Information pack
Performance and Accountability Director Action Aid UK
We’re Action Aid. We’re people who are dedicated
to ending the extreme poverty that kills 28 children
every minute of every day. We’re a charity and
much more. We’re a partnership between people
in poor countries and people in rich countries – all
working together to end poverty for good. Action
Aid is an international development charity.
Formed in 1972 we have been growing and
expanding to where we are today - working with
over 13 million of the world's poorest and most
disadvantaged people in 42 countries worldwide.
Photo by Gideon Mendel/Corbis/Action Aid
Background to role
ActionAid UK was born just over 6 years ago following the establishment of ActionAid International
and the setting up of the International Secretariat in Johannesburg. Since then ActionAid has
established a new role for itself in the UK as a core part an international federation dedicated to
ending poverty. ActionAid UK has developed its vision and strategy, established a new
management team and internal structure and developed its own UK Trustee Board. At the same
time we have continued to closely support the development of ActionAid International, recognising
our unique position in giving birth to AAI and as the largest Affiliate in the federation.
ActionAid UK is now well established and we believe it has been able to carve out a clear role for
itself with a unique identity. Income and profile have grown and we are increasingly recognised for
the strength of our campaigning work. We have been able to take steps to integrate our
fundraising, policy campaigning and communications work and develop our brand – however much
more remains to be done. In addition our support departments have evolved, changed and been
strengthened in response to the demands of the external environment and internal stakeholders.
We have now taken the decision to create this new post of Director for Performance and
Accountability following a recent internal review. This identified the need for a Director to lead
continued change in the organisation in an increasingly complex and fast moving world. This role
will have a key role in ensuring we achieve our ambitions and ‘up our game’ to a higher level of
performance. It comes at a key point as Action Aid UK embarks on developing a new five year
strategy.
We want to focus in particular on strategic ways to improve both organisational and individual
performance– tackling cross-organisational challenges, motivating staff and setting a culture where
good performance flourishes and any blocks to effective delivery are challenged and resolved.
Alongside ActionAid, and our whole sector, is facing demands for increased accountability and the
challenge of demonstrating the difference we make - we want to be leaders in responding to this.
We have to account to a variety of stakeholders – in the UK and internationally. We also need to
ensure appropriate accountability of AAI to ActionAid UK and vice versa.
This is a great opportunity for someone who can think outside the box and is inspired to lead
change in ActionAid UK at the highest level - so we in turn can make the greatest difference in
ending poverty.
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Executive Director
AAUK
Finance Director
Policy
And Campaigns
Director
Communications
Director
Fundraising Director
Performance and
Accountability
Director
(Responsible for
Corporate Services)
HROD team
Impact Assessment
Advisor
Action Aid warmly welcomes applications from all sections of the community and we
aim to promote diversity
Registered charity number: 274467
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ROLE PROFILE
Performance and Accountability Director
Reporting To:
Executive Director, ActionAid UK
Role Purpose:
Date:
Band:
Contract Status:

To lead the development of high performance across ActionAid UK
– with transparent performance management, standards set and
robust accountability to all relevant stakeholders.

To promote learning and performance improvement amongst all
staff, building a culture that supports and reflects these core
competencies.

To design, manage and drive strategic planning processes. Lead
the development and implementation of a clear strategy and
planning process, that converts into organisation and individual
priorities, plans and objectives with full ownership of staff

To increase capacity. understanding and integration of ALPS’s
(ActionAid’s Accountability, Learning and Planning system)
principles within AAUK policy and practices

To take the lead within the Senior Management Team on Women’s
Rights work and act as its champion especially that our internal
workings match our external profile

