Re-Advert: Terms Of Reference For The Review And Development Of Nexus Strategic And Transition Plan For The Period 2022 – 2024 – Somalia And Somaliland

Re-Advert: Terms Of Reference For The Review And Development Of Nexus Strategic And Transition Plan For The Period 2022 – 2024 – Somalia And Somaliland


Work Description/ Services Development of a Strategic and Transition Plan for NEXUS Consortium Somalia (2022- 2024)
Post Title Strategic & Transition Plan- Consultant
Expected Places to Travel Somalia and Somaliland
Expected Start Date Immediately after concluding the Contract Agreement
Duration 30 working days
Location: Somalia and Somaliland
Application Deadline: 30th April 2022
Send proposal to: 


1.1 NEXUS Somalia

NEXUS is a platform for change in response to the contemporary challenges to Somalia and Somaliland. The main goal of NEXUS Consortium is to transform the humanitarian, development, and peace ecosystem. The consortium, led by eight pioneering Somali NGOs, aspires to advance a locally driven agenda for change by building partnerships between communities, civil society, and the public and private sectors as well as through the implementation of integrated and sustainable interventions across the triple nexus of humanitarian, peace, and development.

Founded in 2019, NEXUS is a paradigm shifting platform that is now comprised of eight core members: Centre for Peace and Democracy (CPD), Gargaar Relief and Development Organization (GREDO), Horn of Africa Voluntary Youth Committee (HAVOYOCO), KAALO Aid and Development (KAALO), Save Somali Women and Children (SSWC), Social-Life and Agriculture Development Organization (SADO), Taakulo Somaliland Community (TASCO) and Wajir South Development Association (WASDA). These members possess wide-ranging technical capacities and represent communities across all Federal Member States of Somalia and Somaliland. NEXUS has two international partners who are committed to the localization agenda – Oxfam and Save the Children – and who support NEXUS in different areas of work.

NEXUS embodies the next evolutionary step of the Somali aid system, pioneering a locally led approach to delivering integrated peacebuilding, humanitarian, and development interventions. By breaking the silos of humanitarian aid, development, and peacebuilding and by creating much-needed spaces for local organizations to lead the way in seeking, scaling, and integrating solutions across these sectors, Nexus proposes local leadership as more than a means of realizing localization commitments.

NEXUS is strategically investing in the institutions of civil society and government, advancing a new, community-driven framework that creates space for local organizations, partners in government and the private sector to lead the way in identifying, scaling, and integrating community owned and driven solutions to humanitarian, development, and peacebuilding needs.

1.2 Strategic Plan

Nexus platform has a three-year strategic plan that was developed in 2021 for the period 2022-2024. The plan was primarily meant to be a blueprint for the platform operations for the planned three years. However, the member organizations found the need to revise the plan to comprehensively capture the revised platform pillars and the changing trends in humanitarian architecture. Further, revision of the platform strategic plan may include revision on the mission and vision statement, objectives and other details.   It is against this backdrop that NEXUS wishes to engage the service of a consultant to review the current SP and thereafter develop a plan that is more detailed and tailored to the specific needs and mandate of the platform.

Additionally, ensure the revised SP includes the transition strategy which is integral for NEXUS organizations to stand on their own and independently work with minimal or no support from the two INGOs (Oxfam and SCI). The members have at the inception phase agreed to gradually transition out of the support of the two international humanitarian partners – Oxfam and Save the children. This transition move will, however, take consultative, purposeful, and calculated move where trajectory path shall be drawn to demonstrates a solidified and competent NEXUS member organizations working together and with the potential to achieve the desired platform objectives.  Now, while NEXUS platform lead in the management and decision-making processes, Oxfam receives and manage funding (including overseeing risk and financial compliance of all members) from international donors and carry out appropriate due diligence as well as managing an internal learning initiative. Save the Children International provides support on organizational development and systems strengthening of Nexus Members.

The initial idea of international partner inclusion in the platform was to have an international NGO to join as the fund manager. The plan was to grow NEXUS platform members in capacity (hard and soft system, processes, and policies), innovation, advocacy and competitiveness and to reach credibility potential towards international actors and the donors.

