Terms of Reference Developing ACFID s first State of the Sector Report Version 3 June for call for Expressions of Interest 1. Background ACFID s proposed work on the state of the not-for-profit aid and development sector is a priority under our Strong and Effective Civil Society theme. In any given year, ACFID collects a significant amount of data on its members. The key mechanism for this is the annual statistical survey which reports on the size and scope of the sector including income and expenditure, employees and volunteers, and the spread of countries, sectors and humanitarian emergencies that our members work in/on. In recent years, ACFID has in collaboration with the ANU Development Policy Centre worked to improve the accuracy and presentation of this survey, including the launch of an interactive map. In addition to the data collected through the annual statistical survey, ACFID also collects other data about its members through: New member applications Self-assessments and second party verification against the Code of Conduct; Three yearly electorate snapshots (which coincide with the election cycle); One-off applied research reports such as the Partnerships for Effective Development report, Private Sector Engagement Survey report and Innovation for Impact research report; Periodic membership profile reports; and Collaboration with the ACNC to segment their aggregated data from Annual Information Statements. While each of these data forms are useful and serve a purpose in their own right, the ACFID Secretariat sees value in consolidating such data, so as to build up a more comprehensive and robust analysis of the state of the aid and development NGO sector to inform our policy, advocacy and member effectiveness work in a strategic and evidenced-based manner. This would be presented in an annual State of the Sector Report, which could be built on and refined, and overtime, would allow us to demonstrate change and undertake trend analysis. Prioritising such work will help deliver on the aims of ACFID s Strategic Plan to establish ACFID as a though leader and improve public awareness of the effectiveness and impact of our members work. The State of the Sector report would be the first and only report of this kind that looks in depth at the Australian aid and development NGO sector. As a result, ACFID is planning to engage a consultant to work with ACFID staff and key stakeholders to prepare the first ACFID State of the Sector report. In doing so, the consultant will build ACFID s capacity to deliver subsequent reports in-house. 1
2. Purpose The purpose of this consultancy is to deliver ACFID s first State of the Sector Report in a manner which builds ACFID s capacity to deliver subsequent reports in-house. 3. Purpose, Scope and Audience for the State of the Sector Report As noted in the introduction, ACFID aims to become a thought leader and catalyst for change in the aid and development sector in Australia. More specifically, ACFID aims to become the primary source of comprehensive and robust analysis of the Australian not-for- profit aid and development sector. Given this ambition, the purpose of the report is to provide ACFID with an up-to-date, evidence-based, comprehensive and robust analysis of the state of the not-for-profit aid and development sector in Australia. This will draw primarily on information provided by and about ACFID s membership but will seek to locate this in a larger context drawing on data provided by the ACNC and other sources. It will subsume and replace the annual statistical survey report which hitherto has been incorporated in ACFID s annual report. The target audiences for the report are the public, government, ACFID members and ACFID itself. The report will be used to: Inform public and government understanding of and engagement with the not-for-profit aid and development sector. Enhance member s understanding of and capacity to respond to the changing state of the sector. Enhance ACFID s use of evidence in developing and evaluating its change strategies. The state of the sector in any given year will be assessed against a set of agreed characteristics of a healthy sector and tracked using a set of quantitative and qualitative indicators. These will be developed during the consultancy in consultation with the stakeholders listed in section 4 including DFAT - and will be refined thereafter, building on but not restricted to - an initial set which has been drafted by the ACFID secretariat in consultation with ACFID s Development Practice Committee (DPC) as outlined in Appendix A. The structure of the report will also be developed during the consultancy in consultation with key stakeholders including DFAT - but could include: A contextual analysis of key drivers, trends, opportunities and challenges for the sector. An analysis of the state of the sector, drawing on a mix of quantitative and qualitative information, particularly but not exclusively the quantitative data collected through ACFID s annual statistical survey. A deeper analysis of the state of the sector in relation to one or more characteristics of a healthy sector, drawing on the results of ACFID s applied research in that year. Key findings arising from the three sections outlined above. 2
