Switzerland: Review of NGO leadership roles in Clusters

Organization: International Council of Voluntary Agencies
Country: Switzerland
Closing date: 21 Oct 2014

Review of NGO leadership roles in Clusters

Terms of Reference- issued Oct 14, 2014

Summary

The practice of non-governmental organisations (NGOs) participating in the leadership and management of country level and sub national clusters is occurring more frequently in recent years. In several situations, cluster leads are approaching NGOs to take on roles in the cluster, such as co-leadership. At the same time some NGOs are considering decreasing their involvement in light of the significant staff and institutional requirements. In 2010, ICVAs NGOs and Humanitarian Reform Project undertook a review of the experiences of NGOs in cluster leadership and management. The review findings indicated that, where it works, NGO co-coordination could bring a number of benefits, both in improving the functioning of the cluster and in broadening NGO engagement. However, the results also show a mixed picture, given the varying nature of motives for, and enabling factors of, NGO co-coordination and engagement with the UN system.

The review also indicated that there is a need for more systematic work on this area. ICVA is therefore commissioning a review of where things stand four years later as regards NGO experience with the various ways in which they engage with cluster leadership^[1], inform potential options for influencing cluster policy around this issue, and explore potential support to NGOs in this area.

Background and Rationale:

The participation of NGOs in leadership roles in clusters has evolved since the cluster approach was established in 2005.

At a global level several international NGOs (INGOs) have played a role in the coordination or leadership of global clusters. For example, Save the Children serves as co-lead of the Education Cluster. Several other NGOs have seconded staff to assist in the establishment of global clusters or have offered general technical advice. Some INGOs have developed a rapid-response deployment capacity to support country and emergency-specific cluster performance.

At the country level, international NGOs, and national NGOs to a much lesser extent, are actively engaged in cluster leadership, management and coordination, acting as co-leads, co-chairs, co-coordinators, co-facilitators, and/or participating in the Strategic Advisory Group (SAG) of a cluster, where such a group exists. Direct participation in the management of clusters at the country level has evolved differently according to the context. There are a number of factors that come into play, including: the views of the Humanitarian Coordinator (HC), the Office for Coordination of Humanitarian Affairs (OCHA) and individual cluster coordinators in-country that encourage NGOs to assume a co-coordination role; the capacity and the willingness of NGOs to take on such a role; and the availability of funding for such a role.

ICVA is commissioning this review to consider the current status of NGO co­ leadership of clusters and consider recommendations for what is required to provide additional support to the IASC system or to NGOs to support this area of work.

Objectives of the research:

The main objectives of this research are to:

1. Provide a macro perspective on the current status and impact of NGO co-leadership of clusters on the following:

a. NGOs influence at global clusters policy level

b. NGOs influence in strategic decision making at country level, especially at the Inter Cluster Coordination (ICC) and linkages with Humanitarian Country Teams (HCT)

c. NGOs representation in cluster leadership linked to the broader NGO community in what ways

d. NGOs strategic influence at sub national level and links to country level decision-making?

1. Make recommendations on support ICVA, or other actors, could provide to supporting NGO co-leadership of clusters.
2. If timing allows, this review will also consider the issues of NGO leadership roles within other forms of sector working groups, such as those in a refugee context or where the formal cluster approach has not been activated.

Methodology:

Desk and literature reviews and structured interviews with

· ICVA staff

· Key NGO stakeholders

· Global cluster leads

· OCHA

Outputs:

· Outline and findings of the desk and literature review, including a complete bibliography;

· Final report of not more than 5,000 words (20 pages) including:

a. An executive summary;

b. An overview of how NGOs are engaged in co leadership of clusters

c. Analysis and findings from the research;

d. Recommendations for system wide (to include links with IASC, global clusters, NGOs, NGO consortia) support to this area.

Qualifications and experience:

· Demonstrated experience in working on cluster reviews;

· Excellent writing skills and experience in writing reports for publication;

· Experience in working with NGOs on research intended to support advocacy;

· Practical experience and first-hand knowledge of sudden onset emergency response;

· Demonstrated background in social science research methods and experience in humanitarian policy and research;

Duration and management:

Timeline: Approximately 20 days between late-October and mid-December 2014.

Management: This consultancy will be contracted by ICVA and managed by Tanya Wood, Director Partnerships and Policy.

[1] This review needs to have a wide scope to look at the various terminology used such as co leadership, co-chairing, co coordination, as well as other ways of providing leadership such as members of the SAG or technical groups.

How to apply:

Application process:

Please submit a letter of motivation, CV and a proposal outlining the proposed research approach/ methodology and costs by October 21st 2014 to recruitment5@icvanetwork.org .

Only short listed candidates will be contacted.