We have an exciting opportunity for a Governance Consultant to develop a new Governance Framework for the ACB.
The ACB, also known as “The Bureau”, as an operational hub and policy think tank of the Eastern and Southern Africa (ESA) and West and Central Africa (WCA) Global Fund constituencies, begun its formal operations during the second half of 2016. As a nascent organization, it is currently in the process of developing management systems to help it function successfully. The Governance Framework is no doubt the overarching and crucial system of the organization. While the organization has a Governance Framework which was developed and has been in operation since 2016, a number of changes and developments within the organization and in the global health environments have necessitated the need to have a new Governance Framework to ensure the right fit with these developments. The new framework is expected to be completed and launched around May 2019.
The main objective of the ACB’s next iteration of the ACB’s Governance Framework is to create a governance system that assures a Bureau with broadened mandate that facilitates cohesion of African countries in their engagements in Global Health discourses, efficiency and effectiveness, and promotes transparency and accountability to stakeholders within Africa and beyond.
B. Background and Rationale
Established by a resolution of African Health ministers in 2012, the Bureau was set up to be a platform to facilitate engagement and consensus building among ESA and WCA constituent countries in Global Fund policies and governance engagements. Its primary functions include ensuring effective engagement, representation and participation of Africa constituencies in Global Fund processes and also to enhance the capacity of the Africa Constituencies to shape Global Fund policies and processes.
Over the last couple of years since its establishment, the Bureau has established platforms for constituent engagement, participation and consensus building. The Annual Consultative Meeting (ACM), as the name suggests, is an annual event that brings together all the constituents to engage in policy discussions, share experiences, and agree on consensus over key Global Fund policy issues. Chaired by the ACB’s board chairperson, this two-day event is the supreme decision-making body of the Africa Constituencies.
The Cluster Based Learning Networks (CBLNs) is yet another platform for engaging countries over Global Fund governance issues. Under this forum, each constituency is further sub-divided into two sub-regions or “clusters” thereby ending up with four groupings, viz:
West Africa with the hub in Dakar, Senegal.
Central Africa with the hub in Abidjan, Cote d’Ivoire.
East Africa with the hub in Addis Ababa, Ethiopia.
Southern Africa with the hub in Johannesburg, South Africa.
The CBLNs is a bottom-up approach giving countries opportunities for in-depth analysis of issues while at the same time bringing to the fore challenges and opportunities faced by African implementing countries that are thereafter deliberated on and filtered through to the Global Fund in a proactive manner.
The Bureau has also launched a proactive policy research platform. Under this forum, challenges and opportunities identified by countries are further explored and interrogated by independent researchers and policy think tanks to create the necessary evidence base. The research outputs are then utilized to create new policy agendas in the Global Fund governance systems and are also used as African positions in policy discourses.
Going forward, and in an effort to strengthen Africa’s voice in Global Health discourses, the Bureau intends to tap into African leaders’ insights and vision at regional and continental levels. African Health Ministers are no doubt the custodians of health, responsible for ensuring better health for their respective countries. However, their engagement and participation in Global Fund policy processes is sub-optimal and not yet at the right level strategically. While they participate and are generally engaged at Country Coordinating Mechanism (CCM) levels, though to varying degrees, they are nonetheless visibly absent at strategic policy levels. This gap needs to be filled without creating duplicative platforms but ride on already existing Ministers of Health fora. The Bureau therefore plans to piggy-back on a number of platforms such as Regional Economic Communities’ (REC) Ministers of Health meetings, WHO/Afro Ministers of Health meetings or the African Union (AU) platforms to tap into the leadership’s thinking and thereby ensure that WCA and ESA’s representatives at the board and in committees’ representation is in conformity with Africa’s vision. Linkage to African Ministers of Health will therefore also strengthen the Bureau’s accountability to African leaders.
