Addendum to the Advisor’s Job Description & Work-plan (example)
(To be completed within 3 months of Placement)
1. Introduction
This addendum to the job description serves to:
§ Provide a guideline for revising the Advisor job description
§ Specify the capacity building advisory support for partner organisations and key Individuals
§ Write up a work plan
§ Provide templates for Advisor Assessments
The premises for the original job description for which the Advisor was hired may change from the time the job description was formulated and until the Advisor arrives at the country of service. Thus, it is imperative to review the job description thoroughly and adjust where necessary. This revision of the job description must take place within 3 months of placement.
2. Revising the Job Description - guidelines:
It is recommended to go through point 1, 2 and 3 in the job description. In particular the following points need to be addressed:
§ Which partner organisations are going to be supported by the Advisor
§ Key responsibilities, key functions and expected outputs: Go through each point and assess their relevance and concretize the functions and outputs even further.
§ Time allocation: Revise the time distribution
3. Further clarification of job description
3.1. Identifying partner organisations and key individuals for capacity building advisory support:
Please identify the specific partner organisations for capacity building advisory support. This could include other target groups such as thematic units, work groups, networks, alliances etc.
Table 1: Support for partner organsations (write names)1. CEDMAC
2. FAN
3. CLARION
4. PeaceNet
5. Youth Agenda
6. AAIK Policy
7. SPAN
Please elaborate on key individuals to receive capacity building support by the Advisor:
Table 2: Support for key individuals (write names and contact info) / Organisation1. Abubakar Said - / CEDMAC
2. Karen Nekesa - / FAN
3. Julius Mbeya / CLARION
4. Gilbert Muyumbu - / AAIK
5. Adan Kabelo / AAIK
6. Wanjiru Gikonyo - / SPAN
7. Grace Ireri / PeaceNet
8. Judy Nguru / Youth Agenda
3.2. Capacity building advisory support areas
Please outline the competencies of selected staff or partner organisations to be strengthened and list the criteria for each progressive stage in table 3 below. Table 3 should illustrate, where the Advisor work from (Baseline) and what are the ultimate capacity building goal/outputs. Guidelines, inspiration and examples can be found in Annex 3, 4 & 5.
Table 3: Partner capacity development framework
Table 3 / Criteria for each progressive stagePartner organsation characteristics or individual competencies of selected staff strengthened in: / Founding
Seedling
Baseline / Developing
Young Growth / Expanding/ Consolidating
Maturing / Sustaining
Harvesting
Partner organisation characteristics /
1. Please describe in words
CEDMAC – Facilitating Linkages/structured engagement between National and Local Level Advocacy on governance and accountability /2. No strategy and or plan for facilitating linkages between local and national advocacy on other aspects of governance and accountability
/3. Partner has some ideas and understanding on the strategy/plan for national advocacy on governance and accountability actors
/4. Partner strategy/plan/guidelines/framework for facilitating linkages between local and national advocacy formulated and through participation of other governance actors
/5. Strategy/plan/guidelines/framework sucessfully implemented by partner with participation of other governance actors
FAN – embracing participatory capacity building approaches/methods in line with governance and accountability values, principles, and practices /6. Partner implements adovocacy activities but does not have good understanding of using participatory capacity building apporaches in line with governance and accountability values, principles and practices
/7. Partner uses participatory capacity building apporaches in line with governance and accountability values, principles and practices
/8. Partner supports other governance actors to apply/use in their activities participatory capacity building apporaches in line with governance and accountability values, principles and practices
/9. Partner training/sensitization materials incorporate partcipatory approaches/methods and are sucessfully used to support other grassroot governance actors
CLARION – nurturing,mentoring and linking local level governance actors with local and national level policy dialogue processes /10. Partner informs and trains partners on approaches and tools for governance and accountability but does not nurture and mentor partners on their application for evidence based engagement with local and national level governance and accountability processes
/11. Partner has a strategy/framework for nurturing, mentoring and linking partners with local and national level governance policy advocacy processes
/12. Partner nurtures and mentors other partners and is considered as first level of contact on evidence based advocacy by other governance actors within BLD programme
