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Development Worker as Advisor (m/f/d) for strengthening civil society and local authorities on the District level

JOB-ID: J000057218

App. w. professional exp. - Temporary

Job description

The GIZ project "Supporting Decentralization as a Contribution to Good Governance in Rwanda" aims to strengthen the decentralization process to ultimately improve the delivery of public services to citizens. This is done by supporting fiscal decentralization reforms, sectoral decentralization and by promoting citizen-state relations.

Your tasks

• Advising the partner organisation and local authorities in the planning and implementation of their measures, e.g. regarding processes in relation to sector decentralization, fiscal decentralisation, Capacity Building, performance management, etc.
• Supporting the partner organisation and local authorities in fostering citizen participation in local planning, implementation and evaluation processes
• Strengthening the partner organisation and the local authorities in the dissemination of national polices to the local level
• Supporting the partner organisation in advocating for local solutions within the framework of national policies
• Advising the Districts to translate the National Strategy for Capacity Building into measures on the District level

Your profile

• University Degree in social science, development studies, public management and governance, or any other relevant field
• Knowledge about (digital) citizen participation tools, especially in local planning processes as well as knowledge of public management, especially on the local level, is a strong asset
• Experience in working at the intersection of civil society and public actors, ideally on the local level
• Working experience, preferably in Sub-Saharan Africa, or in a developing country in a different region
• Knowledge of organisational development and change management, especially in small organisations; working experience in this field is a strong asset
• Strong skills in teamwork, networking, facilitation and cooperation and experience in working in a culturally diverse environment
• Conceptual and analytical skills and structured way of working with a high level of self-organization, flexibility, and creativity
• Fluency in English; French, Kinyarwanda or German skills will be an asset

Additional information

Our model for success is a better life for everyone and purposeful tasks for our employees. For more than 50 years, the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), as a company of the German Federal Government, has been supporting the implementation of development policy goals worldwide. Together with partner organisations in more than 130 countries, we are involved in a diverse range of projects. If you want to make a difference in the world and develop yourself in the process, you've come to the right place.

 

We are pleased to offer you a first impression on topics such as climate, shopping and services, the school situation and health care in Rwanda. Under the following link you will find information about living and working in Rwanda.

The position is based in Nyamagabe, a rural area in Southern Rwanda. The climate is usually pleasantly warm all year round, with cold nights due to the altitude (1,900 m above sea level). It is structured by two rainy seasons (March to May and September to November) and two dry seasons. The place of residence will most likely be in Gasaka, which is the “capital” of Nyamagabe district. It is a local hub with a population of approximately 40,000. The Development Advisor will be provided with a GIZ car for official use. Nyamagabe can be reached in 3 hours from Kigali by private car and 4 hours by public transport (bus). Huye, which is Rwanda’s second biggest city is a 30 minutes drive away from Gasaka. Basic health care facilities (health center) and a pharmacy are available in Gasaka. A district hospital is located in Kigeme at 10 minutes driving distance. For more serious medical issues, it is recommended to visit CHUB hospital in Huye. For kindergarden children, nurseries are available. For primary education, two private schools are available, one mostly teaching in English, another one with a focus on French. For secondary level, only public schools are available. The security situation in Nyamagabe is generally good. Street crime is low. Leisure facilities are limited due to the rural context, but the Nyungwe National Park is close by.

In general, the security situation is calm. GIZ staff must adhere to security measures at all times. Please also check the county-specific information provided by the German Federal Foreign Office. A contact person for security risk management is appointed at the local GIZ office. GIZ does not impose any restrictions on life partners and family members to move with you to the country of deployment. We kindly ask you to inform yourself which forms of relationships are legally and socially accepted in the country of deployment.

 

GIZ's Development Service is looking forward to applications of candidates with a professional qualification and / or university degree and at least two years of professional experience. In addition you hold the German nationality or the nationality of a member state of the European Union.

Willingness to travel on a regular basis is required.

For general questions from dependent partners about on-site employment - Feel free to contact us at: map@giz.de.

A prerequisite for the conclusion of the agreement is the lifting of the restrictions currently in force in the company on the possibilities for travel and business trips in order to contain the worldwide spread of the Covid-19 virus.

Please understand that we can accept and process in principle only applications via our E-recruiting system. Following the confirmation of your successful application, kindly check your spam / junk mail folder on a regular basis, since some provider classify emails from our recruiting system as spam.

Registration: https://jobs.giz.de/index.php?ac=apply&q=e123fcfeb70c6b05e1aa82d697fcc3cf6c1272ad

For further information: https://jobs.giz.de/index.php?ac=jobad&id=57218

Projektreferent (w/m/d)1

Der DGRV, mit Sitz in Berlin und einer Zweigniederlassung in Bonn, ist sowohl Spitzenverband als auch gesetzlicher Prüfungsverband der deutschen Genossenschaftsorganisation. Die Aufgaben des DGRV liegen in der Förderung und Entwicklung des Genossenschaftswesens und des genossenschaftlichen Prüfungswesens sowie der Vertretung in wirtschafts-, rechts- und steuerpolitischen Belangen. Darüber hinaus verfügt der DGRV über langjährige Erfahrungen in der Prüfungs- und Beratungstätigkeit von Handels- und Dienstleistungsunternehmen sowie Kreditinstituten und sonstigen Finanzdienstleistungsunternehmen.

Die Abteilung Internationale Beziehungen (AIB) des DGRV in Bonn führt in Afrika, Asien und Lateinamerika Projekte zur Förderung von Genossenschaften u. a. im Auftrag des Bundesministeriums für wirtschaftliche Zusammenarbeit und Entwicklung (BMZ) sowie des Bundesministeriums für Ernährung und Landwirtschaft (BMEL) durch. Ziele sind die Förderung unternehmerischer Genossenschaften sowie der nachhaltige Aufbau und die Stärkung genossenschaftlicher Systeme und Strukturen. Mit seinen Projekten leistet der DGRV einen Beitrag zur Armutsbekämpfung, Ernährungssicherheit und Inklusion marginalisierter Bevölkerungsgruppen.

Ihr Arbeitsort:

Standort der AIB in Bonn. Die Tätigkeit erfolgt in enger Zusammenarbeit mit den internationalen Projektteams in den jeweiligen Projektländern und erfordert Bereitschaft zu Reisen im In- und Ausland.

Ihre Aufgaben bei uns:

Sie übernehmen Verantwortung für fachliche und organisatorische Planung und Steuerung von laufenden Projekten des DGRV im Bereich genossenschaftlicher Systemförderung. Sie wirken mit beim Ausbau des Portfolios durch Akquise.

