Consultancy for a Formative Review for the Mixed Migration Centre

Terms of Reference

Formative Review for the Mixed Migration Centre

BACKGROUND

MMC is a global network engaged in data collection, research, analysis, and policy and programmatic development on mixed migration, with regional hubs hosted in Danish Refugee Council (DRC) regional offices in Africa, Asia and the Pacific, Europe and Latin America, and a global team based across Geneva and Brussels. MMC is a leading source for independent and high-quality data, research, analysis and expertise on mixed migration. MMC aims to increase understanding of mixed migration, to positively impact global and regional migration policies, to inform evidence-based protection responses for people on the move and to stimulate forward thinking in public and policy debates on mixed migration. MMC’s overarching focus is on human rights and protection for all people on the move.

The MMC is part of, and governed by the Danish Refugee Council. For more information on MMC visit our website (http://www.mixedmigration.org/).

In the last 7 years, the MMC network and 4Mi programme have grown from one regional unit in East Africa with 7 staff and a small team of 4Mi monitors in a few countries, to the current global network with approximately 35 staff members, 5 regional hubs and a network of over 100 enumerators interviewing refugees and migrants all over the world. MMC was established in February 2018, when it brought together various existing regional initiatives – hosted or led by the Danish Refugee Council (DRC) – already engaged in data collection, research, analysis and policy development on mixed migration issues, into a new global network of mixed migration expertise. These initiatives included the RMMS East Africa & Yemen, RMMS West Africa, the Mixed Migration Platform (MMP) in the Middle East, the Global Mixed Migration Secretariat (GMMS) in Geneva and different regional programmes of the flagship data collection programme, 4Mi.

The transition to one network entailed many changes and new ways of working, such as the development of a new brand and identity, one website, new working processes and guidelines, new reporting structures, standardizing products and templates for reports, harmonizing approaches, centralized quality control and a more centralized and global management of the 4Mi data collection programme.

PURPOSE OF THE CONSULTANCY & KEY QUESTIONS

After the rapid growth since late 2015 and subsequent transition from 2018 onwards to one network, MMC and DRC would like to conduct a formative review of MMC, to identify the key issues to be considered in order to further improve and refine the MMC network and to develop its long-term strategy.

The formative review is not meant to evaluate past or current performance. It is intended for the purpose of learning and to provide input to further strategy development, rather than accountability. It should provide clear recommendations that help to guide and contribute to further strengthening the MMC. The focus will be forward-looking, but building upon the work already done, to develop emerging lessons learned and clear recommendations for the future. MMC’s current strategy runs till 2025, but it provides a broad framework and the formative review can provide recommendations that can already be implemented during the current strategic period.

DRC seeks to recruit a consultant or consultancy firm to carry out this formative review.

Scope: the review of the programme will cover the period from the establishment of MMC in 2018, and include all components of MMC, including 4Mi, MMC’s flagship primary data collection project[1].

Users of the Review: MMC, DRC, donors, partners, as well as the wider public including migrants who have contributed to MMC data collection efforts.

Key topics and questions for the review and strategic planning

Organisation

• How does MMC function internally? What works well, what does not, and why? What can be improved?
• How does the MMC governance set-up function? How appropriate is the governance set-up for the role of MMC? What is the role of the advisory group (friends of MMC) in MMC’s governance? What would be the ideal governance set-up for MMC?
• How appropriate is the set-up of MMC as being part of DRC? How does it affect MMC’s ‘independence’ in practice? What would be the pro’s and con’s of other models, such as a ‘hosting model’ or a multi-agency initiative MMC?
• How is MMC being perceived internally within DRC? How effective are current linkages between MMC data & research and DRC (and other sector actors) programming?
• How do the internal reporting lines (between regional hubs, DRC regional offices, MMC Global, DRC HQ) function?
• How appropriate is the current set-up with regional hubs? How effective is it, also in terms of coverage vs information needs?

