John Dida JohnDida6@gmail.com
Marsabit
Summary
Dynamic professional with a proven track record at BOMA, excelling in coordination and partnership development. Expertise in market system development and participatory monitoring, successfully advancing legislative initiatives that enhanced livestock market operations. Recognized for effective communication and strategic project management, driving impactful results in challenging environments. Seasoned supervisor in office and administrative support with a solid background in overseeing daily operations and enhancing workflow efficiency. Skilled in team leadership, process optimization, and conflict resolution, ensuring smooth operational flow and staff productivity. Demonstrated ability to implement effective policies that significantly improve organizational procedures. Committed to fostering professional growth within teams while maintaining high levels of accuracy and compliance.
Overview
19
19
years of professional experience
1
1
Certification
Work History
Isiolo/Marsabit County Coordinator
BOMA
Isiolo
06.2024 - Current
- The County Coordinator is responsible for effectively coordinating Kuza Jamii activities in Isiolo and Marsabit.
Under the supervision of the Portfolio Director - REAP for Government, the County Coordinator will coordinate the Kuza Jamii Consortium’s activities in Isiolo and Marsabit. The County Coordinator will represent BOMA in county-level engagements. S/he will coordinate the activities of the Kuza Jamii partners and keep leadership informed regarding county-level progress, results, and challenges under the Project.
The ideal candidate is highly effective at planning and coordinating multi-stakeholder efforts. S/he is an expert and developing and tracking multi-stakeholder work plans,
maintaining quality standards, and managing relationships with county-level collaborators
(state and non-state), providing reports on activities and promoting learning. S/he provides
support and oversight of partners to ensure Kuza Jamii activities are implemented
according to plan and with the highest integrity, proactively collaborating, learning, and
adapting.
3. RESPONSIBILITIES:
3.1 Leadership and Planning Responsibilities:
3.1.1 Responsible for the advancement and execution of BOMA’s Vision, Mission,
and Values; ensuring that the same are clearly and well-articulated in
BOMA’s daily work and among staff, partners, collaborators and
participants/targets.
3.1.2 Lead the planning and coordinating of all Kuza Jamii activities at the county
level, especially with sub-grantees and government partners
3.1.3 Represent BOMA in all Kuza Jamii activities at the county level, including
meetings with government, stakeholders, and media.
2
3.1.4 Collaborate with the BOMA’s Operations team to ensure timely and
adequate logistical arrangements for field travel on Project activities.
3.2 Partnership Coordination
3.2.1 Work with partners to coordinate develop county-level workplans and track
the implementation of the workplans.
3.2.2 Track any adjustment in timelines and ensure communication of any changes
in project plan, scope and timeline.
3.2.3 In coordination with BOMA teams, oversee training and capacity
development efforts for the Government of Kenya and consortium partners
3.2.4 Ensure that the partners receive adequate support on finance, logistics, HR,
reporting and other organizational requirements.
3.2.5 Coordinate program, technical, finance and other functional units at BOMA
to ensure project timeline and deliverables are on track.
3.2.6 Ensure clear communication is maintained between BOMA and partners.
3.2.7 Support a close, two-way or multi-party working relationship where partners
are respected, listened to and supported and creates an open channel to
discuss challenges and constraints as they arise.
3.2.8 Visit partners in the field to support delivery of training, design and
adaptation workshops, and project monitoring and evaluation process.
3.3 Program Responsibilities:
3.3.1 Ensure BOMA delivers on commitments laid out in the project and
partnership frameworks and agreements.
3.3.2 Lead the monitoring of partners’ progress in the implementation of program
activities and expenditure.
3.3.3 Ensure BOMA has the appropriate tools and systems to enhance
coordination, track commitments and opportunities with partners, and
strengthen coherence and cohesion of overall positioning of BOMA in the
partnership framework.
3.3.4 Oversee partners’ implementation: community entry, participatory targeting
processes, implementation of project activities including grant distributions,
trainings, establishment of savings groups, work with cooperatives, etc.
3.4 Data Collection, Analysis and Reporting
3.4.1 Ensure the Kuza Jamii project M&E plan is understood by all partners
operating in the counties, and responsibilities are clear for data collection,
analysis and reporting.
3.4.2 Coordinate with the M&E team to ensure timely and quality targeting
verification, collection of baselines and end-line data and monitoring
activities via digital technology.
3.4.3 Carry out regular field visits and spot checking and oversight to project sites
communicate any emerging issues for effective response.
