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Case Officer

Case Officers clandestinely spot, assess, develop, recruit, and handle non-U.S. citizens with access to foreign intelligence vital to U.S. foreign policy and national security decision-makers.

• Accepting applications

Open & closing dates

10/01/2023 to 09/30/2024

$67,122 - $102,166 per year

Pay scale & grade

• Washington DC, DC

Telework eligible

Travel required.

50% or less - You may be expected to travel for this position.

Relocation expenses reimbursed

Yes—You may qualify for reimbursement of relocation expenses in accordance with agency policy.

Appointment type

Permanent -

Work schedule

Full-time -

Promotion potential

Job family (series).

0132 Intelligence

Supervisory status

Security clearance.

Sensitive Compartmented Information

Position sensitivity and risk

Special-Sensitive (SS)/High Risk

Trust determination process

National security

Announcement number

24-12182703-7023/CSHD

Control number

This job is open to, federal employees - competitive service.

Current or former competitive service federal employees.

Federal employees - Excepted service

Current excepted service federal employees.

U.S. Citizens, Nationals or those who owe allegiance to the U.S.

• Operate a motor vehicle without second-party assistance in daytime and nighttime conditions;
• Traverse uneven terrain, to include climbing and descending­­­ staircases, over fixed minimum distances and in varying weather conditions;
• Work non-traditional or erratic schedules;
• Make reasoned decisions under time constraints.

Requirements

Conditions of employment.

• You must be physically in the United States or one of its territories when you submit your resume via MyLINK.
• You must be registered for the Selective Service, if applicable.
• You must be a U.S. citizen and at least 18 years of age (dual-national US citizens are eligible).
• You must be willing to move to the Washington, DC area.
• You must successfully complete a thorough medical and psychological exam, a polygraph interview, and a comprehensive background investigation.
• For further information, please visit: https://www.cia.gov/careers/how-we-hire/

Qualifications

• Personal integrity
• Strong interpersonal and communication skills (verbal and written)
• Action- and results-oriented
• Ability to work effectively as part of a team and independently
• Flexibility, adaptability, and commitment to the mission of the CIA and the Directorate of Operations
• Ability to meet the minimum requirements for joining CIA , including U.S. citizenship and a background investigation
• Willingness and ability to establish strong personal relationships
• Ability to "think on your feet" and develop creative yet practical solutions to anticipated and unanticipated problems
• Interest in seeking answers, learning foreign languages, and studying other cultures
• Cross-cultural sensitivity and the ability to deal with individuals from all cultures and backgrounds
• Bachelor's degree from an accredited institution (applicants within one year of earning a four-year degree will be considered); there is no preferred major or program of study (degrees from foreign academic institutions are accepted, but you are responsible for obtaining and providing CIA with a credential evaluation from an accredited firm confirming that the foreign degree is the equivalent of a BA/BS and/or MA/MS degree conferred by a U.S. college or university)
• At least a 3.0 GPA on a 4-point scale is preferred

A career with the U.S. government provides employees with a comprehensive benefits package. As a federal employee, you and your family will have access to a range of benefits that are designed to make your federal career very rewarding. Opens in a new window Learn more about federal benefits .

Review our benefits

Eligibility for benefits depends on the type of position you hold and whether your position is full-time, part-time or intermittent. Contact the hiring agency for more information on the specific benefits offered.

How You Will Be Evaluated

You will be evaluated for this job based on how well you meet the qualifications above.

For more information, please visit: https://www.cia.gov/careers/jobs/case-officer/ . .

As a new or existing federal employee, you and your family may have access to a range of benefits. Your benefits depend on the type of position you have - whether you're a permanent, part-time, temporary or an intermittent employee. You may be eligible for the following benefits, however, check with your agency to make sure you're eligible under their policies.

For further information, please visit: https://www.cia.gov/careers/jobs/case-officer/ .

If you are relying on your education to meet qualification requirements:

Education must be accredited by an accrediting institution recognized by the U.S. Department of Education in order for it to be credited towards qualifications. Therefore, provide only the attendance and/or degrees from schools accredited by accrediting institutions recognized by the U.S. Department of Education .

Failure to provide all of the required information as stated in this vacancy announcement may result in an ineligible rating or may affect the overall rating.

This post is for viewing purposes only. To get started, please visit https://www.cia.gov/careers/jobs/case-officer/ , where you can read more about this position and express your interest in up to four jobs. Upon expressing your interest, you will be taken to MyLINK , which allows you to submit your resume and job rankings and provide basic information about yourself.

Agency contact information

Central intelligence agency.

https://cia.gov/careers

After you express interest for up to four positions on cia.gov/careers , a CIA recruiter may contact you for further discussion if your qualifications meet our needs. See the MyLINK FAQs on our website for more information.

The Federal hiring process is set up to be fair and transparent. Please read the following guidance.

• Equal Employment Opportunity (EEO) Policy
• Reasonable accommodation policy
• Financial suitability
• Selective Service
• New employee probationary period
• Signature and false statements
• Privacy Act
• Social security number request

Required Documents

How to apply, fair & transparent.

This job originated on www.usajobs.gov . For the full announcement and to apply, visit www.usajobs.gov/job/756734700 . Only resumes submitted according to the instructions on the job announcement listed at www.usajobs.gov will be considered.

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We are the Nation's first line of defense, and we have a mission for you. Join us as we leverage the power of information to keep our Nation safe by collecting foreign intelligence, producing objective all-source analysis, conducting covert action at the president's direction, and safeguarding secrets that protect the United States. Because we recognize our Nation's strength comes from the diversity of its people, CIA is dedicated to building a workforce that reflects the world in which we live and a workplace where all voices are heard, respected, and valued. Read more about life at CIA here: https://www.cia.gov/careers/working-at-cia/

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Photo/Williamson County Sheriff’s Office

A case study in effective officer recruitment and retention

The williamson county sheriff’s office in texas has overcome the recruiting crisis by expediting the hiring process, implementing competitive pay, offering innovative training and updating existing wellness programs.

Temptation is present 24/7 in the Williamson County Jail, says Sheriff Mike Gleason, who runs the facility just north of Austin. The temptation arrives in the form of police officers from surrounding jurisdictions, who bring in suspects at all hours. These cops often come from severely understaffed departments. They try to recruit the corrections officers behind the booking counter — many of them young men and women on a wait list to become peace officers for the Sheriff’s Office — with promises like, “Come to us, and you can start the police academy on Monday.”

