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Democratic Republic of the Congo: DRC WASH Consortium Consultancy- Mid Term Evaluation

Posted by Unknown Selasa, 23 Desember 2014 0 comments

Organization: Concern Worldwide
Country: Democratic Republic of the Congo
Closing date: 16 Jan 2015

DRC WASH Consortium: Terms of Reference for external Mid-Term Evaluation 2015

1. Introduction

The DRC WASH Consortium, led by Concern Worldwide, seeks a consultant or team of consultants to undertake an external mid-term evaluation in April-May 2015 in order to assess the progress of the Consortium programme between July 2013 and March 2015 against the programme strategy and logframe, and evaluate the programme so far against the key OECD-DAC criteria of relevance/appropriateness, coverage/targeting, coordination, effectiveness, efficiency, and sustainability. The criteria of relevance/appropriateness and effectiveness should be prioritised, along with an assessment of potential sustainability based on evidence so far. The evaluation will make evidence-based strategic, programmatic and operational recommendations to the Consortium and the programme donor (DFID) that can be applied by the Consortium from July 2015 to June 2017 and beyond.

Note that the external evaluation will form part of a wider mid-term review and evaluation which will include two components:

Internal review: drawing on expertise from Concern Worldwide HQ in the operations and governance of consortia, and community mobilisation and behaviour change approaches.
External evaluation: drawing on external independent expertise in quantitative, qualitative and mixed methods evaluations for WASH and using the OECD-DAC criteria; evaluating the technical infrastructure components of WASH programmes from an engineering quality perspective; and knowledge of the Life-Cycle Costs Approach and service delivery approaches for rural WASH.
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 comprises five international NGOs working to increase the coverage of sustainable water and sanitation provision and hygiene behaviour in rural areas of DRC. The Consortium members are: 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. The DRC WASH 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:

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.
Functioning governance institutions and service providers with increased capacity engage in WASH provision at the micro level.
Representative, accountable and responsive Community Committees are established by community members.
Communities have sustained and improved access to and availability of potable water
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:

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.
The Consortium produces and disseminates evidence for sustainable, community based solutions to WASH needs in the DRC.

This approach is based on the Consortium’s Theory of Change: By working with communities and local structures, and linking these to Provincial and National stakeholders, the DRC WASH consortium will increase sustainable coverage of WASH services in rural areas in the DRC, which will lead to improved health and productivity outcomes.

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.

For more background on the DRC WASH context, see Annex A.
Full details on the Consortium’s Theory of Change are included in Annex B.
The Consortium’s 9-point strategy and 12-step process are summarised in Annex C.
The full logical framework is included in Annex D, with baseline data from the first phase.
A map of the Consortium’s areas of intervention is included in Annex F.
Timing of the Mid-Term Review and external Mid-Term Evaluation in the context 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 mid-term review and evaluation is a key moment to enable learning from the first phase of the programme (Sept 2013 – Feb-March 2015) to feed into the ongoing second and third phases (in progress between April 2014 – Oct 2015) and the fourth phase which is due to start in July 2015.

5. Objectives of the external Mid-Term Evaluation

The evaluation should serve the purposes of learning for the Consortium and accountability to external stakeholders, with the following overall objectives (specific questions are detailed on the next page):

To review the progress of the DRC WASH Consortium programme between July 2013 and March 2015 against the programme strategy and logframe.
To evaluate the programme so far against the key OECD-DAC criteria of relevance/appropriateness, coverage/targeting, coordination, effectiveness, efficiency, and sustainability. The criteria of relevance/appropriateness and effectiveness should be prioritised, along with an assessment of potential sustainability based on evidence so far.
To make evidence-based strategic, programmatic and operational recommendations to the Consortium (specifically the Governance Board, the Programmes Technical Working Group and the Systems-Finance Technical Working Group) and DFID that can be applied from July 2015 to June 2017 and beyond.
Review and evaluation questions

As a minimum, the following questions should be addressed, based on the OECD-DAC criteria.[3] The evaluation team will be expected to develop more detailed questions based on these as part of the development of the methodology. Questions may be amended if agreed in advance between the evaluation team and Concern Worldwide.

Have the right things been done? ( relevance/appropriateness) This question represents the ‘theory-based’ component of the evaluation, comparing evidence so far to the programme’s underlying logic. Is the programme relevant, appropriate and strategic to needs and priorities for the intended beneficiaries in the DRC context, for the donor, and for the members of the Consortium?
Is the Consortium’s 9-point strategy relevant, appropriate and realistic given the DRC context, donor priorities and the profile of the members?
Is the Theory of Change valid? Are the logframe assumptions, and the evidence for these assumptions, justified in DRC?
Is the programme coverage and geographical targeting appropriate?
Have things been done right? (effectiveness, efficiency and coordination) This question represents the ‘process evaluation’ component of the evaluation: were the actions taken to achieve the outputs and outcomes so far effective and efficient?
Are the 12-step implementation approach, the Technical Guide and the monitoring and evaluation framework appropriate?
How effectively and efficiently have the 12-step implementation approach, the Technical Guide and the monitoring and evaluation framework been implemented in the intervention areas? (Outputs 1-5).
How effectively and efficiently has the Consortium (i) increased coordination, participation and planning at the macro, meso and micro levels, and (ii) produced and disseminated evidence for sustainable, community based solutions to WASH needs in the DRC? (Outputs 6-7).
Is the Consortium’s structure and governance appropriate to its strategy? Has the Consortium been governed and managed effectively and efficiently so far?
Have the cross-cutting issues identified in the proposal been effectively taken into account in strategy, programming and implementation? The cross-cutting issues identified are the following, but other relevant issues identified as part of the evaluation should also be considered:

· Gender and equality.

· Working with government in the decentralisation process.

· Linking implementation and coordination.

· Working with civil society.

· Climate and environment.

· Accountability.

· Participation of programme participants.

Are the results likely to be sustainable based on evidence so far? Are the outputs and outcome likely lead to benefits beyond the life of the programme, in the short-term (up to 2 years after), medium-term (up to 5 years), and longer-term (the 10 year timeframe envisaged by the donor)?
Is the Consortium’s exit strategy relevant, appropriate and realistic in DRC?
To what extent are local actors capable of financing the life-cycle costs of the WASH services developed?[4]
To what extent are local actors capable of delivering on or supporting other key factors for sustainable rural WASH services?
How does the potential sustainability compare to other approaches in the sector?
How can the Consortium do things better in the future? What recommendations are made at the following levels:
Strategic.
Programmatic.
Operational.

The evaluation review should also consider relevant questions from the “10 delivery questions to consider throughout the programme cycle” from DFID’s 2014 “Smart Rules”[5] (see Annex E).

7. Outline methodology, timetable and limitations

The external evaluation should be completed during April-May 2015 (the internal review will be completed during March 2015). Up to 40 days of work is anticipated.

The detailed methodology for the external evaluation will be developed by the consultants and approved by Concern Worldwide and DFID. The methodology must uphold DFID’s ethical principles for research and evaluation. At a minimum, the evaluation should draw on:

Existing data available (see list below), including quantitative data collected by the Consortium itself as part of baseline and endline surveys of the phases of intervention completed so far.
Interviews and/or workshops with key internal and external stakeholders in Kinshasa (predominantly qualitative).
Interviews, workshops and/or other research methods (such as participatory methods) with key internal and external stakeholders in at least two different areas of intervention, ideally more. These should include the views of direct programme participants. It is anticipated that this part of the evaluation will be predominantly qualitative, however the consultants may propose to collect additional quantitative data if necessary in addition to the data already available.

Existing data 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 Baseline data for villages in Phase 1, Phase 2 and Phase 3 (a copy of the baseline report for Phase 1 will be shared with this TOR to show the data available).

ü Endline data for villages in Phase 1 (available end of April 2015).

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 Reports from the internal mid-term review on the operational and governance elements of the Consortium and the community mobilisation and behaviour change approach of the Consortium (see Section 8).

Limitations and constraints:

Geographical issues, travel time and logistics: Field 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). There is a high risk of delays and/or cancellations of travel in DRC because of the reliance on humanitarian flights.
Political and administrative issues: no sensitive political issues are anticipated that would limit the evaluation.
Timing of other key events to be considered as part of the timetable:
Six-monthly external Technical Review in mid-March 2015 (exact date TBC).
Six-monthly internal Technical Review in May 2015 (date TBC).
Expected products and dissemination process

Note that the internal review will result in the following outputs which will inform the external evaluation:

Report on the operational and governance elements of the Consortium.
Report on the community mobilisation and behaviour change approach of the Consortium.

External evaluation outputs:

Draft methodology as part of proposal.
Inception report and final methodology for approval by Concern Worldwide and DFID after XX days (to be agreed).
Preliminary presentation of findings and proposed structure of report for feedback in country.
Final report, including:

o Stand-alone executive summary of 2-4 pages (in English and in French).

o Specific list of recommendations at different levels (strategic, programmatic, operational) targeted to the following groups:

§ The Consortium Governance Board (strategic).

§ The Programmes Technical Working Group (programmatic).

§ The Systems-Finance Technical Working Group (operational).

§ DFID (strategic).

o Annex of all data and analyses undertaken.

The dissemination of the recommendations of the final report will be the responsibility of the Consortium Coordination Unit. In consultation with the Programmes Technical Working Group and the Systems-Finance Technical Working Group, the Consortium Coordination Unit will compile a response to the recommendations which lists the actions to be taken and will be approved by the Board. These actions will be integrated into the Consortium’s approach for its intervention phase which starts in July 2015.

9. Management, reporting and quality assurance arrangements

The consultant(s) for the external evaluation 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 inception report and final methodology will be approved by Concern Worldwide and DFID before proceeding to the full field evaluation. The proposed structure and contents of the final report will be approved by Concern Worldwide and DFID before proceeding to the completion of the final report.

10. Composition, skills and experience of the evaluation team

The team member(s) for the mid-term evaluation should be external (independent) to the NGOs of the Consortium. Representatives of external stakeholders in DRC (such as government, donors or other NGOs) should also be included in the evaluation process if possible, in some form of peer review role. Between them, the team members should have the following skills and experience:

Essential

Relevant academic and professional background in rural WASH, including in fragile states.
Experience in quantitative, qualitative and mixed methods evaluations for WASH.
Experience in evaluating the technical infrastructure components of WASH programmes from an engineering quality perspective.
Knowledge of the Life-Cycle Costs Approach and service delivery approaches for rural WASH.
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 consortia.
Experience in DRC.
Experience of evaluations for DFID and knowledge of current thinking in DFID on approaches to adaptive programming.

[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).

[3] The OECD-DAC criteria are relevance/appropriateness, connectedness, coherence, coordination, coverage, efficiency, effectiveness and impact (ALNAP 2006). Connectedness and coherence are not relevant to this evaluation. Impact should be considered in terms of a preliminary assessment of likely sustainability of outcomes.

[4] There is a lack of data on life-cycle costs of different WASH services in DRC. The Consortium is trying to develop better estimates of the costs of different services to support informed investment decisions for WASH. The evaluation will be able to draw on estimates so far of life-cycle costs developed by the Consortium.

[5] DFID 2014, The Smart Rules: Better Programme Delivery, p50.

How to apply:

Please submit an Expression of Interest by January 16^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:

A. Technical offer:

· Up to date CV of the consultant(s) explaining how the consultant(s) meets the skills and experience required.

· Technical proposition detailing proposed methodology and resources needed (max 3 pages).

· At least one example report from similar work which demonstrates evidence of the skills and experience required.

B. Financial offer:

· A list of all expenses expected to be incurred by the consultant(s) including a daily rate. Up to 40 days of work is anticipated.

· 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 – Context of WASH in DRC

· Annex B – The Consortium’s Theory of Change

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

· Annex D – Logical Framework with baseline data for Phase 1

· Annex E – Map of the Consortium’s Area of Intervention.

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

Democratic Republic of the Congo: DRC WASH Consortium-Knowledge Management and Learning Strategy Consultancy

Posted by Unknown 0 comments

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:

Propose, develop and operationalize internal communications and knowledge management tools.
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
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

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:

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.
Functioning governance institutions and service providers with increased capacity engage in WASH provision at the micro level.
Representative, accountable and responsive Community Committees are established by community members.
Communities have sustained and improved access to and availability of potable water
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:

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.
The Consortium produces and disseminates 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

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 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.

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:

Technical offer:
Up to date CV of the consultant(s) explaining how the consultant(s) meets the skills and experience required.
Technical proposition detailing proposed methodology and resources needed (max 2 pages).
Example of at least one similar strategy previously developed by the consultant(s).
Financial offer:
A list of all expenses expected to be incurred by the consultant(s) including a daily rate.
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.

Kenya: Senior Programme Manager – Joint Programme on Local Governance and Decentralised Service Delivery (JPLG)

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Organization: UN Development Programme
Country: Kenya
Closing date: 31 Dec 2014

Background:

The Joint Programme on Local Governance and Decentralized Service Delivery (JPLG) for Somalia is a joint UN programme comprising of ILO, UNCDF, UNDP, UN-HABITAT and UNICEF. The first phase of JPLG commenced in April 2008 and ended in December 2012, and the second phase (JPLG II: 2013-2017) is now being implemented across Somalia.

The UN JPLG is implemented in partnership with the Federal Government of Somalia, the Government of Puntland State of Somalia and the Government of Somaliland with an average annual budget of USD 25-35M.

The JPLG II specific objectives are:

Communities have equitable access to basic services through local government;
Local governments are accountable and transparent.

UN JPLG works to ensure transparent, accountable and efficient local service delivery by working at the following different enabling levels:

Improving the legislative and regulatory framework for decentralized service delivery in all three zones of Somalia;
Improving the capacity of existing and emergent district councils;
Providing funding for service delivery through districts councils; and
Developing the capacity of communities to generate the demand side governance at the local level;
Supporting infrastructural development facilitating access to basic services (and improving economic activity;
Developing local government’s engagement with civil society on economic development.

The JPLG pursues a comprehensive capacity development approach aimed at local authorities, Federal and central administrations and communities. It builds on existing capacities and focuses on design and development of policies and systems, institutional strengthening, civic education, citizen and private sector participation in service delivery and local economic development. In so doing, the JPLG supports a ‘top-down’ process covering policy development for local governance and decentralization and ‘bottom-up’ empowerment of communities to demand and participate in local governance and economic development. In addition, the programme has designed a Local Development Fund which acts as an intergovernmental fiscal transfer system to channel district grants for capital investments, local economic development and for piloting decentralized service delivery models. Since 2014 and considering the political and security developments and opportunities in the south and central region, JPLG is expanding its support towards strengthening of interim district administrations. JPLG approach aims at placing the relevant local and central government institutions in the driving seat for capacity development and other reforms in line with established procedures and systems.

To coordinate the JPLG and facilitate the implementation of the participating UN agencies, a Programme Management Unit (PMU) is in place comprising of national and international staffs based in Somalia and in Nairobi respectively. The PMU ensures timely and appropriate implementation of the work plans, reviewed and approved by the JPLG Steering Committees, which comprises the heads or delegates of the participating UN agencies, donors and government representatives. The PMU is accountable to the JPLG Steering Committee for the results achieved under the Joint Programme. The PMU is headed by the JPLG Senior Programme Manager and consists of: an international Senior Programme Manager, of an international Monitoring and Evaluation Specialist, a National Programme Specialist, a National Programme and Finance Analyst, National Local Area Managers, National M&E officers and a Communication consultant/analyst, and. The JPLG Senior Programme Manager leads and supervises the PMU staff and delegates responsibilities and authority according to respective ToRs (including for day to day coordination by the Local Area Managers in Somalia).

In this context, the JPLG Programme Management Group (PMG) wishes to recruit a JPLG Senior Programme Manager who will report to this the PMG. The JPLG Senior Programme Manager will provide overall strategic guidance and coordination of the work of the participating UN agencies, provide oversight to ensure a harmonised approach and directly manage the PMU. The Senior Programme Manager will also be responsible for monitoring and reporting of all JPLG activities and results to the JPLG Steering Committee and Programme Management Group.

The Senior Programme Manager will also work in close collaboration with UNCT members, programme and operations teams of the participating UN Agencies, the UN Mission in Somalia (UNSOM), the Multi Partner Trust Fund (MPTF), Government officials, technical advisors and experts, multi-lateral and bi-lateral donors and civil society in ensuring successful and transparent coordination of JPLG activities.

For more info please visit: www.jplg.org.

Description of Responsibilities :

Summary of key functions:

Representation of JPLG and Strategic Advisory Support to the JPLG;
Co-ordination of the JPLG activities;
Supervision, Monitoring and Evaluation;
Communications and External Relations;
Knowledge-sharing and networking.

Ensures effective representation and strategic advisory support, focusing on the achievement of the following results:

On behalf of the JPLG participating UN agencies, represent the JPLG as required to governments (Federal, central and local), donors, Multi Partner Trust Fund (MPTF), the UN Country Team, the UN Mission and the Resident Coordinator’s Office;
Represent, with the support of the relevant technical Agency, JPLG in PSG Working Groups, mainly PSG 1, 4 and 5;
Report on progress, attainment of results and challenges of the JPLG to the JPLG Steering Committees , Programme Management Group (heads of agencies or delegates) and Technical Working Group (comprised of the five project managers of the UN agencies and the PMU), and Resident Coordinator’s Office;
Assess the technical substance, policies and strategies of JPLG agencies’ interventions, and advice on methods to achieve technical coherence and a harmonised approach with regard to the Somali Compact (PSG 1, 4 and 5 in particular) and the ISF;
Continue open and sound relationships with JPLG international partners, encourage the use of the joint programming and financing mechanism (UN MPTF) and joint M&E and reporting systems.. Seek new donors to contribute to the JPLG’s objectives and approach.

Provides efficient co-ordination of JPLG activities among the programme agencies, focusing on the achievement of the following results:

Ensure the implementation of the JPLG programme document through a country office operated joint programme and in accordance with the UNDG Guidance Note on Joint Programming 2003 and MPTF procedures;
Maintain effective means for strengthening ownership, technical leadership and coordination capacity of government counterparts in Somalia in all the areas encompassed by the JPLG;
Coordinate and work closely with the JPLG Administrative Agent (in this instance UNDP), donors and MPTF to ensure adequate funding levels, timely disbursement of the funds and follow-up on programme expenditures;
Lead the JPLG annual work planning exercises with government and all participating UN agencies, ensuring coherence, providing strategic direction, advising on sequencing of activities, partnership strategies and integration of risk management, contingency planning in work plans, budgets and budget allocations to UN agencies, are in accordance with the approved annual work plans and budgets;
Under the guidance of the PMG, propose annual budget ceilings, review Agencies disbursement rates, promote the use of common unit costs (operations and HR), review and rationalise of annual staffing requirements against agency workplans and take management decisions to improve JPLG’s efficiency and effectiveness;
For each donor contribution received, review Agencies’ implementation progress against approved AWPB and recommend (to the PMG) the amount of funds that can be allocated to each Agency based on their respective needs, resources available and delivery rates;
Coordinate and, to the extent relevant, supervise through matrix management the agency specific Project Managers and draw on their capacity in cross cutting thematic areas;
Organise and facilitate meetings for the JPLG Steering Committee, Programme Management Group and Technical Working Group on a regular basis and in accordance with their respective Terms of Reference;
Lead in overseeing application of decisions and recommendations arising from the JPLG Steering Committee, Programme Management Group and Technical Working Group;
Promote synergies between the JPLG and other relevant programmes and projects within the Somali Compact, the SDRF and the ISF. Ensure and maintain effective and open dialogue amongst and between all participating UN agencies in the JPLG.

Provides effective supervision, monitoring and evaluation process, focusing on the achievement of the following results:

Manage the PMU in accordance with its work plan and budget;
Guide and supervise the work of PMU staff and conduct staff performance reviews in accordance with the relevant rules, regulations and procedures, and provide leadership and direction to staff performing JPLG implementation functions in Somalia;
Prepare regular status reports on the JPLG and raise issues, risks and opportunities to the Programme’s committees, and ensure records are kept and maintained of all meetings;
Consolidate all narrative reports for submission to the relevant Programme committees for approval and dissemination to all key stakeholders;
Manage the process for all reviews and evaluations of the JPLG strategy, management set-up, and activities and advice on timely readjustments of strategies and corrective actions as necessary;
Provide support, data and reports as required to UNDP country office in performing its functions as Administrative Agent for the JPLG;
Implement the monitoring, evaluation and reporting framework plan for the JPLG, ensure there are appropriate monitoring and evaluation systems for JPLG activities and results and oversee its implementation, including tracking of results, lessons and risks;
Follow-up closely on JPLG implementation in order to quickly identify delays and bottlenecks and propose means for solving these;
Comply with security and safety requirements and regulations and ensure the same are respected by all PMU and Programme personnel.

Ensures effective communications and external relations, focusing on the achievement of the following results:

Ensure that a solution and issue based focus is applied to problem solving;
Develop messages on key thematic issues and ensure appropriate visibility for the JPLG, towards donors, Somali counterparts and communities;
Establish and oversee an internal and external communications system to facilitate institutional and technical learning, and collection and dissemination of information and reports to all key stakeholders;
Take an active role in defining the resource mobilisation strategy of the JPLG in the context of the Somali Compact, the SDRF and the ISF, and in support of donor relations and resource mobilisation as a joint effort with UN JPLG partners;
Take an active role in preparing for high level consultation meetings with donors and government authorities on local governance, decentralisation and service delivery assistance strategies;
Facilitate donor missions and media relations on behalf of the JPLG.

Ensures facilitation of Knowledge-sharing and Networking, focusing on the achievement of the following results:

Promote information sharing and co-ordination between the UN JPLG teams and with UN Country Team, donors and government on decentralisation, local governance and service delivery matters;
Keep abreast of technical issues related to the themes of the JPLG and operational matters related to UN Joint Programmes and advise Programme partners accordingly;
Provide inputs or advisory support to similar thematic initiatives at the global and regional levels.

Impact of Results

The key results have an impact on the success of the UN Country Team attainment of the ISF, the JPLG’s successful implementation of its annual workplans and budgets by five participating UN agencies, strengthening of overall coordination capacity and implementation of the UN System reform. In particular, the key results have an impact on the design and operation of UN activities, creation of strategic partnerships for UNCT Programming including the Somali New Deal Compact, the ISF implementation and support of Somali government led strategies, plans and priorities.

Competencies :

Advocacy/Advancing A Policy-Oriented Agenda

Builds consensus concerning UNDP’s strategic agenda with partners on joint initiatives;
Dialogues with national counterparts and other stakeholders to strengthen advocacy efforts, incorporating country, regional and global perspectives.

Results-Based Programme Development and Management

Identifies country needs and strategies using a fact-based approach;
Makes use of a variety of resources within UNDP to achieve results, such as cross-functional teams, secondments and developmental assignments, and collaborative funding approaches;
Ensures the full implementation of country programme and Financial Resources to obtain results;
Demonstrated programme management skills including: results-based orientation, preparation of work plans, monitoring and evaluation, and leading cross-cultural teams.

Building Strategic Partnerships

Makes effective use of UNDP’s and UNSOM’s resources and comparative advantage to strengthen partnerships;
Creates networks and promotes initiatives with partner organizations.

Innovation and Marketing New Approaches

Creates an environment that fosters innovation and innovative thinking;
Conceptualizes more effective approaches to programme development and implementation and to mobilizing and using resources.

Resource Mobilization

Contributes to the development of resource mobilization strategies at CO level;
Actively develops partnerships with potential donors and government counterparts in all sectors at country level;
Strengthens the capacity of the country office to mobilize resources.

Promoting Organizational Learning and Knowledge Sharing

Promotes UNDP and UNSOM as learning/knowledge sharing organizations.

Job Knowledge/Technical Expertise

Possesses expert knowledge of advanced concepts in primary discipline, a broad knowledge of related disciplines, as well as an in-depth knowledge of relevant organizational policies and procedures;
For managers: applies a broad knowledge of best management practices; defines objectives and work flows, positions reporting relationships in such a way as to obtain optimum effectiveness for the unit/branch;
Keeps abreast of new developments in area of professional discipline and job knowledge and seeks to develop him/herself personally;
Demonstrates comprehensive knowledge of information technology and applies it in work assignments;
Demonstrates expert knowledge of the current programme guidelines and project management tools and manages the use of these regularly in work assignments.

Global Leadership and Advocacy for UNDP’s Goals

Advocates for increased priority given to human development issues internationally and in national planning frameworks;
Advocates for increased resources at international and national level.

Client Orientation

Anticipates constraints in the delivery of services and identifies solutions or alternatives;
Proactively identifies, develops and discusses solutions for internal and external clients, and persuades management to undertake new projects or services;
Advises and develops strategic and operational solutions with clients that add value to UNDP and UNSOM programmes and operations.

Core Competencies:

Promoting ethics and integrity, creating organizational precedents;
Building support and political acumen;
Building staff competence, creating an environment of creativity and innovation;
Building and promoting effective teams;
Creating and promoting enabling environment for open communication;
Creating an emotionally intelligent organization;
Leveraging conflict in the interests of the UN & setting standards;
Sharing knowledge across the organization and building a culture of knowledge sharing and learning;
Fair and transparent decision making; calculated risk-taking.
Qualifications :
Education:
Masters degree in public administration, planning, political science or related social science fields.

Experience:

At least 10 years of work experience related to project/programme management and development and/or co-ordination of complex multi-sector programmes/projects, preferably in governance or sector services;
At least 5 years of work experience in developing countries, preferably in Africa or Arab States and preferably post-conflict and fragile situations;
Work experience of directly managing programming in the field with at least one UN agency/organization;
Strong experience in promoting capacity building and governance in multi-cultural environments is desirable;
Work experience in Somalia is desirable.

Language Requirements:

Fluency in both written and spoken English is required.

How to apply:

Interested and qualified candidates should submit their application by visiting: http://jobs.undp.org/ or

https://jobs.undp.org/cj_view_job.cfm?cur_job_id=52198

Chad: TCHAD - COORDO PROG - NDJAMENA

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Organization: Solidarités International
Country: Chad
Closing date: 31 Jan 2015

MISSION:
Solidarités International développe des projets de sécurité alimentaire et WASH au Tchad depuis 2008. Les activités ont débuté à Adé sur la frontière soudanaise en février 2008. A partir de 2009, des activités WASH et SA sont mises en œuvre dans la région du Salamat au profit des populations locales et des réfugiés centrafricains ; Solidarités International s’est retiré du Salamat en février 2012.
Depuis septembre 2013, SI met également en œuvre un programme de réduction des effets des catastrophes naturelles (Réduction Risques Catastrophes Naturelles) à forte composante Sécurité Alimentaire dans la région du Batha Ouest (département du Fitri) ; ce projet a une durée de 3 ans, et est financé par l’Union Européenne (UE). En parallèle, au cours de l’année 2015, SI cherchera à développer d’autres interventions dans les secteurs EHA et SAME, qui viendront s’inscrire en complémentarité du projet UE.
Enfin, SI a récemment effectué un diagnostic multisectoriel dans le Sud du pays, à la frontière avec la République Centrafricaine. Compte tenu des besoins élevés, une intervention en appui aux populations réfugiées/retournées et aux communautés hôtes dans la zone de Sido est envisagée et actuellement en discussion avec UNICEF. Un diagnostic EHA plus poussé sera nécessaire pour affiner l’analyse et finaliser une proposition de projet ; le Coordinateur Programmes pourra être sollicité pour mener ce diagnostic.
Dans la perspective de la potentielle ouverture d’une deuxième zone d’intervention pour SI dans le Sud du Tchad en 2015, le Coordinateur Programmes pourra être mobilisé, non seulement pour y mener un diagnostic technique plus poussé, mais aussi pour appuyer au démarrage d’une intervention EHA sur cette zone, en plus de l’appui aux équipes dans le Batha.
FONCTION:
Le coordinateur programmes contribue à l’élaboration de la stratégie Solidarités International, en proposant des stratégies sectorielles pour l’ensemble des activités.
Il est le garant de la bonne exécution et de la qualité des programmes mis en œuvre, et le cas échéant, propose des ajustements ou des développements pour en garantir la pertinence.
Il est garant de la qualité et de la pertinence des approches techniques proposées et s’assure de l’adéquation entre les activités, les objectifs généraux de l’association et les besoins des populations.
Il coordonne le cycle de projet et plus particulièrement le suivi opérationnel des programmes mis en œuvre dans le pays d’intervention.
Il contribue à la démarche de capitalisation et d’amélioration des méthodes et techniques de Solidarités International

Orientation stratégique
• Proposer et développer des stratégies sectorielles en cohérence avec les politiques de l’association et les priorités pays
• Appuyer le chef de mission pour le suivi et l’analyse des secteurs d’intervention Solidarités International et l’analyse des stratégies bailleurs pour les activités de l’association
• Etre force de proposition pour la mise en place de nouvelles activités
• Participe activement au travail de programmation
• Proposer, organiser et si besoin participer à la réalisation de missions de diagnostic
• Participe activement à la semaine des coordinateurs techniques
Pertinence et qualité des projets
• Valider la pertinence des diagnostics effectués
• Proposer, organiser des missions d’évaluation
• Appuyer le(s) responsable(s) de programme pour la mise place d’une approche technique, le dimensionnement financier, humain et logistique des programmes à mettre en œuvre
• Valider les approches et éléments techniques des projets
• S’assurer que l’ensemble des programmes sont mis en œuvre dans le respect de la stratégie opérationnelle annuelle, des exigences techniques Solidarités International et des critères bailleurs
• S’assurer de la pertinence et cohérence de l’ensemble des programmes vis-à-vis des besoins des populations
• S’assurer de l’atteinte des résultats sur les programmes dont il a la supervision
• S’assurer du bon respect des exigences en termes de durabilité des ouvrages, de la pérennité des actions et du respect des normes et standards établis
• Développer les capacités des équipes sur des techniques ou de nouvelles méthodologies
Coordination, appui technique et suivi opérationnel
• S’assurer de la bonne utilisation des outils de la Tool Box pour la gestion du cycle de projet
• S’assurer de la consolidation / validation du chronogramme de planification et de suivi
• Valider les critères de qualité et les indicateurs de résultats des programmes proposés par les responsables de programme
• S’assurer de l’existence et de la pertinence des indicateurs de suivi
• Participer avec l’équipe de coordination à la revue mensuelle des programmes (budgétaire, opérationnel, logistique …)
• Fournir un support et des conseils au service logistique pour l'achat de matériel spécifique
• Apporter un appui technique et méthodologique aux responsables de programme pour la planification et la mise en œuvre des activités
• Superviser et soutenir les responsables de programme, suivre et évaluer les activités mises en œuvre
• Anticiper les difficultés liées à la conduite des activités et faciliter la résolution des problèmes liés aux programmes
• Proposer des réorientations des activités selon l’évolution du contexte et des indicateurs

Capitalisation
• S’assurer de la bonne utilisation des outils de capitalisation de Solidarités International et de leur diffusion au siège (cellule technique et desks)
• Participer à la centralisation et à la diffusion des procédures, guides et outils liés aux activités
• Proposer des améliorations des outils existants
• Construire un réseau d’expertise, développer des partenariats techniques avec les autres intervenants dans la zone d’intervention et en informer la cellule technique régulièrement
• En coordination avec la cellule technique, capitaliser sur les méthodes et techniques d’intervention et sur les expériences acquises par Solidarités International et les autres acteurs
• S’assurer que les rapports de passation sont rédigés par tous les responsables de programme avant leur fin de contrat et communiqués au siège
GRH
• Définir en lien avec les RH siège les pré-requis pour les postes techniques ouverts à candidature, adapter les profils de poste existants si nécessaire
• Accueillir et briefer les expatriés travaillant sur les programmes
• En collaboration avec les responsables de programme, identifier les besoins de formation des équipes programmes techniques et les ressources disponibles dans les zones de travail
• Mettre en place des formations techniques en lien avec les besoins opérationnels et les besoins de formation identifiés
• Animer des ateliers de travail, des réunions de coordination et/ou des ateliers d’échanges techniques
• Evaluer et apprécier les performances des collaborateurs placés sous sa supervision directe
• Participer activement à l’organisation des semaines techniques régionales (STR) et à la rédaction des comptes rendus de ces réunions de travail
Reporting / communication / représentation
• Appuyer le Chef de mission pour la recherche de fonds, la négociation et l'examen des propositions de projet pour son activité
• Faire remonter à qui de droit toute information sur le contexte sécuritaire ou tout événement ayant une conséquence possible sur les activités Solidarités International et la sécurité des équipes
• Consolider les rapports d’activité et superviser la rédaction des annexes pour les rapports et/ou avenants bailleurs
• S’assurer du respect des délais et des formats pour le rendu des rapports
• Valider les rapports d’expertise technique
• En collaboration avec le Chef de mission, établir et entretenir un réseau de communication et de bonnes relations avec les autorités gouvernementales/locales, les représentants bailleurs, les agences UN et autres agences internationales
• Assurer la représentation de Solidarités International à toutes les réunions ou forums concernant les programmes Solidarités International
• Participer sur demande et/ou délégation aux activités de représentation
• Répondre aux sollicitations du siège concernant des besoins spécifiques

PROFIL:
Formation / Expérience :

Profil technique dans le domaine de l’eau, l’hygiène et l’assainissement
Expérience en coordination de programmes
Expérience d’au moins 2 ans en ONG sur des fonctions de gestion de projet,
Expérience en management d’équipe (y compris recrutement et formation)
Expérience en Afrique de l’Ouest, région sahélienne serait un plus
Compétences et connaissances techniques :
Bonnes connaissances du milieu humanitaire
Excellente maitrise du cycle de projet
Bonnes capacités de planification, organisation
Capacités d’anticipation et de prise de décision
Fortes capacités d’adaptation, de compréhension
Fortes aptitudes en pédagogie, transfert de compétence, formation.
Connaissances des thématiques et des outils spécifiques Solidarités International,
Compétences de coordination avec les acteurs locaux en particulier.
Qualités :
Diplomatie, maîtrise de soi et sens de la communication
Pragmatisme
Disponibilité, flexibilité, autonomie
Sens de l’organisation
Grosse capacité de travail et résistance au stress
Sens du travail en équipe
Respect des us et coutumes locales
Respect des règles sécuritaires
Langues : Une bonne maitrise du français est obligatoire

STATUT:
Salarié à partir de 2000€ par mois
DUREE:
03 mois renouvelable selon stratégie et financement CONTACT

Komi Edem BANSAH, Chargé de recrutement et suivi expatriés

How to apply:

Please send CV and cover Letter via the link below:
https://emea3.recruitmentplatform.com/syndicated/private/syd_apply.cfm?ID=PSRFK026203F3VBQB6G8N8NMW&nPostingTargetID=15763

Kenya: MdM Seeks a HARM REDUCTION PROGRAM COORDINATOR (M/F) - KENYA

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Organization: Médecins du Monde
Country: Kenya
Closing date: 31 Mar 2015

For more than 30 years, Médecins du Monde, a campaigning medical organisation committed to international solidarity, has been caring for the most vulnerable populations at home and abroad. It has continued to highlight obstacles that exist in accessing health care and has secured sustainable improvements in health-for-all policies. Those working for this independent organisation do not solely dispense care and treatment but condemn violations of human dignity and rights and fight to improve matters for populations living in precarious situations.

MdM currently works in 46 countries across all continents where it focuses on 4 priority areas: caring for the health of migrants and displaced persons, promoting sexual and reproductive health, combating HIV and reducing the harm and risks associated with drug use, crises and conflicts.

The program focuses on the prevention and treatment of HIV/AIDS and hepatitis through the implementation of a broader multidisciplinary framework of intervention than the UN core package, while advocating for a long term and sustainable harm reduction approach for Kenya.

In 2015 the program will focus on:

Run our current Drop In Centre (DIC) & outreach services offering prevention and access to HIV, HBV, HCV and STI testing/care, treatment or referral system
Progressively relocate our outreach activity and later the DIC to Mathare (one of the biggest slums of Nairobi) with a strong focus on implantation strategy (community and authorities acceptance in a particularly sensitive environment notably in terms of safety and security)
Capacity building of local, national and regional stakeholders, in particular in terms of Hepatitis B and C screening, Hep B vaccination and “liver health” follow up for patients HCV positive.
Empowerment of self-help support groups and networks

Advocacy campaigns/workshops for the promotion of an adapted and holistic approach to HR services

TASKS AND RESPONSIBILITIES:

Your main responsabilities will be to :

1) Management, monitoring and reporting

Monitor and evaluate the overall program implementation, including data management and analysis
Supervise the program activities: outreach work and DIC interventions/activities;
Insure the quality of all services delivered within the program
Reinforce the acceptance of MdM program amongst community, district, local and national authorities
Develop an advocacy strategy for MdM HR program in Kenya
Ensure and supervise any research work/assessment in the field
Supervises / animate internal and external trainings on Harm Reduction issues and other regular training sessions on agreed topics towards partners (NGOs, MoH, Police…)
Supervise all necessary internal and external reporting for the Kenyan program

2) Team coordination and security

Under the direct management of the General Coordinator, manage the Harm Reduction team and collaborate with the rest of the coordination team as well as the Nairobi office team
Collaborate with HQ technical referent for HR on a regular basis to determine and adapt the program’s strategy

3) Security

Supervise the HR Program by daily security follow-up, attendance of security briefings, analysis of security risks, reporting and monitoring incidents etc…
Analyse how the situation develops, liaise with other organizations on security and, with the General coordinator, determine any changes to the security plan and security related to the program
Be responsible for the application, compliance and regular updating of the program security plan towards the local team and visitors

4) Management of human resources

Apply in close cooperation with the Administrative Coordinator MDM’s Human Resources policies in line with the Kenyan Labour law
Develop the team’s skills by working on training needs
Recruit, brief, supervise and perform evaluations of national staff when needed/requested

5) Overall management of finance accountancy and logistics of Kenya HR Program

Ensures financial, logistic and administrative supervision of the HR project in close collaboration with the Administrative Coordinator, the logisitic officer and the Nairobi office team
Define MdM annual budget of HR program with the Administrative Coordinator and under the supervision of the General Coordinator

6) Representation

In close coordination with the General Coordinator you represent MDM-F to Kenyan authKenyan authorities when required
You ensure representation functions towards partners and local/national authorities and maintain regular contact with local partners and international HR stakeholders

7) Donor and fundraising (in coordination/collaboration with the General Coordinator)

Assess potential donors and initiate and follow up on fundraising process and take lead in Harm Reduction program proposal writing and budget preparation of the program

8) Legal management

CONDITIONS OF EMPLOYMENT:

Starting: ASAP
Duration: 12 months
Contract : EMPLOYEE (French contract)
Fixed term contract

SKILLS AND EXPERIENCE NEEDED:

Education

Master Degree in Humanitarian / Development / Social or political sciences, or Public Health

Professional experience

Experience of project management is compulsory
Experience of team management is essential
Experience in negotiations and relations with local partners and authorities in a difficult legal, administrative and political context is essential
Experience in the field of Harm Reduction or HIV is strongly recommended
Experience in the delivery of training/educational programs to health staff or other professionals is an asset
Experience in community based programming and on capacity building of local organizations is an asset
Experience in developing an advocacy strategy is an asset

Required Skills

Excellent knowledge and practice of Cycle project management
Strong ability to implement and follow up on Monitoring and Evaluation
Ability to develop the collaboration with national and local stakeholders
Good management and communication qualities
Skills in designing and writing proposals and reports
Capacity to design and animate adults training and sensitization is an added value
Capacity to work in a difficult security environment

Aptitude

Ability to work on own initiative; self-motivated and able to motivate others
Ability to work in a multi-cultural environment
Good diplomatic skills
Ability to effectively communicate with other professionals and organisations
Ability to prioritise self and team workload

Language and computer skills

English: fluent (verbal and written)
Excellent knowledge of Windows environment (Word, Excel, Outlook, Power Point…)

You will be committed to MdM’s values as an organisation and be motivated by its non-statutory, Not-For-Profit model

MdM stands up for the integration of people living with disabilities and fights against discrimination.

How to apply:

To apply this position, please send a resume and a cover letter via this link.

To have a look at all our vacancies.

« MdM reserves the right to close any vacancy before the advertised deadline. Thank you for your understanding. »

Democratic Republic of the Congo: DRC WASH Consultancy- Alternative Water Soultions

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

DRC WASH Consortium: Terms of Reference for operational research on improving access to drinking water through “Small Doable Actions” in DRC

1. Summary

Review the “Small Doable Actions” for improving access to drinking water for rural households promoted by the Consortium so far, such as basic household water treatment (e.g. boiling or SODIS) and local improvements to existing sources (e.g. protecting springs with bamboo ‘pipes’), which do not require an external hardware subsidy.
Assess the relevance of other existing approaches in DRC and internationally for improving access to drinking water for the most vulnerable populations which represent alternatives to the options defined as “improved sources” by the WHO/UNICEF Joint Monitoring Programme.^[1] These alternative options should also be potential “Small Doable Actions” for communities which may include:
Household water treatment options such as boiling, SODIS, filtration and chlorination.
‘Self-supply’ options where household or small groups of households improve or develop their own water points such as improved traditional wells, rope pumps and rainwater harvesting (some of these options may meet JMP standards).
Delivery options such as a cart with a small tank or drum.
Local improvements to existing sources such as protecting springs with bamboo ‘pipes’.
Additional options for improving hygienic transport and storage of water.
Pilot, test and market the most promising options identified through a participatory approach with users in key intervention sites of the Consortium, starting in January 2015.
Estimate the Value For Money of the different options reviewed and piloted (cost-benefit analysis and cost effectiveness) and make recommendations based on this to the Consortium and the programme donor (DFID) that can be applied from July 2015 to June 2017 and beyond.

This operational research recognises that technical options for improving access to drinking water exist which provide an improved service to the user (in terms of quality, quantity, reliability or accessibility) even if they do not necessarily confirm to the definition of “improved sources” according to the WHO/UNICEF Joint Monitoring Programme. In some contexts the option of a communal improved source may not be feasible or desired in terms of local management, technical and financial capacity to maintain the water point in the long-term. This can apply especially in extremely small, isolated and/or vulnerable communities, which are typical in rural DRC, or communities which already have access to sufficient quantity of water (e.g. next to a river) and therefore may not be willing to pay for services from a communal improved water point. This consultancy seeks to identify the most promising alternative options for piloting in the Consortium programme in rural DRC.

2. Background to WASH in DRC and the Consortium

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 promote 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.

For more background on the DRC WASH context, see Annex A.
Full details on the Consortium’s Theory of Change are included in Annex B.
The Consortium’s 9-point strategy and 12-step process are summarised in Annex C (note that the 12-step process is currently being revised and the detailed new version will be available in January 2015).
The full logical framework is included in Annex D, with baseline data from the first phase.
A map of the Consortium’s areas of intervention is included in Annex E.
Role of the consultancy in the context of the Consortium programme

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 Technical Reviews.

Key developments to the programme approach so far include:

More detailed development of an economic approach to better define, estimate and measure life-cycle costs and first steps in using 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.

This consultancy forms part of the operational research component of the Consortium to enable learning from the first phases of the programme to feed into the ongoing second and third phases and the fourth phase which is due to start in July 2015.

4. Objectives of the consultancy

Note: although the focus of this research is on the national norm of “access to drinking water”, the research will require collaboration with others (either Consortium staff or consultants) who are developing approaches for promoting and monitoring “Small Doable Actions” relating to the 6 other norms defined by the national programme “Villages Assainis” (on sanitation, hygiene and community mobilisation) in order to ensure a comprehensive and consistent approach.

Review the “Small Doable Actions” for improving access to drinking water for rural households promoted by the Consortium so far, such as basic household water treatment (e.g. boiling or SODIS) and local improvements to existing sources (e.g. protecting springs with bamboo ‘pipes’), which do not require an external hardware subsidy. This review should include:
User perceptions of improved services in terms of quality, quantity, reliability or accessibility, as well as their ideas for other options to be tested.
Additional external assessment of results in terms of water quality.
Estimates of the life-cycle costs of these options and user willingness to pay.
Estimates of the cost-benefit analysis and cost-effectiveness of these options.
Feasibility for large scale promotion of these options by village committees or other leaders, local health services and NGOs, including the local availability of the materials required.
Assess the relevance of other existing approaches in DRC and internationally for improving access to drinking water for the most vulnerable populations which represent alternatives to the options defined as “improved sources” by the WHO/UNICEF Joint Monitoring Programme.^[3] These alternative options should also be potential “Small Doable Actions” for communities which may include the following. The assessment should evaluate the advantages and disadvantages of each option in the context of the different areas of intervention of the Consortium in DRC, including the views of potential users (to identify the most promising options for more detailed testing as part of Objective 3).
Household water treatment options such as boiling, SODIS, filtration and chlorination.
‘Self-supply’ options where household or small groups of households improve or develop their own water points such as improved traditional wells, rope pumps and rainwater harvesting (some of these options may meet JMP standards).
Delivery options such as a cart with a small tank or drum.
Local improvements to existing sources such as protecting springs with bamboo ‘pipes’.
Additional options for improving hygienic transport and storage of water.
Pilot, test and market the most promising options identified with users in key intervention sites of the Consortium, starting in January 2015.
‘Market test’ the most promising options from the Consortium, DRC and internationally through piloting and rapid user feedback.
Set up a longer term strategy for monitoring and evaluating the effectiveness of these options throughout the rest of the Consortium programme.
Estimate the Value For Money of the different options reviewed and piloted (cost-benefit analysis and cost effectiveness analysis) and make recommendations based on this to the Consortium and the programme donor (DFID) that can be applied from July 2015 to June 2017 and beyond.
Develop a concept note and support the writing of a funding proposal for attracting suitable additional funding to integrate these recommendations into the programme.
Outline methodology and timetable

The operational research should be completed during the period Jan-March 2015.

The detailed methodology will be developed by the consultant and approved by Concern Worldwide. The methodology must uphold DFID’s ethical principles for research and evaluation. At a minimum, theoperational research should draw on:

Reports on previous research projects (spare parts and supply chains for handpumps; community mobilisation and behaviour change; climate and environment assessment).
Interviews / workshops with key internal and external stakeholders in Kinshasa.
Fieldwork in at least two different areas of intervention, ideally more, including the views of direct programme participants.

Note that field 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).

Other key events to be considered as part of the timetable include:

The Consortium’s six-monthly external Technical Review in mid-March 2015 (date TBC). The consultant will present the recommendations from the research as part of this workshop.
Expected products
Draft methodology as part of proposal.
Inception report and final methodology for approval after XX days of the contract (to be agreed).
Preliminary presentation of findings and proposed structure of final report for feedback in country, including presentation during the external Technical Review in March 2015.
Draft ‘catalogue’ / ‘how-to guide’ of the most promising options which is suitable for dissemination in communities (the consultant is responsible for drafting the technical content of this material; additional support will be available for final editing, formatting and graphics).
Final report, including:

o Stand-alone executive summary of 2-4 pages (in English and in French), which highlights the key lessons learned and key recommendations. (This will be used by the Consortium as the basis for a briefing note for the sector).

o Specific list of recommendations at different levels (strategic, programmatic, operational) targeted to different groups.

o Annex of all data, references and analyses undertaken.

Concept note for seeking future funding for the recommended options.
Skills and experience of the consultant

Note: The DRC WASH Consortium expects to engage one consultant for this operational research (international or local). However, the consultant may be required to collaborate with other local consultants and staff engaged by the member NGOs of the Consortium to ensure effective learning across other field sites in addition to those where the consultant conducts fieldwork directly. The details of this collaboration will be discussed as part of the contract negotiation.

Essential

Relevant academic and professional background in rural development and WASH, including experience in fragile states.
Technical knowledge and experience of promoting household water treatment options; ‘self-supply’ options where household or small groups of households improve or develop their own water points; and other ‘alternative options’ for improving access to drinking water.
Experience in approaches for community mobilisation, social marketing and behaviour change.
Knowledge of water quality testing.
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 in DRC.

7. Management, reporting and quality assurance arrangements

The consultant 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 inception report and final methodology will be approved by Concern Worldwide before proceeding to detailed fieldwork. The proposed structure and contents of the final report will be approved by Concern Worldwide before proceeding to the completion of the final report.

8. Expressions of interest and enquiries

A. Technical offer:

· Up to date CV of the consultant explaining how the consultant meets the skills and experience required.

· Technical proposition detailing proposed methodology and resources needed (max 3 pages).

· At least one example of similar work undertaken.

B. Financial offer:

· A list of all expenses expected to be incurred by the consultant(s) including a daily rate.

· 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 – Context of WASH in DRC

· Annex B – The Consortium’s Theory of Change

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

· Annex D – Logical Framework with baseline data for Phase 1

· Annex E – Map of the Consortium’s Area of Intervention.

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

[1] See: http://www.wssinfo.org/definitions-methods/watsan-categories/

[3] See: http://www.wssinfo.org/definitions-methods/watsan-categories/

How to apply:

Applications should be made by sending a copy of your CV to emily.bradley@concern.net.

Liberia: Finance Officer SPARK Monrovia

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Organization: Spark
Country: Liberia
Closing date: 20 Jan 2015

SPARK develops higher education and entrepreneurship, so that young ambitious people are empowered to lead their conflict-affected society into prosperity. SPARK is a dynamic and growing not-for-profit development organization with 80 staff members that helps young entrepreneurs to start or grow their own businesses.SPARK is achieving its mission by organizing business plan competitions, business skills training, SME coaching and mentoring, business incubation, SME financing, intensive higher vocational summer courses, curriculum development and quality assurance at universities and higher vocational education institutions.

SPARK focuses on small and growing businesses, in post conflict states such as, and not limited to: Burundi, Kosovo, Liberia, Mali, Palestinian Territories, Rwanda, Somalia and South Sudan.

Spark is currently looking to fill the position of:

Finance Officerbased in Monrovia, Liberia

Tasks and responsibilities

Train and coach local partner organizations in the improvement of their financial management systems;
Coach partner organisations is drafting activity budgets and reporting on these budgets;
Coach partner organizations in the preparation of external financial audits at their organizations;
Be the main contact for financial matters to all partners in the country and to the Finance department of SPARK in HQ in the Netherlands;
Control and process financial reports of local partners
Making payments for Spark office and process all payments in the bookkeeping system
Administration of SPARK office, preparation of monthly financial reports of Spark office
Administrating Spark Car use and make bookings
Maintain contact with local bank and micro-finance institution
Representation and networking with donors and partner institutions
Proposal writing, especially budgets, for new projects
General office management support

Requirements and skills

Professional experience in training and coaching in Financial Management;
Experience in project management, especially in drawing up activity budgets and reporting to donors;
Accurate, Structured, Flexible, Responsible
Good oral and written language skills in English
Good team worker while able to work independently
Good communication and social skills and able to work in multicultural setting
Working experience in a prior comparable job is an advantage

SPARK offers

Contract for 40 hours a week;
Remuneration depending on education and experience;
International environment;
Dynamic working experience;

How to apply:

For more information, please visit SPARK website: www.spark-online.org.

If you are interested, please email your letter of motivation and your CV to vacancy[at]spark-online.org before January 20th 2015*.*Reference: Vacancy Financial Officer Liberia. Only successful candidates will be contacted. If you have any questions please send these to the email address indicated before January 17th 2015.

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Democratic Republic of the Congo: DRC WASH Consortium Consultancy- Mid Term Evaluation

1. Introduction

3. The DRC WASH Consortium objectives and approach

5. Objectives of the external Mid-Term Evaluation

7. Outline methodology, timetable and limitations

9. Management, reporting and quality assurance arrangements

10. Composition, skills and experience of the evaluation team

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

Democratic Republic of the Congo: DRC WASH Consortium-Knowledge Management and Learning Strategy Consultancy

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2. Background to WASH in DRC and the Consortium

3. The DRC WASH Consortium objectives and approach

5. Objectives of the Knowledge Management and Learning Strategy

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

8. Expected products

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