UK Public Sector Contracts & Tenders

Shropshire Council invites tenders from providers for the care and support element of this service, including some hotel costs as outlined in the tender documents. Shropshire Council will act as the Commissioning Authority for the tender process. If the successful tenderer is not already registered with the Care Quality Commission, registration will be required following the award of the contract. The initial term will be for 2 years (from 1st July 2026 – 30th June 2028), with 2 extensions period of 1 year each (i.e. a total and maximum of 2 years for the extension period). The terms, conditions, and standards are contained in the enclosed sample form of contract, which will be reviewed periodically to ensure it includes the Council’s up-to-date contract clauses. Shropshire Council is tendering this service to meet the ongoing requirement of demonstrating Best Value. Providers tendering for these services are expected to identify improved efficiencies while maintaining a high-quality service. The Council seeks to appoint an innovative provider who: Can meet the varied needs of up to 5 different residents. Can develop the current service in line with the Council’s priorities. Has a track record of providing high-quality residential respite services of a similar nature. Has proven abilities to think imaginatively about service development and improvement. Can demonstrate an awareness of local and national agendas for both health and social care. The view of the Council is that the Transfer of Undertaking (Protection of Employment) Regulations 2006 (TUPE) Regulations will apply to this contract.

Shropshire Council is undertaking a Pre-Market Engagement (PME) exercise to seek feedback in relation to the future management of golf-specific services at Meole Brace Golf Course. The purpose of this engagement is to test market appetite, capability and delivery models for golf course management services prior to any potential future procurement. This exercise is exploratory only and does not form part of a formal tender process. Description The Council is seeking market feedback on the provision of an integrated golf course management service, focused on golf shop and customer-facing golf operations, to include the following elements: a)Golf Professional Services •Delivery of individual and group golf lessons •Development and operation of coaching programmes (e.g. beginners, juniors, women, return-to-golf) •Use and management of a dedicated teaching studio The operator would be required to provide, install and maintain teaching studio equipment, including relevant coaching technology and teaching aids b)Golf Shop Operation •Operation of the golf shop, including golf retail, customer service and basic food and beverage •Sale of golf equipment, clothing and accessories The Council requires the golf shop to be staffed by appropriately trained personnel: 7 days per week Summer period: 8:0am-6:0pm Winter period: 8:0am-4:0pm Market feedback is sought on viable staffing, operational and commercial models to meet these requirements c)Green Fee Collection and Customer Interface •Collection of green fees •Management of tee bookings and customer access •Day-to-day customer interface for golf users d)Liaison with Grounds Maintenance The Council will be retaining responsibility for grounds maintenance. The golf course management function would be expected to: •Liaise closely with the grounds maintenance team •Provide operational input on playability, competitions and peak usage •Engage in regular coordination and planning arrangements e)Monitoring and Reporting of Course Usage •Monitoring usage of the golf course (e.g. rounds played, participation trends) •Providing usage and performance data to the Council to inform future decision making It should be noted that the Council is in the process of re-tendering a wider leisure management contract to which Meole Brace Golf Course will be added as from 1st August 2027. The contractor providing golf course management services will be required to enter into a novation agreement with the successful bidder of the wider leisure management contract. The Council expect the golf course to remain operational throughout the term of the wider leisure management contract (end date 31st July 2037 with an option to extend by a further 5 years) and provide services not substantially different to those in operation within the scope of the Management Contract at Meole Brace Golf Course.

THIS IS NOT A CALL FOR COMPETITION. THIS IS A MARKET ENGAGEMENT. Short breaks are a vital support service for families with disabled children and young people. When making commissioning and funding decisions local authorities must ensure that regard is paid to all the relevant legal duties, in particular the short breaks duty in The Children Act 1989 and the duties in the Breaks for Carers of Disabled Children Regulations 2011. Key legislation and requirements: •Legal Duty: Local authorities must provide breaks designed to meet the needs of carers, and children with a disability including overnight, day-time, weekend, and school holiday services. •Purpose: To enable children to enjoy fun activities while supporting parents to continue caring more effectively. •Target Group: Primarily disabled children and their families, but also includes other "children in need". •Service Types: Activities can range from community-based, like youth clubs, groups activities and excursions, to residential, or in the child's own home. Shropshire Council is undertaking preliminary market engagement to inform and help shape the future commissioning of a Short Break Holiday Club(s) for children and young people with SEND (Special Educational Needs and Disabilities) and/or complex health needs during school holidays. Short breaks services are intended to provide play and leisure opportunities for children and young people aged from 5 years old until their 18th birthday whose needs cannot be met within mainstream provision. For many years the council has been working in partnership with established providers of children’s services and third sector organisations, however, we are keen to explore with the market alternatives to this, which includes working with schools, academy’s and Trusts, and would be keen to explore new and creative delivery models, including partnerships and consortium arrangements. This procurement is suitable for participation by schools, academies, and trusts.

