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MEMORANDUM OF UNDERSTANDING
The United States
Agency for International Development
Europe and Eurasia Bureau
The USAID Alumni Association
I. The Parties and their Joint Objective
This Memorandum of Understanding (MOU) is entered into by and between the Europe and Eurasia (E&E) Bureau of USAID and the USAID Alumni Association (UAA) (together, the Parties). The Parties desire to enter into this MOU
to work together on a Pilot Program to accelerate development of Foreign Service Officers (FSOs) with on-the-job mentoring.
A top-line indicator under USAID Forward’s “Talent Management” is for 200 FSOs to participate in mentoring programs by the end of FY 2014. This Pilot Program intends to address the Agency’s need by matching junior officers with USAID alumni. These USAID alumni will provide coaching and feedback to FSOs on defined projects and tasks. This Pilot Program will be evaluated to draw out lessons learned that are applicable to USAID career development programs beyond the E&E Bureau.
See the Program Description in Attachment A.
I.B. Description of the Parties
The USAID Europe and Eurasia Bureau currently operates programs in 15 countries through 11 Missions and a Regional Services Center based in Budapest. While the countries of Europe and Eurasia are progressing in their transitions, development challenges remain to achieving
a region that is whole, free and at peace. USAID continues to tackle the region’s fundamental transition challenges of pervasive corruption, authoritarian rule, weak policy and regulatory environments, significant poverty and unemployment, and inadequate health and social protection systems.
The USAID Alumni Association fosters collegial networks of former USAID employees while promoting exchange of knowledge among alumni who wish to use their public service experience to advance global development. UAA facilitates access to alumni expertise for professional counsel and public education in support of sound and successful U.S. foreign assistance. UAA is a 501(c)3 non-profit registered in Washington, D.C. For additional information, see www.usaidalumni.org.
II. Responsibilities of the Parties
II.A. The E&E Bureau intends to:
- Oversee and approve the selection of Mentees who are or will be in E&E field missions for the duration of the Pilot (an initial pool of 10-15 Mentees is envisioned).
- Make final selection of mentors proposed by UAA.
- Provide information to mentors on selected mentees’ country programs and strategies.
- Design and deliver briefing modules for selected mentors on optimally preparing them for mentoring USAID employees.
- Develop and deliver a training module for selected mentees on optimally preparing for them for receiving mentoring.
- Assign responsibility for ongoing evaluation and processing of feedback from the Pilot.
- Ensure that the Mentor candidates are able and willing to sign individual agreements to carry out their responsibilities. See Attachment B for a sample Mentor/Mentee Agreement.
- Provide funding for operational aspects of Pilot start-up such as mentor-mentee communication and essential travel associated with the pilot program (such funding to be provided under a separate mechanism.
- Work with USAID/HR on transforming the Pilot into an Agency-wide Program.
II. B. The UAA intends to:
- Identify and propose to the E&E Bureau as potential mentors alumni who are available, match selected mentee needs, and will commit an average of 3-6 hours per week over the four-month operational period of the Pilot Program.
- Identify alumni with training experience who will co-deliver the Mentor Briefing modules with the Bureau colleague.
- Support E&E evaluation activities as may be requested by the Bureau.
II. C. The E&E Bureau and the UAA Jointly Intend to:
- Define criteria for selecting UAA mentors.
- Co-deliver the two-day Mentor Briefing modules.
- Cooperate to minimize risks of conflicts of interest (COI) or appearances of COI in the selection and/or performance of Mentors
- Design evaluation and feedback forms for the PilotProgram.
- Participate in reviewing the evaluation and feedback, including identification of areas for adjustment and improvement.
III. Framework for the Pilot Program
See a Notional Action Plan for establishing, implementing and evaluating the program in Attachment C.
Following signature of this MOU, the Parties will define, in a subsequent Work Plan, details of the pilot program, including:
- Administration of Mentor Project
o Duration of the Pilot Program
o Methods for communication between Parties on administrative matters
- Mentor/Mentee Relationship
o Methods for Mentoring
o Length of time for mentor/mentee relationship
o Methods for communication between mentors and mentees
o How mentee progress will be measured
- Selection and Performance of mentors
o Criteria for selection of mentors
o How performance of mentor will be evaluated and opportunities for changing mentors/mentees
- Avoiding Conflicts of Interest
- Budget — Potential Pilot Program costs and mechanisms for covering costs.