In line and referring to the platform vision, mission statement and goals, NEXUS is seeking to understand progress registered to date and what remains including detail discussion on challenges, SOAR analysis of the journey. Based on the lesson learned so far, drawn a trajectory path on how NEXUS transition journey will look like. How far the current NEXUS members organization are away from reaching their full potential of self-reliance – system and operationalization. The transition journey does not mean severing relations with the international NEXUS members – Oxfam and Save the children, but a transformative disengagement which defines an independent and fully autonomous NEXUS, that is open to principled partnership and capable of managing platform business.

NEXUS starting point and outcome to this assignment is to view the platform from holistic point of view go through the NEXUS pillars and use them as primary benchmark to determine progress and draw a road map.


The overall objective of this consultancy is to review the existing three-year Strategic plan to align with current realities and develop a new SP that includes a plan which demonstrates    transition roadmap that resonates with locally-led change agenda.


3.1 Strategic Plan

  1. Revise Nexus platform mission and vision statements.
  2. Review Strengths, Opportunities, Aspirations and Results (SOAR) of the platform
  3. Develop a Political, Economic, Social, Technological, Environmental, and Legal (PESTEL) analysis
  4. Undertake a situation analysis of NEXUS operations to date.
  5. Undertake stakeholder mapping and analysis.
  6. Identify focus areas and develop strategic objectives and key result areas from the NEXUS key pillars and propose a strategy for achieving the strategic objectives and key results.
  7. Develop an implementation matrix.
  8. Develop a risk and mitigation matrix.
  9. Develop 5 pager summarized SP document
  10. Develop Monitoring and Evaluation framework with detailed indicators
  11. Hold draft SP validation workshop
  12. Finalize Strategic plan and together with the transition plan.

3.2 Transition Plan

NEXUS platform’s vision is to achieve the below listed milestones. The transition plan (to be part of the main strategic plan) is therefore expected to review the current capacity of NEXUS local partners and draw defined steps and smart indicators which are geared towards how the platform can transition out of the support of the international partner organization.

  1. Have clear vision and leadership structure
  2. Commit to capacity strengthening and endeavor to acquire and maintain independent and credible functional capacities – procurement and supply chain management, optimal financial and risk management, commit to maintain systems
  3. Able to design, plan and implement quality and impactful programs – this includes implementing programs that address triple nexus programming
  4. Can advocate and successfully bid for competitive call for proposals and ideas of change
  5. Able to maintain high standard on accountability and meet compliance
  6. Enhance advocacy, create awareness and lead change towards how humanitarian response approach is run. This includes advocacy, coordination of local actors’ localization agenda at national level.
  7. Identify current challenges and those that lie ahead, and the strategies that are needed to navigate the challenges successfully
  8. Develop, maintain, and adhere to risk mitigation plan including financial risk
  9. Commit to advancing innovation, learning and support quality research
  10. Participate in strategic policy formulation at national level particularly around humanitarian and aid in general
  11. NEXUS core members have planned and are committed to the implementation of capacity development plan
  12. Regular and open communication and relationship building with the Government (FGS, FMS) INGO, other consortia, clusters and UN agencies on partnership towards strengthening localization agenda, aid system reform and funding opportunities for local and civil society actors
  13. Established network and increase in visibility of the platform and that of the local partners. The NEXUS website should be regularly updated, competitive and support NEXUS rigorous engagement and showcase ambitions and achievements
  14. Relationship building and regular communication with traditional and non-traditional donors to improve NEXUS donor base and build trust.


The consultant is expected to undertake desk review and assessment of past activities and plans, including NEXUS’s approach, partnerships, existing structure, key pillars, Perspective of Change (PoC), learning and sustainability, with a view for potential future growth. Key Informant Interviews and Focus Group Discussions primarily with the eight (8) NEXUS member organizations, three (3) INGOs partners, and three (3) donors. Finally, revision of the existing strategic plan, conduct a validation workshop and present the three-year strategic plan.

The consultant is expected to propose a methodology that would adequately result in the expected deliverables outlined in this TOR. However, a participatory approach together with critical reflection by the steering committee, management, member organizations, staff and key stakeholders will make the process meaningful.

