Ethiopia: Production & Marketing Team Leader, Pathways to Resilience (P2R )
Closing date: 23 Feb 2020
GOAL is an Irish international humanitarian organization founded in 1977 and currently operational in 13 countries; in both protracted crisis and long-term development contexts. GOAL has four programmatic foci: people survive crisis; people have resilient health; people have food and nutrition security; and people have sustainable livelihoods.
Globally, GOAL’s market systems approach guides our partnerships to create shared value and promote inclusive growth by linking communities, government, business and civil society. These initiatives blend social and economic objectives, strengthening the bottom line whilst contributing to social, economic and environmental outcomes for society. Partnering with the permanent players i.e. government, community & civil society and the private sector is key to improving the systems in which the people we work for live. GOAL works with corporate players to leverage; technology and skills, financial and business development service; and Micro, Small & Medium Enterprises (MSMEs) to increase access to goods and services and economic opportunities for poor people.
Description of the GOAL Ethiopia country programme
In Ethiopia, GOAL has been operational since 1984, with an annual operating budget of ~€15 million and a team of more than 700 people. GOAL is one of the largest humanitarian actors in Ethiopia, annually reaching between one and two million people. GOAL is operational in approximately forty districts including in Somali and Afar Regions, and Borena, Guji, and Bale Zones of Oromiya, and currently operates a multi-sector integrated humanitarian and development program, which focuses on building resilience to shocks and stresses, alleviating poverty, and responding to sudden-onset and protracted humanitarian crises.
Background to the Programme - Pathways to Resilience (P2R)
Ethiopia is confronted by a wide range of natural and human-induced hazards. Hazards have turned into disasters where vulnerability is high and the system to manage and mitigate the hazard is weak. The recurring droughts that affected different parts of the country in 2015-2018 have left over 10 million people in need of $1.4 billion humanitarian assistance, of which approximately 35% are in lowlands. The death of an estimated 2-3 million livestock (IFPRI) in each year during this time represents a market failure that has cost a tremendous loss in livelihoods for pastoralists leading to widespread destitution and continued vulnerability. In addition to this recurring natural crisis, over a million people have been displaced along the border of Oromia and Somali regions due to a cross-border conflict and/or drought since 2016.
Limited capacity of the local governments and community institutions to manage and respond to these shocks has allowed them to escalate into full scale disasters that require large interventions by the GOE and the international community. Population growth, compounded with land fragmentation, has created a situation where more pastoralists are forced to use less rangeland leading to large scale natural resource degradation. The pastoral and agro pastoral production systems have not modernized or changed to meet these challenges, with few successful efforts to improve rangeland management or to produce feed and fodder commercially at the scale needed. Water resources also remain critically under-developed.
Livestock markets have not been fully developed to capitalize on the wealth of the region’s livestock. A traditional system that stores wealth in livestock still dominates, leaving communities and households susceptible to a substantial loss in assets from drought induced livestock deaths. Alternative livelihoods are not widely available outside of the livestock sector in the numbers needed to meet the needs of those dropping out of pastoralism.
Government policy and investments have not supported pastoralism, with policy that focuses on settlement and investments in large scale irrigated sugar and cotton production has diminished the dry season grazing grounds and water access pastoralists traditionally rely on to survive droughts.
Climate change causes more frequent and intense weather events such as extreme heat, drought and flood, and changes in precipitation patterns. These changes impact pasture and water availability, crop production, livestock health, biodiversity and the livelihoods of pastoralists and agro pastoralists.
Recent political unrest and conflict on the border of Somali and Oromia and between populations in Guji and Gedeo zones have also negatively impacted the Pastoral and Agro-Pastoral (PAP) populations still reeling from drought. An estimated 2.9 million people are internally displaced from conflict and/or droughts and are currently living in camps with their future uncertain. While conflict is not uncommon in the two regions between different clans and regions, this ongoing spate of violence is more complex. IDP’s have lost their livelihoods due to the conflict and some are resettled in places where there are no systems and basic services available. In addition to this border conflict, natural resource-based conflict does frequently occur in the region, especially in times of drought. In some places cattle raiding also practiced for young men to gain the livestock needed for marriage. Traditional clan-based institutions and leadership has in the past resolved these conflicts, but these structures have been eroded over time, and in many cases now lack the recognition to prevent and mitigate these conflicts.
