1. JOB DESCRIPTION – PROJECT MANAGER
Key Purpose of the role:
To contribute towards IRDNC’s strategic objectives by planning, leading, organising and coordinating multiple special projects in the Kunene and Zambezi regions. The projects manager is responsible for leading a team of professionals in completing projects by a set deadline to achieve specific outcomes for multiple donor-funded initiatives. Duties include managing human, financial and other resources for different projects and advocating for additional funding when necessary, hiring professionals or selecting project team members from existing departments and setting or adjusting project schedules to adhere to deadlines in the fields of natural resource management, and nature-based livelihood developments, so that agreed community-based natural resource management impacts are achieved.
Over the course of a project, the Project Manager will need to communicate with staff conservancies, partner organisations and key stakeholders, make decisions and monitor the progress of special projects to keep it on schedule.
Key Responsibilities:
- Project planning
- Fundraising
- Legal, Compliance and Risk Reviews
- Assigning and managing project resources
- Effective decision making
- Serving as point of contact for projects
- Effective communication
- Quality control
- Project reviews
- Public relations – cooperate with all key stakeholders
- Reporting – management and donor reports
- Administrative oversight – human resources, offices, infrastructure, supplies and assets
- Financial oversight – measure, evaluate and correct performance (budgets and cost-effectiveness)
Key Performance Areas: [KPA’s]:
- Project planning – Creating long- and short-term project plans for multiple projects in Kunene Region, setting targets for milestones and adhering to deadlines
- Fundraising – contributing towards preparing and submitting donor proposals
- Legal, Compliance and Risk Reviews
- Legal, Compliance and Risk Review of Project Documents
- Assigning and managing project resources
- identifying and assigning project resources, including human resources, finances, appointment of specialists and procurement and allocation of assets and goods
- project staff, specialist consultants, finances, assets and other resources are managed effectively and efficiently
- Establish and maintain clear lines of delegation, communication and reporting
- Effective decision making – clear analysis of options and justification for course of action when presented with multiple options for how to progress with the project
- Serving as a point of contact for projects – ensure synergy between team members from different operational units assigned to the same project
- Effective communication – ensure that executive and operational management remains informed, and projects are aligned with set goals
- Quality control – perform quality control on projects throughout development to maintain the standards expected
- Project reviews – regularly adjust schedules and targets on projects as needed or financing for projects change
- Fundraising – contributing towards preparing and submitting donor proposals
- Public relations – cooperate and build relationships with key stakeholders and project beneficiaries
- Reporting – compile and submit management and donor reports
- Administrative oversight – human resources, offices, infrastructure, supplies and assets
- Financial oversight – measure, evaluate and correct performance (budgets and cost-effectiveness)
Key Performance Indicators [KPI’s]:
- Project planning
- Project plans are created in line with required formats and levels of detail and submitted in time, with clear targets for milestones and deadlines
- Fundraising
- Donor proposals are prepared in line with required formats and levels of detail and submitted in time
- Legal, Compliance and Risk Reviews
- Review Project Grant Agreements to ensure compliance
- Review of Agreements and Memorandum of Understanding/Memorandum of Agreement related to Projects
- Assigning and managing project resources
- Project resources, including human resources, finances, specialists, assets and goods are identified, procured and assigned within agreed time frames and budgets
- All internal human resources are assigned with the full understanding and acceptance of their line managers in IRDNC
- IDRNC staff, specialist consultants, finances, assets and other resources are managed effectively and efficiently within budgets and timeframes
- Clear lines of delegation, communication and reporting are established and maintained
- Effective decision making
- decisions, recommendations and/or justifications for decisions are presented with a clear analysis of options and adopted course of action, when presented with multiple options
- Serving as a point of contact for projects
- there is consistent synergy between team members from different operational units assigned to the same project and no valid complaints are received of conflicting instructions or guidance
- Effective communication
- executive and operational management are satisfied that they remain informed, and that projects are aligned with agreed goals
- Quality control
- all projects are monitored, and quality control is maintained and reported quarterly on all projects, throughout development phase up to hand over, to ensure the expected standards are maintained
- Project reviews
- project schedules and targets are reviewed and if necessary adjusted quarterly on all projects if needed or when financing for projects change
- Fundraising
- Fundraising proposals are prepared in line with required formats and levels of detail and submitted in time
- Public relations
- good cooperation relationships are reported by all key stakeholders and project beneficiaries
- Reporting –
- management and donor reports are consistently compiled and submitted on time and in the required formats
- Administrative oversight
- human resources, offices, infrastructure, supplies and assets are managed and maintained in line with IRDNC policies and procedures
- Financial oversight
- financial resources are measured against budgets and for cost-effectiveness, evaluated and where necessary performance is corrected
- Unit’s performance management – people, IT and automated systems
- Regular (preferably quarterly) feedback, review and planning meetings with project staff, consultants and Regional teams are held
- All system and process control measures as reflected in manuals are in place and have not been breached.
