BERF Harakat Organisational Review and Design Report March 2017


DFID and the Board of Harakat Afghanistan Investment Climate Programme commissioned BERF to out a Review of the existing organisational structure of the programme. A key recommendation from the Harakat Process Evaluation was to shift from a project approach to a programme approach.

The Board developed a new programme implementation model based on recommendations from these as well as other assessments. As outlined in the 2016 Business Case, programme interventions will be focus on four pillars (Private-Public Partnerships, Legal and regulatory reform, Investor Facilitation, Women’s Economic Empowerment).

Key findings

This assignment concluded that the organisational structure and the processes used to implement and evaluate initiatives are not adequate. Harakat has difficulty in aligning and synchronising the many projects.  A critical challenge posed by the organisational structure is the limited administrative and management resources available to supervise and monitor project initiatives.

This report focuses on:

  • A workforce database identifying skills, knowledge and abilities of the current Harakat workforce;
  • A proposed organisational structure and rationale;
  • Job descriptions for 12 roles within the structure.

The organisational structure proposed in this report will provide the operating framework for the programme approach and is designed to address issues raised in independent reviews, further strengthen the implementation model, maximise Value for Money, and manage risk.

To effectively implement the programme approach, the organisational design will be more robust and capable of managing financial risk with appropriate procurement and financial management systems in place. Job roles within the structure will be grouped together to combine functional support across programme outcomes. The strength of this approach lies in putting specialists together, minimising full-time employee numbers, while allowing the sharing of specialised resources across programmes.


There are significant challenges to the introduction of the new organisational structure and the hiring of sufficiently qualified staff.  This involves finding and retaining high calibre staff, who need to be experienced contract managers. Suitably qualified and experienced national staff may not be readily available.  The leadership will need to be of international standard due to the complexity of the programme and the need for executive leadership.


The proposed organisational structure will be built around functional areas:

  • Operations;
  • Finance, procurement, HR and administration;
  • Stakeholder engagement and communications; and
  • Monitoring and Evaluation.

The specific programme pillars will be overlaid on the functions. This organisational structure will allow for stronger coordination, communication and flexibility as the different pillar programmes come on line and Harakat responsibilities and activities increase. The structure will achieve economies of scale by providing Harakat with the best human resources and an effective way of deploying them efficiently.

The capacity required to implement the programmes are grouped in the following functions:

  • Executive Management
  • Pillar Management
  • Stakeholder Engagement and Communications
  • Monitoring and Evaluation
  • Administration and Human Resources
  • Financial Management
  • Procurement

As Harakat migrates towards a programme approach, the organisational structure needs to provide improved financial management and procurement, better results monitoring, contract management, management of risk, improved stakeholder engagement and communications. Harakat will need to establish sound procurement, financial management and results measurement systems. These systems, though not overly complex, will need to be established with external support provided through specialist Technical Assistance. To meet these needs detailed recommendations are made in the report.