3.4.4 Ensure timely, realistic, and high-quality project planning, implementation,
monitoring, reporting, and learnings are captured.
3.4.5 Ensure that all reports, both internal and external, are prepared and
submitted in a timely manner, including county-level data.
3.4.6 Contribute to donor deliverables for ongoing projects to ensure timely and
quality delivery of products and services as agreed on by BOMA, including
donor reports which should be timely and high quality.
3
3.5 Technical Responsibilities:
3.5.1 Facilitate collection and analysis of program data; capture and share lessons
learned, case studies and success stories and best practices for project
interventions.
3.5.2 Support development, review and dissemination of project documents that
capture best practices and lessons learned from the Kuza Jamii project to
inform future project design.
3.6 Compliance and Logistics
3.6.1 Collaborate with the County Cluster Office Admins on ensuring proper
compliance with BOMA policies and procedures.
3.6.2 In Liaison with the county staff, and with support from operations staff,
oversee procurements, deliveries, and other logistical coordination in Isiolo
and Marsabit.
3.6.3 Support other program activities in Isiolo and Marsabit based on requests by
the Portfolio Director – REAP for Government
4. INTERNAL/EXTERNAL RELATIONSHIPS
4.1 County Coordinator reports to the Portfolio Director – REAP for Government
for Kuza Jamii
4.2 County Coordinator works collaboratively with other members of the Kuza
Jamii team, across BOMA.
4.3 He/she will work collaboratively with other implementing partner staff from
Kuza Jamii partners in the consortium.
Business/Cooperative Development Specialist
USAID Feed the Future Kenya Livestock Market System Development Project (KLMS) @ACDI VOCA
Marsabit
11.2018 - 09.2022
- In partnership with the Marsabit County Government, and NGO stakeholders, facilitated a comprehensive inclusive market system development strategy
- Achievements in Legislative Advocacy: I was instrumental in advancing key legislative initiatives, including the Livestock Markets Management Bill, Sales Yard Bill, and Livestock marketing Policies were domesticated and assented by the Governor Marsabit County
- These efforts significantly revitalized the operationalization and management of livestock markets in Marsabit County, fostering benefits for pastoralists, traders, and various state and non-state actors
- Developed the County Gender Policy to emphasize principal guidelines on which sectoral policies and programme effectively integrated gender equality issues in the respective social, cultural, economic, and political planning and programming in Marsabit County
- Secured small grants to facilitate the initiation and expansion of microenterprises businesses, strategically targeting small-scale traders
- This achievement contributed to enhancing the resilience of the agro-pastoral communities through Resilience and Economic Growth in the Arid Lands of Kenya (REAP) groups, fostering economic growth and sustainability in arid regions of Northern Kenya
- Conceived and implemented internal control systems management skills and institutional strengthening programs to elevate Small and Medium Enterprises (SMEs) and Micro, Small, and Medium Enterprises (MSMEs), with a specific focus on Women-owned SMEs
- Designed comprehensive training modules covering diverse areas such as SACCOs risk management, financial management, business planning for institutional strengthening and facilitated institutional strengthening through capacity building trainings
- Successfully facilitated inclusive market access and opportunities within the livestock value chain, ensuring active participation and benefits for women in market activities
- Led Growth Grants Initiative to expand economic opportunities in livestock value chains, reducing risk and entry costs for businesses enhanced i.e
- Mount Marsabit Cooperative, Moyale Women Camel Milk Processing, Jey-jey Dairy Farm, Moyale Feed Formulation and Processing Factory, and Darara Association Poultry Farm
- Facilitated partnerships between small enterprises and larger businesses, connecting Songa Women and Karare Women to supply milk to Mount Marsabit Cooperative (BTB)
- Supported post-graduation small-scale businesses with grant funding for fodder production, three milk value chains, and five smallholder cereal farmers supplying Moyale Feeds Factory with soybean, maize, and sorghum
- Humanitarian programming partnership
- Cash and voucher transfer programming
- Cash Voucher project management
- Budgeting and budget monitoring
- Budget forecast planning
- Climate change and adaptation
- SMEs' institutional strengthening
- Small holder farmer Market linkages
- Conflict Transformation and Peacebuilding
- DRR and Vulnerability Assessments
- NRM Development with PRM Processes
