Updated in May 2017

Curriculum Vitae (CV)/Resume

Name: Taye Dejene

Last name: Liben
Nationality: Ethiopian
Age: 45 years old
Sex: Male

Mobile Phone address: +251912685021 for Ethiopia

E-mail addresses:
dejenet@gmail.com, tayeliben@yahoo.com

Skype address: taye.dejene1, taye.liben2

Current address:
Addis Ababa, Ethiopia as I am currently on a break.

Career overview:
As a seasoned senior manager, leader, country director, Regional Programmes
manager, senior expert, etc. in Africa for the last 25 years, I have been working
for different INGOs and IOs and have been engaged in the management and
strategic leadership of humanitarian and development programmes including
disaster management, disaster preparedness, education, shelter, WASH, food
security, livelihoods promotion and diversification, Disaster Risk reduction, socio
economic development, food and nutrition, climate change adaptation in support of
vulnerable farming community, advocacy and lobbying, strengthened partnership,
coordination, networking, etc. in support marginalized and most affected people in
African countries.
I have also been engaged in overall coordination, networking and management and
strategic leadership, negotiation, networking and coalition building, advocacy and
lobbying, monitoring and evaluation, risk management and internal controls,
communication, diplomacy, relationship building, strategic planning and management,
growth and expansion, external relations, provision vision and inspiration, resources
mobilization and fund raising, resources management, design and programme
development, performance management, coordination, organizational
representation, etc.

Moreover, my experience extends also to managing regional and country

programmes in the areas of non-traditional programmes such as conflict
management/mitigation and prevention to promote coexistence, capacity building,
election observation, peace building programmes and have had the exposure of
implementing and managing democratic governance through working with duty
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bearers (supply side) and rights holders (demand side) in African countries for the
last 25 years.

As to my educational background, I have a Bachelor of Sciences (B.SC) degree and

completed a Master of Science (M.SC) in Economics from same University in
Ethiopia.

Career and professional History (Reverse Chronology)

1) As of January 27th 2014 till date, Country Director for MC

International (MC) managing and leading the South Sudan mission

As the international Country Director, I have been responsible for strategic

planning and management, providing strategic direction and guidance to country
team and programme, providing leadership and overall management, design and
programme development, organizational representation, liaison with host
government partners, strategic relationship building with government and donors,
resources (human and financial) management, making high level communication,
partnership and large portfolio management of consortiums, resources
mobilization and fund raising, risk management and internal controls, etc.

As the most accountable and responsible person for missions safety and security
management of staff, organizational image and assets, conduct regular analysis and
assessment to be abreast of the context of the operating environment and analyze
potential impact on the organizations strategic plan and programme over time.

Compliance with organizational rules and regulation and those of the donors are
some of the key roles of the country director.

Overall responsibility and accountability for programme development,

implementation and management, operations management and coordination with
programme, finance to ensure that the mission remains viable for a manageable
growth and expansion.
Ensuring alignment of the country strategic plan and overall programme with
regional and global strategic plans have been some of the major roles as the
country director.
Properly manage and lead the country management team (CMT) members as
required. And promote a team approach to country office and programme
management in line with MCs goals, objectives and shared mission and vision. And
work with the CMT to be proactive in internal control systems and action audit
findings to promote improvement in resources management with a value for money
approach and prevent audit issues by demonstrating better systems, controls and
check and balance.
Key achievements made, among others, so far:
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- I have been able to provide required leadership and management oversight

as critically demanded by the country programme. The country programme
was suffering from serious under achievement and under spending by all
grants and there were more than 70 vacant roles including 10 international
posts when I took office in February 2014. The country programme has
significantly accelerated by demonstrating 100% achievements of the
programme and more than 90% spending currently. Thus, significantly
improved the overall image of the mission with major funders of the country
programme.

- The country programme did not have a strategic plan. By working with the
country management, I led a long range strategic planning process involving
key stakeholder and own organization to have an LRSP.

- The country did have limited grants. Following a donors mapping exercise, I
led a process whereby we start building key relationship with major
institutional funders of humanitarian programme.

- The country did not have a viable safety and security guide lines and
protocols. Working with the security foal persons in the mission and the
region, played a pivotal and instrumental role to have a country safety and
security guide lines and protocols and location specific safety and security
plans.

- Improved host government relations and cultivated enabling environment for

working with stakeholders both at country office base as well as in the field.

- Organizational representation. Likewise provided and executed the required

role as proper as it should be to an extent the organization was labelled as a
success story by donors and a very good partner by government at all levels.

- Etc.

2) From October 16th 2010 to January 15th 2014, Country Director for
Merlin International managing the Sudan country programme
I had been discharging roles and responsibility in delivering strategic leadership
and planning, providing direction and overall programme management, team
building and inspiring on vision and mission, project/programme design,
development, monitoring, evaluation, and reporting to donors and host
governments. Other key duties included cultivating programme expansion and
growth, and coordination with INGOs, UN agencies, etc. Coordinating with
organizations operations, I did ensured the support function gives timely ad
quality support to the country programme. Fund raising and relationship
building, organizational representation, strategic planning, supporting and
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working with other country directors for regional coordination and integration
especially for cross border programmes when they are possible in case of
enabling environment in the region were some of the key roles. I had directly
been responsible for safety and security management and conducted regular
analysis for information on the operating environment and analysed its potential
impact. Policy, rules and regulation compliance of Merlin and various funders
has also been the other pivotal roles for the role.

