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Draft

Australia Awards in Africa

Investment Design Annexes

31 May 2015

Table of contents

Annex A: Donor & Australian tertiary engagement in Sub-Saharan Africa.............................................3Annex B: Government of Australia development programs in Africa......................................................5Annex C: Country Profile template.......................................................................................................12Annex D: Implementation cycle - Australia Awards Scholarships........................................................14Annex E: Implementation cycle - Short Course Awards.......................................................................21Annex F: Detailed description of alumni activities................................................................................27Annex G: Program cost estimates.......................................................................................................35Annex H: Terms of reference for key skill sets and functions...............................................................37Annex I: Australia Awards in Africa responsibilities..............................................................................43Annex J: Implementation schedule......................................................................................................51Annex K: Monitoring and evaluation....................................................................................................53Annex L: Scholarship cycle support for people with disability..............................................................85Annex M: Risk Register.......................................................................................................................87Annex N: Design Consultations...........................................................................................................98

Australia Awards in Africa: Design Annexes 2 of 100

Annex A: Donor & Australian tertiary engagement in Sub-Saharan Africa

1. Other donor activities African countries are supported by a wide range of multilateral and bilateral donor and funding bodies, many of which operate scholarship programs, either directly or through individual institutions in host countries. Tertiary students from Africa are currently able to access more than 100 different types of scholarships for international studies, along with others offering in-Africa tertiary programs in Europe, Asia and in Africa.

Examples of some other donor-provided scholarships include:

DAAD (Deutscher Akademischer Austauschdienst), an association of German universities, is fully funded by German Government, supported by 60 private foundations and other countries, and has a budget of $US500M. 900 in-country (Africa) scholarships are provided annually, as well as regional scholarships in any of 90 Centres of Excellence; at any one time there are approximately 400 African students undertaking PhDs in German universities;

ILRA (International Livestock Research Institute) currently offer scholarships in more than 18 countries, and is expanding into more; it also has a Fellowships Program and is about to move into institutional capacity building;

PASGR (Partnership for African Social and Governance Research) offers three programs: one with 12 universities in 7 African countries, with a focus on research and public policy; a second program which focuses on cross-cutting policies; and, third, support for collaborative Masters program;

CABI (Commonwealth Agricultural Bureaux International) , of which Australia is a strong member country, working through CSIRO, builds capacity of individuals and institutions through training and publications;

the Government of Netherlands’ scholarships support focuses on water, environment, and food security, as well as reproductive health; both long-term (postgraduate) and short-term opportunities for study are offered;

RUFORUM (Regional Universities Forum for Capacity Building in Agriculture) works with seven universities in east, central and southern Africa, and focuses on PhD scholarships, in agriculture, fisheries and biotechnology; however, currently its focus areas are being reconsidered; the program also seeks to build university and lecturer capacity;

AWARD (African Women in Agriculture Research and Development) scholarships’ program seeks to build the skills of women agricultural scientists in 5 Francophone and 11 Anglophone countries; it offers opportunities to undertake laboratory research anywhere in the world.

2. Australian university networks in AfricaThe member universities of the Australia Africa Universities Network (AAUN)1 undertake a range of activities in Africa, including institutional education and research partnerships with a focus on agricultural productivity and extractives. AAUN comprises 11 Australian universities across six states, while there are eight African member universities in six countries. The AAUN proposes limiting membership to 20 members, with equal numbers from both continents. All institutions are expected to be able to show strengths in one or more of the following sectors: food security, mining and minerals, public sector reform, public health, and education. Current collaborative activities are mainly in the areas of workshopping and forums, and in high-level.

1 http://aaun.edu.au/


Eidos2 is an Australian public policy think tank encouraging the use of university expertise, evidence and research expertise in public policy) that is also active in Africa. EIDOS has had a particularly strong focus in (South) Africa in recent years. Its second International Public Policy Congress represents a continually evolving series of discussions and cross national-projects between high-calibre African and Australian researchers, public policy and political leaders, and corporate and civil society industry partners. The most recent Congress took place alongside the South African Mining Indaba in February in Cape Town, and featured a series of working groups in defined policy areas relevant to African and Australian collaborative research priorities. Congress Workshop research areas/ topics are based on priorities for the government of South Africa, the South African National Research Foundation, DFAT, Australian National Research Priorities, university impact, and the priorities of the Australian Research Council. Cross-National Congress Workshops comprise experts from across government, industry and academia, drawn from both Australia and Africa.

3. African private sector support of universities The private sector is an active financial supporter of private and public sector universities in Sub-Saharan Africa, particularly in South Africa. The following case study of private sector support to the University of Pretoria is provided as an illustrative example.

2 http://www.eidos.org.au/who-we-are/


The University of Pretoria (UP) believes that without the private sector, the University would not continue to operate. Senior university administrators see that as the main difference between South African and Australian tertiary institutions. Although such involvement of UP with the private sector is relatively recent (20 years), the African private sector already funds sector training and research (engineering); scholarships (various disciplines, including finance); infrastructure (lecture rooms and laboratories); endowed UP Chairs. Industry partners also provide mentoring support to students, support that UP believes reduce student dropout rates.

The advantage of the UP model for the private sector is that the sponsoring company does not need to establish its own potentially high-cost) research units, instead using a facility it has funded or part-funded at the university. The private sector company believes that it can get “first choice” of the brightest graduates, to the advantage of their succession-planning program.

According to the university, “If it wasn’t a good business case, the private sector would not get involved”. The University takes great pride in the fact that they have strong links with large companies such as BHP Billiton, Anglo American, etc which have helped establish the Mining Industries Study Centre at UP – which offers support for students who do not necessarily have a workspace in which to study and complete assignments

UP’s next planned private sector partnership venture involves the creation of a virtual reality mining sector; in this model UP will provide the building, while industry will provide the equipment to operate it.

Annex B: Government of Australia development programs in AfricaThe sections in this annex describe the key Government of Australia development programs in Africa as at March 2015. These are subject to change and should be confirmed prior to program implementation.

1. Africa Posts and accredited countriesTable B1: DFAT Posts in Sub-Saharan Africa and accredited countries (as at May 2015)

2. DFAT development assistance programs in AfricaAustralia’s aid program to sub-Saharan Africa aims to promote inclusive growth and job creation through supporting productive sectors of the economy, particularly extractives and agriculture sectors. The program focuses on Eastern and Southern Africa, as well as a small number of countries in West Africa where there is compelling national interest.

The Australia’s bilateral aid investments focus predominately on two priority areas that contribute to broad-based and sustainable economic development: agricultural productivity and the extractives sector. These sectors strongly align with the Government’s policy priorities of economic diplomacy and aid for trade. Australia has built a strong reputation on the continent in these sectors, showcasing relevant and valued Australian expertise.

Agricultural productivityThe Australian aid program supports agricultural productivity and market development to promote sustainable economic growth, improved livelihoods and a reduction in poverty. DFAT’s flagship program is an agricultural research partnership – the African Agricultural Productivity Partnership (AAPP) – between CSIRO and Biosciences Eastern and Central Africa (BecA), based in Kenya. The partnership aims to contribute to better use, availability and quality of food in East and Central Africa and to test innovations to improve the value chain from basic agricultural production to final consumption. It supports a portfolio of agricultural research-for-development projects and innovation adoption projects, as well as strengthening BecA as an African centre of excellence for research in agricultural biosciences.

Australia Awards is a significant component of funding for agricultural productivity. Forging more strategic linkages between agricultural productivity programs can multiply their


Post Accredited CountriesAbuja Nigeria, Benin, Cameroon, Gabon, NigerAccra Ghana, Burkina Faso, Cote d'Ivoire, Gambia Guinea, Liberia, Mali,

Senegal, Sierra Leone, TogoAddis Ababa Ethiopia, Djibouti, Central African Republic, South Sudan, African UnionCairo Eritrea, Sudan

HarareZimbabwe, The Congo, Democratic Republic of the Congo (DRC), Malawi, Zambia

Lisbon Cape Verde, Guinea Bissau, Sao Tome and PrincipeMadrid Equatorial GuineaNairobi Kenya, Burundi, Rwanda, Tanzania, Uganda, Somalia,Paris Mauritania, ChadPort Louis Mauritius, Comoros, Madagascar, SeychellesPretoria South Africa, Angola, Botswana, Lesotho, Mozambique, Namibia,

Swaziland

combined impact and increase the profile of Australian aid in Africa. Australia Awards has potential to be a catalyst for these linkages, as well as benefit from them.

Existing and planned Australian-funded programs in Africa have developed working relationships with a number of African institutions and programs in the agricultural sector. Further developing these relationships in the context of the Australia Awards – perhaps as formal or semi-formal partnership agreements – could add value through:

Being able to reach a broad but targeted audience of potential candidates (more so than relying on individual country government ministries, or press advertisements);

Potentially being a source of additional information on candidates prior to selection, on their institutions and on the context in which their work plans will be implemented on return;

Potentially providing a source of mentoring and support to alumni work plans on return, or broadening networking opportunities at alumni events;

Increasing opportunities for training options available under Australia Awards to reflect/add value to broader sector development initiatives in Africa (such as the CAADP Africa Science Agenda); and

Provide opportunities for capacity building of partners engaged in other DFAT programs, or seek synergies with other capacity-building initiatives of these partners.

Specific key institutions/programs, and their potential relationship to Australia Awards could include:

BecA. BecA is the key partner in Australia’s aid program in agriculture in Africa, and is developing well into a centre of excellence for agricultural biosciences. Building African capacity in agricultural research is a core mandate of BecA. It offers competitive fellowships (initiated with, and still partly supported by, Australian funding) for scientists from regional agricultural research institutions to spend time at BecA and take advantage of its high-end research facilities and mentoring capacity. BecA also delivers a number of short courses. This program has potential as a source of follow-up opportunities for alumni (including PhD alumni) – as well as a means of publicising Awards.

FARA (Forum for Agricultural Research in Africa). FARA is the apex organisation responsible for coordinating and advocating for agricultural research for development Africa-wide, and is the lead agency for one of the four pillars of CAADP that relates to the African Science Agenda. ACIAR/AIFSRC has a close relationship with FARA and funds some of its activities. FARA are aware of Australia Awards, and are keen to collaborate. They have value as a consultative partner regarding aligning Awards opportunities with African priorities in agriculture, regarding other donor-funded scholarship programs, and - given their broad network - as a means of wide, but targeted, promotion of Awards.

ASARECA (Association for Strengthening Agricultural Research in Eastern and Central Africa). ASARECA is a sub-regional organisation that co-ordinates agricultural research in Eastern Africa and so is of considerable interest. ASARECA’s core partners are the National Agricultural Research Systems in member countries, and also link with a broad range of stakeholders in the public and private sectors and civil society. Consequently ASARECA is useful as a one-stop shop for accessing these institutions (especially in countries where Australia is not directly represented). ASARECA have a program in capacity building and partnerships, and are a co-ordinating body for some other donor-supported capacity building initiatives in the region. They have a formal partnership with BecA in regard to one element of BecA’s capacity-building program. Value is as for FARA, but more geographically targeted. ASARECA’s counterpart in West Africa – CORAF – has been a direct partner in DFAT-funded partnership with the CSIRO, and could play a similar role in West Africa to the extent that Awards are to be publicised and offered in that region.

RUFORUM (Regional Universities Forum for Capacity Building in Agriculture). RUFORUM is a consortium of 32 universities in Eastern, Central and Southern Africa with a mandate to


oversee graduate training and networks of specialisation in agriculture in the countries and universities in the COMESA region. Amongst other things, it co-ordinates scholarship programs for Masters training at African universities. It could have a similar role to ASARECA, but with a more specific focus on the African university sector.

COMESA/ACTESA (Common Market for Eastern and Southern Africa/Alliance for Commodity Trade in ESA). Australia has funded ACTESA with modest TA support over the last few years, and has engaged with the COMESA unit that co-ordinates CAADP regionally. ACTESA has a primary mandate to promote regional trade in basic food commodities, and has a wide-ranging membership comprising governments, civil society bodies and farmers’ organisations and the private sector. Again this reach, and geographic spread, could be useful in promotion of awards. COMESA is also a useful consultative partner to help align training opportunities with CAADP priorities.

AGRA/AECF (Africa Enterprise Challenge Fund). The multi-donor funded AECF is one of Australia’s largest agriculture-related programs, and specifically targets innovative private sector agribusinesses. Currently some 185 businesses have been supported from thousands of applications. The Fund management has links with a broad range of private-sector agriculture interests in Africa. From the perspective of Australia Awards, there may be potential to source private-sector perspectives into skills and capacity gaps, publicise SCAs to a broader private-sector audience, and possibly – in the future – to identify potential partners for work placements, skills development or employment for alumni.

Australian NGOs and their partners. Several Australian NGOs participating in the AACES program are engaged in agriculture and rural livelihoods programs in the region (with further programs supported by ANCP), and have quite a broad range of African CSOs as partners. They would welcome consultation on priorities for capacity building, potentially help publicise Awards opportunities to CSO staff and encourage applications from good candidates. They also may could potentially help follow up support to alumni work programs. SCAs are most likely to be of relevance to this group

Global Funds. As can be seen in the graphs below, disbursement of Australian contributions to African programs funded by global sector funds – and particularly the Global Agriculture and Food Security Program (GAFSP) – are going to be of increasing significance within the broad sector portfolio over the coming years. GAFSP programs generally work with the major public sector agricultural agencies in implementing countries, and are explicitly aligned to CAADP priorities in those countries. It may be worth exploring the potential to leverage our involvement in the oversight of these funds to publicise Australia Awards within implementing agencies in countries of interest, which may also help to increase Australia’s profile and recognition within these major programs.

ACIAR/AIFSRC. The Australian Centre for International Agricultural Research (ACIAR) is a major funder of agricultural research in Africa, and has a wide range of public sector, research and other partners – including many of those described above. They also are well connected with agricultural research and education service providers in Australia.

ACIAR offers a small number of specialised training activities: limited short-term ‘cross-program’ training courses through the Crawford Fund and two fellowship programs, the John Allwright Fellowship for PhD training in Australia, and the John Dillon Memorial Fellowships, offered annually for outstanding young agricultural scientists or economists from partner countries involved in a current or recently completed ACIAR project.

The Australian International Food Security Centre (AIFSC) is based in Nairobi, and has been established to promote the delivery and adoption of agricultural innovations for food security, with an initial focus in Sub-Saharan Africa. The AIFSC aims to provide a bridge between agricultural research innovations (technologies, policies and practices) and development to accelerate their adoption. It also aims to facilitate an economic and policy environment that overcomes barriers to market access. It will give new attention to better food utilisation, to increase the nutritional quality of food consumed and to reduce loss of food after harvest.


AIFSC is considering a new initiative of Biosecurity Awards to expose African professionals to a range of best-practice policy management and institutional processes that underpin strong national and regional level food safety, food quality, market access and trade. This intended to commence in 2015.

It is recommended that Australia Awards collaborate closely with ACIAR on potential course content, promotion and networking, selection, and alumni events. Specifically it is recommended that Awards SCA funding be used to supplement the already designed biosecurity training program that has been developed by the AIFSRC to enable more places on the program.

Extractives sector development Mining governance has been an Australian aid priority in Africa since 2011. In March 2014 the Minister endorsed extractives assistance as one of two priority sectors for the Africa program. Mining governance, including revenue management and contract negotiations, has been one of the most consistently demanded areas requested by African Governments for Australian assistance. Strong and complementary rationale exists to focus on mining governance to pursue development, national interest and economic diplomacy (growth, trade, investment and business) objectives.

The Australia Africa Partnerships Facility (AAPF) has been the primary vehicle through which Australia has provided support to the extractives sector across Africa. Activities have concentrated on areas where the greatest potential exists for Australia to support better development outcomes through:

improving the enabling environment to attract and retain mining investment boosting mineral skills (both vocational and professional) to give business increased

certainty and governments increased capacity to sustainably manage their countries’ mineral wealth

improving fiscal regimes to boost revenues to enable increased spending on social development, and expand and diversify other productive sectors.

Global initiatives complement bilateral and regional extractives assistance in Africa. These include:

Extractive Industries Transparency Initiative (EITI) – a combined government, industry, and non-government initiative to promote transparency in the payments made by extractives companies to governments. Fourteen of the 25 EITI compliant countries and four of the 16 EITI candidate countries are African (as at February 2014)

International Mining for Development Centre (IM4DC) – a partnership with the University of Western Australia and the University of Queensland, commencing in 2011. The IM4DC provides training and short courses in three core focus areas: governance and regulation, community and environmental sustainability, and operational effectiveness.

Australia has led the donor community in supporting the African Union-led African Mining Vision and the African Minerals Development Centre (AMDC). The AMDC is a UN Economic Commission for Africa/Australia/AfDB/UNDP-led initiative. The AMDC will deliver against a number of work-streams: policy and licensing; geological and mining information systems; governance, participation and environmental sustainability; artisanal and small-scale mining; investment; linkages, investment and diversification, building human and institutional capacity; and communication and advocacy.

Duplication in extractives assistance has been evident in recent years. Ideally, delineation between the Awards and other programs supporting extractives-sector capacity building in Africa needs to be explicitly defined to improve value for money and aid effectiveness. Potential areas of focus for the four programs implemented in Africa are as follows:


Table B2: Map of DFAT extractives sector capacity building initiatives

Awards AAPF IM4DC AMDC

Qualification

Recognised Australian Tertiary qualification

No recognised Australian qualification

Recognised Australian Tertiary qualification (sometimes)

No recognised Australian qualification

Length Long- and short-term training

Short-term training, study tours, advice

Short-term training, study tours, research, conference, advice

Short-term training, publications events

Location Australia, Africa Australia, Africa Australia, Africa, Asia, Pacific, Latin America Africa

SectorMining/extractives, Agriculture, Public Policy

Mining/extractives Mining/extractives Mining/extractives

Themes

Mining revenue; Local economic and social development; Effective regulation enforcement; Mine closure; Education and training

Mining legislation; resource surveys; public financial mgt of natural resources; environmental and social assessments skills assessments and training

Governance regulation, community environmental sustainability, operational effective-ness

Geological & geospatial information, governance, social / environmental, skills

Non-government organisations (NGOs) and community partnerships The Africa program partners with Australian, African and international NGOs where they offer an effective delivery mechanism to achieve results. Support ranges from major multi-year partnerships with Australian NGOs to small grants to community-based organisations. Australian support helps promote economic and livelihood opportunities at the community level, improve local and national governance and services, and empower women and people with disability to participate in and benefit from economic development. In 2013–14, the Australian aid program provided $47.05 million in aid to Africa through Australian and African NGOs.

The flagship NGO program in Africa is the Australia–Africa Community Engagement Scheme (AACES), a partnership between the Australian Government, 10 Australian NGOs and their Africa-based partners. The $90 million program is being implemented over five years (2011–2016). AACES contributes to poverty reduction in Africa through community-based interventions across the sectors of food security, maternal and child health, and water, sanitation and hygiene. It is being implemented in 11 African countries: Ethiopia, Ghana, Kenya, Malawi, Mozambique, Rwanda, South Africa, Tanzania, Uganda, Zambia and Zimbabwe. The program targets people among marginalised communities, with particular attention to women, children, people with disability and people vulnerable to disaster.

The Australian NGO Cooperation Program (ANCP) supports accredited Australian NGOs to implement development programs that complement Australia’s aid program and directly and tangibly alleviate poverty, often by targeting the most vulnerable and marginalised communities. The ANCP delivered 242 activities in 23 countries in Africa, totalling $29.45 million in 2012–13 (not all of which were in Sub-Saharan Africa).


The Civil Society WASH Fund is a $97 million competitive grants program that will run from 2012–2017 and will support civil society organisations (CSOs) to enhance the health and quality of life of the poor and vulnerable by improving sustainable access to safe water, sanitation and hygiene. The total investment of the program in Africa is $26.95 million, with activities in Lesotho, Malawi, Mozambique, and Zimbabwe.

The Direct Aid Program (DAP) is a flexible small grants program managed by diplomatic missions across Africa. The aim is to advance developmental objectives and address humanitarian hardship in developing countries, while at the same time supporting Australia’s international relations and public diplomacy objectives.

Humanitarian supportDFAT is responsible for leading the Government’s response to humanitarian crises in developing countries, as well as supporting greater investment in disaster preparedness and risk reduction to reduce disaster losses. In 2012–13, Australia responded to some 44 humanitarian emergencies across Asia, the Pacific, Africa and the Middle East. Lifesaving assistance was provided to 11.8 million people affected by floods, disease outbreaks, droughts, earthquakes and civil unrest across 31 countries.

Wherever possible, DFAT’s humanitarian support for Africa is linked to longer-term efforts to build resilience and recovery, not only by improving governance and sector-specific knowledge through Australia Awards, but also through Australia’s food security investments and related development programs. Under Australia’s Humanitarian Action Policy, DFAT will continue to work closely with UN agencies, international and Australian NGOs and, where possible, partner governments and regional organisations to respond to emerging and/or urgent humanitarian needs.

Other programsAustralian Volunteers for International Development Program. The Australian Government uses its growing volunteer program to build relationships and to complement its assistance to sub-Saharan Africa. Through DFAT funding and management by AusTraining, the Australian Red Cross and Australian Volunteers International, substantial numbers of Australian Volunteers for International Development (AVID) and Australian Youth Ambassadors for Development (AYAD) have volunteered in Africa. Australian volunteers play a vital role in reducing poverty by using and transferring a wide range of skills and experiences that address local development needs to African organisations. During 2012–13, 210 volunteers, including 73 Australian Youth Ambassadors, were on assignment in sub-Saharan Africa––an increase from 141 volunteers in 2011–12. These volunteers worked in 11 countries across the continent mostly in Kenya, Ghana and South Africa3. The volunteer program to Africa is currently being consolidated in line with the Australian Government’s focus towards the Indo-Pacific region.

ADRAS. The AusAID Development Research Awards Scheme (ADRAS) is a competitive grants program designed to attract quality primary research on priority development themes that informs policy development. The latest ADRAS funding round was held in 2012. Seventeen research projects relating to Africa were awarded to institutions with a total value of $9.59 million from 2013 to 2015. Of these 17 research projects, 14 are funded by the Africa Program with grant payments totalling $7.58 million. No funding round took place in 2013/14.

