UK Public Sector Contracts & Tenders

NLMHP is now a Quality Improvement (QI) Strategic Partner to work with the Partnership. A QI strategic partner will support the spread of QI at pace and scale which is one of the four pathways within the Strategic Outline Case for the integration of the two organisations.

This is a notice to inform the market of the intention to commission a contract for a Crisis House in the Redbridge area via the Most Suitable Provider Process under the Provider Selection Regime.

The Place Based Partnership within North East London (NEL) has identified key priority areas to enhance local mental health acute pathways. This initiative aims to develop effective community alternatives to hospital admission for residents experiencing a mental health crisis. The North East London Joint Forward Plan emphasises prevention, leveraging community assets, and providing person-centered, integrated care. The goal is to support more individuals in appropriate settings outside of hospitals, ensuring that those in crisis receive timely and suitable support. A significant focus is placed on improving mental health crisis management and offering alternatives to hospital admission. This ensures that high-quality inpatient care is available for those who truly need it, aligning with the principle of delivering the right support at the right time and place. The scope of services varies across localities, and a procurement process via Lots has been established to cater to the specific needs of each Local Borough and its demographics. This approach also fosters collaboration with Voluntary, Community, and Social Enterprise (VCSE) partners, enhancing the overall benefit to service users. VCSE (Voluntary, Community, and Social Enterprise) partners will play a crucial role in the Place Based Partnership within NELFT. Their involvement will include: Service Delivery: VCSE organisations will provide community-based services that offer alternatives to hospital admission. These services might include crisis intervention, counselling, peer support, and other mental health support programs tailored to local needs. Collaboration and Integration: VCSE partners will work closely with NELFT and other healthcare providers to ensure a seamless integration of services. This collaboration aims to create a cohesive support network that can respond effectively to mental health crises. Community Engagement: VCSE organisations often have strong ties to the local community and can engage residents in mental health initiatives. They can help raise awareness, reduce stigma, and encourage individuals to seek help early. Tailored Support: By understanding the unique demographics and needs of each locality, VCSE partners can offer personalised support that aligns with the specific challenges faced by different communities. Innovation and Flexibility: VCSE organisations can bring innovative approaches to mental health care, offering flexible and responsive services that can adapt to changing needs and circumstances. Overall, the involvement of VCSE partners is essential for building a comprehensive, community-centered approach to mental health care that prioritises prevention, early intervention, and support outside of hospital settings. The primary aims of the Redbridge Mental Health Crisis Alternative are to: • Provide immediate, non-clinical support for individuals experiencing a mental health crisis, preventing escalation to statutory services like emergency departments and psychiatric liaison teams • Reduce pressure on emergency services by offering a safe, non-medical alternative to hospital-based crisis interventions • Address mental health inequalities by providing targeted support to underserved and underrepresented groups in Redbridge including the homeless, LGBTQI+, older adults, black males and Asian/Asian British communities, utilising current peers support worker and volunteering resources • Promote early intervention and de-escalation through crisis listening, safety planning, and peer support, empowering individuals to manage their mental health and avoid future crises. • Enhance community resilience by offering practical support and linking individuals to appropriate local services, thereby reducing social isolation and promoting long-term mental wellbeing. • Collaborate with local VCSEs and statutory services to ensure an integrated care pathway, allowing smooth transitions between community and clinical services where needed. • Easy Access to provide a safe space that is easily accessible to all adults and older adults during the operating hours via self-referral, third party referral and walk-ins.