1.1.The Authority is issuing this Invitation to Submit an Initial Tender ("ISIT") in connection with the Procurement described in the Tender Notice published on the Central Digital Platform (the “Platform”) with reference number ED0407-25 (the “Procurement”). 1.2.The Procurement is being run under a two - stage competitive flexible procedure pursuant to section 19 of the Procurement Act 2023 (the “Act”). As such, this ISIT provides further details of the Procurement and process for submitting Bids. 1.3.The Authority requires tenders to be submitted for both a Concession and an Agency Model Contract. Introduction to the Authority 1.4.The county of Shropshire is located in the west of England and borders Wales to the west, Cheshire to the north, Staffordshire to the east and Herefordshire to the south. 1.5.The county has an ageing population and is relatively prosperous with high levels of home ownership and low levels of unemployment. The county has 2 Lower Super Output Areas (LSOAs) in the most deprived 10% of all LSOAs nationally; 1 in Shrewsbury and 1 in Ludlow. Levels of inactivity in both adults and children are lower than the averages nationally and for the West Midlands. 1.6.The Authority’s Vision and Key Principles for leisure services and facilities in Shropshire is as follows: Vision 1.7.“Shropshire Council's vision for leisure services is to increase physical activity levels, improve community health, and foster social and economic development by supporting a network of accessible, high-quality facilities and activities across the county. The council aims to be a facilitator rather than a direct deliverer, partnering with local communities and its leisure operators to create a diverse range of options, improve existing venues, and promote active travel and sustainable practices.’’ Key Principles 1.8.The key principles underpinning this vision are: 1.Improving the health and wellbeing outcomes of residents 2.Inclusivity 3.Focussing on the inactive 4.Accessibility 5.System-wide approach and partnership working 6.Accountability 7.Financial sustainability 8.Asset management and planned future investment 9.Openness and transparency 10.Marketing and communication 11.Alignment with national and local strategies 12.Flexibility 13.Carbon reduction 14.Governance and monitoring 15.Social value 2.Overview of the Authority’s Requirement 2.1.The Authority is seeking an Operator Partner /Agent (depending on the form of contract used) to operate the Facilities and Services covered by this procurement opportunity. The Authority requires that the Contract reflects the required operational ethos, and the critical importance of financial viability together with the need to reduce health inequalities and increase levels of physical activity. The Operator Partner must work across the county to deliver active well-being programmes in both formal leisure facilities as well as other community spaces and places. Promoting grassroots sport and physical activity and the importance of leisure time to develop a sense of community is also central to this Contract. 2.2.The Core Services to be provided by the Operator Partner are: •Operational management of the Facilities; •Delivery of Authority and Public Health priorities to address the wider determinants of health; and •Partnership working as set out in this Services Specification and agreed with Authority. This will include developing a higher profile for community sport and advocating the benefits of physical activity. 2.3.The Authority’s key priorities for the Services are to: •increase physical activity and participation through the activities in the Facilities; •ensure the Facilities and Services promote and address improved physical and mental health and well-being in the county; •ensure that mental and physical health is addressed through a wide programme of activities, both within the Facilities and on an outreach basis; •develop projects which encourage and promote sport and leisure participation opportunities for young people, those with disabilities, ethnic minority groups and disadvantaged groups; •ensure that opportunities for active travel are promoted; •reduce energy consumption in the operational delivery of the Services and the Operator Partner’s wider activities to support the Authority’s ambition to become carbon neutral; and •ensure that, in operating the Facilities and Services, there is a balance between income generation and social outcomes. 2.4.The Authority requires that, as a result of the Services delivered through this Contract, its residents stay active, and/or become more active and that those who are inactive are encouraged and supported to become active. 2.5.Ensuring that children and young people start to become physically active from an early age, adults integrate physical activity into their everyday lives, and older people stay active are key principles for the Services. The Operator Partner must demonstrate as part of its tender submission how it will: •Increase levels of participation in physical activity and sport through behaviour change •Improve community health and well-being •Contribute to reducing health inequalities, particularly for priority groups •Contribute to improved mental health levels in the community, particularly for priority groups including the elderly; children and young people; women and girls; families; those in deprivation; ethnic minority groups; and those with disabilities and long-term health conditions. 2.6.Based on the recommendations of strategic work such as the Built Facility Strategy, the Authority has identified the following key Strategic Priorities for the Services to be delivered by the Operator Partner which are designed to contribute to the Authority ‘s wider local Strategic Outcomes (detailed above): •Deliver high quality Services that meet Performance Standards and exceed customer expectations as demonstrated through customer feedback surveys; •Deliver financially and environmentally sustainable facilities; •Ensure facilities are maintained to a high standard throughout the life of the Contract; •Increase inclusive opportunities to participate in sport and physical activity, from beginner to performance level for all sections of the community; •Increase activity levels from underrepresented/priority groups identified as having no or low levels of physical activity including but not limited to people with disabilities; •Improve access to Facilities, activities and opportunities for priority groups that participate less in sport and physical activity, including people with disabilities; •Provide wider social value through strong and positive engagement with partners/community; •Engage and support local sports clubs to deliver in their communities; •Ensure programmes, activities and events provided maximise use of all the Facilities; and •Ensure Facilities remain commercially attractive, recognising that a quality environment attracts participation 2.7.The Authority is seeking Bids in relation to the SC Leisure Management Contract. For further details see the Specification and associated appendices (separate documents on the portal). For more information about this opportunity, please visit the eSourcing portal at: https://www.delta-esourcing.com/tenders/UK-UK-Shrewsbury:-Sporting-services./42G6Z69KYK To respond to this opportunity, please click here: https://www.delta-esourcing.com/respond/42G6Z69KYK

Shropshire Council is establishing a DPS to commission Apprenticeship Levy Training Providers. Tenderers may apply for admission to one, more than one, or for all lots. The Lots are as follows and will only be for apprenticeships Level 2 to 5: 1.Agriculture, Environmental and Animal Care 2.Business and Administration 3.Care Services 4.Catering and Hospitality 5.Construction 6.Creative and Design 7.Digital 8.Education and Childcare 9.Engineering and Manufacturing 10.Hair and Beauty 11.Health and Science 12.Legal, Finance and Accounting 13.Protective Services 14.Sales, Marketing and Procurement 15.Transport and Logistics We will have a bespoke Lot specifically attributed to Degree Level Apprenticeships 6 and 7 (Lot 16). It is the intention for the DPS to be open for 2 years with the option to extend for a further 3 years.