Zu Ihren Aufgaben gehört schwerpunktmäßig:

• Mitarbeit bei der Akquise neuer Projektaufträge: Konzipierung von Neuprojekten, Erstellung von Projektanträgen und Angeboten
• Fachliche Planung, Steuerung, Weiterentwicklung und Kontrolle (off-site/on-site) von Projekten / Projektaktivitäten im Zuständigkeitsbereich
• Organisatorisch-technische Abwicklung der Projekte / Projektaktivitäten im Zuständigkeitsbereich (einschließlich Berichtswesen)
• Enges Zusammenwirken mit den operativen Projektteams im Ausland
• Budgetmonitoring sowie Mitwirkung bei der Abrechnung gegenüber Auftraggebern
• Vor- und Nachbereitung von Beratungseinsätzen
• Durchführung eigener Kontroll- und Beratungseinsätze in Projektländern
• Übernahme fachlicher und organisatorischer Querschnittsaufgaben innerhalb der Abteilung

Ihr Profil:

• Abgeschlossenes Hochschulstudium in Wirtschafts-, Sozial- oder Agrarwissenschaften oder eine vergleichbare Qualifikation
• Mehrjährige Berufserfahrung, vorzugsweise bei Durchführungsorganisationen von Projekten der internationalen Entwicklungszusammenarbeit
• Erfahrungen im Drittmittelgeschäft, Angebotserstellung, Zusammenarbeit in Konsortien
• Teamorientierte Persönlichkeit mit einem hohen Qualitätsanspruch und
  Verantwortungsbewusstsein
• Bereitschaft zur eigenverantwortlichen Betreuung von Projekten
• Organisationsgeschick, eine genaue und lösungsorientierter Arbeitsweise
• Ausgezeichnete mündliche und schriftliche Kommunikationsfähigkeiten
• Interkulturelle Kompetenz und Auslandserfahrung
• Sehr gute Englisch- und/oder Französisch-Sprachkenntnisse
• Hohe Leistungsbereitschaft, Belastbarkeit und Teamfähigkeit, verbunden mit der Bereitschaft zu Reisen
• Freude an neuen Herausforderungen und an der Arbeit im intenationalen Team
• gute EDV-Kenntnisse (Word, Excel, Powerpoint)

 Unsere Leistungen:

• Frühzeitige Übernahme verantwortungsvoller Aufgaben mit vielen Gestaltungsmöglichkeiten
• Spannende Themengebiete und Arbeiten im internationalen Kontext
• Flache Hierarchien und kurze Entscheidungswege
• Eine marktgerechte Vergütung
• Variable Arbeitszeitmodelle und Möglichkeiten zum mobilen Arbeiten

Die Stelle ist zunächst auf zwei Jahre befristet. Die Einstellung soll zum nächstmöglichen Zeitpunkt erfolgen.

Wir haben Ihr Interesse geweckt?

Dann senden Sie bitte Ihre Bewerbungsunterlagen mit dem Betreff „Projektreferent“, Ihren Gehaltsvorstellungen und Ihres möglichen Eintrittstermins ausschließlich per E-Mail bis zum 04.10.2021 an: bewerbung.international@dgrv.de

 

DGRV – Deutscher Genossenschafts- und Raiffeisenverband e.V.

Abteilung Internationale Beziehungen

Adenauerallee 121

53113 Bonn

www.dgrv.de/internationale-zusammenarbeit, www.dgrv.coop

 

1 Bei allen Inhalten werden genderneutral alle Personen angesprochen.

Bitte beachten Sie unsere Datenschutzhinweise für Bewerbungen unter:
https://www.dgrv.de/wp-content/uploads/2021/03/dsh_bewerbung.pdf
Eine unverschlüsselte E-Mail-Kommunikation über das öffentliche Datennetz unterliegt stets der Gefahr einer unbefugten Kenntnisnahme. Senden Sie uns daher vertrauliche Inhalte stets nur verschlüsselt bzw. passwortgesichert.     

Die German Toilet Organization (GTO) wurde 2005 in Berlin gegründet. Sie ist ein gemeinnütziger, eingetragener Verein und ist in den Bereichen Gesundheit, Umweltschutz, Entwicklungszusammenarbeit und Humanitäre Hilfe aktiv. Vision der GTO ist der gleichberechtigte Zugang zu sauberen Toiletten und nachhaltiger Sanitärversorgung für alle Menschen. Hierzu führt die GTO im Ausland und in Deutschland Projekte, Kampagnen und Bildungsveranstaltungen durch.Die GTO ist in den [...]

Technische Universität München [Newsroom]
TECHNISCHE UNIVERSITÄT MÜNCHEN Corporate Communications Center Tel.: +49 8161 71 5403 - E-Mail: presse@tum.de - web: www.tum.de Dieser Text im Web: https://www.tum.de/die-tum/aktuelles/pressemitteilungen/details/36908 Bildmaterial: ... Lesen Sie hier weiter...

Source : © European Union, 2021 - EP

1. Französisches Militär tötet IS-Anführer

Frankreich ist beim Anti-Terror-Einsatz in der Sahelzone ein wichtiger Schlag gegen den Sahara-Ableger der Dschihadistenmiliz Islamischer Staat (ISGS) gelungen. Präsident Emmanuel Macron verkündete in der Nacht zum Donnerstag die “Neutralisierung” des Anführers der Gruppierung. Darüber berichten die Süddeutsche Zeitung, die Frankfurter Allgemeine Zeitung, der Tagesspiegel, die Stuttgarter Nachrichten und die Deutsche Welle. Adnan Abu Walid al-Sahrawi sei nach einem Drohnenangriff der französischen Barkhane-Truppen Mitte August im Osten Malis seinen Verletzungen erlegen, so Verteidigungsministerin Florence Parly. Dem ISGS werden die meisten Anschläge in der Region zwischen Mali, dem Niger und Burkina Faso zugeschrieben. Der Kampf gegen den Terrorismus soll fortgesetzt werden, so Parly. Ziel sei es zu verhindern, dass der IS und Al-Kaida die Sahelzone als Rückzugsraum nutzen.

 

2. Regierung in Burundi foltert und tötet Oppositionelle

Eine UN-Untersuchungskommission wirft der Regierung Burundis schwere Verletzungen der Menschenrechte und Verbrechen vor. Darüber berichten Deutschlandfunk und evangelisch.de. Sicherheitskräfte sollen seit August vergangenen Jahres Oppositionelle verschleppt, gefangen genommen, gefoltert und getötet haben. Präsident Évariste Ndayishimiye habe seine Versprechen bei seiner Amtseinführung im Juni 2020 nicht eingelöst. Der Amtsinhaber habe damals angekündigt, einen funktionierenden Rechtsstaat aufzubauen, politischen Wandel einzuleiten und Frieden herbeizuführen. Der Bevölkerung werden aber laut des Berichts weiterhin grundlegende demokratische Freiheiten vorenthalten. Ndayishimiye wurde nach dem Tod des damaligen Präsidenten Pierre Nkurunziza zum neuen Staatsoberhaupt Burundis vereidigt. Der Ex-Rebellenführer Nkurunziza hatte einen autoritären Kurs verfolgt und Proteste gegen ihn brutal niedergeschlagen. Viele Menschen seien in Nachbarstaaten geflohen.

 

3. Tigray: Eine der schlimmsten Hungerkrisen seit Jahrzehnten

Fritz Schaap thematisiert auf Spiegel.de die Folgen der “De-facto-Blockade” des Bundeslandes Tigray, welche seit Monaten von der Regierung in Addis Abeba aufrechterhalten wird. Die Blockade habe Ende Juni begonnen, nachdem die Truppen von den Tigray Defense Forces (TDF) aus Ost- und Zentraltigray gedrängt wurden. Die Regierung von Abiy Ahmed setzte damit eine Strategie fort, die sie und ihre Verbündeten fast seit Beginn des Krieges einsetzen: das Aushungern des Feindes. Im schlimmsten Fall könne Abiy dadurch Hunderttausende Menschen in den Hungertod treiben. Laut des geschäftsführenden Leiters des Uno-Nothilfebüros OCHA in Äthiopien hänge das Leben von Millionen von Zivilist*innen in Tigray und den benachbarten Regionen Afar und Amhara davon ab, ob es der Organisation gelinge, sie mit Nahrungsmitteln und Medikamenten zu versorgen. Je nach Schätzung leiden in Tigray bereits jetzt zwischen 400.000 und 900.000 Menschen unter einer Hungersnot.

The post 17. September 2021 appeared first on ONE.

Global civil society platforms CIVICUS: World Alliance for Citizen Participation, the CSO Partnership for Development Effectiveness (CPDE), and Forus International are joining forces to organise a forum titled Under Pressure: Human rights and civic space in the digital era this 21 September, 4 to 5:30PM GMT. The session is part of a series of events for the Global People’s Assembly, held in time for the United Nations General Assembly.

