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TOR | Terms of Reference Guideline

Common requirements in TOR

TOR are developed for a range of different tasks. While most commonly they will guide assignments to be undertaken by contractors, they also will be required for assignments carried out by NZAID staff as well as for partner-led, NZAID-funded, Activities. This section of the Guideline identifies common requirements for NZAID TORs and the key steps the Agency expects to be followed in the development of TORs.

Level of detail

The level of detail and guidance in the TOR will depend on the scope of the assignment and the nature of the contract. It is important that lines of communication, expectations by all parties, and reporting relationships are clear. The TOR must be specific, focused, and agreed by all stakeholders before the assignment is initiated and any goods and/or services procured.

NOTE: Contractors can only be held accountable for what they have been specifically asked to do – take time to ensure there are clear links between the goal, the objectives and the tasks.

Approach/methodology

Most TOR include some direction on the preferred approach or methodology expected, although there will be some exceptions such as for short, task-based assignments. Overly prescriptive direction on the approach to be followed may also not be appropriate where particularly technical, specialist expertise is being sought. In general, however, most TOR will need to ensure that those carrying out the desired tasks:

  • give effect to the overall NZAID goal of poverty elimination,
  • follow specific direction on the integration of mainstreamed and cross-cutting issues
  • use participatory approaches and build partner ownership for the Activity.

If these principles and issues are not explicitly addressed in the TOR, those carrying out the assignment, particularly external contractors, may fail to adequately consider them and the desired development outcomes may be compromised.

TOR must ensure that the outcomes sought have a clear poverty elimination focus and are achieved in ways that advance aid effectiveness according to the Paris Declaration on Aid Effectivieness.

The Screening Guide for Mainstreamed and Other Cross-cutting Issues should be used to guide decisions on the particular direction that the TOR should give to ensure that these issues1 are appropriately considered. The Screening Guide contains specific questions on each of these issues.

TOR should also direct attention to ‘value for money’ requiring appropriate financial and/or cost benefit analysis.

The reporting relationship

The TOR clarify who will manage the contractual and reporting relationships. TOR need to clarify the roles and responsibilities of the team or individual(s) carrying out the assignment, and to describe their reporting relationship with those managing any contracts. The TOR state when and how the assignment team will usually report - to the DPM (Wellington), the NZAID Manager (in-country), our partners and/or a coordinating committee/ steering group.

TOR should include agreements regarding NZAID and partner commitments in support of this assignment like participation in field trips, or time frames for feedback on draft reports.

NOTE: It is important not to make any informal commitment regarding contracts or time frames or outputs before the terms of reference are finalized and the preferred consultants identified.

See Procurement, Contracting & Grant Funding Policy and Managing Consultants for further information.

Timeframes

TOR need to provide an allocation of time for specific tasks such as:

  • document reading and preparation
  • travel time
  • briefings at Post
  • consultation with stakeholders and organisations
  • report preparation
  • finalisation of a report following debriefing.

Team composition, skills and experience

Most TOR will include a section on team composition, skills and experience.

The success of any assignment is often determined by the degree of ownership by key stakeholders and by engaging the appropriate contractor(s). During development of the TOR, it is important to consider:

  • the knowledge, skills, experience and personal attributes required
  • local expertise
  • team composition – gender, off-shore/local balance
  • the involvement of counterparts and/or in-country contractors
  • the need for a reference group.

The majority of assignments will require a team involving partner country participants to confirm and strengthen partner ownership and leadership. An increasing number of assignments will be partner led. The range of skills and experience required will depend on the nature of the assignment. Good local expertise is essential to support effective participatory processes.

Sometimes it may be useful to set up a reference group to provide additional expertise. In these cases the role of the reference group and the relationship of the contractor need to be clearly specified in the TOR.

The selection criteria for assignment team members should be specified in the TOR and could include:

Attributes

  • understanding of NZAID’s goal, policies and operating principles
  • ability to work in a multidisciplinary team
  • commitment to participation of key stakeholders
  • understanding of and commitment to cross-cutting issues.

Skills and experience

  • experience relevant to tasks
  • development knowledge and experience
  • country/regional experience.

Activity planning and management skills

  • analytical and reporting skills
  • facilitation and negotiation skills
  • cross-cultural communication skills
  • institutional strengthening/capacity building skills
  • sector or technical expertise (specific to the assignment)
  • experience in evaluation, research and review.

Team Leader selection

  • wide development experience and knowledge
  • strategic capability
  • previous team leadership experience
  • people management skills
  • demonstrable commitment to NZAID’s policies and principles.

NOTE: During the development of the terms of reference, it is useful to record the date in the footer to ensure all stakeholders are working with the same version.

Reports

The TOR should state clearly the expected length of the report (usually no more than 20 pages, excluding appendices) and the timeframes for drafting and finalising the final report.

Written reports are expected to respond to all tasks identified in the TOR.

The written report format might include:

  1. Title Page (authors, date, activity, location).
  2. Executive Summary (including background, key findings, methodology, recommendations).
  3. Main body of the report (description of the background, the stakeholders, results of analyses, findings, the key issues, methodology (including who participated, how and at what stage), conclusions and recommendations.
  4. Appendices, Glossary, acronyms, Terms of Reference, list of participants and sources of data, diagrams, drawings, photographs.

See Structure of Review and Evaluation Reports. See Activity Reporting (in development) for guidance on report format and content.

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