I am responsible for overall management and monitoring of complex, multi-country contracts, including under FCDO GMAP and Dutch MFA funding, to ensure delivery is in line with contract requirements and objectives. I ensure that internal monitoring and evaluation activities are undertaken to ensure Key Performance Indicators (KPIs) are met, and that assess and demonstrate the outcomes and impact of programme delivery. I am the key focal point for relevant donor contacts, partners and programmes in the delivery of these contracts.

I worked closely with programme teams across regions to ensure partnerships were managed in line with good practice, supporting the coordination of a large and multifaceted portfolio of local, national, regional and international partners. I had a particular focus on linking partnership practice to the wider localisation agenda.I was responsible for developing and managing organisational strategic partnerships. I led a project to improve conflict sensitivity practice across our programme portfolio, and was MAG lead on a strategic initiative to develop an operational framework to improve collaboration between the mine action sector and the broader development, humanitarian and peace building nexus.I had oversight of organisational partnership policy, guidance and practice, developing an organisational Partnership Management Framework, that linked together compliance, risk management and other cross-cutting areas of work, including security management, safeguarding and gender-sensitive and inclusive programming. Where needed, I designed and delivered partner capacity assessments and provided support to programmes doing the same.I contributed to designing and implementing organisational MEAL processes, playing a leading role in the development of an organisational Theory of Change (ToC) for Armed Violence Reduction and contributing to the development of an organisational ToC for Humanitarian Mine Action and an outcome evaluation methodology. I was a part of a small working group that delivered a mid-term review of MAG's global organisational strategy, and I led on the creation of country programme strategy guidance and tools.

Programme design guidance, advising and providing leadership, learning and technical support to different projects across thematic areas. Ensured projects adhere to organisational strategy and policy, incorporate lessons from previous programmes, capitalise on innovation opportunities, encourage value for money and improve impact.Led a multi-disciplinary team of Christian Staff and external consortium partners on project design for the co-creation of an innovative £9m DFID-funded project testing a community-led approach to improving service delivery for marginalised groups across three countries, through better access to high quality data (https://evidenceforinclusion.org).Leading role in design and development for a £3m project testing Christian Aid's organisational health framework in fragile states (South Sudan, Burundi and Sierra Leone). Contributed to improved programme quality within Christian Aid, including the development of Programme Design Quality Standards and an organisational approach to testing and scaling innovative ideas.Provided technical support to a range of large programmes, particularly around participatory community assessments and developing monitoring, evaluation, accountability and learning (MEAL) systems. Delivered training and capacity building for Christian Aid and external staff and partners.

Management, support and oversight of complex programmes, programme development and programme staff. Developed funding proposals, including project managing successful bid for DFID UK Aid Connect Civil Society Effectiveness funding, building a consortium including development sector, private sector and academia. Leading role in a successful bid for DFID UK Aid Match funding for a nutrition programme in South Sudan.Day to day management of £1.1m ‘In Their Lifetime’ innovation fund including programme design guidance. Training and capacity building for Christian Aid and external staff, and line management responsibilities. MEAL support to: DFID-funded programmes in Burkina Faso, Ghana and Ethiopia; EU-funded work in Burkina Faso, Ethiopia, Honduras and Malawi; USAID-funded work in Haiti.Oversaw the £4.4m DFID-funded Conflict, Humanitarian, Security and Justice Programme Partnership Arrangement (CHSJ PPA), a resilience programme in seven disaster and conflict-prone countries, including DRC, Kenya, occupied Palestinian territory and Honduras. Developed global MEAL framework and approach and accompanied assessments in DRC and the West Bank.Oversaw Christian Aid's 2016 certification against the Core Humanitarian Standard (an industry-wide accountability accreditation) and supported in the development of a new organisational resilience framework. Represented Christian Aid externally, including with the Interagency Resilience Learning Group.

Senior management role with oversight of fundraising and partnerships. Included managing grant cycles with programme partners, line management, responsibility for communication outputs. Managed Orchid Project fundraising activities, writing and implementing a fundraising strategy, trusts and foundations grant delivery (proactive researching, preparing applications), researching new funding opportunities, planning and managing fundraising events and maintenance of donor/supporter database. Increased fundraising portfolio from £250,000 to more than £500,000 annually.Managed existing programmes with project partners in Senegal, including developing programmes and projects, securing funds, grant disbursement, reporting, relationships and monitoring & evaluation. Contributed to Orchid Project’s advocacy work, including providing policy briefings, briefing stakeholders, working with partners to deliver outcomes and supporting delivery of advocacy events.

Designing and implementing projects for LivLife, an education and development charity. Role included:Creation of a Monitoring and Evaluation programme, developing a project specific framework and writing and delivering Project Management training for Tanzanian staff. Liaising with key partners and staff in Tanzania and in the UK, building new relationships and working alongside existing partners to identify new areas of work. Ensuring existing projects run smoothly and efficiently including financial management of all projects, providing ongoing risk and issue assessments and management of a team of staff.Playing a key role in revising organisation level strategy; creation of a repository for institutional ideas. Creation of project framework and reporting systems in addition to quarterly and monthly reports to Trustees and funding bodies and providing regular updates to direct managers. Writing funding applications and project proposals for a variety of organisations; this includes developing a funding bid for an extensive teacher training and capacity building programme.Responsibility for marketing and publicity in-country through social media such as Twitter, Facebook and Pinterest in addition to writing a quarterly magazine for donors and extensive use of Microsoft Office and Adobe Photoshop in creating advertising and literature and creating website content with PagePlay.Successful delivery and continued monitoring of a variety of projects including the creation of a microfinance scheme supporting a community based Women’s Group with over 50 members, a basic health programme providing medical checks and nutritional assessment for kindergarten students and the construction and opening of an Outreach centre in a new community. Continued responsibility for volunteers and guests visiting the Tanzanian projects, providing induction briefings and health and safety training.

Supervisor and Duty Manager responsible for training new staff members, implementing health and safety measures, stock control and wages for a busy restaurant and bar. Completed personal licence and management training.

Group co-ordinator and expedition leader for volunteer expeditions and staff (local and UK) working on community development projects in Tanzania and Papua New Guinea. This was followed by a UK based role planning subsequent volunteer projects. Responsibilities included: Logistical, financial and safety management of long term expeditions in Tanzania and PNG. This included responsibility for expedition planning and management including the creation of a new volunteer projects in conjunction with local partners, including the AWF, Birdlife International and the PNG Tourism Board. Establishing links with local community leaders and government officials to ensure future project successes was also a crucial element of these roles.Oversaw risk assessments and health and safety briefings for a large team of volunteers as well as catering for the needs of local and UK staff and on return to the UK, responsibility for designing, budgeting and delivering the follow-up project in PNG. Developed longstanding relationships with in-country partners including the PNG Tourism board and Wildlife DepartmentRecruiting key staff positions, conducting interviews and maintaining the project database, the creation of risk assessments, communication and logistical plans and health and safety procedures, briefing for both staff and volunteers before departure and main point of contact for staff once in-country, ensuring projects fell within the standards and guidelines of various UK bodies,