The activity draws from the civic space situation in many countries around the world, where repressive laws and policies restrict fundamental freedoms of expression, participation, assembly, and association. Despite their vital role in the social and democratic fabric of their countries, civil society networks activists and human rights defenders face intimidation and attacks, both online and offline.

The panel will expound on the said situation, with a specific focus on the digital context. Speakers will discuss how new technologies have helped civil society to grow, activists to mobilise and grassroots movements to unite, and how the attendant risks and opportunities in this domain can be addressed.

Mandeep Tiwana, CIVICUS Chief Programmes Officer, will speak on current global trends relating to civic space and human rights. Biljana Spasovska, CPDE Regional Coordinator for Europe and Executive Director of the Balkan Civil Society Network for Development, will provide an overview of civic space and human rights from the Balkans, as well as how can civil society around the world respond to threats to civic space and human rights.

These will be followed by a segment on The challenge of creating an enabling digital environment for civil society globally, and Innovative global civil society campaigns on civic space and human rights, to be led by Forus’ Deirdre de Burca, Campaigns Coordinator and Bibbi Abruzzi, Communications Officer, respectively.

Finally, an open forum with the participants will revolve around these key questions:

• What can governments/ civil society/the private sector do to better defend and promote civic space and human rights globally?
• How can these actors ensure that digitalization does not reduce but rather exapnds civic space online?

The event will be available in English, Spanish, and French.

To register for the events, visit this link.#

The post CIVICUS, CPDE, and Forus International organise forum on human rights and civic space in digital era appeared first on CSO Partnership for Development Effectiveness.

Aufruf an ProSieben, Sat.1 und Kabel Eins.

Berlin, 17. September 2021. In einem gemeinsamen Appell rufen zehn Hilfs- und Entwicklungsorganisationen die Fernsehsender ProSieben, Sat.1 und Kabel Eins dazu auf, bei der TV-Debatte der drei Kanzlerkandidat*innen am kommenden Sonntag humanitäre und entwicklungspolitische Themen wie globale Armuts- und Hungerbekämpfung und den weltweiten Kampf gegen Krankheiten wie Tuberkulose und Covid-19 zu berücksichtigen. In den bisherigen TV-Triellen mit RTL/N-TV sowie ARD/ZDF waren Pläne zur Bekämpfung globaler Ungleichheit leider nicht Gegenstand der Debatte. Angesichts der großen globalen Herausforderungen, vor denen die Welt steht, ist dies aber dringend nötig.

Die Nichtregierungsorganisationen ONE Deutschland, CARE Deutschland, Deutsche Stiftung Weltbevölkerung (DSW), Deutsche Welthungerhilfe, Global Citizen, Oxfam, Plan International, Save the Children, UNICEF Deutschland und World Vision appellieren gemeinsamen an die Fernsehsender ProSieben, Sat.1 und Kabel Eins: ,,Die internationale Gemeinschaft und damit auch Deutschland hat sich mit den 17 UN-Nachhaltigkeitszielen verpflichtet, die Welt bis 2030 gerechter zu machen. Die Bekämpfung von extremer Armut, Hunger und sozialer Ungleichheit, die Gleichstellung der Geschlechter, der weltweite Zugang zu Gesundheitsversorgung und Bildung – das alles sind Themen, die gegenwärtig viel zu kurz kommen. Es bleiben nur noch neun Jahre, um die Ziele der Agenda 2030 zu erreichen. Die Wähler*innen haben ein Recht darauf zu erfahren, wie ernst es Annalena Baerbock, Armin Laschet und Olaf Scholz mit Deutschlands Verantwortung in der Welt meinen. Wer ins Kanzleramt einziehen will, sollte einen Plan haben, wie wir die UN-Nachhaltigkeitsziele erreichen. Weltweite Armutsbekämpfung muss Chef*innen-Sache werden. Die Wähler*innen sollten wissen, wie der Plan der Kandidierenden aussieht, globale Gerechtigkeit zu erreichen und die UN-Ziele zu verwirklichen.”

Informationen für Journalist*innen:

• Interviews möglich: Bei Interesse stehen Ihnen die beteiligten Organisationen für Interviews zur Verfügung. Kontaktieren Sie dafür gerne einen der untenstehenden Pressekontakte.
• Bildmaterial: “Machen Sie die Welt gerechter!” – diese Forderung projizierte ONE vergangene Woche ans Kanzleramt und vor den Reichstag. Die dazugehörigen Bilder, die Sie kostenfrei verwenden dürfen, finden Sie hier (Fotocredit “ONE”): https://bit.ly/3l2cOW9
• Mehr Informationen zu den 17 UN-Nachhaltigkeitszielen finden Sie hier: https://17ziele.de/

 

ONE ist eine internationale Bewegung, die sich für das Ende extremer Armut und vermeidbarer Krankheiten bis 2030 einsetzt. Damit jeder Mensch ein Leben in Würde und voller Chancen führen kann. Wir sind überparteilich und machen Druck auf Regierungen, damit sie mehr tun im Kampf gegen extreme Armut und vermeidbare Krankheiten, insbesondere in Afrika. Zudem unterstützt ONE Bürger*innen dabei, von ihren Regierungen Rechenschaft einzufordern. Mehr Informationen auf www.one.org.

CARE: 1945 in den USA gegründet, kämpft CARE heute weltweit gegen Not, Armut und Ungerechtigkeit. 100 Millionen CARE-Pakete retteten nach dem Zweiten Weltkrieg Leben. Gespendet von Mensch zu Mensch als Symbol der Versöhnung. In 100 Ländern der Welt setzt sich CARE heute dafür ein, dass Armut überwunden wird und von Katastrophen Betroffene überleben können. Besonders wichtig dabei ist uns die Gleichstellung von Mann und Frau und die besondere Förderung von Frauen und Mädchen – dort, wo sie systematisch benachteiligt sind.

Deutsche Stiftung Weltbevölkerung (DSW): Die Deutsche Stiftung Weltbevölkerung (DSW) ist eine international tätige Entwicklungsorganisation. Ihr Ziel ist es, zu einer zukunftsfähigen Bevölkerungsentwicklung beizutragen. Daher unterstützt sie junge Menschen dabei, selbstbestimmte Entscheidungen über ihre Sexualität und Verhütung zu treffen. Gleichzeitig bringt sie sich auf nationaler und internationaler Ebene in politische Entscheidungsprozesse in den Bereichen Gesundheit, Familienplanung und Gleichstellung der Geschlechter ein.

Die Deutsche Welthungerhilfe e.V. ist eine der größten privaten Hilfsorganisationen in Deutschland; politisch und konfessionell unabhängig. Sie kämpft für „Zero Hunger bis 2030″. Seit der Gründung im Jahr 1962 wurden mehr als 10.369 Auslandsprojekte in 70 Ländern mit 4,2 Milliarden Euro gefördert. Die Welthungerhilfe arbeitet nach dem Grundprinzip der Hilfe zur Selbsthilfe: von der schnellen Katastrophenhilfe über den Wiederaufbau bis zu langfristigen Projekten der Entwicklungszusammenarbeit mit nationalen und internationalen Partnerorganisationen.