- Administrative oversight
- Human resource policies and procedures are followed
- Offices are managed effectively and efficiently
- All infrastructure is well managed and maintained
- All supplies are used effectively and efficiently
- Assets are well maintained and accounted for as per policies and procedures
- Financial oversight
- Efficient management of financial resources is measured and evaluate monthly and performance is corrected
- Financial deviations beyond 5% are reported within 30 days of month-end, with clear explanation and where necessary; remediation action planned
Key working relationships: internal/external
Internal:
Chief Operating Officer, Operations Managers, Landscape coordinators, management, peers, support services
External:
Conservancies, partner organisations, MET, other line ministries, local and regional government, traditional leadership, donors, media.
Resources responsible for:
- Financial: All funded activities and approved budgets allocated to the region
- People: All project staff and consultants
- Equipment: All unit assets (office, vehicles, equipment, furniture) and Grant Fund related IT and automated accounting systems.
Person Specification: Essential qualifications, competences.
Minimum Masters level degree; or advanced professional qualification e.g. project management; or Degree level plus 5 years CBNRM experience at a senior level with an excellent track record.
Project management skills. Critical thinking and problem solving. Planning, organising, executing and reporting.
Decision Making and Communication skills. Influencing and Leading. Team working and delegation. Negotiation, conflict management, adaptability, people management skills. Ability to deal with pressure.
Coaching and mentoring.
2. JOB DESCRIPTION – BNP LANDSCAPE COORDINATOR
Key Purpose of the role:
To contribute towards IRDNC’s overall strategies and regional work plan by providing integrated CBNRM support to all conservancies/associations (both emerging and gazetted) within the assigned cluster(s) in the areas of Natural Resource Management, Business and Enterprise Development and Governance and Financial Management.
Key Responsibilities:
- Support to Conservancies and Associations:
- Governance and Financial Management Support
- Business and Enterprise Development Support
- Natural Resource Management Support
- Complex Development and Management Support
- Technical support in the field of Livelihood and Traditional Knowledge
- Management, finances and administration of Cluster
- Any other task assigned by the Operations Manager
Key Performance Areas: [KPA’s]:
- Association Support – Association Governance and Financial Management, Business and Enterprise Development, Natural Resource Management
- Complex/Cluster Development Support – Complex Plans development, implementation and reviews, coordination of activities and managing relationships with all key stakeholders
- Technical support and training to regional staff and other cluster coordinators and conservancies in the specialised field of Livelihood and Traditional Knowledge
- BNP Cluster Management, Finances and Administration – policies and procedures (full compliance), administration (monthly work plans, advances, expense claims, procurement), reports (annual budgets, event sheets, monthly time/log sheets, activity reports) and management of staff and other resources.
Key Performance Indicators [KPI’s]:
- Kyaramacan Association has received regular visits (at least once a month) from the Cluster Coordinator in all thematic areas of responsibility:
- Association Governance and Financial Management Support
- The Association has been assisted using the NACSO governance checklist
- Kyaramacan Association is compliant with MET requirements (AGMs held, submission of Plans, Reports and unaccounted expenditures)
- Kyaramacan Association has successfully completed all annual events (AGMs, bi-annuals, audits, etc.),
- Association Governance and Financial Management Support
- Discrepancies and non-compliance by Kyaramacan Association cannot be attributed to a lack of support or advice from IRDNC
- Business and Enterprise Development Support
- All business opportunities have been identified for Kyaramacan Association (Tourism, Hunting and other enterprises)
- All identified opportunities have a plan which is being implemented
- Kyaramacan Association has received support in reviewing Business Development and Sustainability plans and Benefit Distribution Plans
- All JMC meetings for each concession received support from IRDNC (using the compliance framework)
- Natural Resource Management Support
- Kyaramacan Association has natural resource inventories and management plans and are complying with all requirements related to event book system and audits, Wildlife Management and Utilization Plans, Human Wildlife Conflict Management Plans and Game Count exercises
- Complex/Cluster Development Support
- Complex/Cluster Plans that maximise landscape level synergies have been developed and Complexes receive support with implementation, reviews and coordination of activities
- Good relations are managed with all key stakeholders in Complex/Cluster
- Kyaramacan Association needs and opportunities in each thematic area captured at least once a year, gets incorporated into annual and monthly workplans, progress is monitored during each visit and is reported to conservancies and in agreed formats to management each quarter.