ACFID will engage these audiences using the report itself or communication products derived from the report which are tailored to specific audiences including, for example, the interactive aid map. These products will be disseminated using a variety of communication channels such as a public launch at ACFID Conference, hard copy mail outs, the ACFID website, the member bulletin, Member Information Forums, the media, social media etc. 4. Key stakeholders The key stakeholders that will be involved in the development of the report include: ACFID staff ACFID Management Team ACFID Development Practice Committee ACFID Board Research for Development Impact Network Committee ANU Development Policy Centre Relevant sections within DFAT 1 A sample of end users 5. Project team The State of the Sector report will be developed by an internal-external project team with the consultant as the team leader and ACFID staff as team members. The consultant will report to the Director of Effectiveness and Engagement who will oversee the project and will participate in some but not necessarily all project team meetings. Team members, ways of working and accountabilities will be finalized in discussion with ACFID s management in the first phase of the consultancy but will likely include some of: The Executive Coordinator and Support Services Administrator (responsible for ACFID s annual statistical survey) The Member and Stakeholder Engagement Lead (responsible for maintaining ACFID s membership profile) The Media and Communications Coordinator A representative from the Code and Standards team (responsible for collecting compliance information) A representative from the Policy and Advocacy Team (responsible for the electoral snapshot) A representative from the Learning and Innovation Team (responsible for ACFID s applied research). The consultant will be selected through an ACFID-managed call for Expressions of Interest (EoI) which will be conducted in June with a view to the consultant starting in July. The project steering group will 1 These will be identified in consultation with the NGO Section of DFAT in the first phase of the consultancy. 3
review the EoIs received against pre-determined criteria and make a recommendation to ACFID. For more detail on the EoI process see section 11. The selected consultant will be responsible for: i) leading the delivery team; ii) preparing an implementation plan for the consultancy; iii) developing the format for the report; iv) developing the characteristics and associated indicators; v) establishing new or adapting existing data collection systems; vi) collecting, aggregating, analyzing the data; vii) preparing the draft report; viii) collecting, analyzing and responding to feedback on the draft report from key stakeholders, including DFAT; viii) preparing the final report; ix) transferring skills to ACFID staff through effective mentoring and coaching etc. Throughout the design and delivery of the project, the consultant will operate according to the following principles: work collaboratively with the project team and other stakeholders during all stages of the project. draw on good practice from similar state of the sector reports. draw on existing ACFID data sets as much as possible build on the strengths whilst addressing any weaknesses/gaps in ACFID s existing data collection and reporting systems and tools. ensure that any new or changed methods, systems and tools can be maintained by ACFID at low cost. build ACFID s capacity to prepare subsequent reports without the support of consultant work within the time and resource parameters. 7. Key Deliverables The key deliverables to be produced by the consultant over the period of this consultancy are: An implementation plan for the period of the consultancy. An agreed set of characteristics of a healthy sector with associated quantitative and qualitative indicators. New or changed methods, systems and tools for collecting, aggregating and analyzing quantitative and qualitative data Draft and final reports Enhanced staff capacity to develop future reports. 8. Delivery Schedule The State of the Sector Report is to be launched at ACFID Conference in Melbourne on 1-2 November 2017. The report will draw on data, information and analysis generated through ACFID s annual statistical surveys, annual compliance reports and applied research. 4
The consultant is responsible for preparing a detailed implementation plan for consideration by the steering group at the start of the project. The key phases and timings outlined below are indicative only. Timeframe June July August September October November Phase/Action/Deliverable Design Finalise ToR in consultation with DFAT and steering group Call for EoIs Select consultant Preparation (approx. 4 days consulting time) Review other state of the sector reports. Further clarify/refine the purpose, scope, audience, format and use of the report with the steering group as necessary. Convene the project delivery team. Prepare an implementation plan for consideration by the steering group Sign-off on implementation plan Delivery (approx. 16 days consulting time) Generate consensus on the characteristics of a healthy sector and associated quantitative indicators and qualitative evidence. Develop the methods, systems and tools for collecting, analyzing and reporting on the quantitative indicators and qualitative evidence Collect the data. Analyse the data in collaboration with key stakeholders through, for example, workshops, expert panels etc. Generate findings Reporting (approx. 9 days consulting time) Produce first draft report. Coordinate a review of the draft report by a selection of end-users, DFAT, ACFID Management Team and the steering group. Prepare a final report for endorsement by the steering group and signoff by ACFID management. Publication Copy edit, design, layout and publish final report in both hard copy, soft-copy and web-based forms. Develop communication plan Disseminate report in soft-copy to participants registered for a workshop (TBC) at ACFID Conference Dissemination (approx. 1 day consulting time) Launch hard copy report at ACFID Conference on 1-2 November Run a workshop (TBC) during Conference to explore implications for ACFID, member agencies etc. Disseminate report to target audiences Facilitate after-action reflection and planning meeting to capture lessons and generate agreements on how to deliver the second and subsequent reports. 5
