Terms
of Reference for Quick Rapid Appraisal of COUNSENUTH’s 2019 – 2023 Strategic Plan and Development of
2024 – 2028 Strategic Plan
1.
EXECUTIVE
SUMMARY
COUNSENUTH
calls for the services of a consultant to conduct a rapid appraisal of the implementation
of its current ending Five Year Strategic Plan (SP) which concerns the entire
activities of COUNSENUTH during the 2019-2023 timeframe; and development of the
4th Five-Year Strategic Plan of COUNSENUTH. The purpose of the rapid
appraisal is to provide some evidence and learning on COUNSENUTH's performance
for improved internal decision-making and specifically to facilitate the development
of the fourth COUNSENUTH Five Year Strategic Plan 2024-2028. Specifically, the
evaluation seeks to ensure COUNSENUTH’s accountability to its Mission and stakeholders,
the key ones being the Government, women, children, adolescents; and its
donors.
The
Strategic Plan met with the global challenge of COVID-19 which caused significant
negative impact in terms of delays caused in implementation as well as posing
challenges in securing financial resources. As a result, the proposed budget
was not achieved and there was a significant shift in scope in terms of planned
activities and geographical coverage. This
rapid appraisal should, therefore, take this situation into account.
The
Rapid Appraisal will assess COUNSENUTH's contribution to SP strategic outcomes,
establishing plausible causal relations between the outputs of COUNSENUTH’s activities,
the implementation process, level of engagement with strategic partners at the
local and national levels. It will further dive into the operational
environment and changes observed at the outcome level, including any unintended
consequences. The appraisal will adopt standard OECD
evaluation criteria, namely: Effectiveness, Efficiency, Relevance, Coherence, Sustainability
as well as the impact of the interventions.
2.
INTRODUCTION
AND BACKGROUND:
COUNSENUTH
is a leading national Non-Governmental Organization (NGO) in Tanzania that is
committed to achieving optimal nutrition and health, quality life for children,
women and the most vulnerable groups. The organization was established in the
year 1998, marking 25 years of esteemed Counselling, Nutrition and Health Care
service provision in Tanzania. Its Vision is to improve the quality of life of
vulnerable groups to enhance positive behaviours and practices to improve their
well-being. COUNSENUTH achieves this through evidence-based, cost-effective, community-based
innovative nutrition actions that are evidence-based and locally appropriate;
advocacy for better governance and accountability; and active engagement of
citizens.
COUNSENUTH
is in the final stage of implementation of its Third (2019/2023) Five Year
Strategic Plan, whose main focus is “Tackling Climate Change Impact and Gender
Disparities to Achieve Optimal Nutrition”. Based on its vision, mission and
mandates, the current strategy was well aligned to the National Five-Year
Development Plan 11, Health Sector Strategic Plan IV (2015-2020) and National
Multisectoral Nutrition Action Plan (NMNAP-2016-2021); National Strategy for
Gender Development, Health and Nutrition Adaptation Plan (HNAP) to climate
change in Tanzania 2018-2023), national Climate Change Strategy (2012), and
applied Human Rights Approach in its implementation. The Strategy had three
Strategic Focus Areas, (Advocacy and lobbying for Good Governance and
Accountability for improved health and nutrition and determinant factors;
Promoting Growth, Innovation and Learning in Nutrition Programming; and
Institutional/organisational Strengthening. These were accompanied by 11
Strategic objectives and 41 strategic Activities to overcome barriers that negatively
impact the well-being of target populations. All aimed at contributing to the
achievement of Government’s goals of improved nutrition for women, children and
adolescents, that are also the target beneficiaries of COUNSENUTH. Some of the
specific areas of interventions designed to bring about the desired impact
include improved health and nutrition, early childhood development, gender
equality; women empowerment and prevention of gender-based violence; climate
change adaptation, education performance improvement and enhanced youth
employability. COUNSENUTH used innovative approaches including, advocacy, and
lobby social behaviour change communication, capacity building, Village Health
and Nutrition Days and Transformative Reflective Leadership Approaches (TRLA)
and Participatory Performance Improvement Approach (PPIA) to achieve the
strategy goals.
Due to
financial constraints experienced as the result of the global pandemic-COVID 19
a significant part of planned activities could not be implemented and may need
to be carried forward depending on their current relevance. The Rapid Appraisal will inform the new
Five-Year Strategic Plan 2024-2028.
3.