Global Citizen ist eine globale Bewegung engagierter Menschen, die gemeinsam ihre Stimmen nutzen, um extreme Armut bis 2030 zu beenden. Global Citizen bietet hierzu Informationen rund um Kernthemen wie Ernährungssicherheit, Gleichberechtigung, Bildung, Umweltschutz und globale Gesundheit – und die Möglichkeit, sich gemeinsam für die Themen einzusetzen, die einem am Herzen liegen. Auf diesen Wegen mobilisiert Global Citizen eine große Community von Global Citizens, die zusammen Entscheidungsträger*innen aus Politik und Wirtschaft zum Handeln auffordert und finanzielle und politische Zusagen für die Global Goals der Vereinten Nationen einfordert. Darüber hinaus unterstützt Global Citizen die Global Goals mit einzigartigen Event- und Aktionsformaten, wie den Global Citizen Festivals, für die Tickets nicht erwerblich sind, sondern durch politisches und soziales Engagement verdient werden. Seit Global Citizen im Jahr 2009 mit der Kampagnenarbeit begann, sind Global Citizens mehr als 28 Millionen Mal aktiv geworden. Mehr Informationen unter www.globalcitizen.org.

Oxfam ist eine internationale Nothilfe- und Entwicklungsorganisation, die weltweit Menschen mobilisiert, um Armut aus eigener Kraft zu überwinden. Dafür arbeiten im Oxfam-Verbund 21 Oxfam-Organisationen Seite an Seite mit rund 3.500 lokalen Partnern in mehr als 67 Ländern. Mehr unter www.oxfam.de

Plan International ist eine unabhängige Organisation der Entwicklungszusammenarbeit und humanitären Hilfe. Mädchen und Jungen sollen weltweit die gleichen Rechte und Chancen haben und ihre Zukunft aktiv gestalten. Um das zu erreichen, setzen wir in unseren Partnerländern effizient und transparent Projekte zur nachhaltigen Gemeindeentwicklung um und reagieren schnell auf Notlagen und Katastrophen, die das Leben von Kindern bedrohen. In mehr als 75 Ländern arbeiten wir Hand in Hand mit Kindern, Jugendlichen, Unterstützenden und Partnern jeden Geschlechts, um unser globales Ziel zu erreichen: 100 Millionen Mädchen sollen lernen, leiten, entscheiden und ihr volles Potenzial entfalten. Die nachhaltigen Entwicklungsziele der Vereinten Nationen bestärken uns in unserem Engagement.

Save the Children: Im Nachkriegsjahr 1919 gründete die britische Sozialreformerin und Kinderrechtlerin Eglantyne Jebb Save the Children, um Kinder in Deutschland und Österreich vor dem Hungertod zu retten. Heute ist die inzwischen größte unabhängige Kinderrechtsorganisation der Welt in 120 Ländern tätig. Save the Children setzt sich ein für Kinder in Kriegen, Konflikten und Katastrophen. Für eine Welt, die die Rechte der Kinder achtet. Eine Welt, in der alle Kinder gesund und sicher leben und frei und selbstbestimmt aufwachsen und lernen können – seit über 100 Jahren.

UNICEF ist das Kinderhilfswerk der Vereinten Nationen. UNICEF setzt sich in 190 Ländern dafür ein, dass jedes Kind sich gesund entwickeln, geschützt aufwachsen und zur Schule gehen kann – unabhängig von Religion, Hautfarbe oder Herkunft. Das Deutsche Komitee für UNICEF wurde 1953 als Verein gegründet und ist heute eine der wichtigsten Stützen der weltweiten UNICEF-Arbeit.

World Vision ist eine unabhängige christliche Kinderhilfsorganisation mit über 70 Jahren Erfahrung in der Entwicklungszusammenarbeit und humanitären Nothilfe. Unser Fokus liegt darauf, den am stärksten gefährdeten Kindern Chancen zu bieten, ein erfülltes Leben zu führen.  In rund 100 Ländern arbeiten wir mit Spenderinnen und Spendern, Kindern und Jugendlichen, Dorfgemeinschaften, Regierungen und vielen Partnern transparent zusammen, um nachhaltig Armut und Ungerechtigkeiten zu überwinden. World Vision Deutschland e.V. führt derzeit 280 Projekte in 48 Ländern durch und erreicht damit rund 16 Millionen Menschen. Mit der internationalen Kampagne „It Takes a World to end Violence against Children“ setzt sich World Vision dafür ein, Gewalt gegen Kinder in jeder Form zu beenden.

 

Pressekontakte

ONE: Scherwin Saedi: 0152 / 03 77 14 29, scherwin.saedi@one.org

CARE Deutschland: Stefan Brand: 0170 / 74 48 600, brand@care.de

Deutsche Stiftung Weltbevölkerung (DSW): Anke Witte: 0511 / 94 37332, presse@dsw.org

Welthungerhilfe: Simone Pott, Pressesprecherin: 0172 / 252 59 62, simone.pott@welthungerhilfe.de

Global Citizen: Rick Nagelschmidt: 0177 / 576 95 69, presse@globalcitizen.org

Plan International: Barbara Wessel: 040 / 607 716 204, barbara.wessel@plan.de

Oxfam Deutschland: Steffen Küßner, 0177 / 880 99 77, skuessner@oxfam.de

Save the Children: Claudia Kepp: 0170 / 785 89 35, claudia.kepp@savethechildren.de

UNICEF Deutschland: Christine Kahmann, 0221 / 93 650 315, presse@unicef.de

World Vision Deutschland: Pressestelle: 06172 / 763-151, -153, -155, -156;  presse@wveu.org

Der Beitrag NGOs fordern: Deutschlands Rolle in der Welt muss Thema werden beim letzten TV-Triell erschien zuerst auf DSW.

Das Zentrum für Entwicklungsforschung ist ein internationales und transdisziplinär ausgerichtetes wissenschaftliches Forschungsinstitut.
Gefunden bei Indeed - Fri, 17 Sep 2021 08:10:47 GMT - Zeige alle Bonn Jobs

To end hunger, nations must reform entire food systems, not just boost farm output

But even before the celebrations died down, nutrition experts sounded a note of caution: High agricultural yields do not necessarily mean improved nutrition. Production of agricultural goods is only one part of a larger system needed to ensure proper nutrition; other elements include efficient food processing and distribution, and education about human nutritional requirements.

“Food production alone does not translate into better nutrition,” notes Martha Nyagaya, country director in Kenya for Nutrition International, a non-profit organisation based in Canada. “The focus should be on ensuring that food systems, social-protection programmes and nutrition policy all work together to end hunger and malnutrition.”

All parts of a country’s food system should be coordinated and should work towards the same goals, says Francesco Branca, the World Health Organization’s head of Nutrition and Food Safety. They should ensure that nutritious food is available, accessible, affordable and desirable, he says.

Coordination of food systems should occur across borders as well. African countries should work together to improve their food systems and ensure nutrition security, Malawian President Lazarus Chakwera told reporters this summer.

National statistics show that concerns about sub-par nutrition are justified. About 63 % of Malawian children under the age of 5 are anaemic, as are 33 % of Malawian women, according to USAID’s Malawi Nutrition Profile. Similarly, 37 % of Malawian children are too short for their age due to poor nutrition, and 23 % of child deaths in Malawi are related to malnutrition, according to UNICEF.

The root cause of malnutrition is poverty. In Malawi, half the population is poor and one-fifth is extremely poor, according to the National Statistical Office (NSO). Most Malawians cannot afford a diet that includes all the basic elements: carbohydrates, fats, vitamins, fibre, minerals and proteins.

Malawi is not alone in this predicament. Even before the Coronavirus pandemic, the world was not on track to meet commitments to end hunger and malnutrition by 2030, according to the UN Food and Agriculture Organization in its 2021 report “The State of Food Security and Nutrition in the World”.

“Prior to the pandemic, more than 820 million people globally were already identified as chronically food insecure,” says Agnes Kalibata, former agriculture minister in Rwanda and a special envoy to the UN’s 2021 Food Systems Summit.

