The Senior Program Manager (SPM) provides strategic leadership and oversight for Living Goods’ Technical Assistance (TA) engagement across a three-county cluster. This role is designed for a high-level influencer and program expert who can drive the institutionalization of the "Government as Doer and Payer" model, ensuring that county governments possess the capacity to own, lead, and finance community health services. As the overall cluster lead, the SPM bridges the gap between high-level advocacy with county leadership (CHMTs, especially CECs and Directors) and the rigorous execution of program fidelity on the ground. The SPM manages and mentors a team of Program Excellence Officers (PEOs) to ensure high-fidelity program execution, data-driven decision-making, and sustainable system strengthening within the public sector.
Key Responsibilities
Strategic Leadership & Team Management (20%)
- Lead the PEOs: Provide direct line management, coaching, and mentorship to Program Excellence Officers (PEOs), ensuring they achieve sub-county KPIs and maintain program fidelity.
- Performance Accountability: Drive a culture of high performance, accountability, and adaptive management across the cluster team.
- Operational Oversight: Oversee planning, budgeting, and performance tracking for the cluster to ensure cost-effectiveness and compliance.
Government Advocacy & System Transformation (20%)
- Champion "Doer and Payer" Model: Lead strategic advocacy to secure domestic financing and the adoption of community health policies within county budgets and structures.
- High-Level Diplomacy: Serve as the primary representative to senior county leadership (Governors, CEC Health, Directors), building the trust-based relationships necessary for system transition.
- Policy & Legislative Support: Support the formulation of County Community Health Bills and regulations, tracking implementation to ensure Community Health is fully embedded in the county health system.
- National Policy Alignment: Support the dissemination of and compliance with National Policy, Strategy, and frameworks at the county level.
Program Excellence, Fidelity and Growth (20%)
- Ensure Fidelity at Scale: Oversee the implementation of the TA framework (IS 2.0) across the cluster, ensuring that county-led activities meet quality standards without direct Living Goods intervention.
- Institutionalization: Lead the integration of rigorous target setting, data-driven supervision, and functional training cascades into County CH Management systems.
- System Strengthening: Support CHMTs in embedding performance management and continuous quality improvement directly into government CH structures.
- Scale and County Entry: Support County expansion within the cluster by developing detailed action plans, managing timelines, and leading interdepartmental coordination.
- Program Graduation: Lead and manage the county graduation process into high-level TA to sustain high-impact service delivery by the county.
Stakeholder Partnership & Harmonization (15%)
- Strategic Mapping: Develop and maintain a comprehensive stakeholder map and engagement strategy for the cluster to promote harmonization and synergy.
- Promote Synergy: Identify partner overlaps and advocate for alignment with County Annual Work Plans (AWPs) to eliminate duplication.
- Collaboration Leadership: Foster productive partnerships with donors and partners through effective engagement and alignment of shared objectives.
Data Transformation & Adaptive Management (15%)
- Data-Driven Leadership: Champion the use of government-owned dashboards (eCHIS, DHIS2, AfyaBI) to drive performance improvement and unblock system bottlenecks.
- Learning & Evidence: Synthesize learnings from across the three counties to inform replication, policy advocacy, and program improvement.
Risk & Sustainability (10%)
- Mitigate Disruptions: Identify and manage political and operational risks, particularly during political transitions, to ensure program continuity.
- Exit Strategy: Focus on reducing government dependency by ensuring all TA tools and practices are fully embedded in county systems.
Key Deliverables
- Implementation of Operational MoUs and TA workplans across the 3-county cluster.
- Measurable increase in county domestic financing for community health.
- Successfully institutionalisation of LG performance management approach in public sector CH system.
- Quarterly county-led performance reviews with documented adaptive actions.
- Successful transition of program activities to government-led structures with high fidelity.
- A high-performing Cluster team.
Requirements
- Education: Master’s degree in Public Health, Health Systems Management, or a related field.
- Experience: Minimum 8 years in health systems strengthening, with at least 3 years in a multi-county or regional leadership role.
- Transition Expertise: Proven track record in transitioning NGO-led programs to Government-led models ("Doer and Payer").
- Technical Depth: Exceptional analytical skills with the ability to interpret complex health data (DHIS2, eCHIS) to drive strategic goals.
- Influencing Power: Advanced relationship-building and negotiation skills, specifically with senior government officials.
- Leadership: Demonstrated ability to manage and grow high-performing professional teams in a field-based environment.
Core Competencies
- Strategic & Adaptive Leadership.
- Systems Thinking (Primary Health Care architecture).
- Stakeholder Influence (Government, donors, partners).
- Communication & Conflict Resolution.
- Data Analysis & Continuous Learning.