JUSTIFICATION
FOR THE RAPID APPRAISAL OF STRATEGIC PLAN 2029-2023
The
rapid appraisal of our current Strategic Plan 2019-2023, is essential and is
aimed at generating information and data that will (i) measure COUNSENUTH
accountability and (ii) provide learning opportunity for improvement. It will
seek the views of, and be useful to, a range of COUNSENUTH’s internal and
external stakeholders and presents an opportunity for COUNSENUTH’s learning.
The primary users of the findings and recommendations will be COUNSENUTH and
its stakeholders, including the key donors, but more directly the findings will
inform the design of the new Strategic Plan 2024-2028. There will be internal
and external teams who will work on the appraisal and development of the new
SP. Key stakeholders that include our
staff, the Board, organisational members, select donors, the government, key
partners and beneficiaries. Being in its final year of implementation, the
current SP calls for the need to appraise it so as to assess how well and how
far the plan has been implemented and to what extent the set goals have been
met, what has worked and what has not, to facilitate decision-making and allow
for changes that need to be made to realise the vision and mission of the
organization and alignment with national goals, laws and policies and plans.
4.
OBJECTIVES/PURPOSE
OF THE ASSIGNMENT
COUNSENUTH’s New
Strategy (2014-2018) is intended to promote adequate and equitable access to
nutrition services that address nutritional needs of children, women and
adolescents. The Strategy, shall have a shared vision among partners, aim to
contribute to the goals and targets of national policies, plans, laws and
regulations on nutrition; to contribute to adequate nutrition service delivery
and bridging inequity gaps, contributing to the achievement of COUNSENUTH’s
mission, government goals and relevant SDGs (SDG 1, 2, 5,
12 and 13) and facilitate resource mobilization.
Specific
Objectives of this Assignment
(i)
To conduct a rapid
appraisal of COUNSENUTH 2019 – 2023 SP with the aim to (i) assess the extent to
which the strategy contributed to broader development results at the
sub-national level, and the lessons learned that will allow the replication and
scaling up of the interventions; (ii) assess the relevance, effectiveness, efficiency,
sustainability and impact of the strategy’s interventions in terms of nutrition
improvement; (iii) Draw operational recommendations and
lessons learned for further improvement of the new Five-year Strategy 2024-2028
in terms of enhancement of relevant sector policies, plans and strategies
through analyses of the factors contributing to the success or failure of
current strategy.
(ii)
To use the SP Rapid
Appraisal results and recommendations to inform the design of the new 2024-2028
Strategic Plan and its MEL Framework.
5.
STRATEGIC
STAKEHOLDERS, EXISTING DATA, BENEFICIARIES
5.1 Strategic stakeholders
The Strategy has been
implemented with the support of Irish Aid, UNICEF, the Mastercard Foundation,
FAO and CRS; and in collaboration with the Tanzania Food and Nutrition Centre,
the Local Government Authorities in Ruvuma, (Madaba, Songea and Tunduru DC),
Chemba DC in Dodoma, Mbeya region, Kigoma region, and Ocean Road Cancer
Institute. The key implementers in the community were community health workers
and community leaders backed up by District Technical Facilitators (extension
workers from key sectors), health workers, local CSOs and peer support groups.
The Centre also worked closely with its donors. Our key beneficiaries include women of reproductive age, children under
five and adolescents; all women and men.
5.2 Existing Reports and Data
Among
existing data and documents are: Baseline reports; Annual reports, mid-term
reports and final evaluation reports of the different projects. Others are
national strategic Plans related to nutrition, gender and climate change, etc.
5.3 The Main Beneficiaries of the
Rapid Assessment
COUNSENUTH including its Board members and staff
&volunteers, the Government (Ministry of Health, Community Development,
Gender, Elderly and Children; Tanzania Food and Nutrition Centre, President’s
Office-Regional and Local Government; The Prime Minister’s office; Regional and
District Authorities, health workers, community workers, community leaders,
women, men, are the beneficiaries and would want to know whether the intended
strategy results were achieved, at what extent, how was the support environment
and their roles in sustaining the achievements. Other stakeholders including Nutrition
stakeholders, Development Partners, CSOs, and Academic Institutions working in
the same sector will also benefit.
5.3 Coverage
The rapid assessment shall
cover a sample of activities in the geographical areas where the Strategy was
implemented getting impressions of how the work was accomplished from the
opinions of the stakeholders and beneficiaries involved (the list will be
given)
6.