- Facilitated and led the development of the Cooperative Management Training Manual
Executive Director
CIFA Ethiopia
01.2013 - 07.2016
- Elevated CIFA Ethiopia from a young organization with limited policy directives to a fully governed entity by developing and implementing essential policy systems within the first year of tenure
- Successfully established key governance, accountability, and organization management systems, aligning them with Ethiopia's government's policy directives for civil society organizations and ensuring effective organization management and compliance
- Developed and implemented a suite of critical policies, including: Human Resources Policy, Financial and Procedures Policy, Supply and Procurement Policy, Gender and Child Protection Policy
- Expanded CIFA Ethiopia's operational footprint significantly by opening and operationalizing the regional coordination office in Borana Zonal Headquarter, Yabello, Oromiya Region of Ethiopia, which enabled the organization to extend its reach from one to eight Districts
- Fostered improved communication and collaboration enhanced trust strengthened my team and with the key stakeholders at the Federal, and Regional level through CIFA Ethiopia Addis Ababa Office
- Established the Addis Ababa Office to enhance coordination with donors, Oromiya Regional State Government, and the National Federal Government of Ethiopia, resulting in a substantial increase in various organizational Partnership with commensurate funding from various International NGOs, and major Donors within my tenure from Jan 2013-July 2016
- Total Budget In EURO; 1,913,908.3, GBP; 654,979.31, CHF; 4,500,000 Total Staff: 104
- EU-Funded: Enhanced Food Security and Livelihood resilience (Feb 2013-Nov.2015) project in partnership with Trocaire (EU-Instrument of Instability) 885,527 Euros; 7 staff
- DG-ECHO Funded; Moyale Ethio-Kenya Cross Border CMDRR Project and Dillo District (Ethiopia) resilience Building Projects Partnership with CORDAID Beneficiaries 5510HHs (3107MHHs, 2403FHHs), Budget 1,028,380.71 Euro
- 31 Staffs
- DFID/UKAM5: Livelihood resilience building In Borana zone, Oromiya Region of Ethiopia in partnership with SCIAF/ budget 654,979.59GBP (Feb 2016-Sept 2018) -SLA/SLF-approaches-Result Based management (RBM) techniques Staff:14; #Beneficiaries; 2923 HHs (1538FHHs, 1385MHHs)
- SDC: NRM Project in partnership with HEVETAS 12-year program in 3 phases each 4 years - Phase 1: (April 1, 2015 - March 31, 2019), Budget CHF 4,500,000.00
- #Beneficiaries Household (HH) 11,570 (Men HH6797---Female HH 4773), a Total Pop 70,930: Staffs 23
Senior Humanitarian Field Coordinator
TROCAIRE/CAFOD
Addis Ababa
06.2011 - 11.2012
- Led project entitled Borana Drought Emergency Project in Four Districts of Borana Zone, Oromiya regional Government, Ethiopia with a budget 1,503,271.39 USD and protected 4800HH through cash transfers, 9600 (6400 cattle and 3200 sheep) livestock through vaccination, treatment, and supplementary feeding, through Home based In-situ feeding methodology using livestock Emergency Guidelines Standard (LEGS), benefitting 1600HH (4 cattle, and 2 sheep each HH)
- Represented the Project Office in its working relationship with the consortium members of the TROCAIRE/CAFOD Joint office of Ethiopia, HelpAge International (HAI), and the Four local implementing Partners including, Community, NGOs, and National Regional Government counterparts of Ethiopia
- Generated reports and provided analytics on program implementation versus financial consumption to senior management, resulting in improved budget forecasting
- Mentored implementing local partners on harmonized planning, report writing, and project monitoring and evaluation
- Monitored project activity implementations with due diligence on common Humanitarian standards and analyzed financial data, identified trends and variances, and provided timely and accurate reports to senior management
- Handled the leadership, coordination & management of the personnel & material resources at the disposal of the Borana Zone Coordination Office for effective implementation of the consortium Drought Emergency Response Projects
- Led Regional drought rapid assessments, took part in multi-agency annual food security/situational assessments, and need assessments, and updated my head office on the drought situation status
- Ensured monthly market assessment and ascertained Cash and voucher transfer activities were within the market context
- Lead the knowledge management process of the organization by documenting and disseminating the project implementation approaches and best practices for future scale-up
MEL Manager
GPDI-Ethiopia
06.2006 - 05.2011
- Company Overview: National Ethiopian NGO
- Worked closely with Project Managers and ensured overall program design including logical framework all level indicators aligns with GPDI-Ethiopia's MEL framework