Generally, I had the overall responsibility and accountability for programme

development and management, administration and human resources management,
security management, operations management and coordination with programme,
finance and other resources management and ensured that Merlin mission
remained viable and demonstrated manageable growth and expansion. And I had
ensured alignment of the country programme with the East Africa regional and
global strategic plans.
I had been driving improvement, change, programme expansion and growth,
compliance to rules and regulations and policies of Merlin and donors guidelines,
lead country senior management and leadership team for policy development and
execution, cultivated new relationships that contributed to enhance the
viability and growth of the mission. Also a key role had been an on-going effort
to ensure that internal controls were improved by diligently working with the
country team to prevent unnecessary audit and issue letters from funders and
proactively worked to prevent disallowable costs.

Proper management and leadership to the then big Sudan mission team: More
than 650 national and more than 15 international staff in support of more than
700,000 beneficiaries in different states of the country.
As the most accountable figure for safety and security of staff, resources,
assets and image of the organization, I made sure that the mission maintained a
live national safety and security guideline and protocol and as well ensured that
respective operational sites do have location specific security protocols which
were reviewed every 6 months.

Key achievements demonstrated during the period:

Growth and expansion of the country programme. During the 3 and
periods, I was able to double the overall funding and country programme
portfolio by cultivating and proactively working with major institutional
donors in country.

Bolstered working relationship with the host country government authorities

at all levels. This was critical in a sense that as a proactive partner in the
field, the organization demonstrated having and maintain consistence siding
with the humanitarian principles, neutrality and smooth cooperation with

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stakeholders. And the mission developed maximum acceptance from all

groups including the community.

Improved safety and security of more than 700 national and international
staff the country programme had in Sudan.

Provided real time country programme leadership, strategic planning, vision,

guidance and direction. I led a process where the country develops its
strategic narrative, priorities, geographical and programmatic focus in
alignment with global organizational vision and strategic directions and plan.

Organizational representation. Likewise provided and executed the required

role as proper as it should be to an extent the organization was labelled as a
success story by donors and a very good partner by government at all levels.

Fund raising and resources management coordinated with operational and

human resources management following organizational wide performance
management system. Managed smooth working relationship, bolstered team
work among a big country team (one of) the largest NGO country mission in
the country by then.

Etc.

2) From end of January 2010 up to September 2010, Regional Programmes

Manager, AECOM International Development, Sudan, East Africa.

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I had worked for AECOM International Development as the regional manager

managing cross border programmes in the areas of livelihoods, socio-economic
development programmes, promotion of lives and livelihoods, mitigating conflicts
and management as well for peace building and reconciliation using local, regional
and national mechanisms.
I used to be engaged in providing strategic leadership and planning, management
providing direction and guidance, organizational representation at the region.
Coordinated the regional programme and operations including the support functions
and regional programme development and management had been one of the key
roles I had accomplished during the period.
As the regional manager, I was also responsible for proper resources management
including timely reporting to host government authorities, the organization.

People management, capacity building of staff and partner organizations including

sub-grantees, promotion and protection of marginalized groups of communities
through integration and linkage, supporting conflict mitigation and peace building
efforts with an ultimate goal of enhancing accelerated implementation of peace
agreement were other important roles I had demonstrated.

As the regional manager, I had also properly coordinated with other USAID
programmes and projects in the region. Coordinated with other development actors
and the wider INGOs and the UN mission and agencies engaged in development and
humanitarian works.
Regularly conducted and analyzed the operating environment along with its
situation and the political landscape to be informed on the changing contexts of
the socio-economic and political development and security posture in the region.
And analyze potential impact it can have on the short, medium and longer term
strategic and programmatic plans of the organization.

And detail roles while working as regional program manager were:

Provide strategic over sight for the management of the staff in the region.
Provide strategic support for the development of strategic materials
amenable for the smooth implementation of its program portfolio.
Carry out political and socio economic analysis of the country and provide
reports and suggestions as needed.
Properly abreast of the contexts in the region in line with the rules and
regulations of the organizations and programmatic guide lines and principles.
Responsible for the day to day situation updates and reports of the entire
region and the program interventions.
Make sure that staff or direct reports are properly engaged and functional
per the rules and regulations of the organization and the host country rules
as deemed necessary; Managing both program and support function staff as
proper as it should be.

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Liaise with institutions, partners, grantees, and UN and the NGO community
in the region and ensure smooth working relationship with all.
Had been managing and maintaining effective working relationship with host
country government with particular emphasis with regional wise
counterparts, communities, institutions and partners.

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Promotion of conflict mitigation though well thought and planned activities

meant to address on-going realities and developments in the country and
specifically the region/state. Promotion and development of social services
and resources, which were parts which significantly prevented/mitigated
conflicts, promoted reconciliation, improved peace and stability, boosted co-
existence.

3) From end of October 2009 up to 2009 December, International Election

Observer, The Carter Centre (TCC) Democracy Program.

Worked for the Carter Center's Democracy, Peace and other key programs for
creating an inclusive elections witnessing the respect for international human
rights, freedom of expression and political will that are bedrocks of creating and
strengthening genuine democratic elections.

I had worked with the Carter Centre team to strengthen the democratization
process in Sudan and South Sudan through proactive engagement in the
international election observation mission as a medium term international observer
and monitor. While complementing the Carter Center's long-term election
observation mission, had worked and helped to monitor, assess and report on the
voter registration process, including but not limited to the political environment,
compilation and enumeration of the voter registry, security, human rights, and
voter education/awareness regarding the voter registration process.
I had similarly worked with the TCC team for both regions in observing the
conduct of the election process, involvement and participation of citizens in the
civil and political rights, the participation and engagement of political parties in the
entire process including campaigning, providing information to the public and in the
actual voter and civic education programmes. I worked with the TCC team to see
how the political landscape and climate was conducive for the election process.

I had made regular assessments and analysis of the context and situation including
political climate in these regions and informed, and reported to the organization on
areas that required the organizations emphasis for dialogue, discussion and
reporting globally.
And I had contributed to the final conclusion of the organizations comments as
regards to the political process conducted whether or not it was fair and fair.

