Our Mission
To work towards the best end-of-life and bereavement care for all
Our Vision
Is an Ireland where people experiencing dying, death and bereavement are provided with the care and support they need.
1.0 Introduction:
Irish Hospice Foundation (IHF) is a national charity that addresses dying, death and bereavement in Ireland. Our vision is an Ireland where people facing end of life or bereavement, and those who care for them, are provided with the care and support that they need. The Irish Hospice Foundation is the only national organisation dedicated to dying, death and bereavement. We want to help people have a good death and get better bereavement support.
Founded by Mary Redmond in 1986, IHF began with the aim to extend availability of hospice services across the country, promote awareness of the hospice approach and develop research and education. Learn more by visiting our archives.
Since then, IHF has grown to develop programmes in education, research, and bereavement services. We are bringing hospice principles into acute hospitals, residential care settings and communities to ensure the delivery of compassionate end of life care. Our work aims to ensure that those people in Ireland experiencing dying, death and bereavement will have access to care and supports so they can choose their place of death.
IHF also seek to advocate and promote discussion on a broad range of issues related to dying, death and bereavement, to identify what matters most to Irish people at the end of life and how best to address their concerns.
From advocacy and education to services such as Nurses for Night Care and our Bereavement Support Line, we believe in the importance of dying well and grieving well wherever the place. From advice on thinking ahead and planning for death, to dying and coping with loss, we fund services and provide education, information training and advocacy.
2.0 The Assignment
2.1 Overview and Objectives
The Irish Hospice Foundation is seeking tenders from suitably qualified consultants to carry out a programme of work to support the Irish Hospice Foundation in developing a new strategic plan during 2024, for the period 2025 -2030. The objective of the strategic plan is to ensure Irish Hospice Foundation vision, mission and key strategic goals align with current needs and emerging trends within the scope of Dying, Death and Bereavement in Ireland. The new strategic plan should reflect the current and predicted future environment within which the IHF will continue to operate to advocate for better end of life and bereavement care and supports.
2.2 Scope of the assignment
IHF wish to engage a suitably qualified consultant(s) experienced in strategic planning who can support the process as required and per the agreed timeline.
To support this process, a Strategic Planning committee of two Board members, the CEO (chair) and 3 senior managers has been formed. It is envisaged that the successful tender will work closely with the CEO and the strategic planning committee. A proposed timeline and schedule of work activities has been agreed by the Board and the executive to monitor the development of the strategic planning process.
The strategic planning committee has commenced the data gathering process in preparation for the successful tender. Available data to inform the strategic planning process will include:
1. A review of the most recent strategic plan 2020
2. Completion of stakeholder engagement interviews
3. A review of IHF publications, discussion documents and relevant work in the last 10 years.
4. Horizon Scanning document to establish potential gaps and areas of opportunities in the next 10 years.
5. IHF Research Strategy (2023)
6. IHF Staff engagement and Culture survey (2024)
2.3 Tasks and deliverables in the development of IHF strategic plan 2025-2030:
Tasks:
7. To facilitate a series of group sessions with IHF staff, Board and potentially external stakeholders (interested / relevant parties) to identify key strategic objectives. We envisage a minimum of:2 staff away facilitated sessions (half days) External Stakeholder facilitated session (2hrs)Board consultation mid of October (2hrs)
8. To propose methodologies which are creative and allow for the organisation to be challenged during the facilitation process. The methodology should allow the identification of where the organisation can add value and impact those people in Ireland experiencing dying death and bereavement across communities in the future.
9. To assess and analyse the internal and external environment and evaluate the impact of these changes on IHF and its work programmes, making use of suitable strategic planning tools.
10. In examining external environments consideration needs to be given to likeminded organisations internationally and opportunities to benchmark and work collaboratively.
11. Complete an analysis of the data gathered by the sub-committee as listed above and include it in the strategic planning process.
Deliverables:
12. To provide the Strategic Planning committee with strategic options and rationale to assist them in setting the strategic direction for the next five years.
13. To develop a framework and indicators for each objective that clearly sets out what success looks like and how progress can be tracked and measured. This should clearly include measurement and assessment of our impact on the external environment and beneficiaries as well as internal metrics.
14. To Prepare a draft strategy document – both a high-level document and a more in-depth draft strategic action plan for discussion with the strategy planning group
15. To Draft and present Strategic Plan 2025 to 2030, including an Executive Summary. (Ideally the plan itself should be no longer than 10-15 pages including a one-page summary graphic/diagram, and appendices as deemed appropriate)
3.0 Process and Timeframe
16. As referenced a Strategic Planning committee has been established, chaired by the CEO. It is envisaged that the successful tender will engage with the strategy subgroup through a schedule of agreed meetings commencing Sept 2024 – Feb 2025.
17. A proposed timeline and schedule of work activities has been agreed by the Board and this will be utilised to monitor the development of the strategic planning process.
18. Appendix 1 outlines the respective project oversight and management roles.
3.1 Key Expectations
To draft and present a Strategic Plan (2025 to 2030), including an Executive Summary with an implementation plan and measurement framework.