- Other Cluster Coordinators in the region are satisfied that they and their conservancies received satisfactory technical support and training in the specialist field of Food Security and Indigenous Traditional Knowledge
- The following impacts are monitored, shows stability or improvement and are reported to management each quarter:
- Nature Conservation (wildlife numbers stable or increased, HWC reduced, fire management and livestock/wildlife integration, wildlife corridors secure, …)
- Rural Development (benefits to members, new projects, new enterprises, increased revenue from enterprises, food security …)
- Communication, Relationships & Partnerships (good relations with TAs, Committees, MET, line ministries, contact at village level, member engagement, awareness increased, women and youth engagement, ……)
- Visible examples of innovation and adaptive management implemented in BNPs Kyaramacan Association
- Cluster Finance and Administration
- Policies and procedures are consistently complied with (no late or incomplete or incorrect submissions and communications through agreed lines of communications)
- Advances, expense claims and procurement are consistently done in accordance with prescribed systems and procedures
- Annual budgets, event sheets and monthly time/log sheets and performance appraisals always correctly completed and received on time
- Staff, finances and assets managed in line with IRDNC guidelines and shows improvement in efficiencies (i.e. cost-benefit ratios)
Key working relationships: internal/external
- Operations Manager for immediate reporting, close collaboration with peers (Kunene Cluster Coordinators and Facilitators) Regional Admin Officer and where necessary with Snr Accountant, Financial Manager – Grants, Finance Officer, HR Officer and Chief Operating Officer.
External:
- Conservancies/Association and Complex Committees
- Operators in Conservancies
- Ministry of Environment and Tourism (MET)
- Other regional line ministries and regional council
- Partner organisations in the region (NGOs, CBOs and approved researchers)
- Traditional Authorities and communities
- Suppliers, contractors, service providers, auditors and banks
Resources responsible for:
Financial: Cluster finances and accounts
People: Cluster staff (facilitator/s)
Equipment: Cluster assets (vehicle, office, equipment, furniture).
Person Specification: Essential qualifications, competences.
Minimum Diploma level of a relevant qualification or 7 years relevant experience. Relevant experience to; drive the implementation of the annual cluster/project programme work plan and budget; coordinate/supervise staff; ensure target conservancies are achieving their purpose/goals and complying with their constitutions/plans/law; design and deliver educational and training programmes for conservancies and own staff; liaise with critical stakeholders.
Should have the technical ability to do planning, organising, monitoring and reporting progress; achieving results; coaching/mentoring and building capacity in conservancies.
Should have the following traits: Self-motivated/working with minimal supervision; have cultural sensitivity; be able to work in a team; integrity, reliability and taking responsibility. Problem solving. Managing relationships with stakeholders. Assisting conservancies with producing reports and small grant proposals.
3. JOB DESCRIPTION – MUDUMU NORTH LANDSCAPE FACILITATOR
Key Purpose of the role:
To contribute towards IRDNC’s overall strategies and regional work plan by providing integrated CBNRM support to all conservancies/associations (both emerging and gazetted) within the assigned Landscape(s) in the areas of Natural Resource Management, Business and Enterprise Development and Governance and Financial Management.
Key Responsibilities:
- Support to Conservancies and Associations:
- Governance and Financial Management Support
- Business and Enterprise Development Support
- Natural Resource Management Support
- Complex Development and Management Support
- Management, finances and administration of Landscape
- Any other task assigned by the Landscape Coordinator
Key Performance Areas: [KPA’s]:
- Assist Landscape Coordinator in offering Conservancy Support – Conservancy Governance and Financial Management, Business and Enterprise Development, Natural Resource Management
- Assist Landscape Coordinator to offer Complex/Landscape Development Support – Complex Plans development, implementation and reviews, coordination of activities and managing relationships with all key stakeholders
- Mudumu Landscape Management, Finances and Administration – policies and procedures (full compliance), administration (advances, expense claims, procurement), reports (annual budgets, monthly work plans, event sheets, monthly time/log sheets, activity reports) and management of staff and other resources.
Key Performance Indicators [KPI’s]:
- All conservancies in the Mudumu Landscape have received regular visits (at least once a month) from the Landscape Facilitator in all thematic areas of responsibility as assigned by the Landscape Coordinator:
- Conservancy Governance and Financial Management Support
- The conservancies have been assisted using the NACSO governance checklist
- All conservancies in the Landscape are compliant with MET requirements (AGMs held, submission of Plans, Reports and unaccounted expenditures)
- All conservancies have successfully completed all annual events (AGMs, bi-annuals, audits, etc.),
- Discrepancies and non-compliance by conservancies cannot be attributed to a lack of support or advice from IRDNC
- Business and Enterprise Development Support
- All business opportunities have been identified for each conservancy (Tourism, Hunting and other enterprises)
- All identified opportunities have a plan which is being implemented
- Conservancies have received support in reviewing Business Development and Sustainability plans and Benefit Distribution Plans
- All JMC meetings for each concession received support from IRDNC (using the compliance framework)
- Natural Resource Management Support
- Conservancies have natural resource inventories and management plans and are complying with all requirements related to event book system and audits, Wildlife Management and Utilization Plans, Human Wildlife Conflict Management Plans and Game Count exercises
- Complex/Landscape Development Support
- Complex/Landscape Plans that maximise landscape level synergies have been developed and Complexes receive support with implementation, reviews and coordination of activities
- Good relations are managed with all key stakeholders in Complex/Landscape
- Conservancy needs and opportunities in each thematic area captured at least once a year, gets incorporated into annual and monthly workplans, progress is monitored during each visit and is reported to conservancies and in agreed formats to Landscape Coordinator each quarter.
- The following impacts are monitored, shows stability or improvement and are reported to Landscape Coordinator each quarter:
- Nature Conservation (wildlife numbers stable or increased, HWC reduced, fire management and livestock/wildlife integration, wildlife corridors secure, …)
- Rural Development (benefits to members, new projects, new enterprises, increased revenue from enterprises, …)
- Communication, Relationships & Partnerships (good relations with TAs, Committees, MET, line ministries, contact at village level, member engagement, awareness increased, women and youth engagement, ……)
- Visible examples of innovation and adaptive management implemented in the Conservancies within the Landscape
- Landscape Finance and Administration
- Policies and procedures are consistently complied with (no late or incomplete or incorrect submissions and communications through agreed lines of communications)
- Advances, expense claims and procurement are consistently done in accordance with prescribed systems and procedures
- Event sheets and monthly time/log sheets and performance appraisals always correctly completed and received on time
- Finances and assets managed in line with IRDNC guidelines and shows improvement in efficiencies (i.e. cost-benefit ratios)
- Conservancy Governance and Financial Management Support
Key working relationships:
Internal:
- Landscape Coordinator for immediate reporting
- Close collaboration with peers (Zambezi Landscape Coordinators and Facilitators)
- Regional Admin Officer and where necessary with Snr Accountant, Grants Finance Manager, Chief Financial Officer, HR & Admin Officer, Senior Manager Operations and Manager Advocacy Zambezi.
External:
- Conservancies and Complex Committees
- Operators in Conservancies
- Ministry of Environment and Tourism (MET)
- Other regional line ministries and regional council
- Partner organisations in the region (NGOs, CBOs and approved researchers)
- Traditional Authorities and communities
- Suppliers, contractors, service providers, auditors and banks
Resources responsible for:
Financial: Landscape finances and accounts
People: None
Equipment: Landscape assets (vehicle, office, equipment, furniture).
Person Specification: Essential qualifications, competences.
Qualifications and Experience:
Minimum Grade 8- and/or 5-years relative experience
Valid drivers license
Should have the following traits:
Self-motivated/working with minimal supervision; have cultural sensitivity; be able to work in a team; integrity, reliability and taking responsibility. Problem solving. Managing relationships with stakeholders.
Language required:
English
4. JOB DESCRIPTION – SENIOR MANAGER OPERATIONS KUNENE
Key Purpose of the role:
To contribute towards IRDNC’s strategic objectives by planning, leading, organising and coordinating operations in the Kunene region. The operations manager is responsible for ensuring and improving productive and efficient support to conservancies in the fields of natural resource management, governance and nature-based enterprise and livelihood development so that agreed community-based natural resource management impacts are achieved.
Key Responsibilities:
- Managing all field work in Kunene Region
- Contribute towards fundraising
- Public relations – cooperate with all key stakeholders
- Reporting – management and donor reports
- Administrative oversight – human resources, offices, infrastructure, supplies and assets
- Financial oversight – measure, evaluate and correct performance (budgets and cost-effectiveness)
Key Performance Areas: [KPA’s]:
Management work:
- Planning – forecasting, developing objectives, programming, scheduling, budgeting and workplans
- Organising – determine roles and responsibilities, delegate duties and develop relationships
- Leading – decision making, communications, motivation and selecting and developing people
- Coordinating – measure, evaluate and correct performance (activities, outcomes and impacts)
Technical work:
- Fundraising – prepare and submit donor proposals
- Public relations – cooperate and build relationships with key stakeholders
- Reporting – compile and submit management and donor reports
- Administrative oversight – human resources, offices, infrastructure, supplies and assets
- Financial oversight – measure, evaluate and correct performance (budgets and cost-effectiveness)
Key Performance Indicators [KPI’s]:
Management work:
- All planning is done according to IRDNC guidelines and submitted in time, including:
- annual and bi-annual review of priorities (forecasting)
- developing priorities and objectives
- an annual work plan (programming & scheduling) for the region and each Landscape
- an annual budget
- monthly workplans
- Organising
- Roles and responsibilities of all staff are in writing and understood by all
- Delegations of responsibilities and lines of communication are understood and followed by all staff
- Relationships between all staff in the region, with Windhoek office and key stakeholders is good
- Leading
- Decisions are made without delay and no upward delegation takes place where policies and procedures are in place
- Communications are clear and understood by all
- All vacancies for which authority was granted are filled with appropriately qualified staff along recruitment guidelines within two months
- Staff training needs are identified during performance appraisal ad incorporated into training plans, workplans and budgets and implemented
- Coordinating
- All activities in the approved workplans are implemented
- Progress with planned workplans and budgets are measured, reviewed and reported
Technical work:
- Fundraising
- Fundraising proposals are prepared in line with required formats and levels of detail and submitted in time
- Public relations
- Relationships with all key stakeholders are good (MET, traditional authorities, conservancies, line ministries, donors, partner organisations)
- Reporting
- Donor reports comply with donor- and management requirements and are submitted in time
- Unit’s performance management – people, IT and automated systems
- Regular (preferably monthly) one-on-one meetings with own staff and participation in Regional team meetings and participation in joint annual planning workshop
- Personnel within the region have their performance appraisal done at least once a year and agreement is reached on individual development targets and capacity building plans
- 70% of targets and capacity building plans from prior year have been achieved
- All system and process control measures as reflected in manuals are in place and have not been breached.
- Administrative oversight
- Human resource policies and procedures are followed
- Offices are managed effectively and efficiently
- All infrastructure is well managed and maintained
- All supplies are used effectively and efficiently
- Assets are well maintained and accounted for as per policies and procedures
- Financial oversight
- Efficient management of financial resources is measured and evaluate monthly and performance is corrected
- Financial deviations beyond 5% are reported within 30 days of month-end, with clear explanation and where necessary; remediation action planned
Key working relationships: internal/external
Internal: Landscape Coordinators, facilitators, management, peers, support services
External: Conservancies, partner organisations, MET, other line ministries, local and regional government, traditional leadership, donors, media.
Resources responsible for:
- Financial: All funded activities and approved budgets allocated to the region
- People: All Regional personnel
- Equipment: All unit assets (office, vehicles, equipment, furniture) and Grant Fund related IT and automated accounting systems.
Person Specification: Essential qualifications, competences
Minimum Masters level degree; or advanced professional qualification e.g. project management; or Degree level plus 5 years CBNRM experience at a senior level with an excellent track record.
Project management skills. Critical thinking and problem solving. Planning, organising, executing and reporting.
Decision making and Communication skills. Influencing and Leading. Team working and delegation. Negotiation, conflict management, adaptability, people management skills. Ability to deal with pressure.
Coaching and mentoring.
5. JOB DESCRIPTION – GRANTS FINANCE MANAGER
Key Purpose of the role:
To manage and oversee the accounting and reporting functions of all Grant Funds and to ensure good financial governance and efficient use of grant funds
Key Responsibilities:
- Accounting – budgeting, processing and grant allocations
- Contribute towards fundraising – grant proposal budgets
- Governance and compliance – donor contracts and requirements
- Financial management – grants
- Performance management – personnel and automated systems
- Financial reporting – analysis, periodic reports
- Training – on donor requirements, systems and compliance
- Any other duties assigned by the Chief Operating Officer within reason
Key Performance Areas: [KPA’s]:
- Contribute towards forecasting and budgeting – fundraising forecasts, needs and budgets
- Contribute towards fundraising – prepare updated funding schedules and grant proposals
- Processing and accounting service – allocation of advances, payments, invoices, entries and reconciliation of donor fund accounts
- Reporting services – management-, field- and donors
- Compliance – donor policies, procedures, systems, budgets, contracts, records and reporting
- Governance – contribute towards GAAP’s and oversee donor audit requirements
- Donor funds financial efficiency – monitor expenditures against grants and activities
Unit’s performance management – staff management, IT, and automated accounting system
Key Performance Indicators [KPI’s]:
- Forecasting and budgeting
- Fundraising forecasts updated and submitted to executive within 20 days from end of each quarter
- Funded budgets integrated with IRDNC financial budgets annually budgets (May each year) submitted in time and accepted by executive
- Cash flow reports for all grant accounts covering the prior month with a 3-month forecast is submitted by 15th of each month
- Fundraising
- Grant proposals are provided within
- Processing and accounting service
- Transaction allocations to grant accounts done according to agreed cycle
- Grant records up to date and reconciled by 25th of the month following the accounting period
- All grant fund requests done according to grant agreements
- All grant audit reports are submitted in time and are clean\
- Reporting services
- The annual donor calendar (reports, call-ups, audits, etc) is updated by the 7th of each month and within 5 working days from entering into a new grant agreement
- Financial management reports on grant funds are compliant with the agreed reporting formats and are received by executive and field managers by 25th of the month following the previous accounting period
- All deviations beyond agreed variances are highlighted and included in the financial report
- Grant financial reports are compliant with donor requirements and are received by donors, executive and field managers according to donor contractual requirements
- Compliance – donor policies, procedures, systems, budgets, contracts, records and reporting
- No allocations, donor invoices, fund requests or donor financial reports are processed that do not conform to donor policies, procedures, systems, budgets and contracts and within the limits of approved and funded budget variations
- Governance – donor requirements and audits
- No valid incidents are reported regarding no-compliance with donor requirements
- All donor audit reports are clean
- Donor funds financial efficiency – monitoring expenditures
- Expenditures as reported in donor financial records are analysed for efficiency against budgets and progress with activities and any deviations beyond 10% and/or donor allowed variances are reported to executive management during each reporting cycle by the 25th of the following month
- Unit’s performance management – people, IT and automated systems
- Regular (preferably monthly) one-on-one meetings with own staff and participation in Central Office team meetings and participation in joint annual planning workshop
- Personnel within the unit have their performance appraisal done at least once a year and agreement is reached on individual development targets and capacity building plans
- 70% of targets and capacity building plans form prior year have been achieved
- Specific policies and processes for IT and automated financial systems (e.g. Acumatica, Non-Profit Plus, PaySpace and Office 365) related to the management of grant funds are included in relevant manuals and are up to date
- All system and process control measures as reflected in manuals are in place and have not been breached.
Key working relationships: internal/external
Internal:
- Chief Operating Officer for immediate reporting
- Close collaboration with Snr Accountant, HR Officer, regional Operations Managers and regional support services staff
External:
- Close cooperation with donors, partner organisations and auditors
Resources responsible for:
- Financial: All grant fund finances and accounts
- People: All Central Office Grant Fund accounting personnel
- Equipment: All unit assets (office, vehicles, equipment, furniture) and Grant Fund related IT and automated accounting systems
Person Specification: Essential qualifications, competences
- Formal tertiary qualification in accounting (preferably honours)
- 10 years’ experience in management accounting – preferably in a donor organisation with experience in managing multiple grant funds
- Experience in developing, implementing and managing financial systems, policies and processes
- Experience in training operational staff in the optimal use of financial systems
- Strong skills in managing funds for multiple projects and programmes with attention to detail
- Ability and experience in assessing, evaluating and interpreting complex data for purposes of financial reporting
- Ability to work independently and to take initiative