Title: Monitoring, Evaluation and Learning (MEL) Officer

Location: Nairobi, Kenya

Open to: Kenyan Nationals & Residents

Application Deadline: September 11, 2019

Background

Pedagogical Leadership in Africa (PedaL) is one of nine partnerships supported by Strategic Partnerships for Higher Education Innovation and Reform (SPHEIR). SPHEIR was established by the UK Department for International Development (DFID) to deliver systemic and sustainable change within higher education systems, enabling them to meet labour market needs and generate the job-ready, entrepreneurial graduates needed to accelerate development, build inclusive societies and promote strong economic growth.  SPHEIR partnerships seek to transform the quality, relevance, access and affordability of higher education to achieve sustainable, systemic change.

The PedaL partnership implements a Monitoring, Evaluation and Learning (MEL) plan to track, assess and report progress made towards attaining the desired outputs, outcomes as well as impact. The MEL plan also facilitates the harnessing of lessons from emerging intentional and unintentional results to enhance the expected impact of PedaL.  The MEL work cuts across interlinked activities in PedaL partner institutions and other participating universities. It also involves working closely with the University PedaL Implementation Teams responsible for implementation of PedaL in respective partner universities.

PASGR is an independent, non-partisan pan-African not-for-profit organisation established in 2011 and located in Nairobi, Kenya.  Currently engaged in more than 12 African countries, PASGR works to enhance research excellence in governance and public policy that contributes to the overall wellbeing of all.

PASGR is recruiting for the position of Monitoring, Evaluation and Learning (MEL) Officer to be situated in the Higher Education Programme.  The right candidate should be able to provide technical expertise and overarching support for successful implementation of the MEL plan reporting directly to PASGR Director of Higher Education who provides oversight for successful implementation of the MEL plan.

Role Profile

Summary of Key Responsibilities:

Coordinate implementation of MEL plan across the partnership:

  • Monitor progress and effects of PedaL against strategic priorities;
  • Support UPITs to monitor and evaluate progress and effect of PedaL in respective universities as well as coherence with the overall strategic priorities; and,
  • Facilitate monitoring of cross cutting issues by all stakeholders at all levels.

Ensuring quality and accountability of MEL:

  • Ensure the systems used to collect data on indicators and to generate relevant MEL reports comply with established quality standards;
  • Analyse lessons learned for quality and accountability; and,
  • Facilitate external reviews/audits as agreed with UPITs and PedaL Steering Committee.

Provision of technical support to each of the UPITs to:

  • Monitor and evaluate implementing partner universities contributions towards PedaL indicators of success and set milestones;
  • Develop and use simple and value-adding monitoring strategies and tools;
  • Identify best practices as well as opportunities for MEL capacity building;
  • Undertake reporting responsibilities ensuring coherence with existing reporting requirements.

Facilitation of knowledge building and knowledge sharing on MEL:

  • Lead on the analysis, interpretation and reporting of MEL results;
  • Identify and formulate MEL findings, lessons learned and recommendations and avail results for decision-making processes and further project development;
  • Facilitate dissemination of lessons learnt across the PedaL partnership, other SPHEIR partnerships, donors and other stakeholders as need arises.

Information Management:

  • Design and frequently update the PedaL database;
  • Liaise with UPITs to provide data; lead the aggregation of data across the partnership and facilitate access.

Any other duties that the PASGR Executive Director and Higher Education Programme Director/PedaL Team Leader may assign you.

Summary of Key Responsibilities:

Coordinate implementation of MEL plan across the partnership:

  • Monitor progress and effects of PedaL against strategic priorities;
  • Support UPITs to monitor and evaluate progress and effect of PedaL in respective universities as well as coherence with the overall strategic priorities; and,
  • Facilitate monitoring of cross cutting issues by all stakeholders at all levels.

