AFRICAN UNION

INTERAFRICAN BUREAU FOR ANIMAL RESOURCES

TERMS OF REFERENCE FOR CONSULTANCY

DEVELOPMENT OF COMMUNICATION STRATEGIES

VETERINARY GOVERNANCE PROGRAMME & THE ALIVE PARTNERSHIP

1. INTRODUCTION 1.1. The mission of the VETGOV Programme

An integral part of the Veterinary Governance Programme will be the development of a Communication and Advocacy Strategy to bolster its effort towards improving the institutional environment at national and regional levels to provide effective and efficient animal health services in Africa. The Programme is strengthening veterinary governance through (i) establishment of adequate and affordable veterinary services on the national level; and (ii) enhancing the capacities of regional institutions to play their coordinating, harmonizing, supporting and integration roles between their member states.

1.2. The VETGOV communication challenge

In light of its mission, the Programme takes up communication and advocacy as one of the three key result areas. It also identifies the wide-ranging communication gaps, which have been constraining the development of the livestock sector, and calls for a well-concerted communication strategy in the new institutional set-up. The document (Reinforcing Veterinary Governance Decision CRIS 022-168: R1A2), which provides the detailed description of Programme activities, states that communication and advocacy for institutional strengthening of livestock issues in general, and veterinary governance in particular, has often been one of the missing links towards acceptance and ownership of change initiatives. It further underscores that the inability of policy makers to define, enforce and facilitate changes and mobilize investments necessary for the livestock sector have been attributed to inadequate knowledge and awareness. Furthermore, the limited capacities of national and regional institutions in communication and advocacy have also been mentioned in the document as a major constraint for effective evidence-based lobbying, advocacy and participation in the development of appropriate policies (2.4.1).

1.3. The ALive Partnership

ALive is a multi-stakeholder Partnership that aims to contribute to poverty alleviation and sustainable economic growth in Africa by repositioning the livestock sector in the agendas of

national, regional and international policy makers. The unique position and composition of ALive, which brings together a wide range of actors, enables it to deliver its mission of providing a Partnership for facilitating discussion, advocacy for resource mobilization, advancing policy advice and accessing global knowledge for stakeholders to add value to national and regional actions. Further strengthening its advocacy role, ALive is now moving into a new phase where it can take advantage of its multi-stakeholders forum to promote the ideals of CAADP and that of the AU-IBAR.

1.4. The perceived needs for a communication strategy for ALive

The ALive 2010 Strategic Paper identifies pertinent communication and advocacy needs that the Partnership should address while delivering its mandate. Among ALives 4 core functions, 3 are directly pertaining to communication and awareness creation. Communication is key in particular for achieving the 3 following result area: (i) African and non-African decision makers positioned to prepare for emerging issues and to take advantage of new opportunities in African animal agriculture (ii) Well informed public and private opinions supporting rational and equitable investment in animal agriculture, and (iii) Improved access to information and knowledge on demand by end users. Experience has shown that livestock profile can be enhanced most effectively when all parties can interact and share ownership of a collaborative programme, which is underpinned by high levels of awareness and well-informed discussions. In addition, it is important to have messages tailored to the varied needs of the partnership stakeholders who have different responsibilities. Furthermore, the Strategy Paper underscores the need for greater awareness of livestock contributions to economic growth, poverty reduction, natural resource management and human nutrition; the high returns to livestock investment and the need policy reforms. A communication strategy is therefore an important instrument to draw the map for an effective and sustainable communication for consensus building and ownership of the Partnerships. It is also imperative for identifying and packaging advocacy messages to different target groups, as well as promoting the analytical tools and knowledge sources, which ALive avails to its key stakeholders and partners.

