CONSULTANT(S) TO LEAD THE ORGANISATION IN THE DEVELOPMENT OF ITS
STRATEGIC PLAN **APPLY ON THE WEBSITE**.
TIMEFRAME
* Interested consultants will furnish PAI with a breakdown of their
proposed work, timeframe, costings, and copies of previous work by 5pm
on Monday **Apply on the website**st January **Apply on the website**.
* PAI Board will aim to appoint its preferred candidate in February
**Apply on the website** and work can commence in March **Apply on the
website**.
* PAI Board will expect a final draft of the plan to be completed
and presented by **Apply on the website**th August **Apply on the
website**.
1. INTRODUCTION
Parkinson?s Association of Ireland?s (PAI) aim is to _assist
people with Parkinson?s, their families and carers, health
professionals and other interested people by offering support, a
listening ear and information on any aspect of living with
Parkinson?s_.
PAI?s current Strategic Plan is for the period **Apply on the
website** ? **Apply on the website**. The Board of PAI are now
working on developing a new Strategic Plan for PAI for the period
**Apply on the website** ? **Apply on the website**.
The value to the Board and organisation of undertaking this Strategic
Planning process is:
* Changing Context: Update our understanding of how the context PAI
operates within, identify how it has changed since the last Strategic
Plan, and identify the implications of these changes for PAI?s
future work and priority.
* Input and Feedback: Seek the input and feedback from other
stakeholders, especially the branches and key external stakeholders.
* Focus: Get agreed clarity among the Board and wider organisation,
about the focus of PAI for the next period.
* Priorities: Agree organisational priorities and assess the
resources, both staff and volunteers, that will be required to deliver
on these priorities.
* Marketing: use the new Strategic Plan to describe to the public
and other stakeholders, the work, focus and contribution of PAI
The Board have named the following questions which they want the new
Strategic Plan to answer:
* Is our Vision and Mission still relevant?
* How are the needs of people with Parkinson?s changing and what
can PAI do to enhance its offering to existing and potential members?
* What are the implications of the Covid experience for how we
deliver our services into the future? How can PAI better deliver its
services and supports in a hybrid environment?
* What are our strengths and weaknesses?
* What are we going to prioritise so that we are clear and agreed
about what we can do with our limited resources?
* How do we manage the multiple expectations of members and others,
given our limited resources?
* Have we identified the resourcing needs of National Office to
deliver the Strategic Plan and is there a credible funding plan in
place to source the necessary funds?
2. SCOPE OF WORK
The main objectives of this Strategic Planning process are a) design
and facilitate a process for generating a new Strategic Plan and b)
draft the Strategic Plan.
The scope of work includes the following:
* Undertake a short assessment of PAI?s strengths and weaknesses.
This will include a brief review of the existing Strategic Plan to
identify the extent to which it was implemented, and to identify any
learnings that need to inform this new round of Strategic Planning.
* Review the current Vision, Mission and Values statements.
* Produce a brief context scan identifying the main opportunities
and threats that will impact on the development of PAI over the coming
years and which will impact on the achievement of its Mission.
* Design and facilitate an engagement with internal and external
stakeholders.
* Work with and report to a sub-committee of the Board who will
guide and assist the process, including reviewing drafts of the
Strategic Plan.
* Draft a Strategic Plan **Apply on the website** ? **Apply on the
website**.
The Strategic Plan is expected to:
* Set a high-level direction for what PAI will focus on while at the
same time allow the organisation to respond to circumstances as they
emerge. During the 5-year life of the plan it is not possible to
anticipate all the changes that will impact on the work of PAI. The
Strategic Plan needs to be flexible to respond to changing
circumstances.
* Respond to the needs of people with Parkinson?s across all age
ranges.
* Be forward looking and challenging.
* Be ambitious, yet realistic given the current strengths and
weaknesses of the organisation.
The scope of work does not include producing detailed annual
operational plans, budgets, or key performance indicators.
3. METHODOLOGY
Subject to the final decision of the Board about the scale of the
Strategic Planning process the following is included:
* Review of the following documents:
* Strategic Plan **Apply on the website** - **Apply on the website**
* National Mapping Parkinson?s Survey ? Dr Suzanne Timmons
* Survey of YPI to identify their needs
* PAI?s Financial Policies and Procedures
* Consultation with the following stakeholders:
* **Apply on the website** Branch committees, located through the
country, consisting of approximately **Apply on the website** ?