Every day in his jail, Gleason says with a sigh, “There is a revolving recruitment door.” But more and more often now, the young corrections officers decide they’d rather stay and wait for their slot.

“Because they feel valued, they feel like they belong here with us,” the sheriff adds.

Revamped recruitment and retention strategies

Over the past few years, the Williamson County – Wilco – Sheriff’s Office has revamped its recruitment and retention strategies. After months of arguing — and sometimes clashing — with government officials, Gleason created several new positions for his department, now 566 sworn staff, corrections and law enforcement combined.

“We are not fully staffed yet, but we are in a very good position compared with many other departments in the state,” says Gleason, elected the 36th Sheriff of Williamson County in late 2020.

He also fought to get competitive pay for his officers and deputies. Historically, the sheriff’s office offered the lowest-paying corrections and law enforcement jobs in Williamson County. Now, starting pay for a corrections officer is among the highest in Texas: $51,000 with full benefits. The pay is written into the department’s employee manual and will stay, regardless of who follows him in office, Gleason says.

“Taking money away from public safety would be political suicide,” he adds with a thin smile.

Since 2021, it has been illegal in Texas to defund the police.

Sheriff Mike Gleason and his team set out to restructure the recruiting and hiring process — mainly by speeding it up.

Money is key but not the only driver turning the Central Texas department into a poster for recruitment success. Change starts with a willingness to move from “this is the way we’ve always done it,” says Sergeant Donald Foiles, who works in the Wilco Sheriff’s Office training division. “Try something new. Get outside of the box. Stay innovative.”

Billboards and jobs fairs don’t seem to work anymore as recruiting tools, he adds. “They are labor intensive. Time intensive. Travel intensive. And we get very little out of them.”

Instead, Sheriff Gleason and his team sat down and restructured the recruiting and hiring process — mainly by speeding it up. Earlier this year, the department held its first Expedited Testing Day. At these events, applicants come in, sign the paperwork and take a standardized written test. They move on to the gym for their Physical Agility Test (PAT). Successful applicants are escorted to an oral board, where they’re asked a set of questions by command staff. If they pass the interview, a senior officer will issue them a conditional job offer.

After that, applicants are responsible for providing their criminal and credit history and other documentation. The department, with the help of an outside agency, does background checks, and it also performs psychological tests and drug screenings.

About 40 applicants showed up for the first Expedited Testing Day, and the department hired 26 new corrections officers.

“What typically takes three months on average, we can now do in about four weeks,” says James Carmona, assistant chief of special operations.

At the first Expedited Testing Day — held on a Saturday — about 40 applicants showed up, and the department hired 26 new corrections officers. “That is massive” compared to the number of candidates the department hires during regular recruiting events, says Carmona.

He notes that the idea to streamline the process came when they started listening to the applicants. Many said it was hard to get time off from their jobs for several rounds of testing, especially during the week. Carmona recalls seeing the excitement in applicants’ faces when they left the Expedited Testing Day. “They were happy they got it all done in one day,” he says. The next Expedited Testing Day for the Williamson County Sheriff’s Office will be January 6, 2024.

Deputy Antonio Lovato oversees physical fitness testing during Williamson County Sheriff’s Office’s first Expedited Testing Day.

Culture is key

In addition to a faster and more efficient hiring process, other factors help the department attract and retain candidates. The most important is the culture, says Gleason.

Favoritism and nepotism are a no-go, he continues. In many agencies, “a new sheriff brings in 10 or 15 of his good old boys.” But at the Wilco Sheriff’s Office, almost everyone has worked their way up through the ranks and gotten “their fair shake.”

Gleason, who holds a BA in criminal justice and a master’s in business administration and graduated from the FBI National Academy, started in corrections and then spent over two decades working as a peace officer for Williamson County.

The department targets millennials and members of Gen Z with programs focusing on mental and physical wellness, including work-life balance and resiliency. It’s an area that only in the last few years has gained traction in the world of public safety.

Some departments in the U.S., large and small, have implemented initiatives that made national headlines: The pioneering wellness unit at the Indianapolis Metropolitan Police Department ; a new customized childcare facility within the San Diego Police Department , or a wellness room with soundscapes and aromatherapy at the police department in Marietta , a small city north of Atlanta.

Deputy Hoby Smith addresses participants during Williamson County Sheriff’s Office’s first Expedited Testing Day.

Promoting officer wellness

The Wilco Sheriff’s Office is no stranger to promoting programs for its staff’s mental and physical health. A few years ago, it updated its long-standing chaplaincy program, which now includes rabbis, imams and Catholic deacons in addition to the traditional Southern Baptist ministers, says Gleason.

The department has a peer support team. It also works with an outside counselor who is familiar with the world of public safety and helps with critical incident stress debriefings.

There is a state-of-the-art gym in the training building, while another will open soon at the headquarters. Employees are allowed to work out one hour per day while on duty, call volume permitting.

An ongoing renovation of the jail will include a secure break room for officers to relax during their shift — equipped with leather chairs, flat screen TVs, landlines and computers. There’s also an in-house convenience store and cafeteria offering everything from fast food to healthy fare and in-between.

His department had a wellness package in place long before officer mental health became a trend, the sheriff says: “A lot of what we’re doing now is rebranding old-school ideas to fit the young generation of officers and deputies.”

Prioritizing training

Training opportunities at the Wilco Sheriff’s Office are another draw for applicants. Most classes are done in-house and coordinated by eight law enforcement and corrections officers. Courses include training for recruits and brand-new officers and deputies and annual in-service training for seasoned staff.

To help cross-pollinate between different public safety cultures, law enforcement and corrections officers take certain classes, like defensive tactics, together, says Lieutenant Jerod Morris, who manages the training division. “Whether you’re working in the jail or on the streets, things like ground fighting skills, control and restraint techniques, handcuffing or locating blood pressure points are the same,” he adds.

Once officers start firearms training and go out on the shooting range, the groups are often separated.

Even before the COVID-19 pandemic, the department had implemented protocols for officers to use online training “so they can access certain class modules anywhere, anytime, and pick up valuable information,” says Morris.

