Rebranding and Communications Strategy Partner

TERMS OF REFERENCE

EXPRESSION OF INTEREST (EOI)

Appointment of a Rebranding and Communications Strategy Partner
Reference No: FLAS/EOI/001/2026 | Issue Date: 24 July 2026 | Closing Date: 07 August 2026

1. Background

The Family Life Association of Eswatini (FLAS) is a non-profit, voluntary organisation established in 1979 and a full Member Association of the International Planned Parenthood Federation (IPPF). For more than four decades, FLAS has been committed to improving the sexual and reproductive health and rights (SRHR) of all people in Eswatini through the provision of integrated, quality, rights-based and youth-friendly services.

Over the years, FLAS has expanded its scope from family planning to comprehensive sexual and reproductive health (SRH) services, HIV prevention and treatment, Comprehensive Sexuality Education (CSE), gender-based violence (GBV) prevention and response, youth empowerment, research and advocacy. FLAS operates static clinics in the country’s main urban centres, complemented by mobile outreach services that reach hard-to-reach and vulnerable communities.

The organisation works closely with the Government of Eswatini, civil society, development partners, community structures and young people to influence policies and programmes that improve health outcomes, particularly for adolescents and young people.

As FLAS strengthens its strategic positioning within the national health and development agenda, the organisation recognises that its current brand identity, communication platforms and public positioning do not fully reflect the scale, quality and impact of its work. The organisation requires a modern, credible and youth-relevant brand supported by a coherent communications ecosystem, one that speaks clearly to young people in digital spaces, inspires confidence among donors and development partners, and strengthens FLAS’ voice as a trusted SRHR leader in Eswatini.

FLAS has therefore resolved that this assignment should not be a once-off design exercise, but a strategic, long-term partnership. FLAS invites Expressions of Interest from qualified and experienced consultancy firms to serve as its Rebranding and Communications Strategy Partner.

2. Purpose of the Engagement

The purpose of this engagement is to appoint a consultancy firm as FLAS’ Rebranding and Communications Strategy Partner to lead a comprehensive organisational rebrand, develop and roll out an integrated Communications Strategy, and provide ongoing strategic communications support over the partnership period. The Partner will work with FLAS to ensure that the new brand and communication approach are strategy-led, audience-driven and sustainable, and that internal capacity is progressively built so FLAS can manage its day-to-day communications independently over time.

3. Objectives of the Assignment

The specific objectives of the assignment are to:

• Conduct a comprehensive brand and communications audit, including a review of FLAS’ strategic documents, current visual identity, website, social media platforms, publications and public perception among key audiences.
• Develop a clear brand strategy that defines what FLAS stands for, how it wishes to be perceived, and the core messages it wants its stakeholders to remember.
• Design a refreshed visual identity, including the logo, colour palette, typography, brand guidelines and branded templates, aligned to the brand strategy.
• Develop a comprehensive, multi-audience Communications Strategy covering external communication, advocacy support, stakeholder engagement, digital media and internal communication.
• Redevelop and modernise the FLAS website and establish a systematic content management plan for the website and social media platforms.
• Establish digital storytelling platforms, including podcast and video content formats, that communicate FLAS’ work, impact and health information in an accessible, conversational manner.
• Support donor-facing and fundraising communications, including proposal presentation, impact storytelling and donor reporting materials.
• Build the internal capacity of FLAS staff in digital communication, content development, social media management, storytelling and the responsible use of artificial intelligence (AI) tools.
• Guide the phased rollout of the new brand, including stakeholder consultation and validation, with meaningful participation of young people and the communities FLAS serves.

4. Scope of Work

The Rebranding and Communications Strategy Partner will be expected to deliver the assignment in phases, as outlined below. The phasing may be refined during inception in agreement with FLAS.

Phase 1: Inception, Brand and Communications Audit

• Hold inception meetings with FLAS leadership, staff and key stakeholders, and submit an inception report with a detailed methodology and work plan.
• Review FLAS’ strategic plan, policies, programme priorities and existing communication materials and platforms.
• Conduct a brand perception assessment among key audiences, including young people, donors, government, partners and communities.
• Undertake a digital audit of the website and social media platforms, including content, reach, engagement and consistency.

