UNDP Jobs 2019

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22 Aug, 2019

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Management Jobs in Ghana

United Nations Capital Development Fund (UNCDF) is the UN’s capital investment agency for the world’s least developed countries (LDCs). It creates new opportunities for poor people and their communities by increasing access to inclusive finance and investment capital. Established by the General Assembly in 1966 and with headquarters in New York, UNCDF is an autonomous UN organization affiliated with UNDP.

Job Description

Job Title: Change Management Expert

Based in UNCDF, the Better Than Cash Alliance(BTCA) is a partnership of 70 governments, companies and international organizations that accelerates the transition from cash to digital payments in order to reduce poverty and drive inclusive growth by:

  • Advocating for the transition from cash to digital payments in a way that advances financial inclusion and promotes responsible digital finance.
  • Catalyzing the development of inclusive digital payments ecosystems in member countries to reduce costs, increase transparency, advance financial inclusion– particularly for women– and drive inclusive growth; and
  • Conducting research and sharing the knowledge and experiences of our members to inform strategies for making the transition.

Billions of dollars in cash payments and transfers are made daily in emerging and developing economies, including payment of salaries, social welfare and relief, payments to suppliers, remittances, etc. The problems with these cash payments include a lack of transparency, accountability and security, as well as inefficiency. Individuals who receive cash payments are often part of the 1.7 billion excluded from the formal financial sector.  This means they are excluded from access to a range of appropriate and affordable financial services to help them save safely take advantage of economic opportunities and reduce their vulnerability to risk.

Shifting these payments from cash to digital has the potential to improve the lives of low-income people,

particularly women, while giving governments, the development community and the private sector a more transparent, time and cost efficient, and often-safer means of disbursing payments.

From a corporate perspective, payments completed in the value chain of businesses represent some of the most significant payment flows of national economies. To highlight this impact, the Alliance published a report on “The Future of Supply Chains: Why Companies are Digitizing Payments”showcasing how companies in different business sectors have benefited from digital payments in their supply chains and play an important role in building an inclusive digital payment ecosystem. Thus, the Better Than Cash Alliance is committed to supporting digitization of companies’ payment flows in different business sectors across the corporate payment grid (B2B, B2P, B2G, and P2B).

The Better Than Cash Alliance Team’s Core Values are the following:

  • Achieving together
  • Striving for excellence
  • Service oriented
  • Results oriented

For more information on BTCA, please visit the website: http://www.betterthancash.org/

Ghana Water Company Limited

Ghana Water Company is a utility company, fully owned by the state. The company is responsible for potable water supply to all urban communities in Ghana. Ghana Water Company Limited began the process of transforming its billing processes in August 2016. The transformation process began with the validation of existing customer database and subsequently capturing customer consumption electronically. The concluding part of the process, and arguably the most important part is the payment made by customers after they have been billed at the end of the month. One key objective to be achieved is the digitisation of customer payments. Work has gone into integrating with all mobile platforms, some commercial banks, and other online (mobile) payment platforms. With such integration, customers are able to pay their water bills via mobile money (MTN, Vodafone, Tigo and Airtel); via their bank’s digital payment platforms and online payment platforms like ExpressPay and Slydepay. It is easier now to monitor in real time all payments that are received in respect of water bill collection, and the payments can directly reflect in the customers’ balances.

http://www.gwcl.com.gh/company_profile.html

2.    OBJECTIVES OF THE ASSIGNMENT: DIGITIZING WATER BILL PAYMENTS-GHANA WATER COMPANY LIMITED.

The Alliance has been working with the GWCL to digitize post-paid water bill payments in the past one year, at the request of the Ministry of Finance with the concurrence of the GWCL Management. GWCL has close to six hundred thousand customers on its book, this number keeps growing due to new connections across the country. The need to digitize bill payments is part of the overall company’s strategy to be more efficient, offer customers more convenience when making payment, and a response to the government’s call for government agencies to digitize their payments.

Based on the lessons from the first phase, the GWCL now wants to accelerate the roll out, in order to increase adoption, and usage of the various payment channels in place. Part of the transformation process includes implementing a robust change management system that will position the company to achieve its goal of bringing convenience to customers through digitization. The change management process will prepare staff at all levels, including training, in order to facilitate usage of digital payments for bill collections.

3.    SCOPE OF WORK

The Better Than Cash Alliance and Ghana Water Company are looking to hire a Change Management Expertwith experience in leading digital transformation in private and public sectors, to support Ghana Water develop and implement an all-inclusive change management process.