/13. Partner implements sucessfuly strategy for nurturing, mentoring and linking partners with local and national governance policy advocacy processes
PeaceNet –understanding mainstreaming/integrating governance into peace building activities /14. Partner implements advocacy activities but lacks understanding and strategy for linking peace building with governance and accountability concepts
/15. Partner understands links between peace building and governance and accountability
/16. Partner has strategy for transfering knowledge and understatding of linkages between peacebuildng and governance and accountability to other partners
/17. Partner implements peacebuilding&governance strategy/plan sucessfully
Youth Agenda – Facilitating implementation of evidence – based advocacy strategy on anti-corruption /18. Partner carries out advocacy activities but does not have strategy/understanding for facilitating evidence based advocacy among its partners/members
/19. Partner develops strategy /understanding for facilitating evidence based advocacy among its partners/members
/20. Partner transfers to local level actors understanding/strategy for facilitating evidence based advocacy
/21. anti-corruption partners nurtured by partners embrace and sucessfully use evidence to engage with local and national level anti corruption processes
SPAN – structured engagement with national level governance reform processes (apart from constitutional reforms) /22. Partner does not have a strategy for structured engagement with governance reforms except ad-hoc activities on constitution review
/23. Advocacy strategy formulated by partner and that the formulation processes included stakeholders on both sides of governance (duty bearers/right holders)
/24. Strategy for structured engagement with national governance reforms and decentralization formulated and complied with by members
/25. Advocacy strtaegy is sucessfully being implemented by the partner and network members
AAIK-establishing cross thematic linkages on governance issues /26. Partner does not have framework to support assessment and intergration of governance issues into other thematic areas?
/27. Strategy/framework for assessing/and integrating governance and accountability issues in other thematic areas formulated
/28. Partner implements strategy and supports others to appreciate the framework
/29. Framework/strategy for integrating governance and accountability is successfully being implemented by other thematic areas
30.
/31.
/32.
/33.
34.
/35.
/36.
/37.
38.
/39.
/40.
/41.
42.
/43.
/44.
/45.
Individual competencies /46. Please describe in words
CEDMAC-Abubakar Said / Abdurahman Abdullahi appreciation and application of governance and accountability tools/processes/values/principles and practices to foster linkages between local level and national level governance advocacy /47. Has experience in engaging with national level processes but not in a structured way and in line with governance and accountability values/principles and practices
/48. Can explain with confidence governance and accountability processes,methods/tools/practices, and values
/49. Trains/sensitizes others on use and application of governance and accountability tools/methods/processes/practices and values
/50. Sucessfully uses governance and accountability tools/principles/values to inspire advocacy practices of other governance actors
FAN –Karen Nekesa appreciation and application of governance and accountability concepts, values, principles and practices in designing and implementing advocacy work /51. Partner understands and implements advocacy activities but lacks understanding and application of governance and accountability concepts/values/principles and practices
/52. Can with confidence apply governance and accountability concepts;values/principles and practices in advocacy work
/53. Trains and or sensitizes others in applying and embracing governance and accountability principles and practices
/54. Sucessfully implements partner capacity building work in line with governance and accountability principles, values and practices
CLARION-Julius Mbeya use of governance and accountability tools/processes/values and practices to nurture and mentor advocacy work of other governance actors /55. Has understanding of governance and accountability but needs to improve application of the same to improve work with other governance actors
/56. Can with confidence apply and use governance and accountability values/principles and practices in nurturing and mentoring advocacy work of other governance actors
/57. Trains and or sensitizes others on application of governance and accountability values/principles and practices in their advocacy work
/58. Sucessfully applys governance and accountability values,principles and practices in advocacy work
PeaceNet-Grace Ireri / Olga appreciating and promoting governance and accountability values, principles and practices in carrying out peacebuilding activities /59. Lacks good understanding on jow to apply governance and accountability values,principles and practices in carrying out peacebuilding activities
/60. Can with confidence apply and use governance and accountability values/principles and practices in nurturing and mentoring advocacy work of other governance actors
