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Organisational Assessment of CBM Nigeria Country Office – CBM – Nigeria

Description du Poste

I. Context of and reasons for the assessment
As an international Christian development organization, CBM envisages an inclusive world in which all people enjoy their human rights and achieve their full potential. CBM’s aim is to contribute to transformative change in structures, systems and attitudes which will bring about an improved quality of life for people with disabilities living in poverty, their families and their communities.
The CBM Federation Strategy 2021 aims to deliver this vision in a more impactful way and includes four programmatic and three organisational ones. In order to drive the strategy effectively, one of the organizational priorities is to “redesign the organization” and therefore CBM is designing and implementing a new Governance and Operating Model for the CBM Federation (ongoing process).
A key target of the new Operating Model is to establish 28 core country offices with appropriate programmatic and organisational capacity to guarantee attainment of CBM’s programmatic, operational, financial, organisational and institutional objectives. As Nigeria is one of the countries prioritised for the proposed strengthening, an Organisational Assessment (OA) of the Country Office is required to get a solid picture of areas of improvement and the respective resources required to achieve the transformation.
CO Nigeria was set up in 1999 and now includes 19 staff, and 25 projects and programs in the areas of eye health, Community-Based Inclusive Development (CBID), mental health, Neglected Tropical Diseases (NTD), physical rehabilitation, and initiatives targeting women with disabilities.
In 2016, CO Nigeria elaborated its country strategy that is currently in the finalisation phase.
To ensure that CBM’s country presence is fit for purpose to meet the requirements of the new Federation Strategy, the OA will also look at the wider stakeholder environment within which the CO Nigeria operates (CBM International, Member Associations-MAs, Project Partners, and the Nigerian government) to identify facilitators and barriers at that level that have direct or indirect influence on the COs performance.
The Terms of References have been drafted collaboratively by CBM West and Central Africa Regional Office (that has the line management function of country offices in the region), Country office Nigeria and the CBM International Office.
II. Overall organization of the assessment
This assessment is sponsored by the program department of CBM International Office with the support of CBM’s West and Central Africa Regional Office and the participation of Country office Nigeria. Therefore, the owner (responsible authority) of the assessment and to whom the consultancy team will primarily refer to is the Director of Programs based at the International Office with the Regional Director of RO AFWC as a secondary contact.
III. Objectives of the assessment
The reason for the assessment study is to enable CBM to prepare and implement a development plan[1] for the CBM Country office Nigeria to deliver CBM’s Federation strategy at country level,
The overarching objectives for the assessment are to define the needs and changes required for CBM Nigeria to:
• become a strong (programmatically, operationally and financially) and empowered Core Country Office in line with the new Operating Model.
• deliver most effectively towards the Federation Strategy.
• become fit for further growth in terms of its program, being able to effectively implement large scale Legally Contracted Designated Funded (LCDF) programs, its corresponding partner portfolio, its institutional set-up, staff numbers, their competencies and skill set and budgets.
• address root causes of current and past performance issues that have been documented in evaluations and audits.
• streamline structures, functions and processes to further its overall effectiveness and cost efficiency.
• to have a shared vision, mission and values in line with the CBM federation.
IV.Content aspects of the assessment[2] (scope of work)**
The programmatic and organisational priorities of the Federation[3] Strategy as well as the context-specific CBM Country Strategic Plan for Nigeria are the departure points for setting the context of the assessment (its objective).
The consultancy team will have also to identify the drivers and constraints which explains the present performance of Country Office – considered as low/challenging[4] within the Federation.
In this context, key questions to address include:
• “To what extent does CO Nigeria have staff in the right quantities, skills, competencies and performance appraisal mechanisms to support the CBM Federation Strategy priorities at country level?”
• What are the current human resource planning and resourcing approaches and ability to attract and retain core staff?
• What is the level of understanding by CO staff and their ownership/commitment to the CBM Federation and country strategies?
• To what extent does CBM Nigeria exert effective leadership and convening capacity at country level to mobilize different stakeholders together and to act as a broker of partnerships in support of the Federation Strategy at country level?
