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TERMS OF REFERENCE – Organizational Change Process CARE International

Secretariat

CLOSING DATE for PROPOSALS

Date Tuesday 28 May 2019

CONTACT for QUERIES

Aida Mechkene Chourou, Head of HR & Administration Mechkene-Chourou@careinternational.org

Contents

Introduction ............................................................................................................................................ 1

Background ......................................................................................................................................... 1

Role of CARE Secretariat ................................................................................................................. 1

The current situation - FY19 and FY20 Budget ............................................................................... 2

CI Secretariat Response .................................................................................................................. 2

Statement of requirements .................................................................................................................... 3

Consultant Profile ........................................................................................................................... 3

Outputs required .................................................................................................................................... 3

Process and Level of Effort .............................................................................................................. 4

Reporting......................................................................................................................................... 4

Information required from tenderers ..................................................................................................... 4

Timeframe ............................................................................................................................................... 5

Instructions to tenderers ........................................................................................................................ 5

Introduction

The CARE International Secretariat is looking for a Change Management /HR Consultant to support

the CI Secretariat Executive Management Team (EMT) to carry out the change process that Financial

Year 2020 budget cuts and restructuring require.

Background

Role of CARE Secretariat CARE International is a Confederation of 18 Members, who fund the CARE International Secretariat as

the coordinating body of the Confederation. Each Member is led by a National Director and Members

fund the Secretariat from their unrestricted income according to an agreed contribution key.

The role of the CI Secretariat has changed since its establishment, in line with changes in the CARE

Confederation, and in response to requests by CARE Members. This has resulted in an expansion of

spheres of responsibility in the past years, in the areas of Program Strategy oversight, gender equality,

impact evidence and knowledge management, fundraising, advocacy and campaigning, global policy

development and harmonisation, accountability, and supporting Affiliate and Candidate Members

from the Global South to become new Members of CARE International. Other areas of the Secretariat’s

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work, while they have also changed over time, have provided services to Members for a longer period

(e.g. governance and humanitarian response/CARE Emergency Group, communications).

It is essential to ensure that the Secretariat plays the roles, and provides the services, which Members

consider to be of most value, and which will allow the Confederation to increase its impact and

relevance.

A survey to obtain feedback about the performance of the Secretariat, as well as the relevance of the

services it provides, took place in September 2018. A proposal was put forward for discussion with

National Directors in The Hague in November 2018. At that time, National Directors reiterated the

fundamental important role of the Secretariat in unifying the Confederation and helping pave the way

into the future. They agreed on roles and services that should continue as well as those that should

be evaluated, changed or discontinued.

The current situation - FY19 and FY20 Budget Directly linked to the role of the Secretariat, is the budget pressure the Secretariat is now facing in

FY20 due to unrestricted fundraising performance and pressures that Members are facing.

CARE USA experienced a significant shortfall in unrestricted fundraising in 2018. They consequently

requested a reduction of $500,000 to their contribution to the CI Secretariat’s FY19 budget (meaning

an overall reduction of $1 million to respect the contribution key). In response to this unprecedented

request, the CI Secretariat reduced its FY19 cost base by CHF630k compared to the FY19 Approved

Budget. This was in addition to an already agreed reduction of CHF 200k to the Membership

Development Fund for FY19.

An even larger reduction in their contribution to CI, between USD 1.2M and USD 1.5M, is now

expected by CARE USA for FY20. Under the existing contribution key, this amounts to an overall

reduction in the Secretariat’s budget of between CHF 2.4M to CHF 3M. (28% to 34% reduction).

CI Secretariat Response Considering CARE USA’s request, the Secretariat developed three possible scenarios to restructure

and significantly reduce Secretariat costs.

The three costed staffing scenarios are described as follows:

BASIC: This scenario includes minimum functions to be retained within the Secretariat team to ensure

the basic running of the Confederation. In comparison to the FY19 approved budget, the number of

staff reduces from 50.9 staff to 32.2, a reduction of 18.7 FTE.

CORE: This scenario adds 6 important roles to the Basic scenario to improve the efficiency of the

running of the Confederation and better meet current commitments, especially around agreed

international strategies. The Core scenario builds on the Basic scenario. In comparison to the FY19

approved budget, the number of staff reduces from 50.9 staff to 38.2, a reduction of 12.7 FTE.

ADDED VALUE: This scenario includes an additional 3 roles to the Basic + Core scenarios, which have

been identified through the review process as critical emerging capacities which are missing or needed

in a future looking Secretariat. In comparison to the FY19 approved budget, the number of staff

reduces from 50.9 staff to 41.2, a reduction of 9.7 FTE.

The agreed scenario will be determined by end May 2019, at this point we believe the basic plus core

scenario is viable.

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Statement of requirements

In this change context, CI Secretariat is looking for a Change Management /HR Consultant to support

the CI Secretariat to carry out the change process the budget cuts and restructuring require. The main

objectives are listed below:

1. Working with Secretary General and the EMT, review the implications of the agreed scenario

in terms of staff changes (separation, merging of roles, new roles, relocation of roles) and

build a related Implementation Plan that will start on 1 July 20191.

2. The plan must ensure fair and consistent treatment of staff, as well as compliance in all

national contexts where CI Secretariat hires staff (Geneva, Brussels, London and seconded

staff located in different countries and contractual mechanisms).

3. Support the Secretary General to build alignment and awareness with the Executive

Management Team, Senior Management Team and other stakeholders of the Implementation

Plan through consultation and communications.