/61. Trains and or sensitizes others on application of governance and accountability values/principles and practices in their advocacy work
/62. Sucessfully applys governance and accountability values,principles and practices in advocacy work
Youth Agenda –Judy Nguru understanding linkages between evidence based advoacy and policy planning /63. No understanding on linkages between evidence-based advocacy and local governance planning, M&E
/64. Can with confidence facilitate linkages between evidence-based advocacy and national and local level planning
/65. Trains/sensitize and nurture other anti-corruption partners in embracing and applying governance and accountability values,principles and practices to foster linkages between evidence gathering and policy and practice improvement among duty bearers
/66. Sucessfully applys governance and accountability values,principles and practices in advocacy work
SPAN – Wanjiru Gikonyo understands and follows structured engagement with national level governance reforms )finalized after discussion with Wanjiru and Gilbert] /67. Minimal understanding of structured engagement with national governance dialogue processes
/68. Can with confidence identify and support structuring of network partners engagement with national governance dialogue processes as well as linkages with local level policy dialogue
/69. Trains, sensitizes and nurtures other members to embrace structured engagement with local and national governance dialogue processes
/70. Sucessfully embraces structured engagement in line with governance and accountability values,principles and practices
AAIK – Gilbert Muyumbu/Adan Kabelo? uses frameworks in supporting integration of governance issues across thematic areas /71. Supports integration of governance issues in other thematic areas but does not have/use specific governance mainstreaming frameworks
/72. Can with confidence support governance and accountability programming of partners within AAIK using a governance mainstreaming framework
/73. Orients aand familiarizes other partners on the framework and structures local and national governance dialogue along the framework
/74. Sucessfully uses the governance intergration .mainstreaming framework in programming
75. The goal above in the 4 progressive stages is to define partner organisation characteristics or individual competencies – measures of progress along the continuum that could define changes in behaviour, relationships, activities of people, groups and organisations
76. Guidelines and examples are provided in Annex 3, 4 & 5
3.3. Other outputs / Products
The Advisor has the additional and/or implementing functions as per job description section 3. These are the outputs/products that the Advisor must deliver at the end of the assignment, e.g. a report, an assessment, a recommendation, an identification of something, an action plan, an agreement, a strategy for something, an article or media production. Please specify concrete outputs/products below as per job description.
Table 4
Other specific outputs produced by the Advisor1.Harmonized strategies on the ongoing national governance reform processes developed and adopted by the participating partners some progress has been made:
· Provided partners with matrix/framework for carrying out self -assessment of their engagement strategies;
· a concept note to assist partners/CEDMAC and other NPs improve their understanding of national and local level governance dialogue spaces through mapping of CSOs engagement with governance reform processes
· Organized partner coordination meeting
3. Collaborating partners identify and implement tangible and workable advocacy and lobbying campaign plans and materials aimed at boosting their interventions;
· Provided partners (NPs) with a Single but multi-faceted advocacy campaign to harmonize advocacy work of all NPs, LPs and other partners like SPAN
· Reviewed and finalized CEDMAC’s advocacy plans to integrate its national coordination role and a framework for harmonization of NPs and LPs advocacy activities
· Supported FAN align their Radio Listerner programm e to a single-but-multifacted advocacy campaign with have developed/refined and finalized their plans.
· Supported SPAN in development of a coherent Strtaegy for structured enagagement with national level governance dialogue. Inspired SPAN with Roundtable discussions betwen policy makers and CSOs akin to experience in Tanzania and Uganda. The concept has been pursued and adopted by the Office of the Prime Minister in Kenya. First Roundtable between OPM and CSOs held on March 2011. The first Matrix of Issues and Followup by OPM and CSOs developed and discussed between them
· Provided CEDMAC, FAN and CLARION with concept notes to guide develop ment of advocacy materials ”on integrating CBMS into NIMES”
· Assisted/supported CLARION in development of policy brief for integration of CBMS into governance systems
4. Clear linkages developed between participating partners and other strategic actors in the reform processes;
· some good progress with CEDMAC linking up with SPAN.
