UK Public Sector Contracts & Tenders

NHS Business Services Authority is seeking to procure a framework for the provision of Financial Assurance to support, both in the delivery of major Transformation programmes and projects and the on-going development of the Commercial and Finance business functions. This requirement is to provide specialist advice, assurance and support to the strategic delivery of large-scale and complex procurement and sourcing programmes which are aligned to critical national infrastructure and to the on-going delivery and future transformation of high-profile NHS administration services, while also raising the skills and expertise of the inhouse teams.

The Authority would like to engage with potential providers to explore the delivery of Pharmacy Services across Physical Health for Gloucestershire Health and Care NHS Foundation Trust. The Trust provides a broad range of Physical Health Services across all age groups. These services include inpatient care, minor injuries management, and a wide spectrum of specialist community services. Many of these are delivered through 6 community hospitals; however, care is also offered within other community venues where this may be more convenient and accessible to patients. Wherever possible, the Trust prioritises supporting people within their own homes or as close to home as feasible, ensuring care is delivered in the most patient-centred manner. This Pre-Market Engagement aims to understand the market’s capacity, capability, and interest in providing these services. We are looking to learn more about what potential providers can offer and to shape our thinking before making any decisions about the future service model. The feedback received will help the Authority decide on the best way forward, including whether there is sufficient market interest. In the absence of responses, we may reasonably conclude that there is limited provider capability or appetite for this opportunity. This is an opportunity for potential providers to share their views and experience to help us plan effectively for the provision of these services, by responding to the pre-market engagement questionnaire. The Trust will contact all suppliers who participated once the pre‑market engagement has closed, to arrange a supplier feedback meeting. We expect these meetings to take place before 1 May 2026. Although this Preliminary Market Engagement Notice has been issued under the Procurement Act 2023, this does not represent a commitment that any subsequent procurement process, should one be undertaken, will necessarily be governed and conducted under the provisions of the Procurement Act 2023 (including the Light Touch Regime).