Government Partnerships for Development. Government Partnerships for Development (GPFD)4 is also available to some African countries. The GPFD is a competitive funding program which provides funds to eligible Australian public sector organisations to support economic growth and poverty alleviation in developing countries in the Indian Ocean, Asia

3 DFAT (2103). Annual Program Performance Review, Africa, 2012–134 http://aid.dfat.gov.au/business/other_opps/pages/gpfd.aspx


and Pacific regions. Only Australian public sector organisations can apply for GPFD funding for activities which build capacity in developing country counterpart public sector organisations. The Australia Awards – Africa program should liaise with the GPFD program to identify potential partner organisations in Sub-Saharan Africa, or as further input into identifying priority training needs.

New Colombo Plan. The New Colombo Plan is a signature initiative of the Australian Government that aims to lift knowledge of the Indo-Pacific in Australia and strengthen people-to-people and institutional relationships, through study and work placement undertaken by Australian undergraduate students in the region. The New Colombo Plan is being piloted in Indonesia, Japan, Singapore and Hong Kong. Decisions about expanding the program to African countries in the Indo-Pacific region will be made in 2015.

IORA. The northern Australian mineral and resources trade requires secure sea routes, including through the Indian Ocean. Australia became Chair of the Indian Ocean Rim Association (IORA) for two years from November 2013. Australia supports work in IORA to facilitate trade and investment among IORA member states. IORA can play a modest part in strengthening regional economic integration, by harnessing greater business interest and helping to foster business networks and in building capacity in areas such as trade policy and customs administration, thus advancing Australia’s own economic interests. IORA also supports trade by playing a part in strengthening maritime security in the Indian Ocean.

Global funds. Australia also provides core funding to multilateral organisations and contributes to global funds in areas such as health (GAVI), humanitarian assistance (World Food Program, International Committee of the Red Cross) and development banks (World Bank, International Monetary Fund).


Annex C: Country Profile templateThis template is intended as a guide for Posts to document their targeting strategy for Australia Awards. The Contractor will work with DFAT to refine and confirm the template during the mobilisation period, and will provide administrative or advisory input to support individual Posts to use this template, if and when requested to.

Australia AwardsXX COUNTRY PROFILE 2015/16

Objectives in Aid Investment Plan* Improve agricultural productivity through support for agricultural innovations and the adoption

of these innovations Improve extractives sector management and its contribution to inclusive economic growth

through developing skills, increasing government capacity and empowering local communities

Economic Diplomacy

Relevant objectives

Measures of success

Other Commitments or Objectives Ministerial commitments Regional partnership commitments Public diplomacy objectives

Australia Awards OutcomesGoal: The development of targeted African countries is enhanced by Australia Awards alumni contributions and positive relationships with Australia.

Alumni are using their skills, knowledge and networks to contribute to sustainable development Targeted countries in Africa view Australia as a valued partner Alumni have positive ongoing links with Australia

How Awards are expected to contribute to achievement of strategic objectives Outline the logic that connects strategic priorities with Awards in priority sectors Identify performance targets Identify mutual obligations

Priority sectors Approximation of % by priority sector (extractives, agriculture or public policy) Identification and justification for sectors outside extractives, agriculture or public policy Select preferred offerings from short course awards menu Nominate Centres of Excellence partnerships to be pursued

Key characteristics of desired applicants and organisations

* to be revised mid-2015


Priority Groups / Partner Organisations

Nominate priority groups or partner organisations (and % allocated)

National/provincial ministries/departments and other public sector entities

Private sector nominations Civil society organisations

Identify existing links with these entities

Rationale

Mix of Masters / short course awards

Detail the mix of Masters and/or short course awards (where eligible for both)

Rationale

English language support and other considerations (if required)


Annex D: Implementation cycle - Australia Awards Scholarships Detailed information on the processes and minimum requirements underlying Australia Awards Scholarships globally can be found in the Australia Awards Scholarships Policy Handbook5.

This annex sets out an indicative set of implementation arrangements for the core functions of the scholarships cycle in Africa: the regular cycle of promotion, selection, placement and mobilisation of long-term awards. A detailed implementation plan, covering all aspects of program management and implementation and complying with the requirements of the Handbook, will be developed by the Contractor during a Program Planning Workshop during the mobilisation and transition period.

Figure D1: Australia Awards Scholarships cycle

1. Annual planningThe annual planning process for the Australia Awards Scholarships will start at the closing of the application round of the previous year. The intent is two-fold:

to ensure that calendar and operational plans are appropriate and reflect current requirements and lessons learned

to undertake long-term strategic planning regarding the alignment and integration of awards with the rest of DFAT’s program in Sub-Saharan Africa.

This will give DFAT, the Contractor and partner governments the chance to review and reflect on the experience and outcomes of the approaches in the previous cycle: in terms of targeting, selection processes, the provision of assistance with applications, and the links and alignment with target organisations and other sector programs.

DFAT AFB will annually undertake structured consultations with managers of DFAT’s sectoral programs and HOMs to identify how Australia Awards can be best complement and support other initiatives and avoid duplication. Consultations should also be held with other

5 http://aid.dfat.gov.au/australia-awards/Documents/aa-policy-handbook-feb2014.pdf


Annual Planning

Communications & Promotions

Applications

Selection

Placement & Mobilisation

On Award

Return & Reintegration

Post-Award

GoA agencies with programs in Africa (particularly ACIAR and CSIRO) to maximise linkages between the programs and to share implementation experience.

These consultations will inform the coming year’s targeting, promotions and selection processes. They will enable the program to review existing priorities, to ensure that it is working with the right partners and not missing any critical new priorities or partners as the program evolves.

At the completion of consultations, the Contractor will facilitate a participatory planning workshop with DFAT to confirm and adjust the calendar, roles and responsibilities for targeting, promotions, applications and selection activities. This process will include confirming the scheduling and location of interview and IELTS testing.

The outcome of this planning process will be a detailed plan for the next intake, documented in the Annual Plan for approval by the DFAT. It will adhere to all current global policy and program requirements for Australia Awards, including any good practice guides.

The Contractor will develop Eligibility Criteria (EC) for the each round of awards promotion6. These will be country-specific and aligned with the Country Profiles developed at each Post. The ECs should focus the awards not only on academically-able applicants with relevant experience and an appropriate employer committed to the program outcomes, but also on applicants who have dynamic and entrepreneurial personal attributes. The ECs should also indicate where provincial and district level candidates are being specifically targeted.

2. Promotion and applications Coherent, strategic, targeted promotion of Australia Award Scholarships will ensure that high-quality, eligible candidates are informed about the program and provided with sufficient information on how to apply.

The Contractor will draft a Targeted Promotions Plan addressing each EC for each country, for approval by DFAT, outlining the proposed activities the Contractor will undertake to promote Australia Awards opportunities to target audiences to eligible countries.

The Plan will describe mechanisms for: ensuring a broad range of audiences have access to information about Australia Awards; handling enquiries from prospective applicants across the eligible countries; directing applicants to relevant sources of information relating to studying in Australia and course/degree options; and handling enquiries and requests for feedback relating to shortlisting. The plan will also detail the approach that will be used to promote the Australia Awards Scholarships to the CSOs, including umbrella networks and contacts in individual target CSOs through other DFAT initiatives (such as the Australia–Africa Community Engagement Scheme and the Australian Volunteers for International Development programs).

Awards promotion. The Contractor will provide promotional material and application forms to CAs, target ministries, civil society, selected companies and industry bodies. The CAs will be expected to play an active role in information and application dissemination to provincial and district-level government departments.

While Australia Awards Scholarships promotional activities across Africa will involve specific communications strategies which seek to interest, and increase the number of, eligible women candidates, the male-dominated priority sectors of extractive industries and agriculture, will add a further complexity to achieving an equitable gender balance. Therefore, program planning will need to ensure that promotional and communications activities targeted at women begin early in the cycle, and be responsive to lessons learned throughout the promotional period of the cycle, and to previous years’ programs.

The Contractor will develop the graphic design and production of advertisements calling for applications, working with DFAT SCB and the HOMs to ensure that all promotional material 6 An example of a current EC (previously call Desired Applicant Profile) for Tanzania is provided at http://www.australiaawardsafrica.org/african-countries/tanzania/awards/masters-awards/


and activities adhere to global branding guidelines and deliver the appropriate key messages.

Help desk and support. The Contractor will provide help desk services to applicants, over the internet, by telephone, by mail/publication, via briefings at target organisations and as agreed at DFAT offices. These help desk services will include:

advice on completing relevant Australia Awards application forms advice on eligibility and selection requirements and associated Australia Awards

Scholarships processes independent advice on sources of information which may assist in institution/course

selection advice on completion of a high-quality workplan on return (WPR), which will be included

in the application.

The website is especially crucial during the application process. The website will be updated at least fortnightly during the pre-award process so that applicants have access to up-to-date information about the progress of the selection process and the likely timing of key events and decisions. The website and all other communication materials will adhere to Australia Awards and DFAT branding, as directed.

Application submission and receipt. Globally, Australia Awards Scholarship applications can be submitted via OASIS or hard copy. For Africa, applications are submitted electronically through the Australia Awards in Africa website7 as applications open several months earlier than other country programs due to the large number received.

It is recommended Australia Awards in Africa accept hardcopy applications (at least for the first two years) due to the lack of reliable internet access in many countries. Shifts towards increased use of electronic systems will be based on careful assessments of the trade-offs between administrative efficiency and potential reductions in access and equity.

Applicants must submit an initial WPR, endorsed by their employer if their job is being held. The WPR should demonstrate a strong link with the organisation’s mission, annual workplan and identified capacity development needs. For applicants needing to leave their place of employment to take up the award (particularly in civil society), WPRs will need to indicate action steps to return to employment in the sector and achieve development outcomes.

On receipt, the Contractor will record applications on the database, and will assess them for compliance with eligibility criteria and completeness. Ineligible or non-compliant applications will be excluded, with reasons for exclusion recorded.

The Contractor will review applications and application ‘tear-off’ slips (print or digital) as they are received, and maintain accurate and current applicant data in the program MIS. Data needs to include identifying potential candidates for special needs assistance, and other targeted inclusion candidates who may need further assistance in completing an eligible application. The Contractor will compile all applications submitted by the due date and use the eligibility criteria in the course-specific ECs to identify and record all compliant applications.

The Contractor will record data on the applications received on OASIS. They will also manage correspondence/contact with applicants, including acknowledgements of receipt of application, notification of ineligible applications, and requests for further information or documentation from applicants, as deemed necessary.

3. Screening and shortlistingOne of the most important parts of the scholarship lifecycle is the selection process. It must be robust, transparent and merit-based, guaranteeing that quality candidates who

7 http://www.australiaawardsafrica.org/


demonstrate a strong likelihood of succeeding in their studies and who are committed to the program outcomes are selected. Awardees will be selected on a competitive merit basis according to a process agreed in advance with DFAT.

Eligibility and compliance checking. The Contractor will check all applications for eligibility and completeness. Only applications that are fully compliant will be considered for shortlisting.

Shortlist ranking. The Contractor will conduct the shortlisting process agreed with DFAT. This will be a desk-based exercise to review applications (including preliminary WPRs) and develop a preliminary shortlist and ranking of at least 150 per cent of the expected number. The Contractor will prepare a ranked shortlist report by country and gender for DFAT endorsement. This report will also provide analysis regarding the composition of the shortlist according to disability, geographical distribution and fields of study etc. All shortlisting and rankings will be recorded in OASIS.

Once DFAT approves the shortlist, candidates will be notified of their shortlisting and interview and IELTS requirements, with at least two weeks’ notice.

Course advice. Program effectiveness depends on awardees being placed in the course of study that matches their training need and is relevant to their country context. The Contractor will provide independent advice on course selection by phone/email to all shortlisted applicants prior to the selection interview, with follow-up advice given during the interview process if required.

4. Selection Selection Panels Selection will be undertaken by selection panels that include a DFAT representative and two independent assessors. All selection panels will receive detailed briefing and close advisory support from the Contractor to ensure consistent approaches, criteria and processes across all interview locations.

The Contractor will prepare interview schedules for short listed candidates and arrange IELTS testing to coincide with the interviews as required. The Contractor will provide secretarial support for selection panels, including services supporting the formation and operation of panels, and the compilation of reports from panels. They will also arrange venues, travel and other logistical requirements for interview processes (where used), including notification of interview times/arrangements to short listed candidates and specific support required to candidates with disability.

IELTS testing. Candidates will be requested to provide evidence of their English language ability in their application. Where this is not possible, the Contractor will arrange for them to sit the IELTS test in conjunction with the selection interviews. The program will meet the cost of this test, which will be delivered by an accredited English language services provider.

Interviews. The selection interviews will be conducted in a number of locations across Sub-Saharan Africa, as shown to be most cost effective. The Contractor will work with the panel to finalise a structured and standard set of interview questions and a structured guide for interview panels to maximise the consistency of interview approaches. The partner government CA will attend the interviews as an observer and a link into line Ministries.

Each panel will provide the Contractor with a list of acceptable shortlisted awardees ranked in separate gender pools, with candidates requiring English language training clearly identified.

Post-interview moderation and selection. The final selection of awardees will occur during a moderation session chaired by a senior DFAT official. Moderation will be across all profiles considering geographic balance, gender, country profiles and sector balance. The selection panel will also recommend an agreed number of Sub-Saharan Africa candidates for consideration in DFAT SCB’s global selection process for the supplementary Australia Awards Scholarships Leadership Program.


Once final selection is made, the Contractor will advise successful candidates, the CA and their organisations. For candidates with no ELT requirement, the Contractor will request a full WPR be completed within one month. The Contractor will manage all correspondence with applicants.

5. Placement and mobilisation Placement. The Contractor will manage Australia Awards Scholarships placement requests at an Australian institution in line with the provisions of the Australia Awards Scholarships Policy Handbook and in accordance with the timeline set by DFAT SCB. The Contractor will upload priority and reserve candidate application data to OASIS before the global cut-off date for award placements (typically mid-September). They will liaise with the relevant receiving institutions and candidates to secure course placements for selected applicants, including any special arrangements for candidates with disability. Once a university placement is confirmed, the Contractor will generate in OASIS a Letter of Offer and Student Contract for the applicant, for approval/signature by DFAT.

Visa arrangements. The Contractor will provide advice and other assistance to selected candidates related to applying for student visas, including addressing medical and documentary requirements, in accordance with the arrangements agreed with the Department of Immigration and Border Protection (DIBP) Sub-Saharan Africa regional office in Pretoria.

Pre-departure briefing (PDB). The Contractor will ensure that awardees are provided with sufficient information to prepare them for their studies and living experience in Australia. This involves a comprehensive PDB, as well as encouraging awardees to undertake research and to connect with alumni or on-award scholars in relevant courses and/or locations.

Successful awardees, including accompanying family members where relevant, will be briefed at least 2-4 weeks prior to departure. The Contractor will provide all logistical support for PDBs. The content of briefing will include: up-to-date information on options for paid work in Australia, accommodation, childcare, the cost of living, information on Australian culture and social norms, and background information on Australian law, especially in the areas of gender equality and domestic violence. Alumni members will be utilised in all briefings.

As part of the PDB, the Contractor will arrange a formal pre-departure function for departing awardees to mark the commencement of their Australia experience. A DFAT representative will be present at all formal pre-departure functions.

Travel. The Contractor is responsible for arranging and paying for the awardees’ travel to arrive in Australia before their first course-related commitment, liaising with receiving institutions as necessary.

6. English language training High quality candidates who have potential to reach the required entrance score (with an IELTS score of 5.5 or above), and who are nominated by the selection panel for an Australia Awards Scholarship may be provided with up to six months of English language preparation. To minimise program costs and inconvenience to the candidate, this preparation will be arranged in the candidate’s home location where available.

The Contractor will manage all logistics associated with English language training for awardees with an accredited provider. At the conclusion of the English language training, participants will sit an IELTS test to determine their score. The contractor will monitor progress of training, including IELTS testing, and performance and outcomes will be evaluated and reported by the Contractor to DFAT in activity progress reports.

7. On-Award support


Once awardees arrive at their institution in Australia, their academic support and pastoral care is the responsibility of the host institution, as part of the institution’s service contract with DFAT. This relationship is managed by DFAT SCB.

Award variations. The Contractor will liaise with institutions and DFAT regarding award variations, support reintegration and facilitate reporting of welfare incidents. The Contractor may receive requests for award variations from institutions and awardees while they are in Australia. In these cases, the Contractor will consult DFAT and if necessary, the CA in the awardees’ home country, prior to finalising a variation. All variations will be recorded in OASIS. Where required, the Contractor will facilitate any applications for visa extensions.

On advice from DFAT/the Australian universities, the Contractor will also provide administrative and logistic support to management of critical incidents, as required.

The Contractor will provide advice to the families of awardees in arranging family entry to Australia, including support for arranging visa applications.

Updating WPRs. The Contractor will liaise with awardees and employers (where relevant) to ensure on-awardee WPRs are updated in an informed and timely manner, including around six months after arrival and 3-6 months before award completion.

On-Award Enrichment. The program will include a number of initiatives to enrich the in-Australia experience for awardees. An On-Award Enrichment Strategy will be prepared by the Contractor to explore opportunities for enhancing the in-Australia experience for awardees. Activities may include: targeted work placements; industry networking; building more meaningful links between the awardees and Australians; or for the African awardees to develop professional networks within thematic areas upon return to Africa.

Return home. The Contractor will support the return of awardees to their workplace by engaging with each awardee before the completion of their studies in Australia, usually in the final semester. The Contractor should also engage with the CA/awardee's employer, where relevant, to ensure that they are aware of the imminent return of the awardee and to allocate time to prepare for the awardee’s placement in the organisation.

The institution will arrange and pay for the awardees’ travel home at the end of the award. If possible, this should be through the designated program hub to enable the Contractor to conduct individual or small group briefing sessions with each scholar to clarify WPRs and alumni network activities. If that is not feasible, the Contractor will conduct debriefing sessions with returning scholars within three months of their arrival home.

8. Awardee reintegration Reintegration workshops (where possible linked to ‘Welcome Back / Graduation Ceremonies’) will be held in-country to identify lessons learned from the perspectives of individual awardees and identify strategies to improve the program implementation. It is expected that DFAT will be represented at the workshops and/or related formal function. Alumni should be required to prepare a poster presentation on the new skills acquired in Australia, to increase key stakeholder awareness of the skills they have acquired and the range of training being conducted under the program.

Reintegration and WPRs. Ensuring the transition from on-award to post-award is well supported helps build an on-going strong relationship with alumni, and provides alumni with tools to improve their ability to make positive contributions in the profession and communities. As suggested the May 2014 Alumni Cluster Study: “The next phase of the awards program could consider working more closely with employing organisations to require stronger match of award and organisational needs over and above sign off for staff to go on award. This could for example mean that applicants have to include their


organisation’s annual workplan as part of their application, and that their WPR was explicitly linked to the organisational plan.”8

The Contractor will provide support to target organisations for the reintegration of their employees to the workplace to assist them in utilising their skills and knowledge for workplace development. This will include:

briefings (in-person or virtual) of employers / supervisors of graduates about to return from their Australia Award studies

a Reintegration Handbook for employers which outlines strategies it can use to gain maximum benefit from the graduate’s new skills

(where applicable) Certificates of Appreciation for employers in supporting their employees on study in Australia, and on return.

All returnees are required to produce an updated WPR within one month of return.

8 Morrow, S; Morrissey, T. Australian Awards-Africa Program; Review of development contributions of Alumni in six African countries (Report).


Annex E: Implementation cycle - Short Course Awards

Australia Awards Africa Short Courses (short course awards - SCAs) 9 provide highly contextualised courses of up to three months’ duration, in sectors where Australia has recognised expertise and are areas of priority to African partner governments:

Agricultural productivity Extractives Public policy

SCAs are offered to mid to senior-level professionals employed in a mining policy, practice, research or reform role for a mining ministry or other relevant government agency, civil society and private sector companies.

1. Short course design and delivery At the time of writing, short courses are expected to be delivered in the following areas from 2015.

Table E1: Short Course Summary

2015-17 SHORT COURSE SUMMARY

Agriculture

1. Increasing the development impact of agricultural research

2. Enhancing regional agricultural trade and food security through building biosecurity capacity

3. Inclusive agribusiness

4. Irrigation and sustainable water resource management for agriculture

Public Policy

5. Diplomacy and negotiating skills

6. Trade policy and negotiations

7. Public Private Partnerships – with a focus on the infrastructure sector

8. Ocean governance and sustainable fisheries

Extractives

9. Workforce planning and development for extractives

10. Planning, monitoring, and implementing extractives investments

11. Local economic and social development in extractives

12. Fiscal frameworks for extractives industries

13. Managing mine closures

14. Mineral and energy economics

All short courses are expected to include substantial practical components, preferably delivered in both Australia and Africa, and ensure that the theoretical aspects are suited to a reasonable range of expertise and experience across course cohorts.

9 Known as “Australia Awards Africa Fellowships” under the 2010-2015 Awards program,


Each short course will include training on a range of “soft skills” such as program management, organisational management, leadership and public speaking. In addition, they will contain a more cross cutting development component to provide awardees with a broader set of skills and appreciation for gender equity, inclusive development, good governance, ethics and transparency.

Table E2: Examples of ‘soft skills’ and cross-cutting components

Gender and inclusivity Leadership and governance

Ethics and transparency

Industry linkages and networking

Social construction of gender

Expectation on leaders Professional accountability

Engaging stakeholders

Gender-responsive planning, development

Managing competing priorities

Establishing personal values

Effective networking

Inclusive recruitment Building effective teams Observing individual rights

Understanding PPPs

Gender and governance

Project and program governance

Influence of stakeholders

Identifying finance sources

Gender-sensitive language

Managing risk Developing transparent workplace culture

Managing grants and project budgets

Role of men in gender mainstreaming

Dispute resolution Tools to measure corruption

Corporate motivation

Short course design and delivery will be sub-contracted to institutions with proven expertise in the designated training area. Preference will be given to Australian institutions with knowledge and experience of the sectoral context in Africa, and with established linkages with African organisations (university, private and/or CSO) in order to be able to deliver relevant and practical training, particularly in African locations/workplaces.

The current SCA contracts with course providers expire at the end of 2014. To avoid any lack of continuity in offering and delivering SCAs, DFAT will undertake a detailed scoping initiative in mid-2014 to determine specific short course topics and content. Following this, DFAT will call for tenders to develop and deliver the identified short courses for the remainder of the current program (January to June 2015), and for the first three years of the new program. Contracts with the SCA providers for the remainder of the current program will be novated to the Contractor for the new program.

To ensure cost-effective curriculum planning and continuous improvement, and to encourage the potential for an incremental approach to course content in subsequent years, the selected short course providers will be contracted to deliver an agreed number of courses, per year, for a minimum of three years, as noted previously.