Phase 2: Brand Strategy and Visual Identity Development

• Develop the brand strategy, including brand positioning, personality, promise, message pillars and audience segmentation.
• Design the new visual identity, including the logo, colour palette, typography, iconography and photography style.
• Produce a comprehensive brand guidelines manual and a suite of branded templates for organisational use.
• Facilitate stakeholder consultation and validation of the new identity, ensuring meaningful participation of young people.

Phase 3: Communications Strategy Development

• Develop an integrated Communications Strategy aligned to FLAS’ mandate, strategic plan and audiences, covering external, internal, digital, advocacy-support and donor communications.
• Develop tailored messaging frameworks for key audiences, including young people, donors and development partners, government, civil society, communities and internal staff.
• Develop a stakeholder engagement and partnership communications framework, including a partnership map showing who FLAS works with and the value each relationship brings.
• Develop a crisis and reputation management protocol.
• Develop a monitoring, evaluation and learning framework for brand and communications performance, with clear indicators covering reach, engagement, donor confidence, content consistency and service uptake signals.

Phase 4: Digital Platforms and Content Rollout

• Redevelop the FLAS website with a modern, mobile-friendly, accessible design, and provide for its ongoing maintenance and content management during the partnership period.
• Develop and implement a social media content strategy and content calendar, with clearly assigned responsibilities and a consistent publishing schedule.
• Establish and produce digital storytelling content, including a podcast programme, video content and beneficiary impact stories, beginning with available resources and improving progressively.
• Support continuous documentation of FLAS programmes, beneficiaries, partnerships, results and community impact.

Phase 5: Capacity Building and Sustainability

• Design and deliver structured training for FLAS staff in digital communication, content development, social media management, storytelling and the responsible use of AI tools, tailored to different roles and levels of experience.
• Develop internal communication systems, standard operating procedures and editorial guidelines that enable FLAS to manage day-to-day communications internally.
• Provide ongoing strategic advisory support, including support to donor-facing and fundraising communications, throughout the partnership period.
• Develop and implement a phased handover and sustainability plan so that internal capacity is in place by the end of the partnership.

5. Expected Deliverables

• Inception report, including methodology, work plan and stakeholder engagement plan.
• Brand and communications audit report, including brand perception and digital audit findings.
• Brand strategy document.
• New visual identity, brand guidelines manual and branded templates.
• Integrated Communications Strategy, including messaging frameworks, stakeholder engagement framework, crisis communication protocol and a monitoring, evaluation and learning framework.
• Redeveloped, fully functional FLAS website with a content management plan.
• Social media strategy, content calendars and published content in line with the agreed schedule.
• Podcast and digital storytelling programme, including produced episodes and content.
• Capacity-building plan, training materials and training reports.
• Brand launch and rollout plan, including stakeholder validation reports.
• Quarterly performance and progress reports throughout the partnership period.
• All editable source files, designs and documentation.

6. Duration and Nature of the Engagement

This is a long-term strategic partnership and not a once-off consultancy. The successful firm will be appointed as FLAS’ Rebranding and Communications Strategy Partner for a minimum period of twelve (12) months, extendable up to thirty-six (36) months, subject to satisfactory performance and availability of resources.

The core rebranding and strategy development deliverables (Phases 1 to 3) are expected to be completed within the first six (6) months of the contract, with the remaining period dedicated to rollout, digital content management, capacity building and ongoing strategic support. Performance will be reviewed annually against agreed deliverables and key performance indicators.

7. Eligibility, Qualifications and Experience

7.1 The Firm

This Expression of Interest is open to local consultancy firms (companies, agencies or consortia) and not to individual consultants.

The firm must demonstrate the following:

• Proven experience in brand strategy and organisational rebranding, communications strategy development, digital media and website development.
• A portfolio of comparable assignments, preferably including work with non-governmental organisations, development partners or public institutions.
• A multidisciplinary team covering brand strategy, graphic design, web development, digital and social media management, content production and training.
• Valid company registration and tax compliance documentation.
• Capacity to sustain a long-term engagement of 12 to 36 months.

