Terms of Reference Strengthening ways of working to deliver the new CaLP strategy: A review of functions, skills, structure and ways of working

Organisation: CaLP
Post: Kenya
Deadline: 2020-10-26 00:00:00
Posted: Thu, 10/15/2020 - 04:21

Job Description

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


Consultancy duration

30 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 agreed at the time of recruitment.



Consultant profile

1) Substantial experience of effective organisational design

  • Experience of reviewing functions, roles, staffing, skillsets and ways of working to enable the effective delivery of organisational vision and strategy.
  • Excellent analytical and communication skills, with the credibility to engage remotely with a diverse and globally dispersed team.
  • Ability to facilitate an effective and inclusive consultation process remotely.
  • Able to bring together multiple ideas, constructively challenge and enable a process that will result in a clarity about functions, skills profile, team structure and ways of working for the future CaLP team along with an agreed pathway for change.
  • An understanding of the set-up of CaLP or experience of working with an organisation with a similar set up, so that recommendations are framed within CaLP’s non-typical organisational set-up.

2) A track record of facilitating successful organisational change, including reviewing functions and assessing skills needed within teams

  • Proven experience of assessing skills needed for an evolving team, developing pathways for individual and collective development.
  • Experience of developing strategies and approaches for creating a learning culture.

3) Understanding of the changing humanitarian system, as part of the broader international aid system, and of networked working.

  • Experience of working with networks and systems thinking, with an appreciation of the opportunities and challenges of networks as a model for effecting change is desirable.



About CaLP

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.

Terms of Reference

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:


  1. Lead a consultative process to develop a clear vision for the roles, ways of working and organisational design needed to optimise delivery of the strategic vision, objectives and areas of strategic focus as outlined in the CaLP Strategy 2020-2025. This should be within the current resource envelope; based on a clear understanding of the current set up and cognizant of the need for in-built flexibility to support continued adjustment according to need as the network develops. This will include a review of:
    1. The roles/skills needed versus the current roles/skills profile across the team
    2. Ways of working (e.g. task teams, regional/global teams; functional teams; informal matrix management) and will propose adjustments and changes to structure as appropriate


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. 

  1. Develop a clear road map for phased organisational change over a 12-month period. This will include:
    1. Developing a clear change management process and timeline, including internal and external communications and identification of risks.
    2. Identification of any CaLP specific barriers to change and how these can be addressed


  1. In liaison with the HR consultant and along with the CaLP Business Manager, HR business partner and HR teams in each host agency ensure that all HR, legal and resource implications are fully considered and a fair and policy compliant process followed which meets the needs of all agencies.



It is anticipated that the consultancy will involve:


  • Key documents which will be made available by CaLP and added to during the process as relevant including: CaLP Strategy 2020-25; job descriptions; HR policy documents.


Engagement with the team which could involve:

  • Individual interviews
  • Group discussions
  • Online surveys / polls
  • Host agency engagement (Board and non-Board level)



The deliverables of this consultancy are:

  • Short inception report with an outline of the proposed process 
  • An internal communication plan, including plans for regular updates to the staff team
  • A final organisational change report including:
    • Analysis of functions, roles, skills and structure needed going forward
    • A proposition of the end state and phasing, including organisational chart
    • A clear road map for organisational change outlining the change management process and timeline, and identification of risks.
    • Proposal, with options, for developing needed skills.
  • An external communication plan.



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.


Consultancy Management

  • The consultant/s will report to the CaLP Director.
  • The consultant/s will engage with SMT at regular intervals.
  • SMT, led by the CaLP Director, will review deliverables.


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


Consultant profile

The consultant/s should have the following essential skills, knowledge and experience:

  • Strong experience and expertise in organisational design
  • Proven experience of leading or supporting change management processes
  • Experience of reviewing job functions and skills gaps vis-à-vis a futures orientated strategy i.e. not just planning for the now
  • Understanding of how networks operate and appreciation of skills sets needed to support mobilise them
  • Ability to engage effectively with teams
  • Strong communications skills
  • Proven track record of delivering sound analysis and high-quality written work
  • Ability to constructively challenge assumptions and ideas
  • Experience of working remotely and support change processes remotely
  • Fluent written and spoken English


In addition, the following skills, knowledge and experience are of added value but not essential:

  • Knowledge and experience of the humanitarian system
  • Arabic, French or Spanish language skills


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.

Application Procedure

Applications are invited from appropriately qualified consultants (individual, teams, or companies) with the ability to undertake the above activities. Applicants should submit:

  • A brief (max two pages) expression of interest that outlines the consultant’s reflections on the TORs (not simply repeating the TORs), including initial thoughts on process and potential challenges.
  • If more than one person is involved, clear definition of roles
  • Budget including proposed number of days, daily rate and availability.
  • A CV (max three sides) for each person to be involved


Expressions of Interest must be sent to consult@calpnetwork.org by end of day 26 October 2020.


Stay Updated

Subscribe to our monthly email to keep up to date with the latest products, tech tips and industry news.

Contact Us

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).