Transition Management Senior Human Resources Specialist

Monitoring and Evaluation
Close Date


With an annual budget of roughly $380 million, USAID/Uganda is one of the Agency’s largest bilateral Missions.  It delivers assistance to help Uganda improve health and family planning, increase the quality of education, accelerate broad-based economic growth, and more deeply entrench democracy, human rights and good governance.  Special programs are focused in the post-conflict regions of northern Uganda.


USAID/Uganda requires support in adapting its business processes and practices, and its organizational structure, in order to strengthen its performance in achieving the goal and objectives set forth in its 2017 to 2021 Country Development Cooperation Strategy (CDCS). A two-phased effort is anticipated:

  • Phase I: The Contractor will conduct an assessment and prepare a Transition Management Road Map with milestones to guide the Mission toward the procedural and organizational modifications required to:
    • Achieve the multidimensional objectives described in the CDCS. 
    • Increase the efficiency of USAID business processes and practices.
  • Phase II: The milestones indicated in the Road Map will be reached. Contractor participation in Phase II will be subject to satisfactory performance in Phase I and submission of a proposal acceptable to USAID.


Task #1:  Make Recommendations for Adapting Existing Organizational Structures to Support the CDCS’s Multidimensional Ambitions.


USAID/Uganda is in the process of thinking through the organizational architecture that will best enable it to support the multidimensional CDCS.  The Mission is particularly interested in the Contractor’s observations on:


  • Whether the nature and composition of the cross-sectoral teams proposed to complement the existing office structure (which will be maintained) represent the most effective and efficient way to deploy staff to achieve the CDCS’s multidimensional results.
  • Whether staff responsibilities to both offices and teams are clear and feasible.
  • Whether lines of authority for staff serving both offices and teams are clear and feasible.
  • How best to rollout the new architecture to staff.
  • What new skills, tools, technology and incentives should be developed to help staff operate effectively, efficiently and collegially within the new architecture.
  • What logjams to anticipate during the rollout and how best to avoid or mitigate the logjams.
  • Other comments the Contractor has to make or advice the Contractor would like to offer.


Task #2:  Assess and Make Recommendations for Adapting Existing Business Processes and Practices to Strengthen USAID’s Performance in Achieving Multidimensional Results.


USAID/Uganda’s processes and practices for project/activity design, procurement, project management, and financial management are set up to support sectorally-focused portfolios.  Processes and practices will need to be adapted to support the multidimensional CDCS.  To advance Mission efforts in making the required adaptations, the Contractor, together with designated Mission Tiger Teams (comprised of staff internal to the organization), will:


  • Review the Mission’s experience, to date, with designing cross-sectoral Project Appraisal Documents to identify and report on what lessons might be learned and applied to future project and cross-sectoral activity design processes.
  • Review existing mission orders and notices to make recommendations to improve efficiency.
  • Assess the Mission Performance Management Plan (PMP) and Mission capacity for multi-dimensional monitoring, evaluation, learning and reporting and make recommendations for improvement.
  • Make recommendations for:
    • Structuring portfolio reviews in ways that ensure that USAID is holding itself accountable for multidimensional results.
    • Setting up financial management systems that capture multidimensional expenditures.
    • Ensuring that human resource management functions (including position descriptions, employee performance appraisals, and training) reflect, incentivize and offer deliberately planned professional development for staff’s multidimensional responsibilities.
  • Assess Mission performance in spurring intra-sectoral and inter-sectoral collaboration among its Implementing Partners (IPs) through its procurement requirements, in joint IP meetings, and throughout the implementation process; and make recommendations for strengthening IP collaboration in the future.
  • Report on and make recommendations regarding other multidimensional concerns and opportunities that arise during the Contractor’s discussions with USAID/Uganda staff and leadership.
  • Make recommendations for:
    • How best to rollout new and adapted business processes and practices to staff.
    • What new skills, tools, technology and incentives should be developed to help staff operate effectively and efficiently apply new and adapted business practices.
    • Anticipating and avoiding or mitigating logjams during the rollout period.


