Amna Finance Ecosystem Mapping and Solutions

Country: United Kingdom of Great Britain and Northern Ireland Organization: Amna Closing date: 17 Aug 2026 • Overview Amna, meaning safety in Arabic, is a refugee-centred organisation that supports mental health and community-led healing. We equip displaced communities with the tools to heal, build resilience, and restore a sense of belonging. Rooted in evidence and lived experience, our global work empowers frontline organisations to deliver trauma- and identity-informed care. Through safe, culturally grounded spaces, we help break cycles of trauma and support long-term recovery. Amna is currently undertaking a broader organisational strengthening exercise focused on improving operational resilience, financial sustainability, governance, compliance, and readiness for future growth. This consultancy forms part of that wider organisational development agenda and will inform future decisions on systems, processes, structures and investment priorities. Learn more at www.amna.org • Objective Amna's finance function is now fully resourced, creating the right moment to review and strengthen the organisation's financial systems and processes. This consultancy is commissioned to establish the added value of a review of Amna's finance ecosystem, and to identify practical, costed solutions to support the organisation's next stage of growth. The objective of this consultancy is to support Amna in diagnosing its current financial ecosystem, whether its financial systems, processes, controls, reporting structures, governance arrangements and operating model are fit for purpose for its current and anticipated scale. Based on this diagnosis and mapping out relevant, costed solutions for a future finance system upgrade and/or procurement,linking Amna's core business activities and income-generating activities with donor compliance requirements and UK charity compliance obligations and strengthen organisational decision-making, grant management, forecasting and organisational sustainability over the next 3–5 years. • Scope of Work The consultancy should not assume that technology is the preferred solution. Recommendations should distinguish between issues that can be addressed through changes in processes, governance, roles and responsibilities, staff capacity or systems, and should prioritise solutions according to value for money, organisational readiness and expected impact Diagnosis (Consultant-led) • SWOT-style analysis across Finance, SLT, and Programmes • Assess organisational reliance on manual processes and identify key operational bottlenecks and map where time, confidence, or control is being lost • Review alignment and map data flows across Finance, Programmes, Development, MEL, HR, and Operations. • Review how financial information supports and distinguish decision-support needs from compliance/control requirements at management, SLT and board levels. • Finalise objectives, success indicators, and non-negotiables for procurement Solutions Mapping (Consultant-led) • Recommend an appropriate future-state finance operating model based on different organisational growth scenarios including roadmap and costing model for finance system upgrade. Identify opportunities for automation, integration and systemisation across finance, procurement, grant management and reporting processes. • 3-year Financial Systems Improvement Roadmap, aligned with the Operations Systems Roadmap and assess resource implications (people, systems, skills and governance) of each proposed solution. Where relevant, this should address visibility into specific finance workflows such as grants tracking/pipeline and contract management for outsourced finance services. • Risk matrix and pros/cons per proposed solution and recommend governance and control improvements required to support future growth. • Prioritisation against agreed criteria (relevance, cost, efficiency, effectiveness) as a timeline-bound plan • Provide revised Organizational wide financial health KPIs for the next 3–5 years, with calculations, methods of measurement and reporting frequency. • Propose practical, light-touch recommendations to reduce friction in procurement-related steps that touch finance (e.g. purchase requests, approvals) proportionate to effort and scoped as an input to the finance ecosystem, not a full procurement redesign Present distinct solution categories (e.g. low/moderate/significant investment options), each with an indicative cost range, so Amna can decide what fits best. To be finalised only once diagnosis is complete. • Deliverables • Finance ecosystem maturity assessment including (strengths, weaknesses, critical gaps/bottlenecks, benchmark against comparable organizations). A diagnostic report validating and finalising the objectives, success indicators, and non-negotiables (Max 15 pages) . • A data flow map across Finance, Programmes, Development, MEL, HR, and Operations. • A 3-year Financial Systems Improvement Roadmap, including future state operating model options (i.e maintain current scale, moderate growth, significant growth) and suggest required resources/systems/risks/costs per scenario. Scenario-based, costed solution options, each with a pros/cons analysis. • Identify where technology or automation can simplify existing finance processes and reduce manual effort. • Proposed finance KPIs for the next 3–5 years, with supporting calculations. • A final report and presentation to the Senior Leadership Team and Board (via the Treasurer). 5. Roles and Responsibilities • Operations, Risks and Security Director: Overall accountability for the consultancy, sign-off on deliverables, and escalation to SLT/Board. • Head of Finance, Risk & Compliance: Owns the finance/compliance stream and is the consultant's main technical counterpart, reviewing and approving draft deliverables before they reach the Director of Operations. • Finance Manager: Provides operational implementation support, including access to data, documentation, and day-to-day coordination with the consultant. The consultant is expected to engage with representatives from other departments programmes, MEL, fundraising and Organisation development, leadership and the board members mainly treasurer as required. 6. Payment Terms Payment will be linked to the completion and sign-off of agreed deliverables (Diagnostic report., Draft options paper, Final roadmap and presentation)/milestones rather than paid as a single lump sum. The exact fee structure, total budget, currency, and payment schedule will be confirmed with the appointed consultant and set out in the resulting contract. 7. Contract length The contract shall be effective from September 2026 and shall continue until delivery of the final report and presentation, expected in October–November 2026, unless terminated or extended earlier by mutual written agreement of both parties. 8. Quality Assurance • All draft deliverables will be reviewed by the Head of Finance, Risk & Compliance prior to circulation. • Final sign-off rests with the Director of Operations, following consultation with the Senior Leadership Team and Board (via the Treasurer). • Regular check-in meetings will be held between the consultant and the finance/compliance stream led to track progress against the agreed timeline and deliverables. • Any material changes to scope, timeline, or approach must be agreed in writing before proceeding. Draft outputs should be tested with key users and stakeholders to ensure recommendations are practical, proportionate and implementable within Amna's operating environment 9. Confidentiality and Data Protection • The consultant will have access to sensitive financial, operational, and organisational information and must treat all such information as strictly confidential, both during and after the assignment. • The consultant must comply with UK data protection law (UK GDPR and the Data Protection Act 2018) in handling any personal or organisational data shared for the purposes of this consultancy. • Data and documents shared for the assignment remain the property of Amna and must be securely stored, not shared with third parties, and deleted or returned at the end of the assignment unless otherwise agreed. • A confidentiality/non-disclosure clause will be included in the contract with the appointed consultant 10. Contact and Communication The main point of contact for this consultancy is the Head of Finance, Risk & Compliance, with escalation to the Operations, risks and Security Director as required. Regular progress updates will be agreed with the consultant at the start of the assignment 11. Proposal Submission Requirements • A brief technical proposal outlining understanding of the assignment and proposed methodology (clearly distinguish between process issues, governance issues, people issues and system issues). • A proposed workplan and timeline, aligned with the kick-off and deliverable dates set out in this ToR. • CV of the consultant who would deliver the assignment, demonstrating experience supporting charities, INGOs or grant-funded organisations operating internationally preferably experience with UK charity finance, donor compliance, VAT considerations, grant management and multi-country operations. • A cost proposal, clearly breaking down by phase/deliverable/VAT/Admin including day rate(s) and an all-inclusive total cost for the assignment. • Contact details of at least two relevant references. How to apply Proposals and relevant document should be submitted to Jonelle@amna.org and in copy: walaa@amna.org