1. Background

Nuestros Pequeños Hermanos International (NPHI) is seeking a qualified consultant, consulting team, or firm to facilitate the development of a dynamic five-year Strategic Plan and accompanying Communications Plan for 2027–2031.

For more than 70 years, NPH has worked alongside vulnerable children, young people, families, and communities across Latin America and the Caribbean. Today, NPH operates programs in nine countries: Bolivia, Dominican Republic, El Salvador, Guatemala, Haiti, Honduras, Mexico, Nicaragua, and Peru.

NPH is evolving from a model historically centered primarily on residential care toward an increasingly integrated approach that combines residential care when necessary with family strengthening and community-based services.

Our work is organized around five interconnected areas:

1. Family and Community Strengthening
2. Education and Development
3. Health and Wellbeing
4. Disabilities and Inclusion
5. Youth Empowerment and Economic Opportunities

The next five-year strategy represents an important opportunity to define how NPH can maximize its impact for children and families while ensuring organizational and financial sustainability and preserving the values, relationships, and sense of family that have distinguished NPH throughout its history.

2. Purpose of the Consultancy

The consultant(s) will design and facilitate a participatory strategic planning process resulting in a clear, ambitious, financially realistic, and measurable 2027–2031 NPH International Strategic Plan.

The assignment will also produce an integrated Communications Plan that translates the strategy into a compelling and consistent narrative for staff, boards, donors, funding offices, partners, governments, communities, children, young people, and families.

Rather than producing a strategic plan that remains static for five years, NPH seeks a dynamic strategy and management framework that can be reviewed annually and adjusted in response to program results, financial realities, changes in the external environment, and emerging opportunities.

3. Scope of Work

The consultant(s) will work closely with NPH International leadership, the NPHI Board, leadership in our nine countries, program teams, fundraising offices, and other key stakeholders.

The assignment should include:

A. Organizational and External Assessment

Review NPH’s current strategy, organizational model, program framework, financial and fundraising trends, governance structure, program data, and relevant internal documents.

Assess major external trends affecting vulnerable children and families in Latin America and the Caribbean, including child protection, family-based care, education, health, migration, youth employment, disability inclusion, demographic change, philanthropy, and public/private partnerships.

Identify NPH’s principal organizational strengths, challenges, opportunities, and strategic choices for the next five years.

B. Participatory Strategic Planning

Design and facilitate a bilingual (English/Spanish) consultation process engaging stakeholders from across NPH.

The process should help NPH reach agreement on:

• Where NPH seeks to be by 2031.
• The populations and communities where NPH can achieve greatest impact.
• The appropriate balance among residential care, family reintegration, prevention, and community-based programming.
• How NPH’s five program areas should operate as an integrated model.
• The role and added value of NPH International, country organizations, boards, and fundraising offices.
• Opportunities for stronger partnerships with governments, civil society, foundations, corporations, universities, and other institutions.
• Organizational capabilities, staffing, systems, and investments required to implement the strategy.
• Financial sustainability and diversification of NPH’s funding model.

C. Five-Year Strategic Plan

Develop a practical 2027–2031 Strategic Plan including:

• Strategic vision and desired impact by 2031.
• Approximately 4–6 strategic priorities.
• Objectives and measurable results for each priority.
• Key indicators and targets.
• Roles and responsibilities at international and country levels.
• Major implementation milestones.
• Financial and organizational implications.
• Principal risks and mitigation strategies.
• A framework linking the five-year strategy to annual country and NPHI operating plans and budgets.
• A simple annual strategy review process allowing NPH to assess progress and adjust priorities as circumstances change.

The final strategy should be concise, accessible, and designed to be actively used by leadership and boards rather than serving primarily as a reference document.

D. Strategic Communications Plan

Develop a communications framework that translates the strategy into a clear and compelling story about who NPH is becoming, whom we serve, how our model works, what differentiates NPH, and what impact we seek to achieve.

