Tenders Are Invited For Review Of Governance, Management And Structural Functions Of The Syria Resilience Initiative And Change Management Process

Tenders are invited for Review of Governance, Management and Structural Functions of the Syria Resilience Initiative and Change Management Process Closing Date: 7 Aug 2025 Type: Consultancy Themes: Protection and Human Rights/Recovery and Reconstruction Background The Syria Resilience Initiative (SRI) is a partnership between CARE, IRC, Mercy Corps and six Syrian Civil Society Organizations focused on supporting Syrian communities in rebuilding their lives and livelihoods and promoting resilience towards shocks and stresses. The SRI has been in existence for more than a decade, prior to the fall of the Assad regime in December 2024. The current funding streams for SRI include FCDO, NORAD and Ministry of Foreign Affairs of the Netherlands. The current SRI structure is managed by the three International NGOs, with CARE as the host, and involves teams in Syria, in Jordan and in Lebanon. In 2024, the SRI rebranded itself as an initiative versus a consortium. In the new context of post-Assad Syria, there is a need more than ever to re-think the traditional consortium model. This also recognizes the importance of shifting power and leadership to local actors, and thus the consortium is exploring transitions towards an initiative structure that has a clear pathway towards uplifting local leadership, ensuring: Greater ownership by local stakeholders. Improved relevance and accountability. Enhanced sustainability of outcomes. Expanded role of resilience and recovery in Syria. Purpose of Consultancy The Syria Resilience Initiative (SRI) is seeking to review its current operating model, governance structure and functions, considering the change in context in Syria. This includes exploring a strategy towards a locally led initiative in the next 2-4 years. The consultant will develop a set of recommendations or options for future structure and ways of working to be fit for purpose with the following elements as part of this: Affordability in line with current funding streams and ability to fundraise for the future. Gradual transition to local leadership and ownership. Cost-efficiency in governance and structures that allow SRI to be competitive and stay relevant in the future. SRI will initiate the following process which the consultant will support: Agreeing on the most probable assumptions for planning for the remainder of 2025 and 2026, with the staffing transition planning, and assumptions for considering secured funding and potential fundraising capacity for 2026-2028. Assessing the current structure and recommending adjustments to ensure affordability and efficiency, including both the consortium set up and the Program Management Unit (PMU). Identifying areas where streamlining or cost reduction can be achieved by altering or modifying our operational methods or structures given the change in context. Explore unique competitiveness of SRI vis-à-vis other entities active in Syria. Informing future strategy and functions for SRI to move towards a Syrian-led Initiative, moving outside of the traditional consortium model. Objectives The following are the broad objectives of this TOR to be completed in partnership with SRI: Review and assess the current consortium structure, governance mechanisms, operational modalities, and partnership arrangements. Recommend options for restructured governance and operational model that place local organizations and stakeholders in leadership and decision-making roles. Develop a management strategy to enable the transition smoothly and sustainably. Document and share lessons learned, tools, and frameworks emerging from the restructuring process. Scope of Work The scope of work will cover: Organizational Assessment: Map current structures, power dynamics, roles and capacities Identify barriers and enablers to local leadership Stakeholder Engagement: Facilitate inclusive consultations with (but not limited to): Syrian civil society organizations, including current SRI partners SRI Program Management Unit (PMU) staff and key SRI Member staff INGO Members of SRI and other INGOS Donors and other key stakeholders. Design and Restructure Plan: Propose models of governance that gradually shift to promote local leadership Define roles, responsibilities and decision-making process Recommend program quality and technical expertise functions and systems to ensure high quality programming Recommend operational systems that ensure compliance, transparency and accountability Explore options for moving beyond a traditional consortium set up and more towards and initiative or alliance. Management Strategy: Develop a proposed timeline for transition With SRI leadership outline a communication and engagement plan to manage expectations Develop risk mitigation measures Deliverables Inception Report outlining methodology, work plan, and stakeholder engagement approach. Organizational Assessment Report mapping current state and readiness for change. Restructuring Options Paper with models and recommendations for discussion and decision-making at the Steering Committee. Final Restructuring Plan agreed governance structure, operational modalities, and transition steps. Management Strategy and Implementation Plan. Final Report and Lessons Learned Document. Governance and Oversight The consultant will report to the SRI Director. A Task Force will oversee this process, composed of representatives from: Syrian SRI partner leadership. Existing SRI consortium leadership (INGO). Donor representatives or CARE Members (advisory role). The Task Force will: Review and approve deliverables. Provide strategic guidance. Ensure transparency and accountability. Roles and Responsibilities Consultant Lead assessments, design processes, and facilitation. Draft and present deliverables. Provide technical guidance on change management. SRI Program Management Unit (PMU) Provide strategic inputs into deliverables. Support logistics and coordination. Facilitate data access and stakeholder connections. Ensure timely decision-making. SRI Steering Committee Actively participate in consultations. Review and provide feedback on draft documents. Endorse final recommendation decisions. Timeframe This consultancy is expected to take place over one month, during August and September 2025. A detailed timeline will be developed during the inception phase. Qualifications The Consultant should have the following qualifications and experience: Experience and Expertise Proven experience (minimum 710 years) in organizational development, consortium restructuring, or governance or country management change processes in the international development sector. Demonstrated expertise in facilitating locally led processes, power-shifting, or localization strategies. Experience working with complex teams and structures in volatile environments. Strong knowledge of change management frameworks, tools, and methodologies. Experience conducting complex stakeholder consultations involving local organizations, communities, international agencies, and donors. Skills Advanced facilitation and mediation skills, including the ability to manage sensitive power dynamics. Excellent analytical and strategic thinking skills. Strong written and verbal communication skills. Ability to produce clear, high-quality reports and deliverables. Values and Approach Demonstrated commitment to local ownership, inclusion and equity. Cultural sensitivity and the ability to build trust across diverse stakeholders. A collaborative, participatory approach to organizational development. Education Advanced degree (MA or equivalent) in Organizational Development, International Development, Social Sciences, or a related field, or equivalent experience. Strongly Desired Prior experience in the Middle East region and familiarity with the context. Fluent in Arabic and English. · Location: Willingness to travel to Syria and Jordan (to be covered by CARE) Tender Link : https://reliefweb.int/job/4167605/review-governance-management-and-structural-functions-syria-resilience-initiative-and-change-management-process