Engage with and catalyse collaboration amongst key stakeholders at the state-level

- Work on establishing, sustaining and strengthening of relationships with a clear shared purpose and vision amongst a ‘guiding coalition’ of state-level government officials and organisations as part of the local leadership team

- Work in creating a place for and representing STiR at relevant discussions, meetings and collaboration opportunities as part of the local leadership team

- Being vigilant and aware of developments, trends, challenges and opportunities through regular stakeholder engagement

- regularly consolidate programmatic learning and progress as status / activity / learning / impact reports to influence and build ownership in senior-officials

- Ensure real-time contextualization of the STiR model as per state’s dynamics and structures, and periodic learning from districts while keeping our vision and mission inalienable

Lead, manage and develop your team of District Leads for effective delivery of the Programme

- Understand STiR’s overall vision and values, and identified priorities for TN and develop a team culture and environment of excellence, accountability and mutual support. Model ‘Growth Mindset’ at all times - show that improvement is possible and take responsibility for coaching and supporting the whole team in achieving its goals

- Help the team understand and translate the state vision at the district level, by apprising them of state priorities and updating and securing their buy-in on key decisions

- Provide consistent and focused line management to achieve our shared purpose of increased teacher intrinsic motivation and children’s learning. Provide quality coaching support to enable District Leads in making effective programme and stakeholder management decisions.

- Support your team to build and track an excellent project plan aligned with government and organisational priorities and ensure implementation of the same. Set and track clear implementation deliverables and outcomes with team members.

- Regularly visit districts to be aware of ground realities and appropriately support district leads in building and sustaining senior district relationships, and act as a backup when they are unable to attend crucial meetings.

- Understand the collective and individual skill development needs of team and plan for capacity building efforts along with the Design & Programme Readiness team

Work closely with the M&E, Design, Donor Partnerships, People, Finance & Admin teams to ensure all elements of STiR’s organizational needs are taken into account along with district-level delivery

- Cross-functional collaboration with supporting functions to enable smoother district delivery.

- Support in building robust processes and systems to ensure financial spending is judicious within program implementation

- Strategically work to find solutions that support STiR to be financially sustainable in the state

- Use existing tools to monitor progress and inform discussions with the team for continuous data-based improvement.

- Play a key role-modelling role in development of a team culture in line with STiR’s organisational values.

- Strong delivery focus, 'can-do' attitude, and ability to rapidly adapt based on feedback and new information and thrive in a fast-paced environment

- Strong identification with STiR values

- Fluency and excellent communication skills in Tamil and English is mandatory

- Ability to codify and share learning effectively as data-based impact reports

- Demonstrated ability to lead a high functioning team

-Ability to create a culture of high expectations and learning

- Excellent influencing, planning and project management skills

- Able to build strong relationships and connections with people of all levels of seniority

- Ability to co-create and collaborate to achieve goals

- Demonstrated ability to use multiple strategies to enable behaviour change of teachers and government officials

- Strong attention to detail and ability to see things through to a high standard
 

We achieve this through learning partnerships with education systems, where we align all levels of the education system (officials, teachers and children) around the goal of increasing intrinsic motivation.

Practically, this means that teachers undergo monthly network meetings with about 20 to 30 local peers. Through these meetings they’re supported to develop their practice in areas ranging from effective questioning to creating warm but orderly classroom routines – all designed to create a more effective relationship between the teacher and child. In doing so they develop a sense of autonomy (the sense they can change things), mastery (sense of getting better as a professionals) and purpose (reconnecting emotionally with their peers and students) – the key drivers of intrinsic motivation.

District officials undergo a training and coaching programme that motivates and supports them to prioritise, run and monitor the teacher networks and a close partnership with the state or national government enables the government to align this intrinsic motivation approach within their priorities, structures and systems.

The approach is run by the government from day one and after about five years of partnering with an education system we hope to have embedded a culture of improvement at all levels for the system to continue to strengthen itself.