Raphael Mweninguwe is a freelance journalist based in Malawi.
raphael.mweninguwe@hotmail.com

In regard to Afghanistan, Bush and Obama made three major mistakes

Today, the common narrative is that it was wrong to try to build a modern, democratic Afghan state. As I remember it, however, the necessity of doing so was generally understood 20 years ago. After the attacks on New York and Washington DC of 11 September 2001, the goal was to ensure that Afghanistan would never become a safe haven for terrorists again. The implication was that a power vacuum was unacceptable.
Exactly, there was no other choice. That is what former officials of the Bush administration are still saying today. In 2001/2002 that view was shared internationally, including by NATO leaders and UN officials. Unfortunately, this insight did not make them draft a coherent state-building strategy. State building is a complex challenge and takes a lot of time, however. Institutions have to be established and consolidated step-by-step. Capable staff cannot simply be bought. To earn public trust, officers need training and considerable practical experience. However, we and our allies did not commit to long-term engagement.

To what extent was state building attempted in Afghanistan at all?
It varied from year to year. In the first five years, the focus was on political reconstruction in the sense of holding elections and passing a constitution. Both worked out fairly well. The constitution was based on Afghanistan’s 1964 constitution and updated by Afghans who represented the country’s people and understood its constitutional history. The constitution was Afghan owned rather than imposed by western powers. On the downside, there were no significant efforts to build infrastructure. Afghanistan badly needed roads, hospitals and schools, but also institutions such as law courts and municipal governments. Things changed somewhat in the years 2007 to 2011 when insurgents were gaining strength. In that period, much more was done to ramp up the legal system, develop rural areas and build administrative capacities. However, by that point, reconstruction efforts were rushed and thus often wasteful, the conflict further intensified, and international support later focused almost entirely on the Afghan army and police.

Did western allies fight or foster corruption?
They did both. The core problem was that they tried to do too much too fast, especially in the second phase that I just mentioned. A lot of money suddenly flowed into a very poor country that had recently been the world’s worst failed state and lacked competent institutions. The result was the rule of money. The illegal-drugs trade obviously added to the problems. Poppy cultivation began to expand fast from 2006 on, and by 2009 or so, the Taliban were relying on opium money. Others were involved in the drugs economy too, including influential leaders who officially supported the government. By the end of 2010, a destructive dynamic had set in. The focus was increasingly on fighting insurgents and not on reconstruction. The US administration lost faith in state building, which obviously became more difficult the more the conflict escalated.

Why did things go wrong?
Well, I think there were three major mistakes in the first two presidential administrations:

• President George W. Bush insisted on a “light footprint” right from the start. One reason was that he had a track record of disparaging notions of nation building. Donald Rumsfeld, his defense secretary, did not like the idea of deploying masses of soldiers for peacekeeping. Some NATO partners, moreover, were uncomfortable with military missions in a far-away country. Germany was a prominent example. As for the UN, its leaders were wary of assuming responsibility for running an entire country the way the UN had done in Cambodia, East Timor and Kosovo. “Light footprint” sounded attractive to all of them.
• The second major mistake was that Bush started the Iraq war in 2003. It devoured resources that could have been used in Afghanistan. It also distracted attention from Afghanistan, where things seemed to be going well in 2002/2003, though they were really not going well at all.
• President Barack Obama made the third mistake. Though he correctly promised a “civilian surge” to rebuild the country, he also kept saying he wanted to withdraw our troops. His timetable hurt state building, which requires long-term, open-ended commitment. Obama’s rhetoric, however, told everyone he was losing patience. Both the Taliban and our Afghan allies heard the message and began to plan accordingly. The Taliban became increasingly confident that they would eventually prevail, and our Afghan allies had incentives to hedge by siphoning off as much money as possible, but not to take the state-building agenda seriously.

In the later two administrations, I have nothing good to say about President Joe Biden’s withdrawal or about President Donald Trump’s peace negotiations with the Taliban, which bypassed our Afghan partners and placed no meaningful demands on the Taliban, but several decisive mistakes were made long before Trump or Biden took office.

What role did other western governments play?
Well, Washington basically called the shots. At first, the idea was that individual governments would assume specific responsibilities in Afghanistan, but a sense of frustration set in by 2006. The Bush administration felt that our allies were not doing enough, which was a bit unfair, because it wasn’t doing enough itself.

I find it bewildering that western leaders cared so little about the drugs economy. It accounts for up to 30 % of Afghanistan’s gross national product (GNP). Such a huge black market is incompatible with a modern state and the rule of law.
There were actually many proposals for solving the drugs problem. Some suggested saffron cultivation could be an alternative to poppy cultivation. Others said the international community should simply buy the entire harvest to produce medical morphine. There were attempts to eradicate poppy fields. Everything stayed piecemeal, however. The point is that you cannot make meaningful progress against the drug trade if you do not have a legal system. That is especially true in a war zone. We ended up with a chicken and egg problem. Without peace, you cannot build a legal system and other institutions, but you cannot have peace, unless you have a legal system.

It is also estimated that aid accounted for about 50 % of Afghanistan’s GNP in recent years. There really was not much of an Afghan state.
Well, you have to consider the history of Afghanistan, which has basically been a client state for hundreds of years. For a long time, it depended on the British Empire, later on the Soviet Union. Afghanistan’s official government always relied on outside funding and used that funding to pay off local clients in exchange for their support. Nonetheless, the country was largely at peace thanks to many different compromises and accommodations. That changed with the Soviet invasion of 1979.

Western failure in Afghanistan is now often blamed on Afghans’ supposedly medieval mindset. I find that rhetoric condescending and misleading. The real problem is that Afghan society is controlled by warlords – as medieval Europe was, by the way. People want to survive. They do not care much about whether the armed men in front of them are legitimate in one way or another. The priority is not to get hurt and somehow keep feeding one’s family. Official legislation hardly matters in the rural regions of developing countries, where traditions rule daily life – and it is certainly not relevant in situations of strife.
The Soviets destroyed the structures of Afghan society, such as the tribal networks, landowning khans, and local mullahs. That led to the rise of warlordism and, eventually, the drug economy. After 2001, the international community should not have tolerated power vacuums at the local level. The results were persisting warlordism and opportunities for the Taliban. In the west, everyone knows that Taliban rule was brutal when they controlled the country in the late 1990s. It is less well understood that they nonetheless provided a sense of order, which was obviously very rough. They even banned poppy cultivation for one year, though many observers argue they only did so to drive up the global opium price. What matters now, however, is that Afghans are tired after four decades of war. They long for safety and some believed the Taliban were good at providing it.

And they feel disappointed in western powers. Could the US-led intervention have achieved more?
Well, both Bush and Obama signed agreements with Afghan governments, pledging long-term support. I am convinced we could have done more had we had more patience. State building cannot be done fast and definitely not quickly in a very poor, war-torn country. The depressing truth is that our leaders chose the right words, but did not follow up with action. Our Afghan partners lost faith, and the USA failed to fulfil what our presidents had promised.

Paul D. Miller is a professor of the practice of international affairs at Georgetown University in Washington DC.
millerp1@georgetown.edu

In regard to Afghanistan, Bush and Obama made three major mistakes

Today, the common narrative is that it was wrong to try to build a modern, democratic Afghan state. As I remember it, however, the necessity of doing so was generally understood 20 years ago. After the attacks on New York and Washington DC of 11 September 2001, the goal was to ensure that Afghanistan would never become a safe haven for terrorists again. The implication was that a power vacuum was unacceptable.
Exactly, there was no other choice. That is what former officials of the Bush administration are still saying today. In 2001/2002 that view was shared internationally, including by NATO leaders and UN officials. Unfortunately, this insight did not make them draft a coherent state-building strategy. State building is a complex challenge and takes a lot of time, however. Institutions have to be established and consolidated step-by-step. Capable staff cannot simply be bought. To earn public trust, officers need training and considerable practical experience. However, we and our allies did not commit to long-term engagement.

