World Food Programme recruits 01 Programme Policy Officer (PHL Venture)

World Food Programme recruits 01 Programme Policy Officer (PHL Venture)

World Food Programme

Maputo, Mozambique
Humanitaire (ONG, Associations, …), Projet/programme de développement

Opportunités de carrière : Programme Policy Officer (PHL Venture) SC8 – Maputo (139581)
WFP seeks candidates of the highest integrity and professionalism who share our humanitarian principles.
Selection of staff is made on a competitive basis, and we are committed to promoting diversity and gender balance.
ABOUT WFPThe World Food Programme (WFP) of the United Nations is the largest humanitarian organization engaged in the global effort to achieve Zero Hunger worldwide. In Mozambique, WFP’s Country Strategic Plan (CSP) 2017-2021 supports the national Government’s commitment to achieve Sustainable Development Goals (SDGs), specifically SGD 2: end hunger, achieve food security and improved nutrition, and promote sustainable agriculture and SDG 17: partnership strengthening among sectors. Through implementation of its Country Strategic Plan 2017-2021, WFP in Mozambique aims to increase smallholder productivity and income (Strategic Result 3 of the CSP and SDG target 2.3) and to enhance livelihoods of targeted smallholder farmers in northern and central Mozambique (Strategic Outcome 5 of the CSP). This will be achieved through two outputs: (i) targeted smallholder farmers (SHF) benefit from WFP value chain support to improve access to profitable markets and increase their incomes; and (ii) targeted smallholder farmer households benefit from improved knowledge in food conservation including and processing, nutrition, care practices and healthy diets to improve their nutrition status.
STANDARD MINIMUM QUALIFICATIONSEducation : Degree in Agriculture, Rural development, Agribusiness, Food Science or related fields.  Degree in project and business management would be an asset.Language : Working knowledge (proficiency/Level C) of English is required; Fluency in Portuguese is essential.
Experience : At list 5 years of experience in designing and managing business and projects that focus on market system, including value chain, development. Experience in developing solutions targeted to small-holder farmers in rural/remote areas, would be an added value. Proven track record in providing technical and/or business solutions to SHF, with experience implementing or advising on PHLM models.
Additional desired experience : Field work experience with community engagement, smallholder farmers, agricultural production, as well as postharvest loss reduction; smallholder farmers marketing support; Demonstrated ability to work effectively with a wide range of partners with varying interests and priorities; Exposure to the agricultural marketing environment in Mozambique.
Knowledge and Skills : Possess excellent communication and writing skills. Ability to work independently in a timely and organised manner; Flexibility and adaptability to shifting goal posts and evolving client needs. Ability to conduct research and analyse data; Ability to create business plans with actionable objectives; Strong computer skills; Networking skills to liaise with business partners and clients; Knowledge of marketing and advertising strategies; Sales experience; Experience working in a start-up or with new business development. Willingness to explore and experiment with new ideas and approaches in own work
ORGANIZATIONAL CONTEXTIn a world where we produce enough food to feed everyone, 690 million people – one in nine – still go to bed on an empty stomach each night. Even more – one in three – suffer from some form of malnutrition. Many of those hungry are small-holder farmers (SHFs) who produce 70% of the global food supply and yet they remain the most vulnerable to food insecurity – hunger and poverty. Helping raise their incomes and improve their livelihoods holds the key to building sustainable food systems, advancing food security and achieving Zero Hunger.
Overall, smallholders lack access to productive inputs and financing. Post-harvest management, including storage, is often inadequate: crops are exposed to mold, rot and pests. Approximately one-third of the world’s available food for human consumption (approximately 1.3. billion tonnes) is either lost or wasted, i.e. it is spoilt or thrown away before it ever reaches a plate[1]. Recovering food loss on-farm and immediately following harvest can boost the income of smallholder farmers by 15%, increasing prosperity and permitting increased consumer spending in emerging economies[2].
In early 2014, WFP engagement in Post-Harvest Loss Management (PHLM) started with the “Special Operation to Reduce Post-Harvest Food Losses”. It was later-on included as one of the main components of the Food for Work (FFW), the Purchase for Progress (P4P) and other pro-smallholder support initiatives with technology-supported activities. In 2016, PLHM was further expanded as a standalone initiative under “The Global Post-Harvest Knowledge and Operations Centre (KNOC)”,
