Header

Consultancy: Developing Key performance Indicators for TI-S

5:09:00 PM

1. Summary

TI is the global civil society movement leading the fight against corruption. Through more than 90 national chapters worldwide, and an international Secretariat in Berlin, Germany (TI-S), TI raises awareness about the devastating impact of corruption and works with partners in government, the private sector and civil society to develop and implement effective measures to tackle it.

The priorities defined by TI in relation to Monitoring, Evaluation and Transparency (MEL) for the coming year are to:

  1. Set up a TI-S wide system that:
    1. Looks both at outcome and impact level;
    2. Relates impact to performance;
    3. Enables learning for impact and programming.
  2. Ensure MEL at TI-S level is used to facilitate the flow of accountabilities (upwards and downwards), including accountability to donors, NCs and target groups.
  3. Establish MEL as a core function that remains independent from operations, and impartial.

In the context of priority 3, TI-S MEL is in the process of conceptualising a Global Impact Indicators Framework (GIIF) which consist of a number of core global impact indicators that cohere with the TI-S strategy and follow progress in the strategy’s implementation plan, as well as key performance indicators (KPIs) for TI-S.

2. Assignment

The purpose of this assignment is to identify and propose SMART key performance indicators (KPIs) for TI-S, which will complement and be embedded in the overall MEL system, and allow identifying TI-S contribution to the processes and results (impacts).

The assignment will be staged, and it will be guided by one fundamental question: in the context of the organisational complexity characteristic of networks, what performance indicators can be in place for the network node?

2.1. The stages, respective main activities, timeline and deliverables

Stage I - Document review and general ‘gaps’ mapping

Document review, mapping of the complexity per reference to possible indicators, identification of the ‘gaps’, i.e. vacuums in the complex organisational make-up that may need addressing in order to have certain SMART performance indicators; and finally scan the sector – how have other networks done/ are doing?

Predicted timeline:

4 days

Outputs/ Deliverables:

  • Findings of document review
  • Sector scanning
  • List of possible ‘gaps’

Stage II - Menu of KPIs, rationale, and specific ‘gaps’ mapping

Based on stage I, identify and list a number of indicators. Back selection with strong rationale, and clearly match the gaps previously identified per reference to the organisational complexity of the network, and suggest ways of bridging these gasps.

Predicted timeline:

3 days

Outputs/ Deliverables:

  • More comprehensive report on indicators and gaps ready to be circulated prior to consultation.

Stage III – Consultation, and final report with recommendations for implementation

Consult with all interested parties in the process, in order to agree on the indicators that are to be mainstreamed in the current MEL system. At consultation level it will be clear which gaps the Secretariat will have to address in order to make these indicators viable.

Predicted timeline:

5 days

Outputs/ Deliverables:

  • Facilitate consultation.
  • Incorporate consultation feedback in indicators.
  • Final analysis of the gaps.

3. Overall timeline and dependencies

The assignment up to Stage II is to be concluded by the end of December 2011, Stage III by the 20th of January.

The consultant will work closely with the senior TI-S MEL coordinator, in the context of the Research and Knowledge group.

4. Profile / Consultancy Requirements

TI is inviting expressions of interest with detailed costing based on daily rates or as a delivery/outcome based lump sum.

  • Minimum of 10 years experience of working in the context of international/ transnational NGO structures, and preferably network-type, at a senior management level;
  • Considerable experience of issues relating to governance of complex not-for-profits, and preferably networks;
  • Experience in implementing processes relating to organisational development and restructuring;
  • Experience in performance management and measurement;
  • Experience in the design and facilitation of workshops for senior management/ boards;
  • Highly motivated and committed to the values of transparency and integrity;
  • Spoken and written fluency in English.

5. Application Process

Applications (in English) must be sent by email to rcaldeira@transparency.org by close of business of 25 (Friday) November 2011, and contain the following elements:

  • Curriculum Vitae with full description of the applicant’s profile and experience;
  • A summary proposal with cost estimate;
  • Contact details for at least two independent referees with in-depth and proven knowledge of the applicant’s expertise and relevant work experience.

TI retains the right to reject any or all of the applications and/or to enter into additional negotiations with one or more of the tendering parties. Only shortlisted candidates will be contacted.

Post a Comment