UK Public Sector Contracts & Tenders

Exeter City Council is commencing a formal Preliminary Market Engagement (PME) exercise in advance of initiating a procurement process. The purpose of such engagement is to understand the level of market interest and to seek market intelligence on offerings in the market and to help develop the authority's requirements and approach to the proposed future tender exercise. The council is seeking one or more partners to design, manufacture and install a new MRF processing line in its facility at Exton Road. The material recovery facility currently at Exton Road is due to be upgraded. There are a number of reasons behind this: • Elements of the facility are at capacity • Some of the plant and equipment is nearing the end of its life with spares unavailable • A fire suppression system is needed as part of the operational license • Increased recycling capability across different materials is required The project has 2 parts to it that need to be coordinated and integrated to deliver the above objectives. A building project to prepare the building to accommodate the new plant and equipment and to support its operation. An exercise is currently underway to appoint a design team for this element of the project. New plant to be installed in the facility to replace the existing and to enhance the recycling and recovery function.

Exeter is a dynamic and growing city with a population of over 130,000 people (which has grown by c.15% over the last 10 years). The city is the economic hub of Devon with an unemployment rate of 2.2%, 35,000 daily commuters and a travel to work area of 500,000 people. The city is strategically located on the M5, A38 and A30 and is served by two national rail lines. Exeter is home to a burgeoning economy and major employers like the Met Office, Devon County Council and the Devon and Exeter NHS Foundation Trust. The University of Exeter, a leading Russell Group university, and Exeter College anchor the educational offer of Exeter and the Southwest. The city also provides easy access to a fantastic local environment including the countryside, moor and the coast, linked to a high-quality built environment and heritage. As part of an extensive commercial, operational and civic portfolio, the Council owns and operates a significant car park estate which comprises a total of 31 car parks amounting to 3720 spaces. The city centre is served by 3 multi storey car parks which includes the Cathedral & Quay (C&Q) car park which is accessed directly from Western Way (A3015) directly to the south of the city centre. The C&Q car park was constructed in the late 1980's and at the time was considered the premier city centre car park for Exeter. The car park is owned freehold by the Council and is situated in a prominent and strategically important location between Exeter Cathedral (and the prime retail district) and the historic Quayside. Key information regarding the C&Q is set out below: 1. Construction method - In-situ concrete frame with waffle deck slab with brick facades and stair & ventilation towers. 2. Total no of spaces - 355 spaces 3. No of spaces in use (excl. permit holders) - 166 spaces 4. No of levels - 5 split-level decks 5. Payment Method - Pay and Display 6. Charging Period - 8am to 6pm (Monday to Sunday) 7. Average net annual income for 2022-25 period (excl. permit holders) - £289,098 (£1741/space) 8. Zone and Tariff - Zone 2 - 2 hours £3.40 - 3 hours £4.50 - 4 hours £5.60 - 5 hours £6.70 - All day £11.00 (pay by cash or phone) 9. No of Permit holders - 40 situated on ground floor 10. C&Q is located within a conservation area, and borders the historic Roman city wall to the east of the site The car park has fallen into a state of disrepair over the last 5 year and as a result is not fully operational with the top 2.5 decks now closed. The decision to close these decks has also led to an increase in antisocial behaviour which in turn has had a further detrimental impact on the car park's image and utilisation. Having regard to the performance of the Council's other city centre car parks, C&Q clearly has a significant amount of latent potential. However, this potential will only be realised following the car park's refurbishment together with the implementation of an active asset management strategy which addresses its medium-term operation/management and promotion. These combination of circumstances present a rare opportunity for the Council and a private sector partner to align and collaborate in identifying a solution to transform the performance of a major city centre car parking asset. The Council is seeking to engage the marketplace to initiate a dialogue and to gauge market appetite for entering into a form of partnership which will focus on optimising the performance of C&Q car park into the future. The Council is flexible concerning partnering options however key priorities include: - Identifying leading project management expertise to successfully complete the refurbishment works on behalf of the Council - Entering into suitable partnership arrangements (e.g. Management Agreement, Geared Ground Lease) which effectively transfers the responsibility to operate, manage and promote the car park to a leading private sector operator on terms to be agreed. This agreement would be focused on optimising this car park asset (resulting in strengthening the net income stream over time) and is likely to incorporate agreed KPI's and annual reviews. - Creating the conditions to optimise utilisation and income generation through a potential review of C&Q's existing tariff zoning, permit holding and staffing arrangements. The Council views C&Q as a potential pilot initiative and subject to the outcome of this procurement exercise is willing to consider the option of identifying and transferring additional car park/s into a partnership arrangement supported by an approved business case.

