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% Time
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Major Activities
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End Results Expected
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Planning
10%
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- With Branch Managers, defines specific operating targets coming out of the strategic review and objectives for all products and services, feeding into the monthly, quarterly and annual operating plans
- Ensure operating costs are in line with acceptable budget ratios at branch level and in accordance with the approved review/strategy;
- Prepares annual work
- Detailed implementation plan monitored on a weekly and monthly basis along with agreed upon KPIs
- Targets/schedules/budgets and assigns duties to Branch operations personnel to ensure efficient and effective operations department for approval to COO
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- Annual operating Plan in place aligned to the approved strategy
- Detailed implementation plan monitored on a weekly and monthly basis along with agreed upon KPIs
- Adequate staff in place through development and use of recruitment / staffing plan that is tied to operating plan.
- Annual operating Plan in place aligned to the approved strategy
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Implementation
of strategy and
branch
networking
problem solving
branch and
network
monitoring and
problem solving
(25%)
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- Support implementation of all 3 pillars of the strategy, including SG linkages, traditional lending and IT implementation.
- Supporting the conversion of some branch positions, retrenchment (with P&C support.
- Closely monitors implementation of approved plan, ensuring all branch offices are achieving set goals and targets
- In particular, closely monitor execution of SG linkage strategy with FAST manager and World Vision and connect with WV team as appropriate
- Work with branches to ensure the implementation of other partnerships
- Implements interventions to correct underperformance.
- Sets targets to monitor field visits, verification visits, and meetings with branch office personnel and clients;
- As needed, provide CFO with needed information to ensure proper liquidity management at branch level and regarding savings transaction, and to ensure compliance with regulatory requirement.
- Work closely with IT manager to implement strategy, in particular as regards cashless activities, 3 PIN use and any other digital channel
- Ensuring implementation is of high quality, timely and includes buy in from staff and clients.
- Takes an active and swift leadership role with branches that are underperforming or are not compliant with any policy or regulation, etc., ensuring that appropriate measures are taken to bring the branch performance or compliance back to required standards
- Quickly identifying and then putting in place plans to resolve problems, particularly related to portfolio quality, staffing and product performance as they relate to specific branches or regions or entire MFI.
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- Regular operational reports that provide an accurate view of performance trends, results to targets / standards and help to identify operational problems
- Proposals for changes to policies, procedures, and other operational changes
- Attainment of KPIs · Branch profitability
- % compliance with key compliance reports and portfolio review.
- Table with results on SG linkages specifically as per format provided by VFI SG director
- Quick resolution of problems in branches.
- Proper budgeting and cash flow projections for all branch offices.
- Internal controls, policies and procedures in all branches in the region in support of reducing VFR’s risk exposures, especially operational risks and credit risks.
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Risk Management and Control
(25%)
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- Oversees the implementation of the internal control systems, ensuring the smooth running of the business and safeguarding the institution’s assets; Follows-up with the relevant manager(s) to ensure any actions related to audit findings are implements by branches and/or departments;
- Ensure rescheduled portfolio is performing and follow up closely on this portfolio
- Ensure recovery loan is proposed as appropriate and helps reduce PAR
- Actively works with risk officer and all departments to identify and measure all risks, and actively develops mitigation strategies through sharing information between departments and around the branch network.
- Ensures compliance with all existing MFI and VFI policies; with local regulations; and with all VFI/Lender covenants;
- Ensures that policies and procedures are applied consistently and uniformly across all branches;
- Plans and ensures the implementation of an adequate and timely branch reporting system;
- Support branches in analyzing results of their branch in risk terms and by various groupings such as loan term, product, methodology, vintage, etc in order to know how to take actions for improvements- organize plans with the branches.
- Helps prepare the network for all audits and ensures audit findings are closed appropriately and in a timely fashion.
- Facilitates portfolio reviews and ensures findings are incorporated in the processes.