The Communications Plan should include:

• Core organizational narrative and positioning.
• Key messages describing NPH’s evolving model.
• Audience segmentation and messaging for donors, funding offices, governments, partners, staff, boards, communities, and other stakeholders.
• Guidance for communicating the relationship between NPH’s residential and community-based work.
• Messaging around the five program areas.
• Recommendations for communicating impact through data and human stories.
• Internal communications and change-management recommendations.
• Donor and fundraising communications considerations.
• Recommendations for strengthening consistent messaging across NPH International, countries, and fundraising offices.
• A practical communications roadmap for launching and sustaining the 2027–2031 strategy.

4. Key Deliverables

The consultancy is expected to produce:

1. Inception Report and Strategic Planning Methodology, including timeline, stakeholder engagement plan, and proposed consultation process.
2. Organizational and External Situation Analysis, highlighting key trends, findings, and strategic choices facing NPH.
3. Stakeholder Consultation Process, including bilingual interviews, workshops, surveys, and/or focus groups as appropriate.
4. Draft 2027–2031 Strategic Plan for review by NPH leadership and the Board.
5. Final 2027–2031 Strategic Plan, including strategic priorities, objectives, indicators, implementation framework, and annual review mechanism.
6. Five-Year Strategic Communications Plan, including organizational narrative, audience-specific messages, communications priorities, and implementation roadmap.
7. Executive Strategy Presentation/Slide Deck suitable for presentation to NPH boards, staff, funding offices, donors, and partners.
8. Implementation Scorecard/Dashboard identifying the limited number of indicators that NPH leadership and the Board should review regularly to assess progress toward the strategy.

All principal products should be available in English and Spanish.

5. Desired Qualifications

NPH is interested in individual consultants, consulting teams, or firms demonstrating:

• Significant experience leading strategic planning for international nonprofit, humanitarian, child/youth development, health, education, or social-sector organizations.
• Experience working with complex multi-country and federated/network organizations.
• Strong understanding of Latin America and the Caribbean.
• Demonstrated experience in organizational strategy, program strategy, and financial sustainability.
• Experience developing communications, positioning, and message-alignment strategies.
• Strong facilitation and stakeholder-engagement skills.
• Ability to translate complex discussions into clear strategic choices, measurable priorities, and practical implementation plans.
• Professional fluency in both Spanish and English.
• Experience working with organizations serving vulnerable children, young people, and families is strongly preferred.
• Familiarity with the transition toward family- and community-based approaches to child protection and care is desirable.

6. Proposed Timeline

NPH anticipates selecting the consultant(s) in October 2026, with the strategic planning process beginning shortly thereafter.

The consultant should propose a realistic timeline for completing the assignment. NPH anticipates an approximately 4–6 month process, allowing sufficient time for meaningful consultation across the nine countries while maintaining momentum toward decisions and implementation.

The consultancy period will run from November 1, 2026 to April 30, 2027.

7. Proposal Requirements

Interested consultants, teams, or firms should submit a proposal of no more than five pages, excluding brief CVs or organizational credentials as attachments.

The proposal should include:

• Understanding of the assignment and NPH’s strategic opportunity.
• Proposed methodology and approach.
• Approach to bilingual stakeholder consultation across NPH’s nine countries and international network.
• Proposed workplan and timeline.
• Relevant experience and examples of comparable assignments.
• Names, roles, and brief qualifications of proposed team members.
• At least two relevant client references.
• Estimated total professional fees and proposed budget, including assumptions regarding travel or other reimbursable expenses.

NPH particularly welcomes proposals that demonstrate how the consultant will create an engaging and participatory process while avoiding an overly complicated strategic planning exercise.

8. Submission

Please submit proposals electronically no later than October 7, 2026 to:

Michael McCabe
Chief Executive Officer
Nuestros Pequeños Hermanos International
[email protected]

Please use the subject line:

Proposal – NPH International 2027–2031 Strategic & Communications Plan

Additional information about Nuestros Pequeños Hermanos is available at www.nph.org.