"Consultancy: a review of the Federation's accountability framework"
1. Summary.
1.1. Purpose
To provide expertise and advise the Secretariat on the definition of an accountability framework or model that is compatible with emerging international standards and expectations and verify whether the building blocks (accountability standards, procedures and mechanisms) that together constitute such a framework exist at the Secretariat and within the Federation at large.
1.2. Audience
Key audiences are the Secretary General and through him the Board. This should lead to the adoption of a revised and formal accountability framework that will be promoted to all RC/RC Societies for adaptation to their specific working environments. Further strengthening our accountability framework will ultimately be to the benefit of the donors and beneficiaries of the Federation's network's efforts.
1.3. Commissioners
The consultancy is commissioned by the Performance Development Department (PDD) within the National Society and Knowledge Development (NSKD) division on request of the Federation's Secretary General
1.4. Reports
The consultant will report to the USG in charge of the NSKD division and the Secretary General through the Head of the Performance Development Department
1.5. Duration
A total of 60 working days is allocated to cover the briefing, desk study, travel to selected countries and preparations and write-up of the various deliverables as per the time frame under 7. below.
1.6. Timeframe
To be defined in consultation with the selected candidate.
1.7. Location: Geneva, with travel to several RC/RC Societies, both providers and receivers of foreign assistance and several Federation offices at Zone and Country level (all to be determined together with the selected candidate).
2. Background.
The Federation's Strategy 2020, and especially in its discussion about Enabling Action 3 "Function effectively as the IFRC", strongly reflects a longstanding commitment from the Federation to accountability. The Strategy states that "we are committed to a culture of transparent accountability to our stakeholders" and these stakeholders are defined as "...the people we serve, those who entrust us with resources for action, people who work within the IFRC, governments and the external partners who collaborate with us". According to Strategy 2020, our accountability principles include commitments to explicit standard setting, openness in monitoring and reporting, transparent information-sharing, meaningful beneficiary participation, effective and efficient resource use, and systems for lesson learning and responding to concerns and complaints. It also lists various dimensions of accountability: `Compliance' assesses how suitably we function, i.e. the extent to which we adhere to our stated principles and values, and the policies and guidelines that drive our service delivery, the codes of behaviour that underpin our integrity, and the way we relate top our clients, partners and other stakeholders. `Coverage' assesses how much we do, i.e., the extent to which we meet identified needs and vulnerabilities in defined geographical areas or population groups and communities. `Quality' assesses how well we do, i.e. the extent to which our services make the best possible use of the human, financial and material inputs at our disposal. `Impact' assesses how much difference we make, i.e., the extent and sustainability of the changes that occur within the communities we operate. This strong commitment to setting standards, not only for what we deliver but also for how we do it and to report on and account for this, has been part of the Federation's culture since long and has resulted in a wide range of compliance mechanisms, procedures and structures at all levels of the organisation, i.e. within National Societies and between them and their external stakeholders as well as at the level of Secretariat (field-offices and the Geneva Secretariat) and between the Secretariat and its many stakeholders. Members and volunteers from the communities where the Red Cross or Red Crescent is present elect the governance at all levels of their National Society and holds them accountable through regular general assemblies. National Societies publish annual reports and accounts which are externally audited. These Societies come together to define the overall policies, guidelines and standards to which they will hold each other accountable as the International Federation under and agreed Constitution that was last revised in 2007. The Constitution contains detailed provisions for accountability including the specific duties of National Societies, and their integrity and compliance. They elect a Governing Board which holds the secretary general and his management accountable through both his constitutionally set statutory functions as well as his specific objectives. On both of these, regular and full reporting is made available to the board. The Board has several advisory bodies and Constitutional commissions, including a Finance Commission and a Compliance and Mediation Commission. The first one, amongst other responsibilities, reviews and comments on the budget and financial report provided by the Secretary General and comments on the report of the external auditors to the President. The second one receives and resolves allegations of as breach of integrity or any dispute that is brought to the Chair of their committee by any National Society or body of the International Federation. There are arrangements to safeguard accountability at the regional level as for example in the case of Africa through its African Leadership forum. And then there are a wealth of staff rules, regulations and codes of conduct as well as performance review procedures along with expenditure and financial controls in place at the Secretariat which also has a strong internal risk management and audit function that reports directly to the Secretary General on top of a well-established process for external audits. The Secretariat then works closely with National Societies through a worldwide network of country, regional and zone representations backed by expert departments in Geneva to put the policies decided by Governance into practice. Accountability is also associated with a learning culture and such a culture is actively pursued through a number of initiatives including a new rating process that builds on the experience of NEPARC which will allow Societies to benchmark themselves against agreed criteria of excellence, a Federation Wide Reporting System that captures and promotes the full magnitude of what we do, the Federation databank that will provide stakeholders with clear and up-to-date information on what each National Society does in its country, including activities, numbers of volunteers and paid staff, particular areas of expertise as well as offering them in a publically accessible digital space access to all their statutory documents such as Statutes, annual reports and audited accounts.
The above reflects an already impressive number of initiatives tools and provisions although the list is far from complete.
At the same time, the Federation is well aware of the renewed attention from the wider international community, including both direct humanitarian actors and donors, in the topic of accountability. It has followed with interest the work done more recently by ALNAP, HAP and HAP-I, HPN and ICVA on the one hand and the Good Humanitarian Donorship (GHD) initiative on the other hand to name but a few. It is keen not only on maintaining its high standards of accountability but also on ensuring that these standards comply with any emerging international standards or expectations.
That same concern has also been voiced more recently by the Federation's Finance Commission. Having debated the issue during several meetings of their commission, the Commission's Chairman has brought the matter to the attention of the Board who has invited the Secretary General to further look into the issue and to keep the Board updated.
3. Purpose & Scope of the consultancy.
3.1. Purpose (overall objective) and stakeholders.
The Federation's Secretary General has tasked the National Society and Knowledge Development Division (NSKD) to hire the services of a consultant who will provide a summary of the actual thinking of major humanitarian stakeholders as regards accountability, provide expertise and advise the Secretariat on the definition of an accountability framework, verify whether the building blocks (accountability standards, procedures and mechanisms) that together constitute such a framework exist at the Secretariat and within the Federation at large and, finally, will make any recommendations that could contribute to reinforcing or improving a culture of accountability. The information provided should allow NSKD to finalize a formal accountability model or framework that, once approved by the Board, could be promoted for adaptation and use by the various RC/RC Societies of the network. It should also allow the Secretary General and, through him, the Board to verify whether the existing range of performance standards, accountability mechanisms and procedures sufficiently cover the requirements of a comprehensive accountability framework that is compatible with modern standards and expectations of the wider international humanitarian community. Finally, the consultant is invited to make any recommendation that could help the network and its Secretariat to sustain and reflect a culture of accountability.
3.2. Scope.
The consultancy addresses the accountability requirements of the Federation network al large, i.e. as a network of RC/RC Societies, each of them autonomous in their role as a key humanitarian actor and as an auxiliary to the humanitarian efforts from their home governments in their respective country and of their Secretariat, with its headquarters in Geneva and its decentralized structures in the field. The consultancy should, therefore, include a visit to a few, selected RC/RC National Societies and at least 1 office at the zone and country level each beyond extensive consultations that will be held at the Geneva level. These will include discussions with the Secretary General, the Head of the Federations Finance and Compliance and Mediation Commission and all other actors as deemed fit for the success of the consultancy.
4. Objectives of the consultancy.
a. clarify what are the various expectations and emerging standards that guide the main accountability initiatives by INGO, NGO and donor networks
b. conduct a review of the "Code of Good Partnership" process and outcomes
c. conceptualize and propose an accountability framework, i.e. an overview of the concerns, topics, fields to be covered by standards and procedures (the detailed definition of which is beyond the scope of the consultancy), the procedures or modalities needed to ensure their adoption, monitoring and enforcement including the processes needed to examine and sanction breaches and ensure the right of the defendants
d. provide recommendations to facilitate the adoption and adaptation to local conditions of such a framework by the 186 members of the Federation and its Secretariat
e. to verify whether the sum of the existing standards, procedures and mechanisms of the Secretariat at field and Geneva level together constitute the proposed framework, identifying possible gaps in the process
f. to suggest additional recommendations that will help build a stronger culture of accountability throughout the International Federation as guided by the framework set in Strategy 2020.
5. Proposed Methodology.
Following a discussion and briefing with relevant decision makers and other key stakeholders to ensure an adequate understanding of the objectives and scope of the consultancy, the consultant will be expected to engage in a desk study of recent accountability initiatives of, i.a., ALNAP, HAP-I, ICVA and major institutional donors to extract any emerging international standards and expectations concerning the accountability of large, international humanitarian actors. Using those standards and expectations, the consultant will be expected to draft an accountability framework or model that shows the various concerns, responsibilities, fields of activities and other that need to be covered by standards or guided by principles and values and the mechanisms, systems and procedures that are needed to ensure their adoption, full implementation, adequate monitoring, effective enforcement and transparent reporting. The consultant is then asked to assess whether the wide range of existing standards, codes, rules and procedures, mechanisms and systems that exist within the Federation and its Secretariat are relevant, appropriate, effective and sufficient in the light of the proposed framework. Relevant gaps should be highlighted and clarified through a brief description of their nature and any critical requirements in covering them. The specific definition of standards or the actual development of mechanisms or procedures falls well beyond the scope of the consultancy. The consultant will then visit a few RC/RC Societies, in what is traditionally perceived as a "developing" and as a more developed context and also a few Federation offices at Zone and Country level to ensure the relevance, applicability and adaptability of the proposed accountability framework at their level. The consultant will then use the outcome of these field visits to draft the basic guidelines that should allow users at National Society level to adapt the proposed framework to their national context if and when approved by the Board. Finally, the consultant is invited to provide recommendations or suggestions that could help the Federation to boost its culture of accountability at all levels of the network and its Secretariat.
