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Prestea Sankofa Gold Limited

TERMS OF REFERENCE – CONSULTANCY SERVICES FOR THE REVIEW AND DEVELOPMENT OF THE ORGANISATIONAL STRUCTURE AND ORGANOGRAM

Tender Reference No: WR/PSGL/SER/NCT/001/2026
Issue Date: 22nd September 2026
Tender Closing Date: Monday, 28th September 2026 at 12:00 GMT
Tender Opening Date: Monday, 28th September 2026 at 13:00 GMT
Method of Tendering: National Competitive Tendering

These Terms of Reference accompany the Tender Document for Consultancy Services for the Review and Development of the Organisational Structure and Organogram (RFP WR/PSGL/SER/NCT/001/2026) and set out the detailed scope, methodology, deliverables and acceptance criteria for the assignment.

1. Background

Prestea Sankofa Gold Limited (PSGL) recognises that a well-defined organisational structure is important to the effective delivery of its mandate and strategic objectives. As the organisation’s operating environment, responsibilities and priorities develop, it is necessary to periodically review the organisational structure to ensure that responsibilities are clearly assigned, reporting relationships are appropriate and decision-making remains effective.

PSGL therefore intends to engage a suitably qualified and experienced consultant or consulting firm to review its existing organisational structure and organogram and develop a revised structure that is aligned with the organisation’s approved Strategic Plan and its current and anticipated operational requirements.

The consultant will be expected to work closely with Management and relevant Heads of Departments throughout the assignment.

2. Purpose of the Assignment

The purpose of this consultancy is to undertake a practical review of PSGL’s existing organisational structure and develop a revised organisational structure and organogram that:

  • Supports the approved Strategic Plan;
  • Reflects PSGL’s current and anticipated operational requirements;
  • Clearly defines reporting relationships and levels of authority;
  • Minimises gaps, overlaps and duplication of functions; and
  • Provides an appropriate management and supervisory structure.

The assignment is focused specifically on organisational structure, functional alignment, reporting relationships and organogram development. It is not intended to constitute a broader human-resource restructuring exercise.

3. Objectives

The specific objectives of the assignment are to:

  1. Review PSGL’s existing organisational structure and organogram.
  2. Assess the alignment of the existing structure with the approved Strategic Plan.
  3. Review the existing departments, sections and units.
  4. Assess reporting lines and levels of authority.
  5. Identify gaps, overlaps and duplication of functions.
  6. Assess management and supervisory levels and spans of control.
  7. Recommend appropriate departments, sections, units and positions.
  8. Develop a revised organisational structure and organogram.
  9. Ensure that reporting relationships and lines of authority are clear.
  10. Consult Management and relevant Heads of Departments on the proposed structure.
  11. Present the proposed organisational structure to Management.
  12. Incorporate Management’s agreed comments into the final structure and organogram.

4. Scope of Consultancy Services

The successful consultant shall undertake the following activities.

4.1 Review of Existing Organisational Structure

The consultant shall review PSGL’s current organisational structure and organogram, including the existing departments, sections, units, key positions and reporting relationships. The review should establish how the current structure operates and whether it remains appropriate for PSGL’s present and expected needs.

4.2 Review of the Strategic Plan

The consultant shall review the approved PSGL Strategic Plan and assess its implications for the organisational structure. Particular attention shall be given to the organisational capabilities and functions required to support the organisation’s strategic direction and operational priorities.

4.3 Review of Departments, Sections and Units

The consultant shall review the existing departments, sections and units and assess whether their current functions and responsibilities are appropriately structured and allocated. The review shall identify areas where functions are:

  • Clearly defined and appropriately assigned;
  • Duplicated;
  • Overlapping;
  • Missing or inadequately covered; or
  • Not appropriately positioned within the organisational structure.

4.4 Review of Reporting Lines and Authority

The consultant shall assess existing reporting relationships and levels of authority and determine whether they provide clear accountability and support effective decision-making. The consultant shall recommend changes where reporting relationships or authority levels are unclear, unnecessarily complicated or inappropriate.

4.5 Assessment of Management and Supervisory Levels

The consultant shall assess the existing management and supervisory levels, including the span of control of key positions. The assessment shall consider whether the number and arrangement of management and supervisory levels are appropriate for PSGL’s functions and operating requirements.

4.6 Identification of Organisational Gaps and Duplication

The consultant shall identify material gaps, overlaps and duplication of functions within the existing structure. The consultant shall provide practical recommendations for addressing the identified issues.

4.7 Recommended Organisational Structure

Based on the findings of the review, the consultant shall recommend an appropriate organisational structure, including relevant:

  • Departments;
  • Sections;
  • Units;
  • Management levels; and
  • Key positions.

