The Latin American Studies Association (LASA) invites proposals from experienced consultants or firms to design and facilitate a comprehensive strategic planning process for the Association. LASA seeks to chart a clear, ambitious, and achievable course for the next five to ten years, building on its rich history and adapting to a rapidly evolving academic and global environment.
This process will culminate in a new Strategic Plan that reflects LASA's mission, values, and vision while addressing the key challenges and opportunities that lie ahead. The selected consultant will guide LASA's leadership, staff, and stakeholders through a highly participatory process, resulting in a focused, actionable, and measurable strategic framework.
All proposals must be submitted electronically in PDF format by February 20, 2026.
RFP
Frequently Asked Questions
Budget and pricing
Does LASA have a budget range for this engagement?
LASA is not publishing a fixed budget range in advance. We are a nonprofit scholarly association and are approaching this engagement with a strong focus on stewardship, value, and mission alignment. We invite proposers to recommend an approach, scope, and fee structure that is realistic, transparent, and appropriate for a nonprofit organization. We encourage tiered options (e.g., a core scope plus one or two add-on tiers) so LASA can assess tradeoffs clearly.
Should proposals include travel, technology platforms, or translation as line items?
If you propose any in-person components, please clearly state assumptions, timing, rationale, and related costs. Similarly, if your approach includes specific platforms or translation support beyond what you typically include, please identify those assumptions and costs transparently.
Should proposers include Congress-based engagement costs in the base budget?
Congress-based engagement is not required. If you propose it, please specify format, purpose, timing, and cost implications as part of your proposed scope and pricing.
Remote vs. in-person expectations
Can the scope of work be carried out fully remotely?
Yes. Proposers may carry out the scope of work fully remotely. Remote teams are acceptable, and we anticipate most work can be completed remotely.
Are any in-person components expected or required?
In-person components are not required. LASA is open to a primarily virtual process, with limited and purposeful in-person components only if they clearly strengthen outcomes. If you recommend in-person engagement, please outline the purpose, number of trips, timing, and rationale, and note assumptions about who would travel and related costs.
Should proposers assume travel to LASA offices?
Travel to LASA offices is not required. If you propose office-based sessions, please present them as optional and justify the value added.
Stakeholder identification and engagement
Will LASA identify stakeholders for data collection?
Yes. LASA will work with the selected consulting team to identify and confirm key stakeholder groups and participants for data collection. We can provide initial lists and introductions. We expect the consulting team to advise on sampling to ensure breadth, inclusion, and credibility.
Are there specific constituencies LASA is concerned about not reaching?
We expect engagement across a broad set of stakeholders, including (at minimum):
- Staff leadership and key functional teams
- Staff interviews/focus groups by functional area
- Leadership/governance interviews (e.g., Executive Council and relevant committee leadership)
- Elected leadership and governance bodies
- Members across regions, career stages, and fields/sections
LASA’s strategic planning process must reflect and preserve our mission as a member-driven scholarly association with a strong commitment to inclusion and equitable participation, particularly across regions and languages. We ask bidders to approach these dynamics with care and confidentiality.
Will LASA have internal staffing support for coordination?
Yes. LASA will designate an internal project coordinator and a small core team to work with the consulting team throughout the engagement, including scheduling, document-sharing, and internal alignment.
Language access and deliverables
Should stakeholder engagement be bilingual?
Yes. LASA expects stakeholder engagement to be bilingual, reflecting our membership. Input may occur in Spanish and/or English depending on the stakeholder group.
If input is gathered in Spanish, what is expected for translation/synthesis?
We would expect the consulting team to synthesize findings in English for governance documents, with Spanish translations.
Governance and decision-making
Who makes final decisions on strategic priorities and plan approval?
Strategic priorities and the final plan are approved by the LASA Executive Council (EC).
How is the Oversight Committee expected to function?
The Oversight Committee will work closely with the selected consultants. Bidders should assume a collaborative process with periodic checkpoints and structured input.
Does the Oversight Committee have a geographic or linguistic quota to avoid an Anglophone lens?
LASA’s process is expected to reflect the association’s multilingual and international membership. Proposals should include engagement approaches that ensure breadth across regions and languages.
