SNV
: Nairobi County,Nairobi,Kenya
Date : 2023-08-03
SNV is a facilitator of commercially viable markets for renewable energy products and services for households, institutions, and Small and Medium Enterprises (SMEs). SNV provides technical assistance to private, public, and non-governmental organizations for improved access to energy for under-served populations within rural, peri-urban, and urban areas. Therefore, facilitating access to clean energy services to end energy poverty is one of our core objectives and activities. By ensuring energy access and facilitating progress in market development, gender equality, security, health, education, and climate change mitigation, our energy projects have directly improved the lives of millions of people around the world.
GIZ co-manages the Energising Development (EnDev) programme and implements market-based energy access activities worldwide including in Kenya. Since 2006, GIZ as the EnDev lead implementer has provided energy access to 5.7 million people in Kenya, by supporting market development of clean and renewable energy technologies and services, targeting both demand and the supply sides. In this project, GIZ supports supply side interventions including providing results-based reimbursements to active biodigester companies as well as coordinating the interventions of the different implementers (Access to Finance, Business Development Support, Gender mainstreaming and Organic Fertiliser Valorisation).
The ABC-K project seeks to increase the demand for small and medium-scale biodigesters among the Project’s target groups, stimulating their adoption through information and awareness-raising, and maximizing end-user benefits, through the valorisation of biogas and other co-products, such as bio-slurry and bio-slurry enriched compost.
Objective of the ABPL Strategic Orientation Support
The ABC-K Project seeks to engage closely with Africa Bioenergy Programs Limited (ABPL), which is one of the key ABC-K national implementing partners and support them refine their business model and strategic orientation to 2030 into a self-sustaining organisation.
Key Factors for strategy consideration
Stock-taking: Assessment of ABPL’s current Programmatic approach and financial baseline
ABPL has organized its priorities under 5-point pillars which include consumer support, climate action, energy food nexus, MSMEs support and enabling environment. In terms of financing, these pillars are currently majorly dependent on grant support and carbon revenues, ABPL requires an assessment of its current business model and operations in terms of sustainability and financial modelling from a revenue and expenditure outlook. Therefore, there is a need to know the options at play under the BAU case, high carbon revenue growth, low carbon revenue growth (or market collapse), or low inflow of grants and use these to objectively inform the strategy and financial plan that would enable delivery on the 5 pillar objectives.
Programmatic strategy of ABPL: Broadening our scope from biogas to bioenergy, and from only Kenya to other countries in Africa.
ABPL is a key player in the Kenyan biodigester sector, providing aggregation of carbon credits for biodigester companies from the voluntary carbon market and associated quality assurance of biodigesters to qualify for the Gold Standard. ABPL also offers technical expertise to the wider sector, including government, private sector, and donor-funded programs, and considers itself a market facilitator.
ABPL’s activities as a market facilitator for biodigesters are very broad though and require further fine-tuning, streamlining, and aligning with the overall biodigester sector evolution. Some functions, it currently covers may be taken over by the private sector, in the short to medium term.
It is, therefore, necessary for ABPL to clearly redefine its corporate identity, curve out a meaningful corporate identity that supports the biodigester sector, and build a business model that ensures its financial sustainability.
Several aspects require addressing in the strategy design for ABPL:
Broadening the scope to bioenergy: of more strategic importance is defining ABPL’s shift from just offering sector support in biodigester and extending it to cover other bioenergy solutions, and second ABPL’s intention to expand from the current offering of its expertise in Kenya, to cover other low hanging fruits, in other African countries. ABPL is keen on this strategy to capture realistic opportunities that exist for geographic expansion, and most importantly clarity on how to offer expertise effectively and sustainably to other bioenergy markets in SSA.
Focus on consumer segment: ABPL has observed that the supply end part of the bioenergy market has benefited from multiple investments that have led to increased growth of enterprises and entrepreneurs. However, the capacity of the demand end of the market in terms of consumer protection, consumer knowledge and awareness, consumer rights and voice has not received sufficient support and thus the capacity and power gap between the demand and supply sides of the bioenergy sector is widening. ABPL has designed a consumer-based enterprise model with a non-profit focus on market facilitation of the residential bioenergy sector, strong dependence on carbon revenues and complementary grant funding. ABPL through this strategy would like to refine this model to over the following questions.
- Refining of the business model for the consumer enterprises established under ABPL.
- Financial sustainability of the consumer enterprises established by ABPL in the likelihood of shrinking funding and uncertainty of carbon markets.
- Proper structuring of governance and management of the consumer enterprises established by ABP.
Corporate identity of ABPL: Review of ABPL’s business model against baseline and strategic outlook
In the context of the above situational analysis and financial baseline, as well as the proposed programmatic changes, ABPL requires a revenue of possible business models for its operations. Such a review should also consider the opportunities for alternative revenue streams beyond grants and carbon revenues to turn ABPL into a self-sustaining business. In particular, how can ABPL best cure the current dependence on carbon credits: What alternative revenue streams are available to ABPL in line with the 5 strategic pillars? Initial thoughts on diversification of offering for ABPL is to explore opportunities in the institutional/medium-scale/industrial bioenergy space (specifically around biodigesters, biogas-to-power/biogas-to-heat) as a project developer and manager and not necessarily as a technology provider.
Strategy implementation: Governance, Management and Partnerships
ABPL is open to reviewing and refining the governance and management structure, policies, and systems in place in order to deliver on our mandate as an organisation in line with the above factors (ABC). The question to be answered in this strategy development process is how does ABPL need to change to deliver on its strategy? What needs to improve in terms of governance and management? Where should internal resources be allocated? Who are ABPL's strategic partners to enable the realisation of their strategy to 2030? Need for a resource mobilisation strategy.
