Terms of Reference

CCCM Project Manager

JOB PURPOSE

The Project Manager, under operational management of the Area Coordinator and technical guidance of the Country Project Coordinator and the CCCM regional Technical Coordinator, is responsible for ensuring proper implementation of ACTED’s CCCM projects in Somalia and Somaliland. The Project Manager oversees field operations and ensures effective and timely completion of activities, delivery of quality outputs and achievement of outcomes with maximum impact for beneficiaries. The Project Manager supervises the project staff in day-to-day management of all aspects of the project and liaises with relevant internal departments and external partners and project stakeholders. The Project Manager also contributes to CCCM proposals, assessments, reporting and evaluation, and may be solicited on the mission’s country strategy as pertains to CCCM aspects.

CHAIN OF COMMAND

Under the authority of:

-         Area Coordinator of the base where the staff is recruited (administrative and operational)

-         Country Project Coordinator (technical), CCCM Technical Coordinator (technical)

Line Management (shared with Area Coordinators):

-         CCCM specialists, CCCM Protection officer and CCCM Information Management Officer

WORKING RELATIONS

Internal Relations:

-    FLATS Area and Country Teams

-    PD Department

-    MEAL Department

-    Area Coordinators

-    Technical Coordinators (FSL and WASH)

External Relations:

-    Beneficiaries

-    CCCM Cluster at national and sub national level

-       Camp Management Committees

-       All aid actors working in CCCM and related sector in the site areas

-       Local authorities

-       Acted’s Implementing Partners

-    Suppliers / service providers / sub-contractors

OBJECTIVE

To ensure that all CCCM programming is implemented in a timely, qualitative, accountable and professional manner, according to objectives, goals and indicators, in line with donor requirements, Acted strategy and based on beneficiary needs.

DUTIES AND RESPONSIBILITIES – PROJECT MANAGEMENT

1.      Project Planning

a)      Develop overall project implementation strategy, systems, approaches, tools, and materials

b)      Organize project kick-off and close-out meetings

c)       Plan the various stages of project implementation and set direction by prioritizing and organizing activities and resources to achieve project objectives

2.      Project Implementation Follow-up

a)      Oversee and manage the implementation of the project ensuring that technical quality and

standards are considered and respected during project(s) implementation

b)      Organize regular project coordination meetings with project team

c)       Ensure budget utilization and physical target achievements are reviewed at least once a month as per work plan

d)      Ensure project implementation is on time, target and budget, using effective MEAL systems to reach desired impacts

e)      Ensure that the project is implemented in accordance with relevant ACTED technical guidelines and standards

f)       Anticipate and mitigate risks and trouble-shoot any unforeseen challenges during the project implementation

g)      Regular update the work plan, output tracker, PMF and other documents relevant for effective project management

3.      Administration and Operational Management of Project Implementation 3.1. Finance

a)     Review the BFU(s) and provide accurate forecasts with BOQs

b)    Forecast monthly cash requirements of the project and submit to Finance department

3.2. Logistics

a)      Contribute to the development of Procurement plans

b)      Send accurate and precise order forms in a timely manner

c)       Contribute to quality checks and procurement committees to finalise suppliers’ selection according to applicable scenario

d)      Confirm quality of material selection if and when applicable

e)      Ensure a proper management and use of the project assets and stocks

f)       Plan team movements based on available fleet and applicable policies

3.3. Administration/HR

a)      Participate in the recruitment of technical staff (development of organigrams, ToRs, elaborating the tests and reviewing them; interviews etc)

b)      Ensure that project staff understand and are able to perform their roles and responsibilities

a)      Follow-up the work plans and day-to-day activities of the project staff

b)      Manage the project staff in cooperation with Area Coordinators

c)       Ensure a positive working environment and good team dynamics

d)      Undertake regular appraisals of staff and follow career management

e)      Manage interpersonal conflicts

c)       Ensure capacity building among staff in relevant sectors

3.4. Transparency

a)      Ensure project records and documents (Flat files, beneficiary list, donation certificates, attendance sheets etc) are adequately prepared, compiled and filed according to ACTED procedures

b)      Ensure staff awareness of, and respect of, ACTED’s code of conduct and FLATS procedures

3.5. Security

a)      Ensure that each member of the project team is aware of security issues, policies, SOPs and they follow them accordingly

c)       In cooperation with the relevant Security Officer, monitor the local security situation and inform the Area Coordinator and Country or Area Security Officer of developments through regular written reports;

d)      Contribute to the updating of the security guidelines in the project area of intervention;

4.      External Relations

a)      Support, facilitate or undertake communication and liaison activities to actively consult and involve beneficiaries, key informants, actors, partners and stakeholders in all stages of project design and implementation

b)      Cultivate good relations with key humanitarian actors – local and international, including government authorities and non-state actors, through regular attendance at technical meetings and bilateral meetings

c)       Ensure that at all times contact with beneficiaries is conducted in a sensitive and respectful manner

d)      Where relevant, liaise with donors and work closely with partners on project updates, site visits and other communication

e)      Identify opportunities to collaborate and coordinate efforts with other organizations to ensure our activities build upon - rather than replicate - the work of others

5.      Quality Control

a)      Assess the activities undertaken and ensure efficient use of resources;

b)      Undertake regular field visits to provide technical guidance and supervision as well as regularly monitor the progress of project activities

c)       Ensure lessons learned are documented, shared and reflected in project planning and decision making

d)      Advise on, and assist with, project reviews conducted by MEAL

e)      Ensure quality control, analysis of added-value and impact, identification and capitalization on best practices and lessons learnt and provide relevant feedback for new project development

f)       Identify and analyse gaps, ACTED’s added value, synergies and opportunities in the areas the project(s) is / are implemented and pass relevant information to the N+1