Exeter is a dynamic and growing city with a population of over 130,000 people (which has grown by c.15% over the last 10 years). The city is the economic hub of Devon with an unemployment rate of 2.2%, 35,000 daily commuters and a travel to work area of 500,000 people. The city is strategically located on the M5, A38 and A30 and is served by two national rail lines. Exeter is home to a burgeoning economy and major employers like the Met Office, Devon County Council and the Devon and Exeter NHS Foundation Trust. The University of Exeter, a leading Russell Group university, and Exeter College anchor the educational offer of Exeter and the Southwest. The city also provides easy access to a fantastic local environment including the countryside, moor and the coast, linked to a high-quality built environment and heritage. As part of an extensive commercial, operational and civic portfolio, the Council owns and operates a significant car park estate which comprises a total of 31 car parks amounting to 3720 spaces. The city centre is served by 3 multi storey car parks which includes the Cathedral & Quay (C&Q) car park which is accessed directly from Western Way (A3015) directly to the south of the city centre. The C&Q car park was constructed in the late 1980's and at the time was considered the premier city centre car park for Exeter. The car park is owned freehold by the Council and is situated in a prominent and strategically important location between Exeter Cathedral (and the prime retail district) and the historic Quayside. Key information regarding the C&Q is set out below: 1. Construction method - In-situ concrete frame with waffle deck slab with brick facades and stair & ventilation towers. 2. Total no of spaces - 355 spaces 3. No of spaces in use (excl. permit holders) - 166 spaces 4. No of levels - 5 split-level decks 5. Payment Method - Pay and Display 6. Charging Period - 8am to 6pm (Monday to Sunday) 7. Average net annual income for 2022-25 period (excl. permit holders) - £289,098 (£1741/space) 8. Zone and Tariff - Zone 2 - 2 hours £3.40 - 3 hours £4.50 - 4 hours £5.60 - 5 hours £6.70 - All day £11.00 (pay by cash or phone) 9. No of Permit holders - 40 situated on ground floor 10. C&Q is located within a conservation area, and borders the historic Roman city wall to the east of the site The car park has fallen into a state of disrepair over the last 5 year and as a result is not fully operational with the top 2.5 decks now closed. The decision to close these decks has also led to an increase in antisocial behaviour which in turn has had a further detrimental impact on the car park's image and utilisation. Having regard to the performance of the Council's other city centre car parks, C&Q clearly has a significant amount of latent potential. However, this potential will only be realised following the car park's refurbishment together with the implementation of an active asset management strategy which addresses its medium-term operation/management and promotion. These combination of circumstances present a rare opportunity for the Council and a private sector partner to align and collaborate in identifying a solution to transform the performance of a major city centre car parking asset. The Council is seeking to engage the marketplace to initiate a dialogue and to gauge market appetite for entering into a form of partnership which will focus on optimising the performance of C&Q car park into the future. The Council is flexible concerning partnering options however key priorities include: - Identifying leading project management expertise to successfully complete the refurbishment works on behalf of the Council - Entering into suitable partnership arrangements (e.g. Management Agreement, Geared Ground Lease) which effectively transfers the responsibility to operate, manage and promote the car park to a leading private sector operator on terms to be agreed. This agreement would be focused on optimising this car park asset (resulting in strengthening the net income stream over time) and is likely to incorporate agreed KPI's and annual reviews. - Creating the conditions to optimise utilisation and income generation through a potential review of C&Q's existing tariff zoning, permit holding and staffing arrangements. The Council views C&Q as a potential pilot initiative and subject to the outcome of this procurement exercise is willing to consider the option of identifying and transferring additional car park/s into a partnership arrangement supported by an approved business case.

