PURPOSE OF POSITION
The Program Acquisition & Management Director provides strategic leadership in designing and delivering integrated, evidence-based programs and advocacy strategies to advance child well-being. The role oversees program design, resource acquisition, external engagement, technical branding and positioning, technical sector leadership, and portfolio management across Health, Child Protection, Education, and Environment. It ensures alignment with donor priorities, organizational strategy, and national advocacy goals, while fostering innovation, accountability, and sustainable impact. The role also works in joint ownership with Branding & Communications to strengthen technical branding and positioning, while driving cross-functional collaboration and capacity building across the organization.
MAJOR RESPONSIBILITIES
1. Strategic planning and alignment (10%) :
- Contribute to organizational strategy by providing insights to shape strategic priorities.
- Ensure organizational goals are broken down into actionable departmental or team objectives.
- Analyze trends, risks, and opportunities to inform strategic direction.
End Result:
- A documented organizational strategy with vision, mission, goals, and priorities is established.
- Functional and departmental plans are aligned with the overall organizational strategy.
- Staff at all levels understand the strategic direction and how their roles contribute to it.
2. Strategic Program Design and Delivery (15%) :
- Lead the design of national programs that align with organizational strategy, community needs, and technical evidence to deliver measurable outcomes for children and communities.
- Coordinate Technical, MEAL, and Acquisition teams under the Integrated Program Framework (IPF) to ensure cohesive and high-impact program development. Establish regular program review processes and adaptive management practices to continuously improve program quality and sustainability.
End Result:
- All national programs are aligned with WVFT’s strategic priorities and community needs.
- ≥90% of new programs meet internal quality assurance standards at design stage.
- Quarterly program reviews are conducted, with documented improvements in design and delivery.
- Integrated collaboration between Technical, MEAL, and Acquisition teams is reflected in ≥80% of program designs.
3. Resource Acquisition and Country Level Program/Portfolio Management (20%) :
- Provide strategic leadership to mobilize and acquire resources from major funding sources ensuring alignment with organizational priorities and donor expectations.
- Drive resource acquisition by cultivating and maintaining strong relationships with institutional donors, corporate partners, government, and high-net-worth individuals (HNWIs), with the clear objective of securing new and sustained funding.
- Coordinate and collaborate with the program implementation team to manage the program portfolio and implementation approach, enabling access to funding opportunities and ensuring alignment with strategic objectives. Oversee the full lifecycle of donor-funded program portfolios, ensuring alignment with strategic goals, compliance with grant terms, and measurable, sustainable growth.
- Monitor country level program/portfolio performance using Results-Based Management (RBM), ensuring transparency, accountability, and demonstrable impact on child well-being.
- Provide strategic direction for technical branding and positioning, in close collaboration with the Branding & Communications Director, to enhance acquisition effectiveness and strengthen the organization’s credibility with donors.
- Develop strategies to diversify funding sources from large donors and build long-term financial sustainability.
End Result:
- ≥95% of donor-funded projects are implemented in full compliance with grant terms and donor expectations.
- Annual portfolio growth of ≥10% in value or reach.
- ≥90% of projects meet or exceed performance targets as defined in donor agreements.
- Annual resource acquisition and diversification targets are established and met annually.
4. Technical Leadership and Innovation (15%) :
- Ensure the provision of high-quality technical guidance and support to the program implementation team to maximize program impact.
- Provide strategic leadership and establish operational systems for specialized program areas, including Disaster Management and Child Protection Case Management, to ensure proactive preparedness and timely, effective response.
- Use MEAL data to inform strategic decisions, guide adaptive management, and improve program effectiveness.
- Ensure timely and accurate reporting to donors and stakeholders based on validated evidence.
- Foster a learning culture across internal teams and partners to enhance strategic outcomes and innovation.
End Result:
- Enhanced Program Impact
- Disaster Management and Child Protection systems are fully operational in all APs.
- ≥90% of donor reports are submitted on time and include validated impact data.
- At least four internal learning events or knowledge-sharing sessions are conducted annually.
- MEAL data is used to inform strategic decisions in ≥80% of program reviews.
5. MEAL Governance and Evidence-Based Reporting (15%) :
- Ensure all specialized functions meet international quality and compliance standards, while equipping field teams with the skills and tools needed to manage complex and high-risk situations confidently.
- Use field evidence and lessons learned to design and implement innovative approaches and tools that improve operational efficiency and contribute to long-term program sustainability.
- Design and establish a country-level program reporting system for internal management and create mechanisms to collaborate with the B&C and RD teams in developing content for fundraising and external communications, including annual reports, media, and social media.
End Result:
- Field teams demonstrate ≥80% competency in managing high-risk situations (based on training assessments).
- Annual review of specialized functions results in at least two new tools or approaches adopted.
- Country-level program reports and content for communications and fundraising are prepared accurately and on time.
6. Advocacy and Systems Change (15%) :
- Translate field-level evidence and program results into policy recommendations that drive systemic change for vulnerable children and communities.
- Define and lead the national advocacy strategy, ensuring alignment with organizational development goals and program impacts.
- Represent the organization in public forums and policy platforms to position it as a thought leader in sustainable development.
- Build strategic alliances with national and international networks to amplify policy influence and scale impact.
End Result:
- National advocacy strategy is developed, implemented, and reviewed annually.
- Advocacy targets and objectives are clearly established and met.
- WVFT is strategically engaged in ≥3 national or international policy forums annually.
- High quality and evidence-based advocacy outputs (e.g., briefs, position papers) are produced and disseminated quarterly.
7. People and Team Development (10%) :
- Build and lead high-performing cross-functional teams across Technical, MEAL, and Acquisition functions to achieve shared outcomes.
- Design and implement staff development plans that strengthen technical, strategic, and leadership competencies.
- Lead succession planning to ensure continuity and sustainability of leadership across key functions.
- Foster a team culture rooted in accountability, collaboration, and continuous learning.
End Result:
- ≥90% of staff in Technical, MEAL, and Acquisition teams have individual development plans aligned with strategic goals.
- Succession plans are in place and reviewed annually for all key leadership roles.
- Staff engagement scores improve year-on-year, as measured by internal surveys.
- At least two cross-functional team-building or learning initiatives are conducted annually.
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