Tender Description

TERMS OF REFERENCE (TOR)
 Consultancy for NEC Management and Functional Review (MFR)
Organisational Structure, Management Systems, Departmental Functions, Staffing Needs, Departmental TORs
and Staff TORs

1. Background
   The Somaliland National Electoral Commission (NEC) is an independent institution responsible for
   administering electoral events for Somaliland citizens. Its mandate includes preparing and administering
   electoral activities and ensuring a suitable environment for credible electoral processes.
   As NEC’s responsibilities grow, the Commission requires a Management and Functional Review to assess
   whether its current and proposed organisational structure, staffing arrangements, reporting lines,
   management systems and departmental functions are adequate for its mandate and future operational
   needs.
   The review will assess all relevant NEC departments and functions on an equal basis. Voter Registration
   and IT/ICT will be reviewed as departments/functions within the wider NEC structure, similar to Operations
   and Planning, HR, Admin and Finance, Supply Chain, Legal, Procurement, Training, Research/M&E, Security
   and Risk Management, Call Center and regional/district coordination functions.
   The review will not replace the separate feasibility study for the Electoral Integrated Management System
   (EIMS). Technology-related issues will be considered only where they affect departmental functions,
   management arrangements, staffing needs, reporting lines and institutional readiness.
2. Purpose of the Assignment
   The purpose of this consultancy is to conduct a practical, evidence-based MFR of NEC’s organisational
   structure, management arrangements, departmental functions, staffing needs, reporting lines and
   institutional reform priorities.
   • Determine whether NEC’s structure and management arrangements are fit for purpose.
   • Identify required organisational and functional improvements.
   • Recommend staffing levels, staff titles, reporting lines, departmental TORs and priority staff TORs based
   on findings.
   • Provide a reform roadmap that NEC can implement in the short and medium term.
3. Objectives of the MFR
   • Review NEC’s current and proposed organisational structure, management arrangements and reporting
   lines.
   • Assess the Director General’s and NEC panels/committees’ span of control, coordination role and
   decision-making flow.
   • Review the mandate, functions, staffing, workflow, reporting arrangements and contribution of each
   relevant department and unit.
   • Identify overlaps, duplicated roles, missing functions, unclear responsibilities and coordination gaps.
   • Assess HR capacity, staffing gaps, skills gaps, workload and permanent versus temporary staffing needs.
   • Assess regional and district coordination needs, including REO/DEO reporting options, based on legal,
   operational and field evidence.
   • Propose staff titles, roles, reporting lines, contribution to NEC and staff TORs based on findings, rather
   than fixed titles or fixed numbers.
   • Prepare practical recommendations, a reform roadmap, departmental TORs and priority staff TORs.

Skills Required

Attachment

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