Exeter City Council manages a varied estate that includes operational buildings, public amenities, and specialist infrastructure. Many of these assets feature complex mechanical and electrical systems, bespoke installations, and statutory compliance obligations. These must be proactively maintained to ensure safety, operational efficiency, and uninterrupted service delivery. The Council is currently reviewing its approach to planned preventative maintenance to improve consistency, reduce reactive repairs, and strengthen data-led asset management. Key areas of focus include the integration of digital compliance tools, alignment of service delivery across disciplines, and the establishment of resilient, well-structured contractual arrangements.

Exeter City Council manages a varied estate that includes operational buildings, public amenities, and specialist infrastructure. Many of these assets feature complex mechanical and electrical systems, bespoke installations, and statutory compliance obligations. These must be proactively maintained to ensure safety, operational efficiency, and uninterrupted service delivery. The Council is currently reviewing its approach to planned preventative maintenance to improve consistency, reduce reactive repairs, and strengthen data-led asset management. Key areas of focus include the integration of digital compliance tools, alignment of service delivery across disciplines, and the establishment of resilient, well-structured contractual arrangements.

Exeter City Council (ECC) plans to procure Temporary Accommodation (TA) and Supported Accommodation (SA), along with separate commissioning of Personal Support, and is seeking supplier feedback to help shape the approach. 1) Accommodation • Properties must meet compliance, safeguarding, and suitability standards. • Temporary Accommodation and Supported Accommodation will work with ECC's "support follows the person" model. • ECC proposes a sufficient mix of temporary accommodation (identified through our housing needs assessment) that can meet the council's statutory duties as stated in Part 7 of the Housing Act 1996 (as amended) and summarised in the Homelessness Code of Guidance. Temporary Accommodation should offer a mix of shared and self-contained units, for varying and overlapping needs, identified through individual assessment. • ECC proposes a two-tier Supported Accommodation model: o Tier 1 - Off the Streets: Up to 28 days for rough sleepers and those not eligible for statutory support. o Tier 2 - Supported Accommodation: For eligible households needing 24/7 supervision and community support (typical stay: 3-6 months). Additional requirements: • Eviction prevention standards and capacity to step up/step down support. • Housing management and Intensive Housing Management funded via Housing Benefit where eligible. • The new supported accommodation licensing regime under the Supported Housing (Regulatory Oversight) Act 2023 is likely to be implemented in 2026. This licensing regime marks a significant shift towards formal regulation and quality assurance in supported accommodation. Providers will be expected to meet the standards required for supported accommodation licensing once this has come into force. 2) Personal Support Commissioned separately so support follows the person across all ECC settings (TA, ECC Commissioned provider accommodation, Housing First, Private Rented Sector, support to move-on, general needs). Key features: • Continuity of worker, intensity matched to need. • Outcomes-based payment linked to tenancy sustainment and positive move-on. • Quality standards: psychologically Informed environments, trauma-informed practice, and staff supervision. 3) Proposed Commercial Approach ECC is considering: • Framework: Use an existing one or create a new one. • Tender: Open or competitive flexible procedure. Initial idea: • An arrangement for Temporary Accommodation and; • An arrangement for Supported Accommodation (two-tier model) and; • A separate arrangement for Personal Support within these settings The Authority currently has confirmed funding for the initial contract term only. At this stage, there is no guarantee of further funding beyond this contract. However, if additional funding becomes available in future, the Authority reserves the right to award a new contract directly under Section 41 of the Public Procurement Act 2023 (PA2023), where the relevant conditions are met - including where additional services are similar to those provided under this contract, and the supplier has performed satisfactorily. This clause does not constitute a commitment to future funding or a binding obligation to proceed with any such direct award. What we want feedback on Market and Delivery • Market capacity and available delivery models. • Property sourcing and location strategies (how suppliers secure properties, ensure they meet local demand, and provide coverage in priority areas). Standards and Performance • Service standards, KPIs, and outcome-based payment mechanisms. • Data and reporting capabilities (real-time occupancy, outcomes, KPIs; proposals for monitoring and reporting frameworks). Compliance and Risk • Compliance with safeguarding requirements, property standards, and the Homelessness Code of Guidance. • Risk management approaches (safeguarding, compliance, reputational risk, and contingency planning for peak demand). Social and Environmental Impact • Social value commitments, including local employment opportunities. • Environmental sustainability measures (energy efficiency standards and alignment with ECC's Net Zero 2030 goals). Implementation and Barriers • Mobilisation timelines for contracts commencing after April 2026. • Barriers to entry (anticipated challenges in bidding or service delivery and support ECC could provide to enable participation). Note: ECC is not guaranteeing volumes at this stage.

