1.Presentation of the organization and context
The Médecins du Monde International Network was created progressively following the establishment of Médecins du Monde France in 1980, and today brings together 17 civil society organisations sharing a common name, vision and principles. Its mission is to improve access to healthcare for the most vulnerable populations, defend health as a fundamental human right, and fight social injustice through medical action, advocacy and testimony.
The network implements over 400 programmes combining humanitarian response, domestic social health programmes, advocacy and joint communication initiatives. MdM operates in more than 70 countries, through both national and international programmes led by member chapters. International operations are currently implemented by 12 chapters, with diverse organisational and socio‑economic models.
The network does not constitute a single legal entity, but is governed through shared bodies, including a Council of Presidents (NPC), a Network Executive Directors Council (NEDC), and a Network Executive Committee (NexCom). A Network Support Team acts as a secretariat, facilitating coordination, decision‑making and implementation of the Strategic Plan and other collective actions.
The evolution of the MdM network has progressively led to a collective vision aimed at strengthening coordination, unity, and impact across the international network. The “One MdM” concept is a response to this collective aspiration and a strategic framework to guide the network’s transformation. The process aims to strengthen our ability to adapt, become a more efficient and sustainable organization, ensure compliance with donor requirements and accountability policies, and guarantee the quality of our actions in line with core humanitarian standards.
Within this broader process, the need to streamline the way international operations are conducted appeared to be widely shared across the Network, and thus, has been prioritized. In the context of funding cuts and threats on international solidarity, effective coordination mechanisms are essential to optimize the use of resources, harmonize strategic orientations, and ensure a single, strong voice in advocacy and operations.
The Network Council of Presidents in July 2025 validated the objective to define the most appropriate structure to oversee all future international operations across the Network (the so‑called “MdM International”).
At this stage, however, there is no consensus on the form this structure should take, and the different options have not yet been explored in-depth. The search for a future structure or model for international operations raises different challenges for each chapter. Some chapters, despite having a limited operational footprint, are strongly attached to maintaining an operational presence due to their history. For others, international operations are an integral part of their economic model; there are also human resources and identity‑related considerations. For these reasons, it is essential to rely on a clear, transparent, robust, and participatory process to achieve this objective.
With a target timeline set for the end of 2027, a two‑year action plan has been developed. A specific task force has been established in February 2026, composed of Executive Directors, Directors of International Operations, a President, and the Network Operations Coordinator and the Network Coordinator.
To lead the exploration and final design of a future International Operation Model (IOM), an interim Transition Officer was recruited on 1 April for 60‑days until the end of the year, with some flexibility regarding the end date depending on the project’s progress. The Transition Officer has developed an Inception Report summarising a proposed approach for the work to explore and design a future IOM for MDM, which will be shared with the finally selected FRIO consultant. A benchmark is underway of other INGO Networks models by the Transition Officer. Based on this review three to four structural models will be proposed by the Transition Officer and the Task Force. These models will need to be further analyzed and challenged, including an assessment of the likely implications of each model for all chapters.
For this piece of work, analyzing the likely implications for each chapter and supporting decision-making, MdM is requesting the support of an external consultant. This analysis will be central to supporting the network in selecting the most appropriate model, identifying potential impacts on chapters, and defining mitigation measures to effectively accompany the change process. This consultant support will complement the work initiated by the Transition Officer and should be fully integrated with this.
2.Purpose of the assignment
The overall objective of the consultancy is to support the establishment of MdM International, enabling the movement to increase its impact and operational efficiency in an increasingly challenging global context.
The specific objective of the consultancy is to support the Médecins du Monde International Network in making an informed strategic decision on the most appropriate structure for coordinating international operations, based on an impact assessment approach.
The consultant will support the Médecins du Monde International Task Force and Transition Officer in analysing the potential impact of different organisational models for the coordination of international operations on the basis of the work done by the Transition Officer. The assignment may include a combination of activities such as document review, collection and analysis of quantitative and qualitative data, stakeholder consultations, interviews and/or workshops, comparative analyses, and the development of synthesis and decision-support materials. The consultant will be responsible for proposing and implementing an appropriate methodology, ensuring a rigorous, evidence-based and participatory approach adapted to the complexity and sensitivity of the context.
