1. About Centre for Rights Education and Awareness (CREAW)

The Centre for Rights, Education and Awareness (CREAW) is a registered, feminist non profit women rights organization founded in 1998 with a Vision of a just society where women and girls enjoy full rights and live in dignity while the Mission is to champion, expand and actualize women and girls rights and social justice.

CREAWs areas of focus are on (1) Ending all forms of violence against women and girls; (2) Supporting Women’s Economic Empowerment (WEE) (3) Promoting effective participation of women and girls in leadership (4) Ensuring universal access to Sexual and Reproductive Health Rights (SRHR).

2. OBJECTIVE OF THE CONSULTANCY

CREAW‘s interventions are anchored in its strategic plan which articulates the organizations strategic focus, areas of implementation and expected outcomes of its work. CREAW’s current strategic plan comes to an end in 2023 and as such CREAW is seeking to retain professional consultancy service to develop a comprehensive and actionable strategic plan for CREAW. The strategic plan should align with the organization’s mission and vision, and provide a clear roadmap for achieving its goals over the next 5 years.( 2024-2028)

3. SCOPE OF WORK 

The successful candidate will be required

• To review the performance of the CREAW’s 2019 – 2023 Strategic Plan. Specifically, review the Plan’s goals, strategies, and outcomes as outlined in the Strategic Plan and other relevant documents to determine their relevance and compatibility with CREAW’s vision and mission. It will cover work done by CREAW along its four strategic focus areas as outlined in the Strategic Plan. It will assess the relevance, effectiveness, sustainability, and impact of CREAW’S work within the expiring strategic period.
• Facilitate an analysis of the changing environment, priorities and opportunities for girls and women rights amongst development partners, Government of Kenya through its medium- and long-term development frameworks and policies, communities in which CREAW works. Map CREAW’s past activities and achievements to emerging priorities and opportunities and determine areas of alignment.
• Conduct a thorough analysis of CREAW’s internal and external environment, including a review of its existing programs, policies, and resources. This should include an assessment of the organization’s strengths, weaknesses, opportunities, and threats (SWOT analysis) as well as Political, Economic, Social, Technological, Legal, and Environment (PESTEL)
• Facilitate consultations with key stakeholders, including staff members, board members, volunteers, partner organizations, and beneficiaries. These consultations should aim to gather inputs, insights, and perspectives to inform the strategic planning process.
• Develop a strategic planning framework that includes a clear mission statement, vision statement, and core values for CREAW. The framework should also define the organization’s strategic goals, objectives, and key performance indicators (KPIs).
• Identify strategic priorities and initiatives that will enable CREAW to achieve its goals. This should include an assessment of potential risks and challenges, as well as strategies for mitigating them. Develop an implementation plan that outlines the specific actions, responsibilities, timelines, and resources required to execute the strategic plan. The plan should also include a budget and a monitoring and evaluation framework to track progress and ensure accountability.
• Prepare a comprehensive written report that summarizes the strategic plan, including all the key components mentioned above. The report should be clear, concise, and accessible to diverse stakeholders.
• Determine the organizations new strategic focus and the change management measures and practices that CREAW must adopt for the next strategic period.
• The strategic plan process will therefore undertake a detailed review of the following areas considering the key questions therein.
  a. Program focus
• Based on the four strategic focus areas, what has CREAW achieved within the current strategic plan period 2019 to 2023?
• What should the organization focus on in the new strategic plan period 2024-2028? What activities and/or programs need to be shut down, spun out, or scaled up?
• What will be the change in the programme delivery approach to match the changing context? What position will, working with and delivering through partners occupy?
• What does the ideal program structure for CREAW in 2024-28 look like?b. Partnerships
• What do we have to do differently in our partnership selection, building, support, relationship, and development?
• What are the key partnerships required to meet the new strategic objectives? Delineate between partnerships focus on funding, technical capacity, political economy/influence, thought leadership etc. To what extent does CREAW have existing abilities to forge this partnership, are there low hanging fruit?c. Identity, profile, and adaptability
• Based on the evaluation, what is CREAW’s niche and brand identity? Map this against existing focus areas, as well as emerging opportunities.
• What currently describes the organisation but is either redundant or unnecessarily costly that needs to be dropped to improve brand identity and institutional efficiency?
• What institutional changes are required to make the organisation agile, adaptable, and learning to meet its strategic commitments?d. Operations
• What operational and project/program and operational structures are required to meet the new strategy? Propose a structure.
• What priority changes and in senior management, project and operational structures are required to meet both program/project and operational objectives?e. Internal governance
• What changes in the governance composition and structure need to happen to reflect the change in the context, strategic refocus, and commitments? What transformation in the internal institutional practices, policies and capacities is required to support the delivery of changes proposed in the programme implementation?
• What are the different/strategic forms of support that the internal governance structure requires?f. Financial sustainability and donor compliance
• What is CREAW’s current status in terms of financial sustainability, and the scale, type and appropriateness of the type of financial resources it has attracted over the last strategic period (ending 2023)?
• What critical changes in the fundraising strategy are required to increase flexible and sustainable income to support long-term sustainability of the organisation to fulfil its mission?
• What specific policies and practices need to change to enhance the impact of new considerations for financial sustainability and donor compliance?
• What are the most appropriate resources mobilization and protection measures that CREAW should adopt to ensure long-term financial sustainability?
5. Key deliverables

