Terms of Reference
Strengthening ways of working to deliver the new CaLP strategy:
A review of functions, skills, structure and ways of working
Consultant sought: Management Consultant / Change / Transformation Manager
Ideally, the majority of this work will be completed by the end of 2020 but a quality process is more important than the target date. Timelines will be agreed at the time of recruitment.
1) Substantial experience of effective organisational design
2) A track record of facilitating successful organisational change, including reviewing functions and assessing skills needed within teams
3) Understanding of the changing humanitarian system, as part of the broader international aid system, and of networked working.
CaLP is a dynamic global network of over 90 organisations engaged in the critical areas of policy, practice and research in humanitarian CVA and financial assistance more broadly. Collectively, CaLP members deliver the vast majority of humanitarian CVA worldwide.
What makes CaLP unique is its diversity. Members currently include local and international non-governmental organisations, United Nations agencies, the Red Cross/Crescent Movement, donors, specialist social innovation, technology and financial services companies, researchers and academics, and individual practitioners. Together, and alongside our strategic partners, we seek to better meet the needs and improve the outcomes for people affected by crisis. To do this we ensure that CVA is a central, scalable component of quality, timely and appropriate humanitarian assistance, and that the need to sustain positive outcomes for people over the longer term is considered.
A new strategy
CaLP’s role has evolved over the years. Originally an alliance between five NGOs based around advocacy for the use of CVA, it is now a broad-based network of members operating in an environment where more than $5.6bn in CVA is delivered each year. It has shifted from an advocacy and training organization, which was the primary provider of research, evidence and training around CVA, into a network of actors who play multiple roles.
CaLP has recently developed a new strategy to guide its work over the next five years. The strategy is the culmination of a seven-month process. Through interviews, focus group discussions and an extensive survey, the process involved over 450 people across the globe. There was clear convergence of views in some places, with differing perspectives and priorities in others. Differences were handled through regular feedback loops with a strategy working group, the CaLP team and the CaLP Board, options were discussed, significant points sense-checked and the direction of travel agreed. The strategy marks a watershed for CaLP and is the first strategy designed for the network rather than the secretariat/CaLP team – it recognises that collective action is critical if we are to achieve the change that is both needed and possible.
The new strategy implies changes in ways of working for the staff team and, will therefore require changes in some core skill sets and roles, as well as the overall structure of the team. It recognizes the fast-moving space within which CaLP operates and the need for both intended as well as emergent strategy – this needs to be reflected in the way the staff team functions. Over the years, the CaLP team have adjusted to new demands and changing circumstances. The new strategy further underscores the need for agility and so this needs to be further embedded both in teams and individual roles as well as in ways of working – with organisational stability and structures underpinning flexible working.
As the strategy will move forward in a phased approach, adjustments to ways of working will also be phased. It is expected that change will be achieved largely through a combination of staff development (investment in reskilling/upskilling), adjustments to some existing teams and roles, natural attrition and adjustments to enable ways of working that support and are in keeping with the new strategy.
While this progressive/phased approach has benefits, it also brings risks in terms of not making sufficient changes to deliver the new strategy and/or negative feelings related to a sense of constant change. All this requires the development of a clear, well understood, road map for change.
Organisational set up
The CaLP staff team currently comprises 30 staff members, with the team working out of offices in Amman, Dakar, Geneva, Nairobi, Oxford, and Washington, in addition some staff work from home in other cities/countries. Staff details and the organigram can be found here. Given the COVID pandemic, more of the team have been working from home and from different locations. This underscores the possibility of more roles becoming more dispersed over time, though the pros and cons of this need to be explored.
The team is currently organised both by geographical focus and by function. Functions include meeting facilitation; training; advocacy; event planning; influencing; research; documentation; knowledge management; communications; translation; procurement; finance; grant management and more.
There is substantial formal and informal cross team working. Teams currently include: regional; global; communications; business support; capacity building; programmes and senior management. Many individuals identifying as being in multiple teams. In addition, task teams work across the organisation on time limited initiatives, involving people according to skills and interest.
While some job titles are the same, the content of the job descriptions and workplans can vary significantly. CaLP is hosted by three agencies (the AAH and Oxfam families, and NRC) with staff contracted by the host agencies on CaLP’s behalf. In addition, staff are occasionally seconded from other agencies and interns are sometimes recruited for time limited pieces of work. The management of internships, as with staff terms and conditions, vary by host agency. The host agency set-up has implications for the HR review/change process in terms of related policies that need to be considered. In addition, finance, procurement and grant management functions differ according to host agencies.
Note: a separate but related HR consultancy is planned which, once functions/skills/roles are identified, will support the revision of roles. Applicants for this consultancy teams may, if suitably qualified, apply for both roles.
This Terms of Reference is for a consultancy (lead by an individual, team or company) to support a review of functions, skills, structures and ways of working of the CaLP staff team and to develop a road map for phased change which will support the effective delivery of the new CaLP strategy.
The consultative process, anchored on the new CaLP strategy, will help objectively review the functions, skills and structures needed to deliver the new strategy and propose a phased approach to change, including the revision of job profiles, structure and ways of working. The process will involve engagement with the whole staff team and with HR functions in each of the host agencies. The consultants will report to the Director of CaLP.
The objectives of the consultancy are:
In the event that an optimal set up cannot be achieved within the existing resource envelope, options should be identified and their implications, in terms of strategy delivery, detailed.
It is anticipated that the consultancy will involve:
Engagement with the team which could involve:
The deliverables of this consultancy are:
It is anticipated that the process will take in the region of 30 consultant days. Ideally, the majority of this work will be completed by the end of 2020 but a quality process is more important than the target date. Timelines will be discussed and agreed at the time of recruitment.
The process will be supported by some members of the Board who will serve as final decision makers in the event of disagreement between SMT about the report recommendations
The consultant/s should have the following essential skills, knowledge and experience:
In addition, the following skills, knowledge and experience are of added value but not essential:
Note: This assignment will be home based and interactions will all be remote. The consultant must be available to interact with staff who are based in time zones from Panama City to Nairobi.
Applications are invited from appropriately qualified consultants (individual, teams, or companies) with the ability to undertake the above activities. Applicants should submit:
Expressions of Interest must be sent to email@example.com by end of day 26 October 2020.
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Inter-Agency Working Group on disaster Preparedness for East and Central Africa (IAWG)
P.O. Box 14762- 00800 Westlands Nairobi, Kenya Tel:+254 (20) 418 0403/4/5
Physical location, Lower Kabete Road (Ngecha Junction).