7.2 The Lead Consultant

The firm must designate a Lead Consultant who will provide overall strategic direction and be accountable for the quality of all deliverables. The Lead Consultant must have:

• A minimum of a Master’s degree in Communications, Journalism, Media Studies, Public Relations, Marketing or a related field.
• At least ten (10) years of demonstrable experience in strategic communications, branding, media or related work at a senior level.
• Strong strategic, editorial, facilitation and stakeholder engagement skills, with experience engaging leadership, government, partners and communities.
• Knowledge of Eswatini’s health, development and media environment.

Added advantage: Experience in development communication, including work with non-governmental organisations and international organisations such as United Nations agencies, IPPF Member Associations or other international NGOs, will be a distinct added advantage for the Lead Consultant.

8. Reporting and Institutional Arrangements

The Rebranding and Communications Strategy Partner will report directly to the Executive Director and work closely with the Programs Department and the Communications Unit. FLAS will establish an internal reference team, including youth representation, to guide, review and validate deliverables at each phase. All major deliverables will be subject to approval by FLAS management.

9. Selection Process and Evaluation Criteria

Selection will follow a three-stage process. No financial proposal is required at the Expression of Interest stage; financial terms will be negotiated with the top-ranked firm after the presentation stage.

Stage 1: Evaluation and Shortlisting of Expressions of Interest

Expressions of Interest will be evaluated and shortlisted on the basis of alignment with FLAS’ mandate and the requirements of this assignment, using the following criteria:

• Understanding of the assignment, FLAS’ mandate, audiences and operating environment (25%).
• Methodology, work plan and creative direction, including the proposed approach to the long-term partnership (30%).
• Relevant experience and portfolio of the firm (25%).
• Qualifications and experience of the Lead Consultant and proposed team (20%).

Stage 2: Presentations to the FLAS Panel

Shortlisted firms will be invited to present their proposed approach, creative direction, rollout plan and portfolio to a FLAS evaluation panel. Presentations will be assessed against the same criteria, with particular attention to strategic alignment, creativity, feasibility and the strength of the proposed team.

Stage 3: Negotiation and Appointment

FLAS will enter into negotiations with the top-ranked firm following the presentations. The financial arrangement will be negotiated on the basis of the firm’s proposed rollout plan and the priorities agreed between FLAS and the firm, and will be structured to match the phased nature of the partnership. Should negotiations with the top-ranked firm not result in agreement, FLAS reserves the right to enter into negotiations with the next-ranked firm. The process will be conducted transparently and fairly throughout.

10. Submission Requirements

Interested firms must submit an Expression of Interest comprising:

• A technical proposal outlining the firm’s understanding of the assignment, proposed methodology, work plan and approach to the long-term partnership.
• A company profile, including registration and tax compliance documents.
• The curriculum vitae of the Lead Consultant and key team members, with clearly defined roles.
• A portfolio of at least three (3) comparable assignments, with samples of previous work.
• At least three (3) references from previous clients for similar work.

Note: No financial proposal is required at this stage. Financial terms will be discussed and agreed with the preferred firm during the negotiation stage, based on the agreed rollout plan and priorities.

Submissions must be addressed to the Finance and Administration Manager and delivered to recruitment@flas.org.sz by no later than 7 August 2026 | 16:00. Late submissions will not be considered. Enquiries may be directed to 2505 2790

11. Confidentiality

All documents, data, information and outputs produced or accessed during this engagement shall remain the property of FLAS. The Partner shall not disclose any information relating to FLAS, its beneficiaries or its operations without prior written approval.

12. Ownership of Deliverables

All strategies, designs, brand assets, reports, content, tools, templates, source files and supporting materials produced under this engagement shall become the exclusive property of FLAS.

13. General Conditions

• FLAS reserves the right to accept or reject any or all Expressions of Interest without assigning reasons.
• This Expression of Interest does not commit FLAS to award a contract or to pay any costs incurred in the preparation of submissions.
• Canvassing or lobbying in any form will lead to disqualification.