The consultant is expected to deliver the following outputs:

• Inception Report: A document outlining the consultant’s understanding of the assignment, proposed methodology, work plan, and timeline.
• Stakeholder Consultation Summary: A summary report that captures the key findings, insights, and recommendations from the stakeholder consultations.
• Strategic Plan (15 pages): A comprehensive plan detailing the mission statement, vision statement, core values, strategic goals,  a theory of change objectives including the identified priorities, implementation plan, and monitoring and evaluation framework (one draft and one final report)
• Propose the organization structure for the implementation of the strategy.
• Propose a Budget and costing forecast for implementing the strategy
• Propose an M&E structure for the implementation of the strategy.
• Power Point Presentation: A final presentation to the NGO’s management and board of directors, summarizing the strategic plan and highlighting key recommendations.
6. Time-frame 

The assignment will commence in August 2023.

The consultancy is expected to be completed within 50 days  from the contract signing date. The consultant should provide a detailed work plan and timeline in the Inception Report.

7. Key Competencies 

Recruitment Qualifications: The consultant will be required to have a minimum of an advanced (Masters) degree in Organizational development, development studies, gender studies, Business Administration, or a relevant field and have:

• A proven minimum track record of ten years professional experience in providing

quality management consulting services, including strategic reviews and performance assessments, and in facilitating organizational change management processes.

• As an organization rooted in feminist principles, non-discrimination, and social justice, the consultant is expected to demonstrate experience in intersectional feminist analysis.
• Demonstrated experience in working with non-government organisations in the areas of programming and institutional capacity development.
• Evidence of ability to produce high-quality analysis reports in English, and work within tight timeframes.
• Strong communication, interpersonal skills, and attention to detail.
8. Application Procedure

All applicants should include the following;

• Cover letter
• A written technical and financial proposal: The technical proposal should include
  • Brief explanation about the consultant with particular emphasis on previous experience in this kind of work including CV and experience of all persons to be involved in the work.
  • Understanding of TOR and the task to be accomplished
  • Proposed methodology / approach the consultant will use.
  • Time and time-bound activity schedule
  • Costs per activity line.
  • Draft work/implementation plan.
• Organization profile (if it is a company applying) or personal capacity statement
• Sample of previously developed strategic plans.

The application should be submitted to: [email protected] quoting the title of the consultancy in the email subject matter by Tuesday 25th July 2023.

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