Ensuring quality and accountability of MEL:

  • Ensure the systems used to collect data on indicators and to generate relevant MEL reports comply with established quality standards;
  • Analyse lessons learned for quality and accountability; and,
  • Facilitate external reviews/audits as agreed with UPITs and PedaL Steering Committee.

Provision of technical support to each of the UPITs to:

  • Monitor and evaluate implementing partner universities contributions towards PedaL indicators of success and set milestones;
  • Develop and use simple and value-adding monitoring strategies and tools;
  • Identify best practices as well as opportunities for MEL capacity building;
  • Undertake reporting responsibilities ensuring coherence with existing reporting requirements.

Facilitation of knowledge building and knowledge sharing on MEL:

  • Lead on the analysis, interpretation and reporting of MEL results;
  • Identify and formulate MEL findings, lessons learned and recommendations and avail results for decision-making processes and further pro

Information Management:

  • Design and frequently update the PedaL database;
  • Liaise with UPITs to provide data; lead the aggregation of data across the partnership and facilitate access.

Any other duties that the PASGR Executive Director and Higher Education Programme Director/PedaL Team Leader may assign you.

Competencies

  1. Education:
  • Master’s Degree or above in the social sciences or any other relevant discipline

2. Knowledge / skills:

  • Knowledge of principles and current approaches to MEL;
  • Strong skills in collecting, analysing, interpreting qualitative and quantitative data;
  • Knowledge of stakeholder engagement;
  • A high level of written and verbal communication, including an ability to write clear and concise reports; and,
  • Sound knowledge of design and delivery of higher education programmes.

3. Experience:

  • Minimum of five years professional experience in a senior MEL position responsible for implementing MEL activities of international development projects;
  • Hands-on experience at the national or international level in design, monitoring and evaluation of complex projects, preferably across multiple locations;
  • Proven capacity to build the MEL skills of colleagues and/or partners;
  • Experience in evaluation of higher education programmes; and,
  • Experience in the use of office software packages and handling of web based project management systems.

4. Personal characteristics:

  • Excellent interpersonal and intercultural skills and ability to interact professionally with partners, donors, stakeholders and staff at all levels of the organisation;
  • Skilled at multitasking and prioritising, working independently with minimal supervision, leading and designing projects autonomously;
  • Team player, facilitating open communication in the team and building relationships;
  • Flexible and adaptable: willing work irregular hours in accordance with the needs of the role;
  • Initiative taker, makes sound judgment, creates synergy and manages conflict; and,
  • Open to learning and sharing knowledge.

5. Functional Competencies

  • Building partnerships: maintains an established network of contacts for data collection as well as general information sharing and remains up-to-date on partnership related issues;
  • Innovative: documents and analyses innovative strategies and new approaches for purposes of updating the MEL plan; and,
  • Stakeholder orientation: establishes, builds and sustains effective relationships within the work unit, partnership, and with internal and external stakeholders; anticipates the needs of partners and addresses them promptly.

Salary

This position attracts a competitive package that includes basic salary, medical, group life and group personal accident insurance and provident fund up to pre-set limits.

How to apply:

Applications must be submitted electronically via email to PASGR (recruitment@pasgr.org) by 11/09/2019, at 1700hrs. Canvassing will lead to disqualification.

All applications must contain:

  1. Application letter stating why you are best suited for this role
  2. Curriculum Vitae with a list of 3 references

PASGR is an Equal Opportunity Employer

A four-year leadership training programme aimed at vice-chancellors, principals and deans of 54 African universities has proved popular among university leaders and a third phase is planned, according to its organisers.

Participants of the Capacity Strengthening Programme for Leadership in African Universities, funded by the Mastercard Foundation and implemented jointly by the Partnership for African Social and Governance Research (PASGR) and the Regional Universities Forum for Capacity Building in Agriculture (RUFORUM), said the training had helped them to reflect more deeply on their characteristics and effectiveness as leaders.

“African universities need to recognise that there is no replacement for thought leadership as innovation and advancement at universities is dependent on the quality of its leadership,” said Dr. Anthony Egeru, RUFORUM’s acting deputy executive secretary for programme development and implementation.

