WORLD VISION
POSITION DESCRIPTION
KEY POSITION INFORMATIONJob Title / Local Level Advocacy Learning Hub Lead / Grade / 17
Reports To / Field Support Director
Department/Group / Development, Learning & Impact Team / Location / Bosnia & Herzegovina
WORK CONTEXT / BACKGROUND:
The position will be based in Sarajevo, Bosnia & Herzegovina (BiH). The position will mostly likely be based within the World Vision (WV) BiH National Office (NO). This job will require travel to numerous NOs interested to connect and interact with the Local Level Advocacy Learning Hub (LLALH). The position is a matrixed reporting line, with a solid line to the FSD in the Regional Office, and a dotted line into the NO structure.
PURPOSE OF POSITION:
Reporting to the Field Support Director this role will have two primary purposes: 1) networking across a diverse region, partnership, and external partners, so that our teams have access to learnings, innovation, knowledge, skills, and experiences; 2) facilitate collaboration for mutual benefit and CWB impact. A central component of the role is to connect all internal and external stakeholders in Local Level Advocacy, to generate learning through mapping and selecting aligned projects across WV Middle East/Eastern Europe Region (MEER) NOs, to transfer learning to general NO program implementation with a focus on driving quality results, and to transmit learning to our people through an action oriented learning methodology. This position will lead these four functions with the aim to achieve the objective of increasing our impact on Child and Youth Well-being by increasing effectiveness, scale, reflection, and evidence-based review.
Lead the continuous quality improvement of WV MEER’s child focused LLA programs, by providing program support to the 10 countries, promoting innovation through research and piloting and stimulate cooperation amongst WV, partner organizations and government bodies.
Local Initiative for National Change (LINC)Project:
To manage and coordinate the achievement of LINC Project objectives through collaboration and partnership with internal World Vision stakeholders (National Offices, MEERO technical advisors, WVI technical advisors and LINC Technical advisors) and external stakeholders (civil society innovators, universities, ‘Think Tanks’ and donors).
MAJOR RESPONSIBILITIES
ROLE DIMENSION / DESCRIPTION / End Results Expected / TIME SPENTI. Provide Strategic Guidance to the Local Level Advocacy LH / 25%
a) Ensure that the LLALH is impact driven toward generating internal and external learning that strengthens NOs in their focus and capacity to successfully reach the partnership Global Targets and MEER and NO strategies.
b) Ensure that the LLALH operates based on the principle of inclusiveness. Align contextually diverse local level advocacy projects from NOs to the LLALH. Ensure the learning from the aligned projects is transmitted back to NOs so as to strengthen impact, scale-up and action.
c) Ensure that the LLALH does not become infrastructure heavy, but instead loosely embraced by the host BiH NO making the LLALH flexible, adaptable, and collaborative.
d) The LLALH should develop and celebrate a unique design and implementation plan (DIP) with the aim to generate, transfer and transmit learning into action and impact on CWB in MEER. / a) LH do not require separate strategies, but strategically linked DIPs that support NOs to use the learning to more effectively achieve the WV Global Targets and Regional/NO strategy.
b) As Hubs become transmitters of knowledge firmly grounded in experience and practical application it will further empower NO staff as learning turns into action by “doing”.
c) A light LLALH hosted by BiH with infrastructure embedded in the NO aligned projects keeping the LH flexible, adaptable, and collaborative.
d) The DIP is considered to be a live document that undergoes regular evolution so as to ensure that learning is more effectively generated, transferred, and transmitted across our ministry in MEER.
II. Generate Learning for impact / 25%
a) Ensure the LLALH is grounded within the real issues facing WV field staff, and that an impact evidence base will emerge equipping a network of NO interested in LLA with the knowledge to expand their financial donor base, deepen their internal and external partnerships, and turn failures into opportunities.
b) Conduct a mapping process, based on solid criteria, to select the NOs best practices within projects. Elevate and connect these projects into a network of LLA aligned projects to generate shared evidence and learning.
c) Identify and explore creative ways to fill skill and systems gaps in producing a professional evidence base needed to informed decision making, investment, and ministry impact in the sphere of LLA. / a) An MEER evidence base in LLA that expands our donor base, partnerships and opportunities.
b) Mapping conducted, with NO aligned projects selected and generating evidence and learning.
c) Decisions on investment and ministry impact are informed by skill professionals and systems.
