OXFAM CASH STRATEGY CONSULTANCY TERMS OF REFERENCE December 2016 Marta Valdés García

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1 OXFAM CASH STRATEGY CONSULTANCY TERMS OF REFERENCE December 2016 Marta Valdés García 1. Background and Rationale For more than 20 years, Oxfam has been using cash transfers in diverse contexts including humanitarian responses. Cash Transfer Programming (CTP) now constitutes a major part of the humanitarian work undertaken by Oxfam and its partners. Over the last ten years Oxfam Great Britain cash programme expenditure has exceeded 107 million GBP. CTP is no longer solely a tool for EFSVL, supporting immediate livelihood needs in an emergency. It is being adopted by other sectors including WASH and protection as the concept of multipurpose grants takes hold. The mechanisms for providing cash are becoming more sophisticated as ICT solutions become more prominent. Oxfam has been investing in CTP research and development and among its achievements have been the following: In 2006, Oxfam developed CTP guidelines for aid workers to support the conceptualisation and implementation of CTP. Active participation in the Cash Learning Partnership (CaLP) consolidating learning and generating capacity. Development of market analysis tools, specifically, the Emergency Market Mapping and Analysis (EMMA) and the Pre-crisis Market Mapping and Analysis (PCMMA). Participation in the development of the Operational Guidance and Toolkit for Multipurpose Cash Grants. Development of Standard Operating Procedures for guiding the various response teams in meeting their responsibilities in implementing cash programmes. Oxfam is also building evidence on the effects of using CTP, a good example being the global study on cash and gender which analysed the influence of cash in gender dynamics. Digital technology has been embraced. Oxfam has explored and adopted new cash mechanisms and is working in partnership with VISA in the Philippines. Technology not only improves the distribution of cash, but can also be used to register beneficiaries and monitor transfers (LMMS, RedRose etc), improve accountability and provide means for capturing beneficiary feedback. The increased significance of cash has led to the creation of a number of learning initiatives and international discussion fora. These groups debate policy, operational issues and the increasingly complicated political environments in which INGOs must work. Oxfam has played an active role in a number of these groups.

2 Major donors are increasingly expecting INGOs to use CTPs as a key modality in aid from the European Commission s support for multipurpose cash grants to DFID s creation of the High Level CASH panel. The most recent indication of the significance of cash is its presence in the Grand Bargain, the package of humanitarian funding reforms launched at the World Humanitarian Summit in June this year. There is an expectation that an increasing percentage of humanitarian work will be delivered in the form of cash. Oxfam s commitment to meeting this aspect of the Grand Bargain includes: Use cash as a preferred option in humanitarian programming, unless it is not appropriate in a specific case, including to: o contribute to learning in the humanitarian sector, for example through hosting the Cash Learning Partnership; o ensure its increase in cash-transfer programming (CTP) contributes to positive outcomes for women and girls and the advancement of women s rights, including through the use of on-going gender assessments to identify the benefits and potential risks of CTP; o invest in the capacities of national governments to develop cash programming and preparedness, for example through building on existing safety nets and social protection systems for CTP at scale when viable and appropriate. Oxfam s leading contribution to the development of the cash sector is recognised. However, in order to maintain this position as the role of cash expands, Oxfam has created a dedicated cash team. The team is expected to support the scale up of activities during emergencies, support all technical teams in the use of cash, advise country teams, realise the cash strategy and lead Oxfam s work in cash both internally and externally. The cash team is currently expected to consist of five positions: 1 cash coordinator, 1 cash capacity builder, 3 cash humanitarian support personnel (HSP) An interim cash capacity builder is in post and the recruitment of the HSPs is nearing its conclusion. The cash coordinator post remains vacant following a failed recruitment. This underlines the high demand for experienced cash staff as the role of cash grows. 2. Purpose of the Consultancy This consultancy will be critical to setting the direction of the cash team and has two primary aims: a) To develop a cash strategy for Oxfam for the next 5-10 years, which will allow the organisation to reach its commitments and maintain its leading role in the sector. b) To review the proposed team structure to see whether it is appropriate to carry out the aims of the strategy and provide the required support to other teams. 3. Key Contents and Questions The content and questions suggested are just a guideline for the consultants. It is expected to further develop those questions by the consultant.

3 3.1 Cash Strategy a. What have been the key developments and key moments of the CASH work in Oxfam? Review of Oxfam history in cash - highlights, and lessons learnt b. How is the sector evolving? i. In light of the post-whs reform proposal on achieving cash at scale and a recommended new delivery model what could be the role for Oxfam? ii. Cash in the Humanitarian coordination system. Review of the existing structures and WoW. iii. How are other INGOs integrating Cash programming in their strategies? And in their structures? iv. How are the donors developing further their strategies? v. How organizations and agencies are coordinating and exchanging and what is the space and influence capacity of the different initiatives? c. What should be Oxfam ambition for the next 5-10 years to fulfill the commitments and to maintain the leadership role? i. Ambition in terms of operations (What (MPGs), When and How)? What are the models for different types of contexts (natural disaster, conflict, etc..) ii. What would be the key issues that Oxfam should be influencing? d. What could be the research and development plan? i. CTPs, what is the key missing evidence? ii. Identify if there is a need for further technical development e. Coordination and representation role i. What are the critical spaces (global, European, US based, regional and country) and the suggested degree of involvement in relation to the ambition? ii. Partnerships (other NGOs, Academia, private, etc..) iii. What could be key partners for different aspects (operations, research, influencing, etc..) f. How do we move forward? What are the priorities? i. What would be the key aspects to ensure for the increase of the scale? What could be the models supporting that to happen fast? ii. How we keep staff on the field up to date in relation to the SOPs and other guidelines iii. Other existing strategies and how they connect with the CASH ambition and strategy (Market based programming, ICT, EFSVL, WASH, etc)? g. How to monitor the commitments and the ambition to work with Cash? The role? i. What would be the MEAL work to be ensured at global level? (investmentin Cash, delivery, outcomes, impacts ) ii. What is required in MEAL for the responses? iii. What are the common indicators Oxfam should always consider when developing an MEAL plan for cash programming? 3.2 Review of the team Considering the following questions for reviewing the team in light of the proposed strategy: a) Reviewing the role of the team within the existing structure: i. The management team in cash (Program Management Team) ii. The cash team, Positions in the HQ, roles and responsibilities (review of JD) iii. The technical teams in relation to Cash b) Ways of working:

4 i. What is the role of the cash team, and the interaction between the cash team and technical teams? ii. And specifically in relation to markets and market analysis, what would be the responsibilities of the CASH team? c) Review of the competency framework d) How to develop capacities. i. What skills would need to be developed internally for staff to be ready to implement multipurpose cash ii. Training platforms and human resources 4. Methodology The work should be undertaken by a consultant expert in cash with a good knowledge and understanding of Oxfam s humanitarian work. The consultancy should use a combination of desk review and interviews to cover the following: A review of key information provided in background documentation. External interviews with representatives of other agencies, learning initiatives, coordination structures, academia, partners etc. Internal interviews with: Senior leadership on expectations and vision Technical teams represented in the cash working group (EFSVL, WASH, Protection, MEAL ICT, Logistics, Finance and Security). Other technical colleagues Policy colleagues Regional programmatic leads Field teams A workshop should be planned for sharing the initial proposals and getting feedback from stakeholders. 5. Timeframe TASK TENTATIVE DATES LEAD ToR published 29th December Marta Valdés García Submission of expression of 20th January Potential consultants interest Complete selection process 24th January Marta Valdés García and inform successful consultant Research and interviews February/March Consultant Inception report (meeting expected) February Agreed by MVG and the consultant Validation workshop/webinar March MVG/consultant Finalisation of consultants report End March Consultant 6. Expected Output

5 The consultant/s will produce two written reports: A cash strategy for Oxfam which meets the requirements set out in the first part of the Key Contents and Questions section. The finalised document may be made available externally either in part or in its entirety. A review of the proposed team structure which addresses the issues set out in the second part of the Key contents and Question section. This will be an entirely internal document for Oxfam. In addition, the consultant/s will be expected to facilitate the workshop referred to in the methodology. 7. Consultancy Management The consultancy will be managed by Marta Valdés García, Deputy Humanitarian Director in the Global Humanitarian Team. 8. Submission Please send a short expression of interest outlining your relevant background and experience and indicating how you propose to carry out the work proposed. Joint applications are welcome. This should be accompanied by CV, fee proposal (inclusive of any VAT or equivalent tax) for completing the expected outputs and an indication of any expenses to: mvaldes@ght.oxfam.org by 20 th of January Please also provide a written sample of previous work including strategies and/or key documents relevant to the focus of these Terms of Reference.