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- Portfolio at risk over 1 day
- Loan loss ratio
- Timeliness and quality of branch reports submitted to Head Office/Regulators
- # of critical/ important audit findings
- Percentage closure of audit findings on time
- Time to close critical and important audit findings
- PAR on rescheduled portfolio and by branch
- PAR30 +LLR by branch and by product
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Staffing, Performance Management and Capacity Building
(15%)
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- Participates in the interview, selection and hiring of new branch employees;
- Recommends promotion, suspension, dismissal, and/or transfer of staff within Operations
- Ensures the annual appraisal Cycle (agreeing annual and learning and development objectives, mid-term reviews and end of year reviews is implemented and evaluates job performance of operations department managers and branch managers;
- Recommends salary and/or merit increases
- Regularly conducts needs assessment for Branch Managers and team leaders, analyzing gaps and developing plans for capacity building
- Guides the development of succession plans for department managers and branch management;
- Monitors and evaluates the progress of capacity building and revises plans as necessary;
- Ensures all high-performing staff have a development plan in place;
- Implement restructuring plans as approved by VFI and board, as appropriate.
- Ensures all under-performing staff are closely managed so that performance improves or separation is managed according to local regulations (as guided by MFI P&C or HR Director/Manager).
- Spend at least 60% of the time in branches, as per VFI policy and planned branch visits and reporting.
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- Adequate staff in place through development and use of recruitment / staffing plan that is tied to operating plan.
- % staff promoted to senior position.
- Development plans for relevant managers in place, especially high performing staff
- Training manuals are in place
- Staff capacity building programs are in place
- Performance agreements are in place for all staff
- Formal, written performance reviews are conducted for all staff at six monthly intervals
- Staff turnover below the approved standard
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Social Performance and Integration
(10%)
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- Ensure that the MFI reaches its target clients (poor, women with dependent children, ADP areas), making necessary adjustments to do so (changes in geographical location, introduction of new products, linkages with WV Savings Groups, product processes related to delivery methods, education, etc) while balancing the need for institutional sustainability;
- Ensure that clients and their children are protected and treated with respect in the provision of financial services through implementation of the client protection policies. This includes not over-indebting clients, appropriate debt collection practices, and active mechanisms for client complaint;
- Ensure branches are supported in resolving client complaints, and that monthly reports are consolidated and submitted to Risk and Compliance for final submission to the National Bank of Rwanda.
- Ensure that branch managers and staff are trained in and apply strong social performance practices (per points above);
- Contribute to the design and execution of a robust impact framework for the delivery of a quality strategy in collaboration with WVR.
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- % of clients in ADP
- % of new clients under poverty line
- % of women clients
- CWBOs / social indicator targets and results
- KPI indicators on social performance as agreed in plan
- Comprehensive impact framework developed and monitored weekly/monthly with 100% attainment of the framework targets.
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Monitoring of Operations Performance
(10%)
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- Closely monitors implementation of the approved Business Plan ensuring all departments and branch offices are achieving set goals and targets;
- Evaluates operational performance of branch offices and implements strategic interventions to help low-performing branch offices;
- Evaluates the performance and products to ensure that they meet the impact and profitability goals of the institution.
- Sets targets for field visits, verification visits, and meetings with branch office personnel and clients;
- Evaluates operations departments’ performance, identifies problems or issues and recommends corrective measures when necessary;
- Assists CFO in controlling supply of money on hand to meet branches’ daily requirements for savings and lending transactions, and to ensure compliance with regulatory requirements.
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- Compelling dashboard tracking daily performance of the MFIs against set targets.
- Regular operational reports that provide an accurate view of performance trends, results to targets / standards and help to identify operational problems
- Proposals for changes to policies, procedures, and other operational changes
- The turnover of clients remains below 10%.
- Net number of savings accounts opened
- Value of savings deposits
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Marketing
(5%)
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- Supervises creation and implementation of plans and methods to create awareness of all products and services offered by the MFI (e.g. newsletter, radio advertising, posters, school competitions, press releases, etc.);
- Regularly conducts customer satisfaction surveys to determine areas for improvement in products and services. Recommends corrective actions and develops plans for CEO and Board approval.
- Provides regular updates for the MFI website (where relevant) and as needed by VFI or WV.
- Assists with drafting answers to public queries needed by the CEO or the Board;
- Interacts with World Vision, with the local community, business organizations, and industry networks to promote goodwill and generate new business (integration opportunities);
- Where the MFI has a Marketing resource, works directly with Marketing to develop and deliver promotional activities, gather information about competitors, etc
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- Net increase in client numbers
- Number of new branches opened
- Number of client surveys conducted, and satisfaction ratings achieved
- Number of promotional activities carried out
- Competitor and market information gathered to assist in refining products and services
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Any other duties that may be assigned by the CEO from time to time
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