Sorry, your search did not match any of our live jobs
We suggest that you:[>
JOB SUMMARY |
|
Company | DAI |
Industry | International... |
Category | Human Resourc... |
Location | Tamale |
Job Status | Short-term |
Salary | GH¢ |
Education | Master’... |
Experience | 15 years |
Job Expires | Aug 10, 2024 |
Contact | ... |
|
|
Company Profile DAI is an employee-owned global development company. For 40 years, we have worked on the frontlines of international development, tackling fundamental social and economic development problems caused by inefficient markets, ineffective governments, and instability. Currently, DAI is delivering results that matter in some 60 countries. Our integrated development solutions turn ideas into impact by bringing together fresh combinations of expertise and innovation across multiple disciplines—crisis mitigation and stability operations, democratic governance and public sector management, agriculture and agribusiness, private sector development and financial services, economics and trade, HIV/AIDS and disease control, water and natural resources management, and energy and climate change. Our clients include international development agencies, international lending institutions, private corporations and philanthropies, and national governments.
Job Description
A. Policy LINK
Policy LINK Ghana is a five-year activity with the overall objective of fostering behavior change that strengthens the capacity and ability of Ghanaian stakeholders to participate in a more transparent, inclusive, and evidence-based agriculture and food security policy process that leads to improved food and nutrition outcomes and broad-based economic growth. Specifically, the activity facilitates the transition towards a policy development paradigm driven by multiple stakeholders.
This approach to policy-making will strengthen the capacities of Ghana’s main agricultural policy system actors and institutions and support them to engage stakeholders traditionally excluded from decision- making, including academia, financial institutions, the judiciary, civil society organizations (CSOs), non- governmental organizations (NGOs), and private sector representatives from the national, regional, and local levels.
This approach is underpinned by Policy LINK’s overarching theory of change focused on increasing human and social capital, principled engagement of policy system actors in collaborative processes, and developing mechanisms for collaborative governance and dynamic learning systems and platforms to sustain collective action.
B. Background
The erstwhile Northern Sector Agriculture Investment Coordination Unit (NSAICU), which functioned as the sub-national version of the Agricultural Sector Working Group (a national policy dialogue platform for government engagement and stakeholder coordination), played a crucial role in coordinating agriculture and food security programs and interventions in Northern Ghana. A performance review by the Ministry of Food and Agriculture (MoFA) in 2017 highlighted the NSAICU's commendable performance in achieving its objectives, particularly in facilitating dialogue among various stakeholders in the agriculture sector. It established information-sharing platforms and promoted knowledge sharing, best practices, and collaboration among stakeholders within the sector.
Despite its successes, the NSAICU ceased operations in 2018 due to the conclusion of funding from USAID. Preliminary consultations with various stakeholders identified several factors that affected the unit's sustainability. In response, Policy LINK, in collaboration with the Policy Planning Monitoring and
Evaluation Directorate (PPMED), MoFA, and sub-national stakeholders, including the Regional Agriculture Departments, has embarked on an elaborate process to re-establish the agricultural investment coordination unit in the Northern Region while setting up or strengthening similar structures in the North East, Upper East, Upper West, and Savannah Regions. As part of this initiative, Policy LINK, PPMED, MoFA, Mennonite Economic Development Associates (MEDA), and the Regional Agriculture Departments intend to engage an Organizational and Leadership Development Consultant. The aim is to enhance the capacity of the newly established RAICUs, specifically focusing on strengthening the steering committees’ organizational and leadership development skills to effectively oversee the operations of the RAICUs.
This training program is essential for enhancing the competencies of the RAICUs, enabling them to lead and coordinate stakeholders, policies, programs, and interventions effectively and efficiently in the agriculture sector. The successful functioning of these RAICUs offers numerous benefits, such as improved coordination and collaboration among various stakeholders, including investors, farmers, and government agencies. By pooling resources and expertise, RAICUs can help to manage risks associated with agricultural investments and reduce duplication of efforts. This increased cooperation can also increase agriculture sector investment, improving food security by promoting sustainable agricultural practices.
C. Objectives
Policy LINK is inviting qualified Consultant with demonstrable expertise to submit expressions of interest to undertake the following:
D. Scope of Work
The Consultant, working in collaboration with the Regional Agriculture Departments of the Regional Coordinating Councils in the five regions of Northern Ghana and with support from the Feed the Future Ghana Policy LINK Activity, MEDA, and PPMED of MoFA, will be responsible for achieving the objectives by undertaking the following tasks:
1. Submission of an inception report
This inception report will clearly outline the work plan/schedule, methodology, and tools for the assignment.
2. Leadership Capacity Strengthening
Develop and implement a customized training program to equip the leadership and members of the RAICUs with the necessary leadership skills to spearhead initiatives and enhance their organizational capacities. This will establish them as sustainable sub-national agriculture coordinating bodies across the five regions of Northern Ghana: Northern, Upper East, North East, Upper West, and Savannah.
