TERMS OF REFERENCE FOR AN ORGANISATIONAL REVIEW OF NETBALL NORTHERN IRELAND

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1 1. CONTEXT 1.1 Netball Northern Ireland (NNI) with the support of Sport NI wishes to undertake an organisational review. 2. AIM 2.1 To commission a suitably qualified and experienced Tenderer to lead the organisational review of NNI; and to put forward recommendations for improvements to the Board of NNI. 2.2 The purpose of this review is: To identify the most appropriate and effective organisational structure for the organisation To suggest improvements to the governance and management systems and to support the future strategic development of the sport To review NNI s current strategy to ensure that the strategy is suitable to NNI achieving its performance goals and objectives for the period of To outline suggestions to the NNI Board to help aid the beginnings of a new Strategy for NNI beyond BACKGROUND 3.1 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. 3.2 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. 3.3 NNI have 5 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 therefore wholly dependent on accessing and retaining funding for all employed positions

2 3.4 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. 3.5 In an attempt to manage all of these competing priorities NNI wishes to carry out an organisational review 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 also effectively address the requirements of its membership. 4. KEY REQUIREMENTS The successful Tenderer will be expected to: 4.1 Review the current governance and structural arrangements in NNI, to include a review of: NNI s Objectives and Mission Statement NNI s constitution the association s structure and the roles, responsibilities and relationships between: - The Board. - Committees - Staff - Volunteers in relation to the strategic objectives and activities of NNI. 4.2 Consult with identified key stakeholders e.g. Sport NI, The Board Committees, staff, performance coaches and potentially other netball organisations and sports of a similar size and objectives (to include, but not limited, other sports dominated by one gender) etc. 4.3 Review the effectiveness of NNI S current Governance and Culture systems and structures by considering existing evaluations of the governance system and consulting with Key Stakeholders including: Staff NNI Board and Committee Members The General NNI Membership individual and clubs Funders and key stakeholders i.e. education, local authorities.

3 4.4 The report should also outline suggested Terms of Reference or job descriptions for new and/or existing committees or staff recommended. 4.5 The report must be coherent with Sport Northern Ireland governance audit principles. 4.6 The report and recommendations must align to the NNI s principles of openness, transparency, clear vision, engagement and inclusivity of members. 4.7 The report and recommendations must align to Sport NI s good practice template in governance and culture. 5. AWARDED CONTRACT 5.1 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. Intention to subcontract any element of the contract should be identified within the tender submitted. 5.2 For the purposes of the contract, the client is Netball Northern Ireland. Mrs. Micaela Diver, President of Netball Northern Ireland shall be the lead official representing the client. 5.3 It is expected that the contract shall be completed by 31 March TIMESCALE AND BUDGET 6.1 Tenders invited by: 26th January 2015 Tender awarded by: 30th January 2015 Project commencement: 2 nd February 2015 Project completion: 31st March ,2 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. 6.3 The finalisation of this piece of work and payment for same will be contingent upon the appointed Consultant addressing all queries on the report and recommendations raised by NNI and Sport NI. 7. CONFIDENTIALITY AND COPYRIGHT 7.1 It is essential that absolute confidentiality is maintained throughout the process. Careful consideration must be given to this when developing the consultation process and design of the final report.

4 7.2 Copyright and intellectual ownership of this work is and remains the property of NNI. 8. REPORTING OF FINAL RECOMMENDATIONS 8.1 The appointed Consultant will be required to produce the following as an outcome from this Contract: Four copies of the final report including a summary report made available on hard copy and electronic form; and A presentation to the NNI Board at a mutually agreeable time at completion of the contract Attendance at the NNI Annual General Meeting, date to be confirmed, however it is likely to be within the month of May TENDER PROCEDURE 9.1 Tenderers are invited to submit proposals detailing: A comprehensive methodology demonstrating: How the Consultant will ensure the proposal requirements are met The critical path of the proposal tasks The methodology should include an audit of the current governance and performance structures, consultation with identified agreed key stakeholders, regular reporting mechanisms to the client and production of a report containing recommendations and an implementation plan for NNI A detailed costs proposal including expenses, VAT and a payment schedule. 9.2 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. 10. PROCEDURE FOR EVALUATING / ACCEPTING TENDERS 10.1 A two stage process will be used to assess tenders for the project: Stage 1 Selection Criteria 10.2 In order to progress to the full evaluation process, Tenderers must clearly demonstrate that they meet the required level of professional ability detailed in

5 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 10.4 The award criteria will be assessed on the basis of: Methodology 70% Cost 30% 10.5 Tenderers should submit plans clearly detailing how they will deliver the requirement taking account of the criteria and requirements specified at "11 Tender Requirements and Format of Response'. 11. TENDER REQUIREMENTS AND FORMAT OF RESPONSE 11.1 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 11.3 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 3 examples of contracts providing advice to governing bodies, including structural reviews, (with a particular focus on sport), within the last 5 years from the date of tender submission 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 3 examples limited to 3 A4 pages (size 12 Arial font)

6 Stage 2 Award Criteria 1) Methodology 11.5 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 the following key issues: Congruence with the structure of NNI and with SNI s principles of good governance. Innovation engagement and consultation with key stakeholders; Establishment of realistic objectives that reflect the resources available to and capacity of NNI 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 3 A4 pages (size 12 Arial font) 2) Cost 11.8 a) 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 Tender Fixed Fee Total X Weighting 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.

7 Format of response for Cost (a) Tenderers are asked to submit one lump sum price in Sterling ( GBP), inclusive of VAT b) 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: 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 Tender Fixed Fee Total 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 Format of response for Cost (b) X Weighting 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) 12. SUBMISSIONS 12.1 Four hard copies of the tender should be submitted and returned no later than 4pm 26th January 2015 in an envelope marked The NNI Governance Review to: Mrs Micaela Diver President Netball Northern Ireland Lisburn Racquets Club 36 Belfast Road BT27 4AS