New Job Alert: Pulse Collaborative Partnerships Manager



By Mark Baratelli
Writer

In December we told you that City of Orlando was going to create a new position called a Collaborative Partnerships Manager to "coordinate the long-term response to the needs of those impacted by the Pulse tragedy and other similar humanitarian efforts." The cost will be absorbed through grants or existing budget. Below are all the details we received from the City about this new position.

Job Title: Manager of Collaborative Partnerships, Reporting to the Senior Advisor of Homelessness and Social Services
  1. Type of employment: Contract employment
  2. Duration of Contract: December 1, 2016 – December 31, 2017 
  3. Proposed Compensation $72,042, plus 49.3% benefit percentage 
The Orlando United Assistance Center has been recognized as a needed long-term resource for the survivors of the Pulse tragedy, but also for the whole of the Central Florida community. The OUAC will continue to build a system that provides an array of free services to help address the needs of those impacted by the Pulse tragedy. Through collaborative partnerships with agencies, survivors and community members can access a variety of services and support which nurture hope, strength, and health.

The Manager of Collaborative Partnerships will be needed to not only manage the City of Orlando’s contract with United Way, as the adminstrators of the OUAC, but will also be expected to:
  1. Determine strategic needs and what is desired for a robust system that includes collaborations with the mental health community, social services community, LGBTQ community, the Hispanic and African American community, along with other needed influencers and change makers. 
  2. Build collaborations that have strategic benefits that can only be realized through an alliance or partnership. The Manager will work in conjunction with the OUAC and other conveners of these systems, to gather key stakeholders to determine whether areas of the OUAC intended impact and theory of change would be enhanced by collaboration, and what level of integration and length of partnership are required to achieve the impact the community seeks. 
  3. Identify potential organizations to collaborate with, then begin conversations. Conduct a market mapping and landscape analysis to determine potential partners 
  4. Consider practical implementation challenges. Taking into account organizational culture and structure, strengths, weaknesses, leadership, governance, systems, and back-office support, critically consider the practical challenges of implementation. Involve key staff at the organizations to discuss the realities of their work. 
  5. Implement collaboration, adjusting as needed. 
  6. Communicate openly, learning, adapting, and measuring key indicators that ensure healthy and successful collaborations and systems building. 
  7. Eliminate barriers for agencies and survivors, so that the OUAC will provide respectful, compassionate, and effective services. 
  8.  Join survivors and those agencies who interact with victims to provide, sustain, and support a collaborative system of direct services across the region that is comprehensive, victim-centered, and accessible to the diverse survivor population. 
  9. Coordinate complex high-level operations among agencies, funders and various levels of government across multiple jurisdictions. 
Communication
  1. Coordinate with partners to ensure that best practices and lessons learned through the coordination efforts are communicated throughout the various levels of government and can serve as templates for future recovery operations. 
  2. Provide entry points for International visitors, federal, state and local emergency management professionals and academics interested in learning how the City responded to the Pulse tragedy and our lessons learned from the OUAC. 
  3. Translate key program concepts into case value statements. 
  4. Advise in all communications activities related to internal program implementation and external image-building among key stakeholders including donors, government officials and the general public. 
  5. Define communication policies and reporting structure which will improve internal communications among the various agencies and set the standard for reporting on successful program implementation to the community, survivors and donors. 
  6. Document action plans, presentations and program results for stakeholders. 

Monitoring and Evaluation (Risk Prevention and Response)
  1. Provides technical support to program quality and consistency including: program design, rapid emergency assessment methodology, monitoring and monitoring planning, reporting, and evaluations for systems being built within the OUAC and around the OUAC. 
  2. Stays abreast of current developments in evidence-based response in the humanitarian field. 
  3. Develop quality monitoring and evaluation systems for response and longer term programs considering assessment, design, development, funder requirements, resources and capacities, and current best practices in the humanitarian sector. 
  4. Supports or directly develops, depending on need, the design and implementation of baseline, mid-term and end of project evaluations, surveys and other components of the OUAC. 
  5. Manage the implementation of all aspects of the risk function, including implementation of processes, tools and systems to identify, assess, measure, manage, monitor and report risks. 
  6. Assist in the development of and manage processes to identify and evaluate OUAC and OUAC program risks. 
  7. Provide reporting to appropriate entities based upon requirements from funding.