Exeter City Council (ECC) plans to procure Temporary Accommodation (TA) and Supported Accommodation (SA), along with separate commissioning of Personal Support, and is seeking supplier feedback to help shape the approach. 1) Accommodation • Properties must meet compliance, safeguarding, and suitability standards. • Temporary Accommodation and Supported Accommodation will work with ECC's "support follows the person" model. • ECC proposes a sufficient mix of temporary accommodation (identified through our housing needs assessment) that can meet the council's statutory duties as stated in Part 7 of the Housing Act 1996 (as amended) and summarised in the Homelessness Code of Guidance. Temporary Accommodation should offer a mix of shared and self-contained units, for varying and overlapping needs, identified through individual assessment. • ECC proposes a two-tier Supported Accommodation model: o Tier 1 - Off the Streets: Up to 28 days for rough sleepers and those not eligible for statutory support. o Tier 2 - Supported Accommodation: For eligible households needing 24/7 supervision and community support (typical stay: 3-6 months). Additional requirements: • Eviction prevention standards and capacity to step up/step down support. • Housing management and Intensive Housing Management funded via Housing Benefit where eligible. • The new supported accommodation licensing regime under the Supported Housing (Regulatory Oversight) Act 2023 is likely to be implemented in 2026. This licensing regime marks a significant shift towards formal regulation and quality assurance in supported accommodation. Providers will be expected to meet the standards required for supported accommodation licensing once this has come into force. 2) Personal Support Commissioned separately so support follows the person across all ECC settings (TA, ECC Commissioned provider accommodation, Housing First, Private Rented Sector, support to move-on, general needs). Key features: • Continuity of worker, intensity matched to need. • Outcomes-based payment linked to tenancy sustainment and positive move-on. • Quality standards: psychologically Informed environments, trauma-informed practice, and staff supervision. 3) Proposed Commercial Approach ECC is considering: • Framework: Use an existing one or create a new one. • Tender: Open or competitive flexible procedure. Initial idea: • One arrangement for Temporary Accommodation, and • A separate arrangement for Supported Services within those settings. The Authority currently has confirmed funding for the initial contract term only. At this stage, there is no guarantee of further funding beyond this contract. However, if additional funding becomes available in future, the Authority reserves the right to award a new contract directly under Section 41 of the Public Procurement Act 2023 (PA2023), where the relevant conditions are met - including where additional services are similar to those provided under this contract, and the supplier has performed satisfactorily. This clause does not constitute a commitment to future funding or a binding obligation to proceed with any such direct award. What we want feedback on Market and Delivery • Market capacity and available delivery models. • Property sourcing and location strategies (how suppliers secure properties, ensure they meet local demand, and provide coverage in priority areas). Standards and Performance • Service standards, KPIs, and outcome-based payment mechanisms. • Data and reporting capabilities (real-time occupancy, outcomes, KPIs; proposals for monitoring and reporting frameworks). Compliance and Risk • Compliance with safeguarding requirements, property standards, and the Homelessness Code of Guidance. • Risk management approaches (safeguarding, compliance, reputational risk, and contingency planning for peak demand). Social and Environmental Impact • Social value commitments, including local employment opportunities. • Environmental sustainability measures (energy efficiency standards and alignment with ECC's Net Zero 2030 goals). Implementation and Barriers • Mobilisation timelines for contracts commencing after April 2026. • Barriers to entry (anticipated challenges in bidding or service delivery and support ECC could provide to enable participation). Note: ECC is not guaranteeing volumes at this stage.