SCOPE OF
WORK, TASKS, AND METHODOLOGIES, PROPOSED TIMELINES
The assignment will be conducted in two phases. Phase
One will involve the rapid assessment of the current 2019/2023 SP; Phase Two
will involve the development of the new 2024/2028 SP. The consultant will be
responsible and accountable for the following:
6.1 Production of the Inception Report
The consultant will produce an
inception report, clearly elaborating her/his understanding of the assignment,
and the approach taken to complete the assignment and timelines. The inception report will describe the
design, work plan, methodology and detailed budget; and be submitted to
COUNSENUTH within 6 days of selection of the consultant.
.
6.2 Phase
One of the consultancy: Rapid Appraisal of the 2019/2023 Strategic Plan
(i)
Carry out a thorough/
in-depth document review of the SP and organizational documents;
(ii)
Carry out a thorough and
inclusive stakeholder consultation with support from COUNSENUTH using
electronic media.
(iii) Compile
the appraisal report with strategic recommendations
(iv) Present
the appraisal report to COUNSENUTH staff, Board and the main donors and stakeholders
6.3 Phase
Two: Drafting of a new Five Year Budgeted Strategic Plan 2024-2028 with a MEL framework.
Devise
methodologies to facilitate a comprehensive and inclusive stakeholder
engagement with COUNSENUTH’s key stakeholders to come up with their perspective
of the organization’s added advantage and strategic positioning for the next
five years (2024-2028).
(i)
Carry out comprehensive relevant
documents for context analysis/current developments, working with the internal
team at COUNSENUTH
(ii) Conduct
a workshop and conduct a SWOT Analysis for internal and external environments to
inform the development of the new SP (2024-2028) and its MEL Framework,
including a special focus on Gender Equality, Health and Nutrition and Climate
Change Adaptation,
(iii) Use
the 2019 – 2023 SP rapid appraisal findings, workshop inputs and inputs from
documents’ review to develop a new Five-year (2024 – 2028) SP and its MEL Framework
(iv) Prepare
a PowerPoint Presentation of the SP and its MEL framework for the validation
workshop,
(v) Compile
a final 2024-2028 Five-year budgeted Strategic Plan, and MEL plan
(vi) Produce
a summary document of the new SP and its MEL Plan,
The
Task shall be completed within the shortest time possible and in a very cost-effective
manner. The full assignment payable days are limited to 30 days, to be carried
out between (18 September 2023 to 16 April 2024).
Table
1: Proposed Timelines
|
DATES
AND DELIVERABLES |
EXPECTED
DEADLINES |
RESPONSIBLE |
|
Rapid
Appraisal of the current SP 2019-2023 |
||
|
1.
Deadline for submission of CVs |
18
Sept 2023 |
Consultant |
|
2.
Selection of Consultant |
20 Sept 2023 |
COUNSENUTH |
|
3.
Submission of an inception report |
30 Sept 2023 |
Consultant |
|
4.
Conduct a Rapid Appraisal of the current Strategic Plan, including |
1 -25 Oct 2023 |
Consultant with COUNSENUTH |
|
5.
Stakeholder consultations |
||
|
6.
Submission of RA/consultative Report with strategic recommendations to
COUNSENUTH |
26 Oct 2023 |
Consultant |
|
7.
PP Presentation of RA report to stakeholders |
3 Nov 2023 |
Consultant |
|
Drafting of 2024-2028
Strategic Plan |
||
|
8.
Internal Workshop and
SWOT Analysis with COUNSENUTH |
6 Nov
2023 |
Consultant with COUNSENUTH |
|
9.
Drafting of 2024-2028
strategic plan/re-drafting |
7 Nov-6 Dec 2023 |
Consultant with COUNSENUTH |
|
10. Submission of draft 2024-2028 strategic plan
to COUNSENUTH |
7 Dec 2023 |
Consultant |
|
11. Final
work on comments from COUNSENUTH |
9 Jan 2024 |
Consultant |
|
12. Present
draft 2024-2028 strategic plan to COUNSENUTH Board |
12 Jan 2024 |
Consultant |
|
13. Finalise
incorporation of comments from Board/COUNSENUTH |
17 Jan 2024 |
Consultant |
|
14. Present
Budget and Results Framework to the Board |
8 Feb 2024 |
Consultant |
|
15. Vvalidation
W/shop of draft Strategic Plan by stakeholders |
15 Feb 2024 |
Consultant with COUNSENUTH |
|
16.
Finalize incorporation of
comments from stakeholders |
25 Feb 2024 |
Consultant |
|
17.