Details roles, among others, included:

Under the direction of the Centres Field Director (FOD) in both Sudan and South
Sudan, and in coordination with other project field team, monitored and observed
the voter and civic education, the electoral process (registration and pre-electoral
environment), including:
The National Elections Commission and subsidiary state election committees
logistical field plans.
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The appropriateness of the voter education campaign concerning voter

registration; demonstrations and speeches.
Political expressions of social and civic movements.
Freedom of movement and assembly of the populace.
The role of the media.
The activities of government and opposition parties.
Monitored and assessed the electoral and political environment in the period
leading up to, including, and following national voter registration.
Met with electoral officials, political party and civil society representatives
and others involved in the electoral process and gathered their views on the
registration and the political process and electoral preparations.

4) From August 1st 2008 up to October 2009, General Manager, Ethio Project
and Program Consultancy, Ethiopia, Eastern Africa.

Right after my break from the international assignment in Sudan returned back
home and commenced engagement in consultancy works, mainly working for NGOs
both local and international. The motive actually emanated from, the fact that
having worked continuously for more than 15 years in toughest places and
programmes in areas with security challenges, the need for a break to be with
family was paramount. But still contribute to the humanitarian work engaging in
consultancy.

The following were some of the fields I worked on a managing director for a
consultancy firm: Emergency, recovery and development projects design, various
assessments and surveys, PRA trainings, trainings on disaster risk reduction, civil
society strengthening, etc. Consulting on specific profitable business areas for the
private sector, trainings on participatory community based planning, training on
facilitation skills in the areas of agriculture, natural resources, primary health
care, nutrition, etc.

I used to manage senior professional consultants drawn from various disciplines. I

was managing 5 consultants with different background for the program.

Role details were the following:

Preparation of administration and finance manual; training on Partnership
and its modalities; training on community self-help saving and Credits
Interventions and training on base line surveying including training on
monitoring and Evaluation.
Policy Analysis. This contained looking at the various policies, creating
dialogue discussion sessions with different actors to recommend various
options for implementation.
Training on Data Collection and the techniques (Qualitative and
Quantitative). Both methods were dealt in detail, difference and
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complementary nature of both methods especially when they have to be used

together for making livelihoods analysis. To analyse the various constraints
and opportunities that either hinders or promotes livelihoods of vulnerable
people. Part of this was dealing with the added value and key advantages of
starting with quantitative methodology first and then an in-depth analysis
using qualitative methods. The value of the former for a shallow analysis
depicting major areas of focus for making deeper analysis with the latter
method.

5) March 2008 through June 2008, Regional Programmes Manager, PADCO

International Development, Sudan, East Africa.
I had worked for PADCO International Development in socio-economic and political
development programmes: promotion of lives and livelihoods, conflict mitigation and
management for peace building and reconciliation using local, regional and national
mechanisms. I used to be engaged in providing strategic leadership and planning,
providing direction and guidance, organizational representation at the region,
coordination of the regional programme and operations including the support
functions and regional programme development and management had been some of
key roles I had accomplished during the period.

As the regional manager, I was also responsible for proper resources management
including timely reporting to host government authorities and the organization.

People management, capacity building of staff and partner organizations including

sub-grantees, promotion and protection of marginalized groups of communities
through integration and linkage, supporting conflict mitigation and peace building
efforts with an ultimate goal of enhancing accelerated implementation of peace
agreement were also other important functions I carried out during the period.

And I had also properly coordinated with other USAID programmes and projects
in the region. Coordinated with other development actors and the wider INGOs and
the UN mission and agencies engaged in development and humanitarian works.

Regularly conducted and analyzed the operating environment along with its
situation and the political landscape to be informed on the changing contexts of
the socio-economic and political development and security posture in the region.
And analyze potential impact it can have on the short, medium and longer term
strategic and programmatic plans of the organization.

During the tenure I worked for PADCO, I managed a regional team and promoted
and delivered services and resources for marginalized people: Women, Children and
the larger communities by delivering health, education, water supply, capacity
building, provided advisory services for government counterparts and partners,
enhancing the way accountabilities and responsibilities were made and building
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capacity of the right holders to have space for voice and power, and support peace
building and political stability.

6) July 1st, 2004 through March/April 2008, Programme Area Coordinator,

CARE International, Ethiopia, East Africa.

This post was my 6th promotion in CARE. And I had been responsible for
programmmatic and strategic planning, organizing, coordinating, implementing,
monitoring, evaluating and reporting the overall functions of the program field
Office and disseminated lessons learned, ensured alignment of all development,
recovery and emergency relief program activities towards CAREs vision, mission,
values and Sstrategic Plan. Represented the organization at the Eastern Ethipia
region as a whole managing and leading a big regional office with more than 200
emergency and another 200 developent staff with expatriate interns and
consultants.

Following CARE International programme principles and stadards, strived to

coordinate the projects and programme for better quality and impact. And
foollowing country office manuals and polices including performance management
system, worked with the team to install and make excelent team with improved
performance at all levels.

I had worked and managed CAREs regional field office programme towards
ensuring efficient and cost effective operations of all functions of the
organization at the programme office, and for the fulfillment of the mission, goals
and objectives of the organization. As the then Coordinator, I worked to ensure
timely recruitment, orientation, coaching and counselling and mentoring of senior
perosnnel to assume higher level posts foir serious assignments.
Also ensured safety and security of close to 400 human reources in accordiance
with the organizations guidance and interests while implementing projects and
programs. As an ex - area coordinator of the biggest field office of the country
office, had been managing various projects for maximum impact, program quality
and synergy.

Was responsible for enhanced internal controls and made sure that minimum audit
finding in my more than 10 years of management oversight of resources in the
region.

