Attachment 3 Integrated Programming Roles and Responsibilities.pdf

USAID/Ethiopia Roles and Responsibilities in Low to High Integrated Development Programming

October 17, 2019

1. Development Objective Lead

● Plays a coordinating and collaborative oversight role for projects and activities.

● Works within the Development Objective (DO) and across the Mission portfolio.

● Capitalizes on the institutional knowledge and expertise of the Mission to establish well-informed and evidence-based development interventions. 1

● Searches for and capitalizes on natural synergies across the portfolio. 2

● Supports project leads by helping them to address human or financial resource constraints, technical issues, and bottlenecks. Employs adaptive management for more effective implementation processes.

● Empowers and relies on project leads for advice to inform decisions. Strives to achieve consensus, but ultimately decides on which recommendations are presented to the Front Office. 3

● Provides clearances on all major actions and decisions including strategic adjustments, project design planning and authorization, and resourcing.

● Clears on official submissions of program, budget, and performance related planning and reporting exercises related to the DO and associated projects. 4

● Keeps the front office sponsor apprised of the DO’s progress and flags technical or personnel issues in a timely manner.

● Helps the project lead secure needed staff time in support of the project.

● Supports the project lead with resolving technical or personnel-related performance issues that are not managed at the project level.

● Provides performance feedback about project team leads.

● Builds strong relationships and communicates regularly with other DO leads and project leads.

● Leads by example in supporting more effective ways of working.

1 This can include other DO leads, office directors, technical supervisors, technical team leads, technical experts, technical coordinators, and earmark advisers. This can also include actors in Washington, other donors, or partners.

2 Integrated programming is most effective when it occurs where it makes sense. There are varying levels of integration in the Mission’s projects and activities and should be treated accordingly. NOTE: Low versus high integration projects only indicate the degree of consultations and input needed from other technical sectors for developing the project.

3 In cases where conflict or disagreement on technical matters are not resolved or maintained at the working level, the Front Office, with support from relevant offices, will mediate and provide swift and conclusive resolution. Any employee may elevate a technical or performance related issue directly to the Front Office to attain resolution.

4 There could be instances where funding supports an activity outside of the DO and project. In such cases, staff should use their best judgement in deciding on appropriate clearances.

USAID/Ethiopia Roles and Responsibilities in Low to High Integrated Programming

2. Project Leads (design and/or implementation)

● Leads the design or implementation of a project in support of a Mission DO.

● Identifies the technical expertise, skill sets, and level of effort required for the success of the project. Advises the DO Lead on required human and financial resources for the project.

● Ensures strategic and technical alignment with the DO and capitalizes on any natural synergies within the DO or across the Mission’s portfolio.

● Serves as the subject matter expert and primary technical adviser to the DO Lead.

Advises on all major decisions related to technical direction and programmatic or personnel-related performance management issues.

● Empowers and supports project team members to fully participate in the design and implementation process. Strives to achieve consensus, but is ultimately the decision-maker for which recommendations are presented to the DO Lead. 5

● First responder to technical or management issues. For technical challenges that cannot be addressed at the project level, the project lead should work through the DO lead, with technical office support, as needed.

● Represents the project to the Mission and/or external stakeholders.

● Represents the project in Mission portfolio reviews in coordination with the DO

Lead and project team members.

● Leads efforts to respond to Mission-wide program, budget, and performance related planning and reporting exercises, i.e. Operational Plan, Performance Plan and Report.

● Engages and coordinates with other project leads or CORs/AORs when activities contribute to multiple projects 6

5 In cases where conflict or disagreement on technical matters are not resolved or maintained at the working level, the DO lead will mediate and provide swift and conclusive resolution. For technical or performance-related issue, the DO lead will mediate, with support from relevant offices, as appropriate. Any employee may elevate a technical or performance related issue directly to the DO lead to attain resolution.

6 The Office of Acquisition and Assistance can provide support in resolving issues related to proper activity management and performance.

3. Technical Office Director

● Primary representative, overseer, and manager of a technical sector or group of technical sectors under an office.

● Advises on technical best practices, standards, and tracks new knowledge.

● Advises and supports Mission stakeholders in planning, developing and implementing strategic objectives, resourcing, project design and implementation, and performance management.

● Coordinates and mobilizes technical human and financial resources to fully support projects. Primary decision-maker on the allocation of staff time and level of effort.

● Searches for, identifies, and capitalizes on natural synergies.

● Advises Mission stakeholders on the appropriate use of earmarked funds. 7

● Coaches and mentors supervisory and technical staff under his or her purview to work more effectively across the spectrum of low to high integrated projects.

● Supports DO and project leads with resolving technical or performance-related challenges.

4. COR/AOR/ Activity Managers

● Plays a critical role in the design, execution, or management of an activity that is integral to a project.

● Collaborates and coordinates with DO and project leads, with support from technical offices, to manage competing demand on the implementing partner.

● Coordinating with the Contracting Officer (CO), employs adaptive management principles in the pursuit of any needed modifications to the award.

● Fulfills all duties of the AOR/COR designation letter.

● Advises DO and project leads on issues related to appropriate interventions per earmark language and reporting requirements.

● Communicates with implementing partners on the Mission’s integrated approach and shares back information on practical considerations related to implementation.

● Manages activity performance for results in accordance with Agency policies.

7 While the Mission’s financial resources are used for reaching Mission-wide objectives, the technical office is especially well-suited to advise on the appropriate use of earmarked resources. As such, the technical offices play a critical role in helping the Mission flexibly, but appropriately, manage the Mission’s financial resources.

5. Other Supervisors and Team Leads

● Supports employees with developing work objectives and work plans to support project design and implementation, as appropriate.

● Address all employee performance management issues, including providing performance feedback and supporting action planning.

● Manages and coordinates staff level of effort and time commitments in support of Mission DOs and projects.

● Ensures the participation of team members or direct reports to advance the Mission’s DOs and projects.

6. Front Office

● Provides overall strategic vision and direction and ensures advancement of the Mission’s strategy.

● Creates a more conducive environment for low to high integrated development programming.

● Champions innovative approaches for integrated programming. Encourages risk-taking and adaptive management approaches.

● Greenlights projects at the Project Design Plan (PDP) and Project Appraisal Document (PAD) stages.

● Decides on budget, staffing, and overall technical direction.

● Provides an additional level of oversight to support projects. Holds regular meetings with DO and project leads to track progress.

● Resolves disputes that are not managed at the DO, project and/or office levels.

7. Program Office

● Ensures the alignment of Mission projects and activities with the strategy.

● Serves as active members of DO and project teams.

● Guides Mission staff on planning, resourcing, managing and implementing integrated programming.

● Supports Mission experimentation with creative methods and approaches.

● Leads change management efforts through Mission processes, systems, and people.

● Supports collaboration, learning and adaptive management approaches.

● Promotes an enabling environment for successful integrated programming.

● Oversees process management, trouble-shoots, and resolves challenges.

8. Office of Acquisition and Assistance

● Reviews project and activity designs and advises on appropriate instruments.

● Directs CORs/AORs to effectively managing contracts and grants to achieve maximum performance and programmatic results.

● Provides leadership in moving the Mission’s concept of integrated programming to practical field settings.

● Identifies and shares innovations in procurement to drive high impact awards.

● Maximizes the integration of performance-based management approaches in contracts and grants.

● Ensure statutes and Agency policies are integrated in project and activity designs.

9. Executive Office

● Supports a more conducive culture for integrated programming through expectation-setting and performance management.

● Works with supervisors and employees in developing work objectives, work plans, and guidance on evaluating performance within a matrix management structure.

● Support DO and project leads to address performance related issues.

10.Office of Financial Management

● Supports the Mission’s budget execution and management.

● Supports DO, project leads, and COR/AORs to track expenditures and make informed decisions.

11.Resident Legal Office

● Advises on legal issues that could arise in integrated programming, especially as it relates to allocating earmarked resources to support elements of the Mission’s portfolio.

● Guides planning and design teams as they consider more integrated approaches to ensure compliance with relevant policies and statutes.

● Advises and assists with drafting new Mission processes and procedures related to managing and implementing programming.