysis and synthesis abilities (discenrment, pragmatism) Ability to adapt Organisational skills, ability to be thorough and respect due dates Strong listening and negotiation skills Good people and communication skills Ability to remain calm and level-headed General ability to resist stress and particularly in unstable circumstances Other Mobility: Extensive travel may be required Conditions Status EMPLOYEE with executive rank on Fixed-Term Contract. Salary package MONTHLY GROSS INCOME from euros to euros depending on the experience in international solidarity + 50 per semester with PUI Costs Covered COST COVERED: Round-trip transportation to and from home / mission, visas, vaccines INSURANCE including medical coverage and complementary healthcare, 24/24 assistance and repatriation HOUSING in separate accommodation ACCOMPANIED STATUS POSSIBLE DAILY LIVING EPENSES («Per diem») BREAK POLICY : 5 working days at 3 and 9 months PAID LEAVES POLICY : 5 weeks of paid leaves per year + return ticket every 6 months Page 5 / 5