Also, the Wilco training staff frequently brings in “high-caliber external educators and instructors from around the state and the country to conduct training,” notes Jennifer Soto, the training office administrator.

Institutions range from Northwestern University’s School of Police Staff and Command and the FBI-LEEDA program to Sheepdog Response, a private training contractor. Courses include management, supervision, internal affairs, human trafficking and handling drug informants.

Morris and Soto both say their main advice for agencies that are struggling to fill their ranks is to develop a solid reputation as a department, nurture a progressive, forward-looking culture — and spread the word. “Turn your employees into recruiters because they are your best advocates,” says Soto.

And as a side effect, happy employees, including young booking officers, may resist any recruitment temptation.

RELATED: Register now to hear Sheriff Mike Gleason and other law enforcement leaders share strategies for building robust, diverse and highly efficient law enforcement agencies in an upcoming webinar. Click here to reserve your seat.

Former Vancouver police officer under criminal investigation in potential perjury case Subscriber Exclusive Updated 9 hours ago

Camas detectives asked to investigate keith l. kircher after dishonesty allegations regarding previous employment.

A former Vancouver police officer is under criminal investigation for allegedly lying about his job experience when applying for search warrants in some of his assigned cases.

The Camas Police Department is investigating Keith L. Kircher for a potential second-degree perjury allegation, according to a search warrant affidavit filed last week in Clark County Superior Court.

The affidavit states the Vancouver Police Department asked Camas detectives to investigate Kircher following an internal affairs investigation into dishonesty allegations. The internal affairs investigation found four search warrants Kircher authored, in which he claimed to have previously worked for the police department in Aurora, Colo. The affidavit states internal affairs investigators found evidence that he never worked there.

Court records do not indicate Kircher has been charged with a crime.

When reached by phone Monday, Kircher declined to comment.

Vancouver police spokeswoman Kim Kapp said Kircher was hired by the department in August 2019.

He resigned from the police department Nov. 1 while he had two pending internal affairs investigations, according to a notice from Vancouver police to the state Criminal Justice Training Commission . He voluntarily surrendered his police officer certifications with the state training commission March 11, an order states. His certifications are listed as revoked.

On July 17, Kircher became the subject of an internal affairs investigation, and he was ordered not to talk to others about it. In a report to the state training commission, Vancouver police leadership said on that date Kircher “was noticed for potential allegations of discriminatory harassment of a female co-worker,” according to the search warrant affidavit.

Three days later, police staff said they received information Kircher had talked to two Vancouver officers — who were possible witnesses — about the investigation. Those officers additionally reported Kircher had made false statements verbally, in official department communications and in search warrants about his job experience. Both officers previously worked with Kircher at a police agency in Maui, the affidavit states.

Additionally, a Vancouver police sergeant noted Kircher had long told people he was a police officer in Aurora, Colo., worked on the SWAT team there and was one of the first responders in the 2012 Aurora theater shooting, in which a gunman killed 12 people and injured 70 . The sergeant said Kircher told this story frequently and in detail, describing graphic information about people’s injuries, according to the affidavit.

That sergeant said Kircher’s resume states he was a police officer in Aurora from 2012-2015. However, in a 2020 search warrant, Kircher wrote he was employed with the Aurora Police Department as a code enforcement officer in February 2014, the affidavit states.

When Vancouver police internal affairs investigators contacted the Aurora Police Department in August, Aurora leadership said Kircher had never worked for the agency and that code enforcement was not part of the police department, according to the affidavit. Camas police were apparently told the same thing as part of their criminal investigation.

Investigators reviewed 11 search warrants Kircher authored for Clark County District Court cases. In four of them from 2020, Kircher wrote he was employed by the Aurora Police Department, the affidavit states.

The officers who worked with Kircher in Maui also said Kircher’s claims on his resume that he was a field training officer and worked as a special investigations detective in Maui were false, according to the affidavit.

The affidavit states Vancouver police subsequently opened the second internal affairs investigation after learning of Kircher’s alleged misleading statements.

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Case Study: How Aggressively Should a Bank Pursue AI?

• Thomas H. Davenport
• George Westerman

A Malaysia-based CEO weighs the risks and potential benefits of turning a traditional bank into an AI-first institution.

Siti Rahman, the CEO of Malaysia-based NVF Bank, faces a pivotal decision. Her head of AI innovation, a recent recruit from Google, has a bold plan. It requires a substantial investment but aims to transform the traditional bank into an AI-first institution, substantially reducing head count and the number of branches. The bank’s CFO worries they are chasing the next hype cycle and cautions against valuing efficiency above all else. Siti must weigh the bank’s mixed history with AI, the resistance to losing the human touch in banking services, and the risks of falling behind in technology against the need for a prudent, incremental approach to innovation.

Two experts offer advice: Noemie Ellezam-Danielo, the chief digital and AI strategy at Société Générale, and Sastry Durvasula, the chief information and client services officer at TIAA.

Siti Rahman, the CEO of Malaysia-headquartered NVF Bank, hurried through the corridors of the university’s computer engineering department. She had directed her driver to the wrong building—thinking of her usual talent-recruitment appearances in the finance department—and now she was running late. As she approached the room, she could hear her head of AI innovation, Michael Lim, who had joined NVF from Google 18 months earlier, breaking the ice with the students. “You know, NVF used to stand for Never Very Fast,” he said to a few giggles. “But the bank is crawling into the 21st century.”

• Thomas H. Davenport is the President’s Distinguished Professor of Information Technology and Management at Babson College, a visiting scholar at the MIT Initiative on the Digital Economy, and a senior adviser to Deloitte’s AI practice. He is a coauthor of All-in on AI: How Smart Companies Win Big with Artificial Intelligence (Harvard Business Review Press, 2023).
• George Westerman is a senior lecturer at MIT Sloan School of Management and a coauthor of Leading Digital (HBR Press, 2014).

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RFK Jr. said that Jan. 6 ‘protestors carried no weapons.’ Evidence shows that’s not true

129 defendants charged in the attack were charged with ‘using a deadly or dangerous weapon or causing serious bodily injury to an officer’.

Independent presidential candidate Robert F. Kennedy Jr. on April 5 espoused a common falsehood about the Jan. 6, 2021, attack on the U.S. Capitol.

