ACTED is a humanitarian organization committed to saving lives, supporting vulnerable communities, and promoting dignity through high-quality emergency and development programming.

We go the last mile. Founded in Afghanistan, against the backdrop of a forgotten crisis, Acted’s mission is to save lives and support people in meeting their needs in hard-to-reach areas. Millions of vulnerable people around the world need humanitarian assistance today, and hundreds of millions will need it tomorrow, in the face of the growing threat of climate change. We believe that our assistance must be conceptualised and delivered within the framework of people’s natural environments, and the territories on which they depend. Therefore, Acted pursues a triple mandate as a humanitarian, environmental and development aid actor, contributing to the relief, stabilisation, and recovery of crisis-affected people in fragile areas. This vision is guided by the motto “Think Local – Act Global” - reflecting the need to rely on a deep understanding of local territories and contexts to develop and implement actions based on local knowledge, structures and capacities. This local thinking contributes to a global response - running through all Acted programming and operations - as we work together towards the building of a 3ZERO world: a world with Zero Exclusion, Zero Carbon, and Zero Poverty”.

Greening strategy:

Acted’s greening strategy aims to tackle environmental degradation and climate change while meeting the needs of the most vulnerable who are often those most affected by the deepening environmental crisis. Each Acted employee will adhere to these principles through key green programming responsibilities:

•            Contribute towards the adherence and development of the greening strategy plan.

•            Explore innovative green programming opportunities and/or solutions within your realm of responsibilities and roles

•            Encouraging and promoting environmental safeguarding processes and environmental programming standards in accordance with SOPs and technical guideline notes

Acted PSEAH Policy:

The FSL Senior Project Officer has the responsibility to adhere to the PSEAH Policy (Protection against Sexual Exploitation, Abuse and Harassment). FSL Senior Project Officer has the obligation to complete all mandatory trainings related to the Code of Conduct and the PSEA policy and report any safeguarding concern such as breaches of organisational policies or codes of conduct according to Acted’s procedures. FSL Senior Project Officer carries out work duties in a way that does not harm children, vulnerable adults or other staff or volunteers. 

procedures.

Duties and Responsibilities

1. General Responsibilities

    

• Ensure the project meets its objectives and maximizes the positive impact of its activities

• In coordination with the FSL DPM and the support department, FSL Senior project officer will ensure that FSL activities is in accordance with ACTED and donors standards and regulations; 

• Oversee the implementation of current activities in the field and through regular discussions with the team 

• Report to the FSL DPM Anny issues or challenges and suggestions for potential improvements; 

• In tight collaboration with the FSL DPM and FSL Project Officers, FSL Senior project officer will monitor needs and developments in the area of intervention to informing the FSL DPM about contextual developments and changes to define and adapt intervention strategy

• In collaboration with the FSL DPM and FSL PM, FSL Senior project officer will contribute to the design and adaptation of existing or follow-up and monitoring tools related to FSL activities.

   

• With assistance of the FSL DPM, FSL Senior project officer will provide inputs to budgets, forecasts, BoQs , procurement and distribution planning related to FSL tools,etc.

• Data management and ensure it is aligned with ACTED database management and data protection policy. 

• Lead the technical check process for items to be procured and ensure timely manner of launching the procurements. 

   

1. Team Management

    

• Ensure coordination of the Field Team and direct supervision of the FSL Project Officers and indirect supervision of Assistants

• Ensure that coordination mechanisms among the team and between its members is clear, well adapted and implemented properly, especially through regular coordination meetings organized with the teams

• Support Officers in defining, with each member of their teams, his/her action plan.

• Provide capacity building and positive driven feedback to ensure professional development of the staff

• Resolve any issues between the team and ensure smooth coordination with other departments such as FLAT, AME, Security, and accountability. 

