UK Public Sector Contracts & Tenders

The Old General Herbarium (OGH) Beta Project is a light touch refurbishment of a section of the OGH gallery to bring it back into public display for the first time since 1948. The project will install a temporary pop-up display opening in September 26. This is a light touch refurbishment of the front half of the gallery space allowing it to open up to visitors including the installation of the Pop-up exhibition offer lasting approximately 18-months. This offer is the first phase of a bigger project which is part of the NHM 150 programme. The Pop-up will act as a test bed for the planned permanent gallery which will involve full refurbishment and exhibition installation through the OGH gallery opening 2029 TBC. In order to access the tender documents for the OGH Beta Principal Contractor tender exercise, all tenderers must complete the NDA available in the SQ stage document library. The NDA must be signed by an appropriate representative of the tendering company and returned to the Museum for countersignature. Once the NDA has been completed by both parties, it will be sent to tenderers for record keeping. The tenderer will then be added to the Tenderbox stage, where the tender documents will be made available from the 30th April 2026.

Please see Planned Procurement Notice here for full details of the forthcoming technical requirement: https://www.find-tender.service.gov.uk/Notice/009745-2026?origin=Dashboard

Rutland County Council (the Council) is undertaking a soft market testing exercise to inform the development of a future procurement for Dry Mixed Recycling (DMR) Treatment and Processing Services. This soft market test relates solely to the treatment and processing of Dry Mixed Recycling and does not include collection services. The purpose of this engagement is to seek feedback from the market to help shape a procurement that is deliverable, commercially viable and attractive to suppliers, while ensuring continuity of service and compliance with relevant legislation. The information gathered through this soft market test will be used to refine the procurement approach, timetable and contract documentation. Participation in this exercise will not form part of any future tender evaluation, and no supplier will be advantaged or disadvantaged by responding. Please note that this notice does not commit the Council to any future competition or award. Providers are invited to provide a response to the soft market questionnaire that can be accessed via the below link: https://www.eastmidstenders.org/ https://procontract.due-north.com/Advert?advertId=081bb6ee-bf23-f111-813c-005056b64545&p=527b4bbd-5c58-e511-80ef-000c29c9ba21 The deadline for submission for the soft market testing is: 12 noon 17th April 2026.

