Lutheran World Relief has nearly 75 years of demonstrated expertise helping to transform some of the hardest-to-reach places in the developing world. LWR helps communities living in poverty adapt to the challenges that threaten their livelihoods and well-being, and responds to emergencies with a long-term view. Our international team of experts develops effective tools to help people achieve self-sufficiency. We apply solutions specific to the needs of each community, such as providing access to capital for small businesses or helping farmers adapt to changing climate conditions. Our long history of partnership with local communities, businesses, and governments enables in-country professionals to lift up local knowledge and leverage relationships that drive results. And by working across issues such as gender, climate change adaptation, and agriculture, LWR continues to learn, share, and innovate with the global development community. By investing in people, their skills, and strengthening their ability to adapt, LWR enables those living in extreme poverty to build the resilience they need to thrive
Lutheran World Relief’s institutional donor support base has increased at an average annual growth rate of approximately 35% over the last five years. In part, this growth reflects LWR’s increasing “whole of organization” investment in new business development and strategic partnerships. To some extent, the evolution of the structures, systems, roles and responsibilities has been “organic”. In light of ambitious organizational growth targets, LWR is looking to external expertise to identify any gaps in important functions, and make recommendations on how to clarify, rationalize and more objectively define its structure, roles and responsibilities, systems and processes.
Based on an analysis and assessment of the organization’s approach to new business development and strategic partnerships, the consultant will be expected to provide recommendations that specifically address infrastructure/organizational challenges, gaps in professional capacities, and improved systems that will achieve results and maximize effective and efficient collaboration across the organization. The main outputs of this consultancy are: • An assessment of LWR’s current approach to new business development, from capture planning through proposal development to signing the award or contract; • Identification of specific challenges related to new business development, including organizational structure, staff roles and responsibilities, systems, processes and procedures etc.; • Specific recommendations on how LWR can enhance the efficiency and impact of new business development processes, including how to best harmonize and organize the inter-departmental functions and roles, and how to balance the competing priorities of proposal development and positioning for future opportunities. Components: This consultancy will involve desk research, Skype interviews with LWR’s staff in select field offices as well as HQ staff in Baltimore. The analysis will:
- Provide a written report that is approximately ten pages in length, along with a power point presentation, that includes: i. A gap analysis of LWR’s current approach to new business development with attention given to: the specific roles and responsibilities of employees tasked with new business development in the Strategic Partnerships unit, International Finance, the International Programs Department based at HQ, and in the overseas regions/country offices (including Country Directors, Regional Representatives and any other appropriate staff in overseas program offices); the systems, processes and procedures that LWR currently uses to manage new business development, including the Go-No Go tool; staff understanding of expectations set by senior management; the use of strategic contact networks, market intelligence, external landscape analysis, positioning materials etc. to conduct new business development; the current understanding of the definition of new business development; etc. ii. An assessment of gaps in staff competencies/skill sets as they relate to new business development processes (including proposal writing and proposal management); iii. Identification of major management, operational and organizational challenges that need to be addressed; and, iv. At least two external case studies that reflect effective, novel, and results-oriented approaches to new business development.
- Provide recommendations in the form of an action plan tailored to LWR to optimize the organization’s approach to new business development. The action plan should address the following questions: i. What steps should LWR take to increase or enhance capacity for pursuing new business development opportunities? ii. How should LWR structure staff responsibilities within the organization and across departments/unit/geographies for maximum results? iii. How can LWR balance the competing priorities of positioning for future opportunities and current proposals given current resources? iv. What market intelligence data services should LWR utilize? v. What decision making framework should LWR employee to decide when to prime and when to sub? vi. How can LWR build the staff and skill profiles necessary to diversify funding/achieve growth targets and foster the professional development of people within the organization? vii. What policies, systems, procedures and/or frameworks should LWR adopt to enhance new business development process and track progress? viii. What is LWR’s unique, impactful approach to new business development? ix. What tool or framework can LWR utilize to map the status of new business development to better understand how much personnel time is required to develop new business; identify best practices and lessons learned; and, assess the value of current new business development in terms of the organization’s growth potential? x. What types of communication/knowledge management tools should be put in place to achieve interconnections among all the key players in the organization? xi. How can LWR capture internal innovation in the new business development process and scale it? xii. What metrics should LWR use to monitor our new business development process? How does LWR know if we are leading, pacing or following our competitors? xiii. Which systems and structures need to be built for different types of procurement (e.g. grants vs contracts)?
Deliverables Due Date
- Assessment/Analysis Report - February 12, 2018
- Action Plan - March 5, 2018
- Case Studies - March 12, 2018
- Final Report - March 16, 2018
- PowerPoint Presentation of findings, recommendations and Q&A before March 23, 2018
The Assessment/Analysis report should answer the questions listed under Section III A. The final report should be less than 10 pages in length and include an executive summary, answers to questions listed under Section III B, specific recommendations that can be implemented by the LWR Leadership Team to optimize the organization’s approach to new business development, as well as at least two case studies.
Please submit questions and proposals (including a cover letter, cost proposal and CV) to Laura Scandurra (firstname.lastname@example.org) by February 10, 2018.