TENDER FOR PROFESSIONAL SERVICES FOR THE IMPLENTATION OF A NEW GOVERNANCE APPROACH FOR NETBALL NORTHERN IRELAND

Transcription

1 TENDER FOR PROFESSIONAL SERVICES FOR THE IMPLENTATION OF A NEW GOVERNANCE APPROACH FOR NETBALL NORTHERN IRELAND 1. INTRODUCTION 1.1. Following a Governance Review undertaken by Netball Northern Ireland ("NNI") completed in May 2015, NNI invites tenders from suitably qualified and experienced contractors for the implementation of recommendations arising from that review (and approved by the Board of NNI) in respect of the modernisation of the organisation NNI is the governing body for netball in Northern Ireland. NNI is affiliated to the International Netball Federation which is grouped into 5 Regions - Africa, Asia, Americas, Europe and Oceania - each with a respective Regional Federation. The European regional body is known as Netball Europe Currently, NNI is run by a Board of 8 members elected from the membership at the AGM each year. To assist the Board with the work there are standing committees; Performance Committee, Participation Committee (which includes a further sub-committee in respect of Schools); Umpiring Committee and the Administration and Governance Committee. All members of the Board, committees and sub committees are volunteers NNI have 6 full time employees and 3 part time employees all roles are supported through Sport NI funding. All of the full time employed roles are funded financially at 100% by Sport NI. The 2 administration posts currently receive a contribution towards the total costs. The staffing levels are currently therefore wholly dependent on accessing and retaining funding for all employed positions 1.5. Over the last 5 years NNI has undergone a period of change in terms of appointment of staff to assist in the day to day operations of the organisation and a turnover of leadership at Board level. The organisation wishes to refine its organisational structure and create clarity around roles and responsibilities of staff and volunteers. Furthermore NNI has had far greater levels of investment from Sport NI for the investment cycle with a clear focus moving towards embedding and strengthening a high performance system in the sport. NNI wish to ensure that the organisational structure complements this focus The Sport NI ("SNI") sponsored organisational review contains a number of recommendations which impact on the future of the sport. The report highlights the need for a review of the Board and Committee Structure, particularly vis-à-vis interaction with the roles of Staff; a review of the remit and structure of the staffing arrangements; a review of the legal structure of the organisation; and the strategic direction of NNI To ensure its strategic and operational goals and priorities are supported by an appropriate and effective structure,nni also wish to ensure that the structure effectively addresses the requirements of its membership In October 2015, the Board of NNI voted to take forward a number of the recommendations outlined in the organisational review. The Board are keen to ensure that the governance structure of the organisation is clearly defined and simplified so that all stakeholders involved with NNI understand both its strategic and operational remit and direction. Furthermore, the Board are keen to ensure that the P

2 2. AIM governance framework is implemented in such a way that encourages both volunteer engagement within our sport and attracts engagement from those independent of the membership To commission a suitably qualified and experienced Tenderer to assist the Board of NNI in the implementation of the following recommendations: To consider the accepted recommendations in respect of the current structure of the Board, to include: (1) Reducing the numbers of those appointed to the Board (2) Reviewing the composition of the Board to determine skills and expertise necessary to fill positions; (3) Consideration of the most appropriate time periods for directors to serve and staggering of appointments; Review of the relevant time commitments of the Board To consider the accepted recommendations in respect of the strategic direction of the Board to include: (1) Re-affirm and embed NNI s Corporate Strategy (2) Identify realistic targets that directly reference Corporate Plan objectives and agree specific objectives and outcomes measures appertaining to them To consider the accepted recommendations in respect of the current Committee structure to include: (1) A review of the committee structure (2) To establish a framework where committees (and the members that sit on them) will have two clearly delineated and distinct functions which are to: (a) (b) Challenge/develop/refine policy/strategy direction of the particular committee (where necessary co-opting and making full use of appropriate personnel with relevant supplementary experience and skills); and To support the NNI administration In respect of the above to at all times consider the most appropriate and effective communication systems and policies for the organisation To consider the accepted recommendations in respect of the current staffing structure to include: (1) Review the remit of paid staff (2) Review the paid staff structure To advise and recommend on the appropriate legal structure for the organisation going forward to best assist in meeting its aims and objectives and to bring about the actual change to its legal structure. P

3 3. KEY REQUIREMENTS 3.1. It is envisaged that the role of the appointed Consultant will include the following: Set out transition arrangement implementation plan with a view to meeting the above objectives up to and including the implementation of 2.1.6; to be limited to no more than six months Work with and support the Board of NNI to bring about changes the existing governance and legal framework of NNI in a bid to meet the recommendations set out at 2.1. This work will include: (1) Providing advice on the most appropriate legal and governance and legal structures of NNI to meet its requirements; (2) Work with and guide the Board, Committees and Staff of NNI to draft the appropriate Terms of Reference and responsibilities of the constituent elements of the association and the relevant relationship between them and the volunteers and membership generally; (3) Assist in the preparation of job descriptions and recruitment timetable for members of the NNI Board; (4) Deliver Board training on the impact of the legal and governance changes in line with the revised terms of reference; (5) Work with Board members and Committee members as appropriate in workshops advising how they can structure Board and Committee meetings in a manner that (a) is in line with the new framework and (b) are conducted in a manner that allows for effective communication; and (6) Work with the Board and staff advising on a communication strategy in respect of internal communication arrangements (i.e. Board to Committees, Board to Staff, Board to Membership and vice-versa) Support the Board in the implementation strategy (to include but not necessarily limited to one consultation evening on the proposed approach to implementation with the NNI Board, attend and present at one consultation evening with the membership in advance of the EGM in respect of outlining to the membership the changes we will be asking them to vote for and attendance at the actual EGM). 4. AWARDED CONTRACT 4.1. A single contract is proposed. The successful Tenderer may, subject to the agreement of NNI, sub contract an element of the contract to a recognised expert. Any intention to subcontract any element of the contract should be identified within the tender submitted For the purposes of the contract, the client is Netball Northern Ireland It is expected that the contract shall be completed by 31 March TIMESCALE AND BUDGET P

4 5.1. Timescale: Tenders invited by: 4 February Tender awarded by: 5 February Project commencement: 8 February Project complete by: 31 March Responses should be submitted which can be delivered within an upper budgetary limit of 10,000, inclusive of VAT and all expenses; in terms of cost assessment consideration will be placed upon what NNI will receive for its monetary spend The finalisation of this piece of work and payment for same will be contingent upon the appointed Consultant addressing all key requirements as outlined in Section CONFIDENTIALITY AND COPYRIGHT 6.1. It is essential that absolute confidentiality is maintained throughout the process. Copyright and intellectual ownership of any work completed by the successful Tenderer will remain the property of NNI. 7. TENDER PROCEDURE 7.1. Tenderers are invited to submit proposals detailing: A comprehensive methodology demonstrating: How the Consultant will ensure the proposal requirements (section 3) are met; and The critical path of the proposal tasks tracked against each requirement A detailed costs proposal including expenses, VAT and a payment schedule Tenderers should note that submission of material additional to that requested (including marketing material) will not be assessed and will be excluded from the evaluation procedure. 8. PROCEDURE FOR EVALUATING / ACCEPTING TENDERS 8.1. A two stage process will be used to assess tenders for the project: Stage 1 Selection Criteria P

5 8.2. In order to progress to the full evaluation process, Tenderers must clearly demonstrate that they meet the required level of professional ability detailed in a format of response listed below. Failure to demonstrate clear relevant experience will result in elimination of your tender submission Those tenders which successfully demonstrate relevant experience will move on to stage 2 and their submission will then be evaluated against the following criteria, Stage 2 Award Criteria 8.4. The award criteria will be assessed on the basis of: Methodology 70% Cost 30% 9. TENDER REQUIREMENTS AND FORMAT OF RESPONSE 9.1. Tenderers should detail how they will deliver the contract taking account of the criteria and requirements specified below Each Tenderer must address the following key areas: Stage 1 Selection Criteria 9.3. In order to progress to the evaluation process, Tenderers must clearly demonstrate how they meet the minimum standard of experience: As a minimum, tenderers must provide 2 examples of contracts providing advice to membership organisations, within the last 5 years from the date of tender submission where they have advised on and support the organisation in the implementation of changes to the governance and legal framework of the organisation. Advice provided to a sporting organisation or organisations would be desirable Experience must be presented in a format that is easily identifiable to the evaluation panel as to what relevant experience the Tenderer has Examples provided must be structured to include: project title and brief summary; its relevance to the project; date the project was completed; and individual roles/duties within the project FORMAT OF RESPONSE FOR STAGE 1: Tenderers shall provide the 2 examples limited to 3 A4 pages (size 12 Arial font) P

6 Stage 2 Award Criteria 1) Methodology 9.5. Tenderers must provide full details of the methodology for carrying out the contract requirements as detailed in this document. This must include proposals to address all of the Key Requirements outlined at Section 3 by reference to achieving the objectives of the NNI Board as outlined at Section It is expected that in providing this response tenderers produce a timetable for key activities and milestones of this review The weighting for this element of assessment is 70% Format of response for Quality Tenderers are asked to keep this element of the tender submission limited to 8 A4 pages (size 12 Arial font) 2) (a) Cost 9.8. Tenderers should ensure that they provide a fixed fee quotation for this contract The fixed fee shall be calculated on the basis of the following formula: (Lowest Fixed Fee Total Tenderers Fixed Fee Total) x Weighting = score Where: Lowest Fixed Fee Total' is the lowest quoted Fixed Fee of all Tenders received. Tender Fixed Fee Total is the quoted Fixed Fee Total in the Tender being evaluated. Weighting is 15 marks For the avoidance of doubt the fixed fee quotation should include all costs to be incurred by the tenderer for the provision of this contract including but not limited to travel and expenses and production of final report The weighting for this element of assessment is 15% Format of response for Cost (a) Tenderers are asked to submit one lump sum price in Sterling ( GBP), inclusive of VAT. 2) (b) Cost In considering the price for the fixed fee total tenderers are required to outline a schedule of hourly rates in respect of costing this contract. The total price should include VAT Tenderers should outline: P

7 the names, and grade of each member of staff to be involved in the delivery of this contract the amount of minimum hours that each member of staff will provide to this contract (to be tracked against the relevant key activities outlined in the methodology) The overall assessment will be based on the following formula: (Lowest Fixed Fee Total Tenderers Fixed Fee Total) x Weighting = score Where: Lowest Fixed Fee Total' is the lowest quoted Fixed Fee of all Tenders received. Tender Fixed Fee Total is the quoted Fixed Fee Total in the Tender being evaluated. Weighting is 15 marks The weighting for this element of assessment is 15% Format of response for Cost (b) Tenderers are asked to provide hourly rates for the following: Partner/Director (Weighted at 5% of the 15% for this section) Associate/Executive (Weighted at 5% of the 15% for this section) Junior Staff (Weighted at 5% of the 15% for this section) 10. SUBMISSIONS Four hard copies of the tender should be submitted and returned no later than 12pm on 4 th February 2016 in an envelope marked The Netball Northern Ireland Governance Review Implementation to: Mrs Micaela Diver, President C/o Marc Scott Sport NI House Of Sport Upper Malone Road Belfast County Antrim BT9 5LA P