CHARITY JOBS IN AFRICA

Organization: Agency for Co-operation and Research in Development
Country: Kenya
Closing date: 03 Feb 2015

Background

ACORD (Agency for Cooperation and Research in Development) is a Pan Africa organisation working for Social Justice and Development in Africa. ACORD has offices in Nairobi and London and operates in 17 African countries, delivering development programmes on livelihoods, peace building, gender and the Right to Health. ACORD is also implementing Pan-African programmes focused on agriculture, food sovereignty, women’s rights and community social peace. We work in alliance with organisations worldwide to achieve our aims.

Job Summary and Overall Purpose

The Programme Quality and Learning Manager is responsible for coordinating the development/strengthening and implementation of a comprehensive organisational monitoring & evaluation and knowledge management system to enhance monitoring, quality control, evaluation, impact and learning in order to improve internal processes, results delivery and accountability at various levels.

The Programme Quality and Learning Manager is also responsible for putting in place mechanisms to take stock of current practices in all areas of work, provide guidelines in the promotion of learning methods and best practices across the organisation.

S/He shall also support the impact assessment of ACORD’s programmes through the development of assessment tools for feasibility studies at the onset of programme/project implementation and the assessment of the impact of programmes/projects on the lives of beneficiaries.

S/He shall coordinate the capacity building of ACORD staff at the Secretariat and in Area Programmes in the use of monitoring tools and promote awareness of learning methods and best practices across the organisation.

Required Qualifications

· Masters in Monitoring and Evaluation, Social Sciences/Development Studies or any other related field.

· 5 years’ experience in knowledge management, M & E at management level with an International Non-Governmental Organisation (INGO) in Africa and or globally;

· Strong experience in Strategic Planning especially in Funding Policy Formulation and Planning;

· 5 years of People Management experience

· Bilingual: English-French spoken and written is an essential requirement for the position

How to apply:

To apply, please complete an application form available atwww.acordinternational.org**and e-mail it with a detailed Curriculum Vitae and cover letter to**recruit@acordinternational.org**with the Job title in the Subject Box.**

Organization: Concern Worldwide
Country: Democratic Republic of the Congo
Closing date: 10 Jan 2015

DRC WASH Consortium:

Terms of Reference for the development of a Knowledge Management and Learning Strategy

1. Summary

The DRC WASH Consortium which is comprised of five agencies, Action Against Hunger (ACF); Agence d'aide à la Coopération Technique et au Développement (ACTED); Catholic Relief Services (CRS); Concern Worldwide (as lead agency) and Solidarités International, seeks a consultant or consultants to develop a knowledge management and learning strategy and accompanying tools. The strategy will ensure the dissemination, appropriation and use of knowledge and learning by the three key target groups of the DRC WASH Consortium: the staff members of the five international NGOs and operational partners of the Consortium; the DRC and international WASH sector; and the communities and their members who are participating in the Consortium programme.

The objective of the knowledge management and learning strategy will be to improve efficiency and effectiveness of the programme by addressing challenges and mitigating risks related to:

The nature of the DRC WASH Consortium itself, for example:

o The high amount of internal documentation which is continuously improved and updated.

o A network of remote and weakly connected teams and operational bases.

o A high staff turnover rate for the 5 Consortium members.

o The multi-level relationships within the Consortium between operational staff of the 5 NGO members, regional NGO staff, Kinshasa-based NGO staff, and the Kinshasa-based Consortium Coordination Unit.

o The high number of partners and external stakeholders, and the need for harmonization between the approaches of the 5 members to build and maintain consistent relations with institutional partners.

The challenge of the DRC context, for example:

o Legal, institutional and policy reforms in the WASH sector that have been ongoing for many years, with sector responsibilities still shared between up to 9 ministries.

o Wider decentralization processes on standby.

o Weak coordination and institutional leadership and a resulting low level of capitalization of existing knowledge, and lack of any centralized information resource for the sector.

o A high demand for emergency WASH activities which has an influence on the WASH sector stakeholders’ capacity and vision for longer-term development of the sector.

o Extremely weak infrastructure (transport, internet, electricity etc.).

The challenges of the programme outputs required at local levels, for example:

o The use of a community-led approach which requires that village-level committees can acquire basic project management skills.

o Sustainable hygiene and sanitation change, which requires that village-level committees and other key community members can acquire basic skills for social marketing analysis and adapted campaigns, including improved channel of communication and tools for community monitoring and accountability.

o Sustainable access to water, which requires that village-level committees can acquire basic skills to analyse different technical options for improving water services, including pricing and comparison of options through local ‘business plans’, estimates of the long-term costs and benefits, and financial and budget management capacity to ensure their ability to afford their contributions to long-term costs.

o Capacity for support and follow up by local authorities to support communities on issues such as project management, governance, technical and maintenance issues. This includes supporting local authorities to be able to take informed investment decisions for WASH services in collaboration with communities, which take into account the capacity of local actors to ensure the sustainability of the proposed services.

Therefore, the Knowledge Management and Learning Strategy should:

1. Propose, develop and operationalize internal communications and knowledge management tools.
2. Enable effective coordination approaches with government partners and other stakeholders and provide the basis for a strategy for external advocacy to improve WASH sector knowledge management and learning
3. Develop appropriate tools at community level for WASH knowledge management and learning.

Note: at a similar time to the development of the overall Knowledge Management and Learning Strategy, the DRC WASH Consortium will be engaging other consultants separately to this assignment who will be working on the development of some specific tools at community level. The consultant(s) for the Knowledge Management and Learning strategy will liaise as needed with these other consultants to ensure complementarity of the work.

2. Background to WASH in DRC and the Consortium

Despite the country’s relative wealth in terms of water resources, access to clean drinking water in the Democratic Republic of the Congo (DRC) remains low. Based on current trends, the DRC will miss the water target under the Millennium Development Goals (MDGs) to halve by 2015 the proportion of its population without sustainable access to safe drinking water. The water and sanitation sector is also in a state of change amidst ongoing reforms relating to decentralisation and the implementation of new laws such as the Water Code, while implementation capacity at all levels remains weak. Statistics from the Multi-Indicator Cluster Survey^[1] report that 47 million Congolese do not use sanitary latrines, 10 million defecate in the open, and 40 million do not wash their hands at critical moments of the day.

