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VSF Belgium TOR: Assessment for Program Development/ Funding Strategy Development Consultancy

Terms of Reference
TLDP II Partner’s Capacity Building
Assessment for Program Development/ Funding Strategy Development Consultancy
1. Background
The objective of the TLDP II partner (TUPADO) consultancy is to create a methodological plan for proposal development and funding strategy for the organization in Turkana. The strategy is to be based on a collaborative and participatory process with the community and leverage TUPADO’S strengths as appropriate.
The consultant should rely on its expertise, community consultations, other community programs in the area to design the program development strategy and subsequent proposal development for funding to the TUPADO. In addition, the consultant should create a mechanism for TUPADO’s Funding and program/grants development, ideally led by the community, and a monitoring system to determine the impact of the TUPADO activities in the region.
2. Objective

The specific objectives of this consulting assignment are:
1) To provide expert advice and analyze issue areas, develop proposal development in line with progressive NGO trends and assessing potential funding /program development strategies for TUPADO;
2) To ensure that the program development and funding strategy are in line with the experience and expertise of TUPADO and are within its mission and vision statement.
The activities required to support TUPADO on its program development and funding strategy development include:
  • Mapping of direct and indirect areas of influence of TUPADO actions and identifying priority areas for TUPADO program development /funding Strategy.
  • Identify partners for TUPADO collaboration (internal – for Implementation and external –for funding)
  • Work with staff to assess the capacities, opportunities and interests of the organization’s key stakeholders groups including beneficiaries, employees, partners, government, and local CBO groups and develop communication objectives and strategies for each.
  • A diagnostic of the socio-economic situation of the direct areas of influence of TUPADO,
  • Consultation with the communities to identify their capacities, opportunities (needs) and priorities
  • Mapping of local development activities in the areas of influence, with specific attention to priority areas,
  • Evaluation of past/existing TUPADO and their partners activities and the strategy/structure of the company for implementing those activities,
  • Monitor organization activity to ensure it assists in the progress and development of the program development and funding strategy;
Based on assessment of above and discussions with VSF Belgium and TUPADO
  • Recommendations for a program development and funding Strategy based on the results of the analysis of the above including identification of opportunities and two specific project proposals written, and
  • Recommendation on the internal structure, and drawing of an action plan for TUPADO to implement the Strategy.
3. Scope of Services
In order to effectively reach the objectives above, the consultancy will be divided into two phases. Phase I will focus on carrying out the initial field assessment for the projects in the Turkana, the niche and confirming the results of that assessment with VSF Belgium TUPADO. Phase II will then provide recommendations for project proposal to be developed in the next five years and two fully developed proposals by the consultant in conjunction with the TUPADO staff. .
3.1. Phase I: Identification/Assessment of the Priority Areas for proposal development and existing development Activities in the region.
In order to meet the objectives of this TOR, the consultancy will, at a minimum, assess the following issues to discuss with VSF Belgium and TUPADO. While the actual methodology for carrying out the assessment is reserved for the consulting to identify via the proposal, the first phase will include:
3.1.1. Mapping of direct and indirect areas of influence by TUPADO’s previous operations specifically identifying  priority areas for the next strategy:
The starting point will be the Identification of those areas and stakeholders that are directly affected by TUPADO previous project operations and additionally those areas that are indirectly affected by the organization’s activities.
The consultancy will highlight priority areas based on the previous projects impact and/or degree of potential opportunities. It is important that this information is validated by the Organization’s staff and that the priority areas and problems are identified and specified for all project operations (if there are different geographical locations). The consultancy will provide basic information on each community visited, including population size, economy, social infrastructure, market, livestock, names of INGOs involved in actions in the community, and name of the local active development agency.
The mapping should provide information on the following:
a. What are the areas and stakeholders directly affected by TUPADO project operations?
1.    Map identifying the primary and secondary beneficiaries in the communities in the area of influence.
2.    Identification of the effects (positive and negative) of the project operations.
3.    Identification/prioritization of directly affected groups/areas (highest priority to lowest).
4.    Identification of conflicts of interest and power relations between the different stakeholders.
5.    Information sheets on each village/town visited.
6.    Socio-economic characteristics of the communities.
b. What are the areas and stakeholders indirectly affected by the company operations?