4. Support the EMT to execute the Implementation Plan.

Consultant Profile

The Consultant should have deep expertise and recent experience with organizational and HR change

process, ideally in an international context impacting diverse locations/staff typology; and be highly

skilled in managing change processes, advising leadership with a hands-on work approach. The

Consultant should have the capacity to quickly comprehend the requirements of the assignment, build

trust with stakeholders, communicate effectively with colleagues and present information clearly.

Outputs required

Below the key deliverables expected from this consultancy in respect of the change process and

communications:

A. CHANGE PROCESS

1. Detailed Implementation Plan including the change process (timeframe, order of changes etc.,)

and communication plan capturing latest decisions/iterations.

2. Staff & Organization mapping (roles retained, transferred, terminated and resulting redundancy

implications, change and merging of roles, new roles, relocation of roles) incorporating due

diligence review that will support key decisions to make/implementation (e.g. redundancy

coverage/costs, etc.).

3. Mapping of each role and team impacted to agree the changes and actions needed (new/revised

Job Descriptions, recruitment, hand over time, retention during change phasing etc.).

4. Work with functional leaders to review/write job descriptions and support in building the future

organization (support recruitment, selection, etc., as/if required).

5. Propose principles to be applied (e.g. selection process if more than one CARE staff Member

matches role requirements, redundancy principles, etc.).

6. Ensure full in-house alignment (Executive Management Team, Senior Management Team, staff,

stakeholders etc.) and clarity on key milestones/action points/owners/stakeholders, etc.

1 The CI Secretariat financial year is 1 July to 30 June.

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7. Operational help on all implementation steps up to successful revised structure launch (support

in formalizing redundancies/termination and exit meetings, offers to staff affected, recruitment

when/if needed).

8. Support the EMT/SMT in actions to rebuild morale, cohesion, and appreciation.

B. COMMUNICATIONS

Support the Head of Communications to:

1. Produce an overarching version of the change implementation plan to share widely (diverse layers

of details to share with staff or CARE Members) to help build awareness on CI Secretariat work

impacts.

2. Build talking points for EMT to reinforce common vision, language and build a future CI Secretariat

success story.

3. Inform all staff regularly throughout the process and, support EMT and SMT with communication

to team members and possibly, build talking points/communication to a wider group as National

Directors throughout the change process.

Process and Level of Effort In the FY20 fiscal year leading up to the new CI Secretariat structure to be achieved by end FY20 (30

June 2021), the Consultant will meet with the Secretary General/EMT regularly. A working session

will be held with the EMT and other key staff to provide full picture of CI Secretariat’s shape, work and

the different streams underway (date to be defined). The Consultant will submit the first deliverables

in a sequenced way and is expected to get the first supporting documents ready by June 30th, 2019.

The estimated time is set to 30 days for the overall consultancy from June 1, 2019 to December 31st,

2019. This is expected to be approx. 2/3 days/week until July 30th, 2019 and then 1/2 day/week until

December 31st, 2019.

Reporting The consultant will report to the Secretary General.

Key relationships are:

• The EMT members: Deputy Secretary General, Humanitarian Director, Program Director,

Public Engagement Director, Head of Resources

• Head of HR & Administration

• Head of Communications

Information required from tenderers

To be eligible for consideration, tenderers should submit a short, succinct written delivery proposal

by the deadline, including:

1. A concise proposal demonstrating how you would achieve our statement of requirements

outlined in this invitation. Your proposal should include:

a. Appropriate details of your approach and methodology

b. Anticipated requirements of the CI Secretariat in undertaking the work

c. All milestones, costs and details of key staff who would be involved in the delivery of

your proposal.

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2. If you are a registered company, please provide a copy of your audited accounts showing the

company to be in good financial standing.

Timeframe

Proposal:

- 21.5.19: Receipt of invitation to tender - 28.5.19: Deadline for submitting proposal - 30.5.19: Decision by CI Secretariat - 1.6.19 Agency to be appointed and draft schedule of activity to be agreed

Instructions to tenderers

This section is intended to provide guidance to tenderers on the process and requirements concerning

this invitation to tender. If tenderers do not comply with this process, and all the requirements and

conditions of tendering, their tender may not be considered.

1. It is the tenderers’ responsibility to ensure they are fully informed and satisfied by their own

observations and enquiries as to the nature, extent and scope of the work that the tenderer

would be required to perform if awarded the contract. The CI Secretariat requires all tenderers

to ensure that they can perform such obligations if awarded the contract.

2. The tenderer shall be entirely responsible for any and all costs incurred in connection with the

preparation and submission of the tender and of undertaking any tests, demonstrations or

meetings as part of negotiations.

3. The CI Secretariat provides no undertaking to accept all or any part of the tender.

4. In this tender pack, the CI Secretariat has provided information to assist tenderers in

submitting their proposals. The CI Secretariat believes this information is sufficient for a

tender to be submitted. However, if the tenderer feels that the information is inadequate,

insufficient or incorrect in any way, or if there are any further queries, please put your request

in writing (email accepted) to the contact for queries noted above.

5. Please note that the CI Secretariat shall not bind itself to accept the lowest or any tender. All

tenders will be evaluated based upon the following award criteria as detailed further below.

Your tender should specifically include information on the following areas:

a. Expertise and understanding of the CI Secretariat’s requirements

b. Resourcing and scale of operation

c. People, relationships and communication

d. Proposed assurance and advisory methodology

e. Cost expressed in a transparent manner

f. Conflicts of interest