KPI Workstream Team Leader The Climate Change Compass (Compass) is an IMC Worldwide and Itad-led 9.4m programme funded by HMG running from 2015-2019. It comprises three work streams associated with monitoring, evaluation and learning from the 3.8bn International Climate Fund. As we move from the Inception period into the Implementation period, we are looking for a KPI work stream team leader to join the team working to revise, develop and roll-out a series of Key Performance Indicators for the International Climate Fund. Our plans for Implementation have been developed in close collaboration with the International Climate Fund (ICF) Management Group (made up of representatives from DFID, DECC and DEFRA) with wide engagement across Whitehall and East Kilbride. The KPI (monitoring) Team Leader will manage the KPI (monitoring) team, work closely with the Compass Team Leader and the Compass Programme Management Unit (PMU) and will be based in the UK. The KPI Team Leader will hold overall responsibility for delivering the workstream s deliverables on time and on budget, and for leading on client relations. The role includes: Managing all technical areas of the KPI work stream: This involves development and testing of a set of robust key performance indicators and supporting methodologies for climate finance investments with some associated data collection, building on the existing set of 15 ICF KPIs. Providing overall strategic leadership and technical direction of the KPI workstream including direction and coordination of the KPI Team Undertaking lead responsibility for the quality, timely drafting and delivery of required KPI products and deliverables as set out in the Compass work plan and in line with key milestones Providing top-level representation of the KPI team internally in the wider consortium and externally with HMG as well as offering KPI thought-leadership both within the Compass consortium and more broadly with external audiences Establishing an effective day-to-day working relationship with the KPI Deputy (Kate Conroy) in terms of technical direction and team coordination
Reporting to the Client on technical issues and liaising with the relevant Departments as necessary. The role also includes the management of the KPI workstream Team: Overseeing and administering the strategic direction of the KPI team. Including the development and ownership of a KPI team work plan and associated budget, including responsibility for approval of team timesheets Monitoring of the budget and work plan and regularly reporting progress and spend to IMC and the Team Leader Management and reporting of risk financial, technical, reputational etc. to IMC Development of the KPI related milestones on an annual basis (to feed into the Compass milestone schedule) and ensuring effective communication of these to the KPI team (including appropriately feeding into the KPI teams contracts which will be drafted by the Compass Project Manager) Leading on KPI team coordination and management, and interaction with the Compass Programme Management Unit ensuring the KPI team are up to date with Programme-wide issues and progress. Interaction and coordination of Compass-wide approaches with the Evaluation and Learning team leads Responsibility for liaising with the Compass stakeholder groups (including complementary contracts e.g. IFRI and Econometrica and ICF programmes) ensuring progress of the KPI work is shared appropriately with partners and that we re working effectively together Working closely with the Technical Coordinator to facilitate the roll-out of KPI activities and liaison with the other parts of the Compass programme e.g. the Learning, Evaluation and PMU teams Organisation and reporting of KPI team meetings, workshops and training events with the rest of the Compass programme Ensuring effective integration of roles with the Technical KPI Specialist and other KPI Management and Reporting Overarching management and report responsibilities include: Overall responsibility for leading the delivery of the KPI workstream Acting as the representative and face of the workstream area Responsible for the resource planning of the workstream and associated budget implications in partnership with the Project Manager and KPI workstream Deputy Quality assurance for all work and deliverables relating to the KPI workstream; Ensuring the regular monthly headline reporting on progress, challenges, risk, and finance to the Project Manager; Attending team and consortium meetings, as required (timing and frequency to be determined in the early stages of the inception phase); Ensuring sufficient presence and availability to ensure wider consortium team interaction, synergy and collaboration