1.    What are the affects (positive and negative) of the operations?
2.    Identification of conflicts of interest and power relations between the different stakeholders.
3.    Socio-economic characteristics of the communities.
3.1.2. Mapping of existing Turkana community development activities by local/regional governments, multilaterals, NGOs and private sector firms, with specific attention to priority areas and the existing opportunities that TUPADO could find space in.
The mapping will serve to identify community activities currently being provided by local stakeholders. The mapping will be utilized to identify areas of intervention for TUPADO and potential partners.
The mapping should provide the following information:
a. Matrix of all local development activities in the region including:
1.    Name of project
2.    Summary of the projects objective
3.    Results to date of the project
4.    Financier(s) of the project
5.    Implementing agency
6.    Budget
7.    Dates for project start/completion
8.    Contact information of both the financier(s) and implementing agency
b. Present and future strategies of the major NGOs, regional and local governments for the region in the areas of local
development.
c. Identification of potential partners for TUPADO and VSF Belgium.
3.1.3. Assessment of the Company’s strategy and internal structure for developing program and funding activities, identification of past/current TUPADO activities and analysis the impacts of those activities:
The consultancy will look at TUPADO’s existing strategy (if it exists) for pastoralist community outreach activities and the structure for implementing that strategy. The final goal is to identify areas for improvement in strategy, structure and activities of the company.
The assessment should provide information on the following:
a. TUPADO’s current strategy (if any)
1.    What is the current program development and funding strategy? Mission, goals etc.
2.    How is the strategy manifested within TUPADO and VSF Belgium operations?
3.    How are projects/activities identified? Approved for project development?
4.    Are there any specified criteria for projects engaged in?
5.    Roles, responsibilities and reporting structure of the personnel responsible for the strategy.
b. Structure of TUPADO for implementing program development and funding strategy activities
1.    What is the recommended internal structure of TUPADO for developing and implementing project development and fundraising strategy?
2.    What are the budget and expenses for the above to be achieved?
3.    What are the strengths and weaknesses of the structure?
4.    What are the possible bottle necks for the implementation of the strategy?
5.    What actions should be undertaken and by who, in the event of above anticipated challenges during the implementation period?
c. Matrix of past and current TUPADO and VSF B pastoralist community outreach activities including the following:
1.    Names of projects/activities
2.    Short description of activity and intended beneficiary
3.    Monitoring and evaluation parameters
4.    Exit strategy
5.    Results of the activity
6.    Budget per project/activity (identifying all funding sources)
7.    Identification of the most effective activities and characteristics of those activities that made them effective.
d. Interviews with project recipients to assess the previous project/activities impact
1.    Group/personal interviews with recipients and stakeholders on the impact of the TUPADO’s activities
2.    Group/personal interviews with recipients and stakeholders on the perception of the TUPADO’s activities.
Following the initial mapping and identification of priority areas as well as an internal analysis of TUPADO structure for implementing activities, the consultants will present the findings to the TUPADO (and VSF Belgium) to verify and discuss the results. Based on those discussions, the consultants will carry-out the following activities in Phase II.
3.2. Phase II: Recommendations for the Community Outreach Strategy and the Structure for Implementation
3.1.4. Recommendations for the Community Outreach Strategy including identification of specific community outreach activities.
Based on the results of the community assessment and discussions with the consultant and TUPADO, the consultants will develop recommendations for the TUPADO program and proposal development Strategy.
Recommendations should include:
1.    geographic areas for activities,
2.    Sectors of activities (i.e. social, animal health, livelihoods diversification, local economic development etc.),
3.    Potential partners,
4.    Method for including community input into the selection of activities,
5.    role of the company in terms of identifying/implementing activities, and
6.    Ensure positioning of the strategy within the TUPADO’s overall organizational strategy.
In addition to the recommendations on the Community Outreach Strategy, the consultants will also identify specific activities within the sectors (health, social, local economic development etc.) identified.
Specifically, the consultants will present potential community outreach activities, potential partners and the role of the company to implement those activities.
Specifically, the recommendations should answer the following:
a. Direct and indirect areas of influence the organization’s operations specifically identifying priority areas
1.    What should be TUPADO’s working definition for direct and indirect area of influence?
2.    What should be TUPADO’s list of communities in the direct and indirect area of influence?
3.    What should be considered priority areas for the program development /funding Strategy? and what other areas (if any) should be considered?
b. Identification of the priority sectors (e.g. pastoralist livelihoods diversification, local community economic development, education, animal health and production, drought preparedness etc.) for the Strategy depending on the capacity of TUPADO.