Quality leadership

According to Egeru, for Africa to have quality universities, there must be quality leadership. “Thus a deliberate training approach and immersion programmes in African universities should be started, and those that exist need to be further strengthened at the university level,” Egeru told University World News.

Egeru said for a long time universities had been viewed as places for developing great ideas. “However, they have not been able to earn credibility as places for turning ideas into actionable solutions, which would help them create avenues for influencing societies, government, and the global environment.”

Based on the feedback from a survey received in June, university leaders believe there is also a need to train university council members as this could help improve relationships between the universities’ governing councils and management. “They need to come together and make joint decisions to improve service delivery in both the academic and administrative fields,” Egeru said.

In the survey, leaders reported that the training had enabled them to better rally stakeholders to share their vision and had helped to improve standards in teaching and examination administration, to motivate research leaders and to enhance leadership capacity at lower levels.

Universities as complex entities

The leadership initiative had its roots in a meeting of university vice-chancellors held in Cape Town, South Africa, four years ago. A number of issues facing university leadership were identified in search of a pathway to achieving the goals of the First African Higher Education Summit held in 2015 in Senegal, requiring African higher education institutions to commit themselves to excellence in teaching and learning, research and scholarship, public service and the provision of solutions to development challenges and opportunities.

“Leadership in our universities needs to respond to and be proactive about both internal and complex issues and partnerships and the external drives including problems such as climate change, mass migrations, and the rapidly changing technologies and cultures,” said Professor Tade Aina, PASGR executive director and a mastermind of the initiative. “We started this initiative based on the need for strategic management of complex organisations … seeing universities as complex systems in fast-changing times,” said Aina.

According to Dr. Beatrice Muganda, director of higher education at PASGR, issues identified by vice-chancellors at the Cape Town meeting included resource mobilisation, management of spiralling enrolments, aging professoriates, the challenge of forming and sustaining partnerships, and managing conflict. “External interference, as well as tribal and racial politics in the management of universities, ranked high on the list of bottlenecks,” she said.

Programme design

RUFORUM Executive Secretary Professor Adipala Ekwamu said the programme was designed to enable university leaders to “champion transformation of African universities into effective research and training institutions with strong frameworks and mechanisms for implementation of the vision and mission of their universities”.

Ekwamu said the basis of the leadership initiative was to enable people to “examine their own potential; their strengths and weaknesses and how they can be strengthened”.

According to RUFORUM and PASGR, the Mastercard-funded training has been critical in providing an avenue for dialogue and feedback from principals, deans, and vice-chancellors.

“The deans acknowledge that leading from the middle is quite challenging and their voices are often not heard in the right places or at the right time,” says Muganda. “This often leads to a time lag in translating ideas into actions.”

Mainstreaming leadership training

Ekwamu said there is also a need for leadership training for mid-level leaders such as directors and heads of departments, and to this end, RUFORUM had built leadership training into its Ph.D. and post-doctoral training so as to “mainstream” leadership capacity building.

Egeru, who is also the programme manager for training and community development says that RUFORUM is linking with other partners strategically to deliver the training onwards to more university leaders and managers.

Additionally, the RUFORUM board has approved the establishment of the African Agricultural Research and Policy Academy that will in part anchor leadership training for the Africa region besides the policy analysis for the region.

“We are also building a cadre of early-career scientists through the leadership training programme as part of grooming the next generation of university managers,” said Egeru.

The third phase of training will take place from 2-6 December this year at the University of Cape Coast, Ghana, and more vice-chancellors and deans will be invited to reflect upon and learn from their leadership experiences, according to Muganda.

This has been reposted from https://www.universityworldnews.com/post.php?story=20190819080452427

AAU Talks host, Kwesi Sam interviews Dr. Akosua Agyemang, Department of Social Work, University of Ghana on her PedaL journey.

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