Qualifications & Experience

• 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 (like PEOs) in a field-based environment.
  

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 LG 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 to ensure resource availability.
  
• 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 and maximize impact.
  
• 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.