**Apply on the website** members
* Young Parkinson?s Ireland
* The Board
* Staff x 4
* A selection of external stakeholders: Parkinson Disease nurse
specialist x 2 (6 in the country); a neurologist; Carer?s
perspective; potential statutory funders; Ministers Anne Rabbit, Joe
O?Brien; external auditors; European Parkinson?s Disease
Association; Neurological Alliance of Ireland.
It is expected that these consultations will be a mixture of face to
face and virtual interviews and workshops depending on the Covid
situation.
4. RESOURCING
It is expected that a full-scale Strategic Planning process will take
considerable time, expertise, administrative support, and energy.
There are several possible roles to be filled, by the Board, staff or
externals:
* Champion - leading the process on behalf of the Board, ensuring
that it gets completed within the timeframe.
* Designing the process e.g., coming up with consultation questions,
surveys, and designing the focus groups.
* Reviewing documents and preparing a short report with the
highlights.
* Facilitating consultation sessions with Branches. This will
include taking notes of the sessions and preparing a short report of
the key findings from the consultations.
* Administration: setting up the focus groups, etc
* Drafting. Producing a number of drafts of the new Strategic Plan,
drawing on all the inputs (e.g., Strengths and Weaknesses,
Environmental Scan, findings from the consultations with
stakeholders).
* ALL EXPRESSIONS OF INTEREST SHOULD BE EMAILED TO?**APPLY ON THE
WEBSITE** BY NO LATER THAN 5pm on Monday **Apply on the website**st
January **Apply on the website**.
CONFIDENTIALITY
All information supplied in connection with this Tender shall be
regarded as confidential and by submitting an offer, the Tenderer
agrees to be bound by the obligation to preserve the confidentiality
of all such information.
Proposals will be considered against the follow criteria:
* Quality of the tender document submitted, succinct and well
written, with clear and realistic timelines and project plan.
* Consultants understanding of PAI and Parkinson?s Disease, the
NGO sector, and the need for relevant stakeholder consultation.
* Experience of having previously conducted similar strategic
planning and review projects.
* The project?s value for money and price competitiveness
PARKINSON?S ASSOCIATION OF IRELAND (PAI) IS SEEKING PROPOSALS FOR A
CONSULTANT(S) TO LEAD THE ORGANISATION IN THE DEVELOPMENT OF ITS
STRATEGIC PLAN **APPLY ON THE WEBSITE**.
TIMEFRAME
* Interested consultants will furnish PAI with a breakdown of their
proposed work, timeframe, costings, and copies of previous work by 5pm
on Monday **Apply on the website**st January **Apply on the website**.
* PAI Board will aim to appoint its preferred candidate in February
**Apply on the website** and work can commence in March **Apply on the
website**.
* PAI Board will expect a final draft of the plan to be completed
and presented by **Apply on the website**th August **Apply on the
website**.
1. INTRODUCTION
Parkinson?s Association of Ireland?s (PAI) aim is to _assist
people with Parkinson?s, their families and carers, health
professionals and other interested people by offering support, a
listening ear and information on any aspect of living with
Parkinson?s_.
PAI?s current Strategic Plan is for the period **Apply on the
website** ? **Apply on the website**. The Board of PAI are now
working on developing a new Strategic Plan for PAI for the period
**Apply on the website** ? **Apply on the website**.
The value to the Board and organisation of undertaking this Strategic
Planning process is:
* Changing Context: Update our understanding of how the context PAI
operates within, identify how it has changed since the last Strategic
Plan, and identify the implications of these changes for PAI?s
future work and priority.
* Input and Feedback: Seek the input and feedback from other
stakeholders, especially the branches and key external stakeholders.
* Focus: Get agreed clarity among the Board and wider organisation,
about the focus of PAI for the next period.
* Priorities: Agree organisational priorities and assess the
resources, both staff and volunteers, that will be required to deliver
on these priorities.
* Marketing: use the new Strategic Plan to describe to the public
and other stakeholders, the work, focus and contribution of PAI
The Board have named the following questions which they want the new
Strategic Plan to answer:
* Is our Vision and Mission still relevant?
* How are the needs of people with Parkinson?s changing and what
can PAI do to enhance its offering to existing and potential members?
* What are the implications of the Covid experience for how we
deliver our services into the future? How can PAI better deliver its
services and supports in a hybrid environment?
* What are our strengths and weaknesses?