Furthermore, given the work of the Bureau over the last couple of years, and the benefits that have accrued from its functioning, a number of stakeholders have expressed optimism with achievements so far. Other players in Global Health mechanisms that have African representatives on their respective board and committees have expressed interest in having the latter supported by the Bureau. While the scope of the Bureau will no doubt be broadened should this development be realized, support towards these organizations’ African representatives would not divert the organization from its core functions and mandate.
The foregoing therefore signals the need for the Bureau’s Governance Framework to be revised as this will ensure that the new developments are seamlessly linked to the governance system. It will also ensure that the organization is well positioned to play an increasing and pivotal role in Global Health discourses, thereby ensuring Africa consistently speaks with one voice in all Global Health fora, irrespective of disease components. This will ultimately therefore contribute to Africa having a stronger voice in Global Health fora. The ACB Board has therefore directed that the Governance Framework be revised to incorporate these new internal and external changes and ensure the organization is repositioned for relevance, growth and success.
C. Scope of Work
As stated above, the Bureau has an existing Governance Framework which however needs strengthening and streamlining in order to ensure fitness with the current environment the organization is operating in. As such, the main task for the consultant is to deliver a new Governance Framework that notes and fixes the weaknesses and gaps identified in the current and incorporates new developments and opportunities in the internal and external environment.
The primary purpose of developing a new governance framework is to ensure the Bureau has a broadened scope, builds African cohesion and ownership, is efficient and effective and assures transparency and accountability to internal and external stakeholders.
The following elements should therefore be considered and incorporated as improvements and/or additions to the current framework:
Identification of all structures, future and current, within the Bureau, not in the least including linkage to health ministers, the General Assembly, the Board, the Secretariat, the CBLNs, CFPs, etc. and their links and relationships to one another to set up a coherent whole, while at the same time incorporating feedback from stakeholders on the relevance or not of some of these. This may include modifications to some structures and nullification of others, as appropriate, based on recommendations from stakeholders.
Recognition that other Global Health mechanisms may come on board, hence the need to incorporate them in the Bureau’s various governance structures not in the least including the Board, Committees, CBLNs, and also at country level, as appropriate.
Recognition that each Global Health mechanism the Bureau will provide support to will have processes for electing, nominating and appointing individuals to their respective boards and committees, which should be incorporated into the Governance Framework in a seamless manner to create a coherent whole.
A clear description of the roles and responsibilities, functions and mandates of each structure in the Bureau’s governance system, how it is linked with other structures and their mandates and reporting relationships with one another. Additionally, the roles and responsibilities of The Board Chair and the Vice, together with those of the Executive Director, should be clearly spelled out in the framework.
A clear description of how participants in each governance structure will be elected, appointed or nominated, duration of tenure, removal, etc. and linked to the respective mechanisms they are elected, appointed or nominated from, as appropriate.
A clear description of how accountability with African Health Ministers, using available platforms both at regional and continental stakeholders including the African Union (AU), will be employed and the mechanisms for it.
D. Process and Methodology
The consultant is expected to employ a mixture of methodologies and consultative processes that ensures key stakeholders are consulted and their inputs are incorporated. Key stakeholders in this vein therefore include: the ACB Board, the constituents (who can be consulted through CBLN structures), relevant technical partners (e.g. UNAIDS, WHO, etc.), funders (including Global Fund through OBA, etc.), other constituencies of the Global Fund, GAVI & UNITAID and their African representatives, the African Union, etc.
Prospective consultants will utilize a variety of consultative processes including in-person, virtual and tele-conference interviews with stakeholders. Note that consultants are expected to block off the period between March 10 – 20 for in-person consultations with ACB board members, CFPs and CBLN clusters in Addis Ababa (11-12 March), Johannesburg (14-15 March) and Dakar (18-19 March).
In addition to incorporating inputs from various stakeholders, the consultant is also expected to draw on best practices from corporate governance in general and within Global Health sector in particular.
E. Timeframe and Deliverables
The development of the Bureau’s Governance Framework is expected to be completed by the end of April 2019.
