Oenone Chadburn

Following a restructure, Network Development is a new team of 16, driving the transition from HelpAge being an INGO to a global network. A co-lead role, the position has oversight for £1.6 million budget, with additional multi-million global programmes. Part of organisational senior leadership team.

• Create new ethos and culture with HelpAge staff to a "Network First" approach, supporting the independence and sustainability of the previous country offices
• Lead on creating new membership criteria and onboarding, including creating a new "value add" communications approach
• Launch of a new digital platform as central repository and gateway of all member engagement, learning and communication
• Focus on mobilising national civil society to address develop evidence for policy change, and influence of key national and regional stakeholders
• Oversight for all regional advisors and their regional strategies, to mobilise, fundraise and influence policy change at regional and national level

Working on portfolio of consultancies to support future of aid and risk financing; global collaboration networks; locally led response; and good practice in resilience and climate risk management. Achieved Accreditation in Partnership Brokering.

Clients:

• HelpAge: Research, analysis and accompaniment to support HelpAge's new Network Strategy and transitional operational plan
• Caritas: Part of Humanitarian Outcomes team to review Caritas Global Emergency Appeal Mechanism
• EU & Wellcome Trust: Working with TPI on the design and consultation of a new Health and Climate Platform to coordinate global funding for research
• HALO Trust & MAG: Developed an IrishAid funded strategic operational framework to systematically embed sustainable development and resilience approaches globally into country level programmes
• Start Network: a) development of a strategic governance decision making framework for their disaster risk finance mechanism Start Ready (complete); b) team member of Philippines Cyclone Impact Learning Report (complete)
• DEC Secretariat: redesigned membership criteria to approval to Board, with review to ensure eligibility and quality of membership (complete)
• Charter4Change: supported the design and facilitation for Annual Meeting with 900 registered for online attendance (complete)

Publications & Boards:

• Trustee of Start Network (until June 24) & CAFOD Strategy & Performance Committee
• Wrote academic chapter for FEMA funded book on Anticipatory Action and EWS

As Humanitarian Director, launched and developed global service delivery department which covered strategy, advocacy, funding, impact measurement, learning, research, communications and emergency response for all countries across Tearfund. The team comprised of global roles, international matrix team, plus technical sub unit. Alongside 6 Regional Directors, role was part of senior leadership team supporting decision making, accountability and assurance.

• Strategic Design. Initiated and wrote new corporate workstream, Crisis2Resilience, within Tearfund's overarching business plan. Designed new demand led approach to funding and authored internal "Humanitarian Identity" document to carve out Tearfund's humanitarian niche and added value.
• Emergency Management. Initiated and oversaw launch, implementation and closure of a number of large scale appeals including Nepal Earthquake, Ebola Response, Typhoon Haiyan, Syria Conflict, Cyclone Idai, Covid Response and Ukraine conflict.
• National Disaster Capacity. Driven by the lack of funding for small to medium scale responses, initiated, funded and rolled out Tearfund's own partner driven Disaster Management Capacity Assessment programme, to enable them to identify and initiate other funding opportunities.
• Quality & Assurance. Worked with Strategy & Impact team on grant management and partner due diligence. Developed high level performance indicators to demonstrate that the corporate outcome was meeting Board expectations.
• People & Change Management. Restructured team to adjust to locally led responses, including adapting procedures and systems for greater ownership and decision making at country level. Evolved team to hybrid working and remote team management in response to COVID.
• Mobilisation of Collaboration Networks. Lead the Integral Alliance on focused journey to develop their own Statement of Intention on localisation, and to adopt the Climate Charter.