The recommendations should be practical and capable of implementation within PSGL.

4.8 Development of Revised Organogram

The consultant shall develop a proposed revised organisational organogram reflecting the recommended structure. The organogram shall clearly show:

  • Organisational hierarchy;
  • Management levels;
  • Departments;
  • Sections and units, where applicable;
  • Key positions;
  • Reporting relationships; and
  • Levels of authority.

4.9 Consultation with Management and Heads of Departments

The consultant shall consult with PSGL Management and relevant Heads of Departments during the assignment. The consultations shall provide an opportunity to:

  • Validate the consultant’s understanding of the existing structure;
  • Discuss identified gaps and overlaps;
  • Consider operational requirements;
  • Review the proposed structure; and
  • Obtain practical feedback before finalisation.

4.10 Presentation to Management

The consultant shall present the proposed organisational structure and organogram to Management for review and consideration. The presentation shall clearly explain the major proposed changes and the reasons for the recommendations.

4.11 Finalisation

Following Management’s review, the consultant shall incorporate agreed comments and submit the final organisational structure and organogram together with the final consultancy report.

5. Approach and Methodology

The consultant shall propose a suitable methodology for completing the assignment within the required timeframe. As a minimum, the methodology should demonstrate how the consultant will:

  1. Review relevant existing organisational documents;
  2. Review the current organisational structure and organogram;
  3. Assess the structure against the approved Strategic Plan;
  4. Review departmental, sectional and unit functions;
  5. Assess reporting lines, authority levels and spans of control;
  6. Identify organisational gaps, overlaps and duplication;
  7. Consult Management and relevant Heads of Departments;
  8. Develop the proposed organisational structure;
  9. Prepare the draft organogram;
  10. Validate the proposed structure with Management; and
  11. Incorporate Management’s agreed feedback into the final deliverables.

These requirements are consistent with the methodology expected under the RFP.

6. Key Deliverables

The consultant shall provide the following deliverables:

No.DeliverableDescription
1Inception ReportBrief report setting out the consultant’s understanding, methodology, activities and work plan.
2Organisational Structure Review ReportAssessment of the existing structure, including key findings and areas requiring improvement.
3Strategic Alignment AssessmentAssessment of the alignment between the organisational structure and PSGL’s approved Strategic Plan.
4Draft Revised Organisational Structure and OrganogramProposed structure showing hierarchy, departments, units, key positions, reporting relationships and authority levels.
5Management PresentationPresentation of the proposed structure and organogram to Management.
6Final Organisational Structure and OrganogramRevised deliverable incorporating Management’s agreed comments.
7Final Consultancy ReportConsolidated final report documenting the review, findings, recommendations and final organisational structure.

The RFP specifically identifies the Inception Report, Organisational Structure Review Report, Strategic Alignment Assessment, Draft Revised Organisational Structure and Organogram, Management presentation, Final Organisational Structure and Organogram, and Final Consultancy Report as the minimum expected outputs.

7. Expected Outcome

At the end of the assignment, PSGL is expected to have a clear and practical organisational structure that is aligned with its approved Strategic Plan and operational requirements. The final structure should clearly establish:

  • Who reports to whom;
  • Appropriate management and supervisory levels;
  • Key organisational functions;
  • Lines of authority;
  • Appropriate spans of control; and
  • Clear positioning of departments, sections, units and key positions.

The final organogram should therefore provide Management with a useful basis for organisational accountability, coordination and decision-making.

8. Consultant’s Qualifications and Experience

The assignment shall be undertaken by a suitably qualified individual consultant or consulting firm with demonstrated capacity in organisational development and organisational design. The consultant should have the following.

8.1 Academic and Professional Qualifications

Relevant academic and/or professional qualifications in:

  • Organisational Development;
  • Human Resource Management;
  • Business Administration;
  • Management;
  • Public Administration; or
  • A related discipline.

8.2 Relevant Professional Experience

The consultant should demonstrate:

  • Experience in organisational design and organisational structure reviews;
  • Experience in developing organisational organograms;
  • Experience undertaking similar assignments for organisations of comparable size or complexity;
  • Understanding of organisational governance, reporting structures, management levels and spans of control; and
  • Strong analytical, communication, facilitation and report-writing skills.

The consultant must also demonstrate the capacity to complete the assignment within the required timeframe. Where a consulting firm is engaged, it shall identify the Lead Consultant and provide details of the proposed team.

9. Client’s Responsibilities

PSGL shall, as reasonably required for the successful execution of the assignment:

  • Provide available organisational documents and relevant information;
  • Provide access to the approved Strategic Plan;
  • Facilitate meetings with Management and relevant Heads of Departments;
  • Provide comments on submitted deliverables within a reasonable period; and
  • Provide direction on matters requiring Management decisions.

