Support in defining a financing strategy and an action plan for strengthening its socio-economic model At HAMAP Humanitaire

1. Presentation of the association

Created in 1999, HAMAP-Humanitaire (HH) is a non-governmental development organization (NGO).

Its vocation is to enable populations to access, recover and develop their land and water resources. HAMAP-Humanitaire supports local organizations in their projects to clear landmines and provide access to drinking water and sanitation. Our organization’s aim is to strengthen and support its local partners, from the initial formulation of their needs through to project implementation and sustainability. HAMAP-Humanitaire’s actions focus on two main sectors: essential services such as water and sanitation/energy (and waste to a lesser extent), and mine action with a view to developing themes linked to environmental preservation and sustainable agriculture.

The HAMAP-Humanitaire team is made up of 14 employees at head office. They include the Managing Director, project and area managers, and three support divisions: Partnerships and Development, Human Resources and Finance. In the field, 8 expatriate staff work in the NGO’s mine action offices in Iraq and Mauritania, as well as 6 local staff. The bulk of our human resources are with our partners, some 200 people. Finally, a team of around twenty active volunteers support the organization’s activities.

HH is governed by a Board of Directors comprising the Chairman, Vice-Chairman, Treasurer and General Secretary. Its 23-member Board of Directors meets around 5 times a year.

In 2023, HAMAP-Humanitaire and its partners were able to support more than 500,000 people worldwide.

2. Background to the request

In recent years, HAMAP-Humanitaire has grown significantly, with its budget increasing from €4M to €9M. In addition, the desire to respond to calls for projects (AAP) from bilateral and multilateral donors has obliged the association to become more professional in order to meet the norms and standards of these donors. While this growth offers promising prospects, it also brings with it challenges and vulnerabilities that require particular attention.

HH has already initiated an internal reflection on its socio-economic model, with various workshops focusing on the types of donors specific to the international solidarity sector, project management assistance strategies, donations and foundations, as well as public and bi/multilateral funding. This approach has made it possible to establish a shared vision of the NGO’s financial situation and socio-economic model within its governance structure. However, these efforts remain scattered and lack prioritization.

Today, expert advice is considered invaluable for the development of a short-, medium- and long-term strategic plan, in line with the business model. This will enable the implementation of an effective action plan, ensuring the sustainability and viability of HAMAP-Humanitaire’s activities.

3.Mission objectives and priorities

The mission is to help HH define a financing strategy and an action plan to strengthen its socio-economic model. The overall objective is to ensure the organization’s sustainability and the viability of its activities.

Mission priorities :

• Refine the 5-year financing strategy.
• Reduce excessive dependence on certain French donors, particularly for ACM projects.
• Analyze and improve the donor monitoring/prospecting tools used by the Development and Partnerships department, with the aim of optimizing their work and strengthening their skills and knowledge.
• Support and strengthen HAMAP’s strategy in defining the means of identifying international calls for projects.

4. Expected results

Expected results

OS- R1: The business model is analyzed and a new sustainable model aligned with HH’s associative strategy, the values upheld by the association and its business environment, is proposed.

Indicators

IOV: A new business model has been developed.

Expected results

OS-R2: Knowledge of the strategies of bilateral and multilateral funding agencies (other than French) is refined.

IOV: The existing mapping of bilateral and multilateral donors in the mining and WASH sector is analyzed and amended.

Expected results

OS-R3: The financing strategy is optimized thanks to the cluster’s increased skills and structure.

IOV 1 : Existence of a clear financing strategy consistent with the NGO’s priorities.

IOV 2: New sources of financing identified and integrated into the strategy.

Expected results

SO- R4: An operational action plan for mobilizing short- and medium-term funding, as well as for the 5-year “Perspectives 2029” horizon, is drawn up.

IOV : The existence of a realistic, appropriate and operational action plan.

5. Activities

As a first step, we need to carry out an audit of the current business model in order to understand the association’s practices, particularly in terms of financing strategy. The recommendations resulting from this diagnosis will enable us to improve the association’s economic strategy and practices, in order to achieve our long-term objectives.