Based within the GWCL, with supervision from the Better Than Cash Alliance Africa Regional Lead, the consultant will be responsible for the following:

1. Assess the current organizational change level, given the progress made so far in the transformation process.

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  • Obtain staff’s views and expectations on the ongoing digital transformation process. This may be through running an anonymous internal staff survey, focus group discussions or other convenient and relevant methods.
  • Document, analyze and present the findings and recommendations to the senior management team for their approval.

2. Based on the findings, develop a digital payment change management framework incorporating implementable action points that will enhance organizational appreciation of digitizing bill collection, as well as agree with Senior Management on key change management performance indicators.

  • Agree on key performance indicators and develop monitoring tools for the same
  • Using tracking tools like the change management transformation cycle, (1. Resistance, 2. Awareness, 3. Understanding, 4, Acceptance and 5 Commitment[1]), aim to move the majority of staff to Acceptance and Commitment levels.  This process may include identifying internal key success factors, agreeing on key measurements metrics for success, timelines and identifying departmental champions who will help transmit core messages that can be useful for obtaining buy-in throughout the company.

3. Guide management in implementing the agreed plan, that includes

  • Implementing a robust internal communication strategy. This strategy should be focused on highlighting the benefits of digitizing bill collection to staff and the organization as a whole.  As part of the strategy and to prepare the staff for the cultural change, initiatives such as newsletters, videos, briefings, and Q&A sessions with staff could be put in place.
  • Tracking staff feedback and ensure issues raised by staff are addressed,
  • Monitoring and tracking the agreed KPIs with regular feedback to senior management.

4. Working with the GWCL management, conduct a final assessment to establish the effectiveness of change management tools to the transformation process.

  • Conduct a final assessment through staff surveys, focus group discussions, one on one interviews or other data collection tools to obtain feedback from staff
  • Review post change management digital payments statistics to assess the effectiveness of the transformation process
  • Document selected demand side feedback to assess clients’ convenience with digital payments of bills.

4.    FINAL OUTPUTS

The consultant will deliver the following final products:

i) Change Management Assessment Report

ii) Digital Payments Change Management Framework/Plan

iii) Implementation report including documents and guidelines on change management for GWCL, highlighting among other things

  • Number of staff trainings conducted with clearly documented outcomes of each training.
  • Change management tools that are being used by GWCL.

iv) Final staff assessment and project report, that will include

  • Progress made in the transformation process
  • Payments metrics, based on the tracked KPIs
  • Lessons learnt in implementing change management systems in GWCL.

5.    DELIVERABLES AND PROPOSED PAYMENT SCHEDULE

 

Description of Deliverables / Milestones Target Completion – Estimated at this point Estimated Payment Schedule (In % of Contract Price)
1. Change Management Initial Assessment Report accepted by GWCL Senior Management TBD 15%
2. Digital Payments Change Management Framework/Plan approved by GWCL Senior Management October 2019 20%
3. Implementation report including documents and guidelines on change management for GWCL- highlighting among other things – accepted by GWCL Senior Management

  • Number of staff trainings conducted with clearly documented outcomes of each training.
  • Change management tools in place and being implemented
December 2019 30%
4. Final organizational assessment and project report approved by GWCL Senior Management, that will include

  • Progress made in the transformation process
  • Payments metrics, based on the tracked KPIs
  • Lessons learnt in implementing change management systems in GWCL.

 

January 2020 35%
TOTAL 100%

6.    DURATION OF ASSIGNMENT, DUTY STATION AND EXPECTED PLACES OF TRAVEL

Number of working days: Approximately 110 working days, spread over a period of six (6)months.

Duration of assignment: September 15, 2019 – March 15, 2020

Duty station:Candidate will be seated inGWCL’s Accra office in Ghana.

Travel:Travel outside Accra (to the field and other relevant locations) may be required  and will be organized under the rules and requirements of GWCL in consultation with Better Than Cash Alliance. Such travel will becompensated ona reimbursable basis following the UNDP/UNCDF rules and regulations, which states that consultants shall only be paid the most direct and most economical ticket, regardless of distance and number of hours, as will be quoted by the official UN travel agency.  Any amount in excess of the said quotation, such as class and airline preference of the consultant, shall be borne by the consultant. Daily living allowance shall not exceed prevailing  UN Rate on the destination.

Please note that UNCDF cannot guarantee residence permits or visas for consultants.  Consultants are responsible for securing their work documentation. In case of national consultants, applicants that are not nationals of the duty station requested will have to prove their residence status.

7.     PROVISION OF MONITORING AND PROGRESS CONTROLS

The consultant will be hired by UNCDF Better Than Cash Alliance and work closely with GWCL in their Ghana Head office based in Accra. The consultant will work under the direction of the GWCL Digital Innovation Project Manager and supervised by the Alliance’s Africa Regional Lead.

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