In the third year of the program, the Contractor will arrange for a second suite of courses to be designed (for potential delivery in the remaining program years), to meet changed program and country level priorities. These courses (as well as any agreed repetition of courses delivered in the first three years) will be determined by evaluating: lessons learned in SCA delivery to date; advice from DFAT sector specialists and technical advisers; feedback from CAs, private sector organisations and CSOs; and participant feedback and short course evaluations. The Contractor will arrange for the sub-contracting of the delivery of these short courses, through an open tender process, open to any Australia- or Africa-based tertiary institution or (Australian) registered training organisation (RTO). The Contractor will also develop standard sub-contracting documents for use in engaging short course providers, and ensure these are appropriate to their purpose, sufficiently flexible to cater for a range of potential providers and subjects, and are pre-approved by DFAT.


The Contractor will monitor the quality of short course delivery throughout the program. It is responsible for ensuring that the providers contribute to meeting the program outputs and outcomes. The Contractor will also review SCA effectiveness and consult annually with DFAT and the program’s partners (including partner government CAs and target ministries / organisations) to ensure that SCA training continues to meet the program’s overarching objectives. These annual consultations and assessments will seek to determine the extent to which the previous year’s SCAs are meeting all program outcomes.

2. Annual planningThe annual planning process for the SCA is undertaken at the same time as the Australia Awards Scholarships and alumni components, to ensure an integrated program, effectively managed staff and resources, and to coordinate promotions and stakeholder engagement.

All short courses will be restricted to the program’s three focus areas (agriculture, extractive industries and public policy). With a targeted and consolidated range disciplines, the Contractor and course providers will need to identify the most appropriate locations, participant profiles and levels of expertise required to ensure the most beneficial outcomes from each course delivery, and to confirm some level of consistency across those individual course outcomes.

The Contractor, with policy direction from DFAT, will develop ECs for each scheduled short course. These will be developed at least three months before a SCA is due to commence and will include specification of target applicant qualifications, positions/employers and relevant work experience in line with the agreed content and intended learning objectives of each course. The ECs and application forms for short course awards will be highly specific to each individual course. Highly targeted promotional strategies will therefore be required for the program’s short courses.

Specific strategies will need to ensure:

appropriate levels of female participation in the traditionally male-dominated subject areas

reasonable course participation by people living with disability Provincial and rural applicants are aware of SCA opportunities.

3. Promotions and applicationsAwards promotion. SCAs have significant potential for positive public diplomacy benefits in Australia and Africa. The Contractor, supported by the short course provider, has responsibility for ensuring that public diplomacy outcomes are maximised and that all public and media activities align with DFAT branding and related protocols.

The Targeted Promotions Plan will identify SCA promotional strategies. Promotional activities for SCA will primarily be undertaken at the same time as the promotion of long-term awards, although some materials may need to be updated and re-circulated to reflect a second round of SCA applications. This approach will allow DFAT and the Contractor to combine promotional and application stages at least once per year.

With the increased role and profile of HOM for the management of most activities within their countries of accreditation, it is important that the Contractor regularly informs the relevant HOM, through the Australia Awards program manager in each location, of the short courses being delivered and forthcoming programs.

The relevant DFAT sector specialists and program managers at participating Posts will identify organisations in-country that should be directly approached to nominate potential SCA participants. Local consultant expertise may be necessary to assist in identifying organisations. Country Profiles will provide the broad parameters within which such selections are to be made.


Similar to the process to be used for long-term awards, the Contractor, in coordination with CAs, will distribute information (including application forms for individuals) to line Ministries, other employing organisations, industry organisations, tertiary institutions and training bodies, and CSOs – operating within the relevant DFAT target sectors.

As SCAs will also be offered to non-Anglophone countries, the agreed language of instruction will need to be determined before the SCAs are promoted/advertised. The Contractor will prepare (or update, biannually as required) all promotional material for eligible countries. For non-Anglophone countries, promotional material and application forms will be available in French and Portuguese.

Target applicants. Applications may be submitted online through the Australia Awards in Africa website and by hardcopy. Print applications will be gradually phased out across all participating countries.

CAs will need to forward all public sector applications submitted through them to the Contractor by December each year. Although CAs/employing organisations are permitted to identify their preferred candidates if they choose to, they will be required to forward all applications they receive to the Contractor. Applications from the private sector and CSOs will also be forwarded to the Contractor through the relevant employing agency or CSO supervisor, or directly online to the Contractor. If submitted online directly to the Contractor, a digital version of the application will be copied (by the applicant) to their employer.

4. Screening, shortlisting and selection All applications must include a WPR with their application. The WPRs need to be realistic and achievable, considering the limited course time-span, identifying goals for the individual SCA alumni and for his/her organisation. For example:

Personal or sectoral capacity development objectives How the short course would meet these objectives Additional knowledge, skills or experience required to improve the candidate’s

performance and career opportunities? The impact the candidate could make on return to the workplace Opportunities to transfer new skills and knowledge to colleagues or external stakeholders

The supervisor/employer of the applicant provide a brief description of how they intend to utilise the SCA graduate’s new knowledge and skills and the support to be provided.

All eligible applications for each course will be forwarded by the Contractor to the contracted short course provider, together with the selection criteria identified in the EC for that course. The course provider will rank applications against the selection criteria, and return its ranking assessments to the Contractor. While DFAT sector specialists in Africa may have a broad-based knowledge of the sector and sub-sectors, the proposed course provider is best positioned to assess (at least initially) how effectively they believe individual applicants will perform in their planned course and on return.

The Contractor will review applicants’ English language capabilities in order to make an informed selection of candidates when the language of instruction will be English.

A short course selection panel comprising a DFAT nominee and a representative of the Contractor will review the course provider rankings, considering broader issues such as program inclusiveness targets and policies. Short course selection will be completed digitally, as a virtual desk-based panel; there is no interview component.

The final list of successful applicants will be submitted to HOMs for their countries of accreditation. After approval, the Contractor will prepare advisory letters (successful) for transmission by the relevant HOM to applicants (and their employers). The Contractor will transmit letters to unsuccessful candidates and employers. At all times, the MIS must be


kept updated with data on applicants, eligible applications, SCA course provider rankings, and subsequent selection panel and HOM decisions.

5. Mobilisation Once the relevant HOM has advised successful applicants, the Contractor will follow up with all documents necessary to enable awardees to prepare to undertake their award and ensure that employers remain involved and committed to the activity. The Contractor will also advise the sub-contracted short course provider of the names and related details of the successful candidates.

The Contractor will facilitate applicant placement and mobilisation, including air travel, medical checks, visa provision, insurance and any other matters relevant to the mobilisation of the SCA awardees.

The sub-contracted training provider will also arrange approved special needs assistance to selected individuals.

6. Training delivery and support Pastoral care. While on award, short course participants are the responsibility of the sub-contracted course provider, irrespective of the participant’s physical location. The course provider must provide pastoral care for awardees experiencing academic and personal difficulties.

Training delivery. The short course provider has responsibility for all aspects of the short course program delivery. These responsibilities include:

ensuring the SCA program has a clear and unambiguous ‘Australian-flavour’, by using mainly Australian lecturers, locations, Australian products, examples (with relevance for Africa), and resources

managing the quality of any course partners involved in delivering the short course – whether in Australia or Africa, including ensuring that all necessary public and professional legal and personal liabilities are addressed

providing translation services as required having clear monitoring and evaluation strategies in place which will allow the provider to

report to DFAT and to the managing contractor on the success or otherwise of the short course in meeting intended outputs and outcomes

The course provider will purposefully group training participants to maximise learning outcomes; for example, by grouping together participants with similar levels of education and work experience, or mixing public sector, CSO and private sector participants to increase peer-to-peer learning and networking opportunities. Similarly, training delivery must allow for a range of language skill levels and understanding amongst participants.

Should mixed-language courses be offered, the course provider will need to be mindful of the possibly limited conversational and analytical English language ability of the participants and the potential negative impact on the learning and networking outcomes of both the Anglophone and non-Anglophone participants where only limited technical discussions can take place across the entire cohort. Provision of a translator may be required, or alternatively Francophone / Lusophone candidates may be streamed into dedicated training groups.

7. Awardee reintegration On completion of each course, the Contractor will, with assistance of the course provider, arrange a ‘return to work’ briefing, ensuring that alumni responsibilities post-award are clearly understood, including WPR requirements and support, and continuing linkages with/follow-up by the course provider. Follow-up visits are to be included in the SCA sub-contractor’s budget, and will be managed by the SCA provider.


All short course providers are to report on implementation of the awardees’ WPRs as part of the providers’ course evaluations. The evaluations will be informed by the follow-up meetings the providers have with SCA alumni in the home country, at an agreed period after graduate return, for a minimum of one year following SCA graduation.

The Contractor will update all SCA graduate data in the MIS and alumni database.

The HOM must be informed of the completion of each SCA and given the opportunity to meet with alumni from their countries of accreditation.


Annex F: Detailed description of alumni activitiesA global Australia Awards Alumni Network Strategy has been established to provide a consistent suite of activities for all Australia Awards alumni at key points of engagement: pre-departure, on-award and as alumni. Each Post will identify a set of ‘benchmark’ and ‘good practice’ activities to be articulated in an Implementation Plan, to be approved by HOMs.

The Contractor will prepare an Alumni Engagement Strategy to guide post-award activities, which will be implemented in accordance with the global Strategy. The Alumni Engagement Strategy will include the targeted re-integration support for returnees/alumni to their workplace, engage alumni on priority development themes and issues for constructive debate, professional development support and social networking. It will also facilitate alumni participation in the M&E of the program, which will contribute to sustaining program outcomes. The Strategy will feed into Post-led Implementation Plans.

1. Alumni contribution to program outcomesContribution to DFAT country/ regional/ pan-African program objectives. An alumni network can continue to cultivate and strengthen the capacity of its members by providing them with a structure to develop relevant professional development and networking activities, supporting not only DFAT’s priority sectors for Africa, but equally importantly, providing value add skilling in cross-cutting areas such as governance, anti-corruption, inclusive social networking, gender, etc.

Posts will need to consider ways in which their national (or regional) alumni network members can access post-award professional development activities, in order to meet Australia Awards’ long-term economic and public diplomacy objectives.

Additional data sources for overall program M&E. Where there is a committed and involved country alumni member network already in place, Posts will have ready access to a range of graduates who represent multiple institutions, disciplines, study levels and degrees of success. This valuable resource can support the continuous improvement of the program’s M&E framework through alumni member participation in (a) program review and focus group assessments, (b) alumni and cohort tracer and related longitudinal studies, and (c) case studies that identify whole-of-program directions, challenges and lessons learned.

Increased personal, business and sector networking. Alumni networks can provide personal and professional interaction across a range of levels:

access to a social network that reminds them of their linkages with Australia and their Australian experience will be sufficient reason for alumni network participation

the business and professional networks that arise from alumni participation can be viewed as a practical and productive means of further developing skills

alumni networks can provide members with the skills and confidence to develop leadership attributes and position themselves for future executive government roles in order to contribute to their national capacity development agenda.

Engagement of alumni network members with other Australian initiatives. An alumni network will facilitate two-way linkages between DFAT and other Australian organisations (e.g. whole-of-government partners, industry and university bodies, research institutions such as the proposed extractives facility) which provide opportunities to enhance mutual understanding of economic development issues.

Alumni network members are a productive ‘resource’ for Australia Awards networking. A functioning and active alumni network which offers regional and national level interaction can provide valuable practical assistance and mentoring to new awardees, as well as to returning graduates through the post-award reintegration processes, including support for gaining as much value as possible from WPRs. Network members can also


serve as a practical resource in participating in promotional strategies for DFAT’s Awards programs, as well as a source of well-qualified local expertise and advice in broader country/regional Australia Awards program areas.

2. DFAT Alumni Online NetworkAlumni represent a valuable resource for Australia and for partner countries. Australia Awards scholars make a strong connection with Australia, as well as with their academic lecturers and supervisors and fellow scholars, during their studies. An alumni network ensures that this connection can be strengthened and continue to promote better international linkages and development. A strong and accessible alumni network also allows Australia to access the influence and knowledge of alumni – which usually grow as they progress in their careers.

All Australia Awards Africa alumni will be invited to join the global Alumni Online Network (AON) through registration on the Australia Awards Africa alumni database. The AON provides a consistent whole of Australian Government approach to alumni engagement and opportunities for alumni to remain connected with each other socially and professionally.

3. Maintaining the alumni database The Contractor will maintain up-to-date information of alumni contact details and associated post-award information, including on the global AON as required by DFAT. Alumni data will be utilised for a number of purposes including to:

facilitate alumni-to-alumni links by enabling the identification of alumni in common areas or with common skills

enable identification of alumni who can assist with program implementation (e.g. to assist with pre-departure briefings, or as mentors for awardees)

provide aggregate alumni data to DFAT or other Australian Government agencies as part of post-award reporting

support the alumni network by enabling information flows and participation in alumni activities.

All Australia Awards alumni are eligible for membership of country-level alumni associations where they exist, and they will be encouraged to maintain registration on the database, irrespective of whether or not their home country has a functioning alumni association. Alumni will be asked to update their records when contact information changes, with a direct benefit for such registered alumni being that they will be kept abreast of upcoming professional development opportunities and other activities of interest to alumni. Registration will be logged directly through program’s website, or via email to an inbox specially dedicated to communication with alumni.

Alumni of tertiary and professional development programs provided by other Australian Government-supported programs (e.g. ACIAR) will also be entitled to register on the program’s alumni database, and will be entitled to most of the benefits of Australia Awards alumni. Self-funded graduates of Australian universities will also be encouraged to register on the database.

The Contractor will provide a responsive service to potential registrant enquiries and use a range of strategies to proactively ensure that the database records remain current including:

accessing local country alumni organisation databases press advertisements encouraging Australia Award alumni to register liaison with CAs liaison with Australian universities Facebook (paid) advertisements, by region /sector interest mobile phone alumni-tree networking.


regular webpage notices.

The 2014 Australian Privacy Principles apply to Australian Government agencies. The new principles have implications for the manner in which the Contractor and individual alumni organisations collect, store and use alumni membership information. These principles should be fully understood by the Contractor and alumni organisation executives, and implemented fully.10 The major impact will be the requirement that potential alumni acknowledge that their personal and professional data may be shared with others (e.g. CA representatives, CSO/private sector panel members), and that panel members themselves acknowledge in writing their own responsibilities for maintaining applicant privacy. Furthermore, the new privacy regulations may prevent universities from releasing information on self-funded African students, which may limit the extent to which the Contractor is able to contact self-funded students to provide them with information on their country’s alumni association, and/or register on the Australia Awards alumni database.

4. Supporting country-level alumni associations Purpose. Australia Awards alumni associations need to offer their members a value proposition for joining and maintaining membership of their organisation. The associations need to be able to answer confidently “What’s in it for me?”

Membership of a country-level alumni association offers to:

participate in social events and welcome back functions work with colleagues voluntarily on community development projects take advantage of the range of professional development opportunities and online

resources

contribute to in-country Australia Awards program policy development and review, including input to ECs and supporting Australia Awards promotional activities

provide mentoring and support to new awardees during their scholarship, and present sessions at pre-departure and post-studies briefings

nominate for executive positions on country alumni associations, assisting DFAT to create an environment in which Australia Awards alumni are perceived as a respected, valued and cohesive group, within governments and across other formal and informal sectors

participate in or help to manage alumni conferences, engaging with future leaders on significant leadership themes and issues for constructive debate

engage industry and sectoral groups in initiatives that promote mutual interests

leverage higher-level relationship opportunities, including advising HOMs and DFAT personnel on topics and issues within their own fields of expertise and experience

Support of alumni associations. Some form of secretariat support is essential to ensure that communication flows are effective, financial aspects are managed transparently, and continuity is assured when office bearers change. Limited funding will be made available to approved alumni organisations to assist in the employment of a part-time officer (preferably an alumni / alumnus) to manage the secretariat roles associated with the operations and growth / maintenance of the alumni body.

DFAT will continue to offer access (on a competitive basis) to grant funding for the establishment of, or continuing support for, alumni associations in those countries which do not yet have a fully-functioning and robust alumni association. DFAT SCB may be able to provide establishment funding and grants to support identified alumni initiatives may be offered, continuing the current alumni grants program.10 Refer to the GoA Privacy fact sheet 17: Australian Privacy Principles, available at http://www.oaic.gov.au/privacy/privacy-

resources/privacy-fact-sheets/other/privacy-fact-sheet-17-australian-privacy-principles


http://www.oaic.gov.au/privacy/privacy-resources/privacy-fact-sheets/other/privacy-fact-sheet-17-australian-privacy-principles

http://www.oaic.gov.au/privacy/privacy-resources/privacy-fact-sheets/other/privacy-fact-sheet-17-australian-privacy-principles

Managing alumni organisation risks. The Contractor will provide support to secure informed legal (and country-specific legislative requirements) advice in the early stages of alumni network development and ensuring all formal network documents, such as constitutions and codes of ethics, are valid and unambiguous. The Contractor will also provide advisory services on managing alumni network effectively to nurture it into an effective and valuable entity.

Transparency and accountability. These are essential for ensuring public confidence and minimising conflicts of interest. If an alumni network executive officer or board member realises that he or she may have a direct or indirect personal interest which is in conflict with, or may be perceived to be in conflict with, the organisation’s interests, that person must declare it to other alumni organisation members and advise the Contractor.

5. Conducting professional development and networking activities Professional development and networking activities provide i) the strongest form of value add for alumni members and ii) opportunities for ongoing engagement and pursuit of economic diplomacy objectives for DFAT.

Ongoing and adapted activitiesThe current Australia Awards Africa program has developed a strong alumni presence. The Contractor will continue to support current alumni activities, or adapt existing alumni support programs, as discussed below.

Welcome back ‘graduation’ ceremonies. Under the new program, Welcome Back graduation ceremonies for long-term awardees will be held in all eligible countries. It is expected that HOMs or a senior DFAT officer will play a major role in this promotional activity, which will include invitations to the partner government, other stakeholders and appropriate publicity for the event. The Contractor will plan, implement and review these events in combination with the Reintegration Workshops to include: a ‘graduation’ ceremony (particularly important for Australia Awards Scholarships alumni who had to depart Australia before officially receiving their degree testamur); opportunities to re-establish networks for alumni after a lengthy period in Australia; linking potential mentors with newly arrived alumni; and reintegration discussions and planning in a workshop format, so that returnees can discuss shared WPR challenges with both new and older alumni.

Communication with alumni. Alumni who register on the Australia Awards Alumni database become part of the AON and receive regular e-newsletters and updates on Australia Awards, and other Australian initiatives in Africa. While email, the website and related online tools provide most opportunities for direct contact, other cost-effective avenues should also be considered. Program personnel need to realise the overwhelming range of online and mobile network communications received by technology-aware Africans, and use such media judiciously.

Australia Awards Africa alumni conference. The Contractor will arrange biennial conferences for selected alumni to hear Australian and African experts in target sectors and to discuss development issues. The conference, expected to run over two days, will provide a platform for up to 100 Australia Awards Africa alumni to share ideas and best practices on initiatives they are working on that have impacted directly on Africa’s economic or social development. The conference will also involve guest speakers from Australia and Africa who have internationally acknowledged expertise in one of DFAT’s priority sectors for Sub-Saharan Africa. While most participants (approximately 70%) will be nominated from within their country alumni associations, others will be invited directly by DFAT or apply directly to the Contractor for participation. All accepted Australia Awards alumni nominees will be fully funded to attend. Self-funded graduates of Australian universities may be invited to attend the conference at their own cost.


Australia Awards Ambassadors initiative. A cadre of volunteer Australia Awards ‘Ambassadors’ are currently supporting networking and professional development in a number of eligible countries. The Contractor will have responsibility for seeking nominations for Alumni Ambassadors for (agreed) countries that do not yet have an Ambassador appointed, identifying potential replacements for existing Ambassadors should they choose not to continue after their term expires, and seeking DFAT approval for their appointment.

Involvement in supporting operations of the Australia Awards Program in Africa. As needed, DFAT will invite selected alumni to participate in support activities such as: pre-departure briefings, sharing Australian experiences with awardees soon to embark

on their award experience interview panels for the selection of awardees formal alumni and other functions with the HOM in their home countries focus groups, interviews for case studies and media communication and surveys.

Small grants program. Small grants will continue to be offered to individuals for activities that consolidate an alumni’s professional knowledge and links with Australia, and improve their capacity to utilise their new skills and knowledge. Small grants will also be available to country alumni organisations seeking to become involved in a community, development or private sector linkage activity. Grants will not be available to self-funded graduate alumni members. Applications for grants (endorsed by the alumni association where relevant) should be submitted to the Contractor, for comment before being endorsed by DFAT. Grantees are required to report to DFAT through the Contractor on grant deliverables. In all cases, the Contractor will follow up with a telephone interview to investigate the development outcomes the grants are helping to shape.

African Women in Leadership Group Network. The African Women in Leadership Network was established to provide professional development opportunities and support for female awardees from DFAT’s African countries of engagement. The Contractor has responsibility for facilitating the role of the network, and ensuring members have access to timely and accurate information about issues of particular significance to women alumni, relevant to their work and social lives. The Network, open to any registered alumni member, serves as a platform to promote the program to other women, including: participating actively in information sessions conducted by DFAT in their home country; participating in pre-departure briefings; engaging, as appropriate, with women’s organisations and Ministries of Women’s Affairs (or similar) in their home countries to ensure information about the program reaches other women; and disseminating award information to women friends, colleagues and networks. The Network also serves as a means of support to new awardees, including providing information (mainly via electronic means) to women awardees and, where possible, connecting new awardees with current on-award students in Australia. The African Women in Leadership Network will continue to offer opportunities for discussions on issues affecting women in Africa, and provide a further source of information for potential Australia Awards female candidates.

New alumni activitiesTwo new initiatives are to be included in the range of alumni support programs.

Mentoring program. The Contractor will establish a mentoring program for Australia Awards to link newly returned graduates with a more mature-aged alumni member, or an appropriate and experienced person in the private sector, preferably in the same city or in a nearby location. Benefits for the recent graduate include:

professional support within the first six months after finishing the course, as well as assistance in identifying employment opportunities for those alumni who do not return to their previous workplace

strengthens the value of the WPR and provides encouragement and strategies for alumni to achieve positive change in their workplace, using their newly acquired skills


provides an independent and confidential source of advice in clarifying long-term career goals.