IV. General Provisions
IV. A. Coordination and Consultation
The Parties shall provide each other with such information as may be needed to facilitate the implementation of the Pilot Program and to evaluate the effectiveness of the assistance. Any issues concerning the interpretation, administration or implementation of this MOU shall be resolved by consultation between the Parties
IV. B. Effect of MOU
This MOU does not constitute a legal obligation or binding agreement or effect an obligation of funds by USAID or the U.S. Government, and it does not contemplate a transfer of funds from USAID to the UAA or assumption of liability by USAID or UAA. USAID will obligate, commit and expend funds and carry out operations pursuant to this MOU in accordance with the applicable laws and regulations of the United States.
IV. C. Third Party Instruments and the Availability of Funds
In order to implement the Pilot Program described in this MOU, USAID may enter into such contracts, purchase orders and/or other instruments with public and private parties, including the UAA, as USAID deems appropriate. It is these instruments, once fully executed, that will constitute legal obligations of USAID. All assistance and undertakings of USAID pursuant to this MOU are subject to the availability of funds and to further agreement between USAID and such public and private parties regarding the provision of such assistance. Because USAID’s assistance and undertakings herein may be subject to other such binding instruments, in the event of any conflict between the terms of such instruments and the terms of this MOU, the terms of the other instruments shall prevail. No third party may claim rights under any such instrument as a third party beneficiary even though they may benefit from the assistance provided under such instruments.
IV. D. Amendments and Termination
This MOU may be amended or modified in writing by the Parties. Any Party may terminate its participation in this MOU by giving the other Parties thirty (30) days written notice.
IV. E. Effective Date and Term
This MOU shall be effective as of the date signed
and shall remain in effect until December 31,2014 or until terminated, whichever is earlier, unless extended in writing by all Parties.
IV. F. Representatives
The Parties shall be represented by those holding or acting in the offices held by the signatories to this MOU. Each Party may, by written notice to the others, identify additional representatives authorized to represent that Party for all purposes other than executing formal amendments to this MOU. Each Party shall notify the other in writing of changes in the authorized representatives.
IN WITNESS WHEREOF, the Parties, each acting through its duly authorized representative, have caused this Memorandum of Understanding to be signed in their names and delivered as of the date above.
USAID Europe and Eurasia Bureau
USAID Alumni Association
|Name: Paige Alexander
Title: Assistant Administrator
Bureau for Europe and Eurasia
|Name: Ann Van Dusen, Alexander Shakow
USAID Alumni Association
|Date: ______________________________||Date: ______________________________|
The Jane Goodall Institute
Mission: the Jane Goodall Institute’s mission is to inspire and empower people to take informed, compassionate action to make the world a better place for people, animals and the environment ( www.janegoodall.org).
Vice President (VP), Africa Programs Position Description: the Jane Goodall Institute, Vice President, Africa Programs
Location: VP, Africa Programs, will work for 4-6 months with the team in Arlington, Virginia, prior to taking up the position in Dar es Salaam.
The VP, Africa Programs will have overall strategic and operational responsibility for all program areas. The position will be an integral part of JGI’s senior management team that drives the overall strategy for the organization and represents the Institute on a national and global basis. With operations in four sub-Saharan African countries and a program budget of $5 million and a staff of 150+, the VP, Africa Programs will initially develop deep knowledge of each project, program operations, and business plan, and will focus on the following three areas: program leadership and management, external relationships, and knowledge management.
This position requires exceptional leadership, vision, integrity, and excellence in execution. S/he will also play the leading role in building and motivating project teams as well as engaging the JGI-US Arlington, Virginia, staff to ensure financial and operational support. The ideal candidate will have technical experience in species conservation, community-based conservation and/or projects linking and balancing conservation and sustainable development in Africa.
Program Leadership & Management:
Strategic, program, technical and operational guidance and advice to all JGI-US supported organizations and activities in sub-Saharan Africa.
Enhance, flesh out, and implement organizational vision as established in JGI’s Strategic Plan as well as Africa Programs strategy as a component of that.
Ensure that financial controls meet accepted accounting principles.
Develop metrics and evaluation to support fundraising and communications.
Develop and implement timelines and resources needed to achieve the program goals.
Attract, develop, coach, and retain team members, empowering them to elevate their level of responsibility, span of control, and performance.
Work with staff to develop systems to ensure consistent, data-driven project management.
Provide leadership in development of inter-team communication and cohesiveness, promoting an Institute-wide collaborative mission and results-driven culture.
Support staff during organizational change and growth.
Provide budget guidance, review and approval for all Africa Programs activities and operations in the U.S. and sub-Saharan Africa, including the approval and allocation of program and operating/capital budgets.
Mentor staff, seeking out appropriate educational opportunities to enhance Africa Programs staff skills.