This Expression of Interest (EOI) seeks information relating to the CCLIP Co-ordinator in order to: • Gauge market interest • Develop the authorities' requirements and approach to the procurement • Design a procedure, conditions of participation or award criteria This EOI is being conducted in line with: • NHS Dorset ICB Standing Financial Instructions • Procurement Act 2023 NHS Dorset ICB requires information on the market's capability and capacity to provide the services described in the Service Specification. CCLIP (Clinical Commissioning Local Improvement Plan), as it stands, is a voluntary annual reward and incentive programme for GP practices in Dorset. It is a local quality incentive scheme to engage general practice to achieve outcomes against key local objectives and quality improvements not covered through the national schemes or commissioned services. The CCLIP fund is the first example of how we would like to use elements of existing and additional funding streams differently, to meet the objectives set out in the 10YP and to ensure sustainability at neighbourhood when INT funding ceases. As the provider landscape is changing, we will need to use existing resources to commission and contract differently. COMMERCIAL SECTION Contracting terms to be The NHS Terms and Conditions of Goods & Non-clinical Services Contract Contract Term: 3 years with an option to extend for 2 years Proposed start date: aspire to the 1 June (earliest) Budget: £150k per annum SERVICE SPECIFICATION The service aims are to: 1. Deliver a single co-ordinator role for the management of the CCLIP Programme across single/multiple neighbourhoods to support primary care delivery; legally, efficiently and within financial balance. 2. Demonstrate value for money in the development of all CCLIP projects 3. Deliver an increased level of neighbourhood level collaboration between GP practices, PCNs, local authorities, community providers, VCSE organisations, and system partners through the development of Alliance agreements. There is an expectation that the Provider will support primary care in developing formal agreements / sub-contracts with partners, e.g. VCSEs, to deliver service improvements. 4. Assure commissioned outcomes are based on neighbourhood need, by coordinating projects, quality improvement initiatives, digital solutions, and workflow optimisation. Ensuring local citizens within neighbourhoods are engaged in development and delivery. Innovation and Transformation projects will deliver the following CCLIP Programme outcomes and principles: Outcomes • Provide efficiencies to the system (financial savings and/or activity) • Provides value for money for the delivered outcomes. • Contribute to overall ICB financial productivity and save money • Reduce the gap in healthy life years at neighbourhood • Deliver early adoption of improved population health and health inequalities at neighbourhood level Principles: • Deliver integrated neighbourhood models of care: taking a neighbourhood approach e.g. partnering/sub-contracting with VCSEs. • Must develop and strengthen the resilience of neighbourhood contractors. • Projects must not duplicate existing commissioned services e.g. INT Delivery Programme • Must support strategic commissioning framework implementation • Must develop assurance and accountability among GP providers - moving to accountable care provision • Should be deliverable through and with organisational options amongst INT providers (e.g. GPA) • Must offer safe, evidence-based quality projects that have agreed levels of manageable risks The provider will act as a Coordinator and Assurer of outcomes for approved projects within the CCLIP programme for the Dorset system as well as being responsible for the end-to-end co-ordination of a wide range of non-clinical services that support general practice outcomes Core service description Coordinator role The provider will act as a Coordinator responsible for end-to-end co-ordination of a wide range of non-clinical services that support general practice outcomes. The Coordinator must be a credible, mature and local leader with strong partner relationships across primary care and system partners, with a deep understanding of the Dorset health and care landscape. The Co-ordinator must have a mandate from GP practices and PCNs to represent them. The provider will also co-ordinate and provide programme management to projects that are funded through the CCLIP fund. 1. Coordination and Programme Management for CCLIP • Work with general practice to identify and develop project/s that support neighbourhood priority health outcomes in line with the CCLIP programme principles. • Encourage innovation in neighbourhood model of delivery that align with the 'three shifts' in NHS plans. • Coordination of multi PCN and neighbourhood level initiatives that deliver CCLIP projects • Assure best value for money through price discovery and an understanding of best value models. • Recommend standardised pricing models and best value procurement where possible to the Project Provider(s) and Commissioner for recommended projects. • Co-ordinate a multi neighbourhood provider and commissioner oversight panel to approve projects in line with outcomes and principles • Ensure approved project funding is managed within authorised budget envelopes for CCLIP specification • Advise the Commissioner of the funding schedules to be paid for each approved project • Assure the Commissioner on outcome achievement, payment awards and scheduling • Monitoring provider performance with monthly reports of approved projects and fund utilisation 2. Provider Management • Assurance of contractor resilience for project providers. 3. Relationship and stakeholder management • Develop trusted relationships with community providers, local councils, and the VCSEs • Facilitate cross-sector relationships and partnership models of service delivery and contractual frameworks among primary care and its partners. • The Co-ordinator must have established relationships with Primary Care Networks, Integrated Neighbourhood Teams and system partners across both Bournemouth, Christchurch and Poole (BCP) and Dorset places. 4. Coordinator of General practice The Coordinator will facilitate the development of GP services at scale, support functions on behalf of general practice: • Services at scale Facilitating models of care delivered at scale. Examples not exclusively including single, multi and neighbourhood provider models e.g. COVID-antiviral, MGUS, Gender Identity shared care prescribing services • General practice support services - Co-ordinating complaints - Act as the contact point for all complaints related to general practice that will come via the ICB's complaints team. Working with general practice to respond to the complaints adequately and with compassion. - Primary care support line - Act as a single point of contact for non-contractual related queries e.g. business continuity issues, non ICB commissioning queries. - Non-ICB commissioned queries/issues. Bringing system partners together as needed. - Operational issues - bringing general practice together to provider peer support and expertise to resolve operational issues. - Business continuity / operational issues - co-ordinating learning and best practice and leaning on mutual aid across PCNs to reach resolutions - Medicines Query service. - SystmOne formulary updates and medicines protocol maintenance. - Co-ordination of primary care medicines shortage management - Mutual Aid pharmacy leadership development for 'Developing pathway' PCNs Further discussions will be had with the provider to agree specific areas. • GP communication Co-ordinate the communication of key messages for GP practices, to ensure messages are shared effectively and local information is clearly understood. Locations The service will be delivered: • Virtually across all neighbourhoods via remote coordination, digital platforms, and shared communication tools. • Onsite, where required, at: - GP practices - Primary Care Network hubs - Community or local authority premises - Place or ICS coordination centres The Co-ordinator must maintain adequate physical presence to build relationships, understand local context, and support service delivery. Service Requirements and Standards • Governance and Accountability • Monthly reporting to the commissioner and relevant neighbourhood boards to provide assurance on how agreed projects are providing value for money and making a difference. • Participation in Place-level governance and Primary Care Transformation groups. • Maintenance of risk registers, action logs, and delivery plans. • Quality and Performance The Coordinator must meet KPIs relating to: - Delivery of agreed workplans - Timely issue resolution - Supplier/contract performance - Neighbourhood satisfaction surveys - Demonstrated administrative burden reduction - Value for money and cost avoidance tracking Dependencies and Interfaces The service will interface with: • GP practices and PCNs • Integrated Neighbourhood Teams • Local authorities • Community and Voluntary Sector partners • Acute and community NHS providers • ICS Digital, Estates, and Workforce teams • Other commissioned services contributing to neighbourhood level care • NHS Dorset ICB and/or the cluster commissioning organisation. The provider must have a good understanding of the Dorset health and care system, and the partners within it. The provider must maintain a presence in the county of Dorset (i.e. in either Bournemouth, Christchurch and Poole or Dorset local authority footprint). The provider must have a mandate from Dorset GPs and primary care networks to represent them.