• What is the level of appropriateness, functionality and connection of processes and systems (including computer systems) in the areas of: (1) Strategy development and implementation; (2) Program/project management; (3) Partnership management; (4) Advocacy, mainstreaming and Representation; (5) Communications and Fund-raising; (6) Financial management, Controlling and Reporting; and (7) Staff and office management, as provided by the organization? The level of appropriateness should be gaged against existing performance indicators and requirements.
• What is required for CBM CO Nigeria to comply with CBM processes, tools and systems?
• How is the country office adapted to the new requirements related to the Operating Model, specifically its identified roles and responsibilities in the “three-way working methodology”?
• What is the level of efficiency of the current CO M&E system towards putting in place a culture of measurement of results, using evidence of results to inform decision-making, improving measurability to ensure accountability of results, and strengthening partner M&E systems?
• What are the key cultural behaviors, values/norms that facilitate or constrain performance of CO Nigeria? To what extent do these issues influence the CO’s performance?
• What would further Nigeria CO Nigeria’s ability to engage in effective partnerships at various levels e.g., government, MA, IO, RO, initiatives, and partners?
• What is required for CO Nigeria to fully embark on the change processes related to the Operating Model and Federation strategy? What are potential barriers and facilitators, and how to address them?
V. Results of the assessment/Deliverables
• Draft report circulated as specified;
• Final Report containing findings, conclusions, recommendations, including scenarios/options for achieving change strategy, and appendices;
• Executive summary (3 pages max);
• Briefing sessions (by written/ oral presentation) with Country office staff (including key stakeholders such as MA) to create awareness on OA rationale, process and expected results;
• Debriefing event with CO Senior Management, RO Senior Management, IO-PD, IO-HR and IO-F&O and MAs);
• Debriefing event with all CO staff
VI.Overall approach, including participation of stakeholders, clients and staff in the assessment**
A detailed step-by-step guide to conducting a capacity assessment will be required: the widely applied 7S framework, adapted to the particular needs of NGOs, is desired but the consultants can propose other approaches.
The assessment will adopt a consultative and participative approach to develop an appropriate methodology to address the assessment objectives. The approach adopted should demonstrate a close link between the data collected for an assessment and the methodology that will be employed to ensure the findings are unbiased. The assessment will include a review of available secondary information such as the CBM Federation Strategy; the Nigeria Country Strategic Plan (CSP), past assessments, audit reports, CO reports, prevailing NGO registration laws (for example, National Planning Commission-NPC), etc..
“OA must be conducted in such a manner that those who shall afterwards lead and manage change (here CO staff) have a better chance of doing so successfully – most likely implying that they must be closely involved in leading and managing the OA.”
The OA process would also aim at creating enthusiasm for subsequent capacity development and change, and to identify ways of dealing with “resistance to change”.
OA includes interviews with CO staff, senior RO management staff, MA representatives, IO representative, and key partners.
A suggested approach for the review could be:
• Induction meetings take place between the consultant and the OA sponsor and RO for orientation on the wider organisational change process, the context of the CO review, particular issues to be looked at, challenges, expected outcomes, and agreement on the scope of work;
• The Consultant reaches out to key stakeholders such as 3 member associations (Germany, UK, Australia) that were not involved in the drafting of this document to seek their input and advice and recommend changes the TORs outlined in this document to the “Steering Committee”;
• Once the document is finalized, the consultant develops detailed work plan and adjusted budget for approval;
• The Consultant undertakes desk research to familiarize her/himself with the context;
• Observation of CO ‘at work’;
• Interviews with key CBM CO staff and stakeholders (RO, IO, MA, partners) either by ‘phone or in person;
• Coordination and proximity work with steering committee (see below) throughout the entire capacity assessment process;
• The Consultant submits draft and final reports including recommendations.
VII. Roles and responsibilities in the management of the assessment process
The assessment process will be managed by a steering committee consisting of: CR Nigeria, RPM, one MA member, headed by program director.
Roles of steering committee and (Completion Date)
• Overall dialogue on the assessment process (July-Aug 2017);
• Producing terms of reference (17/08/17);
• Consulting/building consensus on ToR (30/09/17);
• Allocating funding (Oct 2017);
• Publishing ToR (04/10/17);
• Deadline for submission of offers by consultants (18/10/17);
• Selection and contracting of Consultant (25/10/17);
• Mobilising logistics by CO team (31/10/17);
• Mobilising CO staff for assessment (1 – 20 November 2017)
• Engaging MAs by Programme Director (25 Oct – 3 November)
• Reading/providing feedback to reports (30/11/17);
• Approving recommendations and providing management response (11/12/17);
• Disseminating assessment findings and recommendations (December 2017);
• Shaping reform/capacity plan agenda (Dec-17 – Jan-18).
