Founded in 1945 by U.S. Lutherans to respond to the humanitarian needs of post-war Europe, Lutheran World Relief (LWR) today reaches millions of people around the world through its programs in emergency response and sustainable development. Motivated by faith and grounded in the Lutheran tradition, LWR reaches out to some of the world's poorest and most marginalized communities, serving people in need regardless of race, religion or ethnicity and does not support religious activities. Driven by local needs and working with local partners, LWR focuses on underserved rural communities, with particular emphasis on improving livelihoods for small-scale farmers and on ensuring sustainability by strengthening local organizations' capacity. LWR holds itself to the highest standards of transparency, accountability and stewardship, testing innovative approaches then seeking ways to bring proven methods to scale. In 2016, Lutheran World Relief (LWR) reached 3.4 million people in 32 countries around the world through emergency response, climate change, and agriculture work. LWR works through the support of individual donors, church bodies, U.S. government funding, private foundations, bilateral institutions and private corporations.
LWR works in the following three regions and core program countries:
• Africa: Kenya, Tanzania, Uganda, Burkina Faso, Mali and Niger
• Asia/Middle East: India, Indonesia, Nepal, the Philippines, Syria & Iraq
• Latin America/Caribbean: El Salvador, Honduras, Guatemala, Nicaragua, Haiti, Peru, and Colombia.
Background on Agriculture Strategy:
LWR's current Agriculture Strategy was first launched in 2013 based on support from external consultants and a rigorous internal review of our programming strengths and the evolving donor landscape. That strategy spelled out a theory of change, articulated the key principles that guide our work, and identified the "core areas" LWR would concentrate on: Agriculture value chains; Food Security; Capacity building for farmer associations; Financing for rural producers; Climate smart agriculture approaches, and; Water. We have used the strategy to expand and further develop our work and have encouraged programs to take a creative and innovative approach to how they conceptualize and implement work in those core areas.
Today, much of our actual programming rural agriculture has outstripped and evolved beyond the approach laid out in our 2013 Strategy. It is time for LWR to re-examine what we have learned, what we are moving toward and what we need to be doing in the future. Internally and externally, our thinking now incorporates approaches, techniques, and capacities that go beyond what is in that strategy, including the following:
• Our work with the private sector and use of enterprise based approaches has grown tremendously;
• We have launched an Impact Investing facility (Ground Up Investments) and made our first investments to establish and directly manage a for profit coffee company in Uganda;
• Our working characterization of "rural agriculture" have expanded into a more comprehensive understanding of "rural economies";
• We are far more directly engaged as an implementing agency then we were five years ago;
• Our ability to work at scale has increased significantly;
• Our adaptation and use of ICT has opened more new modes of working;
• Our monitoring and evaluation systems have become better equipped to help us manage and learn;
• The convergence of our agriculture work with our climate change work has brought new approaches and synergies to both of those areas;
• The donor landscape has evolved, bringing new expectations and priorities, and;
• Our partnerships with a wide array of stakeholders and donors has greatly expanded.
Based on what we have learned, we need to update our strategic approach and priorities, to place our vision in the future, and to help chart a path of where we want to be in the coming years instead of where we were 5 years ago. While many of our guiding principles remain the same, and while much of our hypothesis about the power and benefit of investing in rural agriculture and rural economies remains in place, it is time to recognize important lessons, assess what we need to be doing to help get us closer to our 2020 Goal, and lay out our priorities for the future.
At the same time that our programming in agriculture has evolved, so have our structures and staffing. LWR has experienced considerable growth and turnover in our staff since our last strategy. We need to fully engage current staff in plotting our future to ensure we capture everyone's expertise and insights as we move forward. For any strategy to be successful, it needs to be owned and embraced by all of us.
1. LWR's International Program Department (IPD) has an updated agriculture strategy
a. IPD has a clear theory of how its agriculture related programming will create change in the communities we serve.
i. The theory is linked to a clear and concise visualized conceptual framework;
ii. The theory helps place our efforts in the context of changing and growing rural economies.
b. IPD has a vision of success with regard to its agricultural strategy.
i. It has identified, prioritized, and defined what it needs to be successful in the future;
ii. It has a process to track progress and alignment with the strategy over time.
2. IPD staff have ownership for the updated strategy
a. IPD staff bring their experience, perspective, and ideas to a strategy that we all understand and support;
b. IPD staff bring the unique context of their Regions and Countries to the process to create a strategy that reflects our global footprint;
c. IPD has outlined clear opportunities for staff to continue to engage the agriculture strategy over time through collaboration and learning.
Key Outputs of the Agriculture Summit:
1) Theory of Change diagram and narrative that articulates LWR's agriculture strategy
2) A clear and concise conceptual framework of the Theory of Change
3) A draft framework for how to operationalize the TOC in LWR's programming and ensure on-going collaboration, learning and adaptation (CLA). We do not anticipate creating action plans during the summit but this framework will be used by regional teams to develop these plans.
Key Participants in Agriculture Summit:
There will be approximately 40 people in the meeting, mostly from our International Program Department and including:
• International Program Department leadership (Senior VP and VP for Field Operations)
• Country Directors for the 18 countries we currently operate in (all are local nationals)
• Regional leadership for Asia & the Middle East, Africa, and Latin America & the Caribbean (Senior Regional Directors, Deputy Directors, & Regional Technical Advisors for M&E)
• Program Quality Unit leadership (Director & Deputy Director)
• Strategic Partnerships unit (Senior Director)
• Impact Investing (Senior Director)
2. Scope of Work
The facilitator will be responsible for designing the agenda in coordination with the Ag Summit planning committee. The agenda should be in line with the stated objectives and outputs of the summit, building on an appreciative inquiry and highly participatory approach while ensuring sufficient structure, timing and flow to accomplish the end-goal of the summit. The facilitator will therefore be responsible for developing the methodologies and activities that will frame each session, finalizing the agenda, and finalizing (in coordination with the Ag Summit Planning Committee) the key outputs we seek from the summit. The facilitator will need to participate (in person or via Skype/ phone) in all Ag Summit Planning Committee meetings (ideally at least one in person) and will maintain regular contact on progress made with his/ her point of contact on the committee.
The facilitator will be required to finalize the meeting agenda by March 1st at the latest.
Facilitation (3 days):
The facilitator will be responsible for leading sessions and discussions that will result in the key outputs of the meeting in coordination with members of the Ag Summit Planning Committee (to be determined in the agenda development). To this end, the facilitator will need to synthesize input from a large group to identify key themes and build consensus, keep the group on track, ensure closure for each session, create meaningful connections between sessions and the three days of the meeting, manage time effectively, and manage meeting notes. Facilitator should also conduct daily evaluations to make necessary adjustments to the agenda as well as a final evaluation of the summit.
• Follow-up: Collaborate with the Ag Summit Committee to finalize the Theory of Change diagram, narrative and conceptual framework, as well as a framework for the operationalization of the TOC
1. Finalized Meeting Agenda/ Facilitation Plan with detailed methodology and activities planned and with emphasis on finalizing the key outputs for the meeting (by March 1)
2. Successful facilitation of three-day meeting (April 9-11)
3. Theory of Change diagram, narrative and conceptual framework, as well as a framework for the operationalization of the TOC
4. Additional products: The final TOR before signing the contract may include additional deliverables which will be discussed and agreed upon with the selected consultant.
The consultant will be provided with key documents related to the planning of the Agriculture Summit such as the 2013 Agriculture Objective Strategy; LWR's 2020 Goal; LWR Technical Material; etc. All materials used and/or produced during the consultancy as and as part of this TOR will remain the intellectual property of LWR. They may be used or reproduced only with prior agreement from LWR and may not be used for profit at any time.
Competence and experience:
• At least 10-15 years professional experience, including five years' experience working with international NGOs.
• Solid background and experience in facilitating Strategic Planning and Theory of Change methodologies with multi-cultural audiences (as demonstrated in CV and references).
• Experience working in the agriculture sector in developing countries, preferable with some experience in cocoa and/ or coffee.
• Experience leading and synthesizing discussions.
• Training in effective facilitation skills and/ or adult learning.
• Preferably good level of French and/or Spanish language abilities.
Application: Application must be submitted to Carolyn Barker-Villena (firstname.lastname@example.org) by COB on Monday, January 8th. Please include an email address, phone # and Skype address where you can be reached during January. Applications must include:
• Cover letter highlighting meeting facilitation for a multi-cultural audience as well as any experience in facilitating agricultural and/or technical focused meetings.
• Proposal which identifies the facilitation style, methods and tools you will use to ensure that we can meet the stated objectives and outputs of the meeting. The proposal should also include the number of estimated days for each phase.
• Draft agenda for the 3 days to accomplish the proposed facilitation approach.
• Budget Proposal, including a rate history (LWR requires a biodata form as part of the contracting process).
• CV demonstrating proven track record in successful strategic planning and theory of change facilitation for a multi-cultural audience (please also highlight any experience in facilitating agricultural and/or technical focused meetings).
• List of at least three references from consultancies in the last three years that must be related to strategic planning and Theory of Change facilitation.