Base Manager

Duties and Responsibilities

1. Positioning

1.1 Context analysis: 

а) Analyse the sub-area’s socio-economic situation, (donor) trends, needs and gaps;

b) Regularly conduct stakeholder analysis, in particular who does what and where (3W) in the sub-area/base

1.2 Strategy Implementation: Provide support in the implemetation of ACTED’s coutry program strategy in the sub-area/base identifying strategic opportunities for expanding ACTED’s work in the sub-area/base, and in particular

a) Support in the identification of new opportunities and new sectors of intervention;

b) Assist in consolidating and stabilizing programming;

c) Review the geographic and thematic footprint; 

d) Ensure activities are relevant and meeting sub-area/beneficiary needs;

e) Identify ACTED added-value;

f) Ensure humanitarian principals are adhered to;

1.3 Networking, positioning and general representation:

a) When requested, participate in donor meetings at sub-area/base level and communicate relevant information to the AC and other relevant staff;

b) Maintain active and regular working relationships with other NGOs, UN agencies, clusters, working groups, consortia, etc. at sub-area/base level ensuring maximum visibility of ACTED

c) Maintain active and regular working relationships with local authorities and where necessary non-state actors and obtain required authorizations and buy-in for ACTED’s activities at sub-area/base level

d) When requested, represent ACTED in key clusters, working groups, NGO coordination bodies, etc. at sub-area/base level

1.4. Proposal development

a) Support the Project Development Department in proposal conceptualisation (problem statement, logframe) within the framework of the country, regional and global strategy 

b) Contribute to budget design ensure budget needs at sub-area/base level have been taken into consideration

1.5 Advocacy: Contribute to drafting issues papers, advocacy notes, press releases on relevant humanitarian and development issues in the sub-area of operation

2. Management and Internal Coordination

2.1. Staff Management

a) Ensure that all staff in the base understand and are able to perform their roles and responsibilities related to base operations and link with the area Heads of Departments

b) Promote team building, productivity and staff welfare

c) Mentor and support the team to build capacities, and improve efficiency and performance, and follow career management 

d) Manage interpersonal conflicts among staff at base level

2.2. Internal Coordination

a) Facilitate interdepartmental communication and information sharing for a positive working environment

b) Ensure implementation of ACTED coordination mechanism at base level (WAM, FLAT meeting, etc.)

3. Project Implementation Follow-up

3.1.  Project Implementation Tracking

a) Support Project Managers in project implementation through trouble shooting and eliminating blocking points

b) Monitor output achievement, cash burn rates and ensure a time completion of projects through review of PMFs, BFUs and project reports

c) Ensure that relevant project information are up-to-date and available for reporting purposes

3.2. Project Quality Control

a) Ensure the application of a practical field based M&E system/plan for each project

b) Conduct frequent field visits to project sites to assess activities and ensure efficient use of resources 

c) Ensure beneficiary feedback mechanisms are in place

d) Support with the documentation of best practices and lessons learnt for projects implemented in the sub-area/base

3.3. Partner Management

a) Identify potential local partners in the sub-area/base based on an assessment of complementarity and added value 

b) Provide support to partners in project implementation and ensure timely and qualitative implementation of projects by partners in line with ACTED and donor requirements

 FLATS Management

4.1. Finance Management 

a) Control project budgets at base level to avoid under/over spending

b) Ensure accurate budget forecasting and efficient cash flow management

c) Ensure timely and accurate base finance TITANIC reporting

4.2.  Logistics & IT Management 

a) Ensure timely procurement and adherence to rules of origin and nationality at sub-area/base level

b) Ensure quality supply management at base level

c) Ensure proper asset management at base level and enforce asset investment policy

d) Ensure proper stock management at base level

e) Ensure proper IT systems, data back-up and protection from malware at base level

f) Ensure sufficient and reliable means of communication at base level

g) Ensure timely and accurate base logistics TITANIC reporting

4.3.  Administration and HR Management

a) Ensure transparent and timely recruitment of national staff 

b) Proactively adapt the staffing structure at base level to needs and funding 

c) Ensure regular performance appraisal and career management for staff at base level

d) Ensure timely and accurate base HR TITANIC reporting

e) Ensure timely exit forms

4.4. Transparency/Compliance Management

a) Minimize risk of fraud and corruption by ensuring adherence to ACTED FLATS procedures

b) Ensure that staff is aware of ACTED’s transparency and whistle blowing policy

4.5. Security Management 

a) Analyse the security context at base level and in close collaboration with the Area Security Manager contribute to defining, analysing and evaluating risks

b) Engage with relevant key stakeholders at base level to ensure access and support of interventions

c) Address security and safety risks by implementing standard operating procedures defined for the base

d) Ensure the offices and houses conform to recommended security, health and safety standards

e) Ensure all staff in the base adhere to security procedures

f)  Ensure security incidents at base level are promptly reported to the area and capital

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