Exeter City Council is procuring the installation, commissioning, and ongoing maintenance of CCTV systems across multiple locations within the city. The contract covers the supply and installation of IP CCTV cameras, associated wireless/4G/5G transmission equipment, electrical supplies, containment, and full integration with the Council’s existing Genetec Video Management System. The maintenance element includes preventative and reactive servicing, fault resolution, firmware updates, and system performance management. The appointed contractor must hold relevant certifications, including NICEIC, HERS, and IPAF, and must comply with all technical, electrical, and operational requirements set out in the specification.

Exeter City Council seeks to establish a four-lot framework to secure accommodation and support services to meet statutory duties relating to homelessness prevention, relief, and placement; safeguarding of vulnerable adults and families; and delivery of outcome focused support. The framework will enable call offs (Mini competitions or direct awards, where permitted) across the following lots: Lot 1: Temporary Accommodation (TA) - Short-term, reactive placements, to include placements out of hours, (incl. nightly paid) for individuals/families pursuant to duties under Part 7 of the Housing Act 1996 (as Amended). Lot 2: Off the Streets Accommodation - Emergency beds and rapid access units (including respite provision) for same day placements for rough sleepers, people at immediate risk of rough sleeping and those not eligible for statutory support. Lot 3: Supported Accommodation - Medium-term accommodation with intensive housing management function; will support tenants with pathway progression to independence. Lot 4: Floating Support - support that is not linked to any specific property; will support individuals to sustain tenancies and prevent homelessness. The Authority currently has confirmed funding for the initial contract term only. At this stage, there is no guarantee of further funding beyond this contract. However, if additional funding becomes available in future, the Authority reserves the right to award a new contract directly under Section 41 of the Public Procurement Act 2023 (PA2023), where the relevant conditions are met - including where additional services are similar to those provided under this contract, and the supplier has performed satisfactorily. This clause does not constitute a commitment to future funding or a binding obligation to proceed with any such direct award. What we want feedback on Market and Delivery • Market capacity and available delivery models. • Property sourcing and location strategies (how suppliers secure properties, ensure they meet local demand, and provide coverage in priority areas). Standards and Performance • Service standards, KPIs, and outcome-based payment mechanisms. • Data and reporting capabilities (real-time occupancy, outcomes, KPIs; proposals for monitoring and reporting frameworks). Compliance and Risk • Compliance with safeguarding requirements, property standards, and the Homelessness Code of Guidance. • Risk management approaches (safeguarding, compliance, reputational risk, and contingency planning for peak demand). Social and Environmental Impact • Social value commitments, including local employment opportunities. • Environmental sustainability measures (energy efficiency standards and alignment with ECC's Net Zero 2030 goals). Implementation and Barriers • Mobilisation timelines for contracts commencing after April 2026. • Barriers to entry (anticipated challenges in bidding or service delivery and support ECC could provide to enable participation). Note: ECC is not guaranteeing volumes at this stage.