The following steps are highly recommended for the process.

  • Development of guidelines and work plan for the Strategic and Transition Plan Review and Development (STPRD) in consultation and discussion with NEXUS management.
  • Mm Inception meeting with NEXUS leadership to review the SP guidelines and work plan, following which the consultant will prepare an inception report outlining the key steps, specific deliverables and timelines agreed upon for the STPRD process.
  • Review and analysis of existing documents, including the current SP. (please list all necessary documents)
  • Develop and administer a questionnaire to NEXUS platform members to include a participatory approach to the review and development of the Strategic plan
  • Develop ZERO DRAFT of Strategic and Transition Plan for the period 2022-2024 guided by the following questions:
  • Why does NEXUS exist as an organization?
  • Where does NEXUS want to go in 2022-2024?
  • What does NEXUS want to achieve during this period?
  • Who does NEXUS need to collaborate and partner with to achieve its mission, vision and strategic objectives?
  • How long will it take to achieve this mission, vision and objectives?
  • How will NEXUS get there?
  • Which risks might NEXUS encounter and how will they be mitigated?
  • How will NEXUS know when it gets there?
  • What is the context in which NEXUS is working?
  • What will be the transition plan?
  • Review and validation meeting of the STP for 2022-2024 by NEXUS management and steering committee guided by the consultant. The consultant will modify the draft based on feedback and share the FIRST DRAFT.
  • NEXUS will share the first draft with key partners and other stakeholders in a strategic development workshop for comments and feedback. The consultant will collate and consolidate comments and feedback from the key partners and stakeholders and submit the second and final draft of the proposal. The NEXUS steering committee will give its formal approval of the FINAL DRAFT once satisfied and adopt it in a steering committee meeting.

  • (i) INCEPTION REPORT: Outlining details of activities with proposed methodology and work plan.
  • (ii) DESK REVIEW REPORT: Report presenting analysis of the desk review.
  • (iii) AGENDA: Agenda and participant list for the consultative meetings or workshop.
  • (iv) Conduct interviews with key stakeholders to identify key strategic and program priority issues
  • (v) ZERO DRAFT: Collating and consolidating the NEXUS, partners and stakeholder feedback.
  • (vi) FIRST DRAFT: NEXUS and steering committee input.
  • (vii) FINAL DRAFT: three-year strategic and Transition plan.

The consultant will submit the deliverables to the Deputy Director, SSWC and copy the NEXUS Manager for Institutional Development Unit.  The day-to-day supervision will be done by the NEXUS Manager for Institutional Development.


The consultancy work is expected to be completed within 30 working days from the date of signing of the contract between the Save Somali Women and Children (SSWC) and the successful consultant.


The lead consultant/consultancy firm should:

  • At least a Master’s degree in a relevant field in the area of planning, public policy, development studies
  • Have more than Seven years’ professional experience in strategic planning and management.
  • Experience working with consortia (of local/national humanitarian or development organizations).
  • Demonstrate experience and expertise in conducting similar assignments for reputable organizations.
  • Fluency in written and spoken English. Knowledge in Somali language is an added advantage.
  • Have capacity to deliver in the timeline outlined.

  • Technical Proposal that clearly explains the proposed methodology/approach, and timeframe to conduct the consultancy and the company profile for firms applying.
  • Rationale of how the consultant/consultancy firm meets the requirements needed to execute this assignment.
  • Indicative Budget in US Dollars clearly showing the breakdown for all activities including consultant’s fee, personnel costs, air tickets, ground transport, accommodation, and meals for the consultants inclusive of statutory tax deductions. The consultant will be expected to travel to Mogadishu, Hargeisa, Garowe, Adado, Baidoa and Kismayu.
  • Brief Curriculum Vitae of key staff to be involved in the consultancy work.
  • Contact information for three referees.

Submit your proposal to;  with the subject line of the email “REVIEW AND DEVELOPMENT OF NEXUS STRATEGIC AND TRANSITION PLAN FOR THE PERIOD 2022-2024”.


The deadline for submission of proposal is 30th April 2022.





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