hosted by the Uganda country office in the Regional Bureau Nairobi (RBN) and supported by the WFP Innovation Accelerator.  While WFP played a catalytic role, the driving force behind this initiative was the heavy involvement of the private sector at the earliest stages of the initiative, in both creation of demand and supply of hermetic bags and locally manufactured plastic silos.  The initiative achieved success, among others being (1) creation of partnerships for PHLM research and technology transfer, (2) increase in the number of supported farmers -370,000 by the end of 2018 plus 113,000 in 2019, its last year of operation, (3) development of training materials adopted in different countries and (4) onboarding of private companies for production of hermetic storage equipment sold directly to farmers. Subsequently in 2020, RBN handed over the corporate PHLM role to WFP Programme and Policy Division (PRO). 
JOB PURPOSEThe PROF-INKA PHL Venture aims at supporting programmatic interventions with focus on post-harvest handling and storage at country level to minimize food losses and eventually foster economic recovery for smallholder farmers. The venture will work to support existing PHLM efforts at country level and will nurture strategic partnerships between WFP, UN agencies, private sector partners or businesses, NGOs, academia, and research institutions, among others. In a phase of 2 to 3 harvest seasons the venture seeks to design and validate a successful business model for PHL reduction.
In the long term, the goal is to mainstream in WFP the support to country offices that will allow the drastic reduction of PHL as the means for economic empowerment and nutritional improvement of SHFs and their families though well-coordinated initiatives, designed based on clear value chain analyses allowing involvement of more players including private sector. 
The role of the PHL Venture will be that of using innovation and entrepreneurship approaches, such as Human Centered Design and Lean Startup, to adapt the WFP PHL guidance to local value and supply chains in country offices. Understanding the users and creating the relevant business strategy for each ecosystem will be crucial to sustainably operationalize PHL support. The role of innovation (management) in minimizing post-harvest losses could be channeled in three aspects:
 1. Understand the gaps of local value and supply chains that must be addressed to reduce post-harvest loss, including the potential impact, i.e. studying the supply chain, stakeholders involved, and the level of intervention needed from UN, government, academia and private sector partners and businesses 2. Design, test, and validate a base business model for WFP to enable Post-Harvest Loss reduction, including the establishment of local and regional private-public partnerships and the identification of enabling technologies. The base business model would be adaptable to different countries and diverse local requirements; 3. Capitalize the knowledge, experience, and partnerships of the base business model into WFP PRO in order to expand PHLM support to regional and global levels.
KEY ACCOUNTABILITIES (not all-inclusive)The Programme Policy Officer, will work under the direct supervision of the Activity 6 Manager, will implement, coordinate, and capitalize developments of the PHL venture. Specifically, will be responsible for the following duties:
 1. Plan and facilitate the technical, operational and financial execution of the Country Project; 2. Organize assessment of programmatic interventions that have been or are currently being implemented by WFP CO Mozambique and other Country Offices; 3. Facilitate country-context-specific value chain and supply chain analysis to understand the critical loss points and their causes, as well as, to identify the appropriate value to each stakeholders’ role in the food systems. 4. Foster partnerships between WFP, governments, private sector partners and other relevant stakeholders. Engage with stakeholders and facilitate workshops to co-design new short-to-long term PHLM strategies. 5. Identify solutions, tech or non-tech, for locally identified problem statements focused on PHL reduction; e.g. to increase shelf lifetime, reduce harvest losses, avoid aflatoxin, enhance nutritional alternatives, enable affordable financial services, etc. 6. Conduct or facilitate studies/analysis to indicate the potential to generate and sustain enough demand for the market, as well as the key conditions to incentivize the supply side; Therefore the research should review trends and provide future market demand potential for hermetic storage technologies; identify the segments with greatest market potential, establish baseline indicators for the project (e.g., sales in terms of volume and value); which mechanism (e.g. financial) have potential to increase reach and coverage of PHLM technologies in country;
4Ps CORE ORGANISATIONAL CAPABILITIESPurpose • Understand and communicate the Strategic Objectives: Understands WFP’s Strategic Objectives and the link to own work objectives. • Be a force for positive change: Flexibly adapts individual contributions to accommodate changes in direction from supervisors and internal/external changes (such as evolving needs of beneficiaries, new requirements of partners). • Make the mission inspiring to our team: Recognizes and shares with team members the ways in which individual contributions relate to WFP’s mission. • Make our mission visible in everyday actions: Sets own goals in alignment with WFP’s overall operations, and is able to communicate this link to others.
People • Look for ways to strengthen people’s skills: Assesses own strengths and weaknesses to increase self-awareness, and includes these in conversations on own developmental needs. • Create an inclusive culture: Participates in open dialogue, and values the diverse opinion of others, regardless of background, culture, experience, or country assignment. • Be a coach & provide constructive feedback: Proactively seeks feedback and coaching to build confidence, and develop and improve individual skills. • Create an “I will”/”We will” spirit: Participates in accomplishing team activities and goals in the face of challenging circumstances.
