Draft Terms of Reference Strategic planning consultant 2017-2018 Publish What You Pay (PWYP) is looking for a consultant, who will work closely with the PWYP Global Council, the PWYP Sub-committee on post Vision 20/20, PWYP members and the PWYP International Secretariat to facilitate the process of reviewing PWYP s current strategic framework and identifying new and ambitious goals and objectives for the period 2019-2025. Expected duration: April 2017 January 2019 (part time about 30-40 days over the course of 18 months) Location: Flexible Background In 2012, PWYP adopted a strategic framework for 2012-2016. The strategy called Vision20/20 reflects the evolution of the campaign from working solely on extractives revenue transparency to working along the whole extractive value chain. Four strategic pillars were adopted: 1) Publish Why You Pay and How You Extract; 2) Publish What You Pay; 3) Publish What You Earn and How You Spend; 4) Publish What You Learn; as well as a Chain for Change identifying twelve entry points along the entire value chain for PWYP members to promote transparency and accountability. Vision 20/20 and the Chain for Change were developed through a series of consultations with PWYP members, partners and donors to ensure broad ownership. They have guided the work of the coalition at global and national levels since they were adopted. The PWYP International Secretariat subsequently developed a 3-year business plan (2016-2018) and a 2017 annual programme of work to support the implementation of Vision 20/20. Purpose The purpose of the strategic review/planning process is to develop a revised strategic framework for PWYP in order to increase the effectiveness of the campaign in fully utilizing new major developments in the transparency and accountability field to bring change on the ground. A number of advocacy opportunities exist today that didn t exist a few years ago when Vision 20/20 was developed. The data revolution means that financial and other information about the extractive sector is now available on an unprecedented scale. There is growing commitment to disclosing beneficial ownership, promoting contract transparency, tax justice and a more open commodity trading sector. But along these new opportunities, new challenges have also arisen, such as the difficulty to access and use the new data to promote policy change, shrinking civic space, a rising tide of conservative values and post-truth politics as well as the reversal of hardfought legislative gains for mandatory disclosure (the voiding of the implementation rule for section 1504 of the Dodd Frank Act in the U.S.). It is these changes and challenges that are 1
prompting PWYP to critically review its theory of change and propose an updated strategic framework for the future. Strategy development process At their first meeting in September 2016, the PWYP Global Council members - elected at the PWYP Global Assembly in Lima in February 2016 decided to prioritize the development of a new strategy. A sub-committee on post Vision 20/20 was established to provide advice and counsel about PWYP s overall direction and long-term plans and goals. The subcommittee consists of five Global Council and Board members 1 and has agreed Terms of Reference which include supporting the PWYP Secretariat in developing a new strategic framework to present to the Global Assembly of members in 2019. As a membership-based coalition, PWYP members will be at the centre of this strategic planning effort, helping to assess ways in which to strengthen the impact of the coalition, providing direct input into consultations and reaching out to key trusted partners for external input. The PWYP Secretariat will provide administrative and logistical support under the guidance of the Global Council / Board subcommittee on post Vision 20/20. The role of the consultant will be to assist in developing and implementing a strategic review methodology, ensuring all along that the process is highly participatory to ensure PWYP members sense of ownership, engaging meaningfully with PWYP s Global Council, Board, partners and International Secretariat. Expected outcome PWYP will develop and adopt a revised strategic framework, building on the achievements brought forward as part of the implementation of Vision20/20 and taking advantage of new opportunities. This will imply reviewing, analysing and when needed refreshing or fundamentally updating the following: - Mission (who are we and what are we trying to achieve?) o Mission and vision o Theory of change o Unique selling point and value-add o Long term goals and expected outcomes - Advocacy (who are our key targets to bring about change?) o Advocacy strategy what will be the campaign s focus? o Policy priorities o Political engagement and access to power o Research and data - Strategic plan (how will we effectively achieve our goals?) o Learning o Campaign evaluation and how findings can be fed into new planning o Monitoring: data collection and analysis - Member engagement and leadership (is our network structure fit for purpose?) o Collaboration and participation of members 1 Julie McCarthy, Camilo Nhancale, Jana Morgan, Simon Taylor, Aroa de la Fuente 2
