In the last decade, the number of consultants has been growing steadily. At various international organizations (including some organizations of the United Nations system), consultants account for up to 78% of the total workforce. Over the past years, many leading consulting companies have expanded significantly: consultants are recruited for many positions that were once served by the organizations themselves.
Havermann Financial Planning Consultants. Several factors make consultants tailored to meet operational needs and catalyze these trends. Consultants offer flexibility. They are easily accessible when necessary, especially in cases where the workload is large, or for limited activities require a special set of skills as an alternative to ongoing staff costs.
Consultants also allow the outsourcing of non-strategic operations, which facilitates the management and operational targeting of strategies and core operations. External consultancy services and contracts, especially those funded from developing countries, provide less expensive alternatives to expensive field staff. Consultants can also have vital experience in implementing and managing similar events or projects in other organizations or countries, which leads to the exchange of knowledge and benefits for their clients in terms of learning curve. However, the use of consultants also entails risks.
These may include dependence on external personnel in areas of current strategic business needs, inherent conflicts of interest, dependence on standardized solutions that may not meet the institutional needs of the organization, and long-term, reduced responsibility and accountability, etc. When consultants rely heavily on critical business processes, the organization can also become overly dependent on them, which will lead to the loss of basic skills in the absence of well-planned This and planned succession planning.
Havermann Financial Planning Consultants are consultants with a contract in their own name, working on-site or off-site and billing the fund directly. They are often called “independent consultants.” Individual consultants using payroll are consultants selected by the fund, but under a payroll contract, such as employment contractors. This company manages not only payments, but also administrative and accounting aspects on behalf of consultants (for example, billing, taxation and insurance).
Investment Advisory Service – consultants hired and hired through agencies. The Global Fund does not have a direct contractual relationship with these consultants. Financial services. Under this arrangement, some support functions are outsourced to the company. The contract is mainly based on satisfactory performance of services, and not on the number of people involved or the level of activity.
Consulting firm consultants – consultants working for a company that provides advisory services to the fund, including accounting and consulting firms. These services are similar to outsourcing services, but the delivered product is usually an intellectual product (for example, developing a strategy, business model), and not continuous operational service. these are temporary freelancers hired and paid for by the Swiss government. The Global Fund does not play any role in selecting, contracting, financing or paying for these consultants. The government recommends that unemployed provide free support to the Global Fund.
In response to these various findings regarding the selection process, the Secretariat is currently considering all procurement rules under the Procurement Improvement Plan, a joint initiative of the finance and procurement teams. The plan includes more stringent monitoring of consultant selection processes, including stricter rules for the use of “competitive exceptions”, approval thresholds, and conflict of interest declarations. Improvements also include clear definitions of roles and responsibilities for compliance and reporting mechanisms. The changes are reflected in the agreed actions of the Sector of the past reporting, with target dates. He will oversee the development and implementation of these improvements as part of a subsequent procurement audit, which is due to be published at the end of the year, as described above. As a result, this audit does not cover the selection process.