Benefits for alumni mentors include:

increases the commitment of alumni to supporting their graduate networks and helps to grow the local alumni association where they operate

builds or refines mentors’ existing skills that can be applied to other areas of their professional lives

provides an opportunity to identify and get to know competent recent graduates who may in the future be available as employees or partners in government, business or community projects and/or initiatives.

Pilot program to offer access to online professional development resources and associations. The Contractor will identify and negotiate the use of appropriate online professional development resources that align with or support DFAT priority sectors for Sub-Saharan Africa. Alumni will register to participate in the program, which will consist of:

online journal access across a significantly broad range of disciplines and databases provided through digital journal vendors such as ProQuest and Thomson Reuters (Web of Science) 11

regular professional development programs for registered members, using the flexible learning capacities of the website and, where possible, supported by country or Post sponsored sessions

direct digital enquiry links to other country alumni organisations seeking specific discipline / topic data

shared web publishing space and discipline-specific blogs for use by registered alumni members using online research journals

moderated web discussions, live web conferences and monitored live text chat with audio, visual and dashboard capacity

potential for joint publishing on discipline-specific issues and shared development of regional or global, multi-author reports

potential to conduct polls and to share emerging discussion policy issues

The Contractor will monitor the use of the pilot by sector, location and user and seek comment as to its effectiveness. The Contractor will provide recommendations to DFAT for its continuation, adjustment or discontinuation.

Where not adding significantly to the costs, these professional development resources could also be offered to support collaborative CA and supportive alumni employers.

6. Access to alumni activities Access by individuals to alumni activities will depend on the type of Australian study program in which they participated, and the country in which they live (subject to budget availability).

Figure F1: Proposed differential access to DFAT funded alumni activities (individuals)

Activity Masters - eligible

countries

SCA only eligible

countries

Other Sub-Saharan African

countries

Other DFAT

program alumni

Other GoA

program alumni

Self-funded

Inclusion in DFAT Global AON database Yes Yes Yes Yes Some Yes

Inclusion in Sub-Saharan Africa Alumni Network

Yes Yes Yes Yes Yes Yes

11 Online journal providers are unforthcoming in providing estimates for journal access; however, based on the ‘add-on’ cost of journal access by Australian alumni, in Australia, costs could be expected to range between A$50 and A$200, per alumni member, per annum.


Activity Masters - eligible

countries

SCA only eligible

countries


countries

Other DFAT

program alumni

Other GoA

program alumni

Self-funded

database

Access to Sub-Saharan Africa alumni website Yes Yes Yes Yes Yes Yes

Access to alumni newsletter Yes Yes Yes Yes Yes Yes

Access to online learning / professional development opportunities

Yes Yes Yes Yes Some Yes

Invitation to welcome back Australia Awards functions

Yes Yes Yes N/A N/A N/A

Invited appointment as an Australia awards Alumni Ambassador

Yes Yes Some N/A N/A N/A

Profiling opportunities for Australia Awards website or mass media


Access to Australia Award alumni grants program (for individuals)

Yes Yes No N/A N/A N/A

Access to African Women in Leadership Group Network


Access to Alumni web-forums and discussion groups


Invitation to selected HOM-hosted events Yes Yes Yes Yes Yes Yes

Sponsored invitation to attend Annual Alumni Conference

Some Some Some Some Some Some

Self-funded participation in Annual Alumni Conference


Participation in alumni Review & Reintegration Workshops


Participation in Australia Awards tracer studies Yes Yes Yes N/A N/A N/A

Participation in alumni online surveys Yes Yes Yes Yes Yes Yes

Figure F2: Proposed differential access to DFAT funded alumni activities (associations)

Activity Masters -eligible

countries

SCA only eligible

countries


countriesAccess to alumni association start-up funding Yes Yes Some

Access to funding support for Alumni Association Coordinator Yes Yes Some

Support for actively tracing non-registered alumni Yes Yes Some

Participation as alumni organisation representative in Yes Yes Some


Activity Masters -eligible

countries

SCA only eligible

countries


countriesAustralia Awards and HOM functions

Access to alumni grants program (for organisations) Yes Yes Some


Annex G: Program cost estimates



Annex H: Terms of reference for key skill sets and functions This annex summarises the four key functions and skills sets which will need to be addressed in the Contractor team managing Australia Awards:

Team Leader role Monitoring and Evaluation Operations Alumni Engagement

1. Team Leader

Duties and Responsibilities As agreed with DFAT, ensure the maintenance of sound working relationships with

Coordinating Authorities and other partner agencies in African countries Direct, as the on-site principal DFAT contact, all support provided to DFAT covering the

in-Africa management of all the education and training and post-award activities funded under the program

Ensure the timely delivery of all reports, financial information and other data required under the Head Contract with DFAT

Manage all Australia Awards selection processes including the engagement of panel members (other than DFAT staff) and provide all necessary support, including the preparation of reports, and attend, or arrange for an appropriate representative to attend, selection and review meetings and other necessary meetings, as directed by DFAT

Manage the contract with the English language training service providers and monitor the delivery of the training program and IELTS testing

Oversee the provision of administrative support to awardees and accompanying family members, including during pre-departure briefings and mobilisation

In consultation with DFAT and the Short-term Advisers (Gender) and (Disability Inclusion), take steps to ensure that inclusion goals are achieved at all stages of the program

Oversee awardee reintegration processes, including the provision of professional development opportunities and the support of alumni networks in Sub-Saharan Africa

Oversee timely, accurate and complete data reporting on DFAT’s Australia Awards MIS Direct all M&E related tasks and prepare relevant reports. Monitor outputs and targets

and emerging issues impacting on the program and incorporate an assessment of progress and issues in Annual Plans and Program reports

Oversee the development of a quality system, provide continuous quality assurance and quality improvements designed to improve performance and apply lessons learnt to successive stages of the training cycles

Manage the inputs of a number of Short-term Advisers Other duties from time to time, as may be reasonably requested by DFAT Liaise closely with designated DFAT delegate in Africa to provide routine information and

reporting on all aspects of the implementation of the award cycle Report all suspected and/or detected fraud within 24 hours of discovery and in

accordance with DFAT’s Fraud Policy and the Fraud Risk Assessment and Management Plan


Qualifications and experienceEssential:

Postgraduate qualifications in education, development or another relevant field Demonstrated high level leadership in donor project management Excellent client liaison skills and communication Demonstrated management of teams and offices Proven ability in the direction of high-volume operations with heavy administrative

workloads Track record of success in the development of policy, systems and processes Demonstrated capacity to work to tight deadlines with competing demands In-depth knowledge of, and familiarity with, the Australian tertiary education sector Strong understanding of the application of IT systems to business processes Understanding of monitoring and evaluation Excellent interpersonal skills and demonstrated capacity to work sensitively in a cross-

cultural environment in the developing world Outstanding presentation and communication skills Excellent writing skills, including the ability to edit reports prepared by others

Highly desirable:

Experience in managing a scholarships program Significant experience in the developing world, preferably in Africa

2. Monitoring and Evaluation

Duties and responsibilities Work with Program staff and stakeholders to develop a fully-specified Monitoring and

Evaluation Plan to guide the M&E of the program, which meets the requirements of program management, accountability and learning and complies with prevailing DFAT M&E quality standards and other relevant guidelines

Ensure the management information system (MIS) for the program supports implementation of the Monitoring and Evaluation Plan (working with MIS specialist expertise, as required)

Lead the M&E team to fully implement the program’s Monitoring and Evaluation Plan across all aspects of the program

Ensure appropriate collection and analysis of data for the Monitoring and Evaluation Plan Revise and update the Monitoring and Evaluation Plan and its implementation at least

annually to improve its effectiveness or efficiency With the Team Leader, take a leading role in the preparation of Australia Awards Africa

planning and reporting documents Contribute to Australia Awards Africa leadership and management activities Support program staff and stakeholders to utilise the outputs of the M&E system so there

is well-informed management, continuous improvement and learning Promote greater understanding of monitoring and evaluation methods with partner

governments and organisations Participate in all management meetings Participate in relevant HR and performance management processes


Other duties as reasonably required by the Team Leader Work closely with the Team Leader in strategic program reporting including Six Monthly

Report, Annual Report and the Annual Plan


Appropriate tertiary qualifications in research or evaluation methods with evidence of the quality of research or evaluation activities previously designed and conducted

Demonstrated practical experience in research or evaluation design, conduct and management. This experience should reflect expertise in developing a fully elaborated design of an M&E system which includes the design approach, articulation of M&E questions, development of sound methods and tools, conduct of data collection activities, analysis of data (or supervision of such), interpretation and dissemination of results and report preparation

Hands-on skills in monitoring and evaluation tools and approaches Demonstrated ability to clarify and communicate complex concepts simply with a range of

stakeholders in multi-cultural settings Demonstrated ability to facilitate learning from M&E findings and implementation teams,

and from other relevant stakeholders Excellent understanding and experience of project review and evaluation under

governance frameworks Strong communication and reporting skills Planning, performance measurement and communication skills, including report writing

and presentation skills High standard of written and verbal communication skills Well developed and highly effective organisational skills Ability to operate under pressure and balance the demands of several competing tasks at

once Excellent networking skills Demonstrated people skills with a flexible and collaborative personal style High-level skills in Microsoft Office – Excel, PowerPoint, Word and Access

3. Operations

Duties and Responsibilities

Take responsibility for the coordination and management of all administration and finance aspects of the program

Supervise administration and finance staff, building their skills and knowledge Oversee the development, implementation and continual improvement of administration

systems in finance, human resource management, procurement and asset management Ensure local resources are used wherever possible, including the use of local

organisations and expertise to support program implementation Ensure program management and administration operates within the legal and regulatory

requirements of Australia and the countries in which Australia Awards is implemented Develop, document and manage systems to identify and manage fiduciary, reputational

and implementation risks Report all suspected and/or detected fraud within 24 hours of discovery in accordance

with DFAT’s Fraud Policy and the Fraud Risk Assessment and Management Plan


Ensure efficient use of Commonwealth resources to achieve program outcomes Lead all aspects of financial administration including: invoicing, expenditure forecasting,

expenditure monitoring against budget, regional annual audits, quality improvement of financial management systems, and financial reporting

Qualifications and Experience

Essential:

Strong financial, administration and reporting skills Demonstrated performance in a range of operational functions in an international

environment including finance, administration, procurement and human resources management

Demonstrated experience establishing and managing systems and procedures for effective operations

Track record of performance in administration and operational management to meet donor requirements

Successful track record in team management, coaching and mentoring Strong knowledge of finance, HR and procurement and relevant tertiary qualifications Ability to adapt and respond to changing circumstances Demonstrated understanding of development and developing country contexts Proven ability to live and work effectively in cross-cultural contexts, preferably in Africa High ethical standards and a commitment to demonstrating integrity and professionalism

4. Alumni Engagement Manager

Duties and responsibilitiesAlumni planning:

Lead the planning and implementation of alumni activity Lead discussion on the strategic direction of alumni engagement activity at Australia

Awards, including development of ideas in response to evolving client requirements and feedback from alumni

Update the Alumni Engagement Strategy and corresponding work plan annually, which includes designing and carrying out new initiatives and professional development activities targeting alumni

Alumni engagement:

Manage the alumni story-writing team to ensure continued stream of quality stories Oversee the team managing the Women’s Network members and support management

of the Alumni Ambassadors Manage the relationships and engagement with existing Alumni Associations Support the development of new alumni initiatives, such as the formation of new alumni

networks and implement key professional development activities for alumni Assume full responsibility for administration of the Small Grants Scheme

Communication:

Coordinate the preparation of alumni content for inclusion in corporate publications and press releases, both printed and online, ensuring that all publications are compliant with DFAT Australia Awards branding guidelines


Oversee the functioning of the alumni page of the website to realise the potential of the website to be the key engagement tool for all alumni, and ensure content is aligned with strategic alumni program goals, and compliant with relevant DFAT policies

Liaison with DFAT SCB regarding the Alumni Online Network

Event planning and management:

Oversee all operational and financial aspects of the annual program of alumni events, and oversee key decision-making with regard to workshops, conferences and high-level reception functions

Data management & Reporting:

Liaise closely with the M&E team to keep alumni database records up to date Prepare narrative and data on alumni activities for inclusion in statistical reports Review and quality assure all reports and data produced for alumni support

Reporting:

Contribute to strategic planning and reporting as required, including preparation of draft material on Alumni Engagement activities for review by the M&E Manager

Provide monthly reports to the Team Leader in the prescribed format

Other duties:

Mentor and guide other staff with alumni responsibilities in alumni engagement activities Attend all management meetings and participate in performance management processes Travel within the African continent, often at short notice, to support and carry out events


Master’s degree (preferred) in communications, public relations or relevant field. Undergraduate degree supplemented by a minimum of five years relevant experience

Experience in managing and preparing communications products such as newsletters, stories and website content

Experience in managing high profile events Experience in establishing and managing effective relationships with key internal and

external stakeholders in order to deliver outcomes Experience in managing small teams

Highly desirable:

Specific experience in an alumni relations position Experience managing grants Experience of studying in Australia and/or the Australian higher education system Understanding and appreciation of, or demonstrated willingness to learn about, Australia

Awards, the Australian Governments’ Aid Program and international development

Knowledge and skillsEssential:

Strong analytical skills and the ability to solve complex problems Outstanding verbal communication, writing and editing skills in English


High level of interpersonal skills, with the ability to communicate with diverse groups, both within the alumni network and Australia Awards

Strong administrative and organisational skills Ability to work effectively as part of a cross-cultural, multi-disciplinary team Demonstrated ability to manage projects to deliver outcomes to specified quality level

within agreed time frames Experience in managing a medium-size budget Excellent attention to detail and accuracy High level of initiative Microsoft Office skills to an advanced level.

Desirable:

French or Portuguese language skills


Annex I: Australia Awards in Africa responsibilities

1. Scholarship cycle responsibilities Responsibility for Australia Awards will be divided between the Africa program (AFB desk or posted officers) and the Scholarships and Alumni Branch (SCB) in Canberra.

The logistical and administrative aspects of Australia Awards in Africa will be outsourced. The tables below indicate the core scholarships cycle tasks and responsibilities.

Table I1: Australia Awards Scholarships (Masters) tasks and responsibilities

Component 2.1 Annual planning Responsibility

Consultation with other DFAT programs, and other GoA initiatives in Africa on training priorities DFAT

Lead consultation with CAs on training priorities and ECs DFAT

Review and confirmation of ECs DFAT

Develop Targeted Promotions Plan (for approval by DFAT) Contractor

Component 2.2 Promotion and applications Responsibility

Promotional activities implemented Contractor/CAs

Dissemination of application forms Contractor/CAs

Help desk support for enquiries Contractor

Application receipt Contractor

Component 2.3 Screening and shortlisting Responsibility

Eligibility and compliance checking Contractor

Nomination of selection panel members to DFAT Contractor

Shortlisting panel members contracted and convened Contractor

Recommended shortlist awardees presented to DFAT Contractor

Moderation of shortlist panel recommendations DFAT

Post endorsement of country-level shortlist DFAT

Advice to shortlisted and unsuccessful applicants Contractor

Interview preparation and course advice for shortlisted candidates Contractor

English language testing arrangements made Contractor/Provider

Independent selection interview panel members selected/contracted Contractor

Nomination of DFAT panel chairs DFAT

Logistical preparation and secretariat for interview panels Contractor

Mobilisation of panels and course advisers Contractor

Panel briefings via teleconference DFAT/DFAT

Interviews conducted DFAT

Course advice provided to interview candidates Contractor

Post-interview moderation of panel recommendations DFAT


Nomination of Australia Awards Scholarships Leadership Program candidates (for DFAT SCB) DFAT

Advice to CAs on selection outcomes DFAT

Advice to successful/unsuccessful candidates Contractor

Update of OASIS Contractor

Component 2.5 Placement and mobilisation Responsibility

Request for placement submission (via OASIS) Contractor

Advice to SCB/Australian institutions of awardees with disability who require additional assistance Contractor

Provision of additional support for awardees with disability Contractor

Awardee placement consideration Universities

Offers received from institutions Universities/Contractor

Second preference offers Universities/Contractor

Update of OASIS Universities/Contractor

Provide guidance to awardees around visa application process Contractor

Visa documentation received from awardees and submitted to DIBP Contractor/DIBP

Arrange flight bookings to Australia and record travel details in OASIS Contractor

Pre-departure briefings conducted Contractor/DFAT

Component 2.6 English language training Responsibility

Arrange travel, accommodation, allowances Contractor

Training provided Provider

Exit IELTS undertaken Contractor

Notification of IELTS results Provider/Contractor

Confirmation of placements/awards offers Contractor

Advice to successful/unsuccessful candidates Contractor


Component 2.6 On-Award training and support Responsibility

Orientation/introductory academic programs Universities

Education and training provision Universities

Pastoral support/payment of allowances Universities

Process and approve variations in OASIS and in accordance with current policy and financial delegations Universities/DFAT

Support for family entry (visas) Contractor/DIBP

Update of OASIS Universities

On-award enrichment program Contractor

Update of Work Plans on Return (WPRs) Awardee/Employer

On-award enrichment program Contractor

Reunion/return home travel booking Universities

Component 2.7 Awardee reintegration Responsibility


Welcome back functions Contractor/DFAT

Conduct of reintegration workshops Contractor


Update of WPRs Alumni/Employer

Monitoring of WPRs Contractor

Table I2: SCA tasks and responsibilities by component

Component 3.1: Planning, policy making and priority setting Responsibility

Develop list of short courses to be delivered under program, eligibility criteria (ECs) and targeting strategies

DFAT

Component 3.2: Sub-contracting of design and delivery Responsibility

Develop (up to 3 year) sub-contract agreements for short course providers; gain DFAT approval

Current program Contractor12

Advertise and select course providers through an open tender process Current program Contractor

Manage (novated) sub-contracts with selected short course training providers

Contractor

Preparatory visits by providers (as required) Course providers

Component 3.3: Promotion and targeting Responsibility

Annually produce country and EC-specific targeted promotional strategies and other cross-cutting promotional measures (including digital application forms)

Contractor

Distribute promotional material and implement targeted promotional strategies

Contractor / DFAT / CAs / other program partners, DFAT projects in SCA-eligible countries

Monitor application and ‘tear-off’ slip in-flows Contractor

Continue to remind partners of deadlines Contractor

Ensure HoMs are kept informed of SCA interest in their countries of accreditation

Contractor/ DFAT

Component 3.4: Application receipt, screening and shortlisting Responsibility

Compile and assess eligibility of all applications received – by course Contractor

Send eligible applications to relevant course providers for ranking against ECs

Contractor

Rank course applicants against ECs Course provider

Identify potential candidates for special needs assistance Contractor

Compile and review course provider-supplied rankings about inclusiveness considerations and full selection criteria of relevant ECs.

Contractor / DFAT

Determine a final set of applicant rankings in relation to each course Contractor/DFAT

12 Identification and sub-contracting of SCA providers is expected to be completed prior to the current program contract finishing, therefore provision for novating the SCA sub-contracts will be made.


Seek approval / sign off of confirmed course participants from HOMs for their countries of accreditation

Contractor

Component 3.5: Placement and mobilisation Responsibility

Finalise participant numbers and successful awardees lists Contractor

Advise successful applicants, and their employers Contractor prepares email / letter for DFAT signature

Advise unsuccessful applicants, and their employers and course providers of successful applicants

Contractor

Notify course providers of names and details of successful applicants Contractor

Complete pre-course preparation and participant mobilisation tasks (applicant medicals, applicant visas, applicant travel arrangements, in-Africa delivery locations, etc.)

Contractor

Component 3.6: On-Award training delivery and support Responsibility

On-arrival orientation Course providers

Course delivery in Australia and/or Africa, including practical, theoretical and cross-cutting components

Course providers

Payment of awardee allowances Course providers

In-Australia logistical arrangements for awardees Course providers

In-Africa logistical arrangements for awardees Course providers

Ensure Work Plans on Return (WPR) are updated progressively throughout the course

Course providers

Component 3.7 Post-award support – skill utilisation and transfer Responsibility

Deliver (in-Australia or in-Africa) return-to work briefings (upon course completion)

DFAT/ Contractor/ Course providers

Update awardees WPRs on return to workplace (in consultation with awardees and employers)

Course providers / Contractor

Ensure continuing network support through follow-up visit(s); for minimum of one year after SCA graduation

Course providers

Ensure SCA alumni are registered on Sub-Saharan Africa alumni database (and global DFAT alumni database, if eligible)

Contractor

Implement and monitor alumni support and activities Contractor / DFAT


Table I3: Alumni activity tasks and responsibilities by component

DFAT SCB DFAT AFB and Posts Contractor

Set global alumni policyManage global events such as Australia-based alumni leadership training and conferencesManage global AONManage global Alumni Association seed fundingReport annually on global alumni activities

Develop country-level alumni strategies in their countries of accreditationManage implementation and reporting on alumni engagement, including: engage with alumni for

special events (special visitors, functions)

engage with Alumni Ambassadors to support promotion

support development of country-level alumni networks

report to DFAT SCB on engagement with alumni in their countries of accreditation

Implement program-level alumni strategies and processes, including to: manage the alumni portal on the

website manage the Sub-Saharan African

alumni database, including keeping alumni data up to date

manage multi-country alumni events such as training or conferences

manage the alumni small grants scheme

manage involvement of alumni in the awards cycle (briefings, receptions, workshops, as interview panel members)

provide support to Alumni Associations

produce an alumni newsletter for alumni and other stakeholders

manage regional alumni networks/groups, such as the African Women in Leadership Network, Alumni Ambassadors program

collect data on alumni progress post-award to inform program M&E and for public diplomacy

implement existing and new Alumni activities

2. DFAT responsibilities for the programAustralia Awards in Africa is part of the global Australia Awards managed centrally by the DFAT Scholarships and Alumni Branch (SCB). Globally, the branch is responsible for: developing and maintaining DFAT Australia Awards policies and conditions, and ensuring consistency in their administration; assisting program areas with promotion, selection and mobilisation processes; determining in-Australia arrangements for the Australia Awards Scholarships; managing contracts for the Australia Awards Scholarships with Australian institutions; monitoring and reporting the global performance of Australia Awards Scholarships; and managing OASIS and training for DFAT, Contractors and institution staff.

The division of responsibilities between Posts will be determined by DFAT AFB. The following table provides an indicative division of responsibilities within DFAT that reflects a scenario with: increased responsibilities for country-level Australia Awards targeting, for award offer decisions and alumni activities by the HOMs; an increase in centralised Canberra-based responsibility for overall program strategy, policies and activity management; reduced staff levels at Posts; and flexibility as to the location of program implementation made possible through use of a centralised management information system and internet communications.