The contract will initially be delivered for NHS-funded care in England for a period of 3 years, at a maximum total budget of up to £1,300,320 including VAT, £1,083,600 excluding VAT. Bids exceeding this limit may be rejected. There is the potential to extend this contract for up to 24 months via either a funded extension or the method stated in section 4.2 of Annex A. All pricing submissions must be in regard to this 'core' value, and not inclusive of any extension costs or aspirational intent costs, i.e. Please only submit a cost schedule up to the maximum core value of £1,300,320 including VAT, £1,083,600 excluding VAT. The maximum budget ‘core’ value of £1,300,320 including VAT, £1,083,600 excluding VAT excludes the potential two year extension and aspirational intent as described in section 14.4 of Annex A - Service Specification. Please note, there is no commitment by the Authority at this stage to include any aspirational intent measures. Taking the total of this aspirational intent into account, as well as the possibility that a contract extension may be offered for an additional two years, the potential ceiling value is £10,800,808 GBP including VAT, £8,640,646.40 excluding VAT. The registry should aim to address, where possible and as a priority, the recommendations and requirements of the NICE early evaluation assessment (EVA) and is expected to support the acquisition of relevant metrics. NICE EVA orthopaedics - https://www.nice.org.uk/guidance/htg743/resources/evidence-generation-plan-for-robotassisted-surgery-for-orthopaedic-procedures-15306435181/chapter/1-Purpose-of-this-document and NICE EVA soft tissue - https://www.nice.org.uk/guidance/htg742 The registry will continue to evolve in line with the uptake of robotic surgery working with Medicines and Healthcare products Regulatory Agency (MHRA), NHSE, National Equipment Tracking and Information System (NETIS) and NICE to ensure evidence generation, availability of data for analysis to highlight variations in care and poor outcomes including health inequities The aims of the national robotically assisted surgical registry are to: •Improve patient safety by tracking short- and long-term results of robotically assisted surgery •Capture key quality metrics aligned with the requirements of the NICE EVA recommendations (see section 9.3) •Support the standardisation of practice •Identify variation in surgical outcomes across hospitals •Provide outcome evidence to inform clinical guidelines, commissioning, and regulatory decisions •Facilitate research and innovation conducted by others in robotic surgical technologies and techniques •Understand the current provision and the equity of access to help inform future strategic decisions. •Make available, near real time data for authorities to evaluate the effectiveness of robotically assisted surgery compared with conventional techniques •Maintain close alignment with relevant NICE national guidance and quality standards throughout the establishment of the registry (see section 9.1 and appendix 1) •Provide timely and high-quality data analysis that compares providers of healthcare •Be clinically led •Link data where feasible and of value at an individual patient level to other relevant national datasets either from the outset or in the future, and plan for these linkages from the inception of the contract •Use robust methodological and statistical techniques (see section 6.2.2) •Provide outputs tailored to a variety of different audiences Provide results in a timely, accessible and meaningful manner minimising the reporting delay and providing continual access to each stakeholder for their own data •Develop and maintain strong engagement with local clinicians, networks, commissioners, patients and their families and carers and charity and community support groups to drive improvements in services The project requirements are*: •A registry that captures prospective key data about robotically assisted surgery. This registry should be delivered by 2029 therefore, before the end of year three of the contract •The provision of information to address, where possible, the evidence gaps highlighted by the NICE medical technologies advisory committee concerning promising health technologies that have the potential to address national unmet need (see: Committee discussion) •To, during the first three years, design a self-sustaining style funding model. The funder and commissioner should be involved in all discussions with final sign-off approval. It is anticipated that at the end of the 3-year contract term the funding should switch from a publicly funded to a self-sustaining funding model. Given the pump priming publicly funded start up to this project, the expectation is that the current funders will be involved at all stages of the self-sustaining future model and be integrally involved as a primary stakeholder in the governance and oversight •With the set up and implementation of a self-sustaining financial model, the registry should consider a mechanism to enable the flow of data to robotic manufacturers named in the NICE EVA (or other safety programmes) and who contribute to the funding of the registry when the self-sustaining model is developed. Information for manufacturers may potentially include data for product and system improvement, safety and post-market surveillance, benchmarking and performance feedback, value demonstration, collaborative research and development. The supplier should avoid providing information to manufacturers that supports commercial messaging or market advantage and be confined to information relating to service user outcomes •That the registry’s design and governance arrangements consider the remit and existing data holdings of other similar registries and data collections, ensuring interoperability where appropriate and avoiding duplication of data collection, analytical outputs, or reporting functions •At the conclusion of the three-year contract term, the strategic intention is for the registry to mature into a continuous, prospective data collection underpinned by a sustainable, self- funding model. This transition must not dilute or displace the required system-level oversight. HQIP and NHSE will therefore remain central and non-negotiable partners within the governance framework for the registry throughout the contract and into any subsequent phase •The supplier will be required, to commit to this governance structure, including the roles of HQIP and NHSE, and to demonstrate how their proposed operating model will support effective accountability, assurance and long-term sustainability •The development of this registry including data platforms and tools within this contract are initially a proof of concept and future delivery arrangements are currently unknown. If a self-funding model is agreed and developed as defined in this section (3.2), it will form part of the contractual deliverable requirements, specifically adhering to clause 20, intellectual property, of the terms and conditions. Migration to a definitive platform under future commissioning arrangements may be necessary and the future portability of a technical solution must be considered and be freely available to transition between any outgoing and incoming providers, along with all other foreground IPR rights contained within clause 20 of the terms and conditions •There may be a clinical need to evolve and expand the metrics to capture additional metrics outside of the NICE EVA requirements. The supplier will need to closely collaborate with NICE to consider changes to metrics and mutually agreeable metric modifications. •The registry will continue to evolve in line with the uptake of robotic surgery working with MHRA, NHSE, NETIS and NICE to ensure evidence generation, availability of data for analysis to highlight variations in care and poor outcomes including health inequities *Please refer to section 13.2 for further potential additional requirements for this contract.