The assignment is expected to generate structured and comparable impact assessments of each model considered, including differentiated analyses for individual chapters implementing international operations. It should also identify key risks and potential unintended effects, propose relevant mitigation measures, and produce clear and actionable synthesis outputs. These deliverables should enable the Task Force to build a shared understanding of the implications of each option and to make an informed and evidence-based strategic decision.
The assignment will involve engagement with a range of internal stakeholders across the network, including Presidents, Executive Directors, Directors of International Operations, and relevant functional leads (e.g. finance, human resources, advocacy), as well as interaction with key governance bodies throughout the consultation and decision-making process. The details of the engagement will be defined in the inception phase of the consultancy, in close coordination with the Transition Officer, in order to avoid any duplication or parallel processes.
3.Duration of the assignment and financial arrangements
The total budget allocated for this assignment is EUR 25,000, corresponding to an estimated level of effort of approximately 30 working days. This budget is indicative and expected to cover all costs related to the consultancy. For transparency purposes, applicants are invited to propose a financial offer aligned with this envelope and the proposed methodology. The assignment is co-funded by FRIO; as such, a tripartite review involving the contracting NGO, the selected service provider(s), and the FRIO focal point will be organized at the end of the assignment to assess deliverables and key learnings.
4.Implementation arrangements
Core stakeholders include the MdM International Task Force, which brings together representatives from governance and operations and ensures overall guidance of the process; and the Transition Officer, who is responsible for leading the development of IOMs; and the Network Support Team, which facilitates coordination and provides operational support. In addition, the consultant will interact with Executive Directors, Presidents, Directors of International Operations and relevant functional leads (e.g. finance, human resources, advocacy), who will contribute to data provision, consultations and validation of findings at key stages.
The project lead for the assignment will be the Network Coordinator, who will act as the main institutional counterpart to the consultant and ensure overall coherence with the network’s strategic priorities. The consultant will report directly to the Network Coordinator and work in close articulation with the Transition Officer to ensure complementarity of roles, alignment of methodologies, and consistency of outputs throughout the process.
The MdM International Task Force will act as the primary steering body for the assignment. It will provide strategic direction, validate key methodological orientations, act as a sounding board throughout the process, and support stakeholder engagement and political anchoring of the work. The Task Force will meet regularly to review progress, discuss interim findings, and guide adjustments where needed. In addition, existing governance bodies—including the Network Executive Directors Council (NEDC), the Council of Presidents (NPC) and the Network Executive Committee (NexCom)—will serve as key consultation and validation platforms at critical milestones, ensuring that the analysis feeds into collective deliberation and decision-making processes.
5.Deliverables
- Impact assessment report per chapter implementing international operations produced (one per model), providing structured, comparable and chapter‑specific analysis across agreed impact dimensions (governance, decision‑making, economic model, HR, visibility, risk‑benefit).
- For each pre‑defined model, a documented set of risk mitigation measures addressing key risks identified for chapters implementing international operations.
- Shared decision tools.
6.Consultant profile
- Previous experience within the field of international humanitarian NGOs and networks either as a consultant or as a senior staff
- Hands-on knowledge of humanitarian operations, actions and advocacy in international network and alliance settings
- In-depth expertise with comparative organizational assessments, strategy and effectiveness reviews in multi-stakeholder environments
- Experience in benchmarking, comparative analysis, and organisational risk mapping
- Familiarity with recent trends within the humanitarian landscape, including defunding, potential political fragmentation and implications for humanitarian actors
- Excellent written and verbal communication skills
- References for similar assignments
- Fluency in English
- Skills in gender and professional equality issues
The consultant must not have held a paid or voluntary position within the organization during the past three years.
7.Implementation schedule
The proposed timeline for the consultancy is September 2026 – January 2027.
The Network General Assembly is taking place beginning of November 2027 and it is expected to have all the information ready on impact assessments of the pre-defined models before this date, to enable informed debates and then decision-making.
8.Submission of proposals
In order to participate in this tender, the bidder must submit to doi.applications@medecinsdumonde.net (please mention as Subject: “Consultancy MDM Network”) before COB, 30th of June 2026, the bid plus CV and workplan, in one pdf document.
How to apply
Submit application to doi.applications@medecinsdumonde.net (please mention as Subject: “Consultancy MDM Network”) before COB, 30th of June 2026, the bid plus CV and workplan, in one pdf document.