2. OBJECTIVES OF THE COMMUNICATION STRATEGIES 2.1. Objectives of a Communication and Advocacy Strategy of the VETGOV Programme
Aware of the foregoing constraints, the Programme therefore gives utmost emphasis for evidence-based advocacy and capacity building to improve the general understanding in countries and regions of the potential of the livestock sector to improve livelihoods, food security and economic development. This understanding should enhance the acceptance and the political will for reviewing and changing/updating the present, often substandard institutional arrangements, policies and strategies (3.1), and increase the public investments in the sector. In conjunction with this effort, a planned corporate communication is imperative to heighten awareness, inform implementation issues, convey lessons learnt, and assure maximum visibility of the Programme for support, credibility and ownership (3.7). The Programme also underpins the importance of building the capacities of livestock organizations / associations and policy hub members with the necessary knowledge and skills to enable them play their crucial role of advocacy and convincing decision makers to provide more importance and funding to the livestock sector (A1.2.4). With this in mind, the objectives of the proposed communication strategy would be: To articulate the means by which effective communication and advocacy can be conducted at continental, regional and national levels to: (i) promote the importance of livestock to poverty reduction and food security in general, and to advocate for institutional reforms for effective and efficient veterinary governance in particular; and (ii) foster the mission, mandates and activities of the Programme, thereby promoting and ensuring understanding, credibility and ownership of the Programme. To spell out the means by which the capacities of key stakeholders, including policy hub members & farmers organizations, will be built for an effective communication and advocacy at regional, national and institutional levels.

2.2

Objectives of the ALive Communication Strategy

ALives communication and advocacy strategy will be formulated to: Articulate the ways by which effective communication and advocacy can promote the potential contribution of livestock to poverty alleviation and sustainable economic growth in Africa by repositioning the livestock sector in the agendas of policy makers. Draw the map for effective and efficient corporate communications with a view to (i) facilitate and foster the delivery of its mandate of facilitating discussions, resource mobilization, policy advice and accessing global knowledge; (ii) make known the day to day activities and achievements of ALive, and its unique attributes towards achieving credibility and ownership of the Partnership.

3. DEVELOPING

COMMUNICATION

,ADVOCACY

AND

VISIBILITY STRATEGY 3.1. Descriptions of tasks

The development of a communication and advocacy strategy involves a number of activities, which encompass, at least, the following: Defining needs: Reviewing of the current information sharing practice, defining the gaps in internal and external communication and identifying the needs of key stakeholders will be undertaken to preliminary ensure the communication strategy will link up to their communication needs and capacity building requirements. Segmenting target groups: As a next step, the identification, categorization, prioritization and profiling of stakeholders including RECs and implementation partners (Vet Gov) platform members (ALive), target groups, will be done. Setting objectives to each category of stakeholders: On the basis of the needs and stakeholders analyses, the communication strategy outlines specific objectives to each category of stakeholders. Articulating key messages for each category of stakeholders: There are two kinds of key messages: the slogan (catch phrase) and the specific messages which underpin

broader and possibly complex messages that guide the overall packaging of messages to each category of stakeholders. The strategy tries to identify both. Identifying communication tools: The communication channels and methods in delivering the strategy will be specified for both internal and external stakeholders. Setting indicators for monitoring and evaluation: The communication strategy identifies the indicators for both process and impact monitoring and evaluation. Preparing a detailed plan: Based on the final strategy and Programme logframe, a detailed communication and advocacy action plan will be put in place. Ensuring coherence and coordination with implementing partners communication strategies.

4. DESCRIPTIONS

OF

METHODS/

APPROACHES

FOR

THE

VETGOV COMMUNICATION STRATEGY

The development of the communication strategy should take place in a participatory process with a view to meet the expectations and requirements of key stakeholders. Such an approach will ultimately ensure credibility and ownership for implementation. This involves the full participation of AU-IBAR, Programme coordinators (RECs) and key stakeholders from relevant organizations. The methodology therefore includes the following: Activities 1 2 Initial meeting with the AU-IBAR management on (i) scope of the assignment and (ii) contractual issues Meeting staff/contact points and discuss the assignment Initial collection of relevant documents A review of existing literatures and Prepare questionnaire and conduct initial interviews with management and

