The IMC and TSC wish to position CARD-F to the best possible way for the future. The SMT identified 5 possible options as future governance structure for CARD-F. The options identified by the SMT were (1) CARD-F becoming an on-budget programme of a single ministry, (2) CARD-F remaining as is, (3) CARD-F becoming an on-budget multi-ministry programme, (4) CARD-F becoming an on-budget Executive Agency and (5) CARD-F becoming a Non-Government Organisation (NGO). The TSC on 4th Oct 2016 shortlisted three options from among the 5 identified by SMT and instructed CARD-F to focus its resources and conduced further studies on three shortlisted option. These option are (1) CARD-F becoming an on-budget multi-ministry programme, (2) CARD-F becoming and on-budget Executive Agency and (3) CARD-F becoming a Special Purpose Vehicle which is similar to an NGO.
The consultancy therefore will review CARD-F’s current ownership and governance structure and modus of operandi with the IMC and TSC The consultant will point at the best possible way to organize ownership and governance in order to position the organization for the future considering two main criteria which are SUSTAINABILITY of CARD-F and maintaining the current DELIVERY pace.
This consultancy will analyse the current governance structure and ownership of CARD-F ; identify and analyse other ways to organize CARD-F. Based on the findings the consultant will come forward with recommendations and road maps for the most ideal governance structure and ownership of CARD-F .
The following is expected to be considered:
Perceptions of current ownership and visions for the future
Clarify how Donors and the IMC Ministries perceive the current ownership and governance structure as well as their visions of a future ownership and governance of CARD-F;
What kind of key questions should the (TSC / IMC) and CARD-F management ask themselves – in their considerations about changing ownership and governance structures;
Clarify how key players in CARD-F perceive the current ownership and governance structure and their vision for a future setup;
How are different tentative options for a change in ownership and governance structure perceived by the key players in CARD-F, donors and IMC?
How would donors perceive changes in ownership and governance and changes from e.g. off-budget multi-ministry programme to an on-budget multi-ministry programme other possible options?
Recommendations on ownership
International or national organization – define the concepts – as e.g. ownership and governance structure for an international/national organization can take several forms. Put forward different models of ownership and governance structure with pros and cons - and come with recommendations for what would be most ideal for CARD-F;
Consider how a change in ownership and governance structure could affect the funding streams CARD-F currently have access to;
Consider how a change in ownership and governance structure could affect the delivery pace (achieving objective and results) of CARD-F;
How other project and programmes similar to CARD-F are governed – what are the lessons learned;
Come forward with suggestions about how the management should be organized – currently there is a Senior Management Team referring to as SMT which is led by an Executive Director who reports to the TSC an IMC. Reflect on what would be the most ideal setup for the organization;
What would be the procedures, requirements (including legal) if CARD-F were to change the current governance structures and ownership and transfer it into one of the recommended models put forward by the consultant?
1.2 Suggested methodologies (timeline and methodology to be discussed with consultant)
Phase 1 (1 week): will include desk review of the current ownership and organizational setup. There will be a study of the legality of the current set up and requirements for another possible set up. The consultant will travel to Kabul, Afghanistan and talk to key players (Ministers, Deputy Ministers, Donors) and other relevant persons from government defined by CARD-F . The consultant will also look at how a different setup for CARD-F will affect the funding stream and current modus of operandi.
Phase 2 (1 week): The consultant will talk to key players in in the IMC and TSC to discuss the pros and cons of each identified option.
Phase 3 (Three working days): Preliminary presentation bringing forward to be discussed with TSC;
Phase 4 (Three working days): Incorporate TSC comments on the preliminary presentation.
Phase 5 (Three working days) prepare a presentation for the IMC and;
Phase 6 (Two working days): finalizing a report (50-60 pages) based on the discussion in the IMC meeting
Note: The information package and list of staff and key informants for interviews will be provided to the consultant upon signing of the contract. If required by the consultant, CARD-F may arrange the meetings with stakeholders.
2. Expected outputs:
A reflection about how key stakeholders (IMC / TSC) find the current management structure and ownership and see upon the future.
A list of relevant questions the organizations behind CARD-F need to reflect on in order to bring CARD-F forward
Reflection of the current setup in CARD-F and a presentation of 3 different possible ways of CARD-F ownership including a road map of what would be the procedures and requirements to change to the suggested models.
Reflection of governance structures and a presentation of 3 different possible ways to organize CARD-F governance including a road map of what would be the procedures and requirements to change to the suggested models.
A draft final report presented to management in Kabul, TSC and IMC
Final Transition Plan (in soft copy) along with the roll-out plan.