The Place Based Partnership within North East London (NEL) has identified key priority areas to enhance local mental health acute pathways. This initiative aims to develop effective community alternatives to hospital admission for residents experiencing a mental health crisis. The North East London Joint Forward Plan emphasises prevention, leveraging community assets, and providing person-centered, integrated care. The goal is to support more individuals in appropriate settings outside of hospitals, ensuring that those in crisis receive timely and suitable support. A significant focus is placed on improving mental health crisis management and offering alternatives to hospital admission. This ensures that high-quality inpatient care is available for those who truly need it, aligning with the principle of delivering the right support at the right time and place. The scope of services varies across localities, and a procurement process via Lots has been established to cater to the specific needs of each Local Borough and its demographics. This approach also fosters collaboration with Voluntary, Community, and Social Enterprise (VCSE) partners, enhancing the overall benefit to service users. VCSE (Voluntary, Community, and Social Enterprise) partners will play a crucial role in the Place Based Partnership within NELFT. Their involvement will include: Service Delivery: VCSE organisations will provide community-based services that offer alternatives to hospital admission. These services might include crisis intervention, counselling, peer support, and other mental health support programs tailored to local needs. Collaboration and Integration: VCSE partners will work closely with NELFT and other healthcare providers to ensure a seamless integration of services. This collaboration aims to create a cohesive support network that can respond effectively to mental health crises. Community Engagement: VCSE organisations often have strong ties to the local community and can engage residents in mental health initiatives. They can help raise awareness, reduce stigma, and encourage individuals to seek help early. Tailored Support: By understanding the unique demographics and needs of each locality, VCSE partners can offer personalised support that aligns with the specific challenges faced by different communities. Innovation and Flexibility: VCSE organisations can bring innovative approaches to mental health care, offering flexible and responsive services that can adapt to changing needs and circumstances. Overall, the involvement of VCSE partners is essential for building a comprehensive, community-centered approach to mental health care that prioritises prevention, early intervention, and support outside of hospital settings. The service is for Havering adult residents or those presenting to Havering emergency services who perceive themselves to be in, or at risk of moving into, mental health crisis (self-defined). This is the defining criteria for the service and robust screening procedures will be required that ensure access and prioritisation of those in most need. Those with multiple needs and co-morbidities are to be welcomed provided that the primary need is mental health crisis. Access to the service will normally be direct access by self-presentation. Prior to operation partner agencies will make people aware of the service and introduce people via referral pathways. Havering Crisis Café will support people in crisis to better self-manage their symptoms and distress in a safe and appropriate environment. This will improve access to Mental Health services as an alternative to ED attendances. To reduce activity in Emergency Departments and the wider system including mental health services, police and ambulance services. The key objectives will be to: • Provide a non-stigmatising, calm and safe environment. • Provide support to help people resolve their crisis. • Provide practical and emotional support to enable the service users and carers to better self- manage their distress, aid their recovery, and reduce dependency. • Ensure that support staff, peer supporters and volunteers are trained, supported and professional in their approach. • Operate as an alternative to Emergency Departments and other emergency services for people experiencing a mental health crisis that does not require medical intervention. • Link with the wider service system to ensure a joined-up partnership approach to the development of local services. Havering Crisis Café will support people in crisis to better self-manage their symptoms and distress in a safe and appropriate environment. This will improve access to Mental Health services as an alternative to Emergency Departments attendances. To reduce activity in Emergency Departments and the wider system including mental health services, police and ambulance services. The service will provide immediate, focused and time-limited emotional and practical support to people experiencing a mental health crisis that does not require clinical input. Experiencing an active psychosis requiring a higher level of input/trained staff to manage their specific needs. It will work with people experiencing a range of different distress, including psychosis. The support will consist of: • Identifying coping strategies and improving wellbeing • Information and signposting • 1-1 conversations, group conversations and activities • Limited follow-up

Providing, delivering and offloading Aksa Generator with commissioning engineer

Ainslie new flooring throughout the unit

Replacement wet rooms in Brookside and Sunflowers court Titian Ward Room 35 Cook Ward Room 41 Cook Ward Room 17 Turner Ward Room 26 Knight Ward Room 30 Morris Ward Room 15 Brookside Unit Lotus Brookside unit Lavender

Demolition and strip out Block F Refurbish 4No Meeting rooms and DDA toilet facility Build a new access tunnel link to block F

PO to study for MSc - Building Services Engineering

Between April 1st 2025 and March 31st 2026 11 hours EMDR Supervision. 7.5 Systemic Psychotherapy Supervision. 3.5 hours Open Dialogue Supervision. 1 hour of Reflective Practice.