“I have not examined the evidence in detail, but reasonable people, including Trump opponents, tell me there is little evidence of a true insurrection,” Kennedy said in his April 5  statement . “They observe that the protestors carried no weapons, had no plans or ability to seize the reins of government, and that (former President Donald) Trump himself had urged them to protest ‘peacefully.’”

Kennedy published the statement following a fundraising email earlier in the week that referred to Jan. 6, 2021, defendants as “activists” who had been “stripped of their Constitutional liberties.” (PolitiFact did not see the fundraising email directly but multiple news outlets reported on it, including  CNN  and  NBC. )

In July 2021, we fact-checked Trump who said “there were no guns whatsoever” at the Capitol riot on Jan. 6. We rated his statement  False .

Kennedy’s statement goes further than Trump, because he said protesters “carried no weapons.” A weapon doesn’t have to be a gun.

On April 5, soon after PolitiFact published this fact-check, we received a message from Kennedy’s campaign saying that he was retracting his statement.

“My understanding that none of the January 6 rioters who invaded the capitol were carrying firearms was incorrect,” Kennedy said in a statement that he also  posted on his campaign site .

About six months after the Capitol attack,  PolitiFact reviewed the case files  of approximately 430 defendants. We found several defendants who police say were found to have brought firearms with them. Some were charged with having firearms on Capitol grounds.

Court records in the cases of nearly 1,400 defendants now provide even more details about the defendants who carried weapons.

Marking 39 months since the attack, the U.S. Attorney’s Office on  April 5  wrote that “approximately 493 defendants have been charged with assaulting, resisting, or impeding officers or employees, including approximately 129 individuals who have been charged with using a deadly or dangerous weapon or causing serious bodily injury to an officer.” (The office publishes a monthly update about the cases; the statement was not in response to Kennedy’s comments.)

A Justice Department spokesperson told PolitiFact that John Banuelos was the  10th person  accused of bringing weapons to Washington, D.C., for the insurrection. He was  charged  in March 2024.

We searched Justice Department press releases and the federal government’s  database of cases  to find several examples of defendants who had weapons at the Capitol grounds Jan. 6:

• Mark Mazza  was ​​convicted of carrying two loaded guns on Capitol grounds and assaulting law enforcement officers. Mazza brought a Taurus revolver, loaded with three shotgun shells and two hollow point bullets to the Capitol. He admitted to law enforcement that he was also armed with a second firearm, a loaded .40 caliber semi-automatic pistol.
• Guy Wesley Reffitt  was found guilty by a jury in 2022 of five charges including entering and remaining in a restricted building or grounds with a firearm.
• Christopher Michael Alberts  was convicted of nine charges, including six felonies. He was found in possession of a firearm. Alberts arrived at the Capitol with a pocketknife and carried with him, in a holster, a 9-millimeter pistol loaded with 12 rounds of ammunition and an additional bullet in the chamber. Alberts also wore a separate holster containing an additional 12 rounds of ammunition.
• Jerod Thomas Bargar  pleaded guilty to one felony count of entering and remaining in a restricted building or grounds with a deadly or dangerous weapon. Bargar entered onto the restricted Capitol grounds while illegally carrying a loaded, 9-millimeter semi-automatic pistol.
• Peter Francis Stager  pleaded guilty to assaulting, resisting, or impeding certain officers using a deadly or dangerous weapon. “Stager watched as co-defendants attacked the police line and dragged a police officer, facedown and headfirst, out of the line and into the crowd of rioters,” a U.S. Attorney’s Office press release stated. Once the others had dragged the officer into the crowd, Stager raised the flagpole that he was carrying and beat the downed police officer, striking him at least three times.
• Robert Sanford Jr.,  a retired firefighter, was sentenced for assaulting law enforcement officers with a dangerous weapon. He “threw a fire extinguisher at a group of U.S. Capitol Police officers, striking three of them in the head,” a U.S. Attorney’s Office press release stated.
• Riley Kasper  was sentenced for assaulting law enforcement officers. Kasper sprayed an aerosol canister of bear spray toward law enforcement officers. He “described the image of himself holding the can of bear spray against officers as making him look like a “badass,” a press release stated.

Kennedy said that on Jan. 6, 2021, U.S. Capitol “protestors carried no weapons.”

More than three years after the attack, we have more information than ever as to why this claim is wrong. The U.S. Attorney’s Office said that as of April 5, there had been approximately 129 people charged with using deadly or dangerous weapons or causing serious bodily injury to an officer that day.

And we found numerous examples of convicted defendants who brought firearms or used other weapons. Soon after we published this fact-check, Kennedy retracted his statement, saying he was incorrect.

We rate the claim that on Jan. 6, 2021, “protestors carried no weapons” Pants on Fire!

This fact check was originally published by PolitiFact , which is part of the Poynter Institute. See the sources for this fact check here .

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Senior assessment officer based in chisinau, moldova.

• IMPACT Initiatives

BACKGROUND ON IMPACT AND REACH

IMPACT Initiatives is a humanitarian NGO based in Geneva, Switzerland. The organisation manages several initiatives, including the REACH Initiative, AGORA , and PANDA . The IMPACT team comprises specialists in data collection, management and analysis, and GIS. IMPACT was launched at the initiative of ACTED , an international NGO whose headquarter is based in Paris and is present in thirty countries. The two organisations have a strong complementarity relationship formalised in a global partnership, enabling IMPACT to benefit from ACTED’s operational support in its fields of intervention.

REACH was born in 2010 as a joint initiative of two International NGOs (IMPACT and ACTED) and the United Nations Operational Satellite Applications Program ( UNOSAT ). REACH’s purpose is to promote and facilitate the development of information products that enhance the humanitarian community’s decision making and planning capacity for emergency, reconstruction, and development contexts . REACH facilitates information management for aid actors through three complementary services: (a) needs and situation assessments facilitated by REACH teams; (b) situation analysis using satellite imagery; (c) provision of related database and (web)-mapping facilities and expertise.