With funding from USAID, managed and coordinated Productive Safety Net
projects and programs. Such safety mechanisms were integrated with
livelihoods promotion components to maximize benefits out of the proper
coordination that drew multiplier effects. This very big program portfolio
contained big size of commodities from the USAID for both relief

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assistance and food for work programs and was managed in compliance with
donor and CAREs own regulations.
With CIDA funded Micronutrient and Health Initiative project geared
towards reducing micronutrient deficiency disorders, managed health
project to significantly reducing the prevalence of micronutrient deficiency
diseases.
With USAID resources, managed and coordinated Basic Education Systems
Overhaul (BESO) with an intent to strengthening community and government
partnership with a focus on improving partnership between community and
government at all levels.

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Managed and coordinated the various works of big Reproductive Health

Project that mainly tried to address family planning and HIV/AIDS that had
a huge bearing on the quality of lives of hundreds of thousands of
communities in the rural Ethiopia. Also had managed the integration and
coordination of various emergency projects along with other development
projects for improving synergy and leverage so as to have enhanced program
quality and impact. Also I had piloted and aggressively worked on an
innovative Community Therapeutic Care program (CTC), a project targeting
under five children in reducing severely acute and moderate malnutrition
with strengthened government support services notably the health offices
at different levels. I had also managed a big agricultural production and
productivity improvement projects and programs with funding from UN
OCHA, ECHO, USAID and many private grants. Managed USAID funded
project to improving market linkages for vulnerable population engaged in
the production of vegetables and cereals. This was to create linkages
between producers, middlemen, whole sellers and retailers for an effective
and fair trade relationship to largely accommodate the voices and concerns
of producers who suffered from unbalanced marketing between the above
actors.
Managed 5 years the Netherlands funded sexual and reproductive health
program with multifaceted objectives and components ranging from harmful
traditional practices to the well organized and coordinated actions against
HIV/AIDS as a livelihoods issue rather than a mere health factor per se.
Managed Irish Embassy funded project that entirely focused on carrying
out Action Research for influencing policy and was managed and was geared
towards learning about the traditional safety net and coping mechanisms
meant to contribute to the national policy improvements to reflect on food
and livelihoods improvements.
Moreover, with funding from Boeing, managed managers in charge of a
nutrition and health intervention in trying to build capacity of partners for
an effective, efficient and timely execution of the prevention,
preparedness, mitigation and response of acute severe malnutrition through
working on both chronic and acute indicators of malnutrition. The scheme is
adding value to their previous exposure of therapeutic care program so as to
making the approaches and methodologies of CTC sustainable and durable.
After building capacities at all levels, including lower level health
institutions, both urban and rural community therapeutic care program
together with other related health interventions, the innovation could easily
be executed by the health bureau in support of active case finding,
treatments of both moderate and acute malnutritions at the grass roots
level institutions as required as stipulated in some of the international
standards like SPHERE for health and nutrition program.
With funding from the USAID, had managed coordinators in charge of
emergency based education programmes meant to fostering education in the
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emergency contexts with particular emphasis on enhancing enrolment rates

among students, especially girls education. The effort had proved to boost
enrolments during emergencies with reduced drop outs both for boys and
girls attending schools in the basic primary education sense. Among others,
intervention package had: educational materials to students, dealing with the
their families on the need to have education for boys and girls during hectic
emergency contexts, families are encouraged to send girls to schools as this
has been one of the bottlenecks as long as taboos are concerned, enhancing
the capacity of PTAs (parent teachers associations), strengthening the link
between government, communities and the PTAs had also been the other
vivid part of the entire program package. This program had been
coordinated with on-going regular basic education program with an objective
of strengthening the partnership between host government institutions, the
large communities and the parent teachers associations. There has been an
excellent coordination and mix between the emergency and the regular basic
education programmes in terms of laying the ground for longer term benefit
of the communities.
One of the biggest programs in the area included a five years livelihoods and
food security project. Had been managing a project coordinator in charge of
the day to day and the overall management of this project.

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Strengthened leadership and management role of women in development

that contributes to equity and equality between men and women. Promotion
of drip irrigation, improved agricultural practices, linking agriculture with
natural resources conservation and management are also part and parcel of
long term livelihoods and food security program. What had been
implemented in an integrated manner with the productive safety net
program, that has actually big commodity distribution component, was an
OVC program in support of HIV/AIDS impacted families (both families and
children) in the areas of promoting nutrition, creating self-supporting
income generation schemes, working in the field of dwindling down the
stigma, marginalization and discrimination in the rural context that is
complementing big food related intervention that when integrated with such
small scale but value-adding adding, would bring about sense to those
marginalized segment of the people. Another scheme making fabulous link
and synergy with the above big program was water and sanitation
interventions that had been greatly reducing workloads and suffering of the
women whom used to walk hours and hours in search of drinking water.
Moreover, had been managing an urban governance and policy advocacy
initiative in trying to improve the governance situation in the second largest
city of the Ethiopia. The initiative was run with funding from DFID via CARE
UK. The urban governance advisor whom I used to manage had been working
with civil society organizations, the private sector and government organized
under a recognized working group to facilitating and organizing dialogue
sessions between duty bearers and right holders. The foundation and
benchmark for this initiative was the underlying causes of poverty
assessment carried out in the city prior to the launching of the initiative.
The learning from the assessment had been pivotal to common understanding
among various actors, including the government that maintained the lion
share of the stake in the governance system. The project had been
escalating the engagement of the rest of the governance stakeholders, in
particular those of the poor who have been remote from services and
resources due to unfair resources allocation. What is central to the
initiative in addition to the above is the courage to promote social
accountability to making services delivery fair, equitable and accessible
through working both from the supply and demand sides. Direct reports
included: Various national project managers that do manage different food
and livelihood security projects, emergency and relief and health projects.
The Administration Manager, Finance Manager, Logistics Manager,
Transport Manager, Technical Experts of various fields and disciplines and
other senior program and support function staff. I had also managed an
expatriate staff that used to work on organizing and managing an emergency
project with major focus on logistics and commodity management parts for
six months.