Draft 2024-2028 strategic plan shared with
Irish Aid |
26 Feb 2024 |
COUNSENUTH |
|
18. Finalise
work on Monitoring and evaluation framework |
1 March 2024 |
Consultant with COUNSENUTH |
|
19. Submission of 2024-2028 Five-Year Strategic
Plan, with MEL plan to COUNSENUTH |
25 March 2024 |
Consultant |
|
20. Complete incorporated comments from IA/other
stakeholders |
2 April 2024 |
Consultant |
|
21. Submit Summary SP with the budget and MEL
Plan for 2024-2028 |
14 April 2024 |
Consultant |
|
22. Submit
the complete 2024-2018 SP to COUNSENUTH |
16 Apr 2024 |
Consultant |
7.
EXPECTED
DELIVERABLES:
From
Phase One:
(i)
Inception Report
(ii) A
Rapid Appraisal report of the 2019-2023 Strategic Plan with the
list and titles of people interviewed
(iii) A
Brief Workshop Report with COUNSENUTH and Board
(iv) A
revised Final RA Report which takes account of all comments received from the
validation workshop and from other stakeholders.
From
Phase Two:
(i)
Detailed 2024-2028 SP document with the budget (broken down
annually) and its MEL Framework,
(ii) A
Summary 2024-2028 SP document and its MEL Framework,
(iii) Draft
Annual Workplan and its Budget for Year One.
8.
QUALIFICATIONS
OF THE CONSULTANT:
i.
The consultant must have
a minimum of a Master’s degree level in science in a combination of some of the
following: Nutrition, Organizational Development, Agricultural Economics,
Health, Program/Project Cycle Management, Monitoring and Evaluation.
ii.
At least 10 years of
experience in Program/Project Cycle Management, Nutrition related work, Result
Based Management,
iii.
Experience in
facilitating Strategic Processes (Evaluation and Development/Designing)
iv.
Experience in working and
engaging a diverse range of stakeholders, including local-level communities;
v.
Knowledgeable and
respectful of Human Rights, Gender Equality and Empowerment of local
Communities,
vi.
Excellent communication
skills, including speaking and writing in Kiswahili and English.
9.
MODE OF
APPLICATION:
All interested applicants should
address their application to the Executive Director and submit their
applications via e-mail provided in the address below:
The Executive Director,
The Centre for Counselling, Nutrition
and Health Care (COUNSENUTH),
Plot No. 8 Sam Nujoma Rd Mikocheni B,
P.O. Box 8218, Dar es Salaam,
Tanzania;
E-mail: info@counsenuth.or.tz
Annex
1: Some suggested Rapid Assessment Questions
A. To
what extent are COUNSENUTH's strategic position, role, and strategic
contribution based on country priorities and people’s needs and COUNSENUTH’s
strengths relevant?
i.
Assess relevance to
national policies, plans, and strategic goals, including achievement of SDGs
ii.
Assess how the SP targets
the needs of vulnerable groups to ensure no one is left behind
iii.
Assess if the SP has been
relevant all the time in light of changing context at the national, capacity,
needs, and to what extent the SP is coherent and aligned with the wider global
and national frameworks in nutrition, and related subjects.
iv.
Assess if the SP includes
strategic partnerships based on the comparative advantage of COUNSENUTH being a
local NGO?
B. What
is the extent and quality of COUNSENUTH's specific contribution to strategic
outcomes in Tanzania?
i.
The evaluation will
assess whether COUNSENUTH delivered the expected outputs and contributed to the
strategic outcomes of the planned Strategic Plan including the cross-cutting
aims: governance, accountability, gender, climate, and other equity and human
rights approaches.
ii.
Assess the extent to
which the strategic linkages between nutrition and other development
initiatives were addressed
C. To
what extent has COUNSENUTH used its resources efficiently in contributing to
the attainment of its strategic output and outcomes?
i.
Were outputs delivered
within the timeframe
ii.
Appropriate coverage
iii.
How was the targeting of
interventions
iv.
Cost efficiency of grants
v.
Were there alternatives,
more efficient methods
D. What
are the factors that explain COUNSENUTH's performance and the extent to which
it has made the strategic shift intended by the strategic plan?
i.
Assess the extent to
which COUNSENUTH used existing data in its area of responsibility and existing
evidence on nutrition, food security, gender, education, and HRA.
ii.
Assess the extent to
which the SP leads to:
-
mobilization of adequate
predictable and flexible resources
-
the development of
appropriate partnerships and collaboration with other stakeholders
-
greater flexibility in
dynamic operational contexts and how these factors affected results
-
Identifying other
organizations and contextual factors that influenced performance and the
strategic shift expected by the Strategic Plan
NB: The
Questions are subject to modification in consultation with the Consultant
