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Transition Manager


  • Transition Manager
  •  6 month contract
  •  Location Central London
  •  Reports to the Executive Director


The Organisation

Transparency International UK (TI-UK) is the UK Chapter of the world’s leading anti-corruption NGO, Transparency International. Our priorities are combatting corruption within the UK, reducing the UK’s role in fuelling corruption overseas and tackling global corruption through hosting two of TI’s global programmes on corruption in the pharmaceuticals & healthcare and defence & security sectors.

TI-UK is a registered charity and a company limited by guarantee, with around 50 people in London and a small number of key consultants based overseas.

In recent years, we have expanded rapidly following the receipt of several large institutional grants. A recent governance and operational review has identified a number of areas in which we would like to up our game, putting in place systems and procedures that match our new size. While TI-UK has grown in terms of income, depth of work in the UK and the hosting of two of TI’s global programmes (known as GTNIs), we need to develop and synthesise our financial, HR and operational systems and processes to enable the organisation’s work to flourish. Even with this growth, we remain a medium-sized charity but with considerable reach that requires us to fulfil obligations to our donors, to employ and motivate highly capable people, to provide excellent financial information and other resources, and above all to provide a supportive environment in which our mission can flourish.

The Role

We are looking for an exceptional individual who will work with the Senior Management Team over six months to enable the organisation to manage its growth, be responsive to the needs identified in our governance and operational review, and to strengthen our processes and capabilities in a way that is appropriate for an organisation of our size and nature.

This is a hands-on role, and we need an implementer, not a strategist, who is able to complete the vast majority of the identified tasks by themselves, after suitable internal consultation and SMT approval, and without delegation to other colleagues. We have identified what needs doing, and we need someone to help us get there, taking full ownership of delivery.

The successful candidate will have experience of managing change and putting into place systems and procedures; they will be a good communicator and have proven people and management skills. The ideal candidate will be familiar with NGOs and able to put into place systems that are suitable for an organisation of our type and size. S/he will promote diversity, equality, inclusion and the charity’s values.


Experience and Qualifications

You should be an experienced manager of teams and organisations in transition, with demonstrated capabilities to implement all aspects of the Tasks identified below. International experience, and within an NGO, would be a major benefit, together with a hands-on manner allied with the ability to be seen as a key enabler for our programme teams.


Given the scope of these tasks, we are willing to explore whether to split this into two complementary assignments, should strong candidates present themselves who have specific and complementary expertise.

1. Develop delegations of authority matrix

A delegations of authority matrix will be drawn up to specify which decisions can be made by whom and when decisions must be escalated for additional review. The matrix will set decision making responsibility at a level to empower each programme to make appropriate decisions about their work and continue the progress of the programmes, whilst ensuring an appropriate level of risk management and oversight.


2. Develop organisation-wide risk matrix

A revised risk framework will be drawn up including the following elements:

  •  a risk register framework and template which the entire organisation, including each programme, will use; and
  •  programme and departmental specific risk registers based on the risk register template.

In drawing up the matrix, we will take the best available format and feed the programmes’ existing risk matrices into the organisation-wide template – as such, this does not involve beginning the risk assessment work from scratch.


3. Risk review

While consolidating the risk templates, undertake a review of our risk appetite and introduce an appropriate risk management framework, to ensure that we are operating within acceptable tolerance limits for an organisation of our size and resourcing. This will take into account our programmatic business models, and the need to accommodate in our organisational risk appetite the reality that some of our GTNI activities are inevitably higher risk.


4. Review capacity of Finance team

A full and extensive review will be conducted by our new Director of Finance & Resources of the finance services needed to be properly supportive of the programmes. Pending his/her arrival, the Transition Manager will:

  •  identify the necessary skills, systems and resources required;
  •  assess the gaps in current capabilities and level of resources.


5. Review of support services

Although these services will sit under the new Dir FinRes, we wish to press on with this review ahead of their commencement. There may be an opportunity to consult with the appointee during their notice period.

A full and extensive review to be conducted of what HR, IT and admin services are needed to support the organisation and its programmes, commensurate with scale and reach of similar-sized NGO/organisations. The review will:

  •  identify the necessary skills, systems and resources required;
  •  assess the gaps in current capabilities and level of resources;
  •  identify how those gaps will be filled, taking into account financial constraints and prioritising accordingly;
  •  recommend any changes in structure or roles to dovetail with the new finance team
  •  initiate any immediate priority and achievable changes under the direction of the TM.
    Although these programmes will sit under the new Dir FinRes, we wish to press on with this review ahead of their commencement. There may be an opportunity to consult with the appointee during their notice period.


6. Review and update priority policies

Undertake a comprehensive review of our policies and procedures to ensure that they are consistent and fit for purpose. This will include

  •  a full review of the policies and procedures manual to identify priorities to update
  •  a gap analysis of any further policies and procedures which are required
  •  drafting, approval and roll out of priority policies and procedures.

In conducting this review and roll out, we note that we do not wish to introduce a burdensome level of policy and procedure into TI-UK. This review will be designed to identify the priorities for the organisation and implement those in a proportionate manner.


7. Update priority HR and personnel policies

We will update key HR policies already identified as a high priority, drawing on TI-S, NGO good practice and peer organisations.

  •  Salary review, grade structure and strategy, and related annual appraisal procedures, drawing onexternal resources as required
  •  Sick leave, maternity leave, paternity leave
  •  Safeguarding
  •  Overseas travel
  •  Crisis management.


8. Hot-desking

It is possible that we will move offices in the last quarter of the year; should the space require hot-desking arrangements, the Transition Manager will take on the role of consulting staff and designing and implementing a hot-desking arrangement.


9. Culture

Work with the Executive Director and Senior Management Team to ensure that there is a cross-organisational culture that is receptive to the transition, planning and implementing related activities such as staff awareness and development sessions.


10. Oversee Transformation Process

The transformation process has additional elements to those being delivered by the Transition Manager, and will take place under the direction of the Executive Director, with regular reporting to the SMT and staff and periodic reporting to the Board. The Transition Manager will oversee the full process, ensuring that all elements are on track, and prepare and deliver reports as required.


Application process

Applicants should submit:

  • CV or resumé with details of similar assignments
  • Cover letter of no more than two pages outlining experience and interest in the role, fit with the role profile and ability to deliver the tasks.
  • Statement, which may be in the cover letter, of whether the candidate is willing to work on part of the assignment if it is split into two assignments, and which areas this would cover.
  • Statement, which may be in the cover letter, that the applicant has the right to work in the UK
  • A note on the commercial terms under which the consultant would envisage operating (for example, whether as a self-employed contractor, and whether subject to VAT)
  • Proposed remuneration.

Please note that TI-UK is unable to provide help for candidates to acquire work permits or visas. Applicants must be legally entitled to work in the UK. Due to large volumes of applications, only shortlisted candidates will be contacted.

Applications should be sent by e-mail to jobs@transparency.org.uk

TI-UK reserves the right to vary the terms and conditions of this role profile to adapt where necessary to the charity’s requirements.



Immediate start
Assignment is 6 months from start date
Contractors and qualified individuals are invited to submit bids, which will be reviewed on a rolling basis until July 31st or until an appointment has been made.



A budget has been set aside for this assignment. Contractors are invited to submit their proposed costs when submitting their tenders. We anticipate that the successful applicant will work 5 days per week, of which at least three days will be located in our London office. However, we are willing to consider applicants who wish to work 4 or 4.5 days per week.



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