To what extent was state building attempted in Afghanistan at all?
It varied from year to year. In the first five years, the focus was on political reconstruction in the sense of holding elections and passing a constitution. Both worked out fairly well. The constitution was based on Afghanistan’s 1964 constitution and updated by Afghans who represented the country’s people and understood its constitutional history. The constitution was Afghan owned rather than imposed by western powers. On the downside, there were no significant efforts to build infrastructure. Afghanistan badly needed roads, hospitals and schools, but also institutions such as law courts and municipal governments. Things changed somewhat in the years 2007 to 2011 when insurgents were gaining strength. In that period, much more was done to ramp up the legal system, develop rural areas and build administrative capacities. However, by that point, reconstruction efforts were rushed and thus often wasteful, the conflict further intensified, and international support later focused almost entirely on the Afghan army and police.

Did western allies fight or foster corruption?
They did both. The core problem was that they tried to do too much too fast, especially in the second phase that I just mentioned. A lot of money suddenly flowed into a very poor country that had recently been the world’s worst failed state and lacked competent institutions. The result was the rule of money. The illegal-drugs trade obviously added to the problems. Poppy cultivation began to expand fast from 2006 on, and by 2009 or so, the Taliban were relying on opium money. Others were involved in the drugs economy too, including influential leaders who officially supported the government. By the end of 2010, a destructive dynamic had set in. The focus was increasingly on fighting insurgents and not on reconstruction. The US administration lost faith in state building, which obviously became more difficult the more the conflict escalated.

Why did things go wrong?
Well, I think there were three major mistakes in the first two presidential administrations:

• President George W. Bush insisted on a “light footprint” right from the start. One reason was that he had a track record of disparaging notions of nation building. Donald Rumsfeld, his defense secretary, did not like the idea of deploying masses of soldiers for peacekeeping. Some NATO partners, moreover, were uncomfortable with military missions in a far-away country. Germany was a prominent example. As for the UN, its leaders were wary of assuming responsibility for running an entire country the way the UN had done in Cambodia, East Timor and Kosovo. “Light footprint” sounded attractive to all of them.
• The second major mistake was that Bush started the Iraq war in 2003. It devoured resources that could have been used in Afghanistan. It also distracted attention from Afghanistan, where things seemed to be going well in 2002/2003, though they were really not going well at all.
• President Barack Obama made the third mistake. Though he correctly promised a “civilian surge” to rebuild the country, he also kept saying he wanted to withdraw our troops. His timetable hurt state building, which requires long-term, open-ended commitment. Obama’s rhetoric, however, told everyone he was losing patience. Both the Taliban and our Afghan allies heard the message and began to plan accordingly. The Taliban became increasingly confident that they would eventually prevail, and our Afghan allies had incentives to hedge by siphoning off as much money as possible, but not to take the state-building agenda seriously.

In the later two administrations, I have nothing good to say about President Joe Biden’s withdrawal or about President Donald Trump’s peace negotiations with the Taliban, which bypassed our Afghan partners and placed no meaningful demands on the Taliban, but several decisive mistakes were made long before Trump or Biden took office.

What role did other western governments play?
Well, Washington basically called the shots. At first, the idea was that individual governments would assume specific responsibilities in Afghanistan, but a sense of frustration set in by 2006. The Bush administration felt that our allies were not doing enough, which was a bit unfair, because it wasn’t doing enough itself.

I find it bewildering that western leaders cared so little about the drugs economy. It accounts for up to 30 % of Afghanistan’s gross national product (GNP). Such a huge black market is incompatible with a modern state and the rule of law.
There were actually many proposals for solving the drugs problem. Some suggested saffron cultivation could be an alternative to poppy cultivation. Others said the international community should simply buy the entire harvest to produce medical morphine. There were attempts to eradicate poppy fields. Everything stayed piecemeal, however. The point is that you cannot make meaningful progress against the drug trade if you do not have a legal system. That is especially true in a war zone. We ended up with a chicken and egg problem. Without peace, you cannot build a legal system and other institutions, but you cannot have peace, unless you have a legal system.

It is also estimated that aid accounted for about 50 % of Afghanistan’s GNP in recent years. There really was not much of an Afghan state.
Well, you have to consider the history of Afghanistan, which has basically been a client state for hundreds of years. For a long time, it depended on the British Empire, later on the Soviet Union. Afghanistan’s official government always relied on outside funding and used that funding to pay off local clients in exchange for their support. Nonetheless, the country was largely at peace thanks to many different compromises and accommodations. That changed with the Soviet invasion of 1979.

Western failure in Afghanistan is now often blamed on Afghans’ supposedly medieval mindset. I find that rhetoric condescending and misleading. The real problem is that Afghan society is controlled by warlords – as medieval Europe was, by the way. People want to survive. They do not care much about whether the armed men in front of them are legitimate in one way or another. The priority is not to get hurt and somehow keep feeding one’s family. Official legislation hardly matters in the rural regions of developing countries, where traditions rule daily life – and it is certainly not relevant in situations of strife.
The Soviets destroyed the structures of Afghan society, such as the tribal networks, landowning khans, and local mullahs. That led to the rise of warlordism and, eventually, the drug economy. After 2001, the international community should not have tolerated power vacuums at the local level. The results were persisting warlordism and opportunities for the Taliban. In the west, everyone knows that Taliban rule was brutal when they controlled the country in the late 1990s. It is less well understood that they nonetheless provided a sense of order, which was obviously very rough. They even banned poppy cultivation for one year, though many observers argue they only did so to drive up the global opium price. What matters now, however, is that Afghans are tired after four decades of war. They long for safety and some believed the Taliban were good at providing it.

And they feel disappointed in western powers. Could the US-led intervention have achieved more?
Well, both Bush and Obama signed agreements with Afghan governments, pledging long-term support. I am convinced we could have done more had we had more patience. State building cannot be done fast and definitely not quickly in a very poor, war-torn country. The depressing truth is that our leaders chose the right words, but did not follow up with action. Our Afghan partners lost faith, and the USA failed to fulfil what our presidents had promised.

Paul D. Miller is a professor of the practice of international affairs at Georgetown University in Washington DC.
millerp1@georgetown.edu

DRAFT OPINION on the draft Council decision on the conclusion, on behalf of the European Union, of the Implementing Protocol to the Fisheries Partnership Agreement between the Gabonese Republic and the European Community (2021-2026)
Committee on Development
Miguel Urbán Crespo

Source : © European Union, 2021 - EP

The Reality of Aid – Asia Pacific (RoA-AP), along with the CSO Partnership for Development Effectiveness (CPDE) – Asia, held their annual Regional Meeting, “Accelerate Efforts; Amplify Voices: Bolstering Solidarity toward People-centered Development Cooperation”. The Regional Meeting aimed to strengthen solidarity, and to facilitate dialogue among members, donors, and development actors toward effective and people-centered development action.  The Regional Meeting was composed of various events such as The Reality of Aid Report 2020/2021 Asia Pacific […]

The post Reality of Aid – Asia Pacific holds its 2021 Regional Meeting, “Accelerate Efforts; Amplify Voices” appeared first on Reality of Aid.

Vacancy Notice

Organisation

Hoffnungszeichen | Sign of Hope e.V.

www.hoffnungszeichen.de, www.sign-of-hope.org

Position

Consultant(s) for final evaluation

Type of Contract

Short-term consultancy

Location

Home-based with virtual meetings and/or field mission travel to Ethiopia, Guatemala, Philippines (tbd)

Relevant Languages

English, Spanish, Arabic, German

Application Deadline

30th September 2021

Starting Date

1st November 2021

Project Title

Disaster Preparedness: Capacity building for improved humanitarian response.

