United Kingdom of Great Britain and Northern Ireland: Education in Emergencies: Review of Business Systems

Terms of Reference (TOR) for Education in Emergencies – Review of Business Systems

The purpose of this consultancy is to develop a recommendation for Save the Children regarding how to structure its support to its education in emergencies work. It will need to help us think about how to structure our work so that it is the most cost-effective but also has the widest impact. This recommendation will also need to align with the global 2016-2018 strategy. It will need to show how the organisation should structure its cross-institution and sector work to enable the institution to meet its education in emergencies goals by 2018. It will need to consider the member and contextual realities of Save the Children’s education in emergencies work. It should consider elements of business systems such as: information sharing, deployment protocol, and the location and reporting lines of positions that support education in emergencies programming. It will build on recommendations already made about modifications to current protocol, such as the transfer of the Education in Emergencies Working Group’s leadership to a staff member of the Education Global Initiative.

Duration of the TOR is 25 days

Location: Home based with possible trips to Copenhagen, Geneva, London, Oslo, Rome and the USA.

With support from the Education Global Initiative and the Education in Emergencies Working Group, the consultant will carry out the specified tasks below:

1 Based on conversations with consultancy focal point, revise the initial work plan/Gantt Chart developed as part of the bidding process (.5 day);

2 Produce a (set of) tool(s) that can be used to collect, collate, aggregate, and codify existing data on the operational support areas to be reviewed (4 days). Must be appropriate to collect data on the following areas of inquiry, at a minimum:

• Internal information sharing


• EiE advocacy at the county office, member and global levels


• Existing recruitment and deployment protocols


• Current protocols around technical assistance (including the practice of member-provided assistance): remote and in-person support, the roster system, etc.


• Effective backstopping systems in countries where multiple members are funding programming


• Education in Emergencies working group meetings: purpose, frequency, etc.


• Existing capacity building programs and initiatives (including pathways for development education staff to become EiE responders)


• Data aggregation and knowledge generation: finance, programming/M&E, HR, etc.


• Risk analysis/evidence-based strategic planning process


• In-house ‘customer’ relationship management


• Extra-Save the Children brand building and management


• EiE ‘Product’ development, testing, and modification


• Select members of the Education Global Initiative and its Steering Committee


• Global Initiative Directors


• The SCI Humanitarian and Operations Directors and/or their designates


• Humanitarian Directors, Grant Managers, and EiE focal points of Members


• A representative sample of Directors of Operation and Programme Development and Quality at the Regional and Country Office level, and/or their designates


• The co-chairs and representatives of the Humanitarian Technical Working Group


• A representative sample of advocacy, M&E, and communications staff


• A representative sample of Risk Reduction colleagues


• The Cluster Co-leads


• A representative sample of EiE advisors and managers at the CO level


• Cover page (1 page)


• Table of Contents (1 page)


• Acronyms (1 page)


• Executive summary, including recommendations (2 pages)


• Introduction/rationale for piece of work (2 pages)


• Analysis of current programming footprint from our current strategy (2012-2015) against business systems that support it-detailed at a minimum by the components identified in section 2 above (5 pages)


• Analysis of proposed programming footprint (2016-2018) and systems needed to support it-detailed at a minimum by the components identified in section 2 above (5 pages)


• Systems needed based on above analysis-including details of new or re-engineered systems; include organizational and flow charts as appropriate.


• Financial resources needed to support the proposed business systems (detailed budget)

1. 
   

   Collect data regarding how Save the Children currently supports its education in emergencies programmes-from the Centre, across members, by the Regional Offices, and at the country office level. The analysis will need to inform recommendations about what changes might need to be made in order to meet the 2018 goals. Methodologies should include: document review, on-line surveys, semi-structured interviews, focus group discussions and stakeholder consultation. Stakeholders to engage will be primarily internal (external to be discussed) and include, at a minimum (10.5 days):

   
   


2. 
   

   Analyze this data in light of the 2016-2018 strategy. Analysis should consider: a) past achievements, challenges, costs, resources used, and lessons learned from the current operating model; b) what elements of the current model will support the next strategy as well as what elements need to change; and c) anecdotal and/or qualitative assessment of impact on children An anecdotal comparative analysis from other institutions’ work should be included. (4 days)

   
   


3. 
   

   Develop a recommendation inclusive of a cost/benefit analysis that outlines the most appropriate and feasible operating model to achieve the stated priorities in the 2016-2018 strategy. (5 days) The final product should be produced in two forms: a) a 10-15 slide PowerPoint summary; and b) a full report, structured with at least the following components (recommended pages):

   
   


4. 
   

   Facilitate a validation workshop at Save the Children International’s London office for a representative sample of stakeholders. This workshop will serve as part of the finalization of the draft recommendations piece and will result in its adjustment based on workshop outcomes. (1 day)

   
   

Qualifications, Experience and Skills

Essential

• University degree, preferably at an advanced level, in a subject area relevant to operational management of humanitarian responses.


• At least five years middle or senior management experience, preferably in the development or humanitarian response field.


• Strong technical skills in evaluation and cost effectiveness analysis


• Strong analytical and synthesis skills


• Excellent written and communication skills


• Excellent interpersonal skills


• Ability to work independently and achieve quality results with limited supervision


• Good spoken and written English

Desirable

• MBA


• Business process reengineering experience


• 
  

  Experience with a large federation, association, or member structured organisation.

  
  

  To apply, potential candidates must submit:

  
  

  1 Past evidence of similar work (including, where applicable, proof of measurable improvements to systems functioning as a result); and
  
  2 Develop a work plan/Gantt chart for the consultancy, taking into consideration the tasks outlined herein.
  
  3 Provide a costing bid to carry out the tasks outlined herein.