Expand revenue generating and fundraising activities in Africa to support existing programs and the growth of the Jane Goodall Institute; cultivate existing relationships and develop new funder relationships.
Manage relationships with partner organizations and the conservation community.
Develop the necessary systems, processes, and tools to better support the collection and
sharing of knowledge that is generated by the programs.
Develop dissemination system to share organizational learning with a broad range of communities.
Ensure that key project outcomes are evaluated for their policy, advocacy, and legislative implications and leveraged appropriately for maximum community and organizational impact.
Work collaboratively with the senior management team to integrate cross program activities and functions.
The VP, Africa Programs will be thoroughly committed to the Jane Goodall Institute’s strategy and mission. All candidates should have demonstrated leadership, coaching, and relationship management experience and strong demonstrated success in managing funder relationships.
Program Leadership and Management: This individual will have taken a hands-on approach in leading a variety of community-based conservation and development initiatives in Africa. The ideal candidate will have a track record of effectively leading a performance-based and outcome-based program and staff. S/he will have developed and operationalized strategies that have taken a program or organization to the next stage of growth.
Team Building and Development: The successful candidate will have recruited, managed, and developed a strong team of staff, program/project managers, and development professionals.
Exceptional Communication and Influencing Skills: As a voice/advocate of JGI, the VP, Africa Programs will have strong written and verbal communication skills. S/he will be a persuasive, credible, and polished communicator with excellent interpersonal and multidisciplinary project skills. This individual must work collaboratively with internal as well as external partners and other organizations, providing exposure for program impact in a variety of professional journals and other media outlets. Ideally, this person will have served as an effective spokesperson at the national level.
Other qualifications include:
Advanced degree, with at least 10 years of management experience.
At least 10 years of implementing conservation programs on the ground in Africa, including financial management/oversight.
Working fluency in French, knowledge of Swahili a plus.
Familiarity with conservation tools methodologies and measuring conservation success.
Familiarity with developing technologies used in conservation and sustainable development, including GIS, mobile services.
Demonstrated experience and success in working across various sectors and operating models.
Unwavering commitment to quality programs and excellence in organizational and project management with the ability to achieve strategic objectives.
Strong budgeting acumen and, in particular, skills in managing a budget within organizational constraints to ensure financial sustainability.
Strong demonstrated fundraising experience with the ability to engage a wide range of stakeholders including advisory groups, coalitions, forums, trade associations, foundations, corporate sponsors, and practitioner groups.
Ability to lead and work effectively in collaboration with diverse groups of people.
Integrity and a self-directed, positive attitude with demonstrated passion for JGI’s mission.
Ability to work collaboratively with a management team of senior professionals.
Solid judgment and leadership skills.
A team player, who can interrelate and operate effectively with peers.
An individual who is able to handle a variety of constituencies, manage multiple tasks simultaneously and thrive in a complex environment with multiple priorities
Strong analytical skills; understanding of basic business practices.
Strong work ethic.
In exchange for your skills and talent, we offer a competitive benefits package including medical, dental, prescription, life insurance, long term disability, 401(k) and FSA.
For immediate consideration, forward your resume and salary requirement to firstname.lastname@example.org.
March 30, 2012
5:15 – 6:45 PM
SIS Abrahamson Family Founders Room
“Are U.S. Foreign Policy/Aid Development Goals and Operations Being
Crowded Out By U.S. National Security Interests?”
The relationship between U.S. international development agencies and other U.S. foreign affairs agencies continues to evolve. During the Bush Administration, Defense Secretary Rumsfeld expanded the role of the U.S. military into nation building, and State Department under Secretary Rice promoted the idea of “transformational diplomacy” to replace “transformational development.” Creation of State/F, and its overview of USAID program, planning and budget functions, and the continued integration of USAID into State have affected the way international development and humanitarian assistance are carried out today. While some argue that these changes have reduced the effectiveness and reputation of U.S. international development aid, others believe this integration should deepen. Should the goals and results of the “D” for development be raised to the level of the other two Ds? Is President Obama’s September
2010 foreign policy pledge to make USAID “the premier world international development agency” on track?
Senior Professional Staff Member, House Committee on Foreign Affairs
Fellow, Development Assistance and Governance Initiative, Brookings Institution
Policy Director Foreign Assistance Reform Project
Deputy Assistant Administrator, Bureau for Program Planning and Learning
Adjunct Professor, AU School of International Service
former USAID Mission Director
Please RSVP to Lauren Boetsch at email@example.com
Free parking in basement garage of SIS building