1. Background

1.1 ABEF-ND and its organisational challenges

The Association de Bien-Être Familial - Naissances Désirables (ABEF-ND), founded in the Democratic Republic of Congo, is a member association of the International Planned Parenthood Federation (IPPF). It works to promote sexual and reproductive health and rights, playing an essential role in providing access to reproductive health services for populations across the country.

In recent years, ABEF-ND has faced significant organisational and structural challenges, particularly in relation to:

• Governance: Non-compliance with certain protocols, lack of transparency in decision-making, deficiencies in the Board of Directors' statutory procedures
• Internal controls: Inadequate separation of duties, weak cash flow monitoring, gaps in expenditure approval and documentation
• Financial management: Presence of non-compliant expenditures, weaknesses in budgetary management, inadequacies in documenting financial transactions
• Working environment: Organisational tensions, need to prevent all forms of intimidation, harassment and abuse of power

1.2 The external administrator's intervention (December 2025 - May 2025)

To stabilise the organisation and restore partner confidence, IPPF deployed an external administrator for a period of 6 months. This intervention enabled:

• Stabilisation of day-to-day operations of the organisation
• Reform of governance structures and strengthening of the Board of Directors' functioning
• Review and strengthening of internal control systems
• Identification and correction of non-compliant expenditures, strengthening of budgetary management
• Recruitment of key senior management: Executive Director, Finance Director, Programmes Director, and Human Resources Manager
• Implementation of urgent recommendations from the organisational assessment
• Initiation of measures to restore a healthy and respectful working environment

1.3 Need for in-depth organisational reform

Whilst the external administrator's intervention stabilised ABEF-ND and recruited a competent leadership team, deep organisational transformation remains necessary to ensure the sustainability of reforms and prevent recurrence of dysfunctions.

In this context, IPPF wishes to recruit an Organisational Reform Specialist for a 6-month assignment starting in April 2026. The specialist will be responsible for conducting a comprehensive restructuring of ABEF-ND, building on the foundations established by the external administrator and working with the new leadership team in place.

2. Rationale

Although the external administrator will have stabilised the organisation, recruited the leadership team and established the foundations of good governance, in-depth organisational restructuring is essential to:

• Ensure sustainability of initiated reforms and prevent recurrence of dysfunctions
• Restructure the entire organisational chart and optimise the organisation below the leadership team
• Modernise and optimise operational processes, management systems and coordination mechanisms
• Sustainably strengthen staff capacities at all levels
• Transform the organisational culture to establish a healthy, transparent, high-performing and ethical working environment
• Establish robust systems for accountability, monitoring and evaluation, and continuous improvement
• Align the organisation with international best practices in the reproductive health sector

3. Assignment Objectives

Overall objective:

Conduct a comprehensive organisational reform of ABEF-ND to transform the organisation into an effective, high-performing, transparent, accountable structure aligned with IPPF standards and best practices in the reproductive health sector. This reform encompasses both organisational design (creating new structures, systems and procedures) and hands-on operational implementation (deploying, testing and embedding these changes in day-to-day operations).

Specific objectives:

1. Conduct an in-depth organisational diagnostic of all units, functions and processes of ABEF-ND
2. Design, operationalise and implement an optimal new organisational structure adapted to the context
3. Develop and implement modernised processes, procedures, systems and operational tools
4. Sustainably strengthen staff capacities at all levels (excluding senior management)
5. Start the transformation of the organisational culture and establish a healthy and ethical working environment
6. Establish a robust system for performance management, accountability and continuous improvement

4. Scope of Work

The restructuring will cover all organisational levels with the exception of the senior management team (Executive Director, Finance Director, Programmes Director, and Human Resources Manager) who will have been recruited by the external administrator. However, depending on the new structure, some of their responsibilities may change slightly.

The specialist will work in close collaboration with this leadership team to design and implement necessary reforms. They will also build upon the achievements of the external administrator's intervention, particularly the validated reform recommendations, established governance and internal control systems, and implemented procedures.

Areas of intervention:

• Organisational structure: Departments, units, positions, hierarchical and reporting lines
• Operational processes: Workflows, procedures, inter-departmental coordination, decision-making mechanisms
• Management systems: IT tools, management information systems, documentation, archiving
• Human resources management: Job descriptions, performance evaluation, skills development, HR policies
• Organisational culture: Values, behavioural standards, internal communication, working environment, prevention of harassment and abuse
• Accountability mechanisms: Monitoring and evaluation systems, internal control, risk management, compliance

5. Key Responsibilities

5.1 In-depth organisational diagnostic

• Conduct in-depth analysis of the current organisational structure post-external administrator intervention
• Evaluate the effectiveness of systems, processes and mechanisms established by the external administrator
• Identify organisational strengths, weaknesses, opportunities and threats
• Assess the adequacy of human resources (skills, staffing levels, distribution) against strategic needs
• Analyse workflows, decision-making processes and inter-departmental coordination mechanisms
• Identify recurring problems, their root causes and obstacles to performance
• Assess the current organisational culture and identify levers for cultural transformation