This specification outlines the development of a Mental Health Crisis Alternative in Redbridge, a service providing non-clinical, community-based mental health support. The service will focus on supporting those experiencing a self-defined mental health crisis who do not require immediate medical attention. It will offer timely interventions aimed at preventing escalation to statutory services like psychiatric liaison or emergency departments. This initiative aligns with local needs, addressing the unique demographic and socio-economic factors of Redbridge. This service supports the objectives of the North East London Integrated Care Board (ICB) and aligns with the Redbridge Joint Strategic Needs Assessment (JSNA), which emphasises mental health as a key priority. Please see the link below for the London Borough of Redbridge Joint Strategic Needs Assessment (JSNA) 2022: Joint Strategic Needs Assessment. The NHS Long-Term Plan and the North East London Joint Forward Plan highlight the importance of non-clinical, community-based crisis services that reduce the pressure on statutory services, emergency departments, and inpatient facilities. The Crisis Alternative will serve as a critical component of Redbridge 's mental health crisis. North East London Foundation Trust (NELFT) have experienced significant increase in referrals and complexity of service user presentations; resulting in increases in waiting times and high caseloads with the number of discharges back into primary care not matching the increase in referrals. The impact on NELFT services means high caseload levels which impacts on the ability to provide high quality care in a timely manner. The expectation is that the crisis alternative reduces the pressure and demand on other services i.e. Emergency Departments, and supports those patients discharged back into primary care as part of the provision for patients not requiring clinical support in a crisis. The primary aims of the Redbridge Mental Health Crisis Alternative are to: • Provide immediate, non-clinical support for individuals experiencing a mental health crisis, preventing escalation to statutory services like emergency departments and psychiatric liaison teams • Reduce pressure on emergency services by offering a safe, non-medical alternative to hospital-based crisis interventions • Address mental health inequalities by providing targeted support to underserved and underrepresented groups in Redbridge including the homeless, LGBTQI+, older adults, black males and Asian/Asian British communities, utilising current peers support worker and volunteering resources • Promote early intervention and de-escalation through crisis listening, safety planning, and peer support, empowering individuals to manage their mental health and avoid future crises. • Enhance community resilience by offering practical support and linking individuals to appropriate local services, thereby reducing social isolation and promoting long-term mental wellbeing. • Collaborate with local VCSEs and statutory services to ensure an integrated care pathway, allowing smooth transitions between community and clinical services where needed. • Easy Access to provide a safe space that is easily accessible to all adults and older adults during the operating hours via self-referral, third party referral and walk-ins. Hours of Operation: The Alternative will operate seven days a week Monday to Friday from 5:30 PM to 10:30 PM, providing out-of-hours support to residents. The provider is expected to offer a weekend service, the provider is to advise of the weekend opening hours. Bank holidays are not mandatory but at the providers discretion. Venue: The service will be delivered at an accessible community venue, ideally in a central location with good transport links. The Provider will supply a suitable premises in the London borough of Redbridge. The property shall be secure for all members of staff and users of service within the building with effective security & emergency measures in place; this shall include but is not limited to the following: • fire alarms & fitted detection systems within the venue • emergency lighting • fire extinguishers • fire doors • gas and electricity compliance • appropriate insurance • appropriate access for staff and service users with disabilities The Provider will be responsible for carrying out its own risk assessment and develop a risk management plan with regards to the building and any equipment used within the venue, including potential ligature risks for those attending the service. The premises environment should be comfortable, inclusive and accessible. It should be tidy, hygienic, well-maintained and as least restrictive as possible. Crisis Support: The service will provide a safe, non-stigmatising environment for immediate emotional support. The core interventions include: • Crisis listening and de-escalation: One-to-one sessions to help individuals manage their distress and reduce the intensity of their crisis. • Safety Planning: Development of personalised plans to support the person to safely manage the crisis situation, including practical coping strategies and signposting or referral to other relevant services. • Peer Support: Trained individuals with lived experience will offer non-clinical, empathetic support. • Outreach and Culturally Sensitive Support: Proactive in ensuring ongoing communication is culturally appropriate, utilising partnerships with local VCSEs, volunteers and peer support workers throughout the contract's lifecycle. It is expected that a communications plan will be put in place to support with this. NELFT will manage their own internal communications and systems communications will be taken up by the ICB. The London Borough of Redbridge will be approached to help support the promotion of the crisis alternative. Any created posters/leaflets and/or other physical advertising information will need to hold a presence in (not limited to) local GPs, libraries, community centres and where possible, places of worship. The provider will be invited to monthly formal contractual meetings where updates, escalations and KPI's will be discussed/reviewed. NELFT will also make the commitment going forward in supporting the provider by inviting the provider to forums where they can hold a presence in promoting and feeding back on progress with the crisis alternative to other local VCSE's, Primary and Secondary care Staffing & Safety The provider will advise what staffing model they will use but as minimum, there should be 2 staff working at one time, once of which being a senior member of staff: • Manager / Senior staff member for complex case management and oversight. • Peer Support Workers with lived experience of mental health difficulties or caring for someone with mental health difficulties, from diverse backgrounds • Volunteers, particularly from local communities, including those with multilingual capabilities to support non-English speakers. Overall, the providers staff will offer support and recovery guidance to individuals experiencing a self-defined mental health crisis. This could be achieved by providing a therapeutic space as well as positively including people with lived experience of mental health difficulties or people who have cared for someone with mental health difficulties by utilising the benefits this can provide, where appropriate. • The Crisis Alternative will work in close partnership with local VCSEs, as well as statutory services, to build community links within Redbridge to support the delivery of the service. • It is expected the awarded provider will expand their knowledge of the local population and services, to identify further organisations during the contract lifecycle, and utilise their services to support the development and delivery of the crisis alternative. • Outreach programs will be developed with services which may include local faith groups, community organisations, and language support services to engage populations in a trauma informed approach. Conclusion The Redbridge Crisis Alternative offers an essential alternative to statutory mental health services, providing culturally sensitive, community-based interventions to prevent the escalation of mental health crises. By delivering timely, accessible support in a non-clinical setting, the service will improve outcomes for individuals, reduce pressure on emergency services, and strengthen the overall mental health provision in the borough.