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And I had willingly shouldered the assignment of acting Program Area Coordinator,
in support of other rural field offices with an objective of providing strategic and
management support to both the program and support staff until the country
office fills the post. This was in addition to my regular assignment as Program Area
Coordinator of the biggest field office in the organization.
- Had actively participated in 3 long range strategic planning (LRSP) exercises
executed by CARE Ethiopia. Each LRSP had 5 years life span. And had also taken
part in evaluation of such long range strategic plans.

7) April 1st, 2001 up to June 30th, 2004, Head of Offices/Coordinator of

Field Offices, CARE International, Ethiopia, East Africa.
This was a period I secured my 5th promotion in CARE. After my promotion to the
coordinator of projects in a field office, I used to be responsible for management
and supervision of a Food Security project including reducing community
vulnerability in Ethiopia in the areas of community based risk management,
Improving agricultural production and productivity, improving health systems and
behaviors and income generation. And managed and coordinated with micronutrient
and health initiative, education projects towards improving basic education through
strengthening community and government partners capacity.

I had managed a massive and integrated emergency program that comprised of

around 10 different projects and grants worth of more than $10 million both food
and cash in the fields of water and sanitation, general food distribution to around
more than 500,000 drought stricken population in 4 districts, seed security
intervention (general and innovative seeds voucher program), distribution of
Supplementary food, food aid targeting, early warning interventions and other
complementary projects (Family planning and HIV/AIDS).

Represented the organization and coordinated relief and development efforts with
sister regional offices of the organization and coordinated work with other like-
minded organizations operational in the field areas. And served also as CAREs
liaison with Government partners and other institutions operating in the region.

I was responsible for ensuring proper management and utilization of CARE Ethiopia
resources (Financial, Human, Assets) in the field.
I had managed large emergency relief operation supporting and saving lives of
close to a million affected people in the most drought-affected areas of the
country, and was able to manage ad lead various projects.

Staff whom I managed included: Financial controller at regional level,

administration and personnel manager, commodity and logistics managers,
programme manager, technical specialists, M&E supervisor, etc.

Particular accomplishments during the above period:

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Supervised a food security project with four objectives: Community Based

Risk Management, Improving Agricultural Production and productivity,
Improving Health Systems and Behaviours, Improving household income.
Managed a project geared towards improving basic education through
strengthening community and government partners capacity.
Ensured proper management and utilization of CARE resources.
Managed second largest relief intervention CARE Ethiopia has implemented
in the most drought affected regions of the country.
Supervised the financial head, administration and personnel manager and the
commodities and logistics managers.
Managed 3 project officers, coordinated their works towards a program
abided by program approach to maximizing impact.
Utilized monitoring and evaluation reports as program management tool to
improve performance through on-going learning from practices. Documented
and shared lessons learned with own team and widely with country office
field offices for enhancing reflective practices and constructive feedback
mechanism.
Conducted various assessments, surveys using both quantitative and
qualitative data collection methodologies.
I had accomplished environmental assessments for all USAID funded
projects in compliance to USAID requirement. And categorized activities
with negative determinations, and planned and executed mitigation
mechanisms.
Regularly monitored operating environment and make analysis of the
situation. And regular updates had been communicated the Country Director
and deputy Directors. This included: weekly situation updates, monthly
situation analysis/updates quarterly and bi-annually.
Had developed significant experience managing cash and commodity
resources for the USAID Title II program in line donor regulations and
organizations rules and regulations in resources management with maximum
upward accountability.
Supported and coordinated various development projects for better result
and impact by maximizing leverages, multiplier effects and synergy.
Integrated short term emergency/relief projects with longer term
development projects both programmatically and operationally.
Built capacity of the government in the areas of monitoring and evaluation to
monitor and evaluate NGO projects and programs.
Developed and implemented a community empowerment participatory
extension approach/methodology field manual, shared broadly with other
CARE field offices and with INGOs. The manual developed helped field
staff in promoting participatory methods and approaches.
Contributed significantly for the development of country wise participatory
extension manual later once field office approach was recognized and
appreciated.
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Carried out an ex-post sustainability evaluation of CAREs programs

implemented since 1984/5 relief operation in Ethiopia. And shared the result
with other field offices and senior leadership team members of the country
office.
Managed the work of national consultants and interns at the field office
level.
Managed regular crop and field assessment teams deployed to fields to
produce early warning information vital for forecasting the food security
prospects of various areas in the country.
Participated actively in the Bellmon Analysis events carried by CARE as a
requirement by USAID for mitigation of disincentive effects of imported
commodities.
Trained extension agents, field development and relief workers of CARE and
the government in participatory rural appraisal/PRA techniques.
Trained field staff on community empowerment extension approach and
methodology. Staff trained included supervisors, development and extension
agents.

