Extract from Addendum to the Advisor’s Job Description

(To be completed within 3 months of Placement)

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 Advisor
1.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

  1. 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

  1. 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

  1. 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

  1. 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.

  1. 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

  1. [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

  1. 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

  1. 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.

  1. 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).

  1. 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

  1. Made several advisory visits to local partners in all the 8 districts and NPs

  1. 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:

Advisory/coaching techniques, facilitation techniques & methodologies will be employed by the Advisor in providing technical assistance to the target groups and key individuals outlined in Section 3 of this addendum.

The most important attribute for the Advisor will be the ability to motivate people and target groups to set attainable goals and improve their performance to reach these goals. This ensures the highest levels of commitment and ownership of the outcome. Advisor/coaching/facilitation techniques will be reactive, flexible and enabling, not prescriptive or instructional, balancing the critical with the creative.

By its very nature advisory sessions will tend to be very task oriented and often relate to specific activities or problems faced by the organisation and its key individuals at a specific moment in time. A key element of the advisory process will be the continual acknowledgement of short term attainable objectives which makes it important that advisory sessions have a tangible outcome and have products that can be directly used by the key individuals in the organisation. In this sense the Advisor is also a resource person who has the responsibility of locating information and materials that may be needed to enhance the effectiveness of the process.

In short, the methodology the Advisor will employ involves a range of approaches, i.e. from the moredirective methods such as: telling, instructing, giving advice, offering guidance, giving feedback, making suggestions, to more non-directive methods such as: asking question that raise awareness, summarizing, paraphrasing, reflecting and listening to understand

5. Advisory Activities:

The scope of work for the assignment will include, but not necessarily be limited to, the following tasks:

small focus group meeting and discussions,

one to one problem addressing discussions

informal and formal workshops

training courses, seminars and inter-sectoral activities

advisory visits to key individuals in their organisational setting / district

It is expected that the Advisor will conduct face-to-face activities with each key individual as well as using telephone conversations, emails etc

6. Work Plan:

Please, make a work plan and elaborate on timing and frequency of visits to partner organisations in relation to the work plan. A work plan example is available in Annex 2

7. Reporting

In carrying out these functions, the Adviser is ultimately responsible to the ActionAid Country Director. On a day to day basis the Advisor cooperates with and reports to the relevant contact person at the partner organisation(s) identified as: Abubakar Said and the designated ActionAid staff identified as: Adan Kabelo and Gilbert Muyumbu.

The Advisor is required to write an “Advisory Progress Report” every 6 months. This report will focus on the progress and outcomes of the capacity building support provided by the Advisor, other outputs/products delivered by the Advisor as well as issues arising during the assignment. The Advisory Progress Report is available in Annex 1

The Advisory Progress Report is commented by the following partner organisation: CEDMAC, FAN, and CLARION and the following designated AA staff Adan Kabelo and Gilbert Muyumbu and discussed during a joint assessment meeting. The Advisor takes notes from this meeting and is responsible to forward the results of the joint assessment meeting in a “Joint Assessment Report” together with the “Advisory Progress Report” to the Country Director for orientation and approval of changes in the job description. The two interlinked reports are copied to Global HR in ActionAid Denmark, who will be responsible for forwarding the reports to other relevant staff at ActionAid Denmark and/or theInternational Governance Team. A format for the “Joint Assessment Report” is available in Annex 1.

1