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Job Alert: Program Review and Strategy and Business Plan



Through this Terms of Reference (TOR), CARE DRC is looking for a qualified consultant or consultancy firm that can support the development of its 2021-2026 Strategy & Business Plan.

CARE International in the Democratic Republic of Congo (DRC) strategic plan for 2018-2021 “Strengthening our Foundations: Building our Programme” is ending in June 2021 and the country will develop a new Strategy & Business Plan[1] (SBP) in 2021 for the coming 3 – 5 years. This revision of the SBP will also bring CARE’s country strategy in DRC into alignment with our new organizational Vision 2030, and the Impact Area Strategies that support the delivery of that vision. The SBP aims at articulating CARE’s role, value added contribution, strategy, operating model and required resources in DRC for the next 5 years.

I. Objectives of consultancy

The following distinct but related pieces of work are expected from the consultant:
1-Conduct a contextual analysis: This document will help CARE DRC determine the extent to which there is a continued role for CARE in DRC and what this role should be, considering the dynamic environment and role of other actors. In a maximum of 15 pages, the following key elements of the context should be analyzed:

a. Overall poverty, socio-economic and human development situation in DRC with particular attention to trends in poverty (including urban poverty), key economic sectors on which the poor depend or that present poverty reduction potential, agriculture, climate change food and nutrition security, key health indicators with more focus on sexual and reproductive health (including GBV) and anticipated future trends – A deeper analysis will be expected on the crisis affected area such as Eastern DRC and the Kasai region – and also Kinshasa and surroundings (Bas Congo)

b. An analysis of conflict dynamics – including likely trend -Looking at the wider risk landscape and including a sense of the likelihood and impact of other hazards – such as infectious disease, extreme weather events etc

c. Democracy, governance and human rights situation

d. Legal and policy environment that impact our work in DRC at national, regional and global levels – including country key regional and global commitments on CARE thematic focus

e. Current and future space for and of role CSOs (distinguishing between national and international NGOs)

f. Key actors and their current and projected areas of priority, including traditional institutional donors, non-traditional donors and the private sector and the role of non-traditional donors.

g. All above themes should be analyzed from a gender perspective as well as its implication on GBV and the report should reflect these gender dimensions and the specific situation of or impact on women and girls, CARE’s primary impact group.

h. A conclusion of what the above context means for CARE’s future role and strategy. Expected output: a 15-page contextual analysis document covering the above themes and with reference to the CARE vision 2030 guiding questions on the context analysis-Estimated number of days: 6

2-Conduct a review of CARE DRC’s results, expertise, experience, added-value particularly impact level results and people reached, with the objective of analyzing the extent to which our projects and programs are achieving their intended objectives and ensure a reasonable return on investment to our donors. The following is suggested for this exercise:

a. Analyze results from the last five years from CARE DRC’s projects together with key project staff to develop a country “impact/results brief” presenting aggregated impact level results and the number of people reached [1]; Look at past performance through the lens of the 2030 Theory of Change and the focus on Agency, Relations and Structure to determine the progress that has been made

b. Assess the extent to which these results are in line with expectations. A limitation here might be that not all programs seem to have set targets based on baselines, so creative ways of analyzing results will be needed (e.g. perhaps by looking at the volume of resources or budget used compared to results, etc)

c. Analyze whether the scale of our impact is proportional to our investment. CARE is keen on “multiplying impact” through various strategies like partnership, evidence based advocacy, etc Is CARE DRC ready to take its models and impact to scale based on our current ratio of inputs versus impact and people reached?[2] If yes what do we need to capitalize on? If not, what needs to change?

d. Analyse the scale of our current impact in comparison to the scale of the challenge – what is our current scale in comparison to the total number of women and girls at risk from GBV in DRC, what is our current scale in comparison to the total number of people who are food insecure in DRC?

e. Identify lessons learnt related and recommendations to guide a longer-term program approach

f. Conduct a program planning workshop (2 days) to validate findings with staff and identify/confirm the priority impact groups, theories of change and CARE’s role/approach to serve as the foundation of CO programmatic strategic direction.

Expected outputs:

· A guidance document with lessons learned and detailed recommendations and process approach to inform CO strategic direction

· Workshop report identifying specific impact groups and theories of change and CARE’s role/approach

Estimated number of days: 8

3-Prepare and facilitate a 4 days Program and Strategy Review workshop: this workshop will bring together colleagues from various parts of CARE International (CI) who engage with CARE DRC and key partners. The workshop should build on prior steps, particularly the Country Presence Review, updated contextual analysis and program planning workshop. The above contextual analysis and review of CARE DRC’s results will be presented at the workshop to inform decisions around CARE DRC’s role, relevance and model in the DRC in the next 5 years

Expected output:

· A detailed workshop agenda and facilitator’s notes;

· Guidance to presenters and participants.

· Workshop report summarizing content, discussions and way forward Estimated number of days: 8 (2 days’ preparation, 4 days of workshop and 2 days to prepare and finalize report).