6. Deliverables (or Outputs).
a. A brief document, no longer than 15 pages, that summarizes the key concerns that guide some of the major recent accountability efforts from the wider international humanitarian community (both actors and donors) and highlights emerging standards and expectations concerning the accountability of large international humanitarian actors as the Federation.
b. A brief document, no longer than 5 pages, summarizing the history, status and lessons learned from the "Code of Good Partnership" process and outcomes.
c. A brief document, no longer than 15 pages, that proposes and explains a comprehensive accountability framework or model that is fully compatible with the identified modern standards and requirements as per 6.a. The document should contain the various concerns, fields or other that need to be covered by standards, codes or other normative provisions together with the processes, mechanisms, systems or other that are needed to adopt, ensure and monitor implementation, enforce, sanction and allow adequate reporting on them. Such a model should be relevant to the Federation's Secretariat at Geneva and field levels and, with a reasonable level of adaptation, to its member Societies within their National contexts.
d. A brief document, listing the formal standards, codes, procedures, mechanisms, systems and bodies that together make up the Federation's existing accountability framework and a comparison of these accountability related building blocks with the requirements of the proposed accountability framework or model.
e. A user-friendly guideline, no longer than 15 pages, to promote and accompany the adaptation of the proposed framework by individual RC/RC Societies.
f. A final conclusion and any written suggestion or recommendation that could help the Federation to boost its culture of accountability at all levels of the network and its Secretariat.
7. Proposed Timeline (or Schedule).
Initial briefing and consultations at the Geneva level: start of the consultancy (T) until T + 5 working days
Document 1 (modern standards and expectations): T + 10 working days
Document 2 (brief review of Code of Good Partnership): T + 20 working days
Document 2 (proposed accountability framework or model): T + 20 working days
Document 3 (existing versus proposed framework): T + 30 working days
Document 4 (adaptation guidelines) plus correction of document 2: T + 55 working days
Final suggestions and conclusions: T + 60 working days.
8. Quality & Ethical Standards.
The consultant should take all reasonable steps to ensure that the consultancy is designed and conducted to respect and protect the image of the Federation and its members and to ensure that his/her work is relevant, applicable reliable, and sufficient, conducted in a transparent and impartial manner, and contributes to organizational learning and accountability. Therefore, the consultant should adhere to the following standards:
1. Utility: consultancies must be useful and used.
2. Feasibility: consultancies must be realistic, diplomatic, and managed in a sensible, cost effective manner.
3. Respect: consultancies must be conducted in an ethical manner, with particular regard for the dignity and image of those involved in and affected by the study.
4. Impartiality & Independence; consultancies should be impartial, providing a comprehensive and unbiased assessment that takes into account the views of all stakeholders.
5. Transparency: consultancies should reflect an attitude of openness and transparency.
6. Accuracy: studies and their conclusions or recommendations should be technical accurate, providing sufficient information about the data collection, analysis, and interpretation methods so that its worth or merit can be determined.
7. Participation: Stakeholders should be consulted and meaningfully involved in the consultancy process when feasible and appropriate.
8. Collaboration: Collaboration between key operating partners in the process improves the legitimacy and utility of the consultancy.
It is also expected that the consultant will respect the seven Fundamental Principles of the Red Cross and Red Crescent: 1) humanity, 2) impartiality, 3) neutrality, 4) independence, 5) voluntary service, 6) unity, and 7) universality. Further information can be obtained about these principles at:
www.ifrc.org/what/values/principles/index.asp
9. Required Qualifications.
Selection of the consultant will be based on the following qualifications:
1. Demonstrable experience of conducting relevant consultancies within the humanitarian context, with specific experience in matters pertaining to accountability at an organizational level preferred;
2. Minimum qualification of a PhD in relevant field of study, or a Masters with equivalent combination of education and relevant work experience.
3. Good understanding of the humanitarian context and of adequately accounting for a highly complex organization's performance to a variety of stakeholders.
4. Proven ability to provide strategic recommendations to key stakeholders;
5. Strong analytical skills and ability to clearly synthesize and present findings, draw practical conclusions, make recommendations and to prepare well-written reports in English in a timely manner;
6. Immediate availability for the period indicated.
7. Knowledge and experience working with the Red Cross Red Crescent Movement preferred but not a must;
10. Application Procedures.
.
Interested candidates should submit their application material by 31 May 2011 to the following email: mukul.bhola@ifrc.org. Application material is non-returnable, and we thank candidates in advance for understanding that only short-listed candidates will be contacted for the next step in the application process.
Application materials should include:
1. Curricula Vitae (CV)
2. Cover letter clearly summarizing the candidate's experience as it pertains to this consultancy, his/her daily rate, and three professional references.
3. At least one example of a consultancy or other study that is similar to the one described in this TOR.
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