Are there governance, operational, or structural changes “off the table”?
LASA is open to well-supported recommendations. Proposers should use stakeholder input and evidence to inform recommendations, while approaching governance dynamics carefully and respectfully.
Materials availability and access
Has LASA done strategic planning before, and why is a new plan needed now?
Yes, LASA has undertaken strategic planning in the past. A new plan is needed now due to significant shifts in the external environment for scholarly associations (membership expectations, post-pandemic participation patterns, digital engagement, and revenue sustainability), as well as LASA’s growth and expanded international footprint. LASA’s most recent strategic plan is posted online.
When was the last strategic plan developed and implemented?
The last plan was developed in 2016 and implemented during the next five years.
Were there major challenges implementing the prior plan?
No major challenges in developing or implementing the prior plan.
Will LASA share existing data (surveys, scans, assessments)?
If relevant materials exist, they will be made available to the selected consultant as appropriate as part of the engagement.
Benchmarking
Does LASA have preferred comparator associations for benchmarking?
Proposers may recommend comparators as part of their approach. LASA is open to a benchmarking component that is well-justified and supports practical decision-making.
Scope focus and external landscape
What are LASA’s top strategic concerns/opportunities the plan should address?
At a high level, key priorities include:
- Membership value and retention/growth in a changing scholarly landscape.
- Global relevance and inclusive participation, including sustainable models beyond the annual Congress (programming, partnerships, and digital engagement).
What barriers affecting Global South participation should be prioritized?
LASA invites bidders to diagnose barriers through stakeholder input and data review. Areas commonly raised include membership/registration affordability, payment mechanisms and currency constraints, visa/travel barriers, and language accessibility. Proposals should specify how you will identify and prioritize solutions.
How does LASA view newer organizations in the field: as competitors or collaborators?
LASA invites proposers to approach the changing association landscape thoughtfully. Proposals should include how you will assess differentiation and collaboration opportunities as part of the strategic diagnosis.
Planning horizon and implementation expectations
What planning horizon should proposers assume (e.g., 5–10 years)?
LASA is open to your recommended approach. Proposers should suggest a planning horizon and structure that best fits the association’s context and ambitions.
Should the plan include specific revenue diversification recommendations?
Yes. Proposals should address revenue sustainability and diversification in a way that is actionable and aligned with LASA’s mission and stakeholder expectations.
Is facilitation/training for rollout in Phase 3 optional or expected?
It is optional. Proposers may include it as an add-on and clearly describe what would be provided.
How will LASA evaluate success for the process and plan?
LASA will evaluate success based on both process and outputs, including:
- Breadth and representativeness of stakeholder engagement (e.g., by role, geography, language, gender, etc.)
- Governance alignment and on-time delivery of milestones
- Feasibility and resourcing alignment (including financial sustainability implications)
- A monitoring framework with practical KPIs/benchmarks that LASA can track annually
Timeline and milestones
Is the July–September strategy development window realistic given an October 15 draft submission date?
Proposers should treat the timeline seriously and propose a realistic sequencing of work, including clear milestones and review points. If you recommend adjustments for feasibility, please explain the rationale and implications.
Should in-person/hybrid engagement in March–May use the annual Congress?
Congress-based engagement is not required. Proposers may recommend it as an optional enhancement, specifying the format, purpose, level of responsibility (design/facilitation/synthesis), and cost implications.
Proposal logistics and selection process
Does LASA have a preferred consultant team size or staffing model?
No. LASA welcomes proposals from firms and teams of different sizes and configurations. We do not prescribe team size or staffing; bidders should propose the structure they believe will deliver the scope effectively.
Is LASA already considering a specific vendor?
No. LASA does not have a predetermined vendor.
Will shortlisted candidates have an opportunity to clarify their proposals before selection?
LASA may request clarifications from shortlisted candidates as needed.
Methodology clarification
When the RFP references “implementation of proposed methodological tools”, what does that mean?
This refers to the consulting team’s planning methods and tools (e.g., surveys, facilitation formats, protocols) used to conduct the work and support the process.