Essex County Council (ECC) are seeking a comprehensive Enterprise Architecture Transformation Tool to support the Council's ongoing Local Government Reorganisation journey. ECC is undertaking this Preliminary market engagement notice (PME) to engage with potential suppliers to understand market capability and available solutions to help develop the Authority's requirements and inform the procurement strategy. ECC is looking to understand more about tools that can provide the following outcomes: • Help manage and simplify the complexities of our transformation, guiding robust decision-making around investment priorities. • Deliver actionable insights for Operations, Products, Cyber, and Functional Services teams, underpinned by measurable Key Performance Indicators (KPIs) that track the business maturity, resilience, user outcomes, and service performance. • Enable the enterprise architecture to clearly demonstrate value, inform and justify decisions to enhance services, reduce organisational risk, and improve the experience for users. • Integrate seamlessly with ECC's existing digital platforms and services across multiple tenancies, handle large volumes of data, and provide outputs that are accessible and useful for officers at all levels within the council. • Offer a maturity model that has proven effective in other local government authorities, to support ECC throughout this significant transformation. • Assess and map the digital and data assets across the Essex region. • Support the consolidation and rationalisation of the digital applications and contracts to achieve greater efficiency. • Provide visibility into known and unknown areas, with the ability to prioritise and rank risks, thereby strengthening decision-making. In summary, ECC require a mature, proven tool that will not only enable it to govern and improve its transformation journey, but also drive business value, mitigate risks, and deliver measurable outcomes for teams and communities. ECC is in its earliest stages of generating requirements and therefore for any future potential procurement opportunity for an Enterprise Architecture Transformation Tool, it is anticipated that requirements, scope and timelines will be refined/amended following PME. Therefore, there is no commitment or guarantee that procurement activity will go ahead.

The LGA will engage contractors selected under this brief to support those councils identified or self-identified as being in need of specialist support. These may include, for example, councils that have identified particular financial challenges or risks that they need to manage or overcome, or that may lack financial strategic or technical capacity. There is a need to work with these councils to design strategic financial advice and support to those councils and, in many cases, to provide that support. This work requires specialist financial experience and skills, and the credibility to work with senior stakeholders within local authorities.

NIE Networks is conducting a Preliminary Market Engagement (PME) to gather insights from the market before initiating a procurement process for Contract S1138 Hire, Erection and Dismantling of Scaffold. This engagement aims to assess the market's interest and capabilities in delivering Contract S1138 (2027), identify potential solutions and innovative approaches, and develop an effective procurement strategy. This PME is open to all suppliers and is intended to be a collaborative effort to ensure a robust and successful procurement process. The Hire, Erection and Dismantling of Scaffold Services may include as follows: • Hire, Erection and Dismantling of Scaffold (Distribution Overhead lines), • Hire, Erection and Dismantling of Scaffold (Distribution and Transmission Substations and Transmission Overhead Lines) The services will include: Hire, Erection and Dismantling of Scaffold (Distribution Overhead Lines) • The design, erection, inspection and dismantling of scaffold to facilitate NIE Networks’ teams with: • the erection / maintenance / replacement of electricity poles • the installation and repair of Low Voltage under eave wires and cables at customer properties • Erection and dismantling of scaffold to facilitate NIE Networks’ fault and emergency response works where required Hire, Erection and Dismantling of Scaffold (Distribution and Transmission Substations and Transmission Overhead Lines) • The design, erection, inspection and dismantling of scaffold to facilitate NIE Networks’ teams with: • the installation / maintenance / replacement of substation plant and apparatus • the erection / maintenance / replacement of electricity poles and towers • Roadside protection schemes to assist with raising and lowering of overhead lines • Erection and dismantling of scaffold to facilitate NIE Networks’ fault and emergency response works where required