The consultant shall remain responsible for the professional quality, independence and integrity of its assessment and recommendations.

10. Consultancy Period

The consultancy shall be completed within six (6) months from the date of commencement of the contract. The consultant shall submit a realistic work plan showing how the required activities, consultations, Management presentation and final deliverables will be completed within this period. Any proposed variation from the six (6) month period shall be clearly explained and justified in the consultant’s proposal.

11. Reporting and Communication

The consultant shall report to the designated representative of PSGL and shall maintain regular communication with Management throughout the assignment. The consultant shall ensure that:

  • Meetings and consultations are properly coordinated;
  • Key findings are discussed with the appropriate PSGL representatives;
  • Draft deliverables are submitted for review as agreed;
  • Management’s comments are properly documented; and
  • The final deliverables reflect the agreed outcomes of the review.

12. Confidentiality

All information, documents, records and organisational data obtained from PSGL during the assignment shall be treated as confidential. The consultant shall not disclose such information to any third party without PSGL’s prior written authorisation, except where disclosure is required by law. All information provided by PSGL shall be used solely for purposes of carrying out the consultancy assignment.

13. Ownership of Deliverables

All reports, organisational structures, organograms, drawings, working documents and other materials specifically prepared for PSGL under this assignment shall become the property of Prestea Sankofa Gold Limited upon completion of the assignment and payment in accordance with the consultancy contract.

The consultant shall provide the final organogram in an editable format, in addition to the final PDF version, to enable PSGL to make legitimate future administrative updates.

14. Management Review and Acceptance

The draft organisational structure and organogram shall be submitted to PSGL Management for review. The consultant shall:

  1. Present the draft structure to Management;
  2. Receive and consider Management’s comments;
  3. Make agreed revisions;
  4. Submit the final organisational structure and organogram; and
  5. Submit the final consultancy report.

Final acceptance of the deliverables shall be by the authorised representative of PSGL.

15. Consultant’s Work Plan

The consultant shall submit a detailed work plan with the proposal. The work plan should identify the activities, responsible personnel, milestones and expected deliverables. A suitable sequence may include:

ActivityIndicative Timing
Kick-off meeting and document review
Review of existing structure and Strategic Plan
Management/HOD consultations
Functional and structural assessment
Development of proposed structure and organogram
Management presentation
Incorporation of Management’s comments
Submission of final deliverables

The consultant may propose a different sequence where it can demonstrate that the assignment will still be completed effectively within the required six (6) months.

16. Acceptance Criteria for Deliverables

The deliverables will be considered acceptable where they:

  • Address the agreed scope of work;
  • Are based on a proper review of PSGL’s existing structure;
  • Demonstrate alignment with the approved Strategic Plan;
  • Clearly identify material organisational gaps and overlaps;
  • Provide practical recommendations;
  • Clearly show reporting relationships and levels of authority;
  • Present a logical and workable organisational hierarchy;
  • Reflect agreed Management comments; and
  • Are submitted in the required editable and PDF formats.

17. Payment

Payment terms shall be agreed between PSGL and the successful consultant and incorporated into the consultancy contract. Payment shall be linked to the satisfactory completion and acceptance of agreed deliverables. The RFP provides that the payment arrangement is to be agreed by the parties.

18. Professional Responsibility

The consultant shall perform the assignment with due professional care and shall ensure that its findings and recommendations are based on the information reviewed, consultations undertaken and professional assessment of PSGL’s organisational requirements.

The consultant shall not introduce structural changes merely for the purpose of increasing the number of departments, positions or management levels. Recommendations should be supported by clear organisational or operational requirements.

19. Final Output

The principal output of this assignment shall be a final, practical and Management-approved organisational structure and organogram for Prestea Sankofa Gold Limited.

The final structure shall provide a clear picture of the organisation’s hierarchy, departments, sections, units, key positions, reporting relationships and levels of authority, while remaining aligned with PSGL’s strategic and operational requirements.

Document Control

Document InformationDetails
OrganisationPrestea Sankofa Gold Limited
AssignmentReview and Development of Organisational Structure and Organogram
RFP ReferenceWR/PSGL/SER/NCT/001/2026
Procurement MethodNational Competitive Tendering
Consultancy DurationSix (6) months
Primary ClientPrestea Sankofa Gold Limited
Principal OutputFinal Organisational Structure and Organogram
ConfidentialityRequired
Ownership of DeliverablesPrestea Sankofa Gold Limited

See the accompanying Tender Document – Consultancy Services for the Review and Development of the Organisational Structure and Organogram for tendering procedure, eligibility, proposal content and submission requirements.

Prestea Sankofa Gold Limited
September 2026