3. Organizational and Leadership Capacity Strengthening
i. Needs Assessment: Conduct a rapid training needs assessment of the RAICUs to identify and prioritize their most urgent capacity needs, enabling them to effectively fulfill their mandate. The findings from this assessment will inform the design of the training content.
ii. Share Assessment Findings: Share the assessment findings with the Policy LINK Team for review and prioritization of training thematic areas.
iii. Leadership Training Program Design: Based on the rapid training needs assessment findings, design training content and materials and liaise with the RAICUs to develop a training schedule.
iv. Facilitation: Conduct organizational and leadership capacity enhancement training for each RAICU steering committee member.
4. Knowledge Transfer:
5. Measuring Impact: Evaluating the Program's Effectiveness
E. Deliverables
1. Submission of an inception report: This report will clearly outline the work plan/schedule, the methodology, and tools for the assignment.
2. Organizational and Leadership Development Program
i. Needs Assessment: engage the members and leadership of RAICUs to identify organizational development needs, leadership capacity gaps, and needs. This could involve:
a. Leadership and organizational development skills surveys.
b. Focus group discussions on leadership challenges.
c. One-on-one interviews with key stakeholders.
ii. Share Assessment Findings: Share a summary report on the rapid training needs assessment findings outlining the critical leadership and organizational capacity gaps of the RAICU with the Policy LINK Team for their review and prioritization of training focus areas and training schedule.
iii. Leadership Training Program Design: Design and implement a program tailored to RAICUs’ needs, including
a. This curriculum could include but not limited to the following:
i. Strategic Leadership (Vision setting and strategic planning, leadership styles and approaches, decision-making, and problem-solving)
ii. Organizational Governance (Roles and responsibilities of board members and executives, governance structures and best practices, ethics, and transparency in governance)
iii. Team Building and Collaboration (Building effective teams, communication, and conflict resolution, fostering a culture of collaboration)
iv. Change Management (Understanding change and its impact, leading and managing organizational change, and overcoming resistance to change)
v. Financial Management (Budgeting and financial planning, financial reporting and analysis, resource mobilization and fundraising strategies)
vi. Capacity Building and Talent Development (Assessing organizational capacity needs, developing talent and succession planning, training and development programs for staff and members)
vii. Stakeholder Engagement and Networking (Identifying and engaging stakeholders, building partnerships and alliances, advocacy and effective communication strategies)
b. Training Materials: Develop engaging materials like presentations, handouts, and case studies.
c. Expert Engagement: Consider bringing in external experts for specialized topics.
d. Training Facilitation: Deliver the training program dynamically and interactively.
e. Pre- and Post-Training Assessments: Evaluate leadership skills before and after the program to measure impact.
iv. Knowledge Transfer:
a. Action Planning: Submit RAICU-assisted action plans that enable them to implement key learnings and takeaways, ensuring structured, accountable, and effective application of knowledge for lasting impact and measurable improvements.
b. Post-Training Support: submit a monthly report on coaching and mentoring support to the RAICUs steering committees for implementing their Action Plans.
c. Proposal Writing Support: Submit reports on the support given to RAICU teams in proposal writing skills geared towards securing funding from development partners (DPs) and integration into composite budget systems of Regional Coordinating Councils.
v. Measuring Impact: Evaluating the Program's Effectiveness
a. Post-training Evaluation Methods: Design and implement a post-training evaluation method, such as:
i. Surveys to assess participant satisfaction and skill acquisition.
ii. Observation of leadership behavior changes post-training.
iii. Feedback from RAICU leadership on the program's effectiveness.
b. Training Report: Produce a comprehensive report summarizing the organizational and leadership training development program, including:
i. Training objectives and curriculum details.
ii. Participant demographics and feedback.
iii. Evaluation results and recommendations for future programs.
3. Final Assignment Report
Prepare a final report on the entire scope of the assignment, encompassing:
Required Skills or Experience F. Assessment of Consultant, Responsibilities, Qualifications and Experience, Level of Effort, and Timing of Assessment
Required Qualification and Experience
Education:
Experience:
Level of Effort
The indicative length of this assignment is up to 47 Level of Effort (LOE) days and must be concluded no later than the end of September 30, 2024. LOE is allocated as follows:
Timing
The consultant must be available to undertake the study and start the assignment quickly, at most two weeks after signing the contract.
G. Reporting
The consultant will report to the Activity Lead/ Agriculture and Food Systems Lead, Policy LINK, or his designate and work closely with the Technical Team. Regular progress reports and deliverables shall be submitted to the above-mentioned officials.
How To Apply Sorry, job has expired.
Note
Please note, employers receive numerous applications per posting and will only shortlist the most qualified candidates. Also Jobsinghana.com is not involved in any decision made by an employer/recruiter and therefore does not guarantee that applications sent will result in a candidate being shortlisted/selected for that position. | ||||||||||||||||||||||||||||||