Competencies: Essential Excellent understanding of the Climate Change environment including the latest scientific evidence on climate change, experience with the development and use of Key Performance Indicators, and familiarity with the 16 KPIs used as a quasi-assessment framework for the International Climate Fund portfolio Project and financial management experience and skills Excellent understanding of milestone/deliverable based contracts and experience of working with the UK Government (DFID, DECC, DEFRA) and their reporting systems and processes Strong people management and communication skills, and experience of working with complex geographically dispersed virtual teams and related team management tools Desired Located in or around the South East region Input : 3-4 days a week Reporting to: Compass Team Leader Programme Background The UK s International Climate Fund is the primary channel of UK climate change finance. It currently funds over 300 programmes through bilateral and multilateral channels, across adaptation, mitigation and forestry sectors in low- and middle-income countries throughout Africa, Asia, Latin America, and the Caribbean. Attempts to learn with, for and from such a vast and disparate network of stakeholders have to date proved challenging, particularly at the portfolio level. This is the rationale for the Compass programme. How Compass will contribute to learning In response to this challenge, the vision of Compass is to contribute to a world better placed to combine and use learning to guide strategy, direct resources and successfully navigate the complexities of climate change. 1 The programme will use a Realist Evaluation Approach to support learning from the ICF portfolio because this approach lends itself to understanding what is working, for whom, in what contexts, how and why. It will do this through the collection, analysis and synthesis of evidence from currently funded ICF programmes. As well as through the provision of opportunities for groups of stakeholders to identify, prioritise and engage with priority Learning 1 See for example Pawson and Tilley (http://www.communitymatters.com.au/re_chapter.pdf)
Questions and react to and contextualise emerging evidence relevant to their own experience, practice and decision-making needs. This will be supported by the development of robust Key Performance Indicators (KPIs) representing a de facto ICF results framework that will promote improved programme design, reporting and performance management, and which, over time, will also leverage learning. A learning-centred approach With a clear mandate to support the application of what is learnt through Compass within the ICF and externally, the Compass team aims to ensure that knowledge will be shared with stakeholders in an accessible, timely way that allows them to engage with information, make sense of it within their own contexts, and ultimately use it to support decisions and action. Compass aims to contribute to putting learning at the heart of the ICF and to support different types of learning across levels, stakeholders and sectors. At a fund level where ICF has diverse investments covering low carbon, forestry, adaptation and resilience, it is hoped that this will allow for inter-programme and inter-context comparisons, in support of refining the portfolio and supporting future portfolio strategy. At a sector and programme level it is hoped that learning will inform appraisal of options and programme development and refinement. The programme is focused on supporting learning around three high-level learning themes (HLLTs) which reflect the ICF s pathway to achieving sustainable change. These are: Transformational Change; ICF Investment Beneficiaries; and ICF Investment Modalities and Partnerships. Our work is organised into three closely integrated streams: 1. KEY PERFORMANCE INDICATORS Developing and rolling out new and improved key performance indicators (KPIs) to improve and increase the reporting of results data from across the ICF portfolio; Promoting the use of multiple relevant KPIs within ICF programmes in a flexible manner, so that these KPIs are aligned with programme theories of change and log-frames, in a consistent way across the ICF portfolio to improve programme design and performance management. Generating useful knowledge about how to track, measure and learn from complex interventions how, and how successfully, are KPIs applied in different contexts? Capturing ancillary learning generated during the course of piloting/testing the KPIs, and enhancing the learning associated with reporting against the KPIs in general, particularly those that measure outcomes and impacts. 2. EVALUATION Drawing on and using the existing ICF evaluative evidence and other evidence sources from across the ICF portfolio and the broader climate change community to synthesise and analyse evidence in relation to key Learning Questions; Supplementing synthesised evidence with additional field-based evaluations;
Contributing to strengthening of evaluation methods. Working with and documenting good and bad practice in the use of evaluation practice as we go, and feeding that into learning cycles via the learning stream. We are also providing advice on evaluation methods on a specific call-response basis to DECC via the call-down facility. 3. LEARNING AND ENGAGEMENT Creating space through well-facilitated learning and reflection processes to enable ICF stakeholders to identify key learning questions around current and emerging policy and programming issues; Supporting selected internal and external stakeholders to make sense of, and identify opportunities to apply, evidence and knowledge generated by Compass; Providing opportunities, through emergent learning processes, to capture and share tacit knowledge and engage in collaborative learning and action. Framing, packaging and sharing knowledge in ways that resonate across ICF and climate finance audiences. The Compass programme is designed around a cycle of development and answering of a series of prioritised strategic learning questions across adaptation, low carbon development, and forestry to support understanding on climate spend.