This Request for Information (RFI) is issued on behalf of Mid and South Essex NHS Foundation Trust (MSEFT). Through this exercise, MSEFT aims to engage with the supplier market to gather insight, assess capacity and capability, explore commercial and delivery models, and help shape its future procurement strategy for a potential Managed Services programme. The programme may span four key modalities: • Endoscopy • Radiology • Cath Labs, Cardiothoracic and Vascular • Theatres MSEFT is seeking supplier perspectives on delivering outsourced models across the following areas: Consumables and Non Pay Spend • Gloves • Syringes • Dressings • Surgical consumables • Consignment stock Inventory and Supply Chain Optimisation • Stock management • Just in time supply • Waste reduction • Catalogue management • Logistics management Capital Equipment and Managed Equipment Services • Core equipment • Imaging equipment • Theatre equipment • Maintenance • Replacement planning • Asset management • Central Sterile Services Department (CSSD) Facilities Management • Hard FM • Soft FM • Strategic estates and infrastructure investment Clinical Pathways and Service Redesign • Theatre utilisation • Length of stay optimisation • Demand management • Pathway standardisation In addition, this structured RFI seeks input on: • Market appetite • Delivery capability • Mobilisation capacity • Commercial models (including IFRS16 considerations) • Risk transfer • KPIs and governance • Innovation opportunities • Baseline data requirements • Potential procurement structures (single procurement, multi lot, or four separate procurements). The feedback collected will inform the design of any future service model and associated procurement approach for MSEFT. To express an interest in this project and access the RFI documentation and all other information concerning the RFI, please go to the Jaggaer website at: https://attain.ukp.app.jaggaer.com Click on ‘Register here’ and follow the on-screen instructions. Please note that expressions of interest will not be accepted by any means other than through the Jaggaer e-procurement portal. The closing date for submitting completed RFIs is 12:0 noon on 17 April 2026. Disclaimer: This RFI is intended only to elicit information. Responders to this RFI should note that no concessions, contracts or other arrangements will be awarded pursuant to this RFI. Responding, or not responding, to this RFI will neither increase nor decrease any supplier’s chances of being awarded a contract from any subsequent Invitation to Tender process. MSEFT shall not be responsible for any costs or expenses incurred by respondents to this RFI in preparing and / or submitting such responses. This notice does not constitute a call for competition. Participation is voluntary and does not affect eligibility to participate in any future procurement(s). Following receipt and analysis of RFI responses, MSEFT may: • Refine the scope and requirements • Conduct additional engagement sessions • Publish a Planned Procurement Notice • Launch a formal competitive procurement(s). Suppliers who participate in this RFI exercise will be notified through the portal of any subsequent notices. This preliminary market engagement is undertaken in accordance with the Procurement Act 2023 and Procurement Regulations 2024.

Essex County Council (ECC) is exploring a countywide programme to support the deployment of rooftop solar PV and other sustainability initiatives across the 556 schools in Essex, in collaboration with the local community energy sector. This programme would be successful if we were able to engage half of the total schools and develop delivery models appropriate to a variety of contexts and status for individual schools. Intended outcomes of the programme will be to significantly increase renewable generation across Essex through using the roof space on the school estate, lower schools' energy costs, provide opportunities for community ownership of renewable generation, and promote engagement and education on sustainability initiatives within schools. One clear priority of the programme is to engage and collaborate with the growing community energy sector in Essex and enable community investment and ownership of solar PV on schools. While our initial focus is on scaling renewable energy generation on the school estate, our ambition is to develop a more holistic programme that provides solutions across multiple decarbonisation and sustainability interventions. DfE and central government are placing greater emphasis on the role schools and education facilities can play in net zero and climate goals, so there is an opportunity to deliver additional benefit. ECC intends to procure a delivery partner (or consortium) with the expertise and capacity to work collaboratively with us, schools, and our community energy groups. Before initiating a full procurement process, ECC is carrying out this market engagement exercise to better understand the range of services available, delivery models, market capability, and any considerations that should inform our programme design. The programme aims to: • Assess and prioritise rooftop solar PV potential across the Essex school estate. • Engage and support schools to understand the benefits of installing renewable energy generation at their schools and to the benefits of community energy. • Provide technical feasibility assessments, business case development, and project development support. • Work collaboratively with the community energy sector to deliver projects that offer community investment and ownership opportunities. • Develop variety of delivery models suitable for a range of school type, context and funding models. • Explore additional sustainability opportunities, such as energy efficiency upgrades, demand reduction, water efficiency upgrades, and wider decarbonisation and sustainability options for schools. ECC is particularly interested in delivery partners that can operate in a collaborative, facilitative, and partnership based way with the community energy sector. To engage with us, please fill out this form > https://forms.cloud.microsoft/e/r7MMWx8wc7 It is important to note that this market engagement exercise is not a call for competition and as such you will need to express your interest in any future tender opportunity once the contract notice is published on Find a Tender. It should also be noted that this market engagement exercise invites individuals and organisations to express an interest in this exercise only, and it is NOT a pre-qualification questionnaire, and is NOT part of any pre-qualification or selection process. This market engagement exercise is intended as an awareness, communication, and information gathering exercise. An expression of interest is no indication of a commitment to participate in any future tendering process nor does it infer any preferential or special status on those individuals and organisations who participate.

