Centre for Disaster Protection

Policy Engagement Consultant, Flagship Event Organisation

About The Centre
The Centre for Disaster Protection (the Centre) is a technical and policy advisory organisation focused on improving how the world plans and pays for disasters. We focus on disaster risk financing to help ensure that money and plans are in place before a disaster strikes, so that the poorest and most vulnerable people are better protected. We are committed to work in partnerships across sectors and geographies to drive more impactful and more equitable disaster risk finance that leaves no one behind. Specifically, through a focus on:

• Delivering excellent client outcomes and promoting lasting disaster risk finance expertise. We provide clients with impartial and evidence-based advice, quality assurance and training that meets their needs and drives more effective disaster risk finance.
• Quality evidence and learning. We work to strengthen the evidence base for prearranged financing and document and share what shows the greatest potential to achieve system change.
• Impactful communications and global policy engagement. We seek to engage and influence through evidence-led policy and inclusive policy dialogue that bridges both 'local to global' and the humanitarian development climate nexus, targeting the bottlenecks key to effect transformative change of the international crisis financing architecture.

Additionally, we are focused on building effective systems and processes for people and operations that support the Centre to rapidly, yet strategically, scale and grow in a way that supports our people to do their best work through safe challenge, promoting and integrating diversity, equity and inclusion.

The Centre is funded with UK aid through the UK government. Read more about us in our updated strategy and find out more at

About The Planned Flagship Event
The Centre intends to scale up its presence and activity in the crisis finance convening space, with the objective to develop and deliver a recurring flagship event - the first occurrence of which is provisionally planned to take place in June 2026. We have played a particular and repeat role in convening a diverse cross-sections of stakeholders in this space, most recently through initiating and acting as secretariat for the High-Level Panel on Closing the Crisis Protection Gap. We now see an opportunity to build on the expertise we have developed here in order to play a unique role in bringing together a mix of leading actors, thinkers and decision-makers from across the disaster risk spectrum.

The proposed event will have a specific and focussed framing on the critical question of how we plan and pay for crises more proactively, paying particular attention to finance mechanisms and processes that enable a more proactive approach to preparing for and addressing disaster risk. While there are a number of established actors, processes and events already in train in the broader area of disaster risk, our assessment is that in a number of instances these are either being phased out/scaling back influence or visibility; or alternatively, while retaining significance, have particular geographical, political or operational restrictions on composition, timing or scope - and as such are more limited in their ability to build the inclusive, collaborative coalitions of stakeholders that we envisage.

Accordingly, we consider that there is an opportunity for the Centre to play a potentially important role in plugging this gap. With climate-driven shocks becoming more frequent and complex, and against a backdrop of an increasingly constrained funding environment, we believe that an event bringing a through-line focus on financing for disaster risk would have a timely and useful role to play. In particular, the Centre has a strong offer here with respect to the diversity of perspectives and specialisms that we could bring together in order to showcase, develop and scale collective solutions and innovations, particularly with the addition of the Centre's own perspectives, experience and expertise into that mix.

About The Role
While there is flexibility regarding the location for future iterations of the event, we anticipate holding the first in London. This reflects the Centre's base, the presence of several key partners, and the practical advantages for planning and logistics. Accordingly, we are looking to engage an individual based in the UK, with the ability to support in person as needed. Proximity to London is preferred to facilitate collaboration with Centre team members, venue providers, and other stakeholders involved in the event's delivery.

This TOR is split into two Phases. The initial level of effort (LOE) allocation for Phase 1 is anticipated to be 40 fee days for scoping and planning logistics around the event, from January-March 2026. Upon completion of Phase 1, there is an opportunity to extend the contract for development and delivery of the event, between April-June 2026, provisionally up to a further 15-20 days of activity.

