Request For Tender – Development Of An Advocacy Strategy For

Overview
Irish Hospice Foundation is seeking an external consultant experienced in strategic planning to support the process of developing an Advocacy Strategy.
The Advocacy Strategy will set out how advocacy can support the organisation to deliver on our Strategic Plan 2025 – 2030 (Irish-Hospice-Foundation-Strategy by critically reflecting on our advocacy needs, priorities and approaches to the work.
Budget
The maximum budget for the development of this Advocacy Strategy is €12,000.
This is inclusive of VAT and all associated expenses such as travel.
Closing date
The closing date for the receipt of tenders is Friday 15th August at 12pm.
About Irish Hospice Foundation (IHF)
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.
Our mission is to work towards the best end-of-life and bereavement care for all.
Our values are integrity, courage, respect, compassion and inclusion.
Advocacy in IHF
Advocacy has been integral to the work of IHF since its inception.
Our Strategic Plan includes a commitment to develop an Advocacy Strategy that aligns to the implementation of the organisational Strategy.
Historically, the advocacy function has been involved in many aspects of IHF's work which traverses a myriad of experiences across the dying, death and bereavement journey - from societal awareness and preparing for death, through to the final stages of dying, grief and bereavement.
Advocacy has amplified the impact of IHF programmes and supported the delivery and investment in the area of dying, death and bereavement.
We have informed policy making and legislation, influenced politically, delivered and supported knowledge translation of research at national level, as well as internationally.
We work in collaboration with over 50 different types of networks, partnerships, advisory and strategic working groups and alliances on specific topics of interest.
The organisation has grown significantly in size and scope, and IHF now wish to review its current advocacy approach; how advocacy goals are set and realised and how our advocacy work is integrated across the organisation.
We want to clarify our advocacy priorities, how we can achieve the most effective impact through an advocacy coalition, working with others, to improve the dying, death and bereavement experience.
Overall objective
To develop an Advocacy Strategy which supports IHF's advocacy work to deliver on the strategic priorities set out in our Strategic Plan 2025 – 2030 in relation to dying, death and bereavement by critically reflecting, clarifying and setting our advocacy priorities and approach.
The objectives are to:
Define a clear purpose and overall approach for the advocacy function in IHF based on research and evidence.
Clarify the role and responsibilities to undertake effective and integrated advocacy across our work programmes in IHF.
Identify a road map for the key priorities for the advocacy work, aligned to the organisation's strategic priorities.
Outline the understanding of advocacy within the organisation.
Inform our approach to achieving our advocacy goals both with internal and external stakeholders.
Highlight mechanisms for the identification of what success would like.
Approach to the development of the Advocacy Strategy
Working closely with the Director of Research, Advocacy and Policy Manager, CEO and an assigned working group we envisage that the approach will encompass a number of key components:
Review of relevant knowledge and literature
A brief scoping of the approaches to advocacy, including the approaches of likeminded organisations nationally and internationally, that work collaboratively to influence change within service delivery and political systems and how these approaches can inform the Advocacy Strategy.
Propose consultation methodologies which allow for a creative, collaborative and constructive facilitation process.
The methodology should allow the identification of areas where the organisation can add value and impact in terms of our advocacy work to those experiencing dying, death and bereavement in Ireland.
Internal and external consultations with:
IHF senior management, Board and staff members to discuss/review the objectives highlighted above.
Those working in the areas of end-of-life and bereavement care to inform how these networks and collaborations can strengthen and inform our advocacy work.
Other organisations working in the area of advocacy.
Internal and external consultations
Propose consultation methodologies which allow for a creative, collaborative and constructive facilitation process.
The methodology should allow the identification of areas where the organisation can add value and impact in terms of our advocacy work to those experiencing dying, death and bereavement in Ireland.
Internal and external consultations with:
IHF senior management, Board and staff members to discuss/review the objectives highlighted above.
Those working in the areas of end-of-life and bereavement care to inform how these networks and collaborations can strengthen and inform our advocacy work.
Other organisations working in the area of advocacy.
Analysis and outputs
Key themes from the review of knowledge, literature and consultations will be analysed to define and set out the approach for advocacy in IHF.
Outputs will include:
Presentations at key milestones to relevant people outlining the progress of the Advocacy Strategy.
Document that sets out the framework for the Advocacy Strategy outlining the priorities, calls to action, approaches, roles, responsibilities and activities of the work.
Tender proposals must include:
Description of approach and methodology that will be taken to the work listing key milestones for reporting progress on the key stages of development.
Personnel involved – details of all personnel who will be involved, including a description of relevant expertise and prior experience.
Detailed budget breakdown, including staff time and costs (VAT inclusive).
Breakdown of time allocation.
Identification of any potential conflicts of interest.
Examples of two relevant projects you have engaged with for similar/ related work along with a referee for each, including contact details, that IHF can contact.
Assessment Criteria
Evaluations of submissions will be based on the criteria specified in the tender requirements, using the following award criteria:
Requirements / Criterion
Weighting
1
An understanding of the tender that demonstrates clarity about the issues which this Advocacy Strategy is seeking to address
20%
2
Relevant knowledge, experience and resources allocated in relation to strategic/advocacy planning and development
20%
3
Content and quality of proposed plan and methodology in relation to the objectives set out in the tender
40%
4
Costs related to the time and input involved
20%
Budget
The maximum budget for this Advocacy Strategy is €12,000.
This is inclusive of VAT and all associated expenses such as travel.
A payment schedule will be agreed prior to the commencement of the work.
Schedule of work
IHF expect the successful applicant to commence the strategic planning process by early September and have completed the process by January 2026.
This timeframe should include engagement / consultation with relevant stakeholders and production of the final document.
Tender Submissions
Tender submissions should be emailed to: Marie Buckley, Executive Assistant to CEO, Irish Hospice Foundation, Morrison Chambers, 32 Nassau Street, Dublin 2 – ****** by Friday 15th August at 12pm.
Queries
Any queries or questions in relation to this call for tenders can be made to Marie Buckley, Executive Assistant to CEO – ******