The main activities that can be implemented are as follows:

Activities

OS-R1-A1: Carry out an economic diagnosis of the structure.

OS-R1-A2: Analysis of the economic environment to understand economic trends in the sector and identify potential opportunities and threats.

OS-R1-A3: Development of the new business model.

OS-R2-A1: Creation of a map of the different types of landlords and their strategies/priorities.

OS-R2-A2: Familiarity with the most recent quality standards of lessors.

OS-R3-A1: Analysis of the cluster’s funding strategy and modes of action, and proposals for improvements to enhance the cluster’s skills and structure.

OS-R3-A2: Suggest a way of improving private fund-raising (e.g. public generosity or income-generating activities).

OS-R3-A3: Definition of a new, innovative financing strategy.

OS-R4-A1: Definition of short-, medium- and long-term financing objectives (over 5 years), as well as the human resources and milestones required to achieve them.

OS-R4-A2: Draw up a timetable for implementing the action plan and a monitoring and evaluation system.

The activities listed and their organization may vary and be adapted according to the consultants’ recommendations.

6. Expected deliverables

Main deliverables :

• A summary document explaining the new financing strategy;
  • An operational action plan to solicit funding over 5 years “Perspectives 2029” and a provisional timetable for the implementation of this action plan;
  • A summary of the new business model;
  • A mapping of the main sources of funding in each area of intervention, including the specifics of ACM and WASH;
  • A final report on the mission (to be used as the basis for an assessment with Coordination SUD).

Ancillary deliverables :

• An in-depth, annotated analysis of HH’s business model and a SWOT matrix of the structure;
  • A sector analysis report;
  • A report analyzing the current strategy and modes of action of the development and partnerships division;
  • An interim report.

7. Duration and financial terms of the assignment

The project is co-financed by FRIO, a scheme managed by Coordination SUD. As such, a tripartite assessment by HH, consultants and Coordination SUD will be carried out at the end of the assignment. Ideally, the mission should begin in mid-January 2025, and the support should last between 6 and 9 months.

With regard to the financial terms, a maximum budget of 26,000 euros including tax is planned. This available budget also includes any travel costs incurred by the consultant.

8. Consultant/group profile

HAMAP-Humanitaire is looking for consultants/groups with solid expertise and proven experience in the field of strategic support for associations and skills development for teams, particularly in growth situations like ours. The ideal profile should include the following skills and qualifications:

• Education and experience :
  • Advanced degree in management, business, economics, international development, or any other relevant field.
  • At least 10 years’ international experience in setting up business models and financing strategies.
• Technical skills :
  • In-depth expertise in different associative business models, particularly in the Anglo-Saxon environment.
  • Extensive knowledge of funding sources (private and public) available in the international solidarity sector, particularly in mine action and abroad.
  • Financial and economic analysis skills to evaluate and propose sustainable models.
  • Experience in creating and implementing long-term action plans.
• Animation and communication skills :
  • Excellent skills in moderating debates and facilitating collective thinking.
  • Ability to synthesize complex information and produce clear, visually relevant strategic documents.

The consultants/grouping will have to be attentive and proactive in order to unite the various NGO players around the associative project.

9. Proposal submission procedures

The deadline for receipt of bids is midnight December 10, 2024.

The consultants will submit a technical proposal of no more than 10 pages, which must include:

• Presentation, references for this type of assignment, CV
• A brief methodological note outlining the approach to be taken, the media envisaged for carrying out the assignment and the resources required for its successful completion;
• A proposed timetable for the mission;
• A technical and financial offer ;
• Any other element deemed useful.

Tenders will be analysed by a steering committee according to the following criteria:

• Exclusion criteria: non-compliant, incomplete or late offer;
• Consultant qualification criteria: according to experience and references;
• Award criteria: the contract will be awarded to the most advantageous offer, with a balance of 70% for the technical quality of the offer and 30% for the price, within the limits of the available budget.

Shortlisted candidates will be interviewed between December 11 and 13, 2024.

The selection committee’s final decision will be announced no later than Monday, December 16, 2024.