o Role in the wider transparency & accountability movement o Reputation/Brand Specific Objectives of the consultancy 1. Define the scope and the methodology of the strategic framework development process; 2. Review and analyse Vision 20/20 along with other organizational documents, based upon learning and challenges in implementation of the strategy, with a focus on: Where are we? Where do we want to be? How will we get there? 3. Identify critical gaps, conduct SWOT analysis and identify strategic opportunities with PWYP members, through interviews, meetings, attendance at key PWYP events and conferences throughout 2017 and first half of 2018; 4. Engage with the PWYP Global Council and in particular the Subcommittee on post Vision 20/20 to prioritize strategic direction and refine mission, vision, objectives and strategy; 5. Support the PWYP International Secretariat in designing appropriate systems and metrics for Monitoring, Evaluation, Learning and Impact to best align with identified strategic priorities; and 6. Provide written inputs to the development of the strategic framework for presentation and endorsement at PWYP Global Assembly for approval in early 2019. Scope and methodology The scope and focus of the assignment is to provide technical, strategic and facilitation support to enable the renewal of PWYP s strategic framework. Whilst the consultant is at liberty to propose his/her own methodology that would adequately result in the expected deliverables outlined in these ToR, the following four steps are suggested as a basis for the strategic plan development process. Step One: Prepare - inception workshop with Global Council and Board to discuss scope, methodology and timeline; - inception report outlining the key steps/methodology with specific deliverables and timeline; contextual analysis. Step Two: Review, Assess and Analyse - participatory process of critical reflection, analysis and consultation (SWOT analysis); - review of relevant organizational documents (vision, mission statement, theory of change, Vision 20/20, Business Plan, etc.); - interviews with PWYP members, partners, donors; - assessment report outlining critical issues, contextual analysis, gaps to be addressed and opportunities to grab. Step Three: Define-Strategic Plan - analyse feedback from the different sources (as outlined in step-2); - formulate strategic framework - guided by the following questions: 3
o Where does PWYP want to be in 2025? o What does PWYP want to achieve during this timeline? o What is the key purpose of PWYP as a global campaign/coalition? o How would PWYP work to deliver its advocacy goals? o How will PWYP get there? o What might go wrong for PWYP? And how would PWYP avoid this? o How will PWYP know when we get there? (measure of success) o How will PWYP monitor lessons learnt and integrate that learning into successive plans and strategies (MEL)? Step Four: Agree finalizing, endorsing and disseminating the new strategic framework - draft the text around the key objectives; - consult widely on draft new strategic framework; - the PWYP Global Assembly formally approves the final document; - dissemination and implementation across PWYP coalition. Provisional Timeline Deadline Activity Deliverable April 2017 Start of consultancy Step 1 Inception meeting with Global Council/Board to kick-off strategic planning process contextual analysis Minutes of the meeting agreement on way forward June 2017 October 2017 End of Step 1 including agreed methodology and steps for the strategic planning process Start of Step 2: Strategic planning workshop at the PWYP Africa conference to feed into global process (Zambia - July) Step 2 - Consult with members, donors and partners Strategic planning workshop at the PWYP Eurasia regional meeting to feed into global process (Kazakhstan - September) Present and discuss preliminary findings with Global Council and Board members at their meeting focus on theory of change, vision, mission, unique selling point (October) Inception report outlining key steps and proposed methodology Recommendations from Africa meeting Assessment report outlining critical issues and gaps to be addressed December 2017 Start of Step 3 - draft theory of change, vision, mission, unique selling point Draft elements of a MEL plan New (or not) proposed theory of change, vision, mission 4
April 2018 Meeting with Global Council/Board Start of Step 4 Early 2019 End of Step 4 Presentation and endorsement of new strategic framework at PWYP Global Assembly Draft new Strategic framework Strategic framework for 2019-2025 adopted and guiding the work of the coalition Supervision of the work The consultant will work under the direct and overall supervision of the Executive Director of PWYP based in London. The consultant will work under the guidance of the PWYP Global Council Subcommittee on post Vision 20/20. Profile/ Consultancy Requirements 1. Minimum of 5-10 years of experience in strategic planning; experience in organizational and change management an advantage 2. Good knowledge of the transparency field; understanding of natural resource governance an advantage; 3. Proven excellent communication and facilitation skills, including in multi-cultural settings; 4. Highly motivated and committed to the values of transparency and integrity; 5. Fluency in English (written and spoken); fluency in another language especially French highly desirable; Spanish, Arabic and Russia also an advantage. The consultant s travel and accommodation expenses will be covered when travel is required out of his/her location. Between 3 and 5 international trips may be required over the consultancy period. 5