staff of AU-IBAR/Programme to further understand and internalize the Programme as well as for inputs and guidance for the preparation of the inception report 3 Assess past and current communication efforts and Establish contacts with AU-IBAR KM team for collaborations consultations; and to foresee synergy Preparation of an inception report and the preliminary communication strategy: o Consolidating inputs from literature review and interviews o Writing an inception report, which includes also an preliminary communication strategy that concisely illustrates the proposed content, stakeholders, messages, tools, strategies etc 4 Presentation of an inception report and the preliminary communication strategy to AU-IBAR management for agreeing on inception report and preliminary strategy 5 Integrating feedbacks to the documents Based on the agreed preliminary strategy, a fieldwork takes place in selected RECs, to (i)consult, expand, and validate the contents of the preliminary strategy; (ii) to nurture ownership; (iii) to assess implementation capacity 6 Based on the input from fieldworks: o The draft strategy will be written o The draft work plan will be prepared 7 8 9 Presentation of the draft strategy will be conducted in a small validation meeting at the AU-IBAR, during which final adjustments can be made Finalization of the strategy and preparation of the final work plan continues With the AU-IBAR and Programmes consent, the final strategy and action plan will then be presented (to SCM) and submitted

5. DESCRIPTIONS OF METHODS/ APPROACHES FOR THE ALIVE COMMUNICATION STRATEGY

The methodology includes the following: Activities 1 2 Initial meeting with ALive management on (i) scope of the assignment and (ii) contractual issues Meeting staff/contact points and discuss the assignment Initial collection of relevant documents A review of existing literatures and Prepare simple questionnaires and conduct interview with Platforms management and Secretariat staff to further understand and internalize the Platform as well as for inputs and guidance for the preparation of the inception report 3 Assess past and current communication efforts and Establish contacts with Platforms KM team for collaborations consultations; and to foresee synergy Preparation of an inception report and preliminary communication strategy: o Consolidating inputs from literature review and interviews o Writing an inception report, which includes also a preliminary communication strategy that concisely illustrates the proposed content, stakeholders, messages, tools, strategies etc 4 Presentation of the inception report and the preliminary communication strategy to ALive partners for agreeing on inception report and preliminary strategy content 5 Integrating feedbacks to the documents Based on the agreed draft strategy, a 2/3 day workshop and a separate office visit will be conducted to consult a sample of platform members and key stakeholders with the view to expand, and validate the contents of the draft strategy. This task will therefore include:

o Indentifying key stakeholders for the workshop o Preparation of presentations for the workshop o Delivery of the workshop o Consultations of key partners on their premises (in Nairobi) 6 Based on the input from workshop and office visits: o The draft strategy will be written o The draft work plan will be prepared 7 8 9 Presentation of the strategy will be conducted in a small validation meeting at ALive Secretariat, during which final adjustments can be made Finalization of the strategy and preparation of the final work plan continues With the consent of the Secretariat, the final strategy and action plan can then be presented to the ALive General Meeting/SC

6. EXPECTED OUTPUTS
The consultant is expected to deliver the following main outputs: Draft/final inception reports; Preliminary/draft/final strategies; Draft/ final action plans; All presentations.

7. DURATION AND DUTY STATION

The duration is for a period of Three months and should start in early May 2012. However, the actual effective date of the consultancy should be the date of assumption. The duty station shall be Nairobi kenya. The ALive final report should be submitted latest by end of May 2012. The deadline for applications is 18th of April 2012.

8. REMUNERATION
The consultancy carries a monthly lumpsum salary equivalent of AUC Salary Scale P3 Step 5 International (i.e. USD 6783.14, United States Dollars Six Thousand Seven Hundred Eighty Three and Fourteen Cents).

9. LANGUAGE REQUIREMENT
All deliverables will be prepared and submitted in English

10.

SUPERVISION AND REPORTING SCHEMES

The consultant will work closely with the officer in charge in the AU-IBAR/Programme and shall have a primary accountability to the Information and Communication Department.

11.

FACILITIES, SERVICES AND RESOURCES TO BE PROVIDED

The AU-IBAR/Programme will provide: (i) a computer with internet connection; (ii) printing and photocopying facilities; (iii) a working space; and (iv) human, financial and logistical resources for organization of workshops at all levels (iv) travel facilities when required

12.

APPLICATION

Applications should be submitted to the Director AU-IBAR. Kenindia Business Park, Museum Hill, Westlands Road, PO Box 30786-00100 Nairobi, Kenya or email: applications@[Link] with copy to hro@[Link] clearly indicating in the subject line Development of Communication Strategies for Veterinary Governance Programme and the Alive Partnership by the 18th April 2012. AU-IBAR sincerely thanks all applicants for their interest in this opportunity and hereby notifies you that only candidates shortlisted will be contacted.