Performance • Encourage innovation & creative solutions: Shows willingness to explore and experiment with new ideas and approaches in own work. • Focus on getting results: Consistently delivers results within individual scope of work on time, on budget and without errors. • Make commitments and make good on commitments: Commits to upholding individual accountabilities and responsibilities in the face of ever-changing country or functional priorities. • Be Decisive: Makes rational decisions about individual activities when faced with uncertain circumstances, including in times of ambiguity regarding information or manager direction.
Partnership • Connect and share across WFP units: Seeks to understand and adapt to internal or cross-unit teams’ priorities and preferred working styles. • Build strong external partnerships: Demonstrates ability to understand and appropriately respond to and/or escalate needs of external partners. • Be politically agile & adaptable: Portrays an informed and professional demeanor toward internal and external partners and stakeholders. • Be clear about the value WFP brings to partnerships: Provides operational support on analyses and assessments that quantifies and demonstrates WFP’s unique value as a partner.
FUNCTIONAL CAPABILITIESCapability Name Description of the behaviour expected for the proficiency levelProgramme Lifecycle & Food Assistance Demonstrates ability to identify key variables and contextual factors that affect food assistance problems and programmes throughout the lifecycle to inform quality programme design or re-design.Transfer Modalities (Food, Cash, Voucher) Demonstrates ability to analyse and consolidate quantitative and qualitative information from different sources (e.g., market studies) to inform transfer modality selection and programme development.Broad Knowledge of Specialized areas (i.e. Nutrition, VAM, etc.) Demonstrates the ability to interpret basic data in the context of WFP specialised fields to contribute to technical programme design, implementation and monitoring.Emergency Programming Displays capacity to provide inputs into the development, implementation and realignment of high quality emergency programmes.Strategic Policy Engagement w/ Government Develops thorough recommendations using multiple inputs (e.g., government counsel, research, own experience) to strengthen national or subnational entities and government owned food and nutrition security programmes.
OTHER SPECIFIC JOB REQUIREMENTS 1. Develop relevant training materials, and guidelines for relevant value chains; 2. Train smallholder farmers, agricultural extension Agents, WFP staff and partners on appropriate post-harvest management prevention techniques including produce handling, sorting, drying, storage, processing for value addition, packaging to prolong shelf life; 3. Provide technical guidance and capacity building trainings for implementing partners and local institutions. 4. Supervise and monitor PHLM activities by conducting regular visits to project sites; 5. Provide guidance for the establishment of demonstration trials at community and household levels; 6. Support the establishment of market linkages between smallholder farmers and other business actors in the selected value chains; 7. Develop or identify suitable post-harvest handling resources/information from other actors like FAO, MADER and research institutes that can benefit the farming communities. 8. Conduct awareness raising on program objectives and procedures, interaction with programme stakeholders (such as Government and other WFP partners, as well as within WFP units); 9. Carry out frequent field missions to targeted districts: assess programme outputs, and recommend best practices for project improvements;10. Follow up data gathering and monitoring systems ensuring that rigorous quality standards are maintained. Includes research and analysis of policy and operational issues to support activities, as well as carry out frequent field missions to targeted districts and assess programme outputs; and draft regular monitoring report on status of implementation and progress and contribute to the data analysis.11. Perform other functions that, within their specialty, are required.
DESIRED EXPERIENCES FOR ENTRY INTO THE ROLE• Has gained experience in implementing technical programs (i.e. nutrition, etc.).• Has implemented programmes and provided input into designing operations.• Has provided input into policy discussions and decisions.
TERMS AND CONDITIONSType of Contract : Service Contract -SC8
Duration : 12 months
Female applicants and qualified applicants from developing countries are especially encouraged to apply
WFP has zero tolerance for discrimination and does not discriminate on the basis of HIV/AIDS status.
No appointment under any kind of contract will be offered to members of the UN Advisory Committee on Administrative and Budgetary Questions (ACABQ), International Civil Service Commission (ICSC), FAO Finance Committee, WFP External Auditor, WFP Audit Committee, Joint Inspection Unit (JIU) and other similar bodies within the United Nations system with oversight responsibilities over WFP, both during their service and within three years of ceasing that service.POSTULER

Laisser un commentaire