COUNTRY PROFILE

IMPACT has been active in Moldova since late February 2022, following the escalation of conflict in neighbouring Ukraine. IMPACT’s work has primarily been to facilitate the emergency response efforts in support of the more than 700,000 refugees that entered Moldova in the months following. Today, more than 100,000 refugees remain in the country. Alongside the pressures felt due to the Ukraine conflict, Moldovan society continues to grapple with several other interconnected challenges. These include economic uncertainty, energy insecurity, government reform and climate change. The humanitarian response is therefore shifting towards a medium to long term outlook that addresses the vulnerabilities of refugee population alongside those of the Moldovan host population in a holistic manner. IMPACT Moldova scope has likewise expanded to conduct research that covers the spectrum of humanitarian and development needs in the country, in order to provide timely data and analysis to a variety of partners and other relevant stakeholders.

The programming portfolio for IMPACT Moldova currently consists of two research teams: The Vulnerability & Inclusion RT which focuses on provision of protection and basic needs to vulnerable communities through continuing support to the refugee response in Moldova and by providing research insights that lead to enhanced support to Moldovan communities in need; and the Resilient Practices RT which aims to support partners in strengthening local governance, improving socio-economic outcomes and access to public services, and enhancing disaster risk awareness and preparedness. These research teams are supported by a cross-cutting Technical Support Team focused on data support, information management, and GIS/ remote sensing.

We are currently looking for a Senior Assessment Officer to support our team in Moldova.

Department :REACH / AGORA

Position : Senior Assessment Officer

Contract duration :12 months

Location : Chisinau, Moldova

Starting Date : June/July 2024

IMPACT Moldova is looking for a Senior Assessment Officer to work with the Resilient Practices Research Team on critical assessments including Area-based Assessments in Causeni and Criuleni Raions, nation-wide housing sector and entrepreneurship landscape assessments, among others.

Under the line management of the Resilient Practices Associate Research Manger in Moldova, the Senior Assessment Officer is responsible for the implementation of IMPACT’s research cycles in Moldova, including the preparation, data collection, analysis, drafting, dissemination and evaluation stages. Throughout research cycles, the Senior Assessment Officer engages with partners to promote their participation and maximize their impact. He/she also ensures an efficient and transparent use of resources required for project implementation. This can include the direct supervision of assessment teams.

During his/her mission, the Senior Assessment Officer will be hosted by IMPACT’s global partner ACTED and will fall under the direct responsibility and management of ACTED’s Country Director and his/her delegates for all Administrative, Security, and relevant Logistics and Finance issues. S/he will therefore fully abide to ACTED’s Security, Administration, and relevant HR, Logistics and Finance rules and regulations.

RESPONSIBILITIES

The Senior Assessment Officer is responsible for overseeing the planning, implementation and follow up of research cycles to which s/he is assigned, in close coordination with other team members and with relevant external partners. In doing so, the Senior Assessment Officer will ensure an effective management of related projects and resources, including (when relevant) line-management national and international assessment staff.

More specifically the Senior Assessment Officer is responsible for the following:

RESEARCH PLANNING:

• Anticipate knowledge gaps prior to the execution of a Research Cycle;

• Ensure that required secondary data review and/or analysis has been conducted in preparation of an assessment; • Ensure that all research cycles are planned in line with the country strategy, relevant research and project objectives and with IMPACT’s research cycle and other relevant guidelines; • Design research approaches and methodologies according to IMPACT’s requirements and principles as well as partners’ information needs;

• Compose and construct, in close coordination with GIS and data teams, qualitative and quantitative data collection tools; • For each research cycle, prepare ToRs and ensure their validation by HQ before any data collection begins; • Ensure relevant stakeholders and partners are engaged in research design and planning.

RESEARCH IMPLEMENTATION

• In close liaison with field officer(s), ensure that required enumerators are identified and trained for primary data collection; • In close liaison with field officer(s), Monitor data collection, ensuring its correct implementation in line with agreed TORs; • In close liaison with field officer(s), Manage assessment logistics, including with partner organizations, identifying assessment areas, facilitating design workshops, managing joint data collection processes, and facilitating joint analysis workshops;

• In close liaison with field officer(s), Ensure regular situation updates on data collection are produced and circulated to line manager, relevant colleagues and external counterparts. Provide support and follow up on identified challenges during the data collection process;

• Ensure that the line manager and IMPACT HQ research department are alerted to any issues that prevents full implementation of the methodology agreed in the approved TORs. Ensure that all changes to the methodology are documented throughout implementation, and that any change is formally validated by IMPACT HQ;

• Keep track of progress and delays of all assigned assessments throughout the research cycle. Ensure that delays or identified challenges for specific assessments are reported in writing and orally in a timely manner; • In close liaison with field officer (s), Ensure logistics, financial, administration, security and HR processes directly related to ongoing and upcoming assessments are appropriately planned, implemented and coordinated with the relevant ACTED departments; • Ensure that all collected data is stored in line with IMPACT’s Data Management Guidelines and with the ToRs; • In close liaison with field officer (s), Ensure that data is revised and cleaned, and that all revisions are recorded;

• In close liaison with data colleagues Provide data analysis on primary and/or secondary data as per ToRs, ensuring that meaningful techniques are used to analyze the data collected; • Ensure that data and its analysis are validated by IMPACT HQ before product drafting stage; • Ensure that data and its analysis do not contain personal information and are validated by IMPACT HQ before sharing to external parties.

DRAFTING OF RESEARCH PRODUCTS

• Ensure the drafting of timely and accurate outputs that consolidate the analyses from each research cycle into relevant products such as factsheets, reports, briefs, presentations, etc which comply with IMPACT’s guidelines and quality standards;

• Ensure that products accurately reflect the information collected and that information is conveyed in a way that maximizes their impact in line with their intended use;

• Liaise with relevant GIS colleagues to ensure effective spatial representation of research findings in maps or interactive web-portals, as relevant; • Follow the designated timeline of reports to be submitted to project partners and donors. Ensure that delays or identified challenges for specific assessments are reported in writing and orally in a timely manner;

• Maintain regular communication with country Management and IMPACT HQ on progress and deadlines for written products; • Ensure that all written products are validated by IMPACT HQ before external release.

EXTERNAL ENGAGEMENT

• Ensure that relevant partners are consulted and involved at all stages of research cycle: assessment preparation; data collection; data analysis; review of research products; product dissemination; and lessons learnt;

• After validation by the line manager, represent IMPACT in relevant meetings/ working groups;

• Follow up on issues identified by partners or during meetings / working groups;

• Promote an active use of datasets and research findings by partners and the broader humanitarian community for their decision making;

• After validation by line manager, present research findings to relevant third parties in order to enhance their use and impact; • Ensure that all partner engagement and all external relations are clearly documented and communicated with the line manager and relevant colleagues;

• More generally, contribute to the creation of a positive image and overall credibility of the organization, notably through the application of IMPACT’s mandate, ethics, values and stand-point with regard to other actors.

