Current Hiring Practices and Trends in the Development Sector
- BY David Mackenzie
As the Syrian crisis enters its sixth year, and due to very limited resettlement options, the number of Syrian refugees who have sought refuge and registered in Jordan reached 657,000 in March 2017. This influx of refugees represents an increase of at least 10% of the total population living in Jordan, which has inevitably been a burden on Jordanian public services and resources. This led to the decision by the Government of Jordan in November 2014 to apply non-insured Jordanians rates to Syrian refugees for health services, further aggravating their vulnerability. With basic needs such as food and rent representing the largest portion of households’ expenditures, very little is left to tend to specific needs of persons with disabilities including access to specialized services.
Late 2015, HI decided a strategy of intervention to progressively move from direct service provision and transfer rehabilitation response to national providers. However, until this transition is effective, the coexistence of direct rehabilitation services in camps and host communities in a humanitarian approach with the strengthening of local rehabilitation services with a development lens puts a high pressure on HI Jordan and the program teams, who need to deal with two-speed highly complex environment with numerous partners and counterparts.
Handicap International’s Middle East Regional Programme is now broad and ambitious, with projects and missions in 4 different countries (Egypt, Jordan, Lebanon and Palestine). The programme is now engaged in a phase of stabilization with new challenges, based on the recent finalization of our RPF 2015/2019, the transition engaged with Syrian crisis teams in 2 countries, Jordan and Lebanon and the functional relation with Iraq mission.
The current Jordan mission strategy is ambitious and focusses on large components of post-humanitarian Syrian Crisis and scale up to sustainable interventions. The main aspects of the mission include:
The planned nationalization of the position (to take place at the end of 2018) will require capacity building, through training, coaching and mentoring to the local replacement.
As part of HI ambition to develop the Rehabilitation sector in the country, in addition to the operational implementation, a highly strategic national multi-stakeholder National Rehabilitation Platform is being facilitated by HI. Bringing together key actor such as the MoH, physical rehabilitation services providers, local societies (physiotherapy, occupational therapy and prosthetic & orthotics), and humanitarian actors (national and international non-governmental organizations), the platform aims at analysing the status of the rehabilitation sector, identifying actions and recommendations to contribute to sustainable physical rehabilitation sector.
The rehabilitation project manager is therefore in charge of multiple formal partnerships (LNGO and institutional), at high level and also requiring close linkage at field level, include the planning of partner’s technical capacity assessment, and capacity building and supervision of the development of key tools and processes adapted to the partner based on HI expertise.
Qualification(s): Master’s degree in development studies or management
Competencies: Knowledge of PCM
While direct services will exit, the transition will increase the indirect service provision scope with large, multi-skilled team.