The indicative responsibilities recognise that some functions, such as those requiring detailed country-specific knowledge, regular face-face contact with stakeholders and alumni, regular contact with the Contractor, and representation at critical award events (including alumni functions) would be undertaken most cost-effectively in Africa, rather than conducted centrally from Canberra (across considerable distance and time-zones). Where activities are conducted across a number of the Sub-Saharan African countries, there will be greater consistency and scale economies if these are conducted by a designated Post, acting as a regional awards coordinator.

Table I4: Indicative division of responsibilities across DFAT

Africa Branch Awards team in Canberra (in consultation with SCB)

DFAT Sub-Saharan African regional awards coordination

Posts (for countries of accreditation)

Analysis, policy and direction setting

Program level strategy and policy developmentPolicy/strategy engagement with other DFAT and other GoA programs in Africa.Program level monitoring and reportingProgram level quality assurance, reviews and evaluations

Contributing to program-level strategy development and reviews

Country level program monitoring and reporting

Planning and design

Scoping of short courses to be deliveredOverall targeting strategies (e.g. indicative allocation of awards by country, balance of awards, target sectors)Lead on annual planning

Identifying cost-effective partnerships regionally to deliver SCAs

Country-level planning - development of Country Profile and targeting strategiesConsultation with partner governments on training priorities)Development of Desired Applicant ProfilesCountry-level analysis and reporting

Implementation and performance management

Implements and monitors strategy/policyManage operational policy development and implementationContract performance managementOversight of OASIS data maintenance by ContractorBudget and financial managementProgram-level fraud, risk management and due diligence

Liaison with Contractor office in Sub-Saharan Africa regarding operational mattersLeads in-Africa private sector engagement strategy

Monitoring of contractor performance at country levelMonitoring of fraud, risk management and due diligence at country level

Promotion and applications

Program-level media and communicationsApprove Targeted Promotional Plan

Facilitate Sub-Saharan Africa-wide promotions, including approval of content and distribution of

Facilitate country-specific promotion of awards by ContractorLiaison with CAs, key


In-Australia media/ communicationsMaintenance of website contentDevelopment of application information/guidelinesMonitoring of application rates

materials ministries and CSO organisations with respect to information and application form dissemination

Selection Engagement with SCB with respect to implementing transparent merit-based selection processesAwards Office and supports interviews processDevelopment of selection methodology and processes in consultation with SCB and PostsNomination of DFAT selection panel chairs. Review/approval of selection panel members identified by ContractorPanel briefingsPost-interview moderation of shortlists

Consultation with partner governments on Australia Awards selection processesLead Australia Awards Scholarships interview process.Nomination of Leadership Program candidates (for SCB)

Placement Monitor Contractor placement of Australia Awards Scholarships in nominated Australian institutions (through OASIS)

Award offers Design of award offer letters, awardee handbook.Guidance on award ceremonies

Approve individual award offers.

Mobilisation Monitoring of contractor mobilisation arrangements (through OASIS)

Operational liaison/ engagement with in-Africa whole of government operations (e.g. with DIBP on visas)Leads in-Africa pre-departure briefings.Collaborate on any pre-departure ESL programs that will benefit from regional delivery

Liaise with Contractor /DFAT regional lead Post on PDBs


On-Award Manage in-Australia aspects of critical incidents (in cooperation with SCB)

Manage in-Africa aspects of critical incidents (Currently done by Hub, but could be undertaken by relevant Post)

Review/sign off student contract variations (in consultation with CAs as appropriate)

Alumni Manage program-level alumni engagementEngagement with SCB on global Australia Awards Alumni Network StrategyPlanning of Sub-Saharan Africa-wide alumni eventsManagement of small grants schemePlanning and monitoring of pilot alumni activities

Coordination of, and representation at, multi-country alumni events and activities in consultation with DFAT AFB

Development and implementation of country-level alumni strategies & networksWelcome back functionsEngagement with alumni for special eventsEngagement with Alumni Ambassador (where relevant) to support promotionReporting on country-level alumni engagement

3. Other responsibilitiesKey stakeholders in the program are the Coordinating Authorities in each eligible Sub-Saharan African country. The extent of their involvement in the program will depend on whether their country is eligible to receive Australia Awards Scholarships and/or SCA awards. For Australia Awards Scholarships-eligible countries, and to a lesser extent, SCA-only eligible countries, in accord with mutual accountability for award outcomes, CAs should be asked to demonstrate annually a commitment to the program through:

participation in award planning advice to DFAT on national/sectoral training need priorities distribution of Australia Awards application forms to relevant line ministries (including at

the provincial/district levels) other promotion of the awards, especially to females, PWD and other target applicants observer status on Australia Awards Scholarships selection interviews participation in pre-departure briefings support to line ministries in skill/knowledge utilisation and transfer support to and monitoring of line ministries in completion and update of the WPRs participation in key post-award return and alumni functions (e.g. Welcome home

function) facilitation of program M&E.


Annex J: Implementation scheduleFigure J1 summarises the key activity dates for Australia Awards in Africa. The Contractor will work with DFAT to review, confirm and adjust these dates as necessary for the program commencing February 2016.

Figure J1: Indicative summary of scholarship cycle dates of key pre-award activities for the Australia Awards

Date Australia Awards Scholarships(for 2017 intake)2015

Aug – Nov Promotional activities implemented for next intake

Sept Applications open for next Australia Awards Scholarships intake

Dec Applications close for next Australia Awards Scholarships intake

Nov – Jan 2016 Eligibility and compliance checking of applications

2016

Feb – Mar Shortlisting panels convene

Mar Shortlist recommendations (of applicants to be interviewed) submitted to DFAT

Mar Moderation of shortlisting panel recommendations

Mar – Apr Consultation with Posts and CAs on shortlisted candidates

Mar – Apr Interview panels selected/contracted (DFAT chair for each panel)

Apr Advice to shortlisted and unsuccessful applicants

Apr – May - Course advice to shortlisted candidatesLogistical preparations for interviews (at agreed regional interview locations and countries with >50 candidates)- Preparation for language testing for interview candidates

Apr Six-month English language training program begins

May – Jun - Language testing undertaken- Interviews conducted- Posts undertake consultations with CAs on Desired Applicant

Profiles for 2018 intake

Jun Moderation of interview panel recommendations

Jun Consultation with DFAT AFB, Posts and CAs on Masters candidates recommended for Australia Awards Scholarships

Jun Review and confirmation of Desired Applicant Profiles for next intake

Jul Advice to successful/unsuccessful candidates

Aug –Dec Negotiation of placements with Australian institutions

Sept –Dec - Preparation and submission of visa documentation- Flight preparations

Oct – Nov Pre-departure briefings


Date SCA

2015

Jul – Aug Promotional activities implemented for next two SCA intakes (Jan – Dec 2016)

Jul – Aug Applications open for next intake (Jan-Jun 2016)

Aug SCA applications close (Jan-Jun 2016)

Sep SCA Selection Panel briefing and selection process (Jan-Jun 2016)

Sep Moderation of SCA selection panel recommendations

Oct Consultation with Canberra, Posts and CAs on SCA candidates recommended for awards

Nov Advice to successful/unsuccessful SCA candidates

Nov-Dec Mobilisation arrangements (including visas and flights)

2016

Jan – Jun SCA delivered (intake 1)

Jan – Feb Reduced scale promotional activities for next intake (Jul– Dec 2016)

Feb SCA Selection Panel briefing and selection process (July – Dec 2016)

Mar Moderation of SCA selection panel recommendations

Mar Consultation with Canberra, Posts and CAs on SCA candidates recommended for awards

Apr Advice to successful/unsuccessful SCA candidates

May Advice to successful/unsuccessful SCA candidates

May – Jun Mobilisation arrangements (including visa and flights)

July – Dec SCA delivered


Annex K: Monitoring and evaluation

1. OverviewMonitoring and evaluation (M&E) for the program will build on and strengthen the M&E being undertaken under the current program. It will be based on a robust and readily understood theory of change, and will be guided by a core set of baseline data available from the regularly updated program management information system.

This design document recommends the approach to monitoring and evaluation and sets out indicative tools, processes and requirements for the M&E system. The Contractor will build on the design specifications to develop a Monitoring and Evaluation Plan for DFAT approval. This M&E Plan will be reviewed an updated annually, and will comprise part of each Annual Plan. While the monitoring of program implementation, outputs and outcomes is a shared responsibility across all staff, the Contractor will ensure sufficient human resources are allocated to M&E. Ideally, these human resources will include a Monitoring and Evaluation Specialist and an M&E Officer.

Program monitoring and evaluation includes the following elements:

a theory of change (program logic model) a set of Evaluation Questions to guide M&E of program implementation a Monitoring and Evaluation Framework (MEF) which specifies output and outcome

performance indicators, and means of verification – in draft form for further development by the Contractor

tools to support the monitoring and evaluation of program implementation and effectiveness at a range of levels, using a range of approaches

a management information system (MIS) which supports management of the delivery of individual awards, providing standard management records, and services the indicators identified in the MEF

a Reporting Schedule which ensures that reports necessary for management and accountability purposes are prepared

When reported clearly, program M&E processes and outcomes help identify learning about a range of program areas, including good practice, effective strategies and tools, and information about specific issues. It is important to note that all Contractor team members share M&E responsibilities. To this end, practical reporting measures promote learning among program personnel (and stakeholders) in areas such as:

viewing learning as a broad function of the program, accompanying its focus on managing Australia Awards and developing and transferring graduates’ knowledge and skills

including learning-related objectives, such as workshops, as part of M&E activities identifying and building on lessons learned in Annual Reports and other periodic or ad

hoc reports maintaining a consistent record of lessons learned, categorised according to stages in

the Awards cycle publishing learnings, examples, case studies and program reports on the program

website.

2. Principles of Australia Awards in Africa M&EAustralia Awards for Africa program M&E activities are to be based on the following principles:


Mutual learning and continuous improvement are essential Program monitoring and evaluation activities provide a focus on learning and continuous

improvement, requiring a mix of both qualitative and quantitative data and information analysis

Feedback is scheduled and synchronised to provide timely feedback to DFAT and its partners in Africa and Australia at critical stages in the reporting schedule

Findings and lessons from evaluations are shared with DFAT, partner governments and other stakeholders both informally, and formally at meetings.

Monitoring and evaluation is an integral part of all program activities Anticipated outcomes and outputs, and linkages to broader program goals, outcomes

and outputs are clearly defined for all activities M&E is not an ‘add-on’ to program activities, but an integral part of the program’s

implementation and management.

The program must offer flexibility and simplicity in evaluating outcomes The M&E Plan provides flexibility to reflect program activities across many different

countries and socio-cultural environments, and the reality that different methodologies may be required to evaluate different outcomes

The M&E approach must be able to be understood and applied by those with limited expertise in the topic, while still providing comprehensive data for those seeking deeper analyses.

3. Program Implementation Evaluation QuestionsProgram Implementation evaluation questions are core questions related to program execution. Table K.3 provides an indicative list of evaluation questions, which the Contractor will review, refine and focus them to ensure they provide a useful and targeted guide.

The evaluation questions are arranged sequentially, following the standard program cycles for both types of awards. Data sources are proposed which are used to determine whether – or to what extent – the various implementation indicators have been met. They are likely to be useful as a means to guide the discussion, analysis, reporting and management of program implementation progress. Responses to these questions will provide the evidence required to report on the effectiveness or otherwise of program implementation.

The Contractor, DFAT, sub-contractors, universities and alumni share responsibility for these questions; it is the responsibility of the Contractor to report on progress in relation to achieving the indicators listed.

4. Baseline DataSubstantial baseline data on the Australia Awards for Africa is already available, much of it in annual or purpose-specific reports provided by the current and earlier Contractors, including:

OASIS and MIS data and reports from 2015 MIS data from earlier Australian Development Scholarships, 2005–2015 Previous alumni workplace data for the current program period from 2010 Information on / links to existing African government policies in key sectors HRD profiles of some CAs, employers and DFAT partner agencies Anecdotal information on key scholarship issues addressed – from Post personnel, prior to

2015 Data on existing and dormant Australian–African university MoUs


Records of mass media coverage of Australia Awards in Africa, since 2010 to ensure comparable public diplomacy data with the 2015–2020 program

Website user-hit and usage data since 2012 DFAT and Contractor historical data on extent of positive media coverage about Australian

development initiatives in Africa from 2010 2010–2015 AAS and SCA subcontract data Data from IM4DC and AAPF reports to 2015 Previous years’ Austrade data on African country self-funded student trends Previous DFAT and country-specific tracer study data 2014 Alumni Cluster Study Report Contractor MIS data from 2005–2015 DFAT SCB arrival and ongoing survey data 2010–2015 program surveys data by Contractor.

The scope, extent and accuracy of the data will vary considerably. A continuing challenge facing most Australia Awards programs is the lack of consistent, longitudinal quantitative data on awardees. This deficiency usually results from (a) changes to the structure of Australia’s scholarships programs which presents problems in trying to match ‘like-with-like’ award types; (b) regular changes to country managing contractors with the resulting limited transfer of historical data; and (c) corporate history gaps in DFAT (and previously AusAID) because of the highly mobile nature of the departmental workforce structures.

To circumvent the ongoing paucity of baseline data in the future, all quantitative baseline data currently available should be collated by the Contractor within the first three months of mobilisation, and continue to be updated throughout the program period.

It is always challenging to determine baseline data relating to public diplomacy, particularly in programs such as the Australia Awards, where the promotional activities and communicating program outcomes are often restricted to a discrete or specific audience. Nevertheless, by using media monitoring or sampling strategies, over recent years and during the program implementation period, some comparisons will be possible to assist in determining the success or otherwise of the program’s public diplomacy outcomes.

5. M&E Methods and ToolsThe program will use a range of qualitative and quantitative M&E tools. Most methods, such as case studies, workshops and surveys, can be highly participatory and can involve a range of stakeholders.

The collection, analysis and reporting of results from specified M&E activities is the responsibility of the Contractor. DFAT officers will add to the analysis of the Contactor data where DFAT is seeking global data for whole-of-Australia Awards reporting and policy development.

The Contractor will develop a complete monitoring and evaluation system that will specify each method and tool in detail, documented in the Monitoring and Evaluation Plan. At a minimum, the M&E system will include the following elements:

1. Monitoring and Evaluation Framework (MEF)

2. Case Studies

3. Thematic Studies

4. Reporting against Work Plans on Return (WPRs)

5. Global Awardee Surveys


6. Tracer Studies

7. Australia Awards in Africa Surveys

8. Qualitative evaluation studies

9. Reintegration Workshops

Monitoring and Evaluation Framework The M&E Framework at Table K.2 describes indicators and means of verification to enable monitoring of progress towards outputs and outcomes set out in the theory of change diagram. The Contractor will review this MEF and prepare an updated, refined and confirmed MEF as part of the first Monitoring and Evaluation Plan. The Contractor will also specify the process and timing for the reporting and use of data against the specified indicators and links with the evaluation questions.

Case StudiesCase Studies describe alumni, or organisations, in depth and with contextual and descriptive detail. They represent an important qualitative tool in the Australia Awards M&E toolkit. Unlike the collection of awardee profiles, which are generally prepared for public communication purposes, case studies will look at not only positive, but also negative and unintended impacts to assist in identifying lessons learned for continuous program development.

Case studies can identify good practice and encourage consistency of approach/ questioning. This approach informs learning, particularly related to Awards implementation, and encourages stakeholders to consider and evaluate the data available from the case studies. Although the focus is often on good practice, individual case studies should also explore challenges in scholarship experiences.

All case studies will be implemented with a fully developed case study methodology, which will include a set of evaluation questions to help identify and analyse lessons learned, and which will ensure that multiple perspectives are considered (i.e. not just the individual or organisation that is the focus of the study). The case study methodology will be prepared by the Contractor and approved by DFAT AFB in consultation with DFAT SCB.

Individual case study data can include: awardee background; family history; previous employment; studies in Australia; prior studies in their home country; outside interests; exposure to Australians; current position in organisation; impact of their studies on their workplace; and future study and life plans. Organisational case studies will attempt to determine the extent of impact that a critical mass of alumni can have on an organisation.

Thematic StudiesWhile case studies usually involve individuals or a discrete organisation, thematic studies usually investigate broader issues for a cohort of awardees, a priority sector or a target agency. Possible topics for thematic study are:

assessing outcomes for alumni studying in a specific sector (e.g. agriculture or public policy)

examining / comparing a sample of global Australia Awards alumni with a comparable sample of African country alumni

investigating a group of scholars who withdrew, or were terminated while on award focusing on a specific category of awardees (e.g. young women, awardees with a

disability, awardees from a specific region) exploring experiences of family members who accompany a scholar to Australia


assessing the effectiveness of communications between employers and awardees while in Australia, and the effectiveness of the WPRs

completing a most significant change study to explore changes in a workgroup or sector with a substantial number of alumni.

Where possible, thematic studies will integrate with or be informed by case studies, possibly on a specific sectoral basis. At least one thematic study will be undertaken by the Contractor each year, or commissioned from other experts (local or international), as appropriate.

Work Plans on Return (WPR)Reporting against Work Plans on Return (WPR) will continue to be a feature of the individual alumni reporting processes. Achievement (or otherwise) of the planned WPR activities and targets are an important measure in assessing skill utilisation and transfer.

Global AA SurveysDFAT SCB conducts two global surveys (on-arrival, on-award surveys). DFAT will routinely provide relevant data from these to the Contractor and to African posts, will be used to support Africa program-specific analyses.

Tracer Studies DFAT is planning to establish a global tracer study facility in 2014. Once established, the facility will undertake tracer studies of Australia Awards alumni, which will have an impact on the type and extent of data the Contractor will need to collect and analyse regarding outcomes for and by alumni. Another expected role of the tracer study facility involves a greater emphasis on longitudinal tracer studies, for alumni who have graduated four or more years earlier. These longitudinal studies are expected to be managed from DFAT SCB, although they will require support from Australia Awards Contractors globally.

Australia Awards in Africa SurveysThe program will collect data from various program participants to monitor aspects of implementation and effectiveness, generally using online survey tools.

For example, views and experiences of outgoing scholars from a particular intake can be compared with those from other intakes to identify changes to pre-departure briefings; and changes in awardees’ satisfaction levels can be tracked and used to plan for future intakes. This approach identifies inherent strengths or issues and the effect of changes. It should be possible to track responses from individual scholars longitudinally over a period of four years; from pre-departure, up to two years after they return.

Promotions, Applications, Selections:

(a) Exit surveys at any public Information Sessions conducted in major centres to allow program personnel to assess the effectiveness of promotional activities and applicants’ knowledge about Australia Awards. These are essentially participant evaluations.

(b) Surveys of applicants who did not complete their OASIS/ Scholar applications will provide data on the perceptions of potential applicants of application processes and the extent to which they are realistic about study and career goals.

(c) Selection Panel Surveys; although representing only a small group, selection panel members will be surveyed to inform processes to improve selections for following years.

All the following program-specific surveys apply to the Australia Awards Scholarships, with surveys (d) and (e) only being intended for Short Course awardees.

Scholarship and Short Course Awardees:


(d) Completion Surveys seek to gain immediate perceptions of awardees’ in-Australia study or training experience. While individual SCA providers will also seek these data through their own course completion surveys, there is value in gaining a broader understanding of and comparisons across the complete set of short courses.

(e) Year 1 Surveys administered approximately one year after graduates return to their home country, to explore their experiences of their Award. It considers their courses of study and institutions, living and studying in Australia, relationships and linkages made in Australia, reintegration to the workplace and to their home country, support from employers after return, effectiveness of the knowledge and skills gained and applied – and their plans.

Scholarship Awardees Only: (f) Year 2 Surveys, which allows comparisons with Year 1 data (as a cohort), will continue to

capture awardees’ experiences with particular focus on support from employers, career


and social promotion, continuing links with Australia, engagement with their local alumni organisation and extent of implementation of future plans13.

Qualitative Evaluation StudiesQualitative data is especially important in evaluating progress towards Major Outcomes, initially and at key stages through the program’s implementation including its end point. Data should include surveys of alumni and key stakeholders, in relation to their perceptions of Australia; the Africa development program; contribution of award studies to gaining promotions, and /or more productive employment; value (or otherwise) in participating in alumni activities – and to what extent; levels of investment by Australian private sector organisations in Africa (and the reverse); and perceptions of the quality of Australian education. Similarly, the perceptions of major government agency partners, private sector organisations and CSOs should be sought and analysed regularly.

Access to such data not only provides better opportunities to make more effective use of lessons learned, but also offers greater potential to maximise the public diplomacy outcomes of the program.

Alumni WorkshopsWorkshops are opportunities for stakeholders to reflect on and share perceptions of the scholarship experience and explore issues such as enabling and constraining factors and management approaches. The workshops will involve graduates and, where possible, supervisors / employers.

Reintegration Workshops for returnees back in their home country for around six months are designed for graduates, employers, alumni representatives and program representatives. As well as a source of first-hand data, Reintegration Workshops (potentially combined with Welcome Back Ceremonies and in-country Graduation Ceremonies – as an alumni public diplomacy activity) welcome and support graduates’ reintegration, promote reflection on the scholarship experience in Australia, help readjustment to the workplace, and offer opportunities to share knowledge and skills gained on-Award. During workshops, the program also canvasses suggestions for improvement to implementation processes. In some cases, Reintegration Workshops are opportunities for alumni to update WPRs.

Review Workshops will be held for alumni who have been back in their home country for approximately two years. These workshops provide the opportunity for a more considered assessment of the graduate’s professional and personal progress and skill implementation opportunities.

Independent Progress EvaluationThe design requires an Independent Progress Evaluation after the program has been implementing for at least two years (i.e. in late 2017). The Progress Evaluation, to be commissioned and funded by DFAT, will consider program progress and Contractor (and subcontractor) performance. Its findings will help inform the design for the anticipated two-year extension and contribute to DFAT consideration of whether the initial program Contractor should manage the program for the extension period.

The Progress Evaluation will provide advice on ways to improve the impact and/or sustainability of the program for the remainder of its implementation period, and possibly beyond. It will provide an opportunity to review risk and sustainability assessments and management. It will assess the quality and progress in delivery of program outputs and objectives, including pilot activities; assess any issues or problems and their impact; assess

13 DFAT’s continuing on-arrival and ongoing surveys, and the Department’s continuing commitment to periodic, comprehensive tracer studies may mean that the Year 2 Survey is unnecessary.


the progress made towards achieving sustainable benefits; and identify and document any essential refinements to the program design including staffing and other resourcing issues.