Remove old pipe work and lagging on the roof Investigate, Isolate and remove internal pipe work Remove existing windows, frame Build a frame to accomodate new windows Apply 40mm insulation on external walls c/w plasterboard finish £77,350+VAT

Carry out external wall insulation to building E as per EPC engineer recommendation to meet the necessary U value. £115.260+VAT

Tulip & Daisy Wards Supply and install an 800 kVA standby generator, complete with canopy/container and silencer, on a concrete base (provided by others). The unit comes with an 8-hour day tank and all the necessary controls, as well as a consumer unit. Supply and install fuel tank to provide 12hours @ 100% load inc fuel pipe and fittings

Goodmayes Overflow carpark No 1 Goodmayes Hospital Overflow Carpark 1 1650m2 Weed kill area To scrape off surface, and scarify To supply and lay 20mm Dense Bitumen Macadam base course at an average depth of 60mm To supply and lay 10mm stone mastic asphalt(or similar material) at an average depth of 40mm To supply and apply hot applied white/yellow thermoplastic road line material in accordance with EN 1871 form new parking bays as per specifications. Goodmayes Overflow Carpark No 2 Goodmayes Hospital Overflow Carpark 2 1695m2 Weed kill area To scrape off surface, and scarify To supply and lay 20mm Dense Bitumen Macadam base course at an averagedepth of 60mm To supply and lay 10mm stone mastic asphalt (or similar material) at an average depth of 40mm To supply and apply hot applied white/yellow thermoplastic road line material in accordance with EN 1871 form new parking bays as per specifications.

Works to metal Staircase Goodmayes The existing staircase is to be removed and a new one installed, incorporating the proposed modifications. The hand railings are to be included. The staircase is to be galvanised with a black powder coating. Two stairs polished and damage repair Repaint Landing plate 6mm thickness (Inc. Undercoat and powder coating) Supply and Fit

Goodmayes - Switch room Generator Base 7857 Excavate and form base for generator outside the new switch room. Block E Goodmayes - Electrical Services Trench between switch room. Excavate trench 800mm wide and 1m deep and install 8No. 150mm Ducts.

Turret Timber repairs and Lead works 1. Remove rotten timbers and spindles 2. Replace with machined hard wood 3. Carry out timber care repairs 4. Install a structural frame to main turret to give the structure additional support 5. Carry out timber repairs and install code 5 lead to the base of the turret

Chemical-assisted steam cleaning of external stone and brickwork surfaces to remove dirt, grime and other contaminants. The works will be carried out on the main building's front and sides elevation.