Below are the key deliverables under this assignment:
Within one week of signing contract
Draft Governance Framework
April 15, 2019
Final Governance Framework
April 30, 2019
Approval by the ACB Board
May 12, 2019
F. Reporting and Approval
The consultant is expected to share an electronic word version of an inception report, a draft Governance Framework and final Governance Framework on the above stipulated dates. The Secretariat will share each version of the Governance Framework with relevant stakeholders to ensure consensus on key issues. The final document will be approved by the Board in May 2019 and ratified by the General Assembly in October 2019.
The consultant will report to the Acting Executive Director.
G. Required Expertise and Qualifications
The Bureau invites individuals who meet the following qualifications:
A Bachelor’s degree in a relevant field
5 years post graduate qualification in a relevant field such as Law, Business Administration, Social Sciences, etc.
A post graduate qualification in a governance field will be an added advantage
Over 5 years prior experience working and managing leadership and corporate governance teams and processes at senior management levels, preferably in a Global Health environment
Experience with designing and developing similar governance frameworks, governance systems, manuals, charters, etc. for international organizations in global health will be an added advantage.
Competencies and skills
Understanding complex governance issues and demonstrating how you have helped clients navigate changes in governance structures;
Conducting stakeholder interviews to strategically inform your recommendations.
Evidence of developing effective governance systems including governance documents, policies and processes for decision making and monitoring;
Experience with Business Process Improvement;
Ability to develop governance models based on best practices to address specific client needs;
Ability to maintain confidentiality, being a detail-oriented, organized, critical thinker, and strong analytical skills;
Strong communication and interpersonal skills, as well as the ability to forge and maintain relationships; and
Strong Microsoft Office skills may also be required.
Excellent written and verbal communication skills in English; and Working knowledge of French will be an added advantage.
H. Criteria for Selection of Consultant
The following criteria will apply for selection of the successful consultant. Note that the Bureau reserves the right to make its own informed determination in the selection process.
The successful consultant will be selected based on quality-cost considerations and proposals will be evaluated as follows:
Technical Proposal: 80%
Financial proposal: 20%
Evaluation of technical proposal
Education: – Degrees obtained – Areas of specialization – Language
Length of experience working in Governance field
Experience in undertaking similar assignments
Technical soundness of proposal
Evaluation of Financial Proposal
The formula below shall be observed:
Rating Point = (Lowest Financial Proposal/Financial Proposal) x100 x 20%
I. Payment Modalities
The ACB will disburse payments to consultants in three instalments as follows:
30% upon acceptance of the inception report and the work plan,
30% upon acceptance of the draft Governance Framework, and
40% upon acceptance of the final Governance Framework.
J. Application Procedure
Interested individuals who meeting the above stated requirements are invited to submit a brief technical proposal in MS Word:
Short description of how the assignment will be undertaken and a rough work plan;
Profile of consultant detailing their suitability for undertaking the assignment by submitting a capability statement (for firms) or a curriculum vitae (for individuals);
References of clients served and details of previous relevant assignments undertaken; and
Consultants’ comments on the TORs, if any.
You are also expected to share a financial proposal in MS Excel detailing the expected professional remuneration and other related costs. Please note that the Bureau will facilitate all logistic arrangements including travel as appropriate.
The technical and financial proposals including the capability statement or CVs should be addressed to: The Acting Executive Director and sent to: firstname.lastname@example.org with a copy to email@example.com not later than January 31, 2019 with the subject “Governance Framework Consultant”.
 Abidjan was initially chosen given the insecurities in the central Africa region. Currently, however, the WCA leadership has elected to operate as one cluster with meetings in Dakar.
 As part of the inception report, the consultant will provide a detailed work plan, methodology, key information sources to be used, institutions / organizations to be consulted in undertaking the task and tools to be used for consultative processes.
 The ACB will provide feedback and comments to the draft Governance Framework within 10 calendar days of receipt of the draft document.