Consultancy Job Opening
KENYA SEX WORKERS ALLIANCE (KESWA)
TERMS OF REFERENCE FOR CONSULTANCY TO DEVELOP KESWA STRATEGIC AND ORGANISATIONAL DEVELOPMENT PLAN 2021-2024
The Kenya Sex Workers Alliance (KESWA) is the umbrella organisation of Kenyan sex worker-led groups and organisations. With over 65 members in 25 counties, KESWA brings together female, male and transgender sex worker led organizations with a vision of improving their human rights status through designing and implementing innovative, evidence-based and cost-effective advocacy campaigns that can influence public policy and practice in the field of human rights. KESWA is also committed to examining the strengths and weaknesses of international human rights and domestic legal frameworks as they apply to sex work. The aim is to evaluate the impact of various international and domestic laws and policies on the human rights of female, male and transgender sex workers and their communities.
KESWA STRATEGIC AND ORGANIZATIONAL DEVELOPMENT PLAN 2021 -2024
KESWA is seeking a highly skilled consultant or firm of consultants to support the design and development of its 2021 -2024 strategic and organizational development plan. The duration of this consultancy possibly extends for 12 months.
KESWA is initiating a request for a proposal for a consultant or consultant team to support the design and development of our 2021 – 2024 KESWA strategic and organizational development plan process.
Strategic Planning Context
The following provides some context and focus areas for the strategic and organizational development plan. These are among the areas that we expect to focus our next strategic and organizational development plan.
- KESWA currently has in place a strategic plan (2016-2020) organised around strengthening the Kenyan sex workers’ rights movement, and the work undertaken by KESWA. The existing plan focuses on four strategic outputs — Legal Approach; Health Approach; Socio-Cultural Approach and Community Organizing & Movement Building Approach. The new plan will be a follow-on to the gaps not filled by the SP 2016 – 2020.
- Today, KESWA, as the umbrella and national body of sex worker-led organisations has over 65 member organisations around Kenya. The Secretariat, Board and membership is staffed and led by sex workers and, together, they make up 99% of KESWA’s workforce. The SP 2021-2024 should address the organizational needs and programmatic models of our member network organisations teams as well as the support and oversight required from a national level.
- KESWA’s current funding base is relatively diversified; a large portion of KESWA’s funding comes from activist based, feminist, women and special groups as well as private donors and foundations, and other agencies. However, nearly 90% of KESWA’s funding comes from 2-3 donors which brings a certain amount of vulnerability. In addition, KESWA does not receive any US government funding. KESWA’s position in relation to its donor base should be examined as well as devising ways to reduce its inherent vulnerability.
- In recent years, KESWA has experienced a significant shift away from unrestricted towards restricted funding. There is also a need to build capacity in advocating, preparing and applying for awards, particularly restricted funding awards. Considerations should be made on how KESWA proceeds in this direction.
- KESWA has recently undergone several external impact evaluation and audits. These evaluations have yielded valuable information. The new Strategic Plan should be prepared to incorporate and address the issues raised.
- Our national outlook has grown considerably with — emerging new groups, diverse political change, larger representation of sex workers from the refugees, migrant, feminist, disabled and queer-identifying sex workers. The function, size, capacity and alignment of this national office organisation and alignment should be reviewed. Stronger accountability, compliance and better management of funds has been a recent focus as well.
Project Goal and Scope
The strategic and organizational development plan will shape the next four years of KESWA’s growth and development. KESWA wants to clarify the path forward for the organisation and lay the groundwork for the organisation’s activities as it moves into post 2020. We expect our KESWA profile to continue growing and we want to align our national activities across functional areas and geographic regions in support of a clear and focused goal, and organisational purpose. A consultative examination and refining of KESWA’s mission and vision statements will be a critical step in this process. Overall, this plan will define how we prioritise our mission, goals and objectives, and identify areas for improvement and change. We plan to build a costed business plan that provides for the resources necessary to support the plan. We expect to work closely alongside the consultant(s) for up to one year, and will have a strategic and organizational development team made up of members of the Board of Directors and staff. The draft strategic and organizational development plan will be presented to the KESWA Board of Directors for approval in mid 2020.
Among the items to be considered in the planning process:
- Funding sources and donor development – How KESWA continues to pursue a compelling donor experience;
- Partnerships with other organizations – What KESWA does uniquely and how it can achieve synergies through strategic partnerships;
- Program management capacity building – How KESWA develops, manages and delivers programs;
- Measurement of results – Outlining specific goals and measuring our outcomes;
- National and global footprint – How KESWA is positioned to make the most effective national and global impact;
- Ever increasing program and organizational effectiveness to meet our unique mission;
- Staff capacity in management and leadership.
The scope of work for the Consultant will include but not be limited to:
a) Review the current vision and mission of KESWA;
b) Undertake stakeholder mapping and analysis;
c) Undertake a situation analysis of KESWA’s operations, structure, funding, membership and activities to date;
d) Through a consultative process and application of an appropriate tool of analysis, identify focus areas and develop strategic objectives and key result areas for the same;
e) Review the institutional capacity, organizational set-up, financial and administrative systems and the identified strategic objectives and key result areas; and make recommendations, if any;
f) Propose a strategy for achieving the strategic objectives and key results;
g) Develop a Results and Resources, M&E, Communication and Financial Sustainability Framework for the plan period;
h) Hold stakeholder meeting(s) to validate the draft Strategic Plan;
i) Finalize Strategic plan and submit to the Board and members for validation
· A four-year strategic plan including a results and resources, M&E, communication and sustainability framework
· Report on the process including stakeholder consultations and workshops.