KNOWLEDGE SHARING AND LEARNING PROCESSES

• In coordination with country management, support the conduct of monitoring and evaluation for each Research Cycle, as specified in the research ToRs and in line with IMPACT Guidelines;

• Generate and document robust lessons learned at the end of each Research Cycle; • Ensure knowledge and learning processes are shared with other Units and teams within mission, and with HQ; • When required, provide feedback to appropriate global organizational knowledge learning tools.

PROJECT CYCLE MANAGEMENT

For relevant projects, ensure compliance to project cycle management requirements and guidelines at all phases:

• Before project start, ensure the organization of a kick off meeting and the availability of key project management documentations to plan the efficient use of assets, financial and human resources;

• In close coordination with line management, finance and grants colleagues, monitor and regularly update the use of assets, financial and human resources, in full compliance with IMPACT’s guidelines; this includes maintaining an oversight of budget availability and expenditure for assessment activities; • Ensure that project deliverables and requirements are tracked, met and complied to;

• Ensure that any issue in relation to project implementation is reported to the line manager, finance and grants colleagues, and HQ;

• Ensure that a project completion meeting is held and documented for all relevant projects;

• Support the line manager, finance and grants colleagues in drafting of relevant project narrative and financial reports; • Other tasks as requested by supervisors.

TEAM MANAGEMENT AND CAPACITY BUILDING

• As relevant, line management of national and international assessment team members;

• For staff under his/her responsibility, and in close consultation with line manager, conduct of appraisals, provision of regular feedback, and participation in career management; • Prepare and follow up work plans with each staff member that directly reports to him/her;

• Conduct regular meetings with relevant national and international assessment staff members to assess progress in relevant research cycles and to review work plan;

• For all activities, ensure that all assessment and field teams are comprehensively briefed on objectives, expected outputs and that the overall implementation strategy is clearly understood;

• Ensure that project/field staff are given required training and resources to achieve their tasks in line with IMPACT and project requirements;

• Be available to provide regular support and technical backstopping; regularly debrief team members to receive feedback on the progress of an activity;

• In coordination with line manager, contribute to conduct induction for new staff members, including training in basic technical competencies for research design, implementation and analysis;

• Support to the line managers and specialists in the development and implementation of capacity training plans for team members.

INTERNAL COORDINATION

• Actively participate in regular team meetings;

• Ensure regular coordination and exchange with relevant colleagues;

• Engage in the development and implementation of IMPACT’s strategy in (country).

DATA CONFIDENTIALITY AND PROTECTION

The Senior Assessment Officer will maintain the strictest confidentiality on all data collected and related processes, ensuring full compliance with IMPACT’s data protection policy and SOPs. He/she will actively take measures to prevent the unauthorized sharing of any information and data belonging to IMPACT and its partners, or collected during his/her assignment with IMPACT.

REQUIREMENTS

• Academic Excellent academic qualifications, preferably including a Master degree in relevant discipline;
• Research skills Proficiencyand proven experience with research methods. Excellent analytical skills
• Software skills Proven knowledge of the Microsoft Office Suite, to include Word, Excel, and PowerPoint. Advanced skills in R, SPSS and/or STATA or other statistical analysis software are an advantage; Experience with InDesign an asset.
• Years of work experience At least 3 years of relevant working experience. Experience in humanitarian settings highly desirable;
• Management skills Team management experience and skills highly desirable;
• Thematic experience Prior experience with Area-based Assessments is desirable
• Communication/reporting skills Excellent communication and drafting skills for effective reporting;
• Multi-tasking skills Ability to multitask with tight deadlines, on numerous research cycles;
• Level of independence Proven ability to work independently;
• Cross-cultural work environment Ability to operate in a cross-cultural environment requiring flexibility;
• Experience in geographical region Past experience in the Eastern European region is desirable;
• Language skills Fluency in English required, competency in Rumanian and/or Russian an asset;

COMPENSATION AND BENEFITS

• NB - IMPACT salaries are strictly determined by our salary grid depending on the grade of the position and the level of education of staff. A location-dependent security and/or isolation adjustment is then applied as a recognition that some staff are required to work in difficult places where living and working conditions are much more difficult than elsewhere.
• Accommodation and food provided in a guesthouse. NB – IMPACT is hosted by ACTED in this country
• Enrolment in Swiss private pension fund (Swisslife – approx. 9.975% of staff gross salary), health insurance, life insurance and repatriation assistance
• Accompanied status does not apply to this position
• Flight tickets every 6 months & visa fees covered (in-country travel costs and professional expenses are fully covered)
• Contribution to the luggage transportation: between 20 and 100 kgs, depending on the length of the contract (+ luggage and personal property insurance)
• Annual leave of 36 days per year. Public holidays of the country of assignment. Family/compassionate leave when applicable.
• Predeparture induction - 3 days at IMPACT Initiatives’s HQ in Geneva + one week pre-departure training in ACTED HQ in Paris, including a 4-days in situ security training;
• Enrolment in IMPACT Initiatives Research Foundational Learning Programme within the first 3 months from the start of contract.
• IMPACT prioritizes the psychological safety of its staff and the health insurance provided covers, among others, up to 1000 € per year of psychosocial counselling fees

How to apply

Please apply at the following link: senior assessment officer based in chisinau, moldova | impact (impact-initiatives.org), related content, case study: women’s tech hubs moldova.

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New ITU case study maps the Moscow ‘smart city’ journey

Moscow reports experience with Key Performance Indicators for Smart Sustainable Cities

A new ITU case study offers an evaluation of Moscow’s progress in meeting the objectives of its ‘smart city’ strategies and the United Nations Sustainable Development Goals (SDGs). The case study ,  Implementing ITU-T International Standards to Shape Smart Sustainable Cities: The Case of Moscow , was undertaken using the Key Performance Indicators (KPIs) for Smart Sustainable Cities developed by the  United for Smart Sustainable Cities (U4SSC) initiativ e .