To take an overview of the relationship between ActionAid UK and
International, engaging with colleagues in ActionAid International
and the UK to develop reliable, productive, robust relationships and
ensuring all involved know the expectations and can deliver to
those.
March 2010
Band 7
Permanent
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Key
accountabilities
Key elements
Lead corporate engagement on performance management to generate
full understanding of the expectations, needs and demands for improved
organisational performance in all its dimensions and turn this into action
Integrate all types of performance data at different levels in the
organisation, and develop ways of working across functions that enable
performance data to be turned into knowledge and learning for
improvement
Performance
Mobilise and skill up the organisation to put in place processes,
information flows and methods for developing performance within the UK
organisation and across the wider international organisation. Tackling key
strategic blockages to high performance
Develop and lead change management competency and capability at AA
UK Director level and across the rest of the organisation, leading a better
understanding of the drivers of change. Bring in practical tools to facilitate
change and integrate with current HR processes
Bring in best current practice in the field of accountability and
performance measurement to the organisation and lead its
implementation.
Consider all aspects of accountability – to our supporters, within the
organisation, to AAI and vice versa – and develop ways to improve and
be at the leading edge of change and debates
Accountability
Contribute to existing accountability networks and engage in external
debates on accountability, impact assessment and learning approaches
and methodologies to learn from and influence best practice approach
within AAUK
Represent AAUK in debates and forums on NGO accountability and
performance
Champion the effective and productive working relationships between UK
teams and international colleagues across AAI
Lead the development of the UK Board as a team equipped to fulfil their
role and to model good governance.
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Lead the process of strategic review in the UK in relation to Taking Stock
3 (the ‘Rights to End Poverty’) and the UK Strategy review.
Planning
Lead the process for contributing to the international strategy and then
drafting and creating the AAUK strategy (once the new international
strategy has been agreed)
Work with the SMT (Senior Management team) to cascade the new UK
strategy into operational work programmes and ensure that AAUK is
aligned with the AAI strategic direction over time
Embedding strategic thinking and planning in AAUK. Engage staff in the
interpretation of strategy and the translation into dept objectives, plans
and priorities, and, in turn, into individual performance objectives.
Work closely and seamlessly with the Finance Director to provide the rest
of the organisation with the process, tools and methods to plan at all
levels
Support SMT members on issues of strategy, change management and
organisation development, therefore acting as a role model of business
partnering and service delivery for the rest of the organisation.
SMT
Support
Facilitate SMT discussions and decision making and support the UK
Director to ensure that the SMT role model the values and behaviours and
culture that the UK organisation aspires to.
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Role related knowledge and skills

Extensive experience of leading and modelling organisational change. Understands and
practises change management – supports, coaches and enables others to lead and
endorse change and achieving successful outcomes

Extensive experience of embedding strategic and planning processes in complex multistakeholder environments and can mobilise strategy across an organisation with clear,
measurable success

Outstanding written and oral communication skills and can demonstrate resilience when
facilitating robust discussion amongst senior management teams.

Exceptional interpersonal and influencing skills with the ability to represent AA UK and
help promote our values and culture to all internal and external stakeholders

Ability to engage people across the organisation and be highly visible building
relationships with individuals and working collaboratively with employees

Understanding of learning and how to use performance feedback to change behaviour
and practice
Qualifications and experiences

Candidates will have a proven track record of success in the OD field and
working at board level

Understanding of accountability and effectiveness frameworks and impact assessment
involving diverse stakeholders

Educated to degree level
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HIGH PERFORMANCE ATTRIBUTES
Action



Understanding vision and purpose and conveying passionate commitment to them
Being relentless and tenacious in pursuit of the right outcomes
Taking difficult decisions in order to get things done
Planning



Formulating clear and measurable objectives which will achieve our vision and
strategy
Sponsoring and planning projects which offer clear and measurable benefits to the
organisation
Scanning the environment and gathering information from a wide range of sources to
inform planning
Innovation


Fostering an environment where change is readily embraced and people are
supported to make the necessary transition
Driving transformative change and developing, contributing to and inspiring best
practice
Communication


Engaging key stakeholders with clear messaging. Active listening and effective
questioning
Stimulating dialogue to achieve our vision and purpose
Collaboration



Considering a wide range of stakeholder needs in decision-making
Encouraging others to learn, develop, share knowledge and evaluate their
effectiveness
Stimulating a climate which enables highly effective, collaborative behaviour
Leadership and Management



Inspiring and intelligent leadership
Building and maintaining a cohesive and focused management team which has
credibility
Encouraging a climate of employee growth
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