Exeter City Council seeks to establish a four-lot framework to secure accommodation and support services to meet statutory duties relating to homelessness prevention, relief, and placement; safeguarding of vulnerable adults and families; and delivery of outcome focused support. The framework will enable call offs (Mini competitions or direct awards, where permitted) across the following lots: Lot 1: Temporary Accommodation (TA) - Short-term, reactive placements, to include placements out of hours, (incl. nightly paid) for individuals/families pursuant to duties under Part 7 of the Housing Act 1996 (as Amended). Lot 2: Off the Streets Accommodation - Emergency beds and rapid access units (including respite provision) for same day placements for rough sleepers, people at immediate risk of rough sleeping and those not eligible for statutory support. Lot 3: Accommodation-based Services - Accommodation with intensive housing management function; will support tenants with pathway progression to independence. Lot 4: Floating Support - support that is not linked to any specific property; will support individuals to sustain tenancies and prevent homelessness. The Authority currently has confirmed funding for the initial contract term only. At this stage, there is no guarantee of further funding beyond this contract. However, if additional funding becomes available in future, the Authority reserves the right to award a new contract directly under Section 41 of the Public Procurement Act 2023 (PA2023), where the relevant conditions are met - including where additional services are similar to those provided under this contract, and the supplier has performed satisfactorily. This clause does not constitute a commitment to future funding or a binding obligation to proceed with any such direct award. What we want feedback on Market and Delivery • Market capacity and available delivery models. • Property sourcing and location strategies (how suppliers secure properties, ensure they meet local demand, and provide coverage in priority areas). Standards and Performance • Service standards, KPIs, and outcome-based payment mechanisms. • Data and reporting capabilities (real-time occupancy, outcomes, KPIs; proposals for monitoring and reporting frameworks). Compliance and Risk • Compliance with safeguarding requirements, property standards, and the Homelessness Code of Guidance. • Risk management approaches (safeguarding, compliance, reputational risk, and contingency planning for peak demand). Social and Environmental Impact • Social value commitments, including local employment opportunities. • Environmental sustainability measures (energy efficiency standards and alignment with ECC's Net Zero 2030 goals). Implementation and Barriers • Mobilisation timelines for contracts commencing after April 2026. • Barriers to entry (anticipated challenges in bidding or service delivery and support ECC could provide to enable participation). Note: ECC is not guaranteeing volumes at this stage.

Edwards Court requires a compliant and resilient staffing-only catering solution to ensure the continued provision of safe meals during weekends, bank holidays, and periods of staff absence. The contract will provide qualified catering staff, including chef, assistant chef, and kitchen assistant roles, with all personnel holding Level 2 Food Safety certification, enhanced DBS checks, and appropriate safeguarding training, while Exeter City Council (ECC) retains full control over food procurement, menu planning, and day-to-day kitchen operations. Chef-level staff must be competent in delivering meals in line with IDDSI standards for modified diets within a care environment. The procurement will be delivered in two stages, commencing with a UK2 Preliminary Market Engagement exercise to inform the final specification, followed by a Request for Quotation (RFQ) issued using objective and proportionate criteria. Participation in market engagement will not be a condition of participation in the RFQ.

Edwards Court requires a compliant and resilient staffing-only catering solution to ensure the continued provision of safe meals during weekends, bank holidays, and periods of staff absence. The contract will provide qualified catering staff, including chef, assistant chef, and kitchen assistant roles, with all personnel holding Level 2 Food Safety certification, enhanced DBS checks, and appropriate safeguarding training, while Exeter City Council (ECC) retains full control over food procurement, menu planning, and day-to-day kitchen operations. Chef-level staff must be competent in delivering meals in line with IDDSI standards for modified diets within a care environment. The procurement will be delivered in two stages, commencing with a UK2 Preliminary Market Engagement exercise to inform the final specification, followed by a Request for Quotation (RFQ) issued using objective and proportionate criteria. Participation in market engagement will not be a condition of participation in the RFQ.

Wellbeing Exeter connects people to community life and improves individual health and wellbeing outcomes for people in Exeter. The service has supported over 8,000 individuals and hundreds of community groups in Exeter and Cranbrook. https://exeter.gov.uk/wellbeing/

Exeter City Council (ECC) and Exeter City Living (ECL) will be undertaking a market engagement exercise and a possible future procurement process for the provision of on-demand affordable shared mobility through hire-by-the-hour electric cars, bikes and scooters via local mobility hubs within the Exeter region. This exercise is being undertaken to engage with the market to inform the way in which we put out any future tender and to encourage others in the market to move into this field of supply which is currently not met in this location.