III. Transfer: Impact through collaborative learning / 25%
a) Build a LLALH that has a goal driven orientation toward transferring knowledge, ensuring scale up of what has been discovered and deemed contextually useful across the NOs to improve child and youth well-being in MEER;
b) Establish a LLALH with a strong field oriented approach based on experimenting, daring to fail, innovating, incubating, discovering, monitoring, and evaluating to ensure that the network of aligned projects in the hubs will organically transfer learning for operational scale-up and fundraising;
c) The LHs Lead is accountable to ensure a high level of cross-pollination of learning occurs between the network of hubs with the aim to create an open and fluid platform that will effectively disseminate information and ideas, attract innovation, and sharpen impact of our core ministry;
d) Working with FSDs, other LH Leads and the NOs develop a learning agenda from evidence collected through the LHs with a shift from an instructional methodology to a “learning by doing” methodology.
e) Develop a system whereby the learning is captured from the LLA aligned projects for knowledge refinement and management, and can be simply transferred to NOs as requested and needed to enhance their impact on CWB. / a) Scale-up of innovative programming, based on learning and evidence, which are contextually appropriate and impacting CWB.
b) Experiments and pilot in LLA are shaped by field experience and learning organically infuses programmatic scale-up for wider impact.
c) A network of hubs where learning is cross-pollinating ideas, innovation, and sharpening our core ministry.
d) A shared learning agenda is drawn out stimulating a paradigm shift in our learning approach in MEER. A shift away from instructional toward a learning by doing methodology.
e) A simple yet effecting knowledge management system that refines the learning into contextually useful tools and transfers the tools to NOs as needed.
IV. Transmit: Impact through partnership and scale-up / 25%
a) The LLALH Lead’s extensive internal and external network must attract cutting edge thinking and strategic and technical partnering opportunities;
b) Ensure the LH plays its part in fundraising by strengthening our comparative advantage through positioning WV NOs as credible thought leaders in key topics within LLA based on a network of evidence and impact driven aligned projects;
c) Ensure that the learning from the LLALH works to enhance NO expertise, building credibility and organizational reputation with governments positioning and enabling NOs to influence reforms and promote “aligned projects to policy adoption” for sustained impact;
d) The LLALHs Lead is accountable to ensure innovative scaled-up for impact by involving and enhancing partnering with governments, coalitions, donors, universities and thought leaders stimulating programmatic experimentation and creativity for permanent impact for the most vulnerable;
e) Provide advice and guidance to national offices in drafting and submitting proposals in alignment with their LLA strategies. / a) Successful partnerships are established with a number of key organizations, think tanks and institutions in the region.
b) Expanded funding base is achieved for LLA programmatic scale-up, but more importantly LH and NOs in MEER become credible thought leaders in key topics within LLA.
c) NOs using the learning from aligned projects to build credibility to influence reforms and policy adoption.
d) Partnerships bring innovation in aligned projects, and scale-up is actively implemented.
e) New proposals are strengthened and won based on the learning and evidence coming from the aligned projects
V. LINC Project Management / LINC Project effectively managed to ensure achievement of Project objectives, documented and disseminated to relevant stakeholders
a) Support NOs in preparation and finalization of NO Action Plans
b) Prepare Scope of Services and time-table for LINC Project to respond to NO requests for capacity building support
c) Prepare and submit reports to donors, senior management (MEERO and NOs)
d) Manage and oversee Project budget
e) Supervise and manage LINC Project Technical Advisors / a) NO Action Plans support NO strategic direction, and define capacity development needs to achieve objectives
b) Technical support provided to NOs in timely manner recognizing opportunity for connections across multiple countries
c) Timely reporting provides donors/leadership with understanding of Project progress, achievements and lessons learned
d) Budgets are managed in accordance with LEAP standards
e) LINC Project staff are effectively working to achieve Project objectives and within WV operational standards
No. Direct Report: / 3 / Positions Supervised: / LINC Project Administrator
LINC Project Technical Advisor- Civil Society
LINC Project Technical Advisor- Capacity Trainer
Other Reporting Relationships / Direct reporting line to FSD and dotted reporting line to either the National Director.
For LINC Project reporting line to: MEER Advocacy Consultant
Financial Authority / S2,000 - 5,000 USD approval limit. LH budget is TBD
Estimated Cost of Employees managed by this position / $0
Annual Total Budget / This position does not manage a programmatic budget. However, the position is linked into the budgets of the aligned projects and may shape how those budgets are managed based on the learning.