VIII. Competencies required of those performing the assessment (including Technical ASSISTANCE-TA) as appropriate)
a team of minimum 2 persons composed of a local (Nigerian) and an international consultant with the following qualifications:
• Advanced University degree in strategic management, organizational design and/or business administration;
• Minimum of fifteen (15) years of relevant professional experience in organizational management in civil society/INGO context;
• The lead consultant should have extensive experience in conducting OAs and a proven record (with references) of delivering professional results;
• The local consultant should have practical working knowledge of the social-cultural, economic and political context in which NGOs function and be fluent in English and/or Nigerian languages;
• Experience of program management in the context of INGO including country office management;
• Experience with monitoring, evaluation and reporting systems;
• Ability to express clearly and concisely ideas and concepts in writing and orally;
• Proven analytical, research, evaluation and synthesis skills;
• Competencies in conceptualising, planning and executing ideas
• Excellent organisational and communication skills;
• Demonstrated ability to work in a multi-cultural environment and establish harmonious and effective working relations within the organization;
• Fluent in English.
IX.Deliverables and timelines**
Tasks (Duration, Completion date)
• Start documentation review, Interviews with steering committee, etc. and return the proposal and methodology (3 days, by 1/11/17)
• Interview with MAs and other stakeholders at IO (3 days, by 3/11/17)
• On site visit to CO Nigeria: Observation, Conduct interviews and undertake analysis; interviews; documentation review; drafting of report (12 days, by 21/11/17)
• 1-day consultation (CO – RO) to discuss findings and preliminary thoughts about recommendations (2 days, by 23/11/17)
• Consultations with Key stakeholders (2 days, by 27/11/17)
• Draft report including findings and recommendation for discussion and feedback (3 days, 30/11/17)
• Feedback from Expert Readers (by 08/12/17)
• Report finalisation (1 day, by 11/12/17)
Total number of days (26 days)
X. Background documents
• CBM Federation strategy;
• CO Nigeria organogram;
• CO Key functions following CBM Federation strategy;
• CO Nigeria Country Strategic Plan;
• Three-way roles and responsibilities for the delivery of CBM’s work at the country level;
• Detailed description of tasks, roles and responsibilities at CO level;
• National Planning Commission Guidelines;
AFWC Africa West & Central (Regional Office)
CBID Community-Based Inclusive Development
CO Country Office
CSP Country Strategic Plan
IO International Office
IO-F&O International Office-Finance & Operations
IO-HR International Office-Human Resources
IO-PD International Office-Programme Development
LCDF Legally Contracted Designated Funding
MA Member Association
NGO Non-Governmental Organisation
NPC National Planning Commission
NTD Neglected Tropical Diseases
OA Organisational Assessment
RD Regional Director
RO Regional Office
RPM Regional Programme Manager
TA Technical Assistance
ToR Terms of Reference
[1] “The more an OA is an input for future capacity development efforts, the wider is the scope of the assessment as it is not only about assessing the capacity as it is, but also about assessing if and how it can develop, how much and in which direction” – Aid Delivery Methods Program, Model of Terms of Reference for Institutional and Capacity Assessment
[2] Following elements are considered: organizations, the networks and the relations to be included in the assessment, as well as the contents of the assessment (what to assess in relation to the sector network and the organizations included
[3] Please refer to the document named “CBM Federation strategy 2021”
[4] Based on CO baseline performance indicators (to be discussed with steering committee).

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CBM is an equal opportunities employer, and particularly welcomes applications from persons with disabilities. Candidates who meet the required profile and experiences are invited to submit their offer in English to the email address: afw.jobs@cbm.org. This should include: A motivation letter; Resume of the consultants; A technical proposal (including methodology approach); A cost proposal in EUR; Three professional referees. Title the subject as: OIA–CBM CO Nigeria Application deadline: 23:59 GMT 18 October 2017

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