1.    What should be priority thematic sectors for the program development strategy and why? Who should take lead for what in regards to available organization capacities?
2.    What should be the organization’s focus within those thematic sectors?
c. Identification of potential community outreach activities within the priority sectors
1.    Identify general areas of action within each priority sector prioritizing activities with the highest impact.
2.    What are some specific high impact community outreach activities that the TUPADO as an independent and or organization could carry out? Identify 3-4 activities/Actions for each priority thematic sector. For this to be clear the consultant(s) shall provide a matrix detailing, summarizing the actions proposed.
3.    Develop as a true applied sample two concept papers/proposals with the participation of the thematic technical staffs from the acquired data in this survey, with targeted potential funding partners identified.
d. Role of the Organization senior management in terms of implementing the Strategy and activities
1.    What should be the role of the coordinator and each of the officers in terms of identifying/implementing activities from the new concepts and proposals? Should the officers, coordinator, manager actively design and develop activities and/or request proposals from external parties?
2.    Should TUPADO implement activities i.e. hire staff with experience in the sector areas to implement activities or manage third parties to implement the activities i.e. partner with other CBOs, NGOs or consultants to implement activities
e. Method for including community input into the selection process
1.    How should the program development Strategy include community and local stakeholder input into the process of developing concepts and proposals for proposed community development activities?
2.    What community structures and local stakeholders should be part of the process?
f. Identification of potential partners
1.    Who are potential partners for financing activities within the priority sectors?
2.    Who are potential partners for implementing activities within the priority sectors?
g. Positioning of the Strategy within TUPADO
1.    How should the project development strategy be placed within the overall Organization strategy
2.    How should the strategy be disseminated internally to staff, officers, and the board to inform and create ownership?
h. Time frame of the project development Strategy within TUPADO against each officer for the next five years.
3.1.5. Recommendation on the internal structure for TUPADO to implement the Strategy.
In outlining recommendations for the Community Outreach Strategy, the consultancy will also make recommendations as to how the company should be organized to implement the Strategy both in terms of staff and management of project activities.
Specifically the recommendations should include:
a. Structure, roles and responsibilities of the projects staff as well as suitable profiles for those positions
1.    Organigram of the TUPADO staff for implementing the strategy
2.    General roles and responsibilities of the staff
3.    Experience/profiles of staff
b. Relationship between the section of staff implementing the proposal/funding Strategy and the rest of the organization.
1.    How/Where should the department be placed within the overall organization structure?
2.    How should the department relate to the rest of the organization in terms of operations and communications?
Identification of Next Steps
Identify and detail the next steps for TUPADO to both finalize its pastoralist Community development and proposal/funding Strategy and implement the Strategy. A twelve month to two year action plan will be developed.
The plan should identify specific next steps, including roles and responsibilities of individuals within the TUPADO to carry out the proposal development and funding plan and a timeline for the plan. If external support is needed, a preliminary budget should be included.
4. Deliverables
Phase I Deliverables
The consultant will deliver the following:
  • Prior to consultation, a suggested timetable for site visits and interactions with TUPADO, VSF B and the affected pastoral communities.
  • A document on Identification/Assessment of the Priorities Areas for proposal/funding strategic plan and Existing Turkana pastoralists Community development Activities
  • Mapping results of direct and indirect areas of influence of TUPADO’s projects operations (3.1.1), mapping of existing community outreach activities (3.1.2), and assessment of the company’s strategy and structure (3.1.3).
  • Following completion of the assessment in Phase I, the consultants will hold a workshop to present the findings of the assessment to representatives of the target community, TUPADO and VSF B). The workshop will provide an opportunity to clarify any questions or issues and identify TUPADO’s vision for the priority areas to be covered by the Strategy.
Phase II Deliverables
The consultant will deliver the following:
A document (including the information from Phase I) on Recommendations for proposal and fund development plan and the Structure for Implementing and Managing the plan. The consultant will provide two proposals fully developed a copy a draft of documented report of the work to TUPADO and VSF B. Two subsequent drafts will be required prior to finalizing the report.
The following should be included:
  • Literature Review
  • Analysis of successes and failure of TUPADO and VSF B funding strategies.
  • Guidance to designing and implementing the proposal and funding strategy (design process, critical factors, limitations, and challenges, etc.)
