Under the supervision of the Director of the UNDP ASFH and close collaboration with ASFH staff through its Team Leaders organized within the Senior Management Team (SMT), and a Task Team for the Strategic Programmatic Review, the consultancy is expected to pursue the following scope of work.

3.1  Assessment of the Current Business  and Funding Model

·    Conduct a comprehensive assessment of key players in the sustainable finance landscape across Sub-Saharan Africa, including stakeholders, influencers, and competitors.

·     Review the existing ASFH business and funding model, focusing on its strategic objectives, operational processes, governance structure, and resource allocation, incl. in the context of the UNDP Strategic Plan and the SFH Services as well as ASFH’s collaboration with CO and other regional and global UNDP offices.

·    Facilitate stakeholder consultations to gather insights into the strengths, weaknesses, opportunities, and threats (SWOT) associated with ASFH's current model, including operational matters.

·     Analyse the alignment of ASFH’s strategies with global and regional development finance trends, highlighting areas for strategic improvement.

·    Evaluate ASFH's strategic positioning across different African contexts, considering the continent's diverse economic landscapes, including low-income, middle-income, and upper-middle-income countries, to identify potential niches for ASFH.

3.2  Benchmarking and Best Practices

·     Identify and document global and regional best practices from comparable regional organisations, relevant initiatives, or institutions in the sustainable finance sector in Sub-Saharan Africa and other regions.

·     Conduct a comparative analysis and benchmarking exercise to measure ASFH’s business and funding model against these identified best practices.

·     Assess the broader sustainable finance ecosystem, identifying key players, their strengths and weaknesses, and opportunities for ASFH to leverage or address within this landscape, and entry points for collaboration for growth and scaling up UNDP’s services and support.

3.3  Strategic Analysis and Recommendations

·       Develop a strategic analysis of ASFH’s operational environment, identifying key trends, challenges, and opportunities.

·       Propose a  refined business and funding model for ASFH that is aligned with UNDP’s mandate and strategic goals, incl. delivery of global projects on the regional and RBA country level.

·       Suggest opportunities for potential new services, partnerships, or operational enhancements that ASFH could pursue to deliver on its mandate.

·       Provide actionable recommendations for optimising the ASFH business model with a focus on a resource mobilisation strategy that allows for the delivery of its ambitions.

·       Based on the analysis and recommendations, develop a five-year strategic plan for ASFH.

3.4  Implementation Roadmap

·   Develop a detailed implementation roadmap for the recommended business and funding model and its strategic plan, considering existing and potential new services, including timelines, key milestones, resource requirements, and risk management strategies.

·    Develop a strategic communications and branding plan for the model’s and strategic plan’s implementation.

·    Develop KPIs to measure ASFH’s performance against the newly developed model and its strategic plan.