Total Project Budget

> EURO 1,000,000

 

Background and Rationale

Hoffnungszeichen | Sign of Hope e.V. (SoH) is a Christian motivated organisation for human rights, humanitarian aid and development cooperation. From its base in Constance, Germany, Sign of Hope is committed to helping those in distress and exploited people worldwide.

This final evaluation is an integral part of a project that is being funded by the SKala-Initiative and jointly implemented by SoH and eight of its implementing partners in Guatemala, South Sudan, Kenya, Ethiopia, Iraq, Bangladesh and Philippines. SoH is the private German executing agency and the contracting party.

The aim of the project is to strengthen the humanitarian response capacity of local NGOs, to improve their disaster preparedness and to strengthen the resilience of the local population. The project seeks to enable the partner organisations (1) to react quickly and efficiently in the event of a natural or man-made disaster (2) to successfully implement humanitarian relief projects and (3) to prepare the population for future disasters. As a first step strategy workshops have been conducted with each partner organization, incl. SoH to identify the respective organizational development as well as staff training needs. Based on the results of the strategy workshops individual implementation plans were developed and served as guiding document for each of the organisations throughout the project.

 

Purpose, Objectives and Use

The purpose of this evaluation is to provide SoH and our local partner organisations with a comprehensive assessment of the project, conducted systematically and impartially, as well as analyze the implementation and results of the project, propose actions to ensure sustainability of the results, identify lessons learned and information for potential future projects. The study will provide concrete, credible and practical recommendations that will assist with the timely incorporation of the findings into the decision-making process and contribute to the organizational learning of both implementing organisations.

The objectives of the evaluations are to:

1. Assess the extent to which the project has sustainably achieved its objectives and results (results matrix),
2. Analyse the extent to which the staff capacities and organizational structures of the respective partner organisation have been improved,
3. Identify the strengths and weaknesses of each partner organisation in terms of planning, management, implementation and monitoring of a disaster response project,
4. Elaborate if partners have reduced their weaknesses and improved their strengths in comparison to the identified gaps in the beginning of the project,
5. Assess the effectiveness and usefulness of the implemented activities,
6. Identify cross-cutting issues addressed through the project, including gender equality, human rights, marginalized groups, inclusion, and other issues,
7. Document lessons learned that could contribute to the improvement of the policies, structures, processes, staff capacities and identify gaps (structures, capacities) that need further attention in future.

 

Duties and Responsibilities

The Evaluation Consultant/consultancy team will work under the overall guidance of the Deputy Head of SoH’s International Assistance and Cooperation Department, in close cooperation with the responsible Humanitarian Aid officer and the local implementing partners.

Due to the number of organisations (in total nine including SoH) and the geographical spread at least part of the final evaluation will need to be conducted remotely. Preferably, the evaluation should be conducted by a team of consultants in order to realize the final evaluation in the given timeframe (below) as well as to consolidate all findings and conclusions in one report.

The duties and responsibilities of the Consultant or team of consultants will include:

• Develop a work plan outlining the proposed research methodology, geographical coverage, division of labour (amongst the team) and schedule to conduct the study,
• Conduct a desk review of relevant documents,
• Carry out several virtual meetings (if possible some local partner organisation (ETH, PHL, GTM) shall be visited in person – to be discussed due to potential COVID-19 travel restrictions) to conduct research, collect data and establish contact with the local implementing partners and relevant project stakeholders,
• Review and evaluate available data and existing sources of information, including the project proposal, annual reports, conducted studies and other documents,
• Examine institutional, technical, staffing and financial capacities of the implementing partner, as well as its relationship with the target group and other relevant stakeholders.

 

Expected Deliverables

The study will produce the following deliverables:

• an inception report, including the proposed research methodology and data collection tools, table of content and a timeline of research activities prior to the site visit to a project location,
• a comprehensive report of a maximum of 40 pages with practical recommendations and relevant annexes (including raw data and documented records). The report shall summarize the evaluation results from all partner organisations (incl. SoH) to depict the overall project accomplishments, by:
  • an elaboration on the established structures (internal (e.g. policies, procedures, knowledge management, strategies) and external (e.g. relationships to donors, relevant authorities, community-based groups, networks)) and developed capacities (e.g. familiarity with quality standards, project management, sector knowledge) in comparison to the initial strategy workshop.
  • a conclusion whether the partner has been strengthened in their disaster response capacities and achieved the project objective of delivering timely, effective and relevant humanitarian assistance in the event of a disaster to mitigate the impact on the local population

A report template will be provided to serve as guidance and can be used as a structure for the final report. 

 

Study Quality and Ethical Standards

The study team will take all reasonable steps to ensure that the study is designed and conducted to respect and protect the rights and welfare of the people and communities involved. Furthermore, the study should be aligned to the following standards and applicable practices:

• Utility: Study must be useful and used.
• Feasibility: Study must be realistic, diplomatic and managed in a sensible, cost-effective manner.
• Ethics and Legality: Study must be conducted in an ethical and legal manner, with particular regard for the welfare of those involved in and affected by the Study.
• Impartiality and Independence: Study should be impartial, providing a comprehensive and unbiased assessment that takes into account the views of all stakeholders.
• Transparency: Study activities should reflect an attitude of openness and transparency.
• Accuracy: Study should be technically accurate and credible, providing sufficient information about the data collection, analysis, and interpretation methods so that its worth or merit can be determined.
• Participation: Stakeholders should be consulted and meaningfully involved in the study process when feasible and appropriate.
• Collaboration: Collaboration between key operating partners in the study process improves the legitimacy and utility of the study.

The study must be in line with SoH guiding principles and Code of Conduct.

 

Process/Timeframe

The total duration of the assignment is up to 35 working days within the period from 1st November 2021 to 6th December 2021.

 

Qualifications and Experience

 Essential:

• Minimum of 5 years of project evaluation and/or implementation experience in the result-based management framework
• Proven experience of conducting feasibility studies, evaluations and other research projects
• Technical and methodological knowledge to conduct research projects and formulate conclusions based on a solid methodology, assessing projects for relevance, coherence, effectiveness, efficiency, impact and sustainability of projects
• Experience working with humanitarian non-governmental organisations (NGOs) and partnered projects
• Fluency in written and spoken English

Desirable:

• Experience in the relevant field/sector and disaster preparedness
• Professional familiarity with the project countries/regions
• Practical experience of working for and/or evaluating development/relief projects
• Fluency in Spanish, Arabic and/or German

 

Academic Background

An advanced level university degree (Masters’ degree or equivalent) in social sciences, public administration, international development studies, humanitarian aid and/or disaster management. A first-level university degree in combination with additional years of qualifying experience may be accepted.

The Evaluation Consultant(s) is/are to be independent and impartial with no liabilities to any other organisation or government entity regarding this evaluation.

 

Application Process

As mentioned above: Taking into account the extent (content, geographical spread), the timeframe as well as the expected deliverables of the evaluation SoH prefers a team of at least three persons. How the team is being set-up (independent consultants, organisation) is the responsibility of the applicant(s).

Please submit the following documents with the subject “Evaluation SKala Disaster Preparedness” to procurement@sign-of-hope.org no later than 30th September 2021:

• CV indicating all relevant experiences (of all persons of the team),
• contacts of at least two professional references,
• a cover letter, including a brief description of the proposed research methodology (technical proposal max. 1 page) and a comprehensive breakdown of costs (financial proposal), including professional fees and all other relevant costs, including travel expenses,
• a writing sample of the document of similar research value (for example, a feasibility study, an evaluation report).

 

Female candidates and teams representing all genders are strongly encouraged to apply.