8) May 1st, 2000 up to December 31st, 2000, Assistant Project Coordinator,

CARE International, Ethiopia, East Africa.
This was the time I was given another mandate and assignment so as to resolve
problems in another field office by temporarily transferring me to the field office
to take over and properly accomplished tasks. This was in addition to the routine
tasks of an assistant project coordinator position. I was then able to face the
challenge systematically and luckily resoled the internal staff problem and the
field office staff resumed once again smooth working relationship amongst and
externally with partners, notably with local government bodies and communities.
And returned to base within 7 months. Organized, directed and managed program
section of project and implementation of program activities including the Food and
Livelihood Security project, MICAH (Micro nutrient and health initiative) and
Family Planning and HIV/AIDS. Assisted project coordinator in managing the sub-
office. Gave technical assistance to field staff. Coached, mentored and supervised
the field extension working staff of the program section. Managed sub-office in
project coordinators absence. Had been engaged in the implementation and
management of relief works. The efforts of the relief program had been
integrated with long term efforts of the development program during the period
under consideration. Had worked towards integration of the various development
and emergency programs for a better impact and program quality together with
other players in the organization. It was also the roles and responsibility of this
post to make sure that commodity resources are treated as cash and properly used
along with the cash resources the organization secures from its donor, USAID.
Making sure that accountabilities and responsibilities are given due to attention
while utilizing these valuable resources. Moreover, management of warehouses
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Updated in May 2017

entrusted for proper management and handling of commodity that comply and mesh
with the rules and regulation of USAID and CAREs own food resources manual
were among the key tasks.

Specific activities accomplished were:

o Assisted with integration of development and emergency programs towards
a more positive impact and program quality.
o Monitored commodities resources and proper use of funds.
o Led quarterly project monitoring and evaluation events together with local
government offices.
o Represented CARE programmatically with government, NGOs and other
institutions.
o Managed development project implementations as per program guide lines of
the organization.
o Worked horizontally with head office managed programs and projects at the
sub-office and assisted the project coordinator in the management of
support functions, including administration and transport in meeting
priorities and deadlines.
o Carried out annual indicator based result surveys as per the requirement by
the organization and USAID.
o Held regular monthly and quarter review meetings with all program staff of
the organization at the sub-office to see progress, challenges and problems
and how each approached the challenges and the problems for resolving
them.

9) July 1st, 1999 up to March 31st, 2001, Deputy Head of Office/Assistant

Projects Coordinator, CARE International, Ethiopia, East Africa.
Likewise, this was 4th promotion in the organization to a higher up challenge as
assistant project coordinator. And used to be accountable and responsible for
organizing, directing and managing program section of project and implementation
of program activities including the Food and Livelihood Security project, MICAH
(Micro nutrient and health initiative) and Family Planning and HIV/AIDS. Assisted
project coordinator in managing the sub-office. Gave technical assistance to field
staff. Coached, mentored and supervised the field extension staff of the program
section. Managed sub-office in project coordinators absence. Had been engaged in
the implementation and management of relief works. The efforts of the relief
program had been integrated with long term efforts of the development program
during the period under consideration. Had worked towards integration of the
various development and emergency programs for a better impact and program
quality together with other players in the organization. It was also the roles and
responsibility of this post to make sure that commodity resources are treated as
cash and properly used along with the cash resources the organization secures
from its donor, USAID. Making sure that accountabilities and responsibilities are
given due to attention while utilizing these valuable resources. Moreover,
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Updated in May 2017

management of warehouses entrusted for proper management and handling of

commodity that comply and mesh with the rules and regulation of USAID and
CAREs own food resources manual were among the key tasks.

Specific accomplishments of for the above period were:

o Assisted with integration of development and emergency programs towards
a more positive impact and program quality.
o Monitored commodities resources and proper use of funds.
o Led quarterly project monitoring and evaluation events together with local
government offices.
o Represented CARE programmatically with government, NGOs and other
institutions.
o Managed development project implementations as per program guide lines of
the organization.
o Represented CARE programmatically with government, NGOs and other
institutions.
o Managed development project implementations as per program guide lines of
the organization.
o Worked horizontally with head office managed programs and projects at the
sub-office. And assisted the project coordinator in the management of
support functions, including administration and transport in meeting
priorities and deadlines.
o Carried out annual indicator based result surveys as per the requirement by
the organization and USAID.
o Held regular monthly and quarter review meetings with all program staff of
the organization at the sub-office to see progress, challenges and problems
and how each approached the challenges and the problems for resolving
them.
o Prepared monthly, quarter and annual reports and submitted to the project
coordinator for his/her submission to regional government and head office.
o Properly managed and followed up project advances for trainings in the
fields by cashiers and other assigned project staff.

10). February 19th, 1999 up to June 30th, 1999, Project Officer, Monitoring
and Evaluation Officer and Food Information Systems Officer, CARE
International, Ethiopia, East Africa.
After getting my 3rd promotion in the organization I was given triple
accountabilities as shown on the title above and actually started the role of a
senior management with inspiration. And I was responsible for the entire field
program management with its 50 various technical and supervisors. I was in charge
of the field office monitoring and evaluation tasks and responsible for the food
information systems the organization had to guide its relief food aid program.
At details, I was mandated for organizing, directing and managing program section
of project and implementation of program activities. Assisted the Assistant
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Updated in May 2017

project coordinator in managing the program section of the project in the sub-
office. I had given technical assistance to field staff.

Coached, mentored and supervised extension staff of the team. I managed the
program department of the sub-office in assistant project coordinators absence.
Coached and mentored extension staff. Facilitated community development
activities and ensured participation of communities in the development process.

I was responsible for supervision of emergency relief work, rehabilitation and

development efforts and responsible for all monitoring and evaluation activities of
the projects. Had been carrying out regular monitoring activities and fed the
management for timely and constructive feedbacks. Ensured input and output
utilization of projects. Participated in terminal evaluation of different projects in
the sub-office. Had also been engaged in the implementation and management of
relief works. The efforts of the relief program had been integrated with long term
development program.

Implemented and managed all early warning intervention and produce reports to
entire program coordinator in the head office. I had also worked towards
integration of the various development and emergency programs for a better
impact and program quality. It was also the roles and responsibility of this post to
make sure that commodity resources are managed properly as per the food
resources manual and policy of the organization and the USAID.
And made sure accountabilities and responsibilities by relevant bodies are
accomplished timely and any inconsistence and irregularities are brought up to the
attention of the senior management for immediate action for solution. Moreover,
managed food resources and cash as proper as they should be and overseen
commodity warehouses which were used for proper management and handling of
commodity that comply and mesh with the rules and regulation of USAID and
CAREs own food resources manual were among the key tasks.

Key roles included, among others:

Assisted the assistant project coordinator in the management of the
program section of the sub-office.
Facilitated community development activities and ensured full participation
of communities in the development process.
Monitored and evaluated projects.
Provided regular feedback to management as a result of monitoring duties.
Participated in terminal evaluation of projects.
Implemented early warning activities and produced reports for the program
coordinator in the head office.
Monitored proper use of commodities and funds.
Represented the sub-office with early warning/food information system and
monitoring and evaluation processes and events.
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Updated in May 2017

Monitored progress of projects on regular manner and findings submitted to

the project and assistant project coordinators for immediate action and
attention for improvement. The monitoring was entirely on input and output
relationship and implementation scheduling of the respective projects.

11) November 19th, 1996 up to February 18th, 1999, Relief and Development
Senior Supervisor, CARE International, Ethiopia, East Africa.
This was my 2nd promotion down the career and was responsible for supervision of
relief, rehabilitation and development efforts of an area. During the assignment, I
had managed supervision of extension workers, storekeepers, commodity
distributors, cleaners, store guards and other support staff in the areas. Helped
and supported building the capacity of field extension staff through providing
trainings in various areas. Among the major activities and out puts by then
included: The facilitation of community development activities and enhanced active
participation of communities in the development process.

I had organized training sessions to communities in areas of natural resources

management, agronomy, agro-forestry practices, gender and mitigating harmful
traditional practices. I had also made a liaison and coordination roles with
government partners and other institutions and communities.

Managed CARE Ethiopia resources, asset, vehicles and petty cashes in compliance
with established rules and regulations and policies for staff and resources
management. As a senior supervisor, I had supported the integration of relief with
development following the relief development continuum principle and approach.

I had carried out challenging tasks around targeting the needy beneficiaries for
relief as well as development program. Trying to ensure that long term
development needs while assisting short term food gaps of people affected by
disasters, notably due to drought triggered recurrent food insecurity.

Managed all staff assigned in the district both programme and support personnel:
Field technical workers, commodity handling and management staff, store guards,
cleaners, distributors and others assigned in the areas.

Key roles included the following:

Facilitated community development activities and enhanced active
participation of communities in the development process.
Organized training sessions for communities in the areas of national
resources management, agronomy, agro-forestry practices, gender, and
mitigating harmful traditional practices.
Served as liaison with government partners, institutions and communities.
Managed CARE Ethiopia resources including assets, vehicles and petty cash
flows.
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Updated in May 2017

Supported the integration of relief with development.

Ensured that long term development needs were met while assisting short
term food gaps due to drought and other causes of food insecurity.
Managed extension workers and support staff at district level.
Participated in international symposium on emergency, recovery and
development implementation modalities organized by CARE Eastern and
Central Africa in Addis Ababa,, Ethiopia.

12) May 30th, 1995 up to November 18th, 1996, Relief and Development
Junior Supervisor, CARE International, Ethiopia, East Africa.
This was the time I was promoted to a Junior Supervisor. This assignment was a
promotion to a senior role than the previously held and I was responsible for
supervision of relief, rehabilitation and development projects in the organization in
support of assisting drought affected people that resided in the drought prone
areas and exposed to the recurrent food insecurity.
I had supervised field level agricultural, natural resources, and health extension
workers in addition to the management of support function personnel in the
assignment area. Had helped built implementation capacity of field staff through
routine meetings, discussions, workshops, seminars, review workshops and centrally
organized formal training packages to bolster and boost knowledge, skill and
practices vital for the projects in the organization executed in the areas.
Facilitation of the community development activities and enhancing proactive
engagement and participation of communities in the development process had been
critical segment of the projects during the above period.

To its effect, I had organized various training sessions to communities in areas of

natural resources management, agronomy, agro-forestry practices, gender equity
and equality and on mitigating harmful traditional practices.
Generally, I had played the role of a supervisor along with other players in the
organization. As Junior supervisor, supported the integration of relief with
development with the concept and approach of the relief development
continuum that engages various natures of program along the spectrum in
supporting relief assistance while the same time engaged people in the longer
development issues.

I had also accomplished good deal of projects and tasks and worked hard with
team and government actors to improve food aid targeting so as to target needy
beneficiaries for relief as well as development program so that long term
development needs are also tackled in addition to timely assisting short term food
gaps of people affected by manmade and natural disasters.

Duties and tasks accomplished were:

o Supervised field level agricultural and natural resources as well as health
extension workers.
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Updated in May 2017

o Helped build implementation capacity of field staff through routine

meetings, discussions, workshops, seminars, and formal training.

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Updated in May 2017

o Facilitated community development activities and enhanced proactive

engagement and participation of communities in the development process.
Organized training sessions in the areas of natural resources management,
agronomy, agro-forestry practices, gender equity and equality, and
mitigating harmful traditional practices.
o Managed relief program implementation along with proper documentation and
commodity management standards of the organization and the donor.
o Managed field extension agents and support staff at district level.
o Served as liaison with government partners, institutions and communities.
o Supported the integration of relief, rehabilitation and longer term
development program

13) November 3rd, 1993 up to May 28th, 1995, Relief and Development Field
Worker, CARE International, Ethiopia, East Africa.

During this period, as a fresh graduate from a university, I had shouldered the
management and accomplishment of the promotion of soil and water conservation
activities, agro-forestry, organic manure, integrated pest management (IPM),
providing trainings to community members. As a field worker who also shouldered
management of projects at a district, actively engaged community in both
development and relief programme.

