Consulting Opportunity: Assess Human Resource Capacity, Structure & People Management Skills

Background and Context

The AIDS and Rights Alliance for Southern Africa (ARASA) was established in 2002 to galvanise a movement of progressive civil society actors to advance a human rights-based response to HIV in southern Africa. In 2019, ARASA adopted a new strategic plan, with the goal to promote respect for and the protection of the rights to bodily autonomy and integrity for all in order to reduce inequality, especially gender inequality and promote health, dignity and wellbeing in southern and east Africa. The implementation of ARASA’s Strategy for 2019-21 IS anchored in the core principle of respect for and protection of the rights to bodily autonomy and integrity.

ARASA employs 11 staff, 10 on a full-time basis and 1 on a half-time basis. The management team consists of the Director, Programmes Lead and Finance Manager. The Programmes Team consists of 6 staff: 2 Advocacy Programme Officers; 1 Capacity Strengthening Programme Officer; 1 Grants and Capacity Strengthening Officer; 1 Communications Officer and 1 Monitoring and Evaluation Officer. The Finance and Administration team consists of 1 Finance and Administration Officer, 1 Finance and Administration Assistant and half-time Office Assistant. All but one of the Programmes Team members work remotely from Cape Town, Johannesburg, Harare and Kampala. The Director and all Finance and Admin staff are based at the head office in Windhoek, Namibia.

ARASA’s Human Resources Policies and Procedures Manual provides employees with information about the most significant aspects of his/ her employment at ARASA. The manual stipulates fair, transparent and competitive recruitment which is approved at an appropriate senior level. Staff are appraised periodically, and training needs are ascertained and implemented on the basis of the outcome of the reviews. ARASA has a staff development fund that, when funding allows, supports staff to further their studies in areas relevant to the objectives and mandate of ARASA.

ARASA is committed to ensuring diversity in staff composition and has managed to attain a fairly good level of diversity. At the outset, ARASA employed one female in a management position and one under-represented female in a support staff position. Today, all three management positions are held by females. The majority (5) of the board are females.

Adjusting to a Changing Context

Over the past few years, ARASA has gone through a few significant changes that have affected the composition and functioning of its human resources.

Firstly, since 2018, ARASA transitioned from a primarily core funded organisation to a largely programme funded organisation. In 2019, ARASA made a strategic choice to change from what we were doing during the first 15 years of our existence to focus on promoting respect for and the protection of the rights to bodily autonomy and integrity for all in order to reduce inequality, especially gender inequality and promote health, dignity and wellbeing for sustainable development in southern and east Africa. This was based on a recognition that the changing environment in which we find ourselves provides us with a unique opportunity to change the way that we work from a niche focus on HIV and TB to using the movement we have built, the lessons we have learned and the experience that we have gained in the field of HIV, TB and human rights to more broadly address the social and structural determinants of health, central to which are the rights to bodily autonomy and integrity, as well as equity, equality and social justice. The Strategic Plan has been extended till the end of 2022.

At the end of 2019, ARASA also underwent a leadership transition from the Founding Director to the former Deputy Director. With the transition in 2019, a minor restructuring of the organogram was undertaken with the removal of the Deputy Director position. At the end of the first quarter of 2021, the current Director will be departing from ARASA.

Further, in response to the disruption caused by the COVID-19, all ARASA staff were supported to set up infrastructure to begin working from home in March 2020 and continue to do so to date. We developed a COVID-19 staff wellness plan and established a staff wellness committee to monitor the implementation of this plan and adapt it according to the wellness needs of the team. While most members of the Programmes Team have been working remotely, the adjustment, and subsequent performance management and other challenges have posed some challenges for the organisation.

Scope and Objectives of Assessment

ARASA wishes to engage a consultant(s) to conduct and analysis of ARASA’s current human resources capacity and set up and to make recommendations for consideration by ARASA as it reviews its current Strategic Plan and operational set-up.

The objectives of the review are:

To analyse ARASA’s Human Resources Policies and Procedures Manual and other strategic documents, which have bearing on human resources and people management to identify gaps and areas that require strengthening;
To analyse ARASA’s current human resources structure, capacity (including existing roles, responsibilities, division of labour; potential staffing needs and whether current positions are accurately classified and/or assess any changes in duties or significant shifts needed in responsibilities) and people management practices (including performance management) in relation to ARASA’s strategic direction / plan to assess the extent to which the organisation’s human resources structure and capacity allows it to progress effectively towards the goal and outcomes outlined in the Strategic Plan; and
To make recommendations for improvement of ARASA’s human resources capacity, structure and people management practices with a view to strengthening the organisation’s ability to remain resilient, sustainable and relevant in relation to its strategic vision and goal.

Methodology and Timeframe:

The review will be undertaken over a period of 4 weeks, and a final report submitted by 30 April 2022. 3 weeks shall be dedicated to desk research and field visits/ virtual interviews. The remaining 1 weeks shall be used to draft and finalise the report.

The consultant is responsible for recommending an appropriate methodology.

Deliverables

A report shall be submitted electronically to the ARASA Director (felicita@arasa.info), covering all of the issues outlined in this ToR. The report should be submitted in English and be not less than 20 pages but not exceeding 30 pages in length.

Qualifications and Key Skills

Bachelor’s degree or similar qualification in Human Resources Management, Business Management, or similar field;
At least 7 to 10 years’ experience in human resources management, people management and / or organizational development, preferably in regional, continental or international non-governmental organisations similar to ARASA;
Demonstrated familiarity and understanding of the human resources needs of regional advocacy organisations;
Demonstrated experience in successfully undertaking similar advisory assignments and ability to work in a multicultural environment;
Excellent analytical, organisational and time management skills
Excellent human relations skills and ability to respect confidentiality and establish a safe (interview) setting and trusting relationship with respondents;
Flexible approach to planning and responsive to contextual changes; and
Excellent English writing, oral communication and other communication skills.

Deadline for Submission of EOI

The deadline for submission of Expressions of Interest isclose of business on 28 March 2022. Please send your EoI to felicita@arasa.info and copy nyasha@arasa.info with the subject: EoI CONSULTANCY TO ASSESS ARASA’s HUMAN RESOURCE CAPACITY, STRUCTURE AND PEOPLE MANAGEMENT PRACTICES

The selection process will be completed by end of March and decisions will be communicated around the beginning of April 2022. Consultants are expected to commence work immediately following contracting.