This assignment is expected to be carried out for a period of 30 man-days; additional follow up and mentorship will be done up-to a maximum of 11 months.
A successful proposal will include the following six outputs the sequencing of which can be discussed:
- Internal and external assessments of KESWA
It is important for KESWA to hear from our members, partners, staff, Board and allies their views on the strengths and weaknesses of the organization – not just programmatically, but also in terms of management and leadership. They should also contribute to the thought process for the strategic plan by diagnosing potential threats and opportunities. KESWA intends to sample widely across the organization and to have significant involvement in the design of the strategy. We already have some information on this and, thus, may simply need to be updated. Externally, KESWA would like to hear more about how partners and donors view it and its work. We would also like to learn from other comparable organizations how they face challenges similar to KESWA’s. In an increasingly competitive landscape, KESWA wishes to learn how best to position itself for continued success.
- Strategic Plan (SP) Design Process
KESWA anticipates working through our staff and with the Board of Directors to produce an SP that will be far-reaching as well as achievable. Ideas for the process and steps to engage staff, the Board of Directors, and external stakeholders should be presented. In addition, some evaluation and lessons learned from the existing plan should be included, though the new plan is not limited by it. The SP should plan for a future where certain programmatic areas may be strengthened, others may be reduced/eliminated, and new areas may be added. KESWA will share the plan widely, internally and externally, and will want support in making the plan an accessible and “living” document. Thus, communication of the plan will be an important component of this project. KESWA will have a Board of Directors meeting in mid 2020. We expect this meeting to be a seminal moment in the formulation of the strategic plan where country leadership, board members and key staff will convene to consider critical questions related to KESWA’s strategic direction. At minimum a rough draft of a strategic plan should be ready for consideration by the mid 2020 Board meeting.
- Support on team structure and accountability
A new strategy may require changes to the KESWA organizational structure. To improve compliance, for example, KESWA may need to organize our workflows differently. To add new intervention areas, we may need to add new people or change the ways that current individuals and teams are organized. In addition, in order to make the strategic plan successful, the goals and outputs of the plan must flow down to the team and individual levels. The consultant(s) will work with the Secretariat and others to make recommendations as to how structural changes can support SP goals and outputs. In addition, the consultant(s) will assist in developing team goals and outputs that contribute to achievement of the SP goals.
- Improve capacity of KESWA staff in management and leadership
In order to achieve the goals and outputs of the Strategic Plan, KESWA will need to pair SP and structure work with training in management, leadership, and change management. Team building efforts will be required, to get teams working together towards common goals and a shared vision of KESWA’s future. KESWA has had formal training in management and leadership in the past hence a new management team and a new SP will require additional training. Some of the training areas include coaching, giving and receiving feedback, etc. The primary focus initially should be on the senior management team.
- Leadership training for all staff
While KESWA will not have the budget to train every single staff member in improved management and leadership, we would like to begin such training with a cross cutting group of leaders and managers. This training should demonstrate the kinds of capacity building work that can be rolled out more widely over time, in the Secretariat and in the field. In order for KESWA’s new SP to succeed, we will need the buy-in and support of our entire membership, Staff, Board and allies, and will likewise require that these groups learn to function more effectively in teams and individually. This output should anticipate the kinds of training that will be most effective, and plan for ways to cost effectively roll it out to larger KESWA audiences.
- Continued consultant support to the senior management team as required
KESWA recognizes that one-off consulting jobs often fail to produce desired results if they are not accompanied by regular follow-up. Given that 2020 will feature a new SP and additional organizational changes, KESWA expects the consultant(s) will continue to work with the Secretariat and Board, and others, to help with implementation of the strategy and structure and workplans, and to be a resource to the Secretariat.
Preference will be given to organizations that have demonstrated experience working with:
- At least five (5) years professional experience in strategic planning and management for organisations;
- Prior working experience on feminist and women issues is an added advantage;
- Demonstrated experience in working with women and feminist led organisations and other stakeholders in Key Populations and Human Rights development programs especially in the area of capacity development;
- Ability to work with minimal supervision;
- High level written and oral communications skills in English and Kiswahili; may include vernacular, sign and disability expertise, where needed;
- Must be result-oriented, a team player, exhibiting high levels of enthusiasm, tact, diplomacy and integrity;
- Demonstrate excellent interpersonal and professional skills in interacting with members, partners and allies;
- Skills in facilitation of stakeholder engagements/workshops;
- Evidence of having undertaken similar assignments;
- Experience in research, policy development, management and programming-related work;
- Demonstrated experience in working and sourcing for international non-profits and philanthropies including private donors;
- Experience with reproductive health and/or human rights organisations.
The Consultant(s) will report directly to the Board of KESWA. KESWA will provide relevant background documents necessary for the assignment including, the Constitution, by-Laws, policies, contracts, reports, the M&E framework and communication strategy. KESWA shall be responsible for the coordination of meetings and other activities under the Consultancy.
The proposal should not exceed 7 pages, and should include a time-line, anticipated cost, list of key personnel, and qualifications and references.
To be considered, applicants must send a complete proposal to firstname.lastname@example.org to reach us not later than Monday, January 27, 2020 at 11.59 P.M Kenya Time. Please quote “Strategic Plan – KESWA” on the subject line.
Proposal due by: January 27, 2020
Contract award: February 7, 2020
Planning to commence: February 10, 2020