The intention of this Framework Agreement is to allow the Authority to access the services of farm labour resource and/or specialised equipment to assist in the removal of carcases following a disease outbreak. To note that this requirement could be for any species of animal following disease confirmation and culling, but as an example these Services could follow Whole House Gassing (WHG) of poultry. The Framework Provider(s) shall provide a team of Staff as required and agreed by the Authority, to an Infected Premises (IP) to remove carcases and load them into a bulker for disposal. Other services may include, but are not limited to Preliminary Cleansing and Disinfection, but under the direction of an Authority representative, usually the Authority Case Officer.

The intention of this Framework Agreement is to allow the Authority to access the services of farm labour resource and/or specialised equipment to assist in the removal of carcases following a disease outbreak. To note that this requirement could be for any species of animal following disease confirmation and culling, but as an example these Services could follow Whole House Gassing (WHG) of poultry. The Framework Provider(s) shall provide a team of Staff as required and agreed by the Authority, to an Infected Premises (IP) to remove carcases and load them into a bulker for disposal. Other services may include, but are not limited to Preliminary Cleansing and Disinfection, but under the direction of an Authority representative, usually the Authority Case Officer.

The contract will initially be delivered for NHS-funded care in England for a period of 3 years, at a maximum total budget of up to £2,832,765.70 GBP including VAT, £2,360,638.08 GBP excluding VAT. Bids exceeding this limit will be rejected. There is potential to extend the contract for up to two additional years at a potential value of £944,256 per year including VAT, £786,880 per year excluding VAT. All pricing submissions must be in regard to this 'core' value, and not inclusive of any extension costs or aspirational intent costs, i.e. Please only submit a cost schedule up to the maximum core value of £2,832,765.70 GBP including VAT, £2,360,638.08 GBP excluding VAT. The maximum budget ‘core’ value is £2,832,765.70 GBP including VAT, £2,360,638.08 GBP excluding VAT excludes the potential two year extension and aspirational intent as described in section 14 of Annex A - Service Specification. Please note, there is no commitment by the Authority at this stage to include any aspirational intent measures. Taking the total of this aspirational intent into account, as well as the possibility that a contract extension may be offered for an additional two years, the potential ceiling value is £11,874,282 GBP including VAT. There is also a potential that the contract price will be subject to discretionary inflationary uplift. The role of a national clinical audit is to stimulate healthcare quality improvement through the provision of high-quality information on the organisation, delivery and outcomes of healthcare, together with tools and support to enable healthcare providers and other audiences to make best use of this information. Outcomes are benchmarked against available national guidance and standards e.g. quality standards from the National Institute for Health and Care Excellence (NICE), and those from other established professional and patient sources. Successful national audits are those where the individuals who are engaging with and using the audit results are also in a position to improve the system, and where there is a shared understanding of what good care looks like. National clinical audits are expected to: a.Develop a robust, high-quality audit designed around key quality metrics likely to best support local and national healthcare quality improvement b.Detect, describe and help reduce unwarranted clinical variation by systematically benchmarking performance, identifying outliers, and supporting services to understand variation in outcomes, processes and experience c.Achieve, articulate and maintain close alignment with relevant NICE national guidance and quality standards throughout the audit, as appropriate d.Enable healthcare quality improvement through the provision of timely, high-quality data that compares providers of healthcare, and comprises an integrated mixture of named Trust or Health board, Integrated Care System (ICS), commissioner, multidisciplinary team (MDT), possibly consultant or clinical team level and other levels of reporting e.Engage patients, carers and the public in a meaningful way, achieving a strong patient voice which informs and contributes to the design, functioning, outputs and direction of the audit f.Consider the