What is ABPL's outlook post-2030? High-level ideation process
ABPL would like to have a focused discussion that envisions the long-term view of the organisation’s contribution post-2030, and how that would enable ABPL to remain relevant in the bioenergy sector. What needs to be in place to realise this position post-2030 and what external factors could influence this ambition.
Scope of Work
The Consultant will be responsible for the following tasks:
Pre - strategic Planning Workshop activities
- Attend a briefing strategic planning meeting with ABPL.
- Stock-taking of the current business model and strategic preferences in a clear and structured way through reviewing various ABPL strategic documents.
- Interrogate and provide reviews on the vision, mission, philosophy, core values, objectives, pillars, and strategies of ABPL.
- Carry out an organisational situation analysis of the ABPL.
- In consultation with ABPL and SNV, design an appropriate work plan and workshop methodologies to be used throughout the proceedings.
Activities during the strategic planning workshop (involve ABPL management team, field team reps)
- Design and prepare innovative participatory methodologies, including SWOT analysis, PESTEL analysis and activities emphasising discussion and focusing on building upon the organisation’s existing strengths.
- Preparation of a new organogram and fit the same within the strategic plan.
- Facilitate the process of identification of activities and expected services for ABPL.
- Define a draft business plan structure and key elements.
- Facilitate design of the monitoring and evaluation of the strategies and objectives, formulated and implemented.
- Facilitate the identification of innovative approaches for resource mobilisation.
- Facilitate the entire workshop process from inception to completion.
Post-strategic planning workshop activities
- Produce the workshop report and draft the strategic plan document and after review, carry out final editing of the report.
- Write up a draft and finalise a bankable business plan for ABPL.
- Attend a stakeholder meeting with ABPL to present the final strategic plan report (2024-28) and the resource mobilisation plan report (2024-2028).
Timeline & Deliverable
The consultant will compile and submit to ABPL and SNV a draft strategic plan document in (British) English language. After final review, the consultant shall submit the following:
- ABPL strategy (2024-2030)
- Business plan defining ABPL’s business model.
- Financial model and business development plan for strategy implementation
In addition, the Consultant will also submit the following outputs:
- Workshop plan and activities
- Strategic planning framework
- Implementation action plan
- Workshop Report
- All raw information and data consisting of flip charts, cards, PowerPoint slides and other information generated during the strategic review meeting.
The Consultant shall always appropriately engage ABPL’s top management in drafting the documents, to ensure sufficient institutional relevance, clarity, and ownership.
- Preliminaries: i.e., meeting with ABPL and planning for the strategic plan workshop, pre-analysis, and pre-workshop draft paper with preliminary findings - 3 Man Days
- Conducting the Strategic Plan Workshop - 1 Man Day
- Analysis of information and data collected from the Workshop - 7 Man Days
- Submission of 1st draft business plan document and draft strategy to a small technical committee composed of ABPL management with a representative from SNV and GIZ - 1 Man Day
- Incorporation of comments received from the 1st Draft - 2 Man Days
- Submission of final draft documents - 1 Man Day
TOTAL DAYS - 15 Man Days
All bidders must meet the following minimum qualifications and experience of the individual consultant proposed for the task:
- Minimum a master’s degree in business management, organizational development or another relevant field and a minimum of 15 years’ experience in business or development field, including lead roles in similar assignments, preferably in the context of international development in developing countries.
- Previous demonstrable experience in facilitating strategic planning for similar organisations.
- Experience in business modelling/entrepreneurship development
- Strong written and communication skills
- Excellent command of English and Swahili, both written and oral
Interested and qualified firms and consultants are required to submit separately, a technical and financial proposal that includes the following:
-Technical Proposal
- Qualification and experience of the consultant/ firm and the proposed individual consultant with an updated CV, to carry out the tasks.
- The understanding of the assignment, demonstrating background knowledge
- Proposed approach and methodology to undertake this assignment, highlighting how the applicant will address the needs of this ToR.
- Previous experience in a similar assignment(s).
- Detailed activity work plan.
- Financial proposal
Total budget (KShs) aligned to work plan.
- Cost breakdown of the individual consultant per day and the total number of days required.
- Copy of Certificate of Registration in Kenya
- Copy of KRA PIN Certificate of firm/company/individual
- Copy of valid Kenya Tax Compliance Certificate
Payments will be based on outputs, i.e., upon approval of the deliverables specified in the ToR.
Criteria for Evaluation
The technical proposal includes:
- Relevant qualification of the proposed individual consultant (mentioned in the updated CV), as indicated here above, in this ToR (20%).
- The individual Consultant’s demonstrated experiences in previous similar assignments and reputation (mentioned in the CV) – Past performance, references for the work performed in the last five years with at least 2 assignments in Kenya (25%)
- Demonstrated past work experience in the decentralised renewable energy (preferably biodigesters) sector, or agriculture sector, and working knowledge of Kenya (5%)
- Clear understanding of the tasks and the methodologies as well as the detailed work plan proposed in the technical proposal (30%)
The first 3 points will be evaluated based on the updated CV of the individual consultant and reference lists, including the scope of past assignments that highlight similar work and sector experiences.
Financial Proposal (20%)
- Must be inclusive of all applicable taxes in Kenya.
- Value for money
- Clear budget match to deliverables, based on a daily rate in Kenya Shillings and the number of working days.
The consultant is expected to be based in Nairobi and no travel costs or subsistence allowances shall be paid, as the tasks do not need any travel outside Nairobi.
How to Apply:
Interested candidates are required to click on “I'M INTERESTED” tab on this page to upload separate technical and financial proposals on or before 16th August 2023 to be considered.
NB: Only shortlisted will be applicants.
We do not appreciate third-party mediation based on this advertisement.
SNV Kenya does not require you to undergo any medical test prior to contracting.
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