Description of the Programme - Pathways to Resilience (P2R)
Pathways to Resilience is a five-year initiative (2019 – 2024), currently under design by a consortium led by PCI, consortium partners are iDE and GOAL and targeting the Oromia Region and the Southern Nations, Nationalities and Peoples’ Region. The purpose of P2R is to improve resilience through improved food security and inclusive economic growth, it is supported by USAID in Ethiopia with an estimated budget of $25 million.
The programme has five component areas, each led by a consortium member, PCI as the consortium lead have overall programme and grant management and are responsible for monitoring, evaluation and learning using USAID’s Collaboration, Adaptation & Learning (CLA) approach. The programme components are:
- Disaster risk management including access to informal financial services, PCI will lead.
- Diversified sustainable economic opportunities for people transitioning out of pastoralism, iDE will lead.
- Intensified and sustained pastoral and agro-pastoral production and marketing, water and natural resource management and access to formal financial services, GOAL will lead.
- Improved nutritional status of women and children, GOAL will lead.
- A crisis modifier to respond to sudden on set shocks while preserving development gains, PCI will mange with all partners participating.
Description of the Position
The Production and Marketing Team Leader is a member of the senior management team, collaborating and reporting to GOAL Ethiopia Assistant Country Director for Programme and Matrix management of the P2R Chief of Party (COP).The incumbent will coordinator and collaborate with Nutrition team leader of GOAL and consortium agencies components lead ). S/he will have overall responsibility for all aspects of component 3 (Intensified and sustained pastoral and agro-pastoral production and marketing, water and natural resource management and access to formal financial services), which will use a market systems approach. The successful candidate will have experience at a senior management level as well as substantial experience and confidence in market systems programming. S/he will be able to lead teams, using an agile management approach, to research identified market systems, identify opportunities and constraints and co-design and cost share initiatives with the permanent players i.e. government, community/ civil society and the private sector. Most initiatives under component 3 are expected to be driven by private sector players, so experience in facilitation and negotiation with the private sector is a key competence sought. Initiatives are managed adaptively with short learning loops and the post holder will need to be experienced in doing this and in working with the CLA team to design, measure and evaluate systems that capture change at all levels of the identified market systems.
The Production & Marketing Team Leader will have direct responsibility for the planning and management and reporting of component 3’s budget, which will include grant management of private sector partners. The post holder will have overall responsibility for the recruitment, induction, on-going skill development and performance management of a highly creative team for component 3, designed to stimulate sustainable and scalable production and marketing in agro-pastoral livelihoods.
Essential Job Functions
1. Strategy and Vision
· Attain component 3 programme goal and objectives through the development, implementation, reviews, presentation and management of strategic plans, programmes and projects by personal application and agile management.
· Recommend and lead implementation of programme priorities and explore, evaluate and present new country opportunities that leverage impact and/ or complement core activities.
2. Consortium relationship management
- Develop professional and productive working relationships and communication channels across the P2R consortium’s senior management team.
- Create efficient and productive communication channels between the P2R consortium and the GOAL country programme.
- Overall responsibility for the planning and reporting of component 3 to the GOAL ACDP and P2R Chief of Party
3. Programme Management
- Manage all operations related to component 3 according to the programme work plan, programme budget and implementation strategy.
- Ensure that there are fluent horizonal communication channels with P2R component leads and vertical with component 3 teams.
- Work with the grants management and finance teams to manage programmatic partners granting and reporting.
- Monitor programme implementation, measure impact and calibrate component 3 strategy and implementation accordingly.
- Ensure efficient logistics, administration, human resources and transport needs of component 3 are conducted within GOAL policy and with the maximum benefit to the programme.
- Ensure all component 3 programme funds are spent in accordance with donor rules and regulations and are reasonable and that work with the private sector conforms to donor guidelines.
- Work with the ACDP to forecast expenditure surpluses and deficits to enable adjustments to be made to the programme in a timely fashion.