Activities

• How relevant is MMC’s MEAL framework? How effective is it in measuring long-term outcomes, up to impact? How could MMC better keep track of performance and in particular the impact on policy and programming?
• How relevant are the three MMC strategic objectives? Do they leave gaps or create overlaps? Is there a need for different prioritising of objectives?
• How does MMC’s flagship programme 4Mi function, both in terms of the approach and organisationally? Given resources and overall objectives of 4Mi, what would be the ideal set-up (methodology, approach, organisational set-up, etc.).

Long-term vision and strategy

• How is MMC perceived externally? What is the added value of MMC? What are the major unique selling points of MMC, are they communicated effectively and to the right stakeholders? Can these be ‘sold’ better?
• What should MMC focus more or less on (thematically, geographically, type of products, target groups/clients, etc.). What are possible areas (thematically, geographically, etc.) that can be strengthened or where MMC can expand?
• How effective and relevant are MMC’s current partnerships? Do they require widening or reducing? How effective is MMC’s current engagement with partners?

TASKS, KEY RESPONSIBILITIES & DELIVERABLES

The consultant/firm will carry out the formative review, addressing all the questions above in a clear and concise report. The methodology and criteria/questions will be included in the inception report, but will primarily consist of document review and consultations/interviews with internal and external stakeholders.

The following deliverables are foreseen:

• A short inception report, outlining the methodology (including a list of targeted interviewees), revised and expanded (as necessary) criteria/questions in a structured analytical framework, and a proposal for the outline of the final report.
• Participation of the consultant in a 1-day strategy meeting with MMC management team (global management and regional heads of MMC), if possible face-to-face in spring 2023.
• A draft report, separate case study on 4Mi (as a main annex) and a power point presentation to be discussed with the steering group
• A final report of less than 30 pages without annexes, with clear recommendations to serve as input for further MMC strategy development and a power point presentation. The presentation should include a succinct and visual summary of the process, results and recommendations.

DRC RESPONSIBILITIES

• The Review will be directly managed by an assigned review manager in DRC/MMC
• DRC will set up a reference group for the exercise, with the composition to be determined
• The Reference group, through the review manager, will provide input/feedback and guidance to all aspects of the consultant’s deliverables.
• DRC will provide contact details of internal and external stakeholders selected by the consultant for the interviews, and if necessary facilitate contact.
• DRC will make available all relevant background materials (relevant documents, proposals, concept notes, previous evaluations, etc.).

DURATION & LOCATION OF THE ASSIGNMENT

The consultancy is expected to require approximately 35 working days. It will be carried out over the course of 3 months between March and May 2023. Most interviews will be carried out remotely. Travel to a MMC global meeting is foreseen.

REPORTING ARRANGEMENT

Day to day interaction for the consultant will be with the review manager

EXPECTED PROFILE OF THE CONSULTANT/FIRM

• At least 10 years experience in strategic planning exercises / formative evaluation & review
• Documented experience in conducting assignments for UN agencies & NGOs in the humanitarian/development sector, preferably including evaluations and strategic reviews
• Preferably good expertise/knowledge on (mixed) migration.
• Excellent analytical and reporting skills with document samples provided
• Fluency in written and spoken English.

GENERAL

Commitments: DRC has a Humanitarian Accountability Framework, outlining its global accountability committments. All staff are required to contribute to the achievement of this framework (http://www.drc.dk/HAF.4265.0.html)

APPLICATION PROCESS

Please refer to the letter of invitation attached to the tender package.

Signature of the contract with the consultancy/consultant who submitted the winning bid will be contingent upon the formal confirmation of the necessary funding for MMC in 2023.

For further information about the Danish Refugee Council, please consult our website www.drc.ngo. For further information about the Mixed Migration Centre visit www.mixedmigration.org

[1] 4MI is in itself a sizeable operation and it is envisaged that its review will be managed as a case study attached to the overall review of MMC

How to apply

Please go to DRC website, tenders

https://pro.drc.ngo/resources/drc-tenders/

or send an email to [email protected]