5.2 Design of new organisational structure

• Develop an optimal organisational chart aligned with ABEF-ND's strategy, objectives and capacities
• Clearly define roles, responsibilities and reporting lines for all positions
• Create or revise all job descriptions with clear and measurable performance indicators
• Propose an optimal staffing plan (numbers, profiles, required competencies)
• Design mechanisms for inter-departmental coordination and collaboration
• Develop an organisational transition strategy including change management

5.3 Redesign of systems, processes and procedures

• Map, analyse and optimise all key operational processes
• Develop standardised procedure manuals and management tools for all departments
• Implement effective information management and documentation systems
• Establish robust mechanisms for inter-departmental coordination and communication
• Strengthen internal control systems established by the external administrator
• Implement tools for monitoring and evaluation, performance management and reporting

5.4 Implementation of restructuring

• Lead and supervise the progressive deployment of the new organisational structure, working hands-on with departments to operationalise changes
• Facilitate the assignment of existing staff to new positions, departments or responsibilities
• Support recruitment of new staff if necessary (non-management positions)
• Proactively manage the human aspects of organisational change (resistance, concerns, adaptation)
• Ensure smooth transition to new systems, processes and tools
• Establish mechanisms for implementation monitoring and continuous adjustment
• Provide daily hands-on operational support to staff as they adopt new ways of working, troubleshooting issues and refining processes based on practical experience

5.5 Staff capacity building

• Identify training and skills development needs at all levels
• Design and deliver tailored training programmes (management, procedures, tools, technical skills)
• Provide coaching and mentoring to middle managers and key staff
• Develop skills in leadership, team management, communication and conflict resolution
• Establish a system for continuous professional development and talent management

5.6 Transformation of organisational culture

• Promote a positive organisational culture based on ABEF-ND and IPPF values
• Establish effective, transparent and two-way internal communication channels
• Implement feedback, dialogue and constructive conflict resolution mechanisms
• Consolidate measures to prevent harassment, intimidation and abuse of power
• Develop initiatives to improve staff well-being, motivation and engagement
• Resolve residual tensions or conflicts inherited from the crisis period

5.7 Establishment of accountability and continuous improvement systems

• Implement a robust performance management system with clear indicators
• Establish mechanisms for monitoring and evaluating activities, results and impact
• Strengthen internal control and risk management systems
• Develop a culture of accountability at all organisational levels
• Establish processes for continuous improvement and organisational learning

5.8 Documentation and knowledge transfer

• Comprehensively document all organisational changes, processes and systems implemented
• Develop guides, manuals, standard operating procedures and reference tools
• Organise systematic knowledge transfer to the leadership team and key staff
• Prepare a detailed sustainability plan to ensure maintenance of improvements after the consultant's departure

5.9 Key operational implementation activities

• Conduct workflow mapping exercises with each department to redesign operational processes
• Pilot new procedures in selected units before organisation-wide rollout
• Work alongside staff during first days/weeks of new system implementation to provide real-time support
• Conduct weekly operational reviews to identify bottlenecks and make rapid adjustments
• Create feedback loops for staff to report challenges with new procedures and suggest improvements
• Document lessons learnt from operational implementation to refine procedures before final rollout

6. Expected Deliverables

7. Comprehensive organisational diagnostic report (SWOT analysis, post-external administrator intervention assessment, identification of residual dysfunctions, recommendations)
8. Detailed restructuring plan including: new organisational chart, complete job descriptions, staffing plan, phased implementation timeline
9. Standard operating procedure manuals for all key processes and organisational departments, tested and refined through operational pilot implementation
10. Performance management system with performance indicators, evaluation tools, monitoring processes and feedback mechanisms
11. Training and capacity building programmes (content, educational materials, training calendar)
12. Management tools and systems (document templates, information systems, monitoring and evaluation tools)
13. Cultural transformation plan including communication initiatives, feedback mechanisms, and harassment prevention measures
14.  Operational implementation reports; Detailed reports documenting pilot results, lessons learnt from hands-on implementation, and concrete evidence of systems functioning in daily operations (e.g., validated workflows, completed checklists, and internal audit samples of new procedures). These reports must demonstrate that the staff can operate the new systems independently.
15. Monthly progress reports detailing progress made, challenges encountered, solutions implemented and action plans
16. Final report and sustainability plan comprising impact assessment of reforms, lessons learnt and recommendations for sustainability

7. Work Methodology

The specialist will adopt a participatory, inclusive and context-sensitive approach to ensure staff ownership of reforms and sustainability of changes. The methodology will comprise:

• Phase 1 - Diagnostic and Assessment (Months 1-2): Conduct organisational diagnostic; map current workflows and processes; assess systems and tools in use; identify quick wins for immediate implementation; documentary analysis, review of external administrator's work, individual and group interviews, observations, data collection and analysis
• Phase 2 - Design and Planning (Months 2-3): ): Design new organisational structure and systems; develop detailed implementation roadmap with milestones; create operational procedures and tools; pilot-test new processes in selected departments
• Phase 3 - Progressive Implementation (Months 3-5): Roll out new structure department by department; deploy and operationalise new systems and processes; provide hands-on support to staff using new procedures; monitor implementation and troubleshoot issues in real-time; conduct weekly operational reviews and make adjustments
• Phase 4 - Consolidation and Transfer (Months 5-6): Verify that all new systems are functioning autonomously in daily operations; conduct operational audits of new procedures; address any remaining implementation gaps; final adjustments, intensive capacity strengthening, knowledge transfer, sustainability preparation
• Cross-cutting approach throughout the assignment: Continuous communication, change management, monitoring and evaluation, documentation, coaching and mentoring

8. Duration and Timeline

• Assignment duration: 6 months
• Expected start date: April 2026
• Contract type: Full-time consultancy contract
• Field presence: Based in DRC with regular presence at headquarters and travel to regional offices as needed

Detailed operational timeline:

• Month 1: Organisational diagnostic, stakeholder interviews, workflow mapping, quick wins identification and implementation
• Month 2: Complete diagnostic report, design new structure and systems, begin developing operational procedures
• Month 3: Finalise restructuring plan, pilot new procedures in 2-3 departments, begin training programmes, start phased implementation
• Month 4: Roll out new structure to all departments, deploy new systems organisation-wide, provide intensive hands-on operational support
• Month 5: Monitor operational performance, refine procedures based on practical experience, conduct operational audits, address implementation gaps
• Month 6: Verify autonomous operation of new systems, finalise all documentation, conduct knowledge transfer, prepare sustainability plan

9. Reporting and Supervision

The Organisational Reform Specialist will work under the supervision of IPPF's Africa Regional Office and in close collaboration with ABEF-ND's leadership team (Executive Director, Finance Director, Programmes Director, Human Resources Manager).

Reporting lines:

• Functional reporting: IPPF Africa Regional Office
• Operational coordination: ABEF-ND Executive Director
• Monthly reports: Submitted to the Africa Regional Office and ABEF-ND Board of Directors

10. Required Profile

Academic qualifications:

• Master's degree (or equivalent) in organisational development, change management, business administration, human resources management, or related field
• Professional certification in organisational change management, organisational development or organisational transformation would be a significant asset

Professional experience:

• Minimum 12 years' experience in organisational development and reform, including at least 5 years in leadership positions for major organisational transformation projects
• Proven experience in comprehensive restructuring of organisations in crisis or dysfunction, preferably in the NGO, health or development sector
• Demonstrated experience in organisational diagnostic, structural design and implementation of major organisational changes in complex contexts
• Significant experience in change management, cultural transformation and organisational capacity strengthening
• Experience working in Central Africa, ideally in the Democratic Republic of Congo, would be an important asset

Essential competencies:

• In-depth mastery of organisational development and transformation methodologies (organisational design, process optimisation, change management, continuous improvement)
• Excellent analytical skills and ability to identify root causes of complex organisational dysfunctions
• Strong strategic design and planning capabilities for organisational changes in uncertain environments
• Proven skills in facilitation, coaching, mentoring and individual and team capacity building
• Transformational leadership and ability to inspire, mobilise and support staff in a context of profound change
• Excellent interpersonal skills and ability to manage resistance to change, conflicts and sensitive situations
• Ability to work collaboratively with diverse stakeholders (management, staff, board of directors, partners, donors)
• Excellent written and oral communication skills in French; English would be an asset
• Proficiency in IT tools and management software (MS Office, process mapping tools, project management software)

Desirable competencies:

• Knowledge of the sexual and reproductive health sector and specific issues in this field
• Experience with IPPF standards and requirements or other international federations
• In-depth knowledge of organisational challenges specific to NGOs in Central Africa and fragile contexts
• Experience in post-crisis consolidation and transformation of dysfunctional organisational cultures

Personal qualities:

• Irreproachable integrity, exemplary professional ethics and deep commitment to values of transparency, accountability and respect
• High cultural sensitivity and ability to work effectively in a multicultural and sensitive environment
• Diplomacy, tact and emotional intelligence in managing complex and sensitive organisational situations
• Autonomy, initiative and ability to work under pressure in unstable environments
• Flexibility and adaptability to unforeseen challenges and contextual changes
• Patience, perseverance and resilience in the face of difficulties and resistance to change
• Genuine commitment to sexual and reproductive health and rights

11. Application Procedures

Application package to submit:

• Cover letter (maximum 2 pages) demonstrating interest in the assignment and suitability of profile to position requirements
• Detailed curriculum vitae including at least three verifiable professional references (with complete contact details)
• Technical proposal (maximum 5 pages) describing: understanding of the assignment and ABEF-ND context, proposed methodological approach, and detailed work plan with timeline
• Financial proposal indicating monthly or daily fees

Submission deadline: 22nd February 2026 with email subject ORGANISATIONAL REFORM SPECIALIST (CONSULTANT)

Submission address: [email protected]

Note: Only shortlisted candidates will be contacted for an interview. IPPF and ABEF-ND are equal opportunity employers and encourage applications from women and individuals from underrepresented groups.