· Three strategic partners CEDMAC, FAN and CLARION have formed linkages and are working towards a single –multifaceted advocacy framework.
· Developed concept notes for CSOs Consensus Building forum –this is was a forum organized by CEDMAC for CSOs to build consensus on the need for integrating CBMS into NIMES
· Developed concept notes to assist CEDMAC, CLARION and FAN organize a CSO and Policy Maker Forum to dialogue on the need for integration of CBMS into governance system
5. CEDMAC and other strategic partners skilled on advocacy and lobbying concepts and apply the same in their existing and emerging interventions
· Developed training module on Advocacy for Accountability and supported CEDMAC in delivering the module to 36 governance actors including community monitors,ToTs etc
· Trained/familiarized partners with approaches to advocacy for mainstreaming governance/BLD work into local and national level policy dialogue processes [Topics included, the CPS and need for partner harmonization; governance campaign within CPS; Identification of governance and accountability advocacy issues within the framework of CPS; Links between Community Based Monitoring System (CBMS) and the National Integrated Monitoring and Evaluation System (NIMES);
· Developed training module and assisted CEDMAC in Training staff as ToTs of Civic Education for Right Claiming-The training familiarised staff on the 3 manuals: MS TCDC –Evidence for Accountability &Empowerment; and CEDMAC’s
6. Increased involvement of beneficaries and community partner in the identification of issues requiring community action
· Through and with CEDMAC developed guidelines for FGDs to help local partners in facilitating participatory processes involving community members in identification of advocacy/accountability . This Guidelines for participatory FGDs were used by local partners in all the 8 districts.
· Through and with CEDMAC developed guidelines for participatory District Accountability Forums involving duty bearers and right holders.
7. Manuals and training programmes aimed at empowering the people for just and democratic values used for sensitizing and empowering the community
· Advised AAIK (Adan Kabelo) to order from TCDC 2000 manuals
· Advised AAIK (Adan Kabelo) for development of postures on some elements of the TCDC evidence for accountability manuals
· Provided AAIK with plan for distributing the Evidence for Accountability and Empowerment Manuals
· Through CEDMAC training events, sensitized community monitors, ToTs and other partners on the use of the manual
8. [Combined outputs on evidence for accountability and empowerment manuals] Partners trained on the practical use of the empowerment and evidence for accountability manual
· Trained 36 community resource persons (budget monitors/community mobilizers and ToTs
· practical use of evidence for accountability and empowerment manual to
· Oriented SPAN (TISA, Muhuri, World Vision, TI) members on practical use of evidence for accountability and empowerment manuals
9. Realigned strategy in place and implemented by governance partners
· Organized and facilitated development of PAT meetings involving National Partners and GT of AAIK
· Supported PO for BLD in reviewing partner reports
· Supported LPs and NPs in reviewing and development of annual plans
10. At least one major national governance campaign platform of actors established and running each year
· Developed for CEDMAC, CLARION and FAN concept notes for National Policy Dialogue on Governance . The forum brought together 76 governance actors from Government, Non State Actors, Donors etc. CEDMAC&CLARION presented to policy makers a case for recognition of CBMS by local and national level governance processes. Chair Parliamentary Committeee Local Governance Finance invited CEDMAC and CLARION to follow-up the matter with his committte.
11. Organized adn held several coordination meetings as well as small focus group discussions initially involving all 5 National Partners but later on with only 3 National Partners (CEDMAC, CLARION and FAN).
12. Developed agenda and organized PAT meetings bringing together Strategic Partners and AAIK. The meegtings produced structures for harmonization of CSP and CPS as well as consolidation of the merger
13. Made several advisory visits to local partners in all the 8 districts and NPs
14. Facilitated linkages between CEDMAC and SPAN; between NPS and AAIK and between AAIK and LPs
4. Methodology - the role of the Advisor as envisaged in this Addendum: