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 **Apply on the website** staff across our
management, programmes, administration and maintenance, and is also
supported by over **Apply on the website** 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 **APPLY ON THE WEBSITE**._
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.
2.3 APPROACH
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.
2.4 OUTPUTS
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 **Apply on the
website** and will specify:
* The organisational vision, mission statement, core values and
strategic goals for the period **Apply on the website**
* 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
3.1 EXPERTISE
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.
3.2 SCHEDULE
The consultation process should be devised and agreed by July **Apply
on the website**. 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 **Apply on
the website**. The outcome of the consultation process will feed into
the development of the new LSSC Strategic Plan **Apply on the
website** to commence in January **Apply on the website**.
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 **APPLY ON THE WEBSITE**TH JUNE **APPLY ON THE WEBSITE**.
Tender submissions, marked with the subject ?Tender Application
LSSC? should be emailed to:?**Apply on the website**
4.1 QUERIES OR CLARIFICATIONS
Contact Brian Ryan, General Manager, LSSC at?**Apply on the website**
/ **Apply on the website**
We need : English (Good)
Type: Permanent
Payment:
Category: Others