9. Governance and Management The project will be overseen by a steering group which will include (TBC) representatives of DPC, the Research for Development Impact Network and the ANU Development Policy Centre together with ACFID s Director of Engagement and Effectiveness and Head of Policy and Advocacy. The steering group is responsible for: i) signing off on the ToR; ii) mobilising resources; iii) recommending a consultant; iv) endorsing the implementation plan; v) providing advice and support to the delivery team; vi) facilitating staff engagement as necessary; vii) managing risks; viii) providing feedback on the draft report; ix) signing off on the final report; x) ensuring effective dissemination and utilization of the report. The project will be managed by the Director of Effectiveness and Engagement with support from ACFID s Member and Stakeholder Engagement Lead. The project manager is responsible for: i) preparing the ToR for consideration by the steering group; ii) convening the steering group; iii) recruiting and contracting the consultant; iv) facilitating linkages between the delivery team, the steering committee, ACFID decision making bodies and other key stakeholders; v) ensuring the project is delivered in accordance with the requirements outlined in the ToR. 10. Budget and funding The budget for the state of the sector report is made up of: Consulting fees 24,300 Travel and related costs 5,000 2 Workshops, expert panels etc 5,000 Copy editing 1,000 Design 3,000 Publishing 3,000 Total: 41,300 This assumes launch costs - venue hire, catering etc are subsumed within the ACFID Conference budget. The project budget will be funded through a grant from DFAT. 11. Expressions of Interest ACFID is calling for Expressions of Interest from suitably qualified consultants with these to be submitted to Chris Adams, Director of Development Effectiveness, cadams@acfid.asn.au, by COB 27 June. Requisite skills/experience include: 2 including travel for consultants and steering group members 6
Understanding of the not-for-profit aid and development sector. Ability to lead a multi-functional team. Ability to work in a participatory and collaborative manner with diverse stakeholders. Ability to transfer skills through effective mentoring and coaching. Experience in developing data collection systems and tools. Ability to collect, aggregate, analyse and draw conclusions from quantitative qualitative data Ability to write clearly, succinctly and persuasively for non-expert audiences. Expressions of interest should include: Understanding of the assignment Proposed approach to the assignment Capacity to undertake the assignment with reference to the requisite skills/experience above. Short biography of person/s undertaking the assignment Examples of relevant work Consulting rates Availability If more than one consultant will be involved in delivering the project, then the EoI should make clear the roles to be played and time allocations of each consultant. 7
APPENDIX A 1. Characteristics A first cut of the characteristics of a healthy not-for-profit aid and development sector is outlined below. These have been developed by drawing on: Civicus Civil Society Index John Hopkins Global Civil Society Index ANU aid stakeholder survey Input from ACFID management team and DPC Other potential sources include the Bond Health of the Sector Report and the Centre for Global Development s Quality of Official Development Assistance Index. A healthy 3 not-for-profit aid and development sector in Australia is one which: is delivering significant social, political, economic and environmental outcomes and impact and contributing to systemic change in cost-effective ways is fostering the development of diverse, transparent, accountable and effective institutions in developing countries is strategically focused and/or delivering a balanced sectoral portfolio is innovating, learning, adapting and evolving in response to achievements, lessons learned, changes in context has significant advocacy and campaigning capacity and influence is working collaboratively both within and outside the sector is made up of a large, diverse, growing/renewing cohort of ethical, capable, accountable, transparent and well-resourced organisations. has a high level of community influence, engagement and support. is considered legitimate and credible by its key stakeholders. is supported by an enabling legal, political, policy, fiscal, socio-cultural environment. 2. Indicators Indicators are a means for tracking progress against the characteristics outlined above. They can be quantitative or qualitative. They can be used to track progress along the input-output-outcome-impact chain. Good indicators are chosen in line with the following criteria: focus on the most important dimensions of a healthy sector limited in number overall 3 Could also consider resilience as a characteristic with indictors such as community base, diversity of organisational models/types/approaches, diversity of income streams, diversity of staff 8
are clear, unambiguous, valid and reliable provide a basis for making comparisons over time can be maintained in a cost effective manner are easily understood, implemented and used Some indicators may be tracked over time on an ongoing basis, some tracked over time but only for a limited period and some assessed only once as part of a deep dive on a particular topic e.g. innovation health. 3. Existing data sets ACFID already collects a wide range of data on its members through the annual statistical survey, new member applications, annual compliance self-assessments, annual report assessment process and issuespecific applied research conducted on an ad-hoc basis e.g. type and level of private sector engagement, innovation health check etc. The data sets that ACFID used for its FY1516 annual statistical report are listed below. Total number of aid and development organisations Total funding broken out by source in absolute and percentage terms Total funding broken out by agency in absolute and percentage terms Number of agencies disaggregated by size Number of agencies disaggregated by faith Total number of employees and volunteers Total number employees, CEOs and Board Members disaggregated by gender for all agencies, faith-based agencies and secular agencies. Total expenditure broken out by international programs, domestic programs, fundraising costs, administration and accountability costs and other expenses in both absolute and percentage terms Total number of projects, broken out by country, region and by sector Total disbursements broken out by country, region and by sector Disbursement by country disaggregated by funding source DFAT vs community support income Disbursement by sector disaggregated by agency size small, medium, large In addition, ACFID collects information on other indicators through new member application and compliance processes as show below: Office location OAGDS status ANCP status Legal form Self-assessed compliance Verified compliance 9
