District Manager

• Provides support to program management such as developing of partner work plans and program reporting
• Provides coaching and mentorship to the clinical partners to improve program performance
• Mentors and coaches District coordinators
• Tracks partner performance against targets
• Identifies key priority areas for Quality Improvement (QI) activities
• Designs, implements, and coordinates project QI activities across all program areas to achieve program goals
• Participates in building capacity of  partner staff in clinical care and the implementation of QI activities
• Documents and shares project accomplishments, challenges, and lessons learned

There are 31 FHI 360 development competencies, of greatest focus for this particular job will be:

• Project Management (Planning and Time Management) - Accurately scopes out length and difficulty of tasks (sets objectives/goals/measures). Breaks down work into steps, schedules, task/people assignments. Marshals people, time, and resource efficiently. Arranges information in a useful manner, and orchestrates multiple activities at once.
• People Management (Making Others Great) – Facilitate professional development of staff by providing challenging, learning assignments and opportunities. Shares and solicits feedback monthly at the very least. Helps establish compelling development plans. Assigns responsibility and accountability for tasks/decisions. Monitors process, progress and results. Creates a climate in which people want to do their best.
• Creating and Managing Systems and Processes – Recognizes the need for standardization and balances client and organization need in systems design. Anticipates the effects of process change on people while optimizing task efficiency and simplicity.
• Employees are expected to possess, or have high-potential for development of these three fundamental competencies.

Problem Solving & Impact:

• Works on problems of complex scope that require evaluation of variable factors.
• Demonstrates good judgment in selecting methods, techniques, and evaluation criteria for obtaining solutions.
• Networks with key internal and external personnel.
• Decisions may cause delays or failure to achieve results that impact departmental goals.

Supervision Given/Received:

• Determines methods and procedures on new assignments and may coordinate activities of other personnel.
• Typically reports to Technical Director.