[Consultancy] Development of Organizational development plan for the GTVETS

TERMS OF REFERENCE (ToR)-Consultancy for Development of Organisational

development plan for the GTVETS

(A.) End-to-End Process Mapping and Development of Standard Operating Procedures (SOPs) for the Ghana TVET Service

Project Title: Operational Efficiency and Standardization Project (OESP)

Client: Ghana Technical and Vocational Education and Training (TVET) Service

1. PROJECT BACKGROUND AND CONTEXT

The Ghana TVET Service is the apex national body responsible for managing, overseeing, and coordinating all aspects of Technical and Vocational Education and Training across the country. With a mandate to deliver industry-driven TVET for sustainable national development, the Service operates through a complex, multi-layered structure that includes:

Headquarters Divisions and Units: Comprising Directorates such as HRMD, Finance, General Administration, EdTech/ITS, Infrastructure Development, Apprenticeship/WEL, Training/Quality Assurance, Research & Innovation (RIM&E), Internal Audit, Legal Services, and Corporate Affairs.

Regional Offices: Serving as the intermediate tier, coordinating activities across districts and providing support to institutes.

TVET Institutes: The frontline delivery units where principals, tutors, and support staff execute the core mandate of skills training and education.

Currently, while the Service has defined structures, job titles, and core functions (as outlined in its Scheme of Service and organizational chart), there is a lack of standardized, documented end-to-end processes and Standard Operating Procedures (SOPs) . This gap leads to:

Inconsistency: The same task may be performed differently across regions or institutes, leading to variable outcomes.

Inefficiency: Lack of clear process maps results in bottlenecks, duplication of effort, and delays in decision-making.

Compliance Risks: Without documented SOPs, it is difficult to ensure adherence to financial regulations, procurement laws, and data protection requirements.

Knowledge Silos: Critical operational knowledge resides with individuals rather than being institutionalized, creating risks during staff turnover.

Difficulty in Automation: The absence of clearly defined processes hinders the effective digitization and automation of workflows, such as those planned for the new HRMIS and LMS.

To address these challenges and build a foundation for operational excellence, the TVET Service seeks to engage a qualified consultant to document, analyze, and standardize its core business processes and develop comprehensive, user-friendly SOPs for all levels of the organization.

2. OVERALL OBJECTIVE

The primary objective of this assignment is to develop a complete, validated set of End-to-End Process Maps and Standard Operating Procedures (SOPs) for the Ghana TVET Service, covering all functions at Headquarters (all divisions and units), Regional Offices, and TVET Institutes.

This will:

Document "As-Is" processes and analyze them for inefficiencies, redundancies, and risks.

Design optimized "To-Be" processes that are efficient, compliant, and aligned with the Service's strategic goals.

Create clear, accessible SOPs that provide step-by-step guidance for staff at all levels to perform their duties consistently and correctly.

Establish a foundation for effective training, onboarding, performance management, and the successful automation of processes within the future HRMIS and other digital platforms.

Institutionalize operational knowledge to ensure resilience and continuity.

3. SCOPE OF WORK

The scope of this assignment is comprehensive and organization-wide . The Consultant will be required to map processes and develop SOPs for the following areas, ensuring integration and handoffs between Headquarters, Regions, and Institutes are clearly defined.

A. Headquarters (All Divisions and Units)

Based on the organizational structure provided, the consultant will cover, at a minimum, the following divisions and their core functions:

Office of the Director General & Corporate Affairs:

Council and Board governance processes.

Internal and external communications.

Protocol and events management.

Public relations and stakeholder engagement.

Human Resource Management and Development (HRMD) Division:

Workforce Planning & Analysis: Headcount budgeting, establishment control.

Recruitment & Selection: From vacancy requisition to offer letter and onboarding.

Personnel Administration: Confirmations, promotions, transfers, resignations, retirements, and exit formalities.

Performance Management: The full appraisal cycle (planning, mid-year, end-year).

Talent Management & Development: Training needs identification, CPD planning, study leave processing, scholarship management.

Employee Relations & Welfare: Handling of grievances, disciplinary proceedings, and welfare committee operations.

Payroll Processing: Data validation and interface with Controller and Accountant General's Department.

Finance Division:

Budget Preparation, Approval, and Execution.

Revenue Collection, Receipting, and Banking.

Payment Processing (Vouchers, Warrants, Transfers).

Procurement to Payment (P2P) Cycle.

Asset and Inventory Management.

Financial Reporting (Monthly, Quarterly, Annual).

Audit preparation and response.

General Administration Division:

Transport Management: Vehicle request, allocation, maintenance, and fuel management.

Records Management: Mail registry, filing, archiving, and retrieval of official documents.

Library Services: Acquisition, cataloging, and lending.

Security Management: Access control, incident reporting, and coordination with security agencies.

Procurement: Tender processing, contract award, and supplier management.

Legal Services: Contract review, litigation management, and legal advisory process.

Occupational Health and Safety: Incident reporting and safety compliance.

Education Technology (EdTech/ITS) Division:

ICT Helpdesk and User Support.

User Account Management (creation, modification, deactivation).

System Maintenance and Data Backup.

New Technology Procurement and Deployment.

LMS and HRMIS Administration (post-implementation).

Infrastructure Development Division:

New Infrastructure Project Planning and Execution (from needs assessment to handover).

Facilities Management: Maintenance requests, repairs, and estate inspections.

Asset Disposal Process.

Apprenticeship and Work-Experience Learning (WEL) Division:

Master Craftsman Registration and Database Management.

Apprentice Enrollment and Records Management.

Industry Partnership and Internship Placement.

Tracer Study Execution.

Training, Assessment and Quality Assurance Division:

Curriculum Development and Review.

Inspection and Accreditation of Institutes.

Examination Administration and Results Processing.

Quality Assurance Audits.

Research, Innovation, Monitoring & Evaluation (RIM&E) Division:

Annual Work Plan and Budget Development.

Data Collection for Service-wide M&E indicators.

Research Proposal Approval and Execution.

Report Compilation and Dissemination.

Internal Audit Division:

Risk-Based Audit Planning.

Audit Execution and Reporting.

Follow-up on Audit Queries.

B. Regional Offices

All core administrative, financial, and HR processes as they are executed at the regional level, including:

Regional-level budget management.

Supervision and reporting from institutes to the region.

Regional-level procurement.

Coordination of regional training and events.

Handling of staff welfare and disciplinary issues at the regional level.

Flow of information and reporting between Regional Office and HQ.

C. TVET Institutes

Key academic and administrative processes within Institutes, including:

Student Enrollment and Registration.

Timetabling and Lesson Delivery.

Continuous Assessment and Examina