Projects I managed and implemented among others included: Environmental health,

water, sanitation and personal hygiene, mobilized community for infrastructural
development and rehabilitation, managed crop and yield assessment surveys with
government and higher level consultants.
Also had properly promoted agricultural and natural resources extension education
to targeted communities and did liaison with grass roots level government partners
and traditional leaders and elders of the community. As an extension agent with
CARE, I had also worked and managed large scale emergency programs for disaster
affected communities.

I had played a pivotal role in properly facilitating its implementation with sound and
participatory food aid targeting of needy population and through well planned food
for work (FFW) projects for the able bodied members of the community. I had
also worked with team and sub-office experts to integrate relief programs with
longer term recovery and development interventions.

In addition to the direct implementer of the emergency programmatic part, I was

also responsible for managing logistics and support staff engaged in the
distribution and actual disposal of the logistics and administration tasks.

Specific activities accomplished included:

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Updated in May 2017

Promoted soil and water conservation activities, agro-forestry, and organic

manure and composting.
Provided integrated pest management and fodder and forage training to
community members.
Ensured active community participation.
Conducted environmental health activities related to water, sanitation and
personal hygiene.
Mobilized communities for infrastructure development and rehabilitation.
Managed crop and yield assessment surveys with government, consultants
and organization management and partner organizations.
Promoted agricultural and natural resources extension education to targeted
communities.
Served as a liaison to grass roots, government, partners, traditional leaders
and elders.
Managed large scale emergency programs for disaster affected
communities.
Implemented food aid projects and food for work projects.
Managed logistics and logistical and administrative support staff

1) EDUCATIONAL HISTORY:
The following are my educational background descriptions for seven years
academic programme at university in Ethiopia.
a) Completed a 2 years Master program (M.SC) in Economics, Alemaya
University, Ethiopia.
b) 1 year Post Graduate Diploma in Economics, Alemaya University,
Ethiopia. Attended 27 Credit Hours Courses.
c) 4 years Bachelor of Sciences (BSC) Degree in Agriculture, in the
fields of Plant sciences as major and Forestry as minor, Alemaya
University, Ethiopia.

2) Language:
I do well speak the English language, and also speak the Somali language. And
do speak as well some basic of Arabic language.

3) Others:
a) Workshops & trainings:
I have attended various trainings and workshops relevant to my work
for the last 20 years. Among others: Finance for none finance
managers, Community empowerment, Gender and Diversity, RBA and
governance, Advocacy, Performance management, Monitoring and
Evaluation, Project Design, Disaster and Risk Management,
Competency based peoples management strategy that included:
Holding productive dialogue, Emotional intelligence, communicating

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Updated in May 2017

expectations, Self-management, Managing others, providing

feedbacks, peace building and conflict mitigation and stabilization and
reconciliation, transitional programming, leadership and management,
etc.

b) Experiential Learning Opportunity:

In addition, I had the opportunity to be part of the Study Tour
organized by CARE International to the Asian Countries and had over
a month experiential learning opportunity (practical) in Bangladesh,
Thailand, and India. Additionally, participated in a workweek strategic
and programmatic workshop organized in the USA, Atlanta and shared
practical and best practices and experiences in the areas of
development and humanitarian programmes.

c) Exposure for International Conference and symposiums:

Attended international conferences and symposiums on rural and
urban poverty reduction in Africa and Asia several times.

d) Awards and Certificates, appreciation and recognition:

I had a number of appreciation and recognition letters from regional
directors, global directors, CEO, Regional Directors, Country
directors including line managers since 1993 for many years for my
contribution in management, leadership and in realizing the
organizations objective, vision and missions.

e) Strategic and Executive Engagements:

I had been an active member the regional and global strategic
leadership team since 2010 when I was the country director in Merlin
International, and currently in Malaria Consortium (MC) in addition to
the role as the country director managing the South Sudan mission.
I had been on similar responsibility in my previous roles as the senior
management team member when I was working as the regional
programme manager in 2008 and 2010 for USAID contractors:
PADCO and AECOM International Development and used to play
region for strategic as well as programmatic matters fostering vision
and mission, and promoting growth and expansion.

Same was true in my earlier engagements in CARE International in

Ethiopian mission where I used to be the senior leadership team
member for policy development, implementation and strategic
planning.
In so far participated in more than 8 strategic plans: Short term,
medium and long range strategic plans since 1993.

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Updated in May 2017

4) Marital Status: Married with three children with 8 moths, 6 and 10 years
of ages respectively.

a) What motivates me: I have always been inspired by innovations that

could bring lasting change on the lives of the poor vulnerable to
calamities and supporting marginalized and powerless community. Love
programmes designed on the underlying causes of poverty integrated
with shorter and longer term development initiatives. Creating a sound
working atmosphere with inspiring team spirit has also been part of
my day to day practices in management and leadership for change.
Emergency relief programming leveraging long term development
interventions have been areas of that I have developed notable
experience technically and as a leader. It is natural to get energized
and motivated by ongoing and regular feedbacks, recognition, get
considered, getting heard, etc. Having enabling environment to fully
discharging responsibilities and accountabilities has also been what I
like to carry out entrusted tasks with minimum direction and
management with motivation, innovation and initiation and as a self-
starter leader in development and humanitarian programmes.

b) Competencies demonstrated during these years:

Leadership, Adaptability, building commitment, building partnerships,
coaching, collaboration, communication with impact, contribution to
team success, delegating responsibility, developing teams, leading
through vision and values, innovation, facilitating change, initiating
action, excellence, managing performance for success, negotiation,
operational, tactical and strategic decision making, stress tolerance
and managing stresses of teams.

In a nutshell, I confirm that, the above statements are true and only true for
Liben, Taye Dejene.

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