In this context, the DRC WASH (Water, Sanitation and Hygiene) Consortium is working to increase the coverage of sustainable water and sanitation provision and hygiene behaviour in rural areas of DRC. The Consortium is funded by the UK Department for International Development (DFID) through a grant of £23.9m from 2013-2017 as part of DFID’s 2013-2019 WASH programme in DRC.

3. The DRC WASH Consortium objectives and approach

The DRC WASH Consortium has the following overall objectives:

• Impact: Improved health and productivity through reduced morbidity and mortality resulting from water-related diseases in rural communities in the DRC.
• Outcome: Sustainable and integrated environmental and household health and sanitation which is adopted and managed by communities and integrated with local governance service provision institutions and strengthened locals partners and government.

These objectives are intended to be achieved through seven different outputs. The first five outputs are focused on the benefits for communities:

1. Individuals demonstrate knowledge of the economic, social, health and environmental advantages of improved water, sanitation and hygiene for their communities at community and household level.
2. Functioning governance institutions and service providers with increased capacity engage in WASH provision at the micro level.
3. Representative, accountable and responsive Community Committees are established by community members.
4. Communities have sustained and improved access to and availability of potable water
5. Communities have improved and sustained access to sanitation facilities.

The final two outputs are concerned with the Consortium’s wider influence on the WASH sector in DRC:

1. Increased coordination, participation and planning at the macro, meso and micro levels between consortium members and governance structures, service providers and other stakeholders in the WASH sector.
2. The Consortium produces and disseminates evidence for sustainable, community based solutions to WASH needs in the DRC.

In total, the DRC WASH Consortium aims to support 461 villages and 554,122 beneficiaries in up to 17 health zones in rural DRC through a 12-step process which lasts eighteen months in each village, followed by additional monitoring and evaluation for a further six months. Programme activities include the promotion of good hygiene behaviours through “Small Doable Actions”, support to the construction of household and institutional latrines, and (where judged technically and economically feasible for long-term sustainability) the development of water points such as spring protections, protected wells, and boreholes. The Consortium also works with local health services, local authorities, the private sector and civil society to develop their capacity to support communities and ensure the sustainability of WASH services. The Consortium aims to use its experiences, innovation and research to produce and disseminate evidence for sustainable, community based solutions to WASH needs in the DRC.

The Consortium comprises the following agencies: Action Contre le Faim (ACF); Agency for Technical Cooperation and Development (ACTED); Catholic Relief Services (CRS); Concern Worldwide; and Solidarités International. Each agency has a country head office in Kinshasa, some regional offices in the provinces, and operational bases in each of the health zones of intervention. In total there are approximately 250 staff members directly involved in the programme implementation.

The Consortium is involved with series of stakeholders at macro, meso and micro level. A summary of the “expected relationship” for each level as set out in the proposal is included in Annex A.

The full logical framework is included in Annex B.

4. Timing of the development of the Knowledge Management and Learning strategy in the evolution of the Consortium programme

The approach of the DRC WASH Consortium is designed to be flexible enough to integrate learning during the programme in line with the need for adaptive programming expressed by DFID and others,^[2] especially if evidence produced shows that parts of the original Theory of Change may not be valid.

The programme therefore proceeds in a sequence of different phases of villages and conducts additional research and innovation projects to enable learning to be fed back into the programme. During the first two years of the programme, extra information becomes available from:

• Field experiences and results from the completion of the first phase of villages (Sept 2013 – Feb-March 2015) and ongoing experiences from the second and third phases (in progress between April 2014 – Oct 2015). The fourth phase of villages is due to start in July 2015.
• Research projects on: spare parts and supply chains for handpumps; community mobilisation and behaviour change.
• Innovation projects on: preparation and rapid response for cholera outbreaks; WASH mapping.
• Sharing of experiences with other sector actors through six-monthly external Technical Reviews.

Key developments to the programme approach so far include:

• Detailed development of an economic approach to better define, estimate and measure life-cycle costs and use this information as part of informed decision-making for investment in drinking water infrastructure.
• Revision of the selection process for intervention areas and villages to increase the likelihood of success given the extremely challenging context in rural DRC.
• Initial review of the Consortium’s approach to community mobilisation and behaviour change.

The consultancy for the development of the Knowledge Management and Learning Strategy should consider how this previous knowledge and learning has been integrated into the programme approach. The Knowledge Management and Learning Strategy will be effective from May 2015 until the end of the Consortium programme in 2017.

5. Objectives of the Knowledge Management and Learning Strategy

The Knowledge Management and Learning Strategy should ensure the specific objectives and expected results for each of the three key target groups of the Consortium as specified below:

1) Operational staff members and partners of the DRC WASH Consortium.

Objective: contribute to effective operationalization of the Consortium approach through ensuring timely access to knowledge and learning for:

o Staff of the five member agencies, including focal points for governance (Country Directors), Programmes (WASH Coordinators and Programme Managers, Systems and Finance (Log, HR and Admin staff), and other relevant staff at National, Regional and field level.

o Provincial institutions who are collaborating with the Consortium programme (CPAEA, B9 of the Ministry of Health, SNHR at provincial level, Ministry of Planning at provincial level)

o Institutions at District, Territory and Zone de Santé levels who are partners with the Consortium programme.

o Other key international agencies (UNICEF, other international or national NGOs).

Results expected:

§ All staff and partners have rapid access to key knowledge.

§ New staff or partners become effective in their roles more quickly.

§ Minimisation of duplication or reinvention.

§ New ideas and innovation approaches are shared.

§ Sharing of experiences leads to learning and improved implementation.

2) WASH Sector in DRC (and international).

Objective: contribute to the development of a WASH sector which effectively shares knowledge, learns and adapts, in DRC and beyond, including:

o Governmental institutions: CNAEA, Ministry of Health, SNHR, Ministry of Environment, Ministry of Planning, and others.

o Donors and technical partners: e.g. DFID, WSP, USAID, AFD, GIZ, KFW, Koica and others.

o Other international implementing agencies or NGOs: UNICEF, WASH Cluster, ICRC, Red Cross Movement, Oxfam and others.

Results expected:

§ Existing knowledge in the DRC WASH sector is effectively shared (e.g. research, surveys, data, mapping etc.).

§ The Consortium and the DRC WASH sector has access to the latest thinking internationally.

§ Gaps in sector knowledge are identified and the Consortium contributes to addressing these through innovation, research and sharing of evidence.

§ Sharing of knowledge leads to learning and improved implementation approaches.

3) Communities participating in the Consortium programme.

Objective: contribute to improved WASH knowledge and practices of:

o Participant communities (554.444 people living in 461 villages).

o Different WASH users within these communities, considering for example: women, men, children, people living with disabilities, community health volunteers, village project committees, entrepreneurs, ‘natural leaders’ and other key people identified.

Results expected:

§ Faster access to basic knowledge on hygiene and WASH practices.

§ Sharing ideas between different communities on key community-based actions for improved WASH practices and services.

§ Improved learning on project management and financial management for village project committees.

§ Adapted approaches to community mobilisation and marketing of improved WASH services by village project committees, community health volunteers, entrepreneurs and ‘natural leaders’.

§ Identification of evidence and lessons to share with other Consortium members, partners and the wider WASH sector.

6. Key activities of the assignment in order to develop the strategy

Contextual review

• Review of existing knowledge management and learning strategies and tools used by similar organisations or programmes (including the Theories of Change or conceptual models underlying these approaches) and identification of the approaches most relevant to the Consortium.
• Review of the existing knowledge management and learning needs and practices of the three target groups in DRC.

Development of a Knowledge Management and Learning strategy

• Development of a knowledge management and learning strategy which addresses the objectives for the three target groups and takes into account the contextual review.
• Identification of the key tools required for the three target groups.

Development of key tools for the implementation of the Knowledge Management and Learning strategy

• Development of the key tools required for the Consortium staff and partners.
• Development of a concept note which could be used to seek funding for development of the tools identified for the DRC WASH sector.
• Development of the key knowledge management tools required at community level, in collaboration with other consultants engaged separately to this assignment who will be working on the development of some specific tools at community level (as noted in Section 1).
• Outline methodology and timetable

The Knowledge Management and Learning strategy should be completed during the period Jan - March 2015. The proposed approximate timings are as follows. The consultant(s) may suggest alternative arrangements in their methodology. However it is important to note the constraints on field visits (visits to project sites typically require at least a week per project site including travel time e.g. 2-4 days travel + 3-5 days at or near the project site).

Contextual review2 days – review of lessons from other programmes

7 days – field visit, activities, interviews

1 day – write-up of contextual review 10 days Development of a Knowledge Management and Learning strategy 5 days 5 days Development of key tools for the implementation of the Knowledge Management and Learning strategy 3 days – development of tools

7 days – field visit, testing of tools

2 days - final revision of tools 12 days

The assignment should draw on:

• Existing data available (see list below).
• Interviews / workshops with key internal and external stakeholders in Kinshasa.
• Interviews / workshops with key internal and external stakeholders in at least one field site, ideally more, including the views of direct programme participants.

Existing documentation and knowledge management tools to be considered:

ü Six-monthly narrative reports covering July-Dec 2013, Jan-June 2014, and July-Dec 2014. These include logframe updates; strategic and programmatic overviews; operational, governance and communication issues; and orientations for next steps.

ü Minutes of quarterly meetings of the Governance Board, Programmes Technical Working Group, and Systems-Finance Technical Working Group.

ü Minutes of six-monthly internal Technical Reviews.

ü Reports of six-monthly external Technical Reviews.

ü Reports on research projects (spare parts and supply chains for handpumps; community mobilisation and behaviour change; climate and environment assessment).

ü The Consortium website, Facebook and newsletter.

ü Internal communication guidelines and procedures.

ü Key programme tools (e.g. the Manual for the 12-step implementation approach, the Technical Guide and the monitoring and evaluation guide).

8. Expected products

• Draft methodology as part of proposal.
• Contextual review for approval after XX days (to be agreed).
• Preliminary presentation of proposed structure of strategy and key tools for feedback in country.
• Final strategy.
• Key essential knowledge management tools for the Consortium staff and partners.
• Examples of key knowledge management tools for communities. The exact tools will be determined in discussion with the Consortium and the separate consultants working on this issue.
• Concept note for seeking funding to improve the knowledge management and learning for the WASH sector in DRC.
• Skills and experience of the consultant(s)

The consultant(s) should have the following skills and experience:

Essential

• Relevant academic and professional background in international development, WASH, and knowledge management and learning.
• Experience in developing knowledge management and learning strategies.
• Experience in developing knowledge management tools for use by communities.
• Excellent communication and report-writing skills in English.
• Ability to speak French.
• Willingness and ability to work long hours in a difficult environment.

Desirable

• Experience of working with consortia.
• Experience in DRC.

10. Management, reporting and quality assurance arrangements

The consultant(s) will be contracted by Concern Worldwide as the lead agency of the DRC WASH Consortium and will report to the Consortium Director and the Consortium WASH & M+E Coordinator. To ensure quality, the timing of payments will be made according to the delivery of key outputs, to be agreed in the contract. The contextual review will be approved by Concern Worldwide before proceeding to development of the full strategy. The proposed structure and contents of the final strategy will be approved by Concern Worldwide before proceeding to the completion of the final strategy.

[1]MICS 2010.

[2]DFID’s 2013 “end to end review” of programming (led by the Deputy Head of DFID DRC at the time) concluded that the conventional approach to programme management needs to change and that programmes need to be flexible to adapt to changing realities and emerging opportunities (for more info see presentation by Pete Vowles on Adaptive Progamming at “Hard to Measure Benefits” workshop at DFID in London, October 2013).

How to apply:

Please submit an Expression of Interest by January 9^th 2015toemily.bradley@concern.net outlining exact availability in line with the approximate timeline. The expression of interest should contain: (a) a technical offer and (b) a financial offer, comprising:

1. Technical offer:
2. Up to date CV of the consultant(s) explaining how the consultant(s) meets the skills and experience required.
3. Technical proposition detailing proposed methodology and resources needed (max 2 pages).
4. Example of at least one similar strategy previously developed by the consultant(s).
5. Financial offer:
6. A list of all expenses expected to be incurred by the consultant(s) including a daily rate.
7. Costs of transport in-country and accommodation while on field visits outside Kinshasa will be covered directly by the Consortium and should not be included.

The following additional information is available in the Annexes to this TOR:

· Annex A - The Consortium’s original 9-point strategy and 12-step process

· Annex B – Logical framework

· Annex C – Partners and stakeholders framework

Please contact emily.bradley@concern.net for all queries.

Organization: International Rescue Committee
Country: Central African Republic
Closing date: 03 Feb 2015

Purpose

While the use of cash transfers has increased in the last decade, the frequent assumption in the humanitarian community is that cash transfer programming primarily benefits livelihoods and food security in recovery settings. Consequently, programming and research have been limited with regards to the potential impact cash transfers have on other outcomes such as women and child protection, especially in acute crisis contexts. As a result, there is a lack of appropriate guidance, standards and tools, potentially exposing women and girls to further harm when gender dynamics and vulnerability to violence are not integrated into the design of cash transfer programming.

Furthermore, to date, very little cash transfer programming has been designed and implemented with the explicit intention of achieving reduction in vulnerability to and prevention of GBV. Through the proposed intervention, the IRC aims to contribute to establishing a response to GBV in the intervention sites, to safely restore livelihoods and to prevent and reduce the risk of GBV and negative coping mechanisms. In addition, the IRC commits to informing the wider humanitarian field about the learning gained from the program and what works in a context such as southern Chad to achieve both livelihood and protection outcomes together.

Context

The conflict in the Central African Republic (CAR) started in December 2012, which has led to the exodus of nearly 300,000 people to neighboring countries (Cameroon, Chad, D.R. Congo). The International Rescue Committee (IRC) has been among the first humanitarian partners to step in to assist the Government of Chad (GoC) in providing emergency health and nutrition services in three sites hosting refugees and returnees. The IRC will also provide safety nets for the most vulnerable among this population, in order to mitigate GBV risks linked to the negative impacts of displacement (prostitution, forced and/or early marriage, social exclusion, etc.). The IRC also seeks to generate learning and guidelines on cash transfers and links to GBV protection/prevention activities which would fill a current gap in best-practice guidelines.

Key Research Questions

• How do cash transfers influence women's perception of their own protection, risk of GBV and coping mechanisms utilized?
• How do cash/in-kind grants to initiate income generating activities influence women's perception of their own protection, risk of GBV and coping mechanisms utilized?

Design & Methodology

The IRC plans for a mixed methods pre-post test learning component, along with robust monitoring, to answer the above key research questions. The methodology will include the below steps but will need to be refined by Consultant:

Step 1: Conduct a rapid but thorough literature review on cash programming and protection/GBV.

Step 2: Conduct formative qualitative inquiry through key stakeholder interviews with humanitarian stakeholders, women's groups, relevant ministries and local NGO actors in southern Chad to provide contextual knowledge on economic vulnerability and GBV risks for the target community.

Step 3: Define a theory of change and develop key indicators as part of the project monitoring design which is to be used throughout the implementation of the program (led by WPE program team). Finalise research protocol, including sample size and methodologies.

Step 4: Conduct pre- and post-tests focusing on existing economic vulnerability, livelihoods, coping strategies and GBV risks with a random sample of program participants.

.

*Note that this research protocol is to be refined by the consultant. The research protocol will be drafted for the full two year program. However, the expected deliverables will only include data collection and report writing for Year 1 as Year 2 implementation is dependent on renewal of funding.

Ethical Considerations

As for any project involving collecting data from human participants, the consultant is expected to uphold the IRC's standard ethical procedures regarding the use and storage of data collected from project participants. All primary data collected should already have been coded anonymously when submitted by field staff, so the report itself is not expected to include any information that could be attributed to specific participants. The project is to follow guidelines from the WHO Putting women first: ethical and safety recommendations and submit the protocol to appropriate review boards as identified by the IRC.

Duration of the Consultancy

The start date will depend on the earliest availability of the consultant to conduct the pre-arrival literature review, research design, and ethical documents. All in-country training of data collection staff and data collection would occur by Dec 31, 2014 for the pre-test. It is expected that the in-country portion of the work will not be more than 40 days (across two separate trips), although this number is flexible and will be based on the consultant's proposed workplan. A proposed schedule is listed below, though is dependent on the consultant's needs and availability. A draft workplan and research design must be signed off by the IRC prior to the purchase of the plane ticket to South Sudan. The total days for Year 1 consultancy is 60 days.

How to apply:

Please follow this link to apply: http://www.aplitrak.com/?adid=YW5nZWxhdi45ODQwNC4zODMwQGlyYy5hcGxpdHJhay5jb20

Organization: Mercy Corps
Country: Liberia
Closing date: 13 Dec 2014

This position will be filled pending anticipated funding.

PROGRAM/DEPARTMENT SUMMARY:

Mercy Corps has been operational in Liberia since 2002, most recently implementing programs in food security, peace building, and youth empowerment. Currently, Liberia is the epicenter of a fast-moving regional Ebola epidemic, which also includes Sierra Leone, Guinea and Nigeria. To date, nearly 4,000 people in Liberia have been infected, with over 2,200 deaths (3 Oct 2014). As the Ebola epidemic spreads throughout Liberia, existing social and economic challenges are growing more complex, requiring adaptive and dynamic approaches to help support affected communities as they defend against, cope with, and recover from, this devastating disease.

Mercy Corps’ strategy to respond to the Ebola outbreak focuses on two approaches: 1) to engage local and international organizations through a national network of community organizations to promote healthy behaviors within communities that will help reduce the transmission of Ebola, and 2) address market and household economic challenges that emerge as a result of the Ebola outbreak, paying particular attention to food insecurity and declining livelihoods.

Social mobilization through community-led, bottom-up channels will be critical to bringing about the needed behavior change. To catalyze nationwide behavioral change, social mobilization needs to happen rapidly, at scale and aligned with national policy while adapting to the evolving situation.

The Ebola Community Action Platform (E-CAP), to be implemented by Mercy Corps’ (E-CAP) and Population Services International (PSI) (sub), will contribute to significantly reducing or eliminating the transmission of EVD nationally through a community-led social mobilization campaign. Activation of community-based networks through a subgrant platform will target both international and Liberian Implementing Partners (IPs), and the program will work in lock-step with international, GOL (Government of Liberia) and local stakeholders responding to EVD through technical and operational coordination.

IPs will be supported through rapid subgrants, training and materials, nationwide digital outreach and mass media communications. ECAP will coordinate its IPs through mapping coverage; conduct rapid surveys and studies including through mobile phones; conduct learning events; and use data and learning for adaptive management to adjust in real-time. E-CAP invests in information management, coordination and learning to ensure that the social mobilization response is strategic, consistent and effective. E-CAP’s close collaboration and fluid information sharing with government and international partners, as well as other EVD responders, will support collaborative contributions to national strategy and good practice learning in the event of future outbreaks.

GENERAL POSITION SUMMARY:

The Learning and Results Measurement Manager will be a critical position in the E-CAP program. S/he will lead enhanced innovation learning and knowledge management activities. This will include the design and rollout of a shared Results and Learning system to be used across the 10-20 implementing partners, requiring close cooperation with the program’s leadership, including Program Manager, Project Lead, Communications Specialist and Digital Outreach Manager. S/he will oversee the program’s internal monitoring systems including data collection, analysis and reporting and will be the senior leader responsible for cross-cutting programmatic information management within the framework of E-CAP, ensuring that information collected is reflected upon, used for continuous improvement of ongoing programs, and is incorporated into consistently high quality reports. The Manager will be responsible for monitoring and evaluation and learning activities of direct implementation programs, of partner (PSI), sub-grantee Implementing Partners and will work to ensure a unified results management system.

ESSENTIAL JOB FUNCTIONS:

• Design and manage the effective functioning of the projects’ information management, reporting, and learning system, including (1) activity and coverage information; (2) beneficiary baseline and behavior change data (e.g. KAP surveys); and (3) information from qualitative research. System to be used by E-CAP management and across partners and sub-grantees.
• Advise program team on improvements to intervention design and implementation through the provision of timely and relevant information from the program’s monitoring system (priority advisory areas include changes to the program context, beneficiary needs, and coverage/activity gaps).
• Produce published reports on cross-portfolio program impacts, individual program best practices, or specific topics of interest; oversee specific enumeration and research tasks as required.
• Coordinate with program team and partners regarding monitoring of progress against implementation.
• Collect data and information for highlight impact and learning; manage related knowledge products and processes.
• Contribute to the compilation of regular progress reports for the project stakeholders.
• Collaborate with Digital Outreach Manager to triangulate data from E-CAP learning system with national-level data in use of technology in M&E, learning, and other informational purposes.
• Mobilise the project management team and external consultants, as required, to support the fulfillment of the objectives above.
• Complete other related duties as required.

Coordination and Representation

• Organize partner workshops every two months to share challenges, learning and next steps.
• Participate in a variety of external forums/workshops/conference/sector coordination meetings to share best practices and findings of the project with the government and development community.
• Develop positive working relationships and coordinate/collaborate with partner organizations and international and national agencies active in the target area.
• Further responsibilities to be determined in coordination with consortium members.

Team Management Support

• Orient, and motivate an informed, skilled and efficient team; incorporate staff development strategies and performance management systems into the team building process.
• Advise the managers to work with their teams with an emphasis on excellence and achievement; encourage a team culture of learning, creativity and innovation.
• Provide leadership, direction and support for staff working in a country affected by the Ebola epidemic and a fragile political situation.
• Develop the competencies of the staff, especially national team members, through training, mentoring and coaching strategies.
• Provide formal mentoring and guiding of all E-CAP field staff and partners.

Organizational Learning

As part of our commitment to organizational learning and in support of our understanding that learning organizations are more effective, efficient and relevant to the communities they serve - we expect all team members to commit 5% of their time to learning activities that benefit Mercy Corps as well as themselves.

Accountability to Beneficiaries

Mercy Corps team members are expected to support all efforts towards accountability, specifically to our beneficiaries and to international standards guiding international relief and development work, while actively engaging beneficiary communities as equal partners in the design, monitoring and evaluation of our field projects.

SUPERVISORY RESPONSIBILITY: Learning and Knowledge Management staff (2-5 national direct reports, plus oversight of sub-grantees/contractors’ M&E staff)

ACCOUNTABILITY:

REPORTS DIRECTLY TO: Program Director

WORKS DIRECTLY WITH: The entire E-CAP implementation team as well as local and international sub-grant recipients.

KNOWLEDGE AND EXPERIENCE:

• Master’s degree in social sciences, international development, Information Communication Technology (ICT) or related field is required or demonstrated equivalent field experience
• At least five years relevant field management experience (M&E, program, etc.) with complex, multi-dimensional programming
• Experience in learning/knowledge management strategies in NGO/developmental contexts
• Understanding of the use of technology in M&E, data collection, beneficiary feedback, or other program functions (e.g., mobile devices and platforms, mapping, etc.)
• Relevant M&E experience as follows:
• At least five years work experience in designing and implementing practical monitoring and evaluation, learning and knowledge management and/or database management
• Demonstrated experience using modern technologies for data collection (Ona, ODK essential. SMS-based surveying and/or mapping experience – with CartoDB – preferred)
• Demonstrated experience in quantitative and qualitative data collection and analysis methods
• Demonstrated skill in training and M&E capacity development of field staff
• Demonstrated skill in coordinating information needs across technical sectors and managing complex, relational datasets for efficient and timely reflection
• Experience in and understanding of M&E role in adaptive management
• Experience conducting M&E across partners
• Highly skilled in computer software and skills such as Excel, Google Docs, statistical analysis software, etc.
• Effective and proficient verbal and written communication (in English) is required, multi-tasking, organizational, and prioritization skills are necessary
• Strong management skills, with good understanding of relevant cross-cultural issues.

SUCCESS FACTORS:

The successful candidate must be conscientious, with excellent judgment and must display an entrepreneurial spirit that is both creative and flexible. S/he will combine strong communication skills, creativity, initiative, participatory leadership and tactful decisiveness to assist in the development and implementation of Mercy Corps’ M&E strategy and at the same time be comfortable working in crisis or high-stress environments with an ability to mobilize systems and resources quickly to achieve program goals. The Knowledge and Results Management Manager must have strong organizational skills,be proficient at multi-tasking, prioritizing, problem solving with simultaneous attention to detail and strategic vision. S/he must have the confidence, and humility, to work effectively with a large variety of people who will be diverse culturally, economically and in social status and must be sensitive to political and cultural nuance with an ability to consistently apply excellent judgment to a variety of demanding and fast-changing situations. An ability to foster solid working relationships with partners, host Government, and beneficiary communities, work as part of a team and coordinate with project personnel are all essential.

LIVING CONDITIONS/ENVIRONMENTAL CONDITIONS:

The position will be based in Monrovia, and may require travel to outlying counties and communities throughout Liberia. The security situation is stable but could change quickly in localized circumstances, although general unrest is not anticipated because of a significant UN, US military, and local police forces to maintain public safety. Monrovia is served by an international airport and has many hotels, restaurants and grocery stores. Health services are currently limited and while we have made provisions for emergency care, team members should not anticipate an environment where casual outpatient services are available. Because safe access to health services should not be anticipated, a degree of self-sufficiency in first aid and medications should be considered. Candidates must consider taking anti-malarials as a preventative measure and other measures to lower their risk of requiring medical services. Candidates with chronic health issues should consider disclosing and self-eliminating from this recruitment process. Currently there is an 11 pm curfew, which could change at anytime, and staff should expect some interruption of movement as the government manages the Ebola situation. Housing will either be at private residences as group housing or at nearby hotels. Traveling in and out of Liberia is increasingly complicated with many commercial airlines suspending service and many countries closing their borders (air, land and sea) to individuals coming from Liberia. Two commercial airlines continue to serve Liberia (Brussels Air and Air Maroc) and UNHAS is currently working to establish air service to Dakar, Senegal and Accra, Ghana.

Mercy Corps Team members represent the agency both during and outside of work hours when deployed in a field posting or on a visit/TDY to a field posting. Team members are expected to conduct themselves in a professional manner and respect local laws, customs and MC's policies, procedures, and values at all times and in all in-country venues.

How to apply:

Please apply directly at:
http://mercycorps.silkroad.com/epostings/submit.cfm?fuseaction=app.dspjo...

Organization: Mercy Corps
Country: Kenya
Closing date: 07 Dec 2014

This position is contingent on an award of funding.

GENERAL PROGRAM SUMMARY:

The AgriFin Accelerate program will operate in three African countries (Kenya, Tanzania and Zambia) utilizing a market ecosystem approach, working with carefully selected partners to build sustainable models, where farm and crop management tools and financial services are "bundled" in affordable, unified platforms on mobile phone channels to promote mass uptake commercially. The program involves three interrelated components that seek to address low farmer productivity and capability, and improve institutional ability to deliver appropriate products and build ecosystems to drive scale. We work with farmers, banks, mobile network operators, MFIs, research institutes and other ecosystem players in well-defined partnerships to sustainably bundle services, leveraging the offer and outreach of all partners, while increasing the range of services, access points and value for farmers. The program works with partners to identify, prototype, test and scale successful mobile-enabled services for smallholders, with a key focus on expanding access to financial services, using a rapid iteration approach to product development and client-centric design techniques.

GENERAL POSITION SUMMARY:

The Research, Monitoring, Evaluation and Learning (RMEL) Manager is a key position in the AgriFin Accelerate program responsible for cross-cutting programmatic information management, monitoring and evaluation, ensuring that information collected is reflected upon, used to improve ongoing program implementation and sectoral learning, and is incorporated into consistently high quality reports and communications products. More than just measuring results, the program’s M&E system will be an integral part of project planning and allow strategic and informed management of interventions across Kenya, Tanzania and Zambia. Based on program deliverables, the RMEL Manager cohesively represents the multi-country program to relevant stakeholders and other organizations/institutions through a variety of different channels. Given the program’s objectives of facilitating sustainable systemic change in the market system, measuring high-level results alone is not sufficient. It is also necessary to understand the processes which lead to the end impact. This requires an ongoing monitoring process that can measure indicators along the results chain of the program. In addition, the position holder is responsible for ensuring that the reports are timely and of a high quality, as well as overseeing and building the capacity of related staff.

ESSENTIAL JOB FUNCTIONS:

Vision, Leadership and Strategy

• Provide leadership to program offices in implementing and conducting RMEL activities that inform and improve each intervention, as well as feed into the broader program-wide RMEL system.
• Work closely with strategic partner to develop and maintain a system that improves MC’s ability to analyze and represent impact to donors, government, colleague agencies, and communities themselves.
• Participate in AgriFin Accelerate management meetings and strategy sessions.

RMEL System Development

• Lead efforts to establish an RMEL system working out of Nairobi that will facilitate RMEL for all three country offices.
• Collaborate closely with program consultants in developing and establishing of the RMEL system, one that serves the needs of the overall AgriFin Accelerate program and it’s field officers.
• Support all country programs independent efforts to ensure high quality RMEL at the program level as well as build a program-wide system that captures and presents results.
• Design and maintain a system with utility and program quality in mind, providing managers and their teams real time information that can steer program implementation as well as informing donors and strategic program direction and that helps strategize future program interventions.

Learning Agenda

• Be the focal point for the learning agenda for AgriFin Accelerate program, ensuring consistent application of the learning agenda through program design, implementation, assessment and communication.
• Working with program teams and consultants to ensure learning is distilled and communicated via high impact channels to program partners, stakeholders, and broad industry groups to build ecosystem development and impact, aiming for expanding stakeholder capacity to implement successful models and learn from program failures.

Communications

• Assist in the coordination, development and implementation of the program communications strategy in close coordination with the AgriFin Senior Leadership Team (director, country managers and finance) and in cooperation with the program donor and assigned consultants.
• Feed into grants/reports management and ensure that reports are timely, high-quality, and responsive to donors.

Monitoring and Evaluation/ Assessments

• Lead design and implementation of evaluations and assessments as outlined in the program proposal and workplans, drawing on appropriate research and survey tools and incorporating Mercy Corps’ standards on design, monitoring, and evaluation.
• Provide iinput as to RMEL Agri-Fin Senior Leadership Team and act as a liaison with Mercy Corps HQ MEL technical staff.
• Play a central role in all design, monitoring, evaluation, reflection, and learning activities, and developing the capacity of teams to understand and reflect on data as well as share across implementing countries.

Organizational Learning:As part of our commitment to organizational learning and in support of our understanding that learning organizations are more effective, efficient and relevant to the communities they serve - we expect all team members to commit 5% of their time to learning activities that benefit Mercy Corps as well as themselves.

Accountability to Beneficiaries

Mercy Corps team members are expected to support all efforts towards accountability, specifically to our beneficiaries and to international standards guiding international relief and development work, while actively engaging beneficiary communities as equal partners in the design, monitoring and evaluation of our field projects.

SUPERVISORY RESPONSIBILITY: Communications Officer

ACCOUNTABILITY:

REPORTS DIRECTLY TO: Agri-Fin Accelerate Program Director

WORKS DIRECTLY WITH: Development Advisors (MEL), Deputy Agri-Fin Director, Technical Experts, Country Managers, Partner Organizations, Sub-grantees/contractees.

KNOWLEDGE AND EXPERIENCE:

• At least 5 years’ proven experience in monitoring and evaluation tied to development programming. Strong inclination toward economic development and technology-enabled programming a plus
• Strong demonstrable understanding of burgeoning trends and ideas in the M&E field
• MA/S or equivalent in Social Science, Management, International Development preferred
• Experience with mobile data systems and platforms
• Extensive experience designing, developing and implementing M&E systems, including data management platforms, data collection tools, survey design, evaluations, etc.
• Proven experience using monitoring data and feedback loops to regularly reflect, iterate and improve programs
• Must have extensive experience working with a variety of donors, preferably in Africa and strong demonstrated writing, presentation and communications ability, with clear experience in use of social networking and other digital channels
• History of working effectively and respectfully with host country government, INGO and NGO partners
• Demonstrated ability to support complex programming and meet tight deadlines
• Experience living and working in East Africa region is preferred
• Fluency in written and spoken English essential

SUCCESS FACTORS:

The ideal candidate will have a strong curiosity for understanding and working effectively within the three diverse countries which Agrifin Accelerate operates. S/he will be an excellent communicator, multi-tasker, and able to work in ambiguous situations. S/he will be a tolerant and flexible individual able to work in difficult and stressful environments and follow procedures. S/he will be a team-player with a positive attitude toward problem solving and conflict resolution. The most successful Mercy Corps staff members have a strong commitment to teamwork and accountability, thrive in evolving and changing environments, make effective written and verbal communication a priority in all situations, have strong skills in design monitoring and evaluation of development programs and maintain a sense of humor.

LIVING /ENVIRONMENTAL CONDITIONS:

This position will be based in Nairobi, Kenya, which is an accompanied post for spouse and children. Nairobi is a major metropolitan center with world class healthcare and excellent education options. Mercy Corps provides expatriate staff with a housing allowance that covers rent, utilities and security for comfortable accommodations in safe areas of the city. Telephone and internet access is available and there are dozens of excellent restaurants along with easy transport links to the rest of Africa and Europe. Regular travel to Zambia and Tanzania will be required up to 30%.

Mercy Corps Team members represent the agency both during and outside of work hours when deployed in a field posting or on a visit/TDY to a field posting. Team members are expected to conduct themselves in a professional manner and respect local laws, customs and MC's policies, procedures, and values at all times and in all in-country venues.

Mercy Corps is an AA/EOE.

How to apply:

Please apply directly at:
http://mercycorps.silkroad.com/epostings/submit.cfm?fuseaction=app.dspjo...

Organization: World Vision
Country: Uganda
Closing date: 19 Sep 2014

Position: Monitoring, Evaluation and Learning Director (MEL)-OVC Reports to: Chief of Party Duty station: Kampala Purpose of the position: The MEL Director will have responsibility for all monitoring, evaluation and Research activities associated with the project. Major Responsibilities • Responsible for the design and implementation of the Workplace activity Learning Agenda. • Develop monitoring, evaluation and reporting (MER) systems that include appropriate indicators, baseline data, targets and a plan to evaluate performance and produce timely accurate and complete reports.
Develop M&E System • Develop the overall framework for project M&E in accordance to the project and document M&E plan. • Conduct readiness assessment regarding M&E. • Identify the requirement for collecting baseline data, prepare terms-of-reference for and arrange the baseline survey, as required. • Contribute to the development of the annual work plan, ensuring alignment with project strategy, agreement on annual targets and inclusion of M&E activates in the work plan. Implementation of M&E • Oversee and execute M&E activities included in the Annual Work Plan, with particular focus on results and impacts as well as in lesson learning. • Design the framework for the physical and process monitoring of project activities. • Promote a results-based approach to monitoring and evaluation, emphasizing results and impacts. • Assist in the development of project reports with staff and executing partners in preparing their progress reports in accordance with approved reporting formats and ensure their timely submission of ad-hoc, monthly, quarterly and annual reports.
• Prepare consolidation progress reports for project management including identification of problems, causes of potential bottlenecks in the project implementation, and providing specific recommendations. • .
• Undertake regular visits to the field to support implementation of M&E and to identify where adaptations might be needed. • Foster participatory planning and monitoring by training and involving primary stakeholder groups in the M&E of activities. • Facilitate, act as resource person, and join, if required, any external supervision and evaluation missions. • Monitor the follow up of evaluation recommendations • Identify the need and draw up the Terms of Reference (ToRs) for specific project studies. Recruit, guide and supervise consultants or organizations that are contracted to implement special surveys and studies required for evaluating project effects and impacts. • . Learning • Design and implement a system to identify, analyze, document and disseminate lessons learned. • Consolidate a culture of lessons learning involving all project staff and allocate specific responsibilities. • Ensure that ToR for consultants recruited by the project also incorporate mechanisms to capture and share lessons learned through their inputs to the project, and to ensure that the results are reflected in the reporting system described above. • Document, package and disseminate lessons not less frequently than once every 12 months. • Facilitate exchange of experiences by supporting and coordinating participation in any existing network projects sharing common characteristics • Identify and participate in additional networks, for example scientific or policy-based networks that may also yield lessons that can benefit project implementation.

Qualifications: Education/Knowledge/Technical Skills and Experience • Master's Degree or higher in Monitoring and Evaluation, Public Health, Demography, Health Management, Social Science, Biostatistics, Statistics, or a related field is required. • Minimum of eight (8) years working in monitoring, evaluation and research in the public health field, with progressively increasing level of responsibility. • Must have at least three years of experience supervising, monitoring, evaluation and research efforts, preferably with respect to child welfare and protection systems strengthening, capacity building, economic strengthening, and service delivery • The candidate must have strong quantitative or mixed-method and analytical skills and ability to articulate technical information clearly and effectively to both technical and non-technical audiences. • Must have strong skills using MS Excel Word, PowerPoint and Access, and at least one data management software program (SAS, SPSS), experience training others in its use is highly desirable. • Must have demonstrated leadership qualities, depth and breadth of technical and management expertise and experience, and strong interpersonal, writing, and oral presentation skills • Two years of experience living or working in a developing country is desirable.

How to apply:

Qualified candidates may submit their application and complete Curriculum Vitae, via email to wvujobs@wvi.org . Please address the application to the People and Culture Specialist (Recruitment) and do indicate the post title in the email subject line. Note: The above jobs can also be accessed from our website: - http://wvi.org/uganda/jobs

Deadline for receiving applications is: 19th September, 2014. Only short listed candidates will be contacted

Organization: Theatre for a Change
Country: Malawi
Closing date: 29 Sep 2014

Theatre for a Change (TfaC) Malawi is a dynamic and rapidly growing NGO which uses innovative approaches to empower women and girls, particularly in their sexual and reproductive health.

The organisation is currently in receipt of multi-year funding from, amongst others, Comic Relief and DfID UK, and is working within the Malawi Education sector and within the community. Its core participants include girls in school, female sex workers, and sexually exploited girls.

We are looking for a Monitoring, Evaluation and Learning Manager who is passionate about our organisation's aims, and will be able to use their expertise and experience to support increased impact and learning across all our programmes.

The Monitoring, Evaluation and Learning Manager (MEL) will lead a team of 3 - 6 staff members and will be a member of the Senior Management Team.

The key deliverables of the role are as follows:

1. Planning - All TfaC projects are well-planned and reported against and staff across the organisation understand the need to monitor their work to improve quality and fulfil donor requirements.
2. Monitoring - High standard monitoring processes lead to organisational decision-making based on accurate, up-to-date information and delivery of quality, effective programmes and work.
3. Impact assessment and evaluation - TfaC Malawi is able to demonstrate the longer-term impact of its work and value for money to internal and external audiences and practices are reviewed in the light of evaluation reports.
4. Learning - The MEL department leads learning across TfaC and all staff understand why and how TfaC is a ‘learning organisation’. Programmes are based on clear evidence and continually improve in quality due to the impact of regular internal learning and feedback events.
5. Staff development - The TfaC MEL team is complete and fully trained. All staff have a clear understanding of why the MEL department exists and how it adds value to TfaC’s programmes.
6. Finance - The budget for MEL is built, is sufficient and is managed effectively and complies with TfaC Finance Policies.
7. Programme and organisational management - The MEL Manager is actively involved in delivering TfaC’s organisational strategy and influences organisational decision-making to continuously improve quality of work.

For further details about the job description and person specification please see our website: http://www.tfacafrica.com/work-with-us/

How to apply:

Please send a full CV and application letter, referring to the job description, to applications@tfacafrica.com.

Organization: Chemonics
Country: Somalia
Closing date: 30 Nov 2014

Chemonics seeks a communications, learning, and knowledge management coordinator for the anticipated USAID-funded Transition Initiatives for Stabilization Plus (TISplus) program. TISplus aims to increase Somalia's stability through participatory processes that promote good governance and community cohesion. As Somalia looks to move from crisis and stabilization to medium- and longer-term development, USAID, through TISplus, will implement quick-impact stabilization activities to support nascent government infrastructure and mitigate the impact of an insurgency in parts of South Central Somalia. We anticipate that all TISplus offices and staff will be able to be located safely in Somalia. Applicants should be aware that locations could include Somaliland, Puntland, or Mogadishu. We are looking for individuals who have a passion for making a difference in the lives of people around the world.

Responsibilities include:

• ?Provide technical expertise in strategic communications, outreach, and advocacy to local government and stakeholders, drawing on technical experience in developing and implementing communications plans in culturally, politically, and security sensitive environments
• Serve as the key contact for coordination of all learning and knowledge management components of the contract
• Plan and oversee implementation of learning and knowledge management activities, mobilize experts to respond to task requests, furnish required reports to USAID, and meet with the contracting officer's representative and activity managers as necessary
• Build Somali counterparts' communications, learning, and knowledge management capacity and support their outreach activitiesQualifications:
• Advanced degree in a relevant field, such as peace-building, international development, international affairs, law, business, communications, social work, journalism, knowledge management, adult learning, instructional design and teaching, or a related area
• ?Technical leadership, capacity, and experience to provide vision, direction, and leadership to learning and knowledge management activities
• Minimum five years of progressively responsible work experience in knowledge management
• Two or more years of experience working with online communities and web-based systems for knowledge sharing or collaboration
• Familiarity with e key principles of post-conflict development, peace-building, state-building, or resilience
• Experience facilitating host-country ownership of communications and outreach products and building the capacity of colleagues and counterparts in communications practices
• Demonstrated? leadership, versatility, and integrity
• Ability to communicate effectively in English, both verbally and in writing
• Somali language fluency preferred

How to apply:

Send electronic submissions to tisplusrecruit@chemonics.com by November 30, 2014. Please include "Communications, Learning, and Knowledge Management Coordinator" in the subject line. No telephone inquiries, please. Finalists will be contacted.

In addition, please download and complete Chemonics’ equal employment opportunity self-identification form and submit it separately to EEOselfidentify@chemonics.comwith only "TISPlus-Somalia-Communications, Learning, and Knowledge Management Coordinator" in the subject line. If you prefer not to disclose your sex, race, or ethnicity, you may check “I do not wish to complete the information requested.” Thank you for completing the form and supporting our equal employment opportunity reporting requirements.

????Chemonics is an equal opportunity/Affirmative Action employer and does not discriminate in its selection and employment practices. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, political affiliation, sexual orientation, gender identity, marital status, disability, protected veteran status, genetic information, age, or other legally protected characteristics.??