Technical Competency Framework Humanitarian Cadre 2016

1.Introduction

About the Advisory Cadres

DFID advisers help identify, generate and utilise the best evidence, knowledge, technology and ideas to improve the effectiveness and impact of the UK’s aid programme. Advisers have key roles in programme design, management and evaluation, and in the broader development and implementation of policy. They have strong links with development networks, research organisations and professional bodies both in the UK and internationally.

There are thirteen professional cadres with a combined total of more than 850 accredited advisers, around a 1/3 of the total DFID workforce. The majority of these advisers are on-cadre[1] (a small proportion are off-cadre for various reasons but continue to retain their accreditation[2]) and are deployed throughout DFID HQ and overseas. The Economics and Statistics cadres are linked to government-wide advisory services.[3]All DFID advisers need to continually update and refresh their skills, through their cadre programmes of continuing professional development (CPD), in line with the latest trends in global development, poverty reduction and UK policy.

How the technical competency framework should be used

DFID advisory technical competency frameworks are consistent in design and application, the only difference is in the technical content.

This framework will be used by recruiters for workforce planning, by Heads of Profession for benchmarking, standard setting aligned to cadre priorities; and resource planning, performance management and development support by Technical Quality Assurers, and by advisers themselves for planning and implementation of development priorities, postings and career planning. The framework may also be used by other government departments and external partner organisations for collaboration and partnership working.

Introduction to the Humanitarian Cadre

The humanitarian cadre has grown to some 45 accredited advisors working in or on a range of crises-affected or at-risk countries and also on global policy and partnership issues.

Humanitarian advisors help teams in implementing: UK humanitarian policy to save lives, alleviate suffering and maintain dignity of those affected by conflicts or disasters; UKAID strategy objectives on strengthening resilience and responding effectively to crises; SDSR commitments to uphold International Humanitarian Law and humanitarian principles; and “leave no one behind” commitments in some of the most challenging contexts.

Humanitarian advisors advise on evidence-based policy positions, engagement and advocacy; design and deliver relevant DFID programmes - many are SROs and all are familiar with the special DFID programming procedures for emergency responses; and work in a range of different contexts, from those focused on preparedness, to rapid onset, recurring and especially protracted crises (including, but not limited to forced displacement). They advise on bespoke policy and programme engagement and approaches tailored to the context, including whether the response is host-Government or international agency-led.

Humanitarian advisors also provide cross cutting support to mainstreaming crises, disaster risk and resilience into other teams’ and cadre advisors’ work where relevant.

Competencies:

The competencies for the humanitarian cadre fall into the following types:

Advisory Competencies:

(i)Common Advisory Competency: This competency is common to all DFID advisory cadres and describes the essential skills required to be an adviser in DFID. This can be used alongside the primary competencies in job specific recruitment, and will be tested at recruitment to the cadre or promotion within a cadre. See Annex.

(ii)Primary Technical Competencies: All advisers accredited to the cadre will demonstrate these competencies.

(iii)Specialist Technical Competencies: Advisers need to demonstrate competence in some of these specialist areas. We do expect more senior advisers to have a broader range of specialisms, but it is not expected that all advisers or senior advisers will have all.

(iv)Optional super specialism: Advisers may choose to focus on depth in a specialist technical competency/ context setting/delivery channel and this will be accepted over required breadth in others. The number of roles where such super specialism is required is likely to remain limited, but valued.

The cadre specific competencies are underpinned by the principles of the civil service, international, and where appropriate the Policy Profession competencies. These civil service wide competencies provide the foundation upon which the DFID technical competencies are built. In the delivery of technical expertise advisers must demonstrate the core values of the civil service and the behaviours set out by these broader frameworks.

Competencies and Advisory Grades:

The Civil Service competency framework provides a short narrative and examples of the desired and less desired behaviours of civil servants at all the different grades. This provides a good basis for determining grades in terms of generalist competencies and many of the descriptions hold true for technical activities as well as generalist ones.

As in the case of Generalist Civil Service competencies, Technical Competencies are not different for different grades. What changes by grade are the desired behaviours and context for the technical knowledge required and the levels of risk, complexity and responsibility they will be expected and able to cover.[4] For example:

B1/A2L advisers will meet the key competency areas and be able to provide sound technical advice in the areas they have experience of. They will be able to design, manage and lead clearly defined projects, policy issues and technical processes such as dialog and stakeholder engagement with lower levels of risk and complexity.

