Limerick Social Service Council: Invitation to Tender for the Development of the Strategic Plan
Limerick Social Services Council CLG
Invitation to Tender for the Development of the Strategic Plan
1 Background and Context
1.1 Limerick Social Services Council CLG
Limerick Social Service Council CLG (LSSC) is a leading voluntary service, working in Limerick for over five decades. The organisation is at the forefront of supporting individuals, families and communities, particularly those who are the most vulnerable, disadvantaged and marginalised.
LSSC employs over 60 staff across our management, programmes, administration and maintenance, and is also supported by over 20 volunteers.
The team is led by the General Manager, Brian Ryan, and overseen by the LSSC Board of Directors which is composed of members from diverse professional backgrounds. The Board provides strategic leadership, direction and overall accountability and ensures that the organisation complies with its governing documents and relevant legislation.
1.2 LSSC Objective
The LSSC objective is to benefit society through the promotion of a caring, client-centred, responsive Christian ethos and community within the boundaries of the Roman Catholic Diocese of Limerick and environs.
1.3 LSSC Programmes of Services
LSSC services are designed to provide personal and practical support for children, young people and adults who need extra help at different times of their lives and in all stages of the family cycle.
LSSC offers a comprehensive range of Programmes, covering prevention and early intervention, as well as intensive services and personalised packages of support for service users with more complex issues or whose lives have been disrupted by crisis situations.
These services are delivered through the Child & Family Service, the Early Years Services, the Southside Child & Family Centre, the Counselling & Psychotherapy Service, and Services for Older People.
Services are offered from the LSSC Centre in Henry Street, Limerick, at the Southside Education Campus in Galvone and through outreach in a range of locations throughout Limerick City and County.
In addition, LSSC provides a professional and welcoming space at the LSSC Centre for self-help groups and charitable organisations to convene and engage in social care and community work. LSSC premises in Thomondgate is allocated to supported accommodation for homeless women in Limerick.
2. Strategic Business Planning Process
2.1 Purpose of the Strategic Planning Process
The purpose of the Strategic Plan is to provide clear direction for management, staff and the Board to support the progression of the LSSC particularly over the next three years, facilitating decision-making and ensuring that service delivery is in line with the operating context, governance standards, regulatory requirements and resources available to the organisation. The Strategic Plan will provide a framework and guide for annual operational plans but will also enable the organisation to adapt and respond flexibly to emerging challenges and needs.
The Strategic review and planning process will be based on an opportunity for staff, management and the Board to reflect on the present work of LSSC, and to review the LSSC vision, mission, and core values. The process will also offer an opportunity to staff, management and the Board members to identify the organisation’s strengths, and where there is scope for improvement and development. The process will incorporate feedback from service users, particular regard will be paid to the perspectives of any stakeholders including funders, the Dioceses of Limerick and partner organisations, for example TUSLA, the HSE, etc.
2.2 Role of the Consultant
LSSC is inviting tenders from suitably qualified consultants:
To work with the LSSC to carry out a consultation process as part of the development of a three-year strategic plan that will guide the organisation for the period 2023-2025.
Key objectives of the contract will be to
- To review the existing vision, mission statement and values of the LSSC and to support the organisation to come to an agreement about its vision, mission statement, core values, strategic goals going forward;
- To establish a consensus amongst staff, management, Board members regarding a common vocabulary and understanding of the LSSC target groups, catchment area and strategic priorities;
- To facilitate the LSSC teams to review service, identify priorities and inform the strategic plan, and to stimulate ideas on potential or new approaches to the LSSC’s existing business model, and to identify the factors that will support or impede the implementation of a revised model;
- To compile the inputs and feedback from other key stakeholders on the development of this stage of the Strategy planning process. The identification of stakeholders will be based on the guidance of the LSSC project staff/Steering Group;
- To produce a report on the outcome of each consultation exercise.
The approach in developing the plan should
- Utilise relevant documentation as provided by the LSSC (e.g. service reviews, annual returns to funders, etc.), to ensure an understanding of the LSSC programmes, current status and any factors that will impact on its future within the context of a three-year framework;
- Facilitate consultation workshops/interviews with staff, management and Board members within the organisation to review the existing LSSC vision, mission statement, values and strategic goals and to identify future vision, mission statement, values and strategic goals. This stage of the process should also facilitate the LSSC teams to stimulate ideas on potential or new approaches to the LSSC’s existing business model;
- Engage with key stakeholders, including service users, through relevant and appropriate methods (surveys/workshops/interviews) in consultation with project staff/the Steering Group;
- Give particular attention to the key role of relevant statutory bodies such as Tusla, the HSE and other key partners;
- Be cognisant of the financial environment for NGOs, the importance of Value for Money, and be realistic to the existing and potential resources.
The final output from this work will be:
- A comprehensive report on the consultation process with the Board, staff, management, service users and other stakeholders. This report will assist in the drafting of the new Strategic Plan 2023-2025 and will specify:
- The organisational vision, mission statement, core values and strategic goals for the period 2023-2025
- A proposed framework for service delivery (or revised business model) in line with the strategic goals and within an agreed definition of the target groups and catchment area
- Recommendations from the consultation process on factors that will support or impede the implementation of the Strategy.
3 Terms of the Contract
Tenders are invited from interested consultants with:
- Expertise in the area of strategic planning and evaluation and/or business development – specifically in the NGO/charity sector
- Excellent communication, facilitation and inter-personal skills
- Understanding of family support, child care and early year’s services and of older person’s services.
The consultation process should be devised and agreed by July 2022. Agreement on the process will be based on input from the LSSC Steering Group and relevant Board members. It is anticipated that the consultation process will be completed by October 2022. The outcome of the consultation process will feed into the development of the new LSSC Strategic Plan 2023-2025 to commence in January 2023.
3.3 Tender Submission
Tenders should include:
- Details of the approach to the work
- Methodology and timescale
- Name of applicant(s) and/or organisation with which the current contract will be placed
- Number, details of roles and input, and expertise of all staff to be involved in the project
- Curriculum Vitae (including the names of organisations for whom consultancy work has been completed) for all those who will have input
- Relevant examples of previous work
- Contact details for referees who are willing to give feedback on their experience of working with the consultants.
- Tenders should clearly and individually cost each element of the work outlined in the proposal including staff costs.
- Tenders should clearly and individually identify the hourly commitment to the project including travel, direct contact, planning etc.
- Tax Clearance Certificate(s)
A tender assessment panel will examine all tenders received. The panel will have to be satisfied that the method and programme of work meet the project’s objectives. The panel will also take into account other criteria to include:
- Clear demonstration and understanding of the brief
- Level, depth, nature of experience in the area (including quality and relevance of previous work)
- Evidence that they possess the relevant skills and knowledge
- Ability to effectively manage and complete the contract within given timeframe
- Overall assessment and quality of proposal
- Cost effectiveness.
4. Closing Date for Receipt of Tender
The closing date for receipt of the Tender to Limerick Social Service Council is 29th June 2022.
Tender submissions, marked with the subject ‘Tender Application LSSC’ should be emailed to: firstname.lastname@example.org
4.1 Queries or Clarifications
Contact Brian Ryan, General Manager, LSSC at email@example.com / 061-314111