- Collaborate with GOAL E livelihoods and other units for learning and mainstreaming of market system development program
- Ensure that all work follows international quality standards and best practices and that initiatives are technically and environmentally sound.
4. Team Management
· Build a vibrant and creative team for a market facilitative approach to agro / pastoral livelihoods.
· Manage the recruitment, induction and ongoing skill development of the component 3 team to ensure staff are of the quality and capacity to ensure the successful implementation of activities.
· Embrace and support an adaptive management approach to programme management.
· Ensure performance management and any necessary disciplinary measures are made according to GOAL policy.
5. Market Systems Research & Design
- The Production & Marketing Team Leader is responsible for leading (with programme teams and external technical support), the primary market systems research into livestock and crop production and marketing systems and the identification of potential partners, in all programme locations. From the research the context specific design portfolios of intervention where there are opportunities to create sustainable change, with a view to (over time), taking successful initiatives to scale.
- The Production & Marketing Team Leader is responsible for the appropriate documentation and updating of market systems research.
6. Collaboration, Learning and Adaptation (CLA)
- CLA is central to all programming and critical to adaptive management. The production & Marketing Team Lead will work closely with the national CLA Team Lead to ensure that the overall P2R programme MEL strategy incorporates:
1. An appropriate monitoring system for component 3, essential for adaptive management
2. An appropriate system to evaluate change at all levels of the identified market systems,
3. A system to provide learning (both what is working and what is not) and the mechanisms to communicate learning, both internally and externally.
- The Production & Marketing Team Lead will ensure that learning loop are short and monitoring data is derived (as much as possible), from partners existing data systems, and reviewed regularly and used to adjust and drive programme direction.
· Support all efforts towards accountability to project participants and to international standards guiding development work. This includes understanding and following established international guidelines and actively engaging participating communities as equal partners in the design, monitoring and evaluation of programmes.
· Work closely in partnership with the ACD P and COP to represent the programme to the USAID, the Ethiopian Government at all levels. Engage appropriately and creatively with the programme Steering Committee and other PARA awardees
· Ensure establishment and maintenance of relationships with target communities, and local government structures.
· Represent P2R and GOAL at external and relevant thought leadership events as needed
Important: GOAL has a range of policies which reflect our commitment to transparency, accountability and protection. They include:
· Child protection policy
· Code of conduct
· Whistle blowing policy
· Conflict of interest
· Anti-fraud policy
As a condition of employment, you would be required to both accept and make a commitment to these policies.
Essential knowledge and experience required for the position
· Degree in Marketing, Economics and related field.
· At least five years’ experience in implementing market systems programming
· Technical expertise in livestock and crop production and marketing
- Previous experience in working programmatically with the private sector
- Previous experience in working with agro-pastoralists
· Complex program management and demonstrated success building, managing and leading a team of professionals.
· Strong writing, communication, organization, prioritization and negotiating skills.
· Excellent (English) verbal and written communication skills with proven financial management skills.
· Experience in building and maintaining effective partnerships with implementing and strategic partner agencies, and government authorities and counterparts.
· Strong computer literacy with a full knowledge of office applications.
 Ethiopia, Haiti, Honduras, Iraq, Malawi, Niger, Sierra Leone, S. Susan, Sudan, Syria, Turkey, Uganda, Zimbabwe
How to apply:
Please Note: This job opportunity is open to Ethiopian nationals or those who have valid work permit to work in Ethiopia.
Interested and qualified applicants need to submit ONLY once their non - returnable application with CV for one vacancy. The vacancy reference number along with the title needs to be written in the application letter and/or subject of the email, if applicants preferred to apply through e-mail. Applicants can apply using the following option.
Applicants who have access to the internet can directly submit their application to email@example.com
Applicants without access to internet can submit to the Administration & Human Resources Department, GOAL Ethiopia P. O. Box 5504, Addis Ababa or personally to GOAL Ethiopia Head Office, Addis Ababa, at the reception.
GOAL strongly encourages female candidates to apply!
Only short-listed candidates will be contacted for an interview and exam.
Shortlisted candidates will need to submit other supporting documents upon request at later stage.
GOAL is not able to contribute towards any costs incurred by candidates during the recruitment process.