* What are we going to prioritise so that we are clear and agreed
about what we can do with our limited resources?
* How do we manage the multiple expectations of members and others,
given our limited resources?
* Have we identified the resourcing needs of National Office to
deliver the Strategic Plan and is there a credible funding plan in
place to source the necessary funds?
2. SCOPE OF WORK
The main objectives of this Strategic Planning process are a) design
and facilitate a process for generating a new Strategic Plan and b)
draft the Strategic Plan.
The scope of work includes the following:
* Undertake a short assessment of PAI?s strengths and weaknesses.
This will include a brief review of the existing Strategic Plan to
identify the extent to which it was implemented, and to identify any
learnings that need to inform this new round of Strategic Planning.
* Review the current Vision, Mission and Values statements.
* Produce a brief context scan identifying the main opportunities
and threats that will impact on the development of PAI over the coming
years and which will impact on the achievement of its Mission.
* Design and facilitate an engagement with internal and external
stakeholders.
* Work with and report to a sub-committee of the Board who will
guide and assist the process, including reviewing drafts of the
Strategic Plan.
* Draft a Strategic Plan **Apply on the website** ? **Apply on the
website**.
The Strategic Plan is expected to:
* Set a high-level direction for what PAI will focus on while at the
same time allow the organisation to respond to circumstances as they
emerge. During the 5-year life of the plan it is not possible to
anticipate all the changes that will impact on the work of PAI. The
Strategic Plan needs to be flexible to respond to changing
circumstances.
* Respond to the needs of people with Parkinson?s across all age
ranges.
* Be forward looking and challenging.
* Be ambitious, yet realistic given the current strengths and
weaknesses of the organisation.
The scope of work does not include producing detailed annual
operational plans, budgets, or key performance indicators.
3. METHODOLOGY
Subject to the final decision of the Board about the scale of the
Strategic Planning process the following is included:
* Review of the following documents:
* Strategic Plan **Apply on the website** - **Apply on the website**
* National Mapping Parkinson?s Survey ? Dr Suzanne Timmons
* Survey of YPI to identify their needs
* PAI?s Financial Policies and Procedures
* Consultation with the following stakeholders:
* **Apply on the website** Branch committees, located through the
country, consisting of approximately **Apply on the website** ?
**Apply on the website** members
* Young Parkinson?s Ireland
* The Board
* Staff x 4
* A selection of external stakeholders: Parkinson Disease nurse
specialist x 2 (6 in the country); a neurologist; Carer?s
perspective; potential statutory funders; Ministers Anne Rabbit, Joe
O?Brien; external auditors; European Parkinson?s Disease
Association; Neurological Alliance of Ireland.
It is expected that these consultations will be a mixture of face to
face and virtual interviews and workshops depending on the Covid
situation.
4. RESOURCING
It is expected that a full-scale Strategic Planning process will take
considerable time, expertise, administrative support, and energy.
There are several possible roles to be filled, by the Board, staff or
externals:
* Champion - leading the process on behalf of the Board, ensuring
that it gets completed within the timeframe.
* Designing the process e.g., coming up with consultation questions,
surveys, and designing the focus groups.
* Reviewing documents and preparing a short report with the
highlights.
* Facilitating consultation sessions with Branches. This will
include taking notes of the sessions and preparing a short report of
the key findings from the consultations.
* Administration: setting up the focus groups, etc
* Drafting. Producing a number of drafts of the new Strategic Plan,
drawing on all the inputs (e.g., Strengths and Weaknesses,
Environmental Scan, findings from the consultations with
stakeholders).
* ALL EXPRESSIONS OF INTEREST SHOULD BE EMAILED TO?**APPLY ON THE
WEBSITE** BY NO LATER THAN 5pm on Monday **Apply on the website**st
January **Apply on the website**.
CONFIDENTIALITY
All information supplied in connection with this Tender shall be
regarded as confidential and by submitting an offer, the Tenderer
agrees to be bound by the obligation to preserve the confidentiality
of all such information.
Proposals will be considered against the follow criteria:
* Quality of the tender document submitted, succinct and well
written, with clear and realistic timelines and project plan.
* Consultants understanding of PAI and Parkinson?s Disease, the
NGO sector, and the need for relevant stakeholder consultation.
* Experience of having previously conducted similar strategic
planning and review projects.
* The project?s value for money and price competitiveness
We need : English (Good)
Type: Permanent
Payment:
Category: Others
