Ensure CO aligns to global SC Capacity building of all staff on advocacy campaigns aimed at advocacy. ensuring government delivers on its global commitments and Enhanced quality of documentation, domesticates them nationally. and collation of up to date and relevant case studies, stories and quality images to use for improving our country profile. To build awareness about the Introduce and sustain a budget line Global brand activities and achievements of Save strictly for Information and the Children among targeted Communications that is charged with audiences within and outside the the management of global branding country of operation. Establish a network of To improve knowledge of Save the information/communications team Children among targeted groups across all field offices to remotely manage activities To develop and implement a country specific Build capacity of all country staff on branding/communications strategy implementing and managing global brand as an essential part of overall programming Increased Active engagement (people and Members’ engagement, including unrestricted income money) is provided to SC in SL through organisation of a Members’ and a diversified from increased numbers of member Forum meeting in SL. funding base agencies. Quality programming reaches an Investment of the right resources at Efficiency & increased number of children in an the right time punctuality of – effectiveness appropriate and cost-effective appropriate level of investment. manner. Gender balance, diverse cultural Career path is apparent for staff Strong & diverse backgrounds, making SC an within the Country Programme with leadership attractive organisation where staff opportunity for professional are committed for long term development. engagement. Open-ended contract for SMT members and opportunity for them to move within the Region. Country Office Gender Equity Policy is revised annually. Global culture Organisational shift to a position Enhanced induction process; standard where people are encouraged and questions at interview. expected to deploy to acute humanitarian emergencies. Innovative programmes designed, Investment in the number and scope tested and scaled up on new of pilot projects and inter-country thinking. learning exchanges. Additional Country Strategic Objectives Country level strategic objectives Capabilities needed
Ensure CO aligns to global SC advocacy campaigns aimed at ensuring government delivers on its global commitments and domesticates them nationally. Capacity building of all staff on advocacy. Enhanced quality of documentation, and collation of up to date and relevant case studies, stories and quality images to use for improving our country profile. Global brand To build awareness about the activities and achievements of Save the Children among targeted audiences within and outside the country of operation. To improve knowledge of Save the Children among targeted groups To develop and implement a country specific branding/communications strategy Introduce and sustain a budget line strictly for Information and Communications that is charged with the management of global branding Establish a network of information/communications team across all field offices to remotely manage activities Build capacity of all country staff on implementing and managing global brand as an essential part of overall programming Increased unrestricted income and a diversified funding base Active engagement (people and money) is provided to SC in SL from increased numbers of member agencies. Members’ engagement, including through organisation of a Members’ Forum meeting in SL. Efficiency & effectiveness Quality programming reaches an increased number of children in an appropriate and cost-effective manner. Investment of the right resources at the right time – punctuality of appropriate level of investment. Strong & diverse leadership Gender balance, diverse cultural backgrounds, making SC an attractive organisation where staff are committed for long term engagement. Country Office Gender Equity Policy is revised annually. Career path is apparent for staff within the Country Programme with opportunity for professional development. Open-ended contract for SMT members and opportunity for them to move within the Region. Global culture Organisational shift to a position where people are encouraged and expected to deploy to acute humanitarian emergencies. Innovative programmes designed, tested and scaled up on new thinking. Enhanced induction process; standard questions at interview. Investment in the number and scope of pilot projects and inter-country learning exchanges. Additional Country Strategic Objectives Country level strategic objectives Capabilities needed
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