Provision of Change Management Support and Delegation of Authority Structure Design

• Review of internal documents relating to the initiatives and the business case for change1 to assess the change triggers identified and the type of change proposed – including technology, people and functions in the organization.
• Define change management requirements, including objectives, depth, timeframes and benefits / desired outcome for implementing the changes. The consultant should leverage the documentation and business cases already completed as part of the IGF including the Business Transformation initiative and perform site visits to five selected IOM locations.
• Perform an impact analysis, identifying the who, what, when, where, how and why. The level of change required and the organizational readiness for change for the business processes selected for the initial application of the IGF.
• Perform a high-level assessment of the confidence of change “success” including a risk assessment. This can be performed in conjunction with the respective business transformation project teams and should assess existing capacity and capability for change.
• Based on the analysis performed and interviews conducted, outline the key activities required in each stage of the process. Preparing for change, implementing change and sustaining change. Including proposed approaches and tools.

b. DoA structure design support

The objective of the DoA structure design support is to provide advice on a fit for purpose DoA structure that is aligned to the decision-making requirements for key operational and administrative processes at IOM. The organization aims to use this initial review of the DoA structure to develop a DoA that:

• Clarifies the responsibilities for institutional process design and operational implementation of those processes, respectively.
• Establishes a clear escalation protocol for decisions which have impacts that go beyond the functional or managerial area or country/regional/administrative centre-specific context.
• Increases efficiency through delegation of decisions to the appropriate level and function, thereby eliminating unnecessary steps in approval processes.
• Aligns DoA with functional and managerial expertise to enhance service quality and delivery.
• Ensures closer alignment of authority and responsibility with accountability at various levels and based on functions.
• Improves segregation of duties (SoD), oversight mechanisms and escalations protocols.
• Emphasises outcomes-based results accompanied by rigorous performance monitoring and evaluation systems.

The scope of work is envisaged to include the review of internal documents as well as interviews with identified individuals from across the Organization to map the key decision-making requirements/points for IOM. This will include key Policies and Procedures, Institutional Instructions, System workflows, Financial Management Rules and Procedures, and the Project Management Handbook.