Exeter City Council is seeking to appoint a suitably qualified local partner to deliver the ongoing evaluation framework of its Sport England Place Partnership 'Live and Move' programme, with funding available for a 3 year contract to 2028. This local programme is part of a national network of places that Sport England are investing in to support communities to become more physically active. The successful organisation or alliance will be expected to work closely with Exeter City Council, Sport England and local stakeholders to deliver ongoing quantitative and qualitative evaluation of the programme. This will include delivering the local evaluation framework across communities in Exeter and Cranbrook for key place partnership programmes with a focus on tackling physical inactivity and reducing inequalities. The evaluation framework will include: • Theory of Change evaluation • Delivery of the annual Local Active Lives survey - Our Learning - Live and Move • Evaluation of the flagship Wellbeing Exeter programme - HOME | Wellbeing Exeter | Exeter • Evaluation of key programmes' impact and learning including: Wonford Community Wellbeing Hub, Active Travel schemes, Cranbrook community physical activity and a range of campaigns seeking to reduce inactivity. • System Maturity and contribution to national comparative analysis • Process Learning with stakeholders • Working alongside the national Sport England learning team and the National Evaluation Partner to support the national evaluation framework. There is a budget of £276,000 (inc. VAT) to deliver a programme of evaluation from October 2025 to March 2028. We will seek to award the tender to organisations or partnerships/alliances that have a proven track record in capturing system and programme level impact, evaluation and learning within the community health, wellbeing and physical activity sector. We will be particularly interested in working with organisations that can demonstrate added value and the ability to lever in additional resources, expertise and investment against the committed budget. There will be the potential opportunity to work wider across the region with other partners establishing their place partnership programmes with Sport England.

Exeter City Council is seeking to appoint a suitably qualified local partner to deliver the ongoing evaluation framework of its Sport England Place Partnership 'Live and Move' programme, with funding available for a 3 year contract to 2028. This local programme is part of a national network of places that Sport England are investing in to support communities to become more physically active. The successful organisation or alliance will be expected to work closely with Exeter City Council, Sport England and local stakeholders to deliver ongoing quantitative and qualitative evaluation of the programme. This will include delivering the local evaluation framework across communities in Exeter and Cranbrook for key place partnership programmes with a focus on tackling physical inactivity and reducing inequalities. The evaluation framework will include: • Theory of Change evaluation • Delivery of the annual Local Active Lives survey - Our Learning - Live and Move • Evaluation of the flagship Wellbeing Exeter programme - HOME | Wellbeing Exeter | Exeter • Evaluation of key programmes' impact and learning including: Wonford Community Wellbeing Hub, Active Travel schemes, Cranbrook community physical activity and a range of campaigns seeking to reduce inactivity. • System Maturity and contribution to national comparative analysis • Process Learning with stakeholders • Working alongside the national Sport England learning team and the National Evaluation Partner to support the national evaluation framework. There is a budget of £276,000 (inc. VAT) to deliver a programme of evaluation from October 2025 to March 2028. We will seek to award the tender to organisations or partnerships/alliances that have a proven track record in capturing system and programme level impact, evaluation and learning within the community health, wellbeing and physical activity sector. We will be particularly interested in working with organisations that can demonstrate added value and the ability to lever in additional resources, expertise and investment against the committed budget. There will be the potential opportunity to work wider across the region with other partners establishing their place partnership programmes with Sport England.