A2 advisers should be able to lead project and programme design, management and oversight and be able to operate at country and or departmental level independently. They should be aware of the relevant evidence in their technical area and be able to provide sound technical advice and support and lead technical discussions. This will include some level of setting direction and technical strategic leadership not just narrow technical guidance.

A1 technical advisers are expected to be able to represent DFID in technical discussions at the highest levels. Be able to design, manage and oversee the most complex, high risk and high value projects and advise on complex and tricky technical issues. They will be able to apply their generalist leadership capabilities such as setting direction in their technical work and building capability of others.

2.Summary of Humanitarian Adviser Competencies

Type / Humanitarian Competencies
Core Civil Service Competencies / Shared Advisor competencies / A1: Shared Advisory Competency
(i)International Development
(ii) Develop and implement policy.
(iii) Using evidence to inform policy and programming.
(iv) Design and manage programmes and projects.
(v) Apply key economic and commercial concepts
Primary technical Competencies / P1: Planning and managing responses
Understandingof, and ability to apply understanding of, the dynamics of protracted, recurring, slow or sudden onset crises in order to identify priority multi-disciplinary interventions (including cash), to ensure high quality preparedness, relief delivery and other risk-informed investments
P2: Humanitarian and disaster theory and architecture
Strong knowledge of: the international relief system;national Government and non-state actor, responsibilities and capacities;and development actor, diaspora and private sector capacities that can contribute to preparedness, response or wider crises resilience efforts.
P3: International humanitarian law and principles
Understanding of, and ability to apply understanding of the key legal frameworks that protect populations affected by conflict and natural disasters, and of the different approaches used by mandated and other actors to ensure the protection of civilians
P4: Crisis risk and resilience
Understanding of the conceptual basis of disaster resilience, and its application in policy and programming – both for humanitarian and other parts of DFID, including in situations of protracted crises
Specialist technical competencies / For example: health;nutrition; protection; multi-purpose cash; food security and livelihoods; water, sanitation and hygiene; shelter; sexual and gender based violence; civil military coordination; urban response; social protection and humanitarian linkages;
Optional super specialism / Advisers may choose to focus on depth in a specialist technical competency/ context setting/delivery channel and this will be accepted over required breadth in others.

3.Competencies

Qualification: Normally Master’s degree or equivalent postgraduate qualification in a relevant technical area. Strong demonstration of the competences through relevant experience may substitute for a Master’s.

Advisory Competencies

(i)International Development. Understand the processes, institutions and organisations that shape the changing international development context in which DFID operates, including the Sustainable Development Goals, ODA rules, UK legislation and government structures, and the roles of multilateral organisations and processes in development (Integrated into P3 below)
(ii)Use evidence to inform policy and programming. Analyse and critically appraise a wide range of data and evidence and engage with and implement high quality evaluation processes (Integrated into P5 below)
(iii)Design and manage programmes and projects. Have skills to undertake the Senior Responsible Owner role, including working with partners/suppliers, understanding and practising risk management, financial management, commercial awareness and value for money at all stages of the programme cycle.
(iv)Develop and implement policy including open and collaborative policy making and scaling-up policy solutions. (Integrated into P1 below)
(v)Apply key economic and commercial concepts (i.e. incentives; choice; markets; public policy and government failure); comparing costs and benefits; assessing value for money through economy, efficiency and effectiveness

Primary Technical Competencies

Competencies / Enabling us to:
Humanitarian and disaster risk planning and management of relief programmes
Humanitarian advisers are able to:

Identify and use multiple sources of evidence, including demographic, vulnerability (incl. consideration of differential impact of crises in relation to gender, age, disability and other groups), multi-hazard risk assessment, political economy, sector-specific, and other assessment data in order to develop robust and comprehensive analysis of risk and need
Understand the dynamics of crises and (e.g. recognising the risk that many crises are likely to recur or remain protracted), draw on practical response experience and published evidence of effective response options, including cash
Design and use and contingency planning methodologies;
Analyse and understand the security and conflict environment in which DFID is operating, including factors causing and exacerbating conflict, the actors involved and the relationship between conflict and aid programming.

Anticipate and prepare for crises or deteriorations in ongoing crises through effective early warning and appropriate investment in preparedness (e.g. pre-positioning or programme flexors/ internal risk facilities etc)
Lead on shaping DFID programme strategy and response plans – including working with other cadre advisers. Identify priority areas for intervention and most effective partners for support.
Identify priority influencing objectives and strategies to deliver humanitarian outcomes
Assess the quality of the delivery of relief programmes in order to ensure the highest quality programming with maximum value for money
Plan a viable and safe response and ensure a conflict sensitive approach to DFID interventions.