West Norfolk Property Limited (WNPL) is a company wholly owned by the Borough Council of King’s Lynn and West Norfolk which was set up in 2018 to hold private rented housing in the borough in order to provide an income stream to the council and increase the supply of high quality, professionally managed and more secure private rented housing in the area. The company operates on a commercial basis, limited by shares and currently owns 95 properties, all of which were acquired from the Council’s development sites as new build since 2020. It has an identified pipeline of new build homes to be acquired from the Council and let at full market rents taking the portfolio to 139 homes by the end of 2027. The current portfolio and identified pipeline is located in King’s Lynn. Properties are available for renting to the general public, rather than defined categories of applicants. The Company is actively exploring opportunities to acquire additional homes from the Council and is also exploring opportunities to acquire homes from third parties. This may include homes in other parts of West Norfolk or Norfolk following Local Government Reorganisation. The Company will be seeking a partner to provide full management and maintenance services of Company’s portfolio for two years, plus a two year extension clause. The service will be responsible for all day-to-day management and maintenance of the portfolio including •Marketing and letting (including assessing applicants, referencing and setting up the tenancy) •Rent collection and arrears management •Periodic inspections; •Arranging and managing repairs •Void management •Compliance •Customer services. For more information about this opportunity, please visit the Delta eSourcing portal at: https://www.delta-esourcing.com/tenders/UK-UK-King%27s-Lynn:-Property-management-services-of-real-estate-on-a-fee-or-contract-basis./HS238D93W8 To respond to this opportunity, please click here: https://www.delta-esourcing.com/respond/HS238D93W8

SCC delivers Bikeability training through a structured programme designed to equip children and young people with the skills and confidence to cycle safely and independently.

Derry City and Strabane District Council plans to commence a robust, credible and transparent preliminary market engagement process to procure specialist technical services to assess the feasibility and support the design of a £2m Positive Energy District (PED) Pilot project in Strabane Town Centre. PEDs, according to JPI Urban Europe, are “energy-efficient and energy-flexible urban areas or groups of connected buildings which produce net-zero greenhouse gas emissions and actively manage an annual local or regional surplus production of renewable energy. They require integration of different systems and infrastructures and interaction between buildings, the users and the regional energy, mobility and ICT systems while securing the energy supply and a good life for all in line with social, economic, and environmental sustainability.” (Ref: JPI Urban Europe / SET Plan Action 3.2, “White Paper on Reference Framework for Positive Energy Districts and Neighbourhoods,” Austria, 2020). The purpose of this preliminary market engagement (PME) is to gather insights and feedback from the market to inform the development of the procurement strategy and specification for the PED technical consultancy requirement as well as assisting Derry City and Strabane District Council to ensure that the most efficient and effective methods of procurement are considered. The first phase of the market engagement exercise will be participation from the supply base through the attached questionnaire. Responses to these questions will help Derry City and Strabane District Council gather comprehensive information about potential suppliers and the services they offer. This will allow us to make informed decisions regarding our specification and procurement strategy before entering the market with a full procurement competition. At this stage, any information gathered through this engagement exercise will solely inform internal business planning and any possible subsequent procurement process; and will NOT be appraised in any future tender evaluation exercise. Your submission must be submitted via etendersNI, via this CFT. No other method of submissions will be accepted. Please refer to the CfT documents for further detail.

The