The ITU case study traces Moscow’s smart city journey from its origins in Moscow’s  Information City  strategy launched in 2011 to its successor the  Smart Moscow 2030  strategy. It highlights the role of Moscow’s Government in coordinating the implementation of a wide array of smart city projects in the city and how these projects have substantially improved the quality of life for city residents. The report assesses Moscow’s smart city performance using U4SSC indicators that measure impact on three dimensions: the economy, environment and society & culture.

Information and communication technology (ICT) is a recognized key contributor to the Moscow economy. Building on its strengths and maintaining ICTs as a strategic lever, Moscow has adopted vibrant policies for ICT development and proliferation. These aspects are clearly reflected in the good performance by Moscow, as presented in the report, within the sub-dimensions of “ICT” and “Productivity”.

The case study also serves as a valuable reference point to other cities in Russia and Commonwealth of Independent State countries – as well as to cities around the world pursuing greater efficiency and sustainability. ITU standardization experts responsible for the refinement of the Key Performance Indicators will also find the case study to be valuable.

RELATED: Dubai reports results from implementing ITU’s Key Performance Indicators for Smart Sustainable Cities

“Home to more than 12 million people, Moscow is the largest urban area on the European continent,” said ITU Secretary-General Houlin Zhao. “Considering the size of Moscow and its population, this case study offers a unique set of lessons learned for other cities around the world developing a ‘smart city’ strategy. I commend Moscow’s leaders for their efforts to share these experiences and this knowledge with the international community, towards creating a ‘smart’ world for everyone, everywhere.”

“Moscow has made a rapid smart city journey from 2011 and we are keen on keeping up with the pace. No matter whether it is Moscow, Singapore or Barcelona – every city has the same task to make their residents’ lives enjoyable, safe and comfortable,” said Strategy and Innovations Advisor to the Chief Information Officer of Moscow, Andrey Belozerov. “We are happy to contribute to this research as it is important to develop universal metrics to access city performances all around the world.”

The findings of the case study will feed into the work of ITU’s Telecommunication Standardization Sector (ITU-T)  Study Group 20 , the expert group leading the development of ITU standards for the Internet of Things and smart cities. These standards assist in optimizing the application of ICTs within smart cities, in addition to supporting efficient data processing and management.

RELATED: New ITU case study shares insight into Singapore’s ‘Smart Nation’ strategy

The findings will also be taken up by the U4SSC initiative, which advocates for public policy to ensure that ICTs, and ICT standards in particular, play a definitive role in the transition to Smart Sustainable Cities. U4SSC also promotes the adoption of international standards in reaching the United Nations Sustainable Development Goals and the reporting of associated experiences.

The Moscow case study follows prior smart city case studies of Dubai and Singapore. These have made valuable smart cities experiences and knowledge available to other cities around the world. This reporting also solicits feedback that helps cities to refine their smart city strategies.

U4SSC has developed a  ‘Collection methodology for the Key Performance Indicators for Smart Sustainable Cities’  to guide cities in their collection of core data and information necessary to assess  their progress in becoming a Smart Sustainable City. It is supported by 16 United Nations bodies, including ITU, and is open to the participation of all stakeholders interested in driving smart city innovation.

The collaboration encouraged by U4SSC has led more than 50 cities to measure their smart city strategies using the U4SSC’s KPIs for Smart Sustainable Cities, which are based on the ITU international standard,  ITU Y.4903/L.1603 “Key Performance Indicators for Smart Sustainable Cities to assess the achievement of Sustainable Development Goals” .

This ITU News story was originally distributed as an ITU press release. For more ITU press releases, see the  ITU Media Centre . 

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'Mistake' or misconduct? After viral DUI body camera video, courtroom spectacle unfolds

The public defender for a man charged with DUI accused a Tallahassee police officer of planting evidence in his car during a traffic stop and arrest last year, though prosecutors called it a “mistake” and urged jurors to “stick to the facts” of the case.

Were it not for the sensational allegations of a frame job, the DUI trial of Calvin Riley Sr. might have gone unnoticed by the public, the media, the politicians and the PR people who came to the Leon County Courthouse to watch the live-streamed proceeding in person.

What was supposed to be a one-day trial on Friday turned into a spectacle, with multiple delays caused by the state’s failure to properly redact the officer’s body-worn camera video, which required repeated trips to the editing room. One of the jurors had to be struck after acknowledging he’d watched news coverage of the story the morning before trial.

By the end of the day, only one witness, Officer Kiersten Oliver, who initiated the traffic stop, had taken the stand. Jurors told the judge after 6 p.m. that it was getting late and they’d rather reconvene on Monday than work into the night.

County Judge Jason Jones, clearly exasperated by the fits and starts, told the six-person jury to return Monday morning. He admonished them to avoid any social media or news coverage about the sensational case, which burst into the public after Our Tallahassee , a left-leaning, electioneering media site, posted narrated body camera video of the arrest two days before the trial began. The video got nearly 3 million views, and the story drew national attention.

Jones expressed his dismay earlier, after Riley’s public defenders reviewed Oliver’s body-camera footage that prosecutors intended to play for jurors and found it had references to field sobriety tests, which Riley had refused at the scene and Jones had ordered inadmissible.

“I’ve never experienced anything like this in my 20 years of practicing law,” Jones said with jurors outside the courtroom. “This is unbelievable.”

Riley was arrested on May 7, 2023, after Oliver, who was at an unrelated traffic stop on South Monroe Street, spotted his white Mercedes speeding with his headlights off, according to the police report. It was 2 a.m., and Riley told an officer at the scene that he had just been to a bar where he’d had a couple of beers.

During a search of Riley’s vehicle — which prosecutors emphasized came after he was arrested and cuffed for DUI and driving on a suspended license — Oliver found a small bottle of vodka tucked in a passenger’s side pocket, opened it, spilled most of the contents out, put the cap back on and tossed the bottle into Riley’s car.

“This case involves an officer planting evidence,” said Assistant Public Defender Desiree Goodfellow during her opening statement. “I’m not going to sugar coat it. What you are going to see from the officer is shocking. It is egregious. It is outrageous. It is not an innocent mistake.”

TPD officer at the center of the case takes the stand

Emma Hirschy, a Florida State University law student and certified legal intern serving as lead prosecutor, said Oliver, who joined TPD in 2020, was trying to follow TPD policy on disposing of alcohol when she emptied the bottle.