4-Writing CARE DRC’s Strategy and Business Plan (SBP) based on the above pieces of work and analysis, contextual analysis, program planning and on the final decisions / outcomes from the workshop.

Expected output: A SBP document as per CI formats (see attached guidelines)

Estimated number of days: 6 days (4 days for draft document and 2 days to capture edits and changes following CARE’s feedback).

II- Methodology

The approach includes a combination of:

· Literature/desk review of national policy documents and strategies, Secondary data review including previous CARE analysis – PIIRS data, evaluation reports and other learning documentation-

· Data gathering through interviews with key informants from diverse sources (CARE staffs, partners and other key stakeholders –INGO’s Public agencies/Government institutions, donors and ideally to also involve the voices and perspectives of women and girls from our impact groups – Visits with partners to project sites for discussion with programme participants will be arranged if the security situation allows.

· Strategy development/ review workshop

NB- the CARE Vision 2030 guidelines and guiding questions will serve as a basis and orient all steps of the process

III. Research questions

1. What is the legal and policy environment that impacts on our current business model and what are the legal trends for the future?

What are the underlying causes and drivers of poverty and injustice in the country and specifically in the Eastern DRC, Kasai region and Bas Congo? What are the key risks and trends in terms of conflict, shocks and stresses? What are the current and future space for INGO and National organization? What are the trends of other actors in the humanitarian and development sector and especially our ‘natural allies’ in feminist organisations and women’s movements and networks? What are the key donor trends and trends of the humanitarian and development sector that are relevant to the work of CARE in DRC? Who are the key strategic donors aligned with CARE in the DRC’s objectives and strategy?

2. How effective has the current CARE Strategy & Business Plan been in relation to the context in terms of needs and opportunities?

How effective has been the country office/team in RDC? What are the key lessons and insights from CARE’s work in this last strategic period? What specific lessons can we harness from CARE’s experience of managing and delivering big/flagship programmes? ( ? (e.g. programming, resourcing, consortium-building) – What can we learn about the perceptions of staff and other key stakeholders about the quality and relevance of CARE’s/ partners’ work in the DRC (spanning development, humanitarian and policy/advocacy strands of programming)? what is our current scale in comparison to the total number of women and girls at risk from GBV in DRC, what is our current scale in comparison to the total number of people who are food insecure in DRC ?

3. How would a five-year strategy and business plan look like?

What is the viability, profitability and sustainability of the strategy and business model recommended? Which investments would be required from CARE? Who could CARE partner with? What are the advantages and disadvantages of each in relation to the internal and external context? What capacity and capability are needed for the successful development/implementation of the new strategy and business plan, what is the governance structure adapted? What barriers do we now need to overcome to bring this work in? What skills do we need to develop in-house? Which skills can we leverage via partnerships?

IV. Research questions

Prior to undertaking the assignment, the consultant is expected to develop an inception report with clear description of methodologies, processes and timeframe of the assessment mission within 2 days of signing the contract agreement and following the orientation with the Deputy Regional Director for Program Quality – East, Central and Southern Africa

A document written in a lively and accessible, practice-oriented style should be submitted. References should be quoted wherever possible.

The consultant will prepare a report of no more than 15 pages of main text detailing the context analysis covering the identified themes and questions with reference to the CARE vision 2030 guiding questions – The report will include an executive summary

· A guidance document with lessons learned and detailed recommendations and process approach to inform CO strategic direction

· Workshop report identifying specific impact groups and theories of change and CARE’s role/approach

· The consultant will prepare a 5-year strategy and business plan – Details to be agreed.

The consultant will present the findings and recommendations as well as the proposed 5-year strategy and Business plan to the steering committee and technical task force.

V. Timeline

28 Days between March to June 2021

VI. Profile

  • Qualified consultant or consultancy firm with proven past experience supporting similar type of work;
  • Substantial understanding of the NGOs sector, social enterprises, and relevant legal and policy provisions, strategies and development programs of the government.
  • Expert level knowledge of M&E and Impact Measurement in particular;
  • Excellent analysis and writing skills in English and good French speaking skills is necessary;
  • Skilled facilitator
  • Knowledge of DRC context strongly preferred;
  • Committed to staff learning and CARE DRC’s core values, with special attention to gender justice and Gender Based Violence.

How to apply

Interested candidates/firms should submit their applications to [email protected] on or before 15thMarch 2021 with the subject title “Program Review and Strategy and Business Plan consultancy”.

The application should include

  • CV
  • List of 3 previous clients for similar jobs;
  • Financial proposal detailing Itemized consultant’s fees and costs – consultant should indicate professional daily rate or sessions rate including all cost to be invoiced to CARE

Please take into consideration that under consultancy agreement, CARE will not provide any employees perks and benefits. The proposed daily rate should be inclusive of all cost.

Only Shortlisted candidates will be contacted


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