Completion Evaluation During Year Five or Six of program implementation DFAT will commission a Completion Evaluation. It will provide the opportunity for a comprehensive assessment of the success or otherwise of the program in meeting its stated outcomes and outputs. The Evaluation will be timed to provide input to the preparation of any subsequent design for further Australia Awards implementation in Africa.

6. Stakeholder M&E ResponsibilitiesThe table below identifies the major stakeholders involved in program M&E, and the responsibilities they share for effective program monitoring and evaluation.

Table K1: Stakeholder responsibilities in monitoring and evaluation

Stakeholders Role in monitoring and evaluation

DFAT AFB supported by Awards officers at Post

Review and monitor program management and implementation progress in line with the planned inputs, outputs and outcomes, making full use of program M&E and reporting

Support effective implementation and administration of the program M&E activities

Participate in M&E activities such as Review and Reintegration workshops Liaise with Contractor program personnel regarding issues involving M&E

activities with stakeholders Identify results and lessons applicable to other contexts, and transfer learning

from other contexts Report key achievements, best practices and lessons learned from program

implementation Provide country summary data to HOMs, as required Keep OASIS data up to date at all times Ensure information is shared with SCB

Contractor Develop a practical, feasible and relevant Monitoring and Evaluation system, and

document it in an M&E Plan Implement program monitoring and evaluation in close cooperation with

stakeholders Provide program reporting in a range of ways to support the maximum utilisation

of M&E outputs by the range of stakeholders Contribute to capacity building of stakeholders, in M&E Contribute to a learning environment among stakeholders in M&E Monitor and report on ELT performance of English language providers Monitor and report on performance of SCA providers Keep OASIS up to date at all times Facilitate participation and support by key stakeholders in monitoring and

evaluation of the program Report key achievements, best practices and lessons learned from program

implementation Recommend options to improve the program administration and scholarship

cycle management Monitor scholars on award, through liaison with DFAT SCB


Analyse data and information from SCB on-arrival and ongoing surveys Add value to DFAT’s arrival and ongoing survey data to ensure those data reflect

the participating country’s economic, social and political priorities as requested Follow up with awardees not returning to same place of work (who need to find

employment after the award) on WPR implementation

ELT provider(s)

Monitor and report ELT progress against the requirements and outcomes expected from the Contractor

Provide DFAT and Contractor with data and information for assessment of individual candidate ELT performance

Recommend options to improve ELT quality and results, based on outcomes’ assessments

Universities and Short Course providers(Australia and Africa)

Monitor and report on each awardee’s study performance in a timely manner through OASIS

Provide data and information for analysis of cohort study progress (SCA) Recommend strategies and necessary academic support for awardees to

successfully manage studies and living in Australia, based on data from in-Australia SCB surveys and program Completion Surveys

Provide an appropriate level of follow-up contact and support to alumni

Coordinating Authorities, Employers

Communicate with scholars on study progress, and knowledge and skills expected from study

Participate in development and subsequent review and implementation of Work Plans on Return

Ensure internal organisational accountability to program implementation Provide appropriate levels of support to maximise benefits for participants in the

scholarship program, based on specific, local knowledge and learnings Participate in program workshops and case studies. with graduates Suggest ways to best utilise graduates’ knowledge and skills that reflect

changing national environments

Selection Panels

Reflect on selection process and identify lessons learned from process Ensure information on applicant cohorts is recorded, as well as on those selected Recommend ways to improve interview process and selection criteria Support revisions to eligibility criteria, based on knowledge gained from the

selection process

Alumni Provide feedback to improve cooperation between alumni, DFAT and the

Contractor Participate in program M&E activities to assist in evaluating program success or

otherwise Support program to assess knowledge and skills application

Awardees Participate in arrival and ongoing survey data being conducted by DFAT SCB Participate in program workshops / meetings in Australia Informally share learning experiences with new awardees in Australia Report study progress to supervisors / employers

7. Information (Data) ManagementWhile the Contractor will use DFAT’s OASIS and AON to the maximum extent possible, these management information systems do not currently capture all the requirements for


award management, particularly for short course awards. Therefore, at least initially, the Contractor will be required to develop and utilise a program-specific management information system (MIS) which supports management of data required for M&E of all aspects of the program. It will also need to provide standard management records, and to service indicators identified in the logical framework.

Most of the output information required by the MEF is customarily collected in the course of routine program management activities. Basic information will come from implementation records or reports (including, but not limited to, reports generated from OASIS/AON). Examples of such data include number of applications received (disaggregated by award type, organisation, level, sector, and equity group); number of terminations/variations, course pass rates, returns to workplaces, and WPR reports received.

In addition to the standard search requests above, the MIS will also enable web-based, real-time access by approved DFAT personnel to its data and reports. These could include, for example: on-award participants’ summary reports for HOMs, by country; names of registered alumni members in a particular location; summaries of program cost per hit for website access by potential applicants; summary reports on country activities by Alumni Ambassadors; alumni conference registrations, progressively; and SCA attendance records.

The current contractor has developed Scholar, a MIS that captures and reports data required for fulfilling its contractual requirements. This system includes semi-automated data uploads to OASIS/AON on a regular basis. The Scholar intellectual property and data belongs to DFAT and therefore all data from Scholar will be made available to the new Contractor. The Contactor will have the opportunity to use Scholar for the new program, or may utilise their own equally flexible data management system, provided that all existing data can be migrated to any new system.

DFAT will not fund the development of an entirely new MIS. It is recognised however that some adjustments are likely to be needed to Scholar/the Contractor’s MIS to reflect some aspects of the new program (e.g. capture of data of alumni from other DFAT/GoA programs, potential inclusion of self-funded graduates from Australian universities, real-time reporting etc.), and such customisation will be funded subject to DFAT (including SCB) approval.

Table K2: Program-level M&E framework

Program Goal: The development of targeted African countries is enhanced by Australia Awards alumni contributions and positive relationships with Australia

Outcome Indicators Main data source Timing

Baseline data required

MAJOR OUTCOMES

1. Alumni are using their skills, knowledge and networks to contribute to sustainable development

Number, distribution and types of alumni demonstrating their use of skills, knowledge and networks to contribute to sustainable development

Tracer StudiesAlumni SurveysProgram Evaluations

PeriodicAnnual Ongoing

Extent of acknowledgement by CAs and partner ministries / organisations that Australia Awards have contributed to their country’s

Case studiesEmployer interviews

Case studies: OngoingEmployer interviews:

Useful baseline data may not be available





economic development Ongoing

2. Targeted countries in Africa view Australia as a valued partner

Extent and nature of positive high-level stakeholder views of Australia

Australian diplomatic staffMedia monitoring

Ongoing

3. Alumni have positive ongoing links with Australia

Extent and nature of active, ongoing links between alumni and individuals, organisations, communities and education institutions

Tracer StudiesAlumni SurveysProgram Evaluations

Periodic

SUBSIDARY OUTCOMES

A. Alumni promote inclusive growth and development

Proportion of alumni who work in agencies which are responsible for policies or practices which improve the involvement of women and people with a disability, particularly in target fields

Alumni surveysThematic StudiesTracer Studies

Annual Previous alumni workplace data for period from 2010

Evidence of alumni efforts to advocate for/ implement inclusive approaches in policy, programs, business operations

Alumni surveysThematic StudiesTracer Studies

Annual Previous alumni data for period from 2010

Alumni demonstrate personal and professional commitment to inclusive development

Case studiesAlumni conferencesReports from Alumni AmbassadorsPlanned global tracer studies

Case studies: OngoingAlumni Conferences: Annual:Reports: As submitted by AAs


B. Program participants understand gender equality, inclusiveness and good governance

Alumni feedback on the cross-cutting issues addressed in their AAS or SCA

Alumni SurveysSCA sub-contractor reports

Annual

Ongoing

Successful completion rates of awardees in modules or subjects relating to gender equality, inclusiveness and good governance

Universities’ data in OASISSCA sub-contractor reports

Ongoing

C. Alumni return to work in sectors relevant to their education or

# and proportion of alumni (men, women, people with disability) in employment that relates to the field or sector of their Australia Awards

Alumni SurveysTracer Studies

AnnualPeriodic






training education or training

Proportion of alumni who have transferred to jobs which make greater use of their award skills

Reintegration WorkshopReview WorkshopAlumni SurveysCase studies

Workshops and Surveys: AnnualCase studies: Ongoing


D. Leaders and decision makers in Africa recognise the value of Australia’s expertise and investments in priority sectors

Reports provided by HOMs and Post staff on Australia’s value

DFAT reports DFAT Reports: Ongoing

Anecdotal information noted from 2010-2015 Contractor reports

Level of involvement / interest by CAs, ministries, CSOs and the private sector in participating in program planning and review activities

Contractor reportsAlumni Ambassador reports

Contractor Reports: OngoingAA reports: Ongoing

Anecdotal from Post personnel, prior to 2015

Feedback from private sector organisations in Australia and Africa, particularly in the target sectors, on positive views of Australia

DFAT reportsNo. and nature of contracts negotiated / initiatives implemented with private sector involvementParticipant lists of private sector candidates and participants in SCAs

DFAT Reports: OngoingContracts: OngoingSCA private sector #: MIS

MIS transferred to new Contractor will contain some data relating to public vs private (and CSO) sector participants since 2015

E. Alumni have relevant and practical skills

# and proportion of alumni completing their education or training in priority sectors

OASIS Ongoing 2013 OASIS data

# and proportion of alumni who participate in practical/hands-on components in their award

OASIS/University reportsSCA sub-contractor reports

Annual

On completion

F. Alumni foster cooperation between Australia and Africa

# Alumni (men/women/people with disability) playing an active role in cooperative activities between Australian and African governments

Alumni SurveysTracer StudiesAustralian government reports

AnnualPeriodicAs relevant





G. The high quality of Australia’s education and training is recognised

Australian Government and Contractor personnel within an African country reports of positive comments about Australian education and training

Award Post program managers, HOM, Contractor personnel, Alumni Ambassador records of conversations

Records: Ongoing


# roadshow attendees# enrolments by African students for self-funded tertiary studies in Australia

Austrade Education sector inquiry, application and enrolment data

Austrade: Ongoing

Previous years’ Austrade data

Proportion of AA-A alumni who pursue further, high-quality international PhD or post-Doctoral studies

Tracer studies Tracer Studies: as determined by SCB DFAT


H. Partnerships between African and Australian universities, sectoral centres of excellence, private sector organisations, government bodies, civil society

Australian and African universities collaboration, either through networks, such as AAUN or EIDOS, or independently

Agreements between universitiesProportion of AAS operating in split-degree mode

Agreements: OngoingSplit-degree #: MIS

Limited data available; certainly no previous split degrees – although many agreements / MoUs –most dormant

Delivery of SCA demonstrate an increasingly equitable partnership between course providers in Australia and in Africa

Contractor subcontracts for CSA delivery

Subcontracts: Initially within three months of mobilisation, then ongoing

2010–2015 SCA subcontract data

Collaboration activities or Partnership arrangements between organisations that result from Australia Awards support

Formal documentation between partners

Ongoing Useful baseline data may not be available


Table K3: Program implementation evaluation questions

The following list of questions is comprehensive but not exhaustive; it is provided as a guide only to the issues that need to be considered when reviewing program implementation. It is the responsibility of the appointed Contractor to ensure the table continues to meet program needs and is kept current.

Evaluation Question Indicators Question owner Data sources Learning

Strategic direction setting and review, and priority setting1. Does the Theory of Change

(ToC) continue to reflect program goals, outcomes and outputs?

Periodic reviews of ToC DFAT14 ToC and related documents DFAT policy documents

Assessment of ToC, against any emerging program changes, and with other Australia Awards ToC documents

2. Does the M&E Plan provide an effective strategic and operational framework for monitoring and evaluating program activities and progress?

Quality of data obtained from M&E processes, and level/ extent of correlation with program reporting needs

DFAT, Contractor M&E Plan Other program planning and

review documents Program MIS

Any (substantial) refinements of M&E plan should occur prior to development of Annual Plans

3. What evidence is there that the annual consultation processes with CAs, HOMs and other stakeholders inform the Annual Plan?

Extent of alignment between issues addressed in each of the stakeholder discussions and Annual Plan priorities

HOMs, CAs, Contractor

Documents: Agenda and minutes for stakeholder meetings, and Annual Plan

Annual Plans need to reflect the knowledge gained from discussions with key stakeholders

4. Does the Annual Plan reflect the perceptions of stakeholders in relation to priority sectors being served

Level of meaningful participation by individual team members

DFAT, Contractor Observations Notes from stakeholder

meetings / workshops

5. How effective are processes used to align program priority fields with DFAT’s Africa goal and emerging GoA policy

Level of alignment of sectors and disciplines

DFAT, Contractor Published documents about program

Annual Plan and Annual Report

Annual strategic reviewing processes supported by direct DFAT involvement from Africa Desk will promote effective alignment processes

14 Where DFAT is listed in Column 4, it assumes that the responsibility for confirming the question has been considered appropriately is shared amongst HOMs, Pretoria/Nairobi Post (as Australia Awards coordinator in Africa), SCB in Canberra, and senior DFAT AFB management in Canberra; however, when responsibility can be allocated to a specific DFAT section or position, this is shown in Column 4 as a discrete section / position responsibility.



priorities? DFAT and GoA Policy documents

6. How successful are services directed at agreed AAS-eligible countries and at SCA-eligible countries

Distribution of applications at agreed eligible countries

DFAT, Contractor Application data from OASIS Feedback from HOMs and

country AA-A program managers

Increased focus in subsequent years on underrepresented countries

7. How successful are services directed at agreed target sectors (extractives, agriculture, public policy)

Percentage / distribution of applications from agreed target sectors

DFAT, Contractor Application data from OASIS Strategies to achieve increased identified % from target sectors will be review annually – and strategies to achieve % introduced

8. How successful are services directed at target groups (women, PWD) and are they appropriate to those sectors’ and groups’ needs and planned participation?

Percentage of applications from agreed target group representatives

Contractor Application data from OASIS Strategies to achieve increased representation from target groups will be review annually – and adjusted as necessary

9. To what extent do program gender equity and inclusion strategies align with DFAT’s global, regional and national priorities?15

Extent of alignment identified

DFAT, Contractor Program planning documents’ DFAT policy documents Annual Plan

Where discrepancies, weaknesses are identified, ensure subsequent Program plans redress this deficiency

10. To what extent do meetings with CAs and targeted ministries / agencies enhance the strategic management of the Program?

Perceptions of DFAT AA-A country program managers on quality / relevance of discussions conducted

DFAT, CAs, Contractor

Comparison of applications submitted – by agency and/or by technical sector

Minutes of meetings

Given the focused nature of the 2015-2020 program, there may not be many opportunities for CA or ministry involvement in strategic direction setting

11. To what extent do joint meetings of Heads of Missions enhance strategic and operational management of the program?

Feedback by HOMs on challenges / success in implementing country-based program and initiatives

Perceptions of DFAT AA-A country program managers on quality / relevance of

DFAT Minutes of HOM meetings Balance will need to be negotiated between DFAT pan-African strategies and country-specific priorities of HOMs

15 Refer also to Principles and Procedures for Disability Support in the Australia Awards Scholarships, DFAT, February 2014Australia Awards in Africa: Design Annexes 67 of 100


discussions conducted

Subcontracting of design and delivery (SCA)12. Are the SCA course delivery

ToRs sufficiently comprehensive to allow for appropriate and high-quality responses from potential providers?

Quality of bids received Similarities in proposed

approaches

Contractor Tenders received MS provider selection reports ToRs

As the sub-contracts for SCA providers are intended to cover a three-year period, clarity of purpose – to avoid unnecessary contract amendments is essential

13. Are the SCA course delivery ToRs detailed enough in terms of scope to ensure value-for-money tenders?

Quality of bids received Similarities in resourcing

estimates

Contractor Tenders received Contractor provider selection

reports Budgets proposed

14. Are the SCA ToRs flexible enough to ensure creative and cost-effective proposals are received from bidders?

Initiative shown in bid solutions proposed to ToRs

Contractor Tenders received Budgets proposed for any

variations to ToRs

15. Do/ did the ToRs offer sufficient guidance in relation to the proposal of workable SCA implementation options, in the most effective location(s)

Quality of bids received Evidence presented for

strategies proposed

DFAT, Contractor Tenders received MS provider selection reports Budgets proposed

Proposals will need to show evidence of a good understanding of the challenges in working with multiple country and language environments

16. Have bidders included appropriate strategies for ongoing curriculum reassessment over a three-year period?

Flexibility of curriculum described

Resources allocated to curriculum reassessment, if necessary

Effectiveness of pedagogy proposed

Contractor, SCA providers

Tenders received Proposed pedagogy

Proposals will need to show evidence of a strong basic curriculum, using custom-designed components

17. Do bids received demonstrate a commitment to (and appropriate budget for) follow-up visits by SCA providers to home countries in Africa?

Level of awareness of bidders for follow-up support

Resourcing estimates with budget allocated for


Implementation strategy proposed

Budgets proposed

Continued support (within resources allocated) for SCA alumni is an essential component of program implementation



purpose

18. Do proposals received from bidders demonstrate a strong (and preferably existing) relationship between Australian and African providers

Level of existing relationship between SCA providers in Africa and in Australia

Contractor, SCA providers, Australian institutions

Tender documents Formal partnership

agreement/MoU Previous joint experience data

Given the extended sub-contract period (three years) it is essential that partners have worked together previously

19. Do/did bids received demonstrate an appropriate mix of both theoretical and practical aspects of the subject matter?

Quality of approaches proposed


Tender documents submitted Fieldwork / internship

proposals

Practices has shown to date, that the sequencing and comparative emphases of SCAs is crucial to achieving intended course outcomes

20. Does the proposed structure of SCA WPRs meet the needs of DFAT’s program M&E and public diplomacy objectives?

Extent of referencing to DFAT Africa program objectives in tender documents

Contractor, SCA providers, alumni

Tender documents submitted WPRs need to serve multiple purposes and attempt to achieve a range of program subsidiary outcomes

Promotion and targeting21. To what extent are Eligibility

Criteria (EC) contributing to the targeting and selection of appropriate applicants?

Quality and distribution (gender, location, category) of applicants as indicated by percentage of applicants that align with ECs

Effectiveness of program in meeting needs of specific target groups, e.g. women, PWD

Contractor Application documents OASIS database Program (MIS) database

ECs may need to be adjusted annually depending on the response for specific profiles in each preceding year

22. Have the ECs been well understood by the CAs, selection panels and other key stakeholders?

Level of consistency of ECs with GoA priorities and emerging sector priorities

Contractor, CAs Selection panel feedback survey, post-selection

Responses to online survey distributed to those potential applicants who were either unsuccessful, or who did not complete their OASIS application



23. Have the ECs been well understood by applicants?

Percentage of applications which directly respond to EC requirements / priorities

Contractor, Applicants

Application documents OASIS database Program database (MIS)

24. Does the program website provide sufficient useful information to enable potential applicants to submit a quality application?

Website accessibility and ‘user-friendly’ levels

Website design and attractiveness

Currency of data on website

Proportion of eligible applications


Observation and web-analytics data

Independent feedback requests to website users on process

Continuing updating of data on website is essential to ensure optimum results from this key communication mode

25. What does the web-analytics data show us about interest levels (if possible, disaggregated by sector, gender, location, etc.)?

Nature of questions / inquiries submitted to web-manager to identify key areas of interest

If Facebook advert/ promotion introduced, web data on links followed by users and cost/inquirer

Contractor, DFAT Website hit and related data (disaggregated if possible)

Frequently Asked Questions (FAQ)

Consider targeted use of specific-topic sub-pages to address issues of significance for those in target groups; potentially FAQs – for women, disabled applicants

26. How can program promotion and information strategies encourage quality applications from eligible applicants?

Quality / relevance / eligibility of applications

Applicant satisfaction survey

Contractor, HOMs

Application data from OASIS Survey of unsuccessful,

ineligible and incomplete applicants, by location and gender

Annual review / assessment of strategies used – based on application data, etc.

27. Do information sessions meet the needs of participants?

Information sessions participants (numbers) and annual comparisons

Percentage of information session participants who complete an application

Contractor, Participants

Exit survey at end of Information sessions (print) or

Online survey distributed to session participants, after close of applications

Knowledge gained should provide enhanced understanding of information needs or potential applicants

28. How has targeting promoted gender equality and disability inclusion

Proportion of applicants from identified ‘target’ groups

Contractor Enquiry, information session and application data - disaggregated

Annual promotional activities should be adjusted to better address the information needs of target groups



29. How can barriers that made it difficult to reach certain targeted groups be reduced?

Proportion of applications from ‘targeted’ groups

Extent to which the program website content emphasises sufficiently the focus on targeted groups

Surveys/ interviews with peak or representative organisations dealing with targeted groups

Contractor, DFAT Application data from OASIS Surveys of successful,

unsuccessful, ineligible and incomplete applicants

Program website inquiries

Knowledge gained from annual cycle should inform subsequent cycles, particularly if targeted groups change annually

30. What were the most / least effective means of promotion, and why were these ineffective?

Comparison of user perceptions of promotional strategies

Contractor, DFAT Exit surveys at Information sessions or

Online survey distributed to session participants, after close of applications

Lessons learned will inform subsequent promotional activities

Course advice (AAS)31. Did the Contractor provide

potential applicants with an appropriate level of course advice?

Level of applicant satisfaction with quality of advice


Pre-departure and Completion surveys

Reintegration and Review Workshops

Case studies and Profiles

Review Promotion and Targeting/ Communication Plan annually to include identified needs

32. Did the potential applicant receive information in sufficient time to make an informed decision on their preferred course?