Phase 1 activities will focus on scoping and planning, and particularly on the logistics and processes that need to be established to deliver a successful event, rather than on content and detail of the event itself which will largely be shaped and developed by the Centre team in parallel. Elements of this work are expected to include (but are not limited to):

• Review venue options and recommend accordingly – with consideration to respective maximum capacities, layout and suitability, availability, cost, ease of access, additional support offered from the venue upon booking etc.
• Consider availability within the planned delivery window, including mapping and deconflicting across high-profile events or those that might be of particular competing interest to target attendees, in order to optimise timing in terms of maximum availability and ease of attendance.
• Consider and advise on timeline, key milestones, decision-points and deliverables, working backwards from proposed date in order to ensure successful delivery.
• Lead on planning around key logistics for the event – including invitations, accreditation and badging process for attendees; IT considerations, including audio-visual requirements (microphones, screens, displays, presentations, lighting etc.); staging and layout, including room dressing and any need for set or room changes within a venue; on-the day considerations, including badging, security, refreshments and other management considerations.
• Advise on supporting architecture – publicity and promotion of event, including targeted outreach; media profile and social media activity, including on possible microsite; promotional material, including event 'identity' for possible logo, badging and signage; logistics around attendance, including travel, visa and accommodation considerations etc. Start to compile a target invitation list, based on consultation with Centre staff and partners, existing contacts and desk-based research and analysis.
• Consideration and review of offer from specialised events delivery organisations – including costs and perceived value-add of any such service vis-à-vis support offered by venue staff as part of any booking. Advice on extent to which taking on such services might be helpful or necessary in order to deliver a successful event.
• Engage with key Centre partners and stakeholders to ensure deconflicting (calendar and thematic) with other parallel events, to draw out aspirations from partners around the value-add this event could provide, and to consider opportunities for partnering, providing a platform or co-delivery of elements of the agenda alongside partners.
• Engage with Centre team members alongside the in-house event lead(s) to understand our potential offer and capacities as well as ambitions and asks for the event across teams, working to ensure that these aspirations can be incorporated into a cohesive event and that any logistical or other planning components are provided for in a timely way.
• Support and advise in developing a stimulating, engaging range of panels, presentations and activities over the course of the event, and with the format of the event more generally, in order to maintain interest and engagement from attendees.
• Act as the day-to-day point of contact for all engaged parties, including venue and prospective partners and participants, as well as sharing regular updates internally.

Phase 2 activities will initiate closer to the planned event date and focus on content, timing, participation and objectives specifically related to the event and its expected outcomes. As such, expectation is that this would largely follow Phase 1 in terms of sequencing, although with some overlap likely. Activities are likely to become clearer closer to the time, but could include:

• Managing invitations, attendance numbers, cut off deadlines, accreditation and contingencies in the run up to the event.
• Work alongside Centre lead(s) to develop a compelling agenda, including articulating ambition and outcomes, determining sessions and timings, outreach and engagement with prospective speakers, presenters and other participants.
• Consult across teams within the Centre to incorporate respective deliverables and provide a platform for a range of activities, potentially including product launches, research findings, presentations etc. – while ensuring this is balanced and coherent with external participation and with the wider framing and overarching vision for the event.
• More detailed input to format, ensuring variety of speakers and event types and the structure of the event more broadly, including scope for elements of innovative or interactive formatting.
• Act as point of contact for presenters and attendees, including compiling a logistics note for attendees, managing queries and facilitating presentations from speakers, overseeing timings and transitions between sessions, handling any VIP or specialist requests etc.
• Working with the Centre lead(s) to develop internal and external messaging around the event, including social media content, supporting material (photography, recordings etc.), messaging for external communications, consideration of a media component to the event.
• Post event impact reporting, including managing communication of outcomes and thankyous, recommendations on follow-up activities or next steps.
• Advise on viability and approach to repeat events, including frequency, prospective partners and location, specific themes or objectives etc.

Expected deliverables and responsibilities

The consultant will work with the Project Lead and team on:

Phase 1: Planning & Scoping (Jan–Mar 2026 | :40 days)

Deliverables and responsibilities will focus on logistics and foundational planning, including:

• Timeline and milestones: Develop a Gantt chart with dated key milestones, decision points, and deliverables to guide activity in the lead-up to the event.
• Venue review: Produce a short comparative note on prospective venues, covering costs, capacity, layout, availability, and other relevant considerations, with recommendations.
• Logistics planning: Lead on practical arrangements including AV/IT needs, staging, invitations, accreditation, and on-the-day operations.
• Promotion and outreach: Advise on event branding, promotional materials, and targeted outreach, including initial invite list development.
• Stakeholder engagement: Coordinate with Centre teams and partners to align ambitions, avoid clashes, and explore co-delivery opportunities.
• Coordination: Act as day-to-day contact for venue, partners, and internal teams.
• Additional outputs: Other products as may be required and agreed with the Centre lead to support Phase 1 delivery.