value and feasibility of linking data at an individual patient level to other relevant national datasets either from the outset or in the future, and plan for these linkages from the inception of the contract g.Ensure robust methodological and statistical input at all stages of the audit h.Identify from the outset the full range of audiences for the reports and other audit outputs, and plan and tailor them accordingly i.Provide audit results in a timely, accessible and meaningful manner to support healthcare quality improvement, minimising the reporting delay and providing continual access to each unit for their own data j.Utilise strong and effective project and programme management to deliver audit outputs on time and within budget k.Develop and maintain strong engagement with local clinicians, networks, commissioners, patients and their families and carers and charity and community support groups to drive improvements in services At the time of writing the specification, requirements include (but please also refer to the potential future aspirational intent section of Annex A - Service Specification): •A continuation of key existing elements of the NPCCA together with an expansion of workstreams to cover additional services and aspects of care delivery •Continued collection and reporting of information on care delivery in Level 3 PCC services and PCC transport services (continuous audit). As a guide, this will need to be broadly aligned with the current delivery and include ongoing provision of data to NHS England for commissioning purposes •Expansion of services covered, to include Level 2 PCC services and ECMO services (continuous audit). As a guide, this will need to be broadly aligned with the current delivery for Level 3 PCC services •Development and delivery of quality methods for capturing the experiences of patients and carers, including the provision of psychological support (this is to be developed by the supplier during the first year, with approval by HQIP and funder). As a guide, the methods might include but are not limited to: patient/carer surveys; organisational audit questions covering aspects of patient/carer experience; and clinical audit questions about whether delivery of care included carers as partners. The development should include co-production with carer and patient representatives (such as charities and family support groups). The supplier will be expected to investigate previously established methods of capturing carer experience as part of the development. As the development will happen during the contract, the tender response does not need to contain specifics, but bidders should provide a broad outline of their ambitions for this aspect (e.g. an expectation to deliver one or multiple methods; frequency of delivery (for each method); scale of delivery (for each method)) •Development and delivery of methods for capturing aspects of service organisation, to include staffing (this is to be developed by the supplier during the first year, either combined with or separate from the development of methods for capturing experience, with approval by HQIP and funder). As a guide, the methods might include but are not limited to: staffing survey(s); organisational I[audit(s). If an organisational audit is chosen, this can be used to cover patient and carer experience too, if deemed appropriate. There have been previous staffing surveys, either as part of the NPCCA or separately funded, and consideration should be given to whether the collection of the same dataset would prove useful and efficient. The minimum requirement is for one method to be delivered once in the three-year contract. Bidders should provide an outline of their ambitions for this aspect (e.g. an expectation to deliver one or multiple methods; frequency of delivery (for each method); scale of delivery (for each method)) •A thematic focus (one during the three-year contract) on a particular aspect of care delivery, chosen from the following topics: oadolescent access; otransport refusals; otransition to tertiary specialists; otransitions from Neonatal Intensive Care Unit (NICU) to PICU (including delays); otransitions from PICU to Adult Intensive Care Unit (AICU); ovariation in length of stay; oventilator weaning practices; odischarge delays; olong-term ventilation (LTV) pathway; ovaccine preventable disease This is to be developed by the supplier during the first year, with approval by HQIP and funder. Bidders should give information on how they will approach choosing the focus area •Where relevant, data linkage with other programmes (including within NCAPOP) may be required

The Authority is seeking a managed service provider to deliver outpatient pharmacy services at Barts Health NHS Trust.