Part of leadership team overseeing all response and DRR projects across 32 countries. Operated with team of 8 and had oversight for: institutionally funded donor programmes spanning multiple countries; senior technical advisers and research; DRR technical publications; co-development of external policy positions; advocacy relating to DRR and CCA; and surge and capacity development for partners in disaster prone locations. Significant activities included:

• Integrated Programme Management. Oversight for completion of £3.2 million funded International DRR Programme, and plus a £2.8 million multi country WASH Programme which focused on value of systems based integrated WASH with national and district level government departments.
• Research & Leverage. Co-commissioned research comparative analysis of community based cost benefit analysis (CBA) for DRR. The results were definitive in demonstrating economic viability of resilience at community level. Research was referenced in UK Aid policy.
• Interagency Consortia and Networks. Represented Tearfund on Start Network, supporting the successful launch of the Start Fund, and later co-developed a new vision, and capacity building strategy. Co-lead on several Start Network innovation projects for localisation.

Coordination and oversight for DFID 5 year programme to strengthen community based DRR practices in Afghanistan, Bangladesh, India and Malawi, plus undertake advocacy initiatives in further 4 countries. Project operated against DFID logframe, implemented by small team of 3 with strong inter-team working to ensure continuity, learning and quality of implementation. Significant activities included:

• Performance Management. Developed structure of partner grant reporting and accountability, with strong focus on financial management and impact effectiveness. Model later used for other multi country partner management programmes within Tearfund.
• National Level Policy Frameworks. Developed recommendations on how to capture community DRR practice in national level policy. Results used to support partners develop national advocacy strategies, including India, where state government adjusted their planning and commended Tearfund and partners for their support.

Responsible for oversight and strategy of Central Asia programme to provide humanitarian programme for Afghan refugees and returnees. With budget of approx £1.5 million, role managed 3 field locations, international staff team of 7, and national staff team of 50. Significant activities included:

• Government Relations. Worked closely with Afghan Government's Department for Disaster Preparedness, supporting their capacity development and anticipation of spring floods. In coordination with UNAMA, developed special regional Disaster Awareness workshops.
• Learning Consortium. Successfully co-launched DRR consortium to support standardisation, networking, training and capacity development of NNGOs/INGOs in DRR.
• Troubleshooting & performance management. Turned around failing ECHO project through strong team management, including staff redeployment, learning reviews, greater emphasis on community relations. All outputs were achieved within budget and timeframe allotted.

Created Post Conflict Transition Team (PCT) with national and international staff, to develop initiatives supporting Sri Lankan peace process, peacebuilding and integrated development programmes. Operated portfolio of 7 projects with $6 million budget from bi-lateral donors. Significant activities included:

• High Level Coordination & Liaison. Actively involved in consultation and write up of Multilateral Group Needs Assessment team (MGNA) to produce Needs Assessment document for Tokyo Donor Conference jointly formulated with Sri Lankan Government, LTTE and Civil Society.
• Policy Design & Negotiation Skills. Assisted development of Joint Strategy for IDP return with government, UN agencies, mobilising $2 million for Mine Action from DFID and World Bank alone. Country Office specialist on Mine Action negotiating with both Prime Minister's Office and LTTE to establish capacity to regulate and coordinate Mine Action operators in field.

Worked on formulation, planning and implementation of new programme for conflict affected areas. Focused on economic rehabilitation and sustainable livelihoods through training, enterprise development, micro credit and agri-business. Managed remote field office with staff team of 13. Significant activities included:

• Change Management in Hostile Environment. Supported close down of the previous project, continuing the M&E of sub-projects during active conflict. Restructured office, adapting work practices to new approach including re-negotiating relations with government and partners.
• Diplomatic Liaison & Representation. Represented UNDP to incoming diplomatic and UN missions, debriefing on Jaffna development issues and projects. Maintained indirect communications with all stakeholders, including military and armed actors, to monitor political and security situation.

VSO placement working alongside Head of Projects to assist in the improvement and long term development of HASL projects and management practices, including project formulation and M&E

• Programme Analysis . Made recommendations to senior management on international funding, research on older people, processes for strategic planning, support for government policy work, strengthening of Projects Division and briefings on fellow NGO programmes.
• Quality Assurance . Worked with HelpAge International Director on a quality action plan to upgrade the impact of projects and increase accountability for donor relations.