Supporting Document: Briefs for internally or externally commissioned work - Opening up the national heritage of the Royal Hospital Chelsea, home ...
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Supporting Document: Briefs for internally or externally commissioned work Opening up the national heritage of the Royal Hospital Chelsea, home of the Chelsea Pensioners: NL-21-00018 May 2021
ROYAL HOSPITAL CHELSEA
Opening up the national heritage of the Royal Hospital Chelsea, home of the
Chelsea Pensioners
ACTIVITY PLAN CONSULTANCY BRIEF
Role: Development of Activity Plan to support a Round 2 (Delivery Phase) National Lottery
Heritage Fund project at the Royal Hospital Chelsea
Location: Home or company based; ability to travel to London for meetings and workshops
Reporting to: Project Manager (Audience Engagement) – 1 of 2 Project Managers
Contract: November 2021 – May 2022
1. Executive Summary
The Royal Hospital Chelsea (RHC) has received a Development Phase grant from the
National Lottery Heritage Fund (NLHF) in support of its project, ‘Opening up the national
heritage of the Royal Hospital Chelsea, home of the Chelsea Pensioners’.
As part of the Development Phase, which will run from October 2021 to May 2022, RHC
is seeking to appoint a consultancy to prepare an Activity Plan in advance of the second-
round (Delivery Phase) funding application, which is scheduled for submission in May
2022.
The appointed consultancy will be required to build on outline proposals and
recommendations from our Accessibility Panel, stakeholders, target groups and partners
and develop an all-encompassing and fully-costed Activity Plan for the project (to the
equivalent of RIBA Stage 3), giving due regard to guidance and which is NLHF-
compliant.
2. About the Royal Hospital Chelsea (RHC)
RHC was the first institution in the United Kingdom to offer round the clock care for Army
veterans and, as such, constitutes one of Britain’s first social services. Its relevance to
modern society remains undiminished as it has continued this important work on the
same historic site for 329 years in testament to the sacrifice made by successive
generations of soldiers in the service of our nation. Numbered amongst Britain’s most
important heritage sites as the permanent home to the Chelsea Pensioners, it remains
one of our most loved and valued working historic buildings and the flagship organisation
for the Army veteran community at large.
RHC prides itself on offering not only the highest standard of care and support but also
the best quality of life to all Chelsea Pensioners, for whom it is their final home. Through
their connection with RHC, the Chelsea Pensioners are provided with refuge in their
advanced years and afforded the respect and recognition they deserve.
As well as domiciliary care available to all resident veterans, the on-site care home
(Margaret Thatcher Infirmary) provides for Chelsea Pensioners who stay for shortperiods when they are unwell and acts as a place of convalescence following treatment
or surgery in local hospitals. The Infirmary is also home to a 28-bed dementia unit,
dedicated to providing specialist full-time care to those veterans suffering from a range of
cognitive impairments. The Infirmary also houses a GP medical centre and physio and
occupational therapy practice.
To complement its exemplary care and support work, the RHC is continuously
developing a varied activities programme that is accessible to all Chelsea Pensioners.
The simplest of activities such as cooking, painting or gardening will allow a person to
feel more connected to the outside world and can maximise choice and control,
particularly for those with cognitive conditions.
RHC’s historic grounds, (home to the RHS Chelsea Flower Show) operate as an
important urban green space, accessible to the public, with formal gardens and an
extensive woodland area.
Royal Hospital Chelsea Appeal Ltd is recognised as a charity by HMRC and the Charity
Commission (registered charity no. 1076414).
3. The Project
Home to the iconic Chelsea Pensioners since 1692 and nationally acclaimed for leading
veteran care, awareness of the Royal Hospital Chelsea’s (RHC) heritage is low and
engagement with diverse local communities is limited.
By sharing our award-winning health and wellbeing expertise and magnificent heritage
assets, this transformative project will:
• integrate our heritage within existing expert care methodologies to benefit dementia
groups, veterans, lower income and ethnically diverse communities within our
catchment. Focused evaluation will enable us to disseminate and share our learning.
• engage audiences with the unique story of RHC and the Chelsea Pensioners by
uniting visitor, learning, volunteering and community outreach services for the first
time within a new Visitor Centre (the Grade II* Sir John Soane Stable Block) and
improve the visitor experience across the wider site.
• work with local communities, including resident Chelsea Pensioners, to test, design
and deliver improved interpretation, alongside developing a relevant and meaningful
activity programme.
• inspire diverse audiences to become involved in and learn about RHC’s heritage,
ranging from veterans’ histories to our urban green spaces.
• ensure the last undeveloped cultural site on Royal Hospital Road becomes fully
accessible, strengthening the area as a heritage destination, blending local
distinctiveness with national significance.
4. The Commission
4.1 Brief
The Development Phase includes budget to develop:
• Activity Plan
• Interpretation Plan
• Exhibition Design
• Business Plan• Heritage Communications Strategy
• Evaluation
Please note that the Royal Hospital Chelsea (RHC) will consider the same consultancy
for more than one commission, particularly in relation to the Interpretation and Activity
planning and Exhibition Design.
The Activity Plan should build on audience development work undertaken in advance of
the Development Phase application. This included detailed consultation, research and
data on current and potential audiences, as well as identified 3 target groups for the
Soane Stable Block project:
1. People and communities affected by dementia
2. Non-resident veterans
3. Lower income communities (including ethnically diverse groups) within the immediate
catchment area
RHC’s wider potential and core audiences include:
1. Chelsea Pensioners
2. Serving military groups
3. Sikh community
4. “Metroculturals” within RBKC
5. Adult learners, including volunteers
6. Families
The appointed consultancy will test, extend and develop the current engagement,
learning, participation and volunteering programmes. They will devise further plans and
activities and will work closely with RHC staff and other appointed consultancies to
ensure co-ordination and to pilot proposals with audiences.
The Activity Plan must be in the appropriate format for a second-round (Delivery Phase)
funding application to the NLHF, giving due regard to guidance, and developed to meet
the equivalent of RIBA Stage 3.
The successful consultant will need to work closely with:
• Project Steering Group, chaired by the CEO, and wider staff
• National Army Museum
• Exhibition Designer
• Interpretation Planner
• Evaluation consultancy
• RHC’s Dementia Specialist Activity Worker and occupational therapists
• Project Accessibility Panel
• Internal and external stakeholders
• Target groups for this project
The main contact will be the Project Manager (Audience Engagement), one of 2 Project
Managers.
The consultant will need to state in their tender:
a) How they will liaise with other consultancies, audience groups and RHC staff;b) How they will integrate their findings and proposals with other reports and appointed
consultancies; and
c) How they will gather the views of external stakeholders and target audiences in the
development of innovative opportunities to successfully integrate RHC’s heritage assets
with our social care provision.
RHC is an important heritage asset for the nation but it is also the home of the Chelsea
Pensioners, some of whom constitute vulnerable adults. As such, because of the
sensitivity surrounding certain areas of the site, the appointed consultancy should ensure
the wishes and rights of the veteran population (as well as day to day care operations)
continue to be observed and respected, whilst simultaneously promoting RHC as a
heritage destination, welcoming visitors and diverse audiences.
4.2 Objectives of the Activity Plan
o Introduce new and priority audiences to RHC’s cultural, built and natural
heritage and the Chelsea Pensioners through a wide range of regular and
targeted activities and events, online, onsite and within the wider
community
o Develop regular programming that will inspire existing audiences to return
to RHC and to remain engaged with its heritage
o Engage volunteers and staff from across the organisation in specialist
activities, providing new opportunities for training and development
through the creation of a Volunteering & Training Plan
o Create opportunities for audiences to develop new skills
o Ensure the new Activity programme is well-attended, popular, sustainable
and offers something of interest to all audiences, regardless of their level of
need
o Foster RHC’s new Visitor Centre as a hub for cultural and creative learning,
pioneering new practices for the exchange of ideas
o Ensure learning and community outreach programming is resilient as a
result of expert resource, a capable volunteer body and appropriate
equipment
4.3 The scope of work
Suggested elements for consideration:
• review existing programming and documents
• undertake consultation with stakeholders and target groups to ascertain the context and
aspirations for the project, testing proposals as appropriate
• undertake a market assessment of potential audiences
• research comparator organisations to learn from best practice
• undertake consultation with potential partners who may help to deliver the programme
• develop partnership agreements with key delivery partners for aspects of the work
• undertake consultation with the community (organisations and individuals)
• undertake consultation with the formal learning sector (schools, FE and HE). Devise the
framework for RHC’s formal learning service• write an Activity Plan that draws together all the research and makes a cogent argument
for target audiences and the activity programme
• produce a fully costed Action Plan as part of the Activity Plan
• produce a Volunteering and Training Plan for the project
• identify key performance indicators (and associated qualitative and quantitative
evaluation methods) expected by NLHF and RHC, respectively. Outline who is
responsible for gathering data and recording the results, and identify any training
required, working closely with the Evaluation consultant
• attend Project Steering Group meetings at key milestones
• liaise closely with the appointed Interpretation Planner and Exhibition Designer to ensure
alignment of the Activity Plan and capital elements of the project
• liaise with the appointed Business Planner to ensure the Activity Plan is integrated within
Business Plan outcomes, where appropriate, particularly in relation to any revenue
opportunities. Develop sustainability plans for project activities, including how they can
be continued and developed after the project
• liaise closely with a specialist practitioner advisor in the development of a methodology
for integrating heritage and social care
• identify any potential apprenticeship roles or resource requirements and produce job
descriptions in conjunction with the Project Manager (Audience Engagement) in advance
of the Delivery Phase application
• establish a working timeline to produce the Activity Plan, providing dates for completion
of key activities and methodologies of work in accordance with wider project milestones
• review existing documents
• feed ideas into the Exhibition Design and Interpretation Plan consultancies
• feed into the Management and Maintenance Plan and project risk register
• value engineering: revisit proposals to ensure these are in keeping with Delivery Phase
budgets
• abide by RHC’s safeguarding policy and national data protection guidelines
• attend NLHF liaison meetings as required, including Committee visits or reviews
Please note that in order to foster organisational learning, RHC requires all appointed
consultancies to provide informal mentoring throughout the duration of the contract to in-
house staff and volunteers.
4.4 Outputs
RHC will require the final Activity Plan to include:
a) Plans for audience engagement and development, formal and informal learning,
participation, community outreach and volunteering
b) A fully-costed 3-year Action Plan to deliver the Activity Plan, to the equivalent of
RIBA Stage 3, in advance of the Delivery Phase application submission
c) Job descriptions for proposed posts to be funded through the Delivery Phase
d) An electronic copy of the final documents in PDF and Word formats, with appendices
detailing the full scope of research and work
e) Electronic copies of source material
f) Electronic copies of any presentations relating to the Plan
Final reports should be succinct with a clear emphasis on what could be done and why
specific actions are recommended.
The consultancy will assign the copyright of all outputs to RHC for use in connection with its
operations. The consultancy must clear the copyright for any images, illustrations or other
material used.The Activity Plan will be a confidential document and may therefore not be distributed
without prior consent from RHC.
5. Tender Requirements
The tender should include the following:
o Proposed methodology, programme and timescales
o Details of relevant experience of activity planning and development, especially for
NLHF funded projects
o A fixed–price quote, including daily rates for all team members and VAT (if
applicable), production costs for final documents and any anticipated expenses
(e.g. travel to RHC)
o Confirmation that the consultant has the capacity to complete the work within the
brief and to the agreed timescale
o An explanation of each person’s responsibilities and any sub-contracting for
particular parts of the work, where necessary
o Insurance details. Consultancies providing quotations who do not hold the
required level of insurance cover may indicate the cost of obtaining this additional
cover and this will be added to the total cost of the quoted price for comparison
purposes.
6. Timescale
In order to support other consultancy outputs, work relating to the Activity Plan will need
to be carried out between November 2021 and May 2022, with the final submission of
the Delivery Phase application to NLHF scheduled for May 2022.
We recognise the time constraints on our Development Phase will make it challenging
(this is due to the implications for our project resulting from a site-wide capital works
programme that also includes new buildings), so we ask tenders to be realistic about
consultancies’ ability to fulfil the brief to the deadline.
7. Tender evaluation / weighting
The chosen consultancy will be selected based on:
• Proven experience of similar work (20%)
• Methodology and assessment of key issues to be addressed and how objectives
will be met (40%)
• Value for money (10%)
• Interview (20%)
• Tender price (10%)
8. Budget
There is an indicative budget for this work of £22,500 inclusive of all expenses, but
excluding VAT (£4,500).
A fixed fee proposal is required. Consultancies must make RHC aware of whether VAT
is applicable from the outset as we are unable to reclaim this.
9. Available Documentation
▪ The NLHF Development Phase application form
▪ RHC visitor experience report (Morris Hargreaves McIntyre, 2019)
▪ RHC audience development report (Christina Dixon Consultancy, 2020)
▪ RHC museum development report (Julia Holberry Associates, 2020)
▪ RHC urban green spaces scoping report (VIRIDIS Urban & Rural, 2020)▪ RHC heritage consultation report (Internal, 2021) All consultancies invited to tender will also be offered the opportunity to attend a short tour of RHC, led by a Chelsea Pensioner. 10. Management of the commission The commission will be managed through day to day liaison with the Project Manager (Audience Engagement), together with the wider Project Steering Group, chaired by the CEO. 11. Submission The principal contact for the tender process will be Kate Ainley-Marr, Project Manager (Audience Engagement): E: kate.ainley-marr@chelsea-pensioners.org.uk T: 020 7881 5241 Tenders must be marked “Opening up the national heritage of the RHC, home of the Chelsea Pensioners: Activity Plan Tender”. Short-listed candidates will be invited to attend a presentation and interview process as part of RHC’s Procurement protocol.
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