 

Save the Children Deutschland e.V. [Newsroom]
Berlin (ots) - In einem gemeinsamen Appell rufen zehn Hilfs- und Entwicklungsorganisationen die Fernsehsender ProSieben, Sat.1 und Kabel Eins dazu auf, bei der TV-Debatte der drei Kanzlerkandidat*innen am kommenden Sonntag humanitäre und ... Lesen Sie hier weiter...

Original-Content von: Save the Children Deutschland e.V., übermittelt durch news aktuell

 

Seit 2008 stellt die GFA im Auftrag des Bundesministeriums für Wirtschaft und Energie (BMWi) die Geschäftsstelle der Exportinitiative Energie bzw. die Geschäftsstellen der Vorgängerinitiativen Erneuerbare Energien und Energieeffizienz.
Aufgabe der Geschäftsstelle ist die operative Umsetzung der Exportinitiative. Sie unterstützt das BMWi bei Steuerungsaufgaben, der Weiterentwicklung des Förderangebotes, der Programmplanung sowie der Koordinierung der beauftragten Durchführer. Darüber hinaus übernimmt die Geschäftsstelle die Öffentlichkeitsarbeit und die Betreuung und Weiterentwicklung des Internetangebots (Webseiten, Social Media) der Exportinitiative in Abstimmung mit dem BMWi.

Job description

Die Aufgaben des/der Manager*in Kommunikation: Onlineredaktion und Öffentlichkeitsarbeit umfassen:
 
Allgemein

• Verantwortung und Steuerung der Aktivitäten im Bereich Onlineredaktion und Öffentlichkeitsarbeit und des Öffentlichkeitsarbeits-Teams der Geschäftsstelle inkl. Konzeption und Weiterentwicklung
• Zentrale AnsprechpartnerIn für die BMWi-Referate Exportinitiative Energie, Öffentlichkeitsarbeit und Presse

 
Bereich Onlineredaktion

• Inhaltliche Pflege und Aktualisierung der Webseiten der Exportinitiative Energie (deutsche Webseite & englische Webseite) mithilfe des Content Management Systems „Government Site Builder“, basierend auf CoreMedia
• Erstellung, Koordination und Planung der Inhalte für die Webseiten
• Kontinuierliches Projektmanagement und Qualitätssicherung für die Webseiten (bspw. Redigieren von Texten)
• Unterstützung, Beratung und Projektmanagement bei der inhaltlichen und technischen Weiterentwicklung der Internetangebote der Exportinitiative Energie, inkl. möglicher Relaunchs oder Überarbeitungen
• Koordination der verschiedenen Dienstleister des BMWi für die technische Administration und inhaltliche Zuarbeit für die Webseiten
• Monitoring der Webseiten mithilfe des Monitoring-Tools etracker und regelmäßige Pflege einer Nutzerstatistik

 
Bereich Öffentlichkeitsarbeit

• übergeordnete Koordination und Konzeption der Aktivitäten im Bereich Öffentlichkeitsarbeit (inkl. Auslandsmarketing und Budgetübersicht)
• Unterstützung der anderen MitarbeiterInnen im Bereich Kommunikation bei der Konzeption und Planung einzelner Maßnahmen
• Umsetzung, Weiterentwicklung und Abstimmung des Kommunikationskonzepts der Exportinitiative Energie
• Beratung bei der Weiterentwicklung des Content Marketings der Exportinitiative Energie

 
Weitere Aufgaben:

• Selbstständige Erarbeitung und Durchführung von Präsentationen auf Veranstaltungen der Exportinitiative sowie von externen Partnerorganisationen
• Unterstützung des Fachreferats bei der Zulieferung von Informationen zur Vorbereitung von Gesprächselementen, Sachständen, Reden etc.; Vorbereitung von Präsentationen
• Konzeptionelle Mitarbeit zur allgemeinen Weiterentwicklung der Exportinitiative Energie

Qualifications

Mindestanforderungen

• Abgeschlossenes Hochschulstudium
• Erfahrung im Umgang mit Web Content Management Systemen und Webseitenmonitoring
• Mindestens 4 Jahre einschlägige Berufserfahrung im Bereich Öffentlichkeitsarbeit und Redaktion mit Schwerpunkt Onlinekommunikation
• Berufserfahrung im Bereich Konzeption, Koordinierung, Planung und Umsetzung von Kommunikationsmaßnahmen
• Fließende deutsche und englische Sprachkenntnisse in Wort und Schrift
• Fähigkeit zum präzisen, guten und schnellen Formulieren von Texten und Materialien sowie verständlicher Darstellung komplexer Sachverhalte für unterschiedliche Zielgruppen
• Sehr gute Kommunikations- und Präsentationsfähigkeiten
• Strategisches Denken sowie Teamfähigkeit und Führungskompetenz
• Empathisches, selbstbewusstes und diplomatisches Auftreten

 
Zusätzlich wünschenswerte Qualifikationen

• Journalistische Ausbildung/Volontariat
• Erfahrung mit öffentlichen Auftraggebern
• Kenntnisse im Bereich Energie/ Energieeffizienz /Erneuerbare Energien
• Auslandserfahrung im Rahmen des Studiums und/oder der Berufstätigkeit
• Erfahrung als ProjektmanagerIn und/oder Consultant
• Moderationsfähigkeiten

 
Interessierte KandidatInnen schicken bitte ihre vollständigen Unterlagen (Anschreiben, CV sowie min. drei Arbeitsproben) per E-Mail an Regine Reuter, Recruitment Specialist,
GFA Consulting Group GmbH, reuter@gfa-group.de
Tel.: +49 (0) 40 60 30 6-121

Grifols [Newsroom]
Barcelona, Spanien (ots) - · Grifols wird das bestehende Aktienkapital der Tiancheng (Germany) Pharmaceutical Holdings für 1,1 Milliarden Euro erwerben. Die Tiancheng (Germany) Pharmaceutical Holdings ist Eigentümerin von 90% der ... Lesen Sie hier weiter...

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Comundo places and accompanies professionals on assignments in Africa and Latin America and is the leading Swiss organization for personnel development cooperation. The cooperation with local partner organizations contributes to the sustainable improvement of the living conditions of children, youth and older people. We offer you the chance to share your knowledge and experience and at the same time set a unique milestone in your biography!

For our program in Kenya, we are looking for a

Specialist for Health Education & E-Learning

 

The global impact of Covid19 has shown how important it is that we rethink the way we learn. It is becoming more important to be able to work and study from home. In Kenya, the potential benefits of e-learning options are made even more important by the additional challenges of economic hardship, quality of teaching, transportation problems, and the lack of educational opportunities for millions of young men and women.

Since 2007, the Kenya School for Integrated Medicine has used traditional learning methods (face-to-face teaching) in its learning programs. The school has now recognized the need to provide a more blended learning experience to meet the needs and aspirations of students, local communities, and the country at large. The College has decided that e-learning will become an important component of the instructional program that will enhance the quality of learning and allow for the expansion of the student community. A comprehensive e-learning concept will be developed based on which an e-learning platform will then be established, and e-learning programs will be developed.

Your activities / tasks

As a Comundo co-worker, you will contribute to strengthening the school’s education department.

Specifically, you will provide support so that e-learning becomes an important component for the school and enables the expansion of the student community. Among others you will:

• Develop an e-learning concept and guidelines and set up an e-learning platform.
• Do a needs assessment on training areas and content and of teachers’ digital capacities.
• Train teachers, IT staff and students.
• Development of digital teaching materials and e-learning modules.
• Actively seek contact with other colleges involved in e-learning.

Your profile

• Working experience in health education and the use of e-learning technologies and tools
• Understanding and expertise in education management
• Familiarity and confidence in using e-learning platforms and with TEL (technology enhanced learning)
• Teaching experience is and added advantage
• Ability to work respectfully with children, youth, and women from vulnerable and impoverished backgrounds
• Good English language skills

For further information, please check our website.

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