Decision Making Authority / Decision making authority is within the scope of this JD. It centers on mapping and selecting aligned projects, partnership, how the learning is generated, transferred, and transmitted, and how best to fill skill and system gaps. Decision making authority for project management needs, including budgets.
Important Functional Relationships:
Contacts / Reason & Nature of/for Contact
(e.g. Coordination, information, influencing, coaching) / Frequency of Contact
(Daily, Weekly, Monthly)
WV LLA COP / Coordination and information / Monthly
NOs aligned project staff / Coordination, information, influencing, and coaching / Weekly
LLA Partner both internal and external / Coordination, information, and influencing / Depending on task
WV MEER LH Leads / Coordination and information / Weekly
SOs and GC / Coordination, information / Monthly
LINC Project Technical Advisor / Management and coordination of advisors to support NO Action Plans / Daily
MEER Technical Advisor / Coordination, coaching and mentoring, collecting and sharing information / Daily, weekly
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Major Challenges:
List below some of the major challenges unique to this role and solutions or approaches to these challenges
Challenge / Possible Approaches/Solutions
Integration among LHs. / Maintain healthy relationships and good collaboration with all LH Leads.
Balancing a narrow versus wide scope within youth empowerment. / Mapping and selection of aligned projects based on solid and agreed upon criteria.
Other NOs perceiving the host NOs benefiting more from the LH. / Mapping and selection of aligned projects based on solid and agreed upon criteria.
LH pushing their model as the most effective model to generate, transfer, and transmit learning. / Honor flexibility, adaptation, and collaboration.
Scale-up of LLA programming will need to include an element of “releasing control”. / Give flexibility. If beyond our mission, be open to connect them to other partners.
The possibility of LLALH being transformed into a regional project. / Mapping and selection of aligned projects based on solid and agreed upon criteria.
NO owned and led agenda for strengthening capacity for and practice of local level advocacy (and linking to higher levels) / Engage with senior leadership to ensure continued prioritization and promotion of improved LLA practice and linkages to higher levels of advocacy
Coordinating Project implementation across multiple countries virtually / Work effectively with NOs to support the development of NO Action
Establish personal relationships with each NO Contact Person to establish trust and determine effective communication styles
Effectively communication Project objectives and progress to each NO
Opportunistically utilize forums for communication and collaboration between various staff equivalents across the NOs (e.g. ND, ODs, DME, specialist and technical advisors)
Coordinating staff who are not direct reports / Establish a productive working relationship through implementation of agreed NO Action Plans
Engage with senior leadership to support prioritization of NO Action Plans (i.e. LINC Project objectives)
Creating a regional program from multiple locally NO owned and led initiatives / Promotion of collegial working relationships between NO Contact Persons
Promotion of fun and engaging opportunities to share practice, learning and exchange ideas (virtually and through exchange visits)
Knowledge, Skills, Abilities:
(The following knowledge, skills, and abilities may be acquired through a combination of formal schooling, self-education, prior experience, or on-the-job training.)Education
/ M.A. or higher degree in Development Studies, Politics, Law, International studies / EssentialKnowledge & Skills / Experience in the design, implementation, monitoring and evaluation of programs in developing countries. / Essential
Strategy development / Essential
Capacity building / Preferred
Relational Maturity and Initiative / Essential
Experience / At least 3 years of relevant experience in working with local level advocacy / Preferred
Experience in working in partnerships with coalitions, overnment outreach, project implementation, research / Preffered
Work Environment / 50%-40% travel time required
This role involves facilitation and coordination of a virtual / geographically dispersed group of people working on aligned projects.
CORE CAPABILITIES:
/ Required / Preferred
Achieving quality results and service / X
Practicing accountability and integrity / X
Communicating information effectively / X
Thinking clearly, deeply and broadly / X
Understanding the Humanitarian industry
Understanding WV’s mission & operations / X
Practicing continuous innovation & creativity / X
Demonstrating Christ-Centered life and work / X / x
Learning for growth and development / X
Maintaining work/life balance / X
Building collaborative relationships
Practicing gender & cultural diversity / X / x
Influencing individuals & groups / X
Prepared by: / Regional P&C / Date: / please leave blank>
Hiring Manager: / FSD / Date: / please leave blank>
Position Holder: / please leave blank> / Date: / please leave blank>
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