وظائف شاغرة لدى المجلس الثقافي البريطاني برواتب تصل 700 دينار

We support peace and prosperity by building connections, understanding and trust between people in the UK and countries worldwide.

We work directly with individuals to help them gain the skills, confidence and connections to transform their lives and shape a better world in partnership with the UK. We support them to build networks and explore creative ideas, to learn English, to get a high-quality education and to gain internationally recognised qualifications.

Working with people in over 200 countries and territories, we are on the ground in more than 100 countries. In 2021–22 we reached 650 million people.

Role Purpose

Through an in-depth understanding of Syria and the UK, lead the development and delivery of effective, sustainable, and corporately aligned cultural relations between the two geographies, drawing on the UK’s cultural assets and thereby strengthening awareness of, positive attitudes towards and collaboration with the wider UK. By role modelling inclusive leadership, the role will be unifying across all areas of the British Council, whether Cultural Engagement, Teaching and Exams or Professional Service functions.

Contribute to the effective development and delivery of the British Council’s Strategy and Cultural Engagement Business Plan by leading / managing new business opportunities from initiation to delivery. To lead and oversee our approach to strategic client engagement, setting a framework for key account and relationship management which results in substantial collaboration opportunities to meet financial and non-financial targets. To lead and support end to end client engagement throughout the project cycle. Working with business stream, sector, geographical and client leads act 2 as driving force in ensuring the development of quality proposals and business cases that meet CE and external requirements and are aligned to CE priorities and agreed financial and non- financial targets. Builds capability of cluster teams in all aspects of business development.

Main Accountabilities:

1. UK and country insight and intelligence to identify cultural relations opportunities.

• Has a thorough understanding of the country context, through extensive networks of opinion leaders and formers and other sources, and identifies opportunities to increase cultural relations impact through a similar understanding of the UK
• Has a sound understanding of comparators and (potential) partners to enrich insight and support business development and cultural relations impact, including competition in the ‘soft power’ space
• Ensures insight is organisational, it is shared and accessible to the organisation, rather than retained by the individual and country
• Insight is used to influence regional and global strategies

2. Shaping, monitoring & delivering the whole country British Council strategy, narrative, and brand - our cultural relations response

• Develop and deliver a strong medium-term (3 year) strategy and annual/multi-year country plan for Syria, with support of regional SBU/marketing leads and relevant members of country team. Strategy and plans are based on insight and include a compelling articulation of our strengths, niche, and value, drawing these from across all areas of British Council, ensuring we aim for the strongest possible cultural relations impact
• Strategy and narrative are aligned with, and inform, agreed regional and SBU strategy/global programmes and narratives to enable us to amplify our impact appropriately and ensure our cultural relations response is seen as cohesive
• SBU business plans and activities within Syria are informed by drawing on a wide range of sources, challenged and agreed. High-level performance of these components of the country plan are monitored and evaluated against agreed Key Performance Indicators, reporting as required. Assurance of adequate mitigation is sought and obtained (up the management line if necessary) where successful delivery of agreed plans is at risk
• Strategies and plans are financially sustainable and reviewed as appropriate to ensure they reflect changing internal and external realities • Lessons learned are reflected in future plans

3. Identifying and leveraging partnership and contract opportunities to deliver the strategy.

• Is seen as a strong public face of the British Council in country leading and contributing to relevant public debate in ways which strengthen the UK’s and the British Council’s reputation and positions the British Council to work in partnership with like-minded organisations.
• Secures partnership and contract opportunities which align to our strategy and benefit the British Council and UK, through effective market, client and partner insights and networking.
• Builds and maintains strong senior relationships with key agencies, partners, and individuals to support the achievement of British Council global and country strategies and plans. Relationship management will follow the planned and purposeful global account management approach embedded within the Partnerships and Fundraising Framework, and draw upon skills, knowledge and insight from appropriate country, regional and global colleagues.
• Meets CE country financial and non-financial targets as agreed with pillar leads and regional CE Business Director.
• In partnership with the region, global business, and pillar leads, identifies the right balance for country between high impact and high-quality global programme
   

4. Managing stakeholders: FCDO, other UK Delegations, devolved administrations, representatives of UK institutions

• Identify key in-country and UK based stakeholders at the Mission/s. These must include, as a minimum, HMA and DHM with whom CD must maintain proactive contact – at least once per month with regular participation in SLT / Heads of Section meetings
• Key HMG stakeholders are actively consulted on our Country Strategy and Plan, which are shared and agreed with the Mission. Equally, we will contribute to the Mission’s business planning and KPIs and aim to be the SRO for any cultural, educational, and English sub-items in the Mission’s Strategic Plan, and to advocate for such activity as part of the Mission’s activities.
• Stakeholders understand and value the British Council’s insight, networks and impact and recognise the British Council’s value in supporting their objectives and those of the wider UK

5. Lead the Syria team. Overall duty of care

• Support and champion change within the country team when needed, and instilling a culture which embraces continuous change
• To actively contribute to an inclusive and anti-racist organisational culture, being aware of your own biases, and taking action to mitigate against these. Ensuring people feel valued and are treated equitably, with support for people’s well-being and mental health.
• Understand the British Council’s approach to equality, diversity, and inclusion and how it applies to your role and be available for learning and development relating to EDI and anti-racism.
• Others are held to account to deliver to the same values and behaviours
• Staff feel empowered and enabled to deliver excellence
• All staff feel part of one British Council country/territory operation (as well as part of a specific SBU or professional function team), are aware of the British Council’s overall purpose and its strategy and narrative for the country/territory
• All staff understand and operate within the Code of Conduct
• The Country Leadership Team (CLT), representing the local SBU’s and Professional Functions, is led effectively (even where members’ report to roles outside the country operation) to ensure the delivery of successful cultural relations and compliance across the operation
• Members of CLT are supported to meet their objectives and development potential (even where they report to roles outside the country operation)
• All day-to-day country HR issues, including employee relations, relations with staff bodies and staff well-being are managed effectively and in accordance with our values
• Crises are managed effectively through the establishment and leadership of Incident Management Teams

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