The Authority is seeking a managed service provider to deliver outpatient pharmacy services at Barts Health NHS Trust. Additional information: To express interest and participate in the tender, please register and apply via Atamis e-sourcing portal https://health-family.force.com/s/Welcome. Should Tenderers have any queries, or having problems using the portal, they should contact Helpdesk at: Phone: 0800 9956035 E-mail: support-health@atamis.co.uk

The Contracting Authority is seeking to procure a fully managed adult in‑unit haemodialysis service across the South East Wales region. The service forms part of the Welsh Kidney Network’s commissioned Kidney Replacement Therapy services and supports adults with End Stage Kidney Disease who require unit‑based haemodialysis treatment. Unit haemodialysis services are delivered through a long‑established hub and satellite model, with clinical hub services provided from NHS kidney centres and satellite dialysis units located in community‑based settings. This model has operated successfully in South East Wales for over 15 years and enables patients to access dialysis treatment closer to home. The current service operates across six haemodialysis units located at: Cardiff North Cardiff South Pontypool Newport Llantrisant Merthyr Tydfil Across the region, the service provides capacity for up to 596 in‑unit haemodialysis patients. The scope of the contract includes the provision, operation and maintenance of dialysis facilities and estates, haemodialysis equipment, consumables and the haemodialysis workforce (excluding consultant medical staff). The successful bidder will be required to deliver a safe, resilient and patient‑centred service, maintain sufficient capacity to meet current demand, and enable patients to access dialysis treatment as close to home as reasonably possible. The service must also be capable of flexing capacity over the life of the contract to respond to changes in patient demand and support wider strategic objectives, including home dialysis and transplant‑first approaches. Contract performance will be managed through agreed governance arrangements, key performance indicators and reporting requirements. The proposed contract will be awarded for an initial term of seven (7) years, with the option to extend for up to a further three (3) years at the sole discretion of the Contracting Authority. Mobilisation of the new service is expected to align with the expiry of the current arrangements in July 2027.

North Staffordshire Combined Healthcare NHS Trust has created a dynamic purchasing system (DPS) and invites applications from suitably experienced organisations who wish to be considered for selection to qualify for the provision of Child and Adolescent Mental Health Services (CAMHS). Whilst there are no specified lots, interested organisations will be required to indicate their area(s) of expertise as part of the qualification process, this will form the basis of shortlisting bidders in future for specified requirements under the DPS. The DPS went live in February 2023 and shall be live for a period of 5 years from this date. The NHS Standard Terms and Conditions shall apply. The purpose of issuing a new Contract Notice is to Inform the market of the re-opening of the DPS for qualification. Previous notice reference 2022/S 000-017401.

North Staffordshire Combined Healthcare NHS Trust has created a dynamic purchasing system (DPS) and invites applications from suitably experienced organisations who wish to be considered for selection to qualify for the provision of Child and Adolescent Mental Health Services (CAMHS). The purpose of issuing a new Contract Notice is to Inform the market of the re-opening of the DPS for qualification - previous FTS notice reference 2022/S 000-017401. The DPS provides for a full range of different Child and Adolescent Mental Health Services covering the areas of North Staffordshire and Stoke on Trent. The DPS offers different delivery modalities including face to face, digital and a blended approach. This DPS service specification (Stage 1) seeks to provide an overview of the future scope of the DPS for qualification purposes. NSCHT aims to use the DPS to procure CAMHS services that will enhance existing delivery and work intuitively with the Trust's provision. All future service specifications and provision under the DPS (Stage 2) will be expected to: • Operate across the 0-25-year spectrum, in line with detailed specification requirements, most of the activity is expected to be within the 0-18-year spectrum. • Take a multi-disciplinary team (MDT) approach to care and support for service users, as appropriate. • Take a strengths-based and trauma informed approach to care/support that has an outcome focus. • Use agreed and appropriate outcome measure tools. • Provide timely, high quality and accessible services for children and young people and their families/carers. Whilst there will not be specified lots, interested organisations will be required to indicate their area(s) of expertise and delivery modalities as part of the qualification process. This will form the basis of shortlisting bidders in future for specified requirements under the DPS (stage 2). The DPS went live February 2023 and shall be live for a period of 5 years from this date. The DPS shall remain open over this period for new organisations to complete the registration process and join. Once appointed all eligible/capable providers shall be invited into requests for quotations as and when requirements become available. NHS Standard Terms and Conditions shall apply. The DPS shall remain open to reasonable modification for innovative practices being introduced by bidders and changes within the healthcare system throughout the life of the DPS. Applicants should register there interest to join the DPS via the MLCSU Atamis eTendering System https://atamis-1928.my.site.com/s/Welcome. Additional information: To express interest and participate in the tender, please register and apply via Atamis e-sourcing portal https://health-family.force.com/s/Welcome. Should Tenderers have any queries, or having problems using the portal, they should contact Helpdesk at: Phone: 0800 9956035 E-mail: support-health@atamis.co.uk Midlands and Lancashire CSU are conducting this procurement exercise for another NHS body, North Staffordshire Combined Healthcare NHS Trust, with whom the successful bidders will enter into contract for a place on the DPS and future contracts which may be let via the DPS. Midlands and Lancashire CSU are not the contracting party. Light Touch Regime' services: This procurement is for clinical services which are Light Touch Regime Services for the purpose of the Public Contracts Regulations 2015 as specified in Schedule 3 of the regulations ('Regulations'). Accordingly, the contracting authorities are only bound by those parts of the regulations detailed in Chapter 3 Particular Procurement Regimes Section 7. The contracting authorities are not voluntarily following any other part of the Regulations. The Trust is a relevant body for the purpose of the National Health Service (Procurement, Patient Choice and Competition) (No. 2) Regulations 2013.

