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Tenfell
Closed tender
Published 14 Mar 2024

Organisation Effectiveness Review

Horserace Betting Levy Board · London

Key facts

Estimated value
£30,000
Closing date
08 Apr 2024
Contract starts
28 Apr 2024
Contract ends
28 Jun 2024
Procedure
Open procedure (below threshold)
Buyer type
Central government

Description

The Horserace Betting Levy Board (HBLB) is a UK statutory body that was established by the Betting Levy Act 1961. It operates in accordance with the provisions of the Betting, Gaming and Lotteries Act 1963 (as amended). It is a non-departmental public body (NDPB), and its sponsoring Government department is the Department for Culture, Media and Sport. The organisation has a team of 15-20 staff and is responsible for the collection and application of a levy near £100m in support of its statutory objectives. More information can be found on HBLB's website (www.hblb.org.uk).

HBLB last reviewed its organisational design in 2019 and subsequent to its most recent Board Effectiveness review its Board has agreed that it is now timely for the organisation's structure and resourcing to be assessed to ensure that HBLB is properly set up for its current activities and to meet future demand. To this end HBLB wishes to commission an organisation effectiveness review.

The review should consider, and make key recommendations regarding, the organisation's strengths, weaknesses, opportunities, and threats in the context of:

• Internal Governance (executive and below) • Resource Needs (now and in the future) • Management Effectiveness • Organisation Structure • Team Culture • Organisation Efficiency (compared to other similar bodies)

The review will involve individual meetings with all members of the team including the Chief Executive and the Chief Finance Officer and consideration of relevant documentation including HBLB's Business Plan, Business Plan Updates, Annual Reports and Accounts and relevant internal documents.

Parties tendering for this work must be able to demonstrate appropriate knowledge and expertise, must understand the requirements of public sector operation, and must show appropriate sensitivity to the conduct and confidentiality of this piece of work.

The Executive would also find it beneficial to have external and appropriate salary benchmarking for the size and shape of organisations which carry out similar roles and functions.

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