Overview Amna, meaning safety in Arabic, is a refugee-centred organisation that supports mental health and community-led healing. We equip displa

1. 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. 2. 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. 2. 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. 3. 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. Scena