The Authority is establishing a Dynamic Purchasing System (DPS) for product(s) indicated for protection from COVID-19 for future immunisation campaigns. The duration of the DPS will be for 4 years (2024-2028).

The Authority is establishing a Dynamic Purchasing System (DPS) for product(s) indicated for protection from COVID-19 for future immunisation campaigns. The duration of the DPS will be for 4 years (2024-2028). UKHSA anticipates a requirement over the period 2024 to 2028 for the supply of product(s) indicated for protection from COVID-19. The annual requirement for COVID-19 vaccines will be determined by DHSC and UKHSA policy following advice from the JCVI as to which cohorts should be included in an upcoming immunisation programme. UKHSA is seeking to establish a Dynamic Purchasing System ("DPS") to provide a flexible route to market as a means of meeting the requirements for COVID-19 vaccines. The potential total value of the procurements (in aggregate) that may be placed with one (1) or more potential providers in aggregate within the DPS is [£1 billion] (excluding VAT). No commitment is made to conducting any further call for competition nor for procuring any minimum volume or value of goods by UKHSA in setting up this DPS. The DPS provides potential providers with a means to take part in future tenders. The Authority invites applications from suitably qualified suppliers to join the DPS in order to participate in future tender opportunities. Only those suppliers whose DPS application has been approved and who have been accepted on to the DPS at the time an ITT is issued will be eligible to submit a tender. Full information on the qualifying criteria and how to apply is available from the Atamis eTendering system; https://atamis-1928.my.site.com/s/Welcome Potential suppliers are encouraged to submit their DPS application as early as possible in advance of an anticipated call off procurement, as only those suppliers who have been accepted onto the DPS at the point at which an ITT is issued will be eligible to submit a tender. Applications to the DPS must be made via the Atamis system https://atamis-1928.my.site.com/s/Welcome. If you do not already have an account you can easily register for one via the same link. You will then be able to search for this opportunity and access the application documents. Please note that all correspondence relating to this opportunity must be conducted through the Atamis system. Additional information: To express interest and participate in the tender, please register and apply via Atamis e-sourcing portal https://health-family.force.com/s/Welcome. Should Tenderers have any queries, or having problems using the portal, they should contact Helpdesk at: Phone: 0800 9956035 E-mail: support-health@atamis.co.uk Please note the Contract Start Date and Contract End Date have been manipulated to support compatibility system issues. However please refer to the supporting documents for timelines.