Humanitarian and disaster risk management theory and architecture
Humanitarian advisers have a strong understanding of:

The organisation and structure of the international humanitarian system, and the roles and mandates of key UN organisations, INGOs and of the Red Cross movement and the architecture that exists to coordinate humanitarian action
The roles, responsibilities and capacities of national governments and national NGOs/ CSOs, diaspora and private sector in preparing for, and responding to crises, and how to engage with relevant actors when designing and managing DFID preparedness, response or resilience activity;
The potential relevance of development programmes (e.g. safety nets and social protection; livelihoods; health, education etc.) and actors (internally and externally, such as MDBs/IFIs) in preparing and responding to crises
The financing of humanitarian action and crises response, including the principles of Good Humanitarian Donorship, and the different financing instruments that are used to deliver response and broader resilience objectives (e.g. pooled funds, risk financing etc);
The policy framework that governs the UK’s humanitarian work, including DFID humanitarian operational and policy objectives; and UK policies with regard to working in fragile and conflict affected states and Leave No One Behind
The framework that governs civil-military partnerships in emergencies.

Influence the overall crises response to ensure it is bespoke to the context and in order to maximise the combined effectiveness of the entire humanitarian ecosystem and not just the international response system
Advise on a balanced and appropriate approach to DFID’s policy and programming decisions ex-ante and ex-poste using whatever mix of instruments is needed to achieve desired humanitarian outcomes;
Contribute to the overall effectiveness of HMG’s response to crises, drawing on all available assets – humanitarian, development assistance, diplomatic, military or other Government Depts.
Promote effective and cost-efficient use of military assets in humanitarian operations

International humanitarian law and humanitarian principles
Humanitarian advisers understand:

The key legal frameworks that govern humanitarian action, with a particular focus on international humanitarian and refugee law; (including UK obligations)
How to apply humanitarian principles in complex operations;
The political framework that operates in relation to humanitarian issues, including the role of the UN Security Council and other UN-bodies;
Different approaches to the protection of civilians, including the role of international peace-keeping forces.

Support the development of the international legal and policy frameworks to support the protection of those affected by conflict and natural disasters;
Inform the positioning of HMG’s humanitarian work in relation to other military and diplomatic responses to crises;
Contribute to HMG and international efforts to protect civilians and ensure humanitarian access in specific crises;
Monitor the effectiveness and impact of mandated and other actors in the protection of civilians and other persons of concern.

Crisis resilience
Humanitarian advisers have a strong understanding of:

The conceptual basis of disaster resilience, and of DFID’s approach and policy framework for disaster resilience; and relevance in areas at risk of recurring shocks or protracted crises

The linkages between resilience and climate change adaptation and potential response options such as social protection and safety nets; livelihoods; health; and other sectors
The roles and responsibilities of national governments and actors, NGOs/ CSOs, diaspora and private sector in strengthening resilience and reducing the risk of crises, and how to engage with such actors when designing and managing DFID activity directly or through engaging with other parts of DFID
The potential relevance and contribution of development programmes and actors in contributing to crises resilience and how to engage with such actors……

The coherence of DFID’s response to acute and chronic vulnerability, particularly in the most fragile environments;
to contribute directly through humanitarian assistance efforts or indirectly, through cross-cutting support to the programme or policy efforts of other cadre advisors, to strengthen resilience in areas at risk of recurrent shocks or in protracted crisis;
Reduce the vulnerability of populations to multiple hazards.
Work across DFID, HMG and other external actors to make the most of a range of instruments to achieve VFM resilience outcomes

Page | 1 / Last reviewed: 19 April 2016

[1]These advisers are working in posts where at least 40% of their time is spent on technical work, they spend 10% of their time undertaking work for the wider cadre, and they undertake a minimum of 50hrs per year (with an expected range of 50 to 100hrs) on relevant continuing professional development, including attending professional development conferences organised by the Head of Profession

[2] Accreditation can be maintained for up to two posts or five years in off cadre posts, as long as professional development is continued

[3] The Government Economic Service and the Government Statistical Service respectively

[4] Some cadres, including humanitarian, will maintain a guide to how to make the judgement between different grades in practice (see annex). These are advisory not a check list.