   

1. Assessments

• In collaboration with the FSL DPM, the FSL senior project officer is responsible to identify areas of intervention and ensure coordination with other NGOs, authorities and local representatives on the ground.
• Leading preliminary assessment in the area of intervention ensuring feasibility of cash based intervention.
• Liaising with the other department if other mode of intervention is preferable in the area
• Sharing information about displacement, population trends, local interventions and security developments

• Leading market assessments, Key Informants Interviews and Focus Group Discussions to ensure feasibility of cash based intervention

   

   

1. Registrations

• Explanation of the intervention to local authorities and communities, ensuring acceptance and transparency of the response
• Leading household level eligibility assessments, beneficiary verification, and distribution.
• Liaison with community leaders and street leaders to assess eligibility or to organize planning for the distributions

• Ensuring transparency of the registration and selection process. Informing local communities about the results and addressing any issues or related concerns

   

1. Financial Monitoring and Follow Up

• FSL Senior project officer will ensure quality of documentation including contracts, attendance sheets, ID scans and payment sheets submitted to the project manager.
• Working closely with Finance team, FSL Senior project officer will ensure that documentation has been handed to Finance for final review and approval.
• FSL Senior project officer will work closely with the finance team to ensure a proper timeline of payments.
• FSL Senior project officer will ensure financial follow up with daily update on upcoming payments, processed and pending payments
• In collaboration with the FSL DPM, he/she will contribute towards designing, introducing and monitoring the quality assurance system for CBR.

• Sharing information with the AME department, ensuring independent monitoring through all phases of the intervention 

   

1. Distributions Implementation 

   The FSL Senior project officer will oversee all of the following aspects of Cash Based Distributions:

    

• Leading preparations for payments including identification of distribution site, security assessment of the location
• Ensuring mobilization of beneficiaries ahead of the distribution
• Crowd-control during the distribution to ensure that the beneficiaries are aware of the eligibility criteria for distribution, that waiting spaces are understood and respected, that beneficiaries know the next step they should follow to move through the distribution and understand the process
• Beneficiary verification – which could involve checking the identity of a beneficiary, cross-checking the person’s household information against the eligibility criteria of the distribution, registering the beneficiary’s eligibility and attendance, issuing a voucher or token, beneficiary’s review of the payment and signature upon reception

• Protection Mainstreaming through the programming and distribution, ensuring that beneficiaries with specific needs are prioritized and additional assistance is provided when required

   

1. Post distributions follow-up

   FSL Senior project officer will be responsible for reviewing and working with the FSL Program Manager to ensure that the following are carried out correctly and in proper condition for final submissions.

    

• Reporting on the distribution performance after each day of a distribution – to keep records of performance indicators such as gender, age, HH status segregation, number of payments, number of complaints registered, etc
• Post-distribution monitoring to measure coverage of the target population or satisfaction with the distribution in the community.
• Management of complaints and feedback from the community following distributions

• Ensuring that beneficiary Database is updated, and that payment documentation has been signed by relevant parties and archived

   

1. Reporting

    

• Perform regular meetings with the team and draft minutes of meetings

• Closely monitor the progress of the implementation and its indicators;

• Contribute to other reports, project proposals and documentation as required;

• In collaboration with the FSL DPM, organize needs assessments and surveys and contribute to the creation of necessary tools, upon request

• Supervise data management, quality of documentation and archiving.

• Submit weekly update to the FSL DPM , FSL PM. 

• Fill the 4WS on a monthly basis in an accurate manner. 

• Submit the HAO monthly report to the project manager. 

   

1. Security 

    

• In collaboration with the FSL DPM, the FSL Senior project officer is required to ensure that the team respects ACTED security guidelines and procedures

• Any security concerns or breach of guidelines needs to be immediately communicated to the PM/HAM/Security Officer

• FSL Senior project officer will anticipate potential risks and share any concerns with the FSL DPM and FSL PM.

• Ensure confidentiality of the information sharing. Details of upcoming payments should be limited as much as possible, to essential staff only

• Under the guidance of the FSL DPM, ensure data protection and confidentiality of beneficiary lists and information

• Ensuring that distribution site is secured as per the discussion with the FSL DPM.

• Ensure that security clearance request has been submitted and required equipment (GPS, Thuraya), if necessary, is present.

KEY PERFORMANCE INDICATORS

•            Number of FSL staff have been provided by capacity building plan and attended relevant internal trainings. 

•            Number of Program tools have been developed to respect the context and improve the efficiency. 

•            Number of facilities have been rehabilitated in the last Six month (in case of Rehab activities related to FSL exist).

•            Number of activities achieved under his/her supervision in the last year.

•            Number of meeting minutes with the local authorities for briefing on the needs and dynamics. 

•            Number of reports have been submitted to the line manager on a timely manner. 

•            Number of BFUs have been provided with inputs to the line manager in the last Six months.

•            Number of project plans have been submitted to the line manager, and preparation steps taken accordingly.