- Worked closely with sector specialists to ensure sector-specific assessments meets quality and technical standards and that they support and align with programmatic framework, that findings are appropriately shared with program managers, and the Executive Director
- Supported program officers, Managers in program design, proposal development and implemented an effective MEL system
- Worked with project field coordinators with his staff in the field to carry out effective monitoring of processes, and outputs indicators
- This included facilitation of field staff mentoring to enable them understand information needed, and ensured designed reporting formats captured all required and disaggregated activity data
- Ensured that monitoring data outputs are generated accurately, and reflect the progress statuses in achieving targets
- Progress reports are disseminated in a timely manner in the recommended format to the line managers for effective decision-making
- Supported staff capacity building in community-based monitoring, processes, output monitoring, result monitoring, justification monitoring, and impact monitoring not forgetting commitment to core humanitarian standards (Sphere standards and Humanitarian Accountability &Quality Management (HAP)
- Led participatory projects quarterly review and reflection processes
- Ensured internal and external coordination with stakeholders
- Led the internal MEL efforts in updating MEL framework for both the development, and emergency preparedness/response & recovery projects
- National Ethiopian NGO
- Strengthen the capacity of Branch Offices in the area of PCM, Monitoring & Evaluation, EWS through staff capacity assessment and support measures like facilitation of in-house training, and creating external training opportunities, etc
- Supported preparation of project reports by field offices and compiled periodic reports to be submitted to Management Team, Donors and Government bureaus
- Led the knowledge management processes of the organization development by preparing data collection and reporting formats
Education
MSc - Climate Change and Development
Hawasa University School of Natural Resource Management
Hawasa, Ethiopia07.2016
BA - Development Management
Alpha University College
Addis Ababa10.2014
Skills
- Communication Skills
- Microsoft Office
- Participatory Monitoring and Evaluation
- Participatory Impact Assessment
- Market System Development
- Business Policy Environment
- Private Sector Engagement Strategies
- Competitive Grant System Management
- Business and Financial Market Analysis
- Inclusive Market System Development
- Coordination and Partnership Development
- Project Management
- Applied Administrative Management
- Public Administration and Development Management
- Management Accounting
- Emergency Market Assessment
Certification
I, John Wako Dida, certify that to the best of my knowledge this CV correctly describes me, my qualifications & experience.
Training
- Advanced Conflict Transformation and Peacebuilding course for the Horn of Africa
- Professional Program Management Certification Certificate-(PMD PRo-1)
- Result-Based Management
- Certificate in Participatory Project cycle management and project development
- Certificate in Participatory Project Monitoring, Evaluation, and Learning
- Cash Transfer Programming In Humanitarian Response-(certified by CALP-Pat Foley)
- Participatory Impact Assessment Training (PIA-Tuft University)
- Practical Disaster Risk Reduction Training Course
- Sphere standard, LEGS, and IASC guideline
- Child protection training and Safeguarding certificate
- Certificate in Cash Based Responses (TOT)
References
- Simon Muli, DCOP USAID Kenya Livestock Market System (LMS), ACDI VOCA Kenya, Smuli@acdivoca.org, +254721672937
- Molu Philip Chepe, Senior Program Officer, Social Protection, National Drought Management Authority (NDMA), P.O. Box 284, Marsabit, moluchepe@gmail.com, 254 797354527
- Christopher Sanya, Technical Lead Livestock Market System, ACDI VOCA, Csanya@acdivoca.org, 0715255952
- Roba Halake Bante, Chairperson Board of Director, CIFA Ethiopia, Save the Children, P.O. Box 387, Addis Ababa, Ethiopia, arbahalakebante@gmail.com, +251 (0)91 1705265
Languages
- English
- Swahili
- Borana-Oromo
Timeline
Isiolo/Marsabit County Coordinator
BOMA
06.2024 - Current
Business/Cooperative Development Specialist
USAID Feed the Future Kenya Livestock Market System Development Project (KLMS) @ACDI VOCA
11.2018 - 09.2022
Executive Director
CIFA Ethiopia
01.2013 - 07.2016
Senior Humanitarian Field Coordinator
TROCAIRE/CAFOD
06.2011 - 11.2012
MEL Manager
GPDI-Ethiopia
06.2006 - 05.2011
MSc - Climate Change and Development
Hawasa University School of Natural Resource Management
BA - Development Management
Alpha University College
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