4.0 Ethics and Values
IHF expect the successful tenderer to adhere to Irish Hospice Foundation’s values and beliefs and to follow any of our policies which are deemed appropriate.
5.0 Accountability and Management
The contract for services rests with the Irish Hospice Foundation’s. The primary point of contact for the successful tenderer will be Paula O’Reilly, CEO, Irish Hospice Foundation.
The successful tenderer will be expected to:
19. Maintain regular contact with the CEO, responding to communications in a timely manner.
20. Be flexible and responsive to the needs of the organisation as they arise.
5.1 Deliverables and schedule of work
IHF expect the successful tenderer to:
21. Commence the strategic planning process by start of September 2024 and have the process completed by February 2025.
22. Provide regular progress updates to the CEO and strategic planning committee.
5.2 Competency and expertise requirements
23. Have a proven track record in strategic planning.
24. Have a proven track record in working with Boards of Directors and senior management teams.
25. Demonstrate an understanding of and /or have experience working with NGOs.
26. Provide details of relevant experience and qualifications in delivering on all aspects of the tender and provide two referees associated with the two most appropriate pieces of work.
5.3 Tender Requirements
Tenders for this work must include:
27. Name of applicant / organisation name, address and contact details. In the case of consortia, please assign one person / organisation as the principal contact.
28. A statement outlining the understanding of the brief (max 600 words).
29. Personnel involved – details of all personnel who will be involved, including a short CV (no more than 600 words) which outlines their qualifications / experience.
30. Description of proposed project approach, methodology, actions and timeframe (max. 1200 words).
31. Examples of two relevant previous projects along with a separate referee, including contact details, for each project.
32. Key dependencies and requirements of IHF
33. Costings for work to include VAT.
34. Costs – detailed per day cost and any associated costs, including VAT.
35. Notification of any potential conflicts of interest
5.4 Evaluation:
Evaluations of tender submissions will be based on criteria specified in the tender requirements, using the following award criteria:
NoRequirements / CriterionWeighing CriteriaMinimum Scoring Required 1Understanding the Brief20% - 20 marks60% of marks required (12/20)2Relevant Knowledge, Expertise, Experience and Resources Allocated20% - 20 marks60% of marks required (12/20)3Content and Quality of Proposed Plan and Methodology40% - 40 marks60% of marks required (24/30)4Cost 20% - 20 marks60% of marks required (12/20)Total marks 100
Understanding the brief:
Those tendering should demonstrate in their proposals a good understanding of the brief and issues which this strategic plan is seeking to address, how as a national organisation IHF can add value and ensure maximum impact in this sector which is part of a wider health and social care system.
Relevant knowledge, expertise, experience and resources allocated
The highest scores will be awarded to the tenderers with the most appropriate knowledge and experience in delivering similar projects. Respondents should demonstrate their experience in working with both staff, management and Board groups. The tenderer must supply a CV of the person who will be carrying out the work.
Content and quality of proposed plan and methodology
This refers to the proposed approach to the design and development. The methodologies engaged should be creative and allow for the organisation to be challenged in the facilitation process to identify where the organisation can add value and maximise impact.
Tenderers must demonstrate their capability to bring the contract to a satisfactory conclusion by describing the methodology of approach to accomplish the project’s required outcomes within the stated timeframe. Number of days supplied and by whom should be specified for each part of the process.
Cost
This must include all costs and expenses for the work. Quotations should be inclusive of VAT and should be quoted in Euro. All prices quotes must remain valid for the duration of the work.
Following completion of the tender evaluation, the successful tenderer will be notified in writing. Once the offer is accepted, letters will be issued to the unsuccessful tenderer/s notifying them of the result.
The tender assessment process will be managed by the strategic planning committee who will assess the applications and award the contract to the successful tenderer. The group will have to be satisfied that the method and programme of work meet the requirements outlined and is cost effective. The group 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 group may cancel the process at any time.
6.0 Budget and schedule of payments
The maximum budget for this strategic plan is maximum €25,000 – €30,000 (exclusive of VAT). The price will be inclusive of all expenses, travel, subsistence and administration. For clarity, The Irish Hospice Foundation will not make any payments other than the price in the quotation response document. Payments will be made in instalments, based on deliverables.
Any quotations exceeding this amount will not be evaluated and will be eliminated from the process. Quotations with lower pricing will receive a proportionally higher score under the award criteria ‘cost’.
6.1 Shortlisting and clarification meetings
The Irish Hospice Foundation may shortlist applicants. The Irish Hospice Foundation may hold clarification meetings with those shortlisted. Applicants attending such meetings will do so at their own expense.
6.2 Tax Clearance Certificate
Before the contract is awarded, the successful tenderer will be required to produce a valid Tax Clearance Certificate, and if the certificate should expire within the course of the contract, a new certificate will be required.
resulting from the development of this Strategic Plan will reside with Irish Hospice Foundation and must be returned to Irish Hospice Foundation or on termination of any contract, in the format requested by Irish Hospice Foundation, and may not be used without the consent of Irish Hospice Foundation.