Task #3:  Assess and Make Recommendations for Increasing the Efficiency of Business Processes and Practices


Increased efficiencies are required to mitigate low staff to workload ratios and to provide staff with the time that will be required to take on the increased stakeholder engagement and other new ways of doing business anticipated in the CDCS.  USAID/Uganda is convinced that increased efficiencies are achievable .  The following are examples of inefficiencies that came to light recently that could be remedied through the availability of better guidance, improved staff training, improved inter-office communications, the better use of technology and other solutions.


  • Staff are sometimes preparing unnecessary documentation. Illustratively, grants to public international organizations do not require the full gamut of pre-procurement documentation; yet the Global Acquisition and Assistance System --GLAAS—makes no distinctions between types of procurement and universally demands the full gamut.  It would be useful to have some sort of user-friendly checklist of what documents are required and not required for specific types of procurement; and a means of getting through GLAAS without unnecessary documentation must be developed and standardized.
  • Mission staff have sometimes completed documents on the pre-obligation checklist for field support activities when these documents have already been completed by the USAID/Washington office managing the field support mechanism.
  • Similarly, staff have unnecessarily completed activity checklists and other actions for funds transferred from other donors when, because these are not appropriated funds, certain actions are not required.
  • One office put time, thought and effort into a statement of work for an activity senior Mission management had no interest in supporting.
  • At other times, the documentation requirements themselves may not be entirely relevant to the task. For example, the template for Acquisition Plans seems to have been adapted from the Department of Defense and it may be possible to eliminate a number of the questions asked.
  • The Mission has not explored how Huddle, an Agency software tool, might be used to improve filing, communications and other operations.


The Contractor, together with the designated Tiger Teams, will identify opportunities and make recommendations for increased efficiencies for:

  • Project/activity design and authorization (including documentation required for the pre-obligation checklist).
  • Procurement (including the multiple memoranda that accompany every procurement action).
  • Project management (including monitoring, reporting and other meeting other Contracting and Agreements Officer Representatives’ representatives; preparing Implementation Letters; conducting development outreach and communications, etc);
  • Financial management.
  • Human resource development.
  • Cross-cutting functions, such as clearance processes and filing.


For each of the functions indicated above, the Contractor, together with the Mission Tiger Teams, will:

  • Identify opportunities and make recommendations to streamline processes, consolidate processes, improve the use of technology, etc.
  • Identify opportunities and make recommendations to provide staff with the increased knowledge, skills and tools (i.e., templates, process maps, revised and more user-friendly Mission Orders, training, etc.) required to efficiently and responsibly apply business processes and practices.
  • Review office structures and inter-office relationships to identify bottlenecks and gaps in meeting regulatory requirements in timely and responsible ways and make recommendations for improvement; and to recognize and share best practices.
  • Make recommendations for:
    • How best to rollout new and adapted business processes and practices to staff.
    • What new skills, tools, technology and incentives should be developed to help staff operate effectively and efficiently apply new and adapted business practices.
    • Anticipating and avoiding or mitigating logjams during the rollout period.


USAID anticipates a six-person contractor team. The Senior Human Resources Specialist will report directly to the Team leader. (S)he will have extensive experience with USAID human resource management systems and deep knowledge of ADS 400 on human resource management. Other Team members could have program, project development, project management or legal backgrounds. Ideally, the Senior Human Resources specialist will have one or more of the following:

  • Experience with past Mission management or systems assessments;
  • Experience with a USAID Mission that has designed and/or implemented an integrated strategy;
  • Experience with USAID/Uganda to help the Contractor with a rapid startup.

How to Apply

To apply for this position please follow the following steps:

  1. Complete the online application.
  2. Attach your resume.
  3. Click on the link: Biodata AID1420-17, fill out the form, sign it, and attach/upload it to your application. You may also include other documents such as cover letter and/or a work sample.
  4. Submit your application, resume, completed biodata, and any additional documents.

Please note that applications submitted by other means; or without resume and/or biodata will not be considered.

Only finalists will be contacted. No phone calls please.


Reasonable accommodation requests will be considered on a case-by-case basis.
The QED Group, LLC is an Equal Opportunity Employer. Women and Minorities are encouraged to apply. AA//V/D.


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