Level of applicant satisfaction with timeliness of advice provided


Pre-departure and Completion surveys


Case studies and Profiles

Review Promotion and Targeting/ Communication Plan annually to include identified needs

33. Do Australian university websites provide sufficient data to make an informed decision

Level of awardee satisfaction with depth and clarity of information contained on university websites

Contractor, Australian tertiary institutions, Applicants

Completion surveys Reintegration and Review

Workshops Case studies and Profiles

Advise specific universities of improvements required



34. If a split-degree program is introduced, are the requirements and expectations of partner universities readily understood by applicants

Success (or otherwise) of split-program implementation

Level of awardee satisfaction with split-degree program implementation and outcomes

Contractor, Australian tertiary institutions

Case studies of split-degree participants

Review workshops

Adjust program if necessary, using awardee feedback to inform changes

Application receipt, screening and shortlisting35. How many applications are

received? (AAS and SCA) Number of applications

receivedContractor OASIS data Limited learnings available from these data

36. How many eligible applications are received?

Number / proportion of eligible applications received

Contractor OASIS data Program database

Data should indicate progressively better communication and promotional strategies

37. What is the spread / range of applications across the three AA-A priority fields of study?

Extent of application diversity

Contractor OASIS data Need for better targeting of specific DFAT priority sectors can be identified for subsequent years

38. What is the gender/ location / sector / category / workplace breakdown of applicants?

Extent of application diversity

Contractor OASIS data Program database

Need for better targeting of specific target groups can be identified for subsequent years

39. How do the current year’s applications compare against previous years’ applications (disaggregated by category)?

Number / proportion of eligible applications received – by sector, category, gender, location, etc.

Contractor OASIS data Data will inform subsequent promotional and targeting strategies

40. Are there trends in the key reasons applicants sought an Award?

Identification of emerging trends in applications (sectors, locations, disciplines)

Contractor OASIS data Data will inform subsequent promotional strategies

41. Are there any factors which made applicants apply for an AAS, rather than another type of international scholarship?

Number (and perceived quality) of applications for Australia Awards

Contractor, HOMs, DFAT AFB

Oasis data Selection panel feedback

survey, post-selection

Data will inform subsequent promotional strategies



42. How effective is the current system used for eligibility checking of AAS and SCA applicants?

Accuracy of data recording and use

Person-hours required to record and report application data


OASIS data Selection panel feedback

survey, post-selection Individual applications

Review of processes annually to improve efficiency of checking processes

43. How effective and valuable are feedback processes provided to non-eligible applicants?

Satisfaction levels with program officers’ feedback

Contractor, SCA providers, Applicants

Surveys of ineligible and incomplete applicants

Review of processes annually will improve efficiency of application feedback processes

44. Were Contractor staff who were responsible for checking eligibility sufficiently trained to undertake their role effectively?

Extent /percentage of eligibility errors in cross-checking by Contractor

Contractor OASIS data Individual applications

(rechecked by second person from Contractor)

Feedback from ineligible and unsuccessful applicants

Training needs can be identified and implemented for subsequent intake years

45. What does the distribution mapping of eligible candidates by gender/ location / sector / category / workplace suggest for the following year’s processes?

Analysis of mapping of all eligible applications

Contractor Mapping of applications across all identified criteria (at left)

Promotion and Targeting/ Communications strategy can be adjusted to meet specific areas of need

46. Did OASIS provide all necessary data to allow for eligibility (and subsequent) program decisions?

Quality and breadth of OASIS data used in selection processes

Contractor, SCB AFB, Applicants

OASIS data Individual applications

Data will indicate either: (a) suggestions to be made to DFAT re OASIS improvements; or (b) specific issues that Panel members will need to draw out in interviews

47. How effective and efficient is the system being used for shortlisting candidates?

Accuracy of data recording and extent of use of related applicant documents

Person-hours required to record and report application data

Contractor OASIS data Panel shortlists Selection panel feedback

survey, post-selection Selection panel reports

Review of processes annually will improve shortlisting effectiveness and accuracy / quality

48. Are the feedback processes provided for non-shortlisted applicants appropriate to their information needs?

Satisfaction levels with Contractor program officers’ feedback on unsuccessful applications

Contractor, CAs, Candidates

Surveys of unsuccessful applicants

Review of processes annually will improve efficiency of application feedback processes



(non-shortlisted)

49. What does the distribution mapping of shortlisted candidates by gender/ location / sector / category / workplace suggest for the following year’s processes?

Analysis of mapping of all shortlisted applications

Contractor Mapping of applications by all identified criteria / variables (at left)

Promotion and Targeting/ Communications strategy can be adjusted

50. How effective are program processes in arranging for interviews for AAS awards?

Contractor and DFAT person-hours required to arrange and conduct interviews

Contractor, Candidates

Observation Panel member/ consultant

costs Feedback sessions with

Program staff

Greater efficiencies may be identified and subsequently implemented

51. Were interview panel members for AASs sufficiently trained to undertake the selection process?

Level of comparative scoring between shortlisting and interview (selection) stages

Consistency of individual panel member scores for each candidate

Results of cross-checking by team leader of sample of successful applications

Contractor, Interview Panel members

OASIS data Interview panel feedback

survey, post-selection Feedback from ineligible and

unsuccessful applicants

Training needs can be identified and implemented for subsequent intake years

52. Did panel members have access to all necessary materials, and sufficient time to familiarise themselves with the applications of all AAS interviewees?

Panel member satisfaction with process

DFAT and HOM satisfaction with process


OASIS data Shortlisting reports Selection panel feedback


Needs identified can be met (subject to budget) in subsequent years

53. Have the expectations and priorities of the partnerships with CAs been met by the interview (selection) process?

CA level of satisfaction with the selection process

Extent of alignment between disciplines / sectors of successful candidates – with agreed program priority sectors

DFAT AFB/Posts, HOMs, Contractor, CAs,

Finalised OASIS data Selection panel feedback


Necessary adjustments identified can be implemented in subsequent years



54. Did the process encourage applicants from traditionally marginalised groups (women, people with disability) to participate effectively?

Analysis of disaggregated data by cohort

Contractor, HOMs, Applicants

OASIS data Applications

An analysis of disaggregated data will allow for better program marketing to identified target groups

55. Were moderation processes for AASs equitable and efficient

Extent of alignment of rankings / scores


Analysis of shortlisting and selection reports

Moderation is time-consuming and challenging; with greater responsibility of HOMs this will require additional attention, certainly in the initial program year/s

56. Was there evidence to show that all AAS interviewees had an appropriate opportunity to present themselves in a positive manner?

Satisfaction levels of interviewees with the interview process


Selection panel feedback survey, post-selection

Responses to online survey distributed to those applicants who were shortlisted, and interviewed, but who did not gain an Australia Award

Processes can be adjusted to ensure a more equitable selection (interview) process – particularly for those who identify within a target cohort (e.g. disabled)

57. Were there contextual reasons (culture, gender, economic, family-related etc.) that made candidates turn down the award? If so, what were they?

Proportion of successful candidates who subsequently withdrew from program, prior to mobilisation

Contractor, DFAT OASIS data Program databases

Processes can be adjusted to either support such candidates to continue; or to identify them earlier in the cycle

58. How could the interview process be improved?

Consistency of candidate recommendations by panel members

DFAT, Contractor, Interview Panel members, Candidates

Selection panel feedback survey, post-selection

Selection process reports

Panel membership can be adjusted to better meet any emerging needs or foci

59. Were unsuccessful candidates (who sought information) provided with an appropriate level of feedback on their application?

Satisfaction by individual (unsuccessful) interviewees with process

Contractor, Candidates

Responses to online survey distributed to those applicants who were shortlisted, and interviewed, but who did not gain an Australia Award

Notes of meetings, email inquiries, telephone discussions held with individual unsuccessful

Adjust subsequent years’ processes to meet identified / agreed needs



candidates

English language preparation (AAS only)60. What trends are apparent (if

any) over time (compared with previous years) in relation to entry and exit IELTS scores?

Strength and diversity of any trends identified

Contractor, ELT provider, Interview Panel members

OASIS data IELTS scores (pre-and post

ELT program)

Data will assist in better and more cost-effective provision of ELT services

61. What proportion of ELT students finished and achieved the target IELTS score in the proposed time

Results achieved by individuals / cohorts at ELT programs

Date (by individual students) of achieving required IELTS scores

Contractor, ELT provider

ELT Course reports IELTS test results

Adjust ELT curriculum if possible enhancements demonstrated from data analysis

62. Has there been any significant / detrimental personal and professional impact of potential awardees being away from work to complete EL preparatory studies

Participant satisfaction levels with ELT program


Contractor, ELT provider, CAs

ELT monthly attendance reports

ELT Course reports Interviews with ELT

participants (and work supervisors where available)

Meetings with ELT teachers

Change contractual conditions for ELT, provided sufficient flexibility exists within the program sub-contract

63. How effectively is the English language preparation program being implemented?

Satisfaction levels with ELT program


DFAT, Contractor ELT provider Contract / Performance Review


ELT Course reports Meetings with ELT teachers

Change contractual conditions for ELT, provided sufficient flexibility exists within the program sub-contractIf required identify an alternative sub-contractor

64. What does the distribution mapping of EL Program participants by gender/ location / sector / category / workplace, and progress throughout the program suggest for the following year’s processes?

Profiles of ELT participants Satisfaction levels with ELT

program Results achieved by

individuals / cohorts at ELT programs



ELT Course reports Meetings with ELT teachers

Renegotiate ELT program priorities, where necessary



65. Is the ELT curriculum being used appropriate to the specific African country and Australia Awards environments?

Student satisfaction levels with ELT curriculum scope

Results achieved (IELTS)

DFAT AFB, HOMs, Contractor, ELT provider

ELT monthly reports Interviews with ELT

participants Annual ELT curriculum review Feedback received from

Australian receiving institutions

Negotiate reworked curriculum with ELT providerChange contractual conditions for ELT, provided sufficient flexibility exists within the program sub-contract

66. Are EL teaching and learning resources being used current, appropriate and readily available to teachers and students?

Student satisfaction levels with availability and quality of ELT resources

Contractor, ELT provider,

ELT provider Contract / Performance Review

ELT monthly reports Interviews with ELT

participants

Negotiate provision of any additional resources with ELT provider

67. Is there evidence that candidate employers support EL program participants throughout their training period?

Extent of employer support CAs, Contractor, ELT provider,

Interviews with ELT students Meetings with ELT teachers Meetings with supervisors

Attempt to negotiate increased support by ELT students’ employers

68. If success in the EL program is unlikely, when should a student be encouraged to withdraw his/her application for an Australia Award?

Progress rates (towards acceptable IELTS score) by individual ELT students

Contractor, ELT provider, DFAT, CAs

ELT monthly reports Individual student progress

data IELTS progress scores

Data from analysis will inform selection process in subsequent years

69. What other factors (external, family, other priorities, individual attitudes) influence completing the EL program?

ELT student satisfaction ELT student progress


ELT monthly reports Individual student progress

data IELTS results - end of course

Data from analysis will inform selection process and curriculum decisions in subsequent years

Placement and mobilisation70. Were planned processes for

seeking placement appropriate, effective and efficient?

Satisfaction by awardees and receiving universities with processes


DFAT Arrival and Ongoing surveys

Exception Reports


71. Did universities (and SCA providers) respond in a timely

Satisfaction by program staff and individual

Contractor, Australian tertiary





manner, and value the inputs by program team members?

awardees with processes institutions Contractor program team review

Pre-Departure surveys

72. Were sufficient and collaborative efforts made by Contractor program team members to identify alternate and appropriate placements for awardees unable to secure their first preferences? (AAS)

Satisfaction by individual awardees with processes

Annual comparison of placed students’ courses against priority sectors



Analysis of program databases to assess placement timelines

Analysis of program database (of confirmed courses –LoA) for comparison with annual priority fields of study

73. How can the pre-departure preparation process be improved in value and quality?

Perceptions of DFAT, HOMs, Contractor personnel

Perceptions of on-award students

Contractor, SCA providers, SCB, DFAT AFB/ Posts, HOMs

(DFAT) Arrival survey (DFAT) Ongoing surveys WPR Plans Completion Surveys Year 1 and Year 2 Surveys Selection panel feedback

survey, post-selection/ mobilisation


Longitudinal data will assist in continuous improvements to all pre-Award processes

74. Did the Pre-departure Briefing address key issues from DFAT and Contractor Program management perspectives?

DFAT satisfaction with process

Contractor satisfaction with process

DFAT, Contractor,

Observation Meetings with DFAT Annual Reports

Adapt program in following years to address any changing DFAT policies, or local circumstancesContinuous learning identified in subsequent Annual Plans

75. Did the Pre-departure briefing meet awardee needs?

Levels of satisfaction with Pre-departure Briefing by participants

DFAT, Contractor, Awardees

Pre-departure Survey (DFAT) on-arrival survey Pre-departure Briefing

participant feedback sheet Annual Reports



76. Were mobilisation processes implemented effectively?

Levels of satisfaction expressed by participants

Efficiency / quality of program interactions with receiving universities

DFAT, Contractor, Australian tertiary institutions, Awardees

Pre-departure Survey (DFAT) on-arrival survey Exception Reports

77. Were there any major challenges faced in mobilising awardees, and how were these managed?

Implementation efficiency of mobilisation processes

Impact of external factor on program; e.g. visa & health check delays, etc.

DFAT, Contractor, Australian tertiary institutions

Communications from / with awardees

Pre-departure Survey (DFAT) on-arrival survey

Prior advice about any emerging challenges will assist in their effective management

78. Were any challenges consistent with previous years’ challenges?

Number and complexity of challenges identified

DFAT, Contractor Post-mobilisation debriefing involving DFAT, CA and Contractor Program personnel

Mapping of significant problems can indicate where / if extra resources are needed

79. Was there evidence that particular groups needed higher levels of training (e.g. EL, cultural awareness, study skills) and pre-award preparation?

Effectiveness and overall extent of access to pre-award services

Contractor Discussions with HOMs and CAs

Communications from / with awardees

Pre-departure Survey (DFAT) Arrival survey

Identification of pre-award challenges and needs of specific groups can assist in better supporting identified target groups

80. Did SCA participants have sufficient prior information about sequencing of their in-Australia vs in-Africa activities?

SCA participant satisfaction levels

Contractor, SCA providers, SCA partners in Africa

Completion Surveys SCA Provider course

participant feedback data analysis

Ensure subcontract for SCAs is sufficiently flexible to allow for any essential changes required to mobilisation aspects

On-Award training delivery and support81. Were there trends in the

experiences of different awardees according to whether they were from different sectors or categories?



Completion Surveys WPR plans (DFAT) Ongoing surveys

Anecdotal and survey data will assist with better reintegration/ action planning

82. Which factors did awardees identify as valuable / challenging?


Contractor, Australian tertiary institutions, SCB

(DFAT) Arrival survey (DFAT) Ongoing surveys

Data can indicate better program targeting of sectors and individuals



WPR Plans Completion Surveys Year 1 and Year 2 Surveys

83. Are Higher Education Institutions (AAS) and/ or Australian Host Organisations (SCA) meeting their key performance measures?


Quality / effectiveness /outcomes of communications between institutions and Program personnel

Contractor, Australian tertiary institutions, Australian host institutions

Email log of issues maintained Completion Survey Year 1 and Year 2 Surveys Reintegration and Review

Workshops

Enhanced communications with institutions will improve awardees experiences, and outcomes

84. Are course variations being managed efficiently and with regard for both individual needs and program goals?

Number of variations requested / agreed

Cost of variations approved Timeliness in managing

requests for variations


Exception Reports Annual Reports

Most variation requests are specific to an individual, therefore learnings from these will necessarily be limited

Post-award support – Reintegration, skill utilisation and transfer85. How many awardees in each

annual intake graduated successfully (and how many failed to), by country, sector, category, gender and disability status

Success and failure rates, disaggregated by each variable

Contractor Individual awardee course progress details

Map of awardee category success / failure factors – to inform subsequent year planning

86. Are Work Plans on Return being used after return to home country?

Percentage of active WPRs by country, sector, year of return, etc.

CAs, employers, Contractor

Reintegration Workshops Review workshops Year 1 and Year 2 Surveys Case studies

Realistic, updated WPRs to which both graduates and employers / supervisors are committed provide extensive data to assist in planning for priority sectors, and in targeting particular individuals or cohorts – with the ultimate aim of improving development outcomes

87. Have Welcome Back events / Graduation Ceremonies provided a valued service to alumni and HOMs?

Extent of participation by alumni and families in events / ceremonies

Perceptions of value of events, on a cost-benefit

HOMs, Contractor

Measures of participation rates by alumni

Minutes of meetings of HOMs Observation by DFAT

The relative worth of the events as a reintegration vs public diplomacy activity need to be considered when assessing value for money



basis, by HOMs personnel Analysis of costs in

implementing alumni activities

88. How has data from the Review and Reintegration Workshops assisted in program planning?

Perceptions of DFAT and Contractor program personnel in relation to value or otherwise of workshops

DFAT, Contractor Case Studies One-year survey data Two-year survey data Workshop participants’

feedback sheet analysis

Results may show that the resources needed to organise workshops, can be more appropriately used in other activities

89. How have Workshops assisted alumni with reintegration?

Perceptions of alumni in relation to value or otherwise of workshops

DFAT, CAs, Contractor, alumni

Case Studies One-year survey data Two-year survey data Workshop participants’

feedback sheet analysis

Alumni may prefer alternative methods to support reintegration

90. How has data from the online surveys assisted/can assist in program planning?

Extent of linkages between survey results and program planning decisions


Analysis of survey reports Annual Plan Annual Report

May be a need to adjust type and frequency of data collection to better meet program planning needs

91. Did program systems contribute to more active and sustainable reintegration planning?

Effective reintegration planning by awardees and agencies / employers


WPR Plans Year 1 and Year 2 Surveys Workshops

Adjustments may be needed to format of WPR

92. How have the DFAT Arrival and Ongoing Surveys data assisted with planning?

Extent of coherence between program-specific data analysis and results of DFAT surveys

SCB, DFAT AFB, HOMs, Contractor

Program surveys, focus groups, meetings, case studies, profiles, etc.

DFAT annual reporting for Australia Awards in African countries

May be a need to adjust type and frequency of program data collection to better meet planning and operational needs

93. What does the data from DFAT tracer studies show us about reintegration of alumni into the African workplace and society?

Longitudinal impact of program – on individual and organisations

SCB, DFAT AFB, HOMs, Contractor

Tracer Study results If necessary, program priorities should be adjusted to meet implementation strategies

94. Is alumni engagement Country alumni DFAT AFB, MIS database Data analysis will assist in determining



meaningful and does it assist in meeting subsidiary program outcomes?

organisation membership levels

Range and depth of activities alumni activities

HOMs, Contractor

1 & 2 Year surveys Reintegration Workshops Media monitoring Cost-benefit analysis for

alumni activities

relevance of alumni support initiatives to economic and social development priorities

95. Are there any common return-to-employment/ resettlement issues or challenges (professional or personal)?

Pre- and Post-Award employment patterns

Promotion rates of women graduates

DFAT AFB, HOMs, Contractor

1 and 2 Year survey data Reintegration Workshop Case studies Tracer studies

Data gained will assist in enhancing reintegration planning activities – before, during and after Award

96. How have the families of graduates been affected by the awardees’ participation on the award?


Pre- and Post-Award social engagement

DFAT AFB, HOMs, Contractor

1 and 2 Year survey data Reintegration Workshop

Data gained will assist in enhancing reintegration planning activities – before, during and after the Award

97. Do alumni believe they are contributing to the development of their country?


Pre- and Post-award community-level engagement

Alumni, HOMs, Contractor, CAs

Case Studies & Profiles 1 and 2 Year surveys Review Workshop Tracer studies

Data gained will assist in determining relevance of target sectors to Africa’s development needs

98. Are alumni maintaining links with Australia and networking with other awardees?

Number and extent of personal or digital linkages

Extent of interactions of alumni with Australian institutional colleagues

Extent of interactions of alumni with regional and global members of AAAN

DFAT, alumni, Contractor

1 and 2 Year Surveys Case studies Reintegration and Review

Workshops Tracer studies

Data, when gained, should inform both on-award activities, and reintegration planning

99. Are alumni assisting in strengthening institutional links between Australia and Africa?

Number of institutional linkages establishing and sustained

Number of institutional links established as a direct result of SCAs

Contractor, Institutions

Alumni Annual Conference Case studies SCA reports Annual Report Tracer studies

Data will assist in identifying potential private sector linkages with institutions, and in identifying emerging areas of priority research



100.Have alumni helped to strengthen the capacity of their organisation(s) to contribute to the development of their country?

Type and extent of post-award employment and voluntary activities

Frequency (or otherwise) of promotion within employing organisation

Employer’s use of graduate’s skills


DFAT, alumni, Contractor, CAs

Case Studies & Profiles 1 & 2 Year surveys Tracer studies

Data gained can assist in establishing target sectors

101.Have there been any unintended negative outcomes of the alumni’s participation in the award - from the perspective of the employer / ministry / CA?

Type and extent of post-award employment

DFAT, alumni, Contractor, CAs

Case Studies Employer interviews

Knowledge of challenging areas (from the employer’s perspective) will assist to improve reintegration planning

102.Do employers perceive any constraints to the alumni’s application of newly-acquired skills in the workplace?





DFAT, alumni, Contractor, CAs, Employers




103.Do employers identify/ associate the benefits of the employee’s participation in the award with Australia; and do they promote Australia Awards and Australia to other agencies/ professionals?

Employers’ knowledge of Australia Awards, and the value gained by their staff member from the program

Employers’ knowledge of Australia

Extent of private sector linkages established between Australia and Africa directly attributable to the Australia Awards program

CAs, Employers, HOMs, Contractor

Case Studies Employer interviews WPR plans

Knowledge will assist in identifying most effective alumni strategies to encourage private sector linkages

104.Does the employer distinguish between the Australia Awards program and the awards offered by other countries?

Employers’ knowledge of scholarships available to persons employed in the sectors



Knowledge will assist in developing better Australia Awards branding strategies

105.What are the factors in the workplace that enable, and what limits, the alumni to apply their skills?





Case studies WPR plans Employer interviews 1 and 2 Year surveys Tracer studies

Better knowledge of this issue will assist in improved reintegration planning

106.Are there differences between the perceptions of employers and alumni regarding the extent to which alumni are applying their skills and knowledge on return?

Relative perceptions of employers and alumni


Case studies 1 and 2 Year surveys

Knowledge of any significant differences in perceptions will assist to improve WPRs, and thus, overall Australia Awards effectiveness


Annex L: Scholarship cycle support for people with disability

Targeted promotion. The Contractor will implement specific initiatives to promote award opportunities for people with disability, or for professionals working in the disability sector. This will include disseminating adequate and appropriate information to people with disability, as well as to people within their representative/support organisations (such as NGOs that advocate for, or work with, people with disability). Throughout Africa, active Disabled People’s Organisations should be consulted for advice and assistance in targeting appropriate individuals, organisations and training needs. Accessible promotion may also include providing information in Braille format, large font information flyers, radio or alternative audio means and other interpretations where appropriate. Promotion documents should always include words that encourage people with disability to apply.

