Director Office of Audit and Oversight

Directors are responsible for managing a Funding division and office and serve on IFAD’s senior management team. The main focus of Director positions is strategic leadership, innovation and management. Most typically as a member of a departmental management team, they are responsible for managing and supervising the delivery of a division’s programme of work within an allocated budget.

Position specifics: The appointment of the Director of AUO will be subject to a term limit, with ineligibility to be hired by IFAD under any type of contract at the end of the term. The term limit is currently under review and it is being proposed as a four-year term, renewable once. This term limit is subject to confirmation of institutional process requirements, which will be confirmed during the recruitment process. The Director, AUO is responsible for directing and managing the Office of Audit and Oversight. The Director of AUO reports directly, has access as required and is accountable to the President, and reports functionally to the Audit Committee.  

Key Functions and Results
1.    VISION & STRATEGY: Directors develop and promote a strategic vision for translating IFAD’s corporate and departmental mandates; strategies, goals and objectives into a divisional programme of work and for ensuring evolving divisional programme activities are integrated in the evolution of departmental goals and objectives. They participate in the design of IFAD’s and departmental strategic approaches and ensure that corporate strategies are fully integrated in the design of assigned activities. Directors set and communicate clear strategic and operational objectives and are held accountable for the division being seen as a credible and trusted partner in  managing for results and as an innovator in its field.

2.    POLICY DEVELOPMENT & ADVICE: Directors provide leadership in the development and interpretation of major policies, regulations and rules, and systems that govern the work of a division and ensure they support divisional goals and objectives within the overall Fund mandates and strategies. Directors also serve as a trusted business/programme advisors with a significant role in authoritative policy advice within the Fund at the senior management level as well as in policy dialogue in their representational activities. 

3.    PROGRAMME MANAGEMENT: Directors provide leadership in 

all phases of the division’s medium term planning and management, including operational requirements such as (i) establishing annual work plans, (ii) ensuring regular programme assessment and (iii) identifying opportunities for innovation and implementation of best practices generated within the Fund as well as in peer organizations, both private and public;
reviewing and innovating core processes of the division in order to achieve better efficiency and effectiveness, as well as financial sustainability, of operations;
enhancing synergy among divisional staff and holding staff accountable for results and
 ensuring the preparation of all divisional publications, reports and governing bodies documents. 
4.    MANAGEMENT  OF RESOURCES: Directors are accountable for integrity, transparency, and equity in the management of IFAD resources (human, financial and material). This includes:

People Management through workforce planning, recruitment, performance management, learning and career management of P and GS staff:
Identifies best qualified candidates for vacancies, with appropriate regard for gender balance and geographic distribution;
Motivates, coaches and supports staff of the division, wherever they are located, to create cohesive teams that work effectively to achieve common divisional goals and objectives;
Manages staff performance and development through regular performance feedback, mentoring and career planning.
Divisional Budget Management by leading divisional strategic and data inputs into the departmental budget preparation exercises and by ensuring accountability and fiduciary integrity in the Division’s budget execution;
Material Resources Management through accountability for the material resources assigned to the Division.
Knowledge and Content Management to achieve innovative outcomes and cost effective processes as well as to promote the generation, validation and dissemination of knowledge by ensuring (i) knowledge content is continuously updated and available, (ii) best practices are continuously identified, documented and distributed and (iii) appropriate and up-to-date information and tools are available as appropriate.
Information Technology Management through leveraging ERP functionality for improved business results, reporting processes and client services.
5. REPRESENTATION: Directors serve as designated representatives of the Fund. They catalyse effective partnerships with a broad range of institutions including borrowers, bilateral and multilateral development agencies, UN agencies, funds and programmes, international financial institutions (IFls), non-governmental organizations and academic  institutions  for the purpose of programme co-operation,  knowledge sharing,  policy dialogue and/or resource mobilization. Directors represents the Fund in official United Nations committees and networks, and in IFls, multilateral and bilateral meetings, symposia, fora and Global conferences upon request of the President, and builds organizational networks with peers in major private, public and international institutions.
Position specifics:  
6. STRATEGIC LEADERSHIP: The Director, AUO leads, plans and directs the AUO division that provides independent and objective assurance and advisory services designed to add value and improve the operations of IFAD. To this end the Director AUO:

Adopts and adheres to appropriate standards, policies and procedures for the conduct of internal auditing and investigation activities;
Develops and submits an annual risk-based work plan to the President for approval, to the Audit Committee for its review and proposals thereon for consideration by the President and, once finalized, submitting the work plan for confirmation to the Executive Board;
Ensures that the AUO team delivers on the AUO work plan, and periodically informs the President and the Audit Committee of progress in carrying out the work plan and the impact of amendments thereto, including scope limitations, if any, and reporting significant results on a timely basis, ensuring the proportionate and timely response to investigative incidents. This necessitates demonstrating effective decision making, building collaborative relationships and managing client expectations, actively following up on progress, sharing all relevant information and motivating the team to overcome obstacles to achieving results
Provides objective assurance to the President, IFAD’s Management and the Governing Bodies that IFAD risk management, control processes are effective in assisting the Fund implement successfully reform initiatives and in managing efficiently its resources to achieve its objectives. This necessitates a robust and continuous assessment of institutional risks and prioritization of AUO work and developing and implementing appropriate strategies to meet AUO objectives
Provides effective leadership and management for AUO, ensuring that the staff are empowered and motivated to meet successfully the divisional objectives to the best of their capacity and that their performance is properly managed and supported where necessary. This will necessitate leading through example, emotional intelligence, empathy and maturity, developing and applying strategies to meet AUO objectives, setting clear direction for the AUO team, frequent performance feedback and demonstrating fairness.
Through appropriate involvement in internal and external fora and through the work of AUO, promotes the integrity and transparency objectives for IFAD. Provide on regular basis to management, significant audit and investigation highlights to build awareness of corporate risks and monitor/coordinate the implementation of the transparency action plan. Identify new innovative ways to communicate effectively AUO’s outputs to Member States and external stakeholders.
Continually assesses and develops the staff skillset of AUO and supports the targeted use of external expertise so that its audit and investigation capacities are adequate and appropriate for the evolving IFAD business needs and to meet AUO responsibilities. The emphasis will be in reassessing the staff capacity of AUO and in continually assessing and improving the efficiency and timeliness of AUO processes to ensure that the AUO limited resources are put to their best use and are adequate to meet the evolving volume and complexity of oversight work. This will necessitate fostering a culture of improvement, supporting staff to bring out their best, creating room for their growth and demonstrating fairness.
Key Performance Indicators
Within IFAD’s overall Strategic Framework and Medium Term Plan, Directors establish IFAD’s priorities for and provide leadership to division level programme and operational management activities and are accountable for a results-based approach to meeting assigned goals and objectives. Leadership activities include the optimum utilization of human, financial, technology and material resources for the achievement of greater efficiency and effectiveness.
The incumbents’ impact extends beyond the successful achievement of divisional goals and objectives to include larger departmental goals and objectives in strategic planning collaboration. The expected results directly and/or indirectly benefit the ultimate stakeholders, the rural poor in developing countries.

The key performance indicators for Directors include leadership in viable strategic planning, authoritative and relevant policy development and advice, sustainable programme decisions and integrity and accountability in the planning and management of the Fund’s human, financial and material resources assigned to the division.
Impact extends beyond the successful achievement of divisional goals and objectives to include larger institutional goals and objectives in strategic planning collaboration.
Positive feedback from the President, and the Audit Committee on AUO’s contribution to IFAD’s risk management efforts.
Timely delivery of AUO workplan assignments, to be reported in the AUO Annual Report
Committed and motivated staff as per the staff survey
Staff members grow and develop through behaviourally specific feedback, advice, and coaching.
Performance problems and issues are addressed promptly
Good and effective visibility of AUO’s work in internal and external fora triggering improvement and risk mitigation actions at all levels of the organization
Adequate resources and appropriate skills made available to and deployed effectively by AUO to meet its  objectives
Improved efficiency and timeliness of AUO functional processes.
Working Relationships
Within IFAD, Directors provide authoritative advice to senior management on the division’s or office’s vision, strategic planning, policy, and divisional programme and operational management. They are accountable for collaboration  and coordination  within  the Fund to ensure appropriate consultation, cross-functional synergy and coordination of programme planning and activities.
Externally Directors develop strategic partnerships and collaborative relationships with counterparts spanning a broad range of institutions including borrowers, bilateral and multilateral development agencies, UN agencies, funds and programmes, IFls, non-governmental organizations and academic  institutions  for the purpose of programme co-operation,  knowledge sharing,  policy dialogue and/or resource mobilization. They are also accountable for the provision of authoritative advice during Executive Board sessions, the annual Governing Council and related subordinate bodies including the audit and evaluation committees.
Directors represent the Fund in official  United Nations committees and networks, and in international financial institution, multilateral and bilateral meetings, symposia, fora and conferences upon request of the President, and build organizational networks with peers in major private,  public and international financial institutions.
Position specific:
The Director, AUO:

Profile Requirements:
Organizational Competencies: