Job Profile Senior Organisational Management Adviser (N1) Greening Agricultural Transformation in Ethiopia Programme Ethiopia

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1 Job Profile Senior Organisational Management Adviser (N1) Greening Agricultural Transformation in Ethiopia Programme Ethiopia Reference number: DK /ETI.01-W 1. Preliminary 1.1 Short background: With the aim to sustainably increase smallholder farmers income in Amhara, Oromia, SNNP and Tigray region, the Embassy of Denmark in Addis Ababa started implementing a three-year thematic programme entitled Greening Agricultural Transformation in Ethiopia (GATE) with a total budget of million DKK. Under the GATE programme there are two development engagements: Support to the Agricultural Transformation Agency (ATA) and support to the Climate Resilient Green Economy (CRGE) Facility. The Embassy of Denmark in Addis Ababa aims to support ATA in carrying out its mandates in a climate smart and environmentally sustainable way through building capacity and implementation of selected green deliverables under the Transformation Agenda. The placement of a long-term senior adviser at the CEO office of the ATA is part of this agreed support. The Senior Organisational Management Adviser is expected to build capacity for addressing the development and implementation of needed policies, procedures and strategies to successfully implement GATE and ATA s plans to significantly extend its activities with donors, implementation partners (including NGOs), the Ministry of Agriculture/public sector partners, and the private sector. 1.2 Purpose of memo: This memo describes the main tasks involved in the position and the qualifications requested from candidates to the job. 1.3 Expected composition of recruitment committee: Applicants for the position will be selected for interview by the Danish embassy following consultation with the local authorities, who will also be represented at the job interview. Mercuri Urval, a unique consultancy partner to international companies, will participate in the process of appointment by conducting personality tests and test interviews with the selected candidates, as well as taking part in the final interview. The final interview panel consists of the sector coordinator from the Embassy, a representative from the local authorities, and the consultant from Mercuri Urval A/S in charge of the recruitment process. 2. The Programme 2.1 The programme in brief: The Embassy of Denmark in Addis Ababa is starting the implementation of a new programme entitled Greening Agricultural Transformation in Ethiopia (GATE) Programme 1

2 , with the development objective of sustainably increasing rural incomes. The support to the Agricultural Transformation Agency (ATA) to Greening Agricultural Transformation is one of the two development engagements planned to be supported under the GATE Programme. The total funding for the ATA development engagement is DKK 150 million. The objective of the ATA engagement is to implement the Agricultural Transformation Agenda in a climate smart manner. The engagement has four outcomes: Outcome 1.1. Outcome 1.2. Outcome 1.3. Outcome 1.4. Climate smart farming technologies and practices are developed and promoted within smallholder farmer production through key agricultural systems. Technologies and practices relating to sustainable on-farm Natural Resources Management and Water Resources Development are promoted through key agricultural systems and gradually adopted by smallholder farmers. Value chain actors understand and start adopting climate smart technologies and practices along selected value chains. Human and institutional capacity for climate mainstreaming and donor coordination is increased within ATA and for climate mainstreaming also within its key implementation partners. The Agricultural Transformation Agency (ATA), an agency within the Government of Ethiopia, began operations in August 2011 with the mission of catalysing the transformation of the agricultural sector in Ethiopia and thereby enabling the country to achieve middle-income status by It reports to the Transformation Council, which is chaired by the Prime Minister, with the Minister of Agriculture as the Deputy Chairperson. ATA secures funds from the Government of Ethiopia and from development partners, and since its inception, has secured over 50 million USD. ATA adjusts its budgets annually and semi-annually to meet the requests of the Transformation Council and to take advantage of successful programmatic opportunities that are poised for quick scale-up with the potential to rapidly achieve high impact on a large number of farmers including women and youth. ATA currently has over 250 staff members and works with its implementing partners in 251 woredas (districts with an average population size of 100,000) in four regions. As the demands for ATA s involvement in the agricultural sector have grown, so has its organisational structure and staff size. However, the ATA expects organisational growth to slow dramatically in the coming years. ATA s engagements take place across a targeted set of issues and geographies and are organised through four types of programme teams. Value chains: ATA s value chain programs address the production and marketing needs of specific crops that have the greatest potential to impact smallholder farmers. 2

3 Systems: These programs are the key building blocks to address the main systemic bottlenecks in all value chains so that increased crop production and income generation can become sustainable. Crosscutting Initiatives and Analytics: These programs focus on issues that cut across multiple programs and seek to address specific areas that are important to the long-term viability and sustainability of the value chain and systems programs. Special Projects: This area contains projects where there is no public sector partner and where ATA has taken the role of lead agency. The Core Analytics team internally mirrors the model of a strategy consulting firm and drives analytical excellence throughout the organisation's programmatic work and the broader sector necessary to develop and implement effective, efficient and sustainable solutions for agricultural transformation. All of ATA s work takes place through partnerships with multiple stakeholders. These include the Ministry of Agriculture and regional bureaus, who own and drive the agriculture agenda at the federal and regional levels; development partners who provide critical thought partnership and financial support; the private sector, NGOs and civil society organisations, who are often implementing many of the initiatives within the agriculture sector; and public sector and farmer organisations at the woreda and kebele level (the lowest level administrative unit of the government with 10,000 population on average), who are often on the front line of engaging and supporting Ethiopia s smallholder farmers. ATA seeks to be a resource-efficient organisation that also champions a highly collaborative working environment drawing from a vast pool of talent. Staffing decisions are made to ensure resourcing requirements are met to fulfill ATA s mandate and drive transformation. ATA uses a hybrid staffing model consisting of both national and international staff in order to rapidly establish ATA and achieve results. Over time, ATA will gradually replace all contract employees who are not long-term local recruits (see below) so that the institution is a fully nationally run organisation. There are three types of employees at ATA: Long Term Local Recruits; International Seconded Employees; and Consultants (International and Local). ATA is a focused organisation that is working to secure the transformation of Ethiopian agriculture through new approaches to solving major problems facing the sector. As a relatively young organisation it therefore faces a number of key organisational development needs as it scales up its program activities and support to its partners over time. 2.2 Requirements and expectations from stakeholders: The key responsibilities/outputs of this role will include, but are not limited to, the transferring of skills and supporting of capacity development of ATA staff and programs, from the ATA Office of the CEO, in the following areas: Policies and procedures necessary for robust deliverable management throughout the program lifecycle, including stakeholder alignment, deliverable setting, budgeting, milestone setting and tracking, implementation and reporting; The development/updating/management of internal programming guidelines, including guidance and capacity building for successful integration of programming needs/procedures throughout ATA program verticals (Systems, Value Chains, Cross Cutting Initiatives); 3

4 Provide support in setting up joint-programming policies and procedures for ATA, including harmonisation and reporting on donor support to the Transformation Agenda; Establish detailed policies and procedures, as well as provide strategic support to key ATA staff in establishing and managing sub-granting processes for private sector partners; The potential establishment of an ATA unit with the responsibility of external global reporting to key stakeholders, including donors and Government partners. 3. The Position 3.1 Title: Senior Organisational Management Adviser (N1). 3.2 Place of service: The Agricultural Transformation Agency, Addis Ababa, Ethiopia. 3.3 Terms of Employment according to Danida staff rules. Below non-exhaustive brief benefits: Contract period: Until December Attractive remuneration package reflecting family status. Contribution to a pension scheme, health insurance and reimbursement of school fees. Free housing. The embassy will authorise the adviser to rent suitable accommodation directly on the private market with in an estimated average price range and subject to embassy endorsement of the standard and the security aspects of the intended residence. 3.4 Area of responsibility/tasks: Short term (Inception Phase): Provide support in setting up joint-programming policies and procedures for ATA, including harmonisation and reporting on donor support to the Transformation Agenda; Establish detailed policies and procedures, as well as provide strategic support to key ATA staff in establishing and managing sub-granting processes for private sector partners; Facilitating the implementation of the road map for enhancing ATA s climate mainstreaming efforts; Taking part in the development and revision of policies, procedures and guidelines. Long term: Policies and procedures necessary for robust deliverable management throughout the program lifecycle, including stakeholder alignment, deliverable setting, budgeting, milestone setting and tracking, implementation and reporting; The development/updating/management of internal programming guidelines, including guidance and capacity building for successful integration of programming needs/procedures throughout ATA program verticals (Systems, Value Chains, Cross Cutting Initiatives); The potential establishment of an ATA unit with the responsibility of external global reporting to key stakeholders, including donors and Government partners. 3.5 Success criteria: Short term Donor coordination system (joint programming and reporting) in place; 4

5 Sub-granting management unit in place and procedures and guidelines in place, especially to sub-grant to private sector and fund disbursed and managed accordingly; Implementation of the road map for enhancing ATA s climate mainstreaming efforts started. Long term Improved necessary policies and procedures for robust deliverable management, including stakeholder alignment, deliverable setting, budgeting, milestone setting and tracking, implementation and reporting; Developed/updated management of internal programming guidelines, including guidance and capacity building for successful integration of programming needs/procedures throughout ATA program verticals (Systems, Value Chains, Cross Cutting Initiatives). 4. Demand profile/qualifications 4.1 Requirements and expectations concerning the candidates formal qualifications: As the job description implies, the position requires a person with strong strategic organisational development and analytical planning skills, preferably gained from working at a strategic management level advising at CEO s office level or similar. Additional qualifications: Educational background: M.Sc. or above in the field of development management and/or planning, development economics or related areas; Strong track record in leadership and management on a range of programs and projects requiring detailed program management, management of teams and individuals, as well as liaising and reporting to senior decision-makers such as CEO s, Chief of Staff, Ministers, etc.; Work experience and Developing Country experience: o o o Specific experience in management/strategy consulting highly desirable; Extensive demonstrated international experience in high level programming and donor management within international development and public policy in relevant countries, particularly in the East African development context; Specific international development experience within agricultural development highly desirable; o Knowledge of green growth and climate change programming and implementation issues would be a distinct advantage, not a must. Experience of specific assistance activities (e.g. familiarity with financial control and reporting, cooperation with other donors); Proficiency/fluency in the English language is required. 4.2 Requirements and expectations concerning the personal qualifications of the candidates: Strong capabilities in problem solving, project and stakeholder management in a multi stakeholder environment; Ability to quickly synthesise issues and quickly identify the optimal way forward to solve issues; 5

6 A proven ability to lead, inspire, coach and develop others, including people from different backgrounds and cultures; Ability to thrive in a fast-moving, start-up environment with an emphasis on highperformance, teamwork, accountability and results; Mental resilience, flexibility, patience and the ability to deliver results in complex and challenging environments (especially in a developing country context); An entrepreneurial, can-do attitude to overcoming barriers and making change happen; Excellent communication skills as well as strong abilities in capacity building and knowledge sharing at all levels. 5. Recruitment Procedure 5.1 How do you apply: Information about the mandatory application procedure can be found at: Reference number DK /ETI.01-W should be stated in the application. 5.2 Deadline for applications: 5 May 2015 at 12 noon (CEST). 5.3 Preliminary interviews and personal evaluation: week 22 (26-27 May 2015). Mercuri Urval will conduct a personal evaluation of selected candidates. 5.4 Language test: The Ministry of Foreign Affairs has decided that all candidates called in for interview - except for those to whom the relevant language is mother tongue - shall be language tested in Denmark in the working languages of the duty station (i.e. English). 5.5 Presentation to the appointments committee: 28 May Decision: A decision is expected during week Expected commencement: 1 August or as soon as possible hereafter. 6

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