  • Case studies of previous project
  • Lessons Learned
  • Conclusions and Recommendations
A document on the “Next Steps Action Plan.” The action plan will be presented to TUPADO and the VSF Belgium after the “Recommendations” document has been approved. The Next Steps Action Plan will be discussed with TUPADO and VSF Belgium.
5. Methodology
The consulting firm should apply the following research methods to achieve the intended results of this TOR.
5.1. Qualitative Research
It is suggested that the consulting firm develop informal focus groups for obtaining information on community capacities, needs and the view of TUPADO and its activities, specifically with respect to the positive and negative effects of TUPADO’s project operations. The informal focus groups should include interest groups like: CAHW, artisans (male and female), Women groups, small scale bone vendors, PFS facilitators, Agropastoralists, and community leaders, among others.
5.2. Desk Research
Principally various sections of this TOR involves desk research and working directly with the staff from TUPADO to obtain the necessary information. It is important to note that this type of research should be carried out before the work with focus groups.
A large component of this consultancy will be on obtaining information in the field and adequate number of days should be allocated. Most of the field research should be done by the consultant and with the participation of TUPADO staff.
6. Qualifications
The TUPADO and VSF Belgium are seeking a bright strategic thinker with a strong understanding of Pastoralist sustainable development, disaster preparedness and a passion for proposal development funding strategies.
In addition, the successful candidate will bring interpersonal and presentation skills, ability to work in a team environment as well as independently, ability to manage several projects simultaneously, creative acumen, maturity and enthusiasm.
The individual should have an “issue-driven” mentality.
  • Must have successful track record developing and leading social programs in NGO program development and funding strategy.
  • Education requirement Bachelors degree and advanced learning in project management, entrepreneurship, and an advanced degree is an advantage
  • Language requirement is fluency in English both spoken and written.
  • Must have demonstrated proficiency in written communications
  • Experience developing strategic community development plans supported by quantitative analysis is desired
The successful candidate will have the following qualifications (suggested):
  • The selected candidate will have an advanced degree in anthropology, environment, rangeland management and/or social sciences with a minimum of 5 years of relevant experience – preferably but not exclusively in proposal writing – with a comprehensive and in-depth expertise in development, implementation and assessment of Rangelands, Social development, Animal Health and community development strategy formulation.
  • Advanced academic degree in the anthropology, social sciences or other relevant field, is an added advantage
  • 5 years of work experience focusing on community development preferably around pastoralism and or ASAL districts.
  • Demonstrated extensive knowledge of proposal development and knowledge of NGO international best practice
  • Proven ability to effectively plan, direct, organize and administer diverse activities to ensure effective delivery of work programs.
  • Strong team player with the ability to work in hardship and high-pressure environment.
  • Demonstrated ability to build and maintain effective relationships with colleagues and a wide range of external parties.
  • Ability to work independently, take initiative, and handle a variety of activities concurrently, and an innovative and open-minded approach to all aspects of work.
  • Ability to communicate policy, technical, and financial issues effectively and concisely both orally and in writing.
  • Innovative and open-minded approach to all aspects of work. Excellent interpersonal skills.
  • Strong knowledge of principles and processes of Community development, conducting environmental and social impact assessments,
  • Experience working with a wide spectrum of poor communities, but particularly pastoralists;
  • Knowledge and experience in working with community organizations and developing and facilitating proposal development programs and multi-stakeholder dialogues for communities, NGOs and other local stakeholders.
  • Experience with promoting participatory monitoring and evaluation techniques is highly desirable;
  • Demonstrated professional leadership and ability to coordinate a team of professionals in the implementation of major development efforts;
  • Capacity to think creatively in dealing with policy and operational issues while maintaining a strong client and results orientations;
  • Strong written and oral communication skills, demonstrated ability of making effective presentations to diverse audiences.
  • Fluency in English essential; knowledge of Livestock based livelihoods is desirable.
7. Timeframe
The consulting firm or Individual(s) should prepare a detailed work plan and timeline in accordance with the format provided in the above structure of phase one and two. The duration of this consultancy should not exceed 60 days.
8. Budget
The consultant in their application should prepare a detailed budget in accordance with the action detailed above. .
Closing date: 24th August 2010
Please note that response MUST only be forwarded to recruitment@vsfb.or.ke
Any response to any other email address shall NOT be considered.

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