Phase 2: Development & Delivery (Apr–Jun 2026 | :15–20 days)

Deliverables to be confirmed at the start of Phase 2, but likely to include:

• Final management of invitations, attendance, and accreditation
• Co-development of agenda and session formats with Centre leads
• Liaison with speakers and attendees, including logistics and session transitions
• Support for communications and media (e.g. social media, recordings, photography)
• Outcome and impact reporting: Post-event report capturing learnings, outcomes, and recommendations for follow-up
• Advice on future iterations of the event (e.g. frequency, partners, themes)

Required Skills & Competencies.
The candidate must be able to demonstrate a commitment to work in a manner consistent with the Centre's four values: impartiality, quality, creativity and challenge, as described in our 5-year strategy.

The ideal candidate should demonstrate the following skills and experience:

• Significant experience of developing and delivering successful events and of event management more generally is the critical requirement for this role – including around logistics, sequencing, costing, negotiating, accreditation sourcing and any other practicalities and considerations that should be factored into planning and preparation but may not be referenced here.
• Effective communication: Strong verbal and written communication skills to co-ordinate effectively with stakeholders and team members. Ability to establish trust and create partnerships with a range of actors in order to ensure a collaborative approach to design and delivery of a successful event. Ability to draw out and articulate points of difference, vision and value add for the proposed event.
• Demonstrable ability to deliver high-profile outcomes and results against tight timescales and under pressure where required, working collaboratively and effectively across multiple engaged parties.
• Flexibility and adaptability: Readiness to respond to evolving requirements and handle tasks arising at short notice. Proven ability to work in multidisciplinary teams, as well as support cohesive delivery of separate but aligned objectives into a single event.
• Sectoral knowledge: While not a requirement, a knowledge or understanding of disaster risk financing, crisis financing or disaster risk management and established networks in this field would be of distinct benefit, although the Centre can provide context and introductions as needed here. Aligned fields of interest where expertise or a working knowledge would be advantageous include of the private sector (particularly (re)insurance), climate/climate finance, humanitarian/development, disaster risk reduction, International Finance Institutions etc.

The individual is expected to report to and work under the day-to-day guidance of the Centre's Project Lead, and to take part in occasional progress and coordination discussions with the Centre.

Fee rates & Payments

The level of effort expected for this role is up to 40 fee days for Phase 1 with an option to extend in Phase 2 (c.15 days), depending on the demands of the project. The work for Phase 1 is to be delivered between January 2026 and March 2026, and Phase 2 is expected to take place between April to June. The event is planned to take place in June. The role is part-time and scheduling of delivery will be coordinated and agreed with the Project Lead.

Remuneration will be based on individual experience and skills while, as the Centre is a UK aid-funded project, all rates for consultants and staff are subject to controls.

Payment

Fees will be payable on actual usage of days evidenced by timesheets, subject to completion and approval of key deliverables due at the invoicing point. Any expenses will be paid on actual costs (against receipts) using an agreed invoice and timesheet template.

Correctly submitted invoices will be paid within 30 days of receipt of invoice and/or approval of relevant work (whichever is the later).

Negotiation and finalisation of commercial terms

DAI on behalf of the Centre reserves the right to negotiate on any aspects of the proposed costs and payment and is not bound to accept any offer.

Intellectual property

Intellectual Property Any Foreground Intellectual Property Rights (IPR) arising out of the performance of project will belong to the Managing Agent of the Centre for the purposes of awarding to the Centre perpetual, irrevocable licence to use, sub-licence or commercially exploit such IPRs in the delivery of its mission and likewise to the Centre's funder, the UK FCDO. The Management Agent, on behalf of the Centre, will provide the Service Provider right to use such IPRs and other Centre IPRs to the extent needed to perform their obligations under this project. IPRs relating to any background intellectual property drawn upon by the Service Provider in delivery of the assignment shall remain with the Service Provider, who will provide the Centre (through its Managing Agent) and FCDO rights to use such intellectual property to the extent it is integrally required to enjoy their rights to use the results of the Project and the foreground IPRs.