Student Counselling Services
A practical guide to understanding what the buyer really wants and how to build a winning response.
The biggest clue isn't in the counselling
Ulster University isn't just buying counselling services.
They're seeking a partner who can seamlessly integrate into their existing Student Wellbeing framework.
The service covers a wide array of students, reaching nearly 30,000 individuals from diverse backgrounds.
They want a seamless referral system.
That's where you should focus.
Think about the student's journey
The process for students accessing counselling should be smooth.
From the moment a student seeks help, the transition to your service should be effortless.
Ulster University wants no hiccups.
Craft your response to show how you'll ensure a seamless student experience.
Don't just offer counselling. Offer integration.
Yes, counselling is at the heart of this tender.
But what Ulster University really wants is integration.
They need your services to feel like an extension of their existing support framework.
Think about how you will work with the Student Wellbeing teams.
Show them how you'll fit into their processes without creating extra work.
Pay attention to what they say
Ulster University has been using external providers for counselling since 2013.
They know what works and what doesn't.
They've made it clear that seamless integration is crucial.
Highlight how your systems and processes will meet this need.
Evidence always beats promises
Every bidder will promise great service.
But Ulster University will be looking for concrete evidence.
Provide examples of how you've successfully integrated into similar frameworks before.
- Case studies from other universities
- Statistics showing improved student outcomes
- Testimonials from previous clients
Consider the diverse student body
Remember, you're serving a diverse population.
There are students from Northern Ireland, the Republic of Ireland, Great Britain, the EU and beyond.
Tailor your service to be culturally sensitive and inclusive.
Show how you'll accommodate this diversity.
Show how you'll maintain quality over time
Consistency is key.
Ulster University will want reassurance that standards won't slip over the contract term.
Explain your approach to training, staff retention and quality control.
Share your strategies for managing absences and ensuring continuity of service.
Think about the university's reputation
The university's reputation is on the line.
They need a provider who can uphold their standards and support their mission.
Demonstrate how you'll enhance their reputation through excellent service delivery.
Common mistakes
Avoid submissions that:
- Overlook the need for seamless integration
- Fail to provide evidence of past successes
- Ignore the diversity of the student body
- Offer generic counselling services without customisation
- Lack a clear plan for maintaining service quality
- Do not address how you'll fit into the existing framework
My Final Thoughts
What Ulster University is really looking for is a partner.
Someone who can complement their existing Student Wellbeing services and provide a seamless experience for students.
With a contract value of £1,200,000 and the possibility of extending the term to 31 December 2030, this is a significant opportunity.
Remember, quality carries the weight.
Your written submission should focus on how you'll integrate with their existing services and maintain high standards throughout the contract.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.