Exchange House Ireland National Travellers Service is an organisation of Traveller and non-Travellers and a leading provider of front line and support services to some of the most marginalised Travellers in Ireland since 1980. We are a multi-disciplinary frontline service provider offering Education and Training Services, Children and Young People Services, Family Support and Crisis Intervention Services, Addiction Services and the National Traveller Mental Health Service. We also deliver partnership services through training, provision of expertise and collaborative working with other organisations providing services to Travellers in Ireland. Our aim is to break down barriers and discrimination in order to facilitate Travellers to access the range of services they need in an equitable way. Exchange House Ireland has been providing a professional standard of practice that has been shown to produce good results with our client group for over 40 years. Exchange House Ireland utilises a distinctive multi-disciplinary approach. Clients are facilitated to address their individual situation and needs under one roof where possible, and link them into additional services when this is beneficial. We work with a service user group who often face multiple social issues and barriers and have a skilled staff team throughout the organisation who can work with members of the Traveller community to facilitate positive outcomes.
The main objectives of Tribli Company Limited by Guarantee, trading as Exchange House Ireland National Travellers Service, as set out in our constitution are:
a) to provide a range of family support services for Travellers; to support Travellers in their struggle against oppression and discrimination in promoting equal opportunities for Travellers in the areas of health, education, training, accommodation, employment and enterprise and access to leisure opportunities of their choice.
b) with subsidiary objectives:
(i) to act as agents, representatives, advisors, consultants for community organisations, whether voluntary or not, for companies, partnerships, firms and all those involved in the development of the above main objectives
(ii) to engage in providing facilities such as health and educational programmes, housing projects,
(ii) the promotion and development of equal opportunities for Travellers
The current Strategic Plan 2019 – 2022 has been extended to allow us to fully evaluate progress compared to the plan and assess where the organisation is now. It has been decided by the Board that before entering the Strategic Planning process that it would be useful to get a full review of the organisational structure, strengths, weaknesses and gaps that need to be filled. The organisation has been going through a period of growth and wants to make sure that we have all of the structural needs to continue to grow.
The current Strategic Plan has five Strategic Priorities:
To deliver frontline services of excellence to the Traveller community that are professional and trusted
To provide information and promote our services as one of expertise and best practice in our field
To provide services including advocacy for individuals and families in the Traveller community and celebrate their achievements
To work in partnership with Traveller specific and mainstream services, representative structures and funding partners to increase the capacity to deliver best services to the Traveller community
To bring together people with a range of skills, knowledge and experience to deliver best practice in all our services. To invest in people and provide support and advancement for those in the organisation
We would want to evaluate how well these priorities have been achieved over the past 4 years and how they would inform the next 5 years on terms of our strategic priorities.
To live in an Ireland where Travellers are fully valued as a distinct ethnic minority receiving equitable treatment and access to all supports and services without barriers
Exchange House Ireland is an organisation of Travellers and non-Travellers working together to provide frontline services of excellence to the community. We also strive to work with partner agencies to improve service standards and accessibility for the Traveller community to all services
In all of our work, we are guided by the principles of:
The Exchange House Ireland Board see 2023 as a time to take stock of our progress against the current strategy as well as identify achievements and shifts since the creation of the last plan in 2019. Added to this, the external context (political, economic, social, technological, environmental, legal) has changed, and we want to understand how to best respond. Our aim is that by autumn 2023 we will (a) understand the strengths and weaknesses of or current structures; (b)understand how we have fared against the current Strategic Priorities; (c) have pinpointed where we believe Exchange House Ireland can make the most significant contribution in serving the Traveller community in Ireland. The organisational review and planning exercise will involve the management team, the full staff team, the Board, service users, funding partners, partner agencies and other identified key stakeholders.
We are seeking to retain a Consultant(s) to undertake a full organisational review and support the development of a Strategic Plan for the years 2023 to 2027. The organisational review should look at the organisational structure and how our four main services are currently functioning. It should identify strengths and weaknesses in our organisation and identify potential gaps that need to be prioritised moving forward. It is envisaged that the new strategic plan will need to include vision, mission, goals, objectives and to provide clear measures of success, target groups, target areas, strategic approaches and activities/projects.
Specifically, these are the outputs we require:
It is envisaged that the successful tenderer will deliver work in two phases:
The contract for services lies with Exchange House Ireland. The primary point of contact for the successful tenderer will be Kevin Burn, CEO, Exchange House Ireland. The successful tenderer will be expected to:
Tenders for this work must include:
Evaluations of Tender submissions will be based on criteria specified in the Tender requirements, using the following award criteria:
Total marks 100%
Tenderers must achieve a minimum score of 60% of the total marks available for each of the individual qualitative criteria.
Any Tender which does not meet this minimum threshold shall be excluded from further consideration.
A Tender assessment panel will assess the applications and to award the contract to the successful tenderer. The panel will have to be satisfied that the method and programme of work meet the requirements outlined and are cost effective. The panel does not commit itself to accepting the lowest Tender and will not accept any responsibility for any expenses incurred in the preparation and submission of a Tender. The panel may cancel the process at any time. Exchange House Ireland will not engage in any discussions or negotiations in advance of adjudication. Following completion of the Tender evaluation, the successful tenderer will be notified in writing by email. Once the offer is accepted, emails will be issued to the unsuccessful tenderer/s notifying them of the result. Exchange House Ireland is not in a position to provide feedback on unsuccessful tenders.
A shortlist of applicants may be invited to present or provide further information on their bid prior to selection. An invitation to interview will not be an indication that a contract has been awarded. Applicants attending such interviews will do so at their own cost.
A payment schedule will be agreed with the successful tenderer prior to the commencement of the work based on project deliverables.
The successful tenderer must produce evidence of professional indemnity as part of the Tender submission and this cover needs to be in place for the duration of the contract for work.
Any conflicts of interest involving a tenderer must be fully disclosed in a timely manner to Exchange House Ireland. Failure to disclose a conflict-of-interest may disqualify a bidder or invalidate an award of contract, depending on when the conflict of-interest comes to light. If no conflict of interest exists, tenderers must indicate that in writing.
Exchange House Ireland will retain ownership of research, materials and/or documentation resulting from the development of the strategic plan. All research, materials and/or documentation must be returned to Exchange House Ireland on request or in the event that the contract is terminated. No part of the research, materials and/or documentation may be used without the prior consent of Exchange House Ireland.
The closing date for receipt of the Tender to Exchange House Ireland is 5pm on Monday 13th March 2023. Any tenders received after this time and date will not be considered for adjudication.
Tenders should be sent by email to email@example.com by 5pm on Monday 13th March 2023.