ACFID has recently reviewed its member data collection with a view to ensuring that the data collected is fit for purpose and can be better collected, stored, analysed and used. The recommendations arising from the review will be operationalised in the first half of FY1617. 4. Aligning indicators with characteristics Once the characteristics of a healthy sector have been defined, then ACFID can develop indicators for tracking progress against these characteristics over time. In doing so, ACFID will draw as much as possible on existing data sets such as those listed above. A very early first cut of possible indicators which align with some but not all of the characteristics listed in section one above are listed below. Some have been developed in more detail than others. 4.1 Delivering significant social, political, economic and environmental outcomes and impact and contributing to systemic change in cost-effective ways Funds raised Cost of fund-raising Funds disbursed (program spend) in absolute terms as well as percentage of funds raised Reach Outcomes Impact total funds raised cost of fund-raising total disbursements broken out by geography and sector reach/output data for ANCP agencies The proposed DPC-supported MEL research will address whether and if so how we can aggregate in any meaningful way evidence of outcomes and impact at sector level. 4.2 Is strategically focused and/or delivering a balanced sectoral portfolio Changes in geographic and sectoral breakdown over time Changes in balance between development and humanitarian work over time total disbursements broken out by geography and sector and disaggregated by agency size total disbursements broken out by development and humanitarian work 10
4.3 Is innovating, adapting and evolving in response to achievements, lessons learned, changes in context Investment in research and evaluation Evaluations undertaken/published/used Innovation health check Changes in sectoral and geographic distribution over time Categorisation of agencies according to a standardised typology e.g. an updated version of David Korten s four generations of NGOs Innovation health check results total disbursements broken out by geography and sector and disaggregated by agency size total disbursements broken out by development and humanitarian work 4.4 Has significant advocacy and campaigning capacity and influence Number of agencies doing advocacy Number of advocacy and campaigning staff and volunteers % of funds spend on advocacy and campaigning Number of people mobilized through campaigns. Agencies signed up to and supporters of Australian Aid Campaign None 4.5 Is working collaboratively both within and outside the sector Membership of ACFID Level of participation in ACFID structures, processes, events Number and type of partners Level and type of engagement with academia Number of type of engagements with private sector organisations Number and type of multi-stakeholder initiatives Membership of ACFID Level of participation in ACFID structures, processes, events Level and type of engagement with RDI Network 11
Number of type of engagements with private sector organisations from FY1415 private sector engagement survey 4.6 Is made up of a large, diverse, growing/renewing cohort of ethical, capable, accountable, transparent and well-resourced organisations. Total number of agencies with a significant aid and development program Total number of member agencies/code signatories Total number of signatories to CHS and other standards Total number of ANCP accredited agencies, OAGDS, ACNC registered agencies. Size distribution of agencies involved in the aid and development Age distribution of agencies involved in the sector Total staffing and trend over time Diversity of staff and trend over time Qualifications of staff and trends over time Staff retention over time Total funding and trend over time Diversity of funding and trend over time Total disbursements and trend over time Self-assessed Code compliance Verified Code compliance Total number of DFAT accredited, OAGDS, ACNCP registered agencies Total number of member agencies/code signatories and trend over time Size distribution of agencies Total staffing and trend over time Total funding and trend over time Gender distribution in Board and CEOs over time Total disbursements and trend over time Self-assessed Code compliance Verified Code compliance 4.7 Has high levels of community engagement/support Total community support income and trend over time Total supporter base and trend over time Participation in Australian Aid Campaign 12
Total community support income and trend over time Participation in Australian Aid Campaign. 4.8 Is considered legitimate and credible by its key stakeholders Level, type and influence of engagement in government policy making processes Levels of financial support from DFAT, community donors etc Size of supporter base Number of people mobilized through campaigns. Agencies signed up to and supporters of Australian Aid Campaign Number of complaints made directly to members Number of complaints addressed by the CCC Levels of financial support from DFAT, community donors Agencies signed up to and supporters of Australian Aid Campaign Number of complaints addressed by CCC 5.8 Exists within an enabling legal, political, fiscal, socio-cultural environment. Public support for aid Party political support for aid Total DFAT funding for NGOs, diversity of funding mechanisms and nature of associated regulatory/compliance regimes Nature and scope of ANCP regulatory regime Total community support income Electoral snapshots Total community support income Total number of ANCP funded agencies Total DFAT funding for NGO 13