“Seeing this bottle, she goes to open it, to dump it out, not realizing at the time that it was sealed,” Hirschy said. “She’s going to tell you that she didn’t realize that and that she made a mistake. And that’s all that happened. They didn’t take it into evidence.”

Oliver, who was on family leave and not expected to testify, ended up taking the stand. Hirschy said the state made the last-minute decision to call her — which prompted objections from Assistant Public Defender Eric Henely — because of the pre-trial publicity. Oliver had appeared earlier in a video deposition.

Under questioning by Hirschy, Oliver said she was “kind of shocked” when she saw Riley’s car speeding down South Monroe with its headlights off. 

“When I got behind (Riley’s car), it was starting to slow down, but it wasn’t stopping,” Oliver said. “My blue lights were on, and the vehicle was kind of swerving in and out, crossing the line into the right-hand lane next to it. There was a vehicle next to it at one point, and they never collided or anything but ... it concerned me that they were going to hit them.”

Oliver said after pulling him over, she noticed his eyes were “watery” and “kind of bloodshot.” She said she had to show him that his lights were off and that things were “fumbling and falling” as he pulled papers from a visor to find his driver’s license, which he couldn’t produce. His license was suspended for failing to carry insurance.

She said she saw a Tervis tumbler near the center console and that it smelled of alcohol. But she was unsure if she could smell it and asked a fellow officer, Margaret Mueth, who has more DUI case experience, to assist. 

“I feel like I’m getting some indications,” Oliver said early in the 40-plus minute body-cam video that the state played for the jury. “But I’m not sure.” On the stand, she said he didn't smell "overwhelmingly like alcohol." Asked what his car smelled like, though, Oliver said, "It smelled like alcohol and marijuana."

Riley, as seen on the video, protested his treatment loudly and repeatedly throughout the incident and insisted he didn't smoke "weed." Oliver offered to help him make a phone call and said she was calling a tow truck as he shouted over her.

“You don’t even need to be wearing that badge,” Riley said. “You said you smelled marijuana. You’re a liar. And I’m going to prove that. And they’re going to fire you. Run the teletype, you’re messing with the wrong person.”

TPD Sgt. Brian Smith, on scene by that point, offered a suggestion, which Riley declined.

“You know you can provide a breath sample if this is all a misunderstanding,” Smith said.

During testimony about the vodka bottle, Oliver said she found it during a search that happened after Riley’s arrest on the two charges. 

“Did the vodka bottle play ... any role in your decision to have him placed under arrest for driving under the influence or driving with a suspended license?” Hirschy asked.

“No,” Oliver said, “because it was found post his arrest.”

Defense lawyer points out inconsistent testimony from officer

Goodfellow homed in on the bottle during cross-examination. She asked if she found a bottle, picked it up and opened it. Oliver answered affirmatively to the questions.

“That bottle was sealed before you opened it?” Goodfellow asked.

“Yes, ma’am,” Oliver replied.

“You broke the seal,” Goodfellow asked.

“Yes, ma’am,” she said.

Oliver testified that she dumped the vodka out onto the road, put the top on and put threw it on the passenger side.

“Has that always been your testimony?” Goodfellow asked, referring to her previous sworn statements.

“Everything that you just asked, I did not know that I opened the bottle in my original testimony,” she said.

“Every trial hearing, you testified to tell the truth?” Goodfellow continued. “And you testified that you did. So at that time, that was a lie?”

“Unknowingly, yes,” Oliver said.

Politicians spotted in the courtroom crowd

Courtroom 2F was fairly packed early in the day, though the crowd thinned as the trial bogged down. Spotted in the gallery were Leon County Commissioner David O’Keefe, who sat briefly with City Commissioner Jeremy Matlow before leaving. Matlow — an ally of Our Tallahassee founder Max Herrle, the political operative who wrote the story and narrated the video that went viral — spent much of the day in the courtroom. 

Public Defender Jessica Yeary, who on Thursday called Riley’s arrest an “injustice,” spent the entire day in the courtroom. Jamie Van Pelt, who does communications for the public defender, was at her side in the morning.

Assistant State Attorneys Garett Berman and Eric Trombley sat at the defense table with Hirschy and joined her in numerous sidebars. Jason Newlin, longtime investigator for the State Attorney's Office, was on hand periodically.

In other developments, the Florida Police Benevolent Association issued a statement Friday blasting Herrle, saying the story took "biased reporting to a pathetic new level.” The PBA said it was exploring legal options to “prevent further jury tampering” in future cases and called for an “immediate investigation” into how the body-cam video “was leaked” to Herrle.

Matlow defended Herrle's work, posting on Facebook that "the failure of the police union to recognize wrongdoing, and work to make sure it doesn’t happen again is a disservice to our community and their membership."

Contact Jeff Burlew at [email protected] or 850-599-2180.

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LIBF UNIT 4 APRIL 2024 CASE STUDY 2 QUIZ - 'Leslie' | FINANCIAL STUDIES DipFS U4 CS2 75x Q&A

Subject: Business and finance

Age range: 16+

Resource type: Assessment and revision

Last updated

4 April 2024

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LIBF Diploma in Financial Studies Unit 4 (SFS) April 2024 Part B Exam - 75x ‘Leslie’ Case Study Questions

75x questions (with answers provided) to support students to become familiar and/or test their understanding of the ‘Leslie’ case study (DipFS Unit 4 April 2024 Exam).

The questions can be used flexibly either within class or given to students to complete as an independent learning/homework activity. By getting students to complete these 75x questions you can be sure that they have read and understood the case study.

As part of the purchase you will be provided with:

• PowerPoint that goes through all questions then goes through all questions and answers
• Word document that contains a list of all the questions
• Word document that contains a list of all the questions and answers

PowerPoint and Word documents do not include any names or school logos so can be used straight away without any further work on your part - A READY-TO-USE RESOURCE!!!

LIBF Certificate in Financial Studies LIBF Diploma in Financial Studies

Unit 4 - Sustainability of the Financial Services System (SFS)

Also available for April 2024 examination: UNIT 2 MARCH 2024 CASE STUDY 1 QUIZ - ‘Hugo and Sarah’ https://www.tes.com/teaching-resource/resource-12996360

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