The Contractor’s offices in Africa and Australia should be accessible by people with disability. The Contractor should ensure that all application and selection activities, including English language testing, are accessible, and reasonable adjustments are made to ensure the equal participation of applicants with disability.

Application. Award application processes will be adapted to ensure accessibility. For example, assistance will be provided as much as practicable in the preparation of applications and in accessible formats if requested. All promotional material will prompt potential applicants to inform the Contractor of any assistance they may need in completing or submitting applications. Travel information and potential travel assistance will be clearly explained and interview locations will be modified if appropriate and practicable.

Selection. Once an applicant with a disability is shortlisted, the Contractor must ensure that information regarding travel is delivered in a clear and appropriate format, as well as consideration for a modified interview location. Assistance should be provided to applicants with full-time carers to attend interviews. For specific selection mechanisms, such as English language testing and completion of WPRs, appropriate formats, equipment and locations will be provided. The Course Advisor will be required to have reasonably updated information regarding the availability of disability services at different Australian institutions.

University placement. Information and advice on the learning and accessibility needs of candidates with a disability who are shortlisted for a scholarship will need to be provided to the university well in advance of mobilisation, including medical reports that confirm the candidate’s condition and functional limitations. This information is bound by Australian privacy laws and will be disclosed only for the purpose of facilitating an accessible learning environment. Before mobilisation, the Contractor should negotiate and agree, with the university and the awardee, a support plan that outlines the support mechanisms required and how these will be provided. At the stage of course selection, where an awardee’s preferred institution is not able to provide the required assistance, other institutions may be recommended. The Contractor and Post should maintain an open dialogue with the university throughout the award.

Pre-departure/mobilisation. As with the selection phase, communication regarding travel and other logistical arrangements should to be made clear and address the needs of the awardee. Appropriate assistance will also be provided to awardees requiring the services of a full-time carer for both mobilisation and on-award assistance. The Post and Contractor should also work closely with the Department of Immigration and Border Protection (DIBP) in-country from an early stage on all mobilisations of candidates with disability.


On-award. When studying in Australia, the responsibility for providing support and appropriate facilities for the awardee will rest with the university. 'Reasonable' support will be offered to an awardee by their Australian institution through their respective Disability Liaison Officer or equivalent.

Whether in-Australia or in-Africa, short course venues will be sensitive to special needs participants, including offering physical access, personal security and other sensitive arrangements, such that their full participation is not impeded. In-Australia course SCA venues will also be contractually required to demonstrate such sensitivity.

As for the Australia Awards Scholarships, before an SCA is offered, an assessment would need to be undertaken as to whether reasonable accommodation could be made to support the applicant to complete his or her course of study successfully16. As there is limited specialist support for students with disability at African institutions, the Contractor will need to consult with the applicant (and their support person, if required) and with the Australian institution contracted to deliver the short course training to assess any limitations in the training environment in Africa. This consultation would be required before making a final decision to offer a scholarship. Expert advice may be required for individual cases.

Post-award support. Some alumni have encountered challenges in accessing the same high-level of disability support and equipment upon return. Upon return, additional support may be made available if required to assist awardees to implement their WPR, such as modified format of documents and communication mechanisms. If the alumni wishes to participate in alumni network activities, consideration must be given regarding appropriate communication channels for these activities (including alternatives to internet/email advertising), as well as accessibility to events and functions.

16 Reasonable accommodation means necessary and appropriate modification and adjustments not imposing a disproportionate or undue burden, where needed in a particular case, to ensure to persons with disabilities the enjoyment or exercise on an equal basis with others of all human rights and fundamental freedoms. Convention on the Rights of Persons with Disabilities.


Annex M: Risk Register

Outcomes Risk No. Risk Existing Controls

Risk rating with existing controls in place

Is risk rating acceptable?

Y/N Proposed Treatments

Person Responsible

for Implementing Treatment/s

Implementation Date for

Proposed Treatment/s

Target rating when Proposed Treatments are in place

ConsequenceRisk

Rating Consequence Likeli-hood

Risk Rating

Alumni are using their

skills, knowledge

and networks to contribute

to sustainable

development

1

Low number of quality applications received from some countries/sectors reduces the impact of the program

Implementation of award promotion strategy.Liaison with Coordinating Agencies and CSOs to promote awards and release civil servants

Moderate Likely High Yes

Develop effective networks for disseminating information about the awards.Engage with CAs and target ministries regarding importance of attracting good quality applications.Monitor that limited sectoral focus does not impact quality of applications received from females and PWD.

Contractor; DFAT Posts

Ongoing from new program

commencementModerate Possible High

2

Inability to engage the private sector limits their input into training prioritisation, course design and delivery and practical work-based attachments

Limited private sector engagement in current program

Moderate Possible High Yes

Program resources (personnel and financial) assigned to engage with the private sector regarding their contribution to the program. Initiatives in this area to be reviewed after one year.

Posts/HoMs, supported by

Contractor (through

Private Sector Engagement

Manager)

Ongoing from prior to program commencement

Moderate Possible High


3

Alumni do not have the necessary employer support to maximise the use of their skills/knowledge upon return to their workplace (as initially demonstrated by lack of support for implementation of Work Plans on Return)

Participation by an employee in an award requires employer agreement and signed commitment.Introduction of Work Plans on Return, however not all alumni/employers are fully supporting the processes.

Moderate Likely High No

Implementation of reintegration strategies and post award initiatives that are realistic and contribute to the individual scholars and workplace development.Ongoing dialogue with CAs regarding the importance of reintegration.Ensure that (current) awardee supervisors and employers are involved in developing WPR, and understand their commitment.Encourage ongoing communication between individual awardees and their home organisations whilst on scholarship (i.e. prior to return)Implementation of Reintegration workshops.M&E to follow up on return of awardees and the agencies’ obligations to support returnees.

CAs/African ministries and organisations;

Contractor (though Alumni

Manager); DFAT Posts



4

Departure of highly skilled and trained staff from target organisations leads to reduced sustainability of training outcomes

No formal controls are currently in place, although awardees do incur a debt to the Commonwealth if they do not return to their home country for at least two years after their award


Selection of trainees with appropriate motivations and commitment, and support of their employer.Ongoing dialogue with CAs/target employers regarding the importance of reintegration.Alumni activities to support professional development and networking.Nevertheless it is acknowledged that there are no formal program controls to stop alumni not returning to their employer, or leaving within a short time after graduation (although some employers may have bonds in place).

CAs/African ministries and organisations;

Contractor (though Alumni

Manager); DFAT Posts



5 In a context of reduced award

Larger number of awards in current Moderate Possible High No Development of Country

Profiles, linked to Economic DFAT AFB,

DFAT Posts, Prior to program commencement Moderate Unlikely Moderate


numbers, too much flexibility to the offer of awards outside the target fields of study will result in a program that is not well integrated, nor clearly aligned with overall vision and strategic orientation of the GoA's investment in Africa. It would also reduce the ability of the program to achieve critical mass in target organisations, or sustainable communities of practice in target sectors.

program allows more flexibility in sectors targeted

Diplomacy strategy for eligible countries.Provide briefings to internal and external stakeholders to improve understanding of the need for, and areas, of focus of the new program.Allow some flexibility in AAS for specific areas of relevance to individual countries or emerging priorities.

MC (and ongoing)

6

Awards offered to SSA countries do not align with sector priorities for those countries limiting award impact

At least annual consultation with Coordinating Agencies to discuss training needs

Moderate Possible High No

Target sectors (agricultural productivity, extractives and public policy) for the new program have already been identified as priorities for partner governments (and confirmed during design consultation).Mid-2014 DFAT scoping of short courses to be developed will include consultation with partner governments, CSOs and private sector.Ongoing engagement with partners regarding their priority training needs (and preferred modalities).

Awards Manager,

DFAT Pretoria,

DFAT AFB

Prior to program commencement (and ongoing)

Moderate Unlikely Moderate

7

Sectoral focus in traditionally male-dominated areas will make achieving the gender equity targets difficult

Current selection processes moderate short lists for gender balance.


Appoint gender specialist to advise on reviewing strategy for promoting awards.Specific promotional and communications strategies will be put in place targeting women early in the cycle, and

DFAT AFB, DFAT Posts. Contractor,

CAs


Moderate Unlikely Moderate


will be responsive to lessons learned.Provide gender-specific info to female applicants to increase quality applications from women, particularly in male dominated sectors.Short lists will be considered in separate gender pools and will be further moderated for gender balance before finalisation.

8

Requiring employers to support applicants for scholarships, and support their return to work, will exclude/disadvantage SMEs and smaller civil society organisations

Having a job to return to is not a prerequisite for award selection. Where that is the case, employers are asked to support the awardee and utilise his/her skills to best effect. Where that is not the case, the awardee receives advice from the alumni network and the Contractor to identify steps to regain employment and make a development contribution in the sector.

Moderate Unlikely Moderate Yes

Promotional strategies will be aimed at civil society organisation and SMEs known to be active in relevant sectors. Awardees will receive additional support while on award to update WPRs and again on their return, regardless of their employment situation.

Contractor; DFAT Posts


commencementModerate Unlikely Moderate


Awardees do not return home following their completion of the award

Pre-departure briefings that stress the legal & monetary consequences of remaining in Australia; some countries are no longer eligible for awards as a result of overstayers

Major Possible High No

On-award follow-up strategies will be implemented to maintain contact with awardees while in Australia; SCAs encouraged to have an in-Africa component and split site Masters will be piloted; PDEs will continue to stress legal obligation to return home and consequences of overstaying in Australia (inc. monetary consequences)

Contractor; DFAT AFB;

DFAT Posts; DIBP; Course

provider



Targeted countries in Africa view

Australia as a valued partner

9

Lack of coordination and dialogue with other development partners leads to a multitude of similar education and training provision results in reduce recognition of Australia's inputs and inefficient use of investment resources

Informal dialogue with development partners in some countries


Analytical work prior to investment to identify niche areas for Australia's investment (initially through the 2014 short-course scoping).Liaison with CAs to gain information on other development partner investments in target sectors.Regular meeting with development partners offering education and training in same sectors.

DFAT AFB; DFAT Posts




10

Program increases proportion of education and training delivered in Africa resulting in (a) reduced awardee exposure to Australia and Australian universities and formation of positive linkages and/or (b) reduced overall quality of education

Current program SCA delivered in Africa is co-taught by Australian university staff who also responsible for post-award contact with awardees.SCA alumni are included in over-arching alumni activities.Australian universities are sub-contracted to deliver Australian accredited standard of education and training whether delivered in Australia or Africa.


Use lessons learned from current SCA program to assess quality of partner proposed by Australian universities.Undertake measures to promote recognition of Australian government support for the awards.Establish clear value for money criteria for determining where/when/by whom training is delivered.Provide SCA alumni with ongoing linkages with Australia.Pilot and review split-site and distance education awards.Ensure adequate M&E of training delivery and post-award follow-up.

Australian universities; Contractor (through Alumni

Manager)



11

Fraudulent practices (e.g. in applicant selection) damage the integrity and reputation of the program.

Contractor adheres to Fraud Control Strategy.Strict/transparent eligibility and compliance criteria. Short listing and selection by independent panels, chaired by DFAT staff.Regular review of systems and processes to identify weaknesses and reduce opportunities for corruptions.


Engagement with CAs to ensure transparency and partnership. Undertake strong safeguarding and monitoring of program, including through: establishing and communicating clear policy, code of conduct and procedures in cases of fraud; regular review of systems and processes to identify weaknesses and reduce opportunities for corruption; regular compliance audits of all delivery partners; checking the credentials and track record of all delivery partners prior to them receiving funding.

DFAT; Contractor; Australian

universities; Coordinating

Agencies




12

Inappropriate awardees being selected, inappropriate behaviour by awardees while in Australia, awardees overstaying their visas and not returning to Africa results in negative publicity for the program and reduced support by the Australian public

Range of measures worked out in close collaboration with DIBP, especially for high risk countries.Contract between awardee and DFAT includes a clause regarding Debt to the Commonwealth, although this is seldom enforcedCombined and close monitoring by DFAT (Posts and Canberra) have reduced any significant challenges in this area, although some challenges remain for specific countries.


These aspects would continue to be addressed through rigorous selection processes and bonafide checks, having awardees comprehensively briefed on appropriate behaviour while in Australia, and monitoring closely the return home rates of awardees.Risks related to changes to visa status will be closely monitored and corrective action taken as necessary (e.g. reducing or suspending awards to particular countries).Consider legalities of enforcing the debt to the Commonwealth (including through personal in-Africa guarantors).

DFAT Pretoria;

DIBP; Contractor



13

Australia's contribution in Africa is small when compared with other donors, so Australia is not valued as an active development partner in Africa

Provision of a high-quality merit-based and transparent scholarships program.High quality provision of postgraduate education and training.Regular consultation with partner governments and involvement in scholarship processes.


Identifying program niches (agriculture, extractive industries) will assist in reducing overlap with other donors.Reducing the number of countries eligible for awards, so that there is a larger number of awards available in priority countries.Regular engagement with African stakeholders to promote availability of awards program and awareness of Australian expertise in the target sectors.


Ongoing prior to new program



14

Lack of strategic complementation or effective coordination within DFAT or with other GoA agencies providing education and training support in SSA leads to duplication of activities, reduced impact of program; and reduced understanding by Africa partners of Australia's contributions to Africa's economic development

The current program includes some consultation between the awards program and other GoA agencies; and also between other AFB multi-country programs within Posts and in Canberra. However there is still some overlap and this is reported to have created some confusion amongst African partners and stakeholders.


Ensure integration of education and training activities across all its programs in Africa (for example during annual planning, progress reviews and new program designs.Facilitate strategic opportunities for linkages and coordination with other GoA agencies implementing HRD programs. This will include for example through regular thematic knowledge sharing and meetings with sectoral experts, team leaders (or other staff) from other GoA programs, including during the annual planning process. Communication with key African stakeholders should be coordinated between programs and promote a consistent message about Australia's expertise and activities in Africa

DFAT AFB; DFAT Posts; Other DFAT programs in Africa; Other

GoA programs in Africa

(particularly CSIRO, ACIAR)

New program commencement Moderate Unlikely Moderate

15

Offering awards to the private sector will displace investments in HRD that employers would otherwise make

DFAT has a policy of not funding private sector training or corporate social responsibility activities. DFAT is only offering short course awards to the private sector to contain the risk of and mitigate the perception that awards are displacing privately-funded training.

Moderate Possible High Yes

The Extractives Fellowships Fund is being piloted to receive contributions from private sector partners, enabling employees to participate in extractives short courses.A restricted suite of short courses is being offered which addresses identified skills gaps in the public, CSO and private sectors. Applications will be moderated to ensure the majority of awards are delivered to public sector and civil society employees

DFAT AFB, DFAT Posts

New program commencement Moderate Possible High


Alumni have positive

ongoing links with

Australia

16

Awardees do not develop a positive attitude towards Australia and Australians

High proportion of awards for study in Australia under current program.Pre-departure briefings prepare awardees for differences they will encounter in Australia.On-award monitoring of awardee satisfaction (through survey and Contractor contacts with awardees.Family entry supported under the program.

Major Unlikely Moderate No

More regularly monitor the on-award academic and social experience of SSA awardees whilst in Australia and address issues that reduce their positive perception of Australia and linkages made. Work with Australia institutions to provide on-award enrichment activities.Provide alumni with relevant information on Australian events and news.Increase alumni opportunities to meet visiting Australians.

Contractor (through Alumni

Manager); Australian

institutions; DFAT Posts


commencementMajor Unlikely Moderate

17

Awardees do not form/maintain positive linkages with Australia (individuals and/or organisations)

SCA has in-Australia component, delivered by Australian institutions with on-going contact post-training.Program has piloted some On-Award Enrichment Activities to foster linkages and increase awardees positive experience of and understanding of Australia.Positive linkages fostered post-award through DFAT support of Alumni associations and provision of some networking/professional development opportunities.


Australian universities to be encouraged to maximise awardee exposure to other Australian students.Placement of awardees in institutions with linkages with Africa.Support post-award activities that provide a value proposition for targeted alumni to participate in networking activities with Australia.

Australian institutions; Contractor; DFAT AFB; DFAT Posts




Overall program

outcomes

18

Extent of budget available for the program is insufficient to achieve desired outcomes (for example in the number of short-courses able to be designed and delivered, or in funding sustained alumni activities), particularly across the range of SSA countries.

Current program funding is higher than for the new program (although across a larger number of countries).Federal budget decisions in May 2014 (and throughout the program) may reduce funding envelope.

Major Possible High Yes

Program designed to be flexible in response to changing budget and resources. Focus available budget on smaller number of countries and target sectors.Maximise complementary partnerships with other DFAT/GoA programs in Africa to support award outcomes.Pilot activities and undertake cost-benefit analysis to establish most effective value for money activity delivery.Explore options for private sector funding or other contributions to the program.

DFAT AFB; DFAT

Pretoria; Other DFAT/GoA programs in

Africa


Major Possible High

19

Insufficient DFAT staff resources result in lack of effective engagement with key African partner stakeholders and alumni (particularly in countries where there is no Post presence); reduced resources for regional coordination leading to program inconsistency across SSA; and reduced advantage taken of opportunities to promote Australia's investment in the awards.

Current program has sufficient resources to undertake reasonable level of engagement with key stakeholders (less so in countries where there is no Post presence); in Pretoria to ensure consistency across SSA and to facilitate a modest program of alumni activities.Under the integrated DFAT arrangements, HoMs are now responsible for the awards programs in their countries of accreditation.A review of DFAT staffing is currently under-way.

Major Possible High No

Program designed to be flexible in response to changing budget and resources. Annual planning process and contract arrangements allows adjustment to number and mix of AAS/SCA.High proportion of SCA awards allows more rapid adjustment than longer-term more expensive AAS.Greater involvement of Contractor may be required in engagement with African stakeholders and alumni.



Major Possible High


20

Changes being considered to the Australia Awards may affect the assumptions on which the design is based and the scope of services to be performed by the Contractor (including for example the inclusion of self-funded graduates in alumni activities)

Current program has operated under largely stable Australia Awards policies and processes

Moderate Almost Certain High Yes

Locating management in AFB Canberra enables DFAT AFB to maintain close contact with DFAT SCB to monitor and assess implications of any changes to the global Australia Awards that would impact the program and/or the Scope of Service required.Contract allows for annual review of scope of service and change in Contractor resources to reflect this.

DFAT AFB; DFAT SCB

New program commencement Moderate Almost

Certain High


Annex N: Design Consultations AUSTRALIA

DFAT Africa Branch

DFAT Scholarships and Alumni Branch

DFAT Human Rights and Gender Equality Branch

DFAT Contracts and Value for Money Branch

DFAT Volunteers Section

DFAT Economic Engagement Branch

DFAT Resources and Energy Section

DFAT Agriculture and Food Branch

DFAT Disability Section

DFAT Innovation Hub

DFAT Development Policy and Education Branch

DFAT Multilateral Aid for Trade Section

DFAT NGO and Volunteers Branch

DFAT Aid Management and Performance Branch

ACIAR

Australia Africa Universities Network

Chisolm Institute

International Mining for Development Centre

James Cook University

University of Adelaide

University of Queensland

University of Sydney

Sarah Webb, Bluebird Consulting

Michael Pilbrow, Strategic Development Associates

SOUTH AFRICA

Australian High Commission including Graeme Wilson, HOM Pretoria, and Jamie Isbister, Minister-Counsellor (Development) Pretoria

Australian Trade Commission

Matthew Newhaus, HOM Harare (by phone)

Jon Richardson, HOM Abuja (by phone)

Lisa Filipetto, HOM Addis Ababa

Australia Awards in Africa, GRM International

Australia Africa Partnerships Facility, Cardno Energing Markets

BHP Billiton

Leighton Africa

Australia Awards in Africa: Design Annexes

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Bigen Africa

University of Pretoria

University of the Witwatersrand

Alumni Ambassador of South Africa and Alumni Association representatives

Rio Tinto

African Development Bank

Christopher Whittle

KENYA

Australian High Commission, including Geoff Tooth, HOM Nairobi

Ms Anne Waiguru, Cabinet Secretary, The Presidency, Ministry of Devolution and Planning, Government of Kenya

Ms Betty Maina, Advisor Development of Economic Management, The Presidency, Ministry of Devolution and Planning, Government of Kenya

Directorate of Public Service Management, Ministry of Devolution and Planning, Government of Kenya

Ministry of Higher Education, Science and Technology, Government of Kenya

Ministry of Agriculture, Livestock and Fisheries, Government of Kenya

Ministry of Mining, Government of Kenya

Ministry of East African Community, Tourism and Commerce, Government of Kenya

Joanna Adamson, HOM Accra (by phone)

Kenya Australia Alumni Association

Deutscher Akademishcher Austausch Dienst (German Academic Exchange - DAAD)

International Development Research Centre, Government of Canada

Regional Universities Forum for Capacity Building in Agriculture (FUFORUM)

Partnership for African Social & Governance Research

University of Nairobi

Embassy of France

African Women in Agricultural Research and Development

CABI

Ty Morrissey, Morrissey Consulting International

ActionAid Kenya

International Livestock Research Institute (ILRI)

World Vision

GRM Nairobi

TANZANIA

Mr Elisante Mbwilo, Tanzaniam Coordinating Authority, President’s Office, Public Service Management, Government of Tanzania

Ministry of Health and Social Welfare, Government of Tanzania

Ministry of Energy and Minerals, Government of Tanzania


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Ministry of Agriculture, Food Security and Cooperatives, Government of Tanzania

Tanzania Alumni Association

Mr Thierry Murcia, Australian Honorary Consul, Tanzania

MADAGASCAR

Susan Coles, HOM Port Louis

Mr Modeste Randrianarivony, Secretary General, Ministry of Foreign Affairs

Mrs Daniella Randriafeno, Minister for Mines

Ministry of Mines, Government of Madagascar

Mr Philiberty Rakotoson, Secretary General of the Ministry of Agriculture

Mr Andriamaro Andrianantenaina Razafarison, Secretary General, Ministry of Fisheries

Mr Emilson Eninkaja Irimanana, Secretary General, Ministry of Commerce

Mr Leonidas Tezapsidis, Ambassador, European Union Embassy

Timothy Smart, Ambassador, British Embassy

Eric M. Wong, Charge d’Affaires, Embassy of the United States of America

Australia Awards Alumni

Madagascar Chamber of Mines

Malagasy Minerals

Tanety Lava

Tolara Sands

World Bank


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