6.      Reporting

a)      Provide regular and timely updates on progress and challenges to supervisors and other team members

b)      Draft (internal) narrative reports and contribute to the development of financial reports through regular budgetary follow up.

c)       Contribute to drafting of (external) project progress reports, ensuring the quality and accuracy of technical information provided

DUTIES AND RESPONSIBILITIES – PROJECT SPECIFIC

CCCM core activities

-          Liaison and coordination with all humanitarian partners working at site level and area level

-          Advocacy with humanitarian agencies, site managers to progress towards achieving humanitarian standards

-          Implementation of the CCCM Area Based Approach in urban areas

-          Oversight of CCCM Officer monitoring service provision by humanitarian partners at site level

-          Maintenance of strong relationships with site Camp Committees and community leadership

-          Supervise assessment and works on site infrastructure and physical service delivery

-           Set up/support improvement of information management systems, including: identification of information gaps, design of tools, data collection oversight, data analysis and drafting of reports

-          Support and promote participation of women, youth, and marginalised groups

-          Development of capacity-building strategy for the CCM team

-          Development of handover and exit strategy, in collaboration with CCCM TC and CPC, CCM Specialist and aligned with the CCCM Cluster strategy

-          Attend the CCCM National Cluster and ensure attendance at Sub-national level

-          Align and conform with all CCCM Cluster reporting tool and reporting matrix

Partner coordination and service monitoring

-          Support teams to liaise and coordinate with all humanitarian partners and stakeholders (including relevant authorities) working in the sites, on a day-to-day basis

-          Support teams to monitor service provision by partners at site level; working with partners to develop agreed minimum standards and service delivery quality.

-          Supporting teams to ensure timely reporting of gaps and/or duplication in service delivery and advocating through the appropriate mechanism for achieving agreed minimum standards and service delivery quality

-          Referral of urgent needs at a settlement level to relevant humanitarian actors

Community participation and representation

-          Support teams to establish community focal points/committees in the sites (Camp management Committees in all sites and DRR and Flood Committees when needed), ensuring representation and participation of women, youth, and marginalized groups (governance structure set up can vary depending on the site)

-          Ensure regular meetings are ongoing between community representatives and humanitarian agencies

-          Support organization of trainings to community committees, humanitarian agencies, and community members, on relevant topics (e.g. protection, fire response), alongside CCCM Specialists and Officer

Two-way communication with communities and accountability

-          Systematically track types of information needs or information requested at area level

-          Inform national CCCM Sector and humanitarian sectors on what information gaps exist and coordinate plans to address them

-          Understand community intentions. Using this data, undertake evidence-based advocacy with relevant govt actors and partners to support Durable Solutions

-          Support teams to undertake area level messaging and ensure access to information for displaced communities so that they can make informed choices

-          Support implementation of Complaints and Feedback Mechanism (CFM) in the sites, including data management, referrals, rumour tracking, and closing the feedback loop

Information Management

-          Maintain an updated service map at a Cluster level, with contact details and service details for all humanitarian (and other) services

-          Support the improvement of IM in a site/area, in collaboration with the Information Management Officer, including: identification of information gaps, design/review of tools, databases and reports, data collection oversight

-          Ensure regular and accurate submission of data to internal and external tools

-          Ensure relevant information is shared back with partners, external stakeholders and communities

Infrastructure and site maintenance/community led projects

-          Supporting regular assessment of site infrastructure and physical service delivery in the area and identification of hazards alongside safety audit (e.g. drainage, roads, water supply, community infrastructure)

-          Support teams to develop and implement Community Led Projects that fulfil community identified Care & Maintenance goals where budget is available; overseeing planning and implementation by contractors as needed

-          Consider environmental impacts of infrastructure works from planning to implementation and taking all the necessary measures to mitigate the impacts as much as possible

Protection mainstreaming

-          Consider gender, protection, and GBV concerns in all CCCM activities

-          Ensure CCCM teams undertake regular participatory safety audits

-          Ensuring that all site maintenance and infrastructure and shelter interventions are carried out through a vulnerability lens; always consider accessibility to infrastructure and inclusion of people with specific needs

-          Promote and adhere to ACTED’s Prevention of Sexual Exploitation and Abuse policy (for site residents, ACTED staff, partner agencies, casual labours)

-          Promote participation and representation of women, youth, people with specific needs, and marginalised groups in all CCCM and partner activities

-          Support establishment of referral mechanisms, in collaboration with protection partners

-          Support vulnerable persons including through referral to protection partners, and coordination of support at specific events (e.g. distributions, registration)

-          Ensure data protection and confidentiality is respected in all activities

Cross-cutting issues

Involvement into the initiatives at mission level to be integrated into CCCM activities and development of the:

•      Vulnerability Based Targeting (VBT)

•      Post Distribution Aid Diversion (PDAD) understanding and mitigation measures.

•      The aggregated Complaint and Response Mechanism (CRM) in close partnership with the MEAL department

•      The New Arrival Tracker form the CCCM Cluster and its integration into Food Security targeting tool

HR

-          Day to day supervision and line management of CCCM specialists, Protection officer and Information Management Officer

-          Recruitment and training of new staff

-          Identification of capacity-building needs and opportunities of the CCCM team, and coordination with CCCM TC/HR Dept. to achieve these through support or training

KEY PERFORMANCE INDICATORS

•    % of milestones completed on time as per the original plan

•    % Project completed within budget flexibility (not requiring a budget amendment for project lines)

•    % of contractual performance indicat