Background
The Lesotho Council of NGO’s was established in May 1990 as an
umbrella body for Lesotho NGOS. The main objective for which LCN is
established is to provide supportive services to the NGO community
in Lesotho through networking, leadership, information
dissemination, capacity building, coordination, advocacy and
lobbying, and representation when dealing with international
community and government. The Council mission is to stimulate,
promote and build capacity within Lesotho NGO’s so that they are
stable, democratic, transparent, skilled, empowered, sustainable and
responsive to their beneficiaries’ needs and those of the voiceless
and marginalized.
LCN is organized into sectoral commissions for effective
coordination and management of members’ programmes. The main
objective of establishing the Commissions is to group NGOs with
similar programmes or objectives together in order to facilitate the
work of coordination by LCN Secretariat and networking among member
organisations. The following are the current Commissions:-
1. The Agriculture, Environment and Natural Resources
2. Disaster and Humanitarian Relief
3. Democracy and Human Rights
4. Training and Human Resources Development
5. Business and Commercial Development
6. Women and Children
Management
LCN Board of Directors controls and directs the Council, and is made
up of the Executive Committee and six Commissioners of sectoral
Commissions. The Executive Committee of the Council is made up of
the President, Vice-President and Treasurer.
Operations
The Council operates through its Secretariat, which is based in
Maseru. The Secretariat of the Council is responsible for the
implementation of the programmes and the current programmes include
the following:-
- Information and
Publicity Programme
- Democracy and Human
Rights Programme
- Civil Society
Support Programme
- Agriculture,
Environment and Natural Resources Programme
- Resource
Mobilisation Programme
- Financial Management
Programme
Project Description
This project is part of a larger programme called the Civil
Society Support Programme (CSSP), funded by a consortium of donors –
UK Department for International Development, Irish Aid, W. K.
Kellogg Foundation and Open Society of Southern Africa. The
Strategic Plan is in line with the recommendation by the Mid Term
Review of the Civil Society Support Programme.
Lesotho Council of NGOs like any other umbrella body in the World is
operating in a period of unparallel change in all spheres of
development and most importantly in the socio-economic –political
and cultural spheres. Continuous changes mark the external
environment to which the Council must respond, so eliciting a
constant effort to adapt in the environment. There has been the 2003
– 2006 Strategic Plan for which LCN attempted to respond to the
members’ needs and also to the environment surrounding the civil
society organization’s operations. The continuous reflection of any
organization is critical to maintain relevance. It is in this light,
the Council has decided that it is time for evaluation of the three
(3) years Strategic Plan and also time for the Strategic Plan that
stretches for a period of five (5) years.
LCN Strategic Plan
The Strategic Plan for the Council is a wide plan, which describes a
framework for the Council’s operations. Its aim is to ensure that
the Council’s programmes initiatives are directly aligned to the
overall Vision, Mission, Strategic Objectives and Operational needs
of both the Council and Member Organizations. It describes what the
Council does and is setting out to achieve.
It is therefore noted that Strategic Plan is critical to the
fulfilment of the Council’s vision and mission through the guidance
and management of the Board of Directors, Executive Committee,
Secretariat and Commissions. It is further noted that fundamental
transformations and changes in philosophy and practice take time to
evolve. Therefore, the Strategic Plan always identifies the
framework, which is composed of building blocs and plans.
Purpose of the assignment:
- To review and
document progress against the nine (9) strategic objectives in the
Strategic Plan (2003 – 2006).
- To review in-depth
organizational development initiatives matched with nine (9)
strategic objectives and capture lessons which can inform the
development and operationalization of the next Strategic Plan
(2007 – 2011).
Develop a Council
Strategic Plan aligned to the goals, principles and values of the
Council including:
- Vision and Missions
- Guiding principles –
(Governance and Mandate)
- Environmental
analysis
- Strategies and goals
- Key priorities
- Resourcing plan
Given this, the
assignment will focus on Council’s wide objectives, not section,
department or programme objectives. It will include the review of
the functional alignment and management structures to integrate
organizational units or programmes in a way that will provide more
seamless interaction. Identification of alignment convergence and
overlap is critical to the assignment.
Stakeholders to be engaged
- Board
- Secretariat
- LCN members and
their beneficiaries
- Business Sector
- Government
- Donors
- Regional Networks
working with the Council
Principal users of the
assignment
- Board
- Secretariat
- Donors
- Member Organizations
Expected Outcomes
Evaluation report of
LCN Strategic Report – 2003/06 reflecting the following key
questions:
- What did we do, both
planned and unplanned under each strategic objective.
- What were key
achievements both intended and unintended? Or constraints?
- What changes
occurred in the internal and external environment that had an
impact on what we achieved and how we achieved it?
- What opportunities
did we exploit and what challenges did we have to overcome?
- How effectively and
efficiently have our resources been used?
- What did we learn,
how did we share this learning with others and what will we do
differently in the future as a result?
• Strategic Plan for
2007/11 process report reflecting all stages and issues discussed.
• Strategic Plan for 2007/11 reflecting Vision, Mission, Guiding
principles, Environmental analysis, Strategic Objectives, and
Logical Framework for each agreed project based on the strategic
objectives, key priorities and resource plan for the outputs
Duration:
The assignment is intended to take maximum of 30 working days which
can be
Divided into tasks. Adherence to the signed contract is essentially
critical.
Closing date:
The closing date for both technical and financial proposals is
9th
March, 2007. at 15:45.
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