Exeter City Council is seeking to appoint a suitably qualified local partner to deliver the ongoing evaluation framework of its Sport England Place Partnership 'Live and Move' programme, with funding available for a 3 year contract to 2028. This local programme is part of a national network of places that Sport England are investing in to support communities to become more physically active. The successful organisation or alliance will be expected to work closely with Exeter City Council, Sport England and local stakeholders to deliver ongoing quantitative and qualitative evaluation of the programme. This will include delivering the local evaluation framework across communities in Exeter and Cranbrook for key place partnership programmes with a focus on tackling physical inactivity and reducing inequalities. The evaluation framework will include: • Theory of Change evaluation • Delivery of the annual Local Active Lives survey - Our Learning - Live and Move • Evaluation of the flagship Wellbeing Exeter programme - HOME | Wellbeing Exeter | Exeter • Evaluation of key programmes' impact and learning including: Wonford Community Wellbeing Hub, Active Travel schemes, Cranbrook community physical activity and a range of campaigns seeking to reduce inactivity. • System Maturity and contribution to national comparative analysis • Process Learning with stakeholders • Working alongside the national Sport England learning team and the National Evaluation Partner to support the national evaluation framework. There is a budget of £276,000 (inc. VAT) to deliver a programme of evaluation from October 2025 to March 2028. We will seek to award the tender to organisations or partnerships/alliances that have a proven track record in capturing system and programme level impact, evaluation and learning within the community health, wellbeing and physical activity sector. We will be particularly interested in working with organisations that can demonstrate added value and the ability to lever in additional resources, expertise and investment against the committed budget. There will be the potential opportunity to work wider across the region with other partners establishing their place partnership programmes with Sport England.

Exeter City Council seeks to establish a four-lot framework to secure accommodation and support services to meet statutory duties relating to homelessness prevention, relief, and placement; safeguarding of vulnerable adults and families; and delivery of outcome focused support. The framework will enable call offs (Mini competitions or direct awards, where permitted) across the following lots: Lot 1: Temporary Accommodation (TA) - Short-term, reactive placements, to include placements out of hours, (incl. nightly paid) for individuals/families pursuant to duties under Part 7 of the Housing Act 1996 (as Amended). Lot 2: Off the Streets Accommodation - Emergency beds and rapid access units (including respite provision) for same day placements for rough sleepers, people at immediate risk of rough sleeping and those not eligible for statutory support. Lot 3: Accommodation-based Services - Accommodation with intensive housing management function; will support tenants with pathway progression to independence. Lot 4: Floating Support - support that is not linked to any specific property; will support individuals to sustain tenancies and prevent homelessness. The Authority currently has confirmed funding for the initial contract term only. At this stage, there is no guarantee of further funding beyond this contract. However, if additional funding becomes available in future, the Authority reserves the right to award a new contract directly under Section 41 of the Public Procurement Act 2023 (PA2023), where the relevant conditions are met - including where additional services are similar to those provided under this contract, and the supplier has performed satisfactorily. This clause does not constitute a commitment to future funding or a binding obligation to proceed with any such direct award. What we want feedback on Market and Delivery • Market capacity and available delivery models. • Property sourcing and location strategies (how suppliers secure properties, ensure they meet local demand, and provide coverage in priority areas). Standards and Performance • Service standards, KPIs, and outcome-based payment mechanisms. • Data and reporting capabilities (real-time occupancy, outcomes, KPIs; proposals for monitoring and reporting frameworks). Compliance and Risk • Compliance with safeguarding requirements, property standards, and the Homelessness Code of Guidance. • Risk management approaches (safeguarding, compliance, reputational risk, and contingency planning for peak demand). Social and Environmental Impact • Social value commitments, including local employment opportunities. • Environmental sustainability measures (energy efficiency standards and alignment with ECC's Net Zero 2030 goals). Implementation and Barriers • Mobilisation timelines for contracts commencing after April 2026. • Barriers to entry (anticipated challenges in bidding or service delivery and support ECC could provide to enable participation). Note: ECC is not guaranteeing volumes at this stage.

Exeter City Council is undertaking an early-market engagement exercise in relation the future refurbishment of a small but popular outdoor water play facility at Heavitree Play Area in the heart of Exeter (EX1 3DS). Suppliers are invited to provide feedback on outline proposals to help shape a future procurement exercise. Interested parties are invited to visit: https://procontract.due-north.com/Advert?advertId=8b8d684e-1612-ef11-812b-005056b64545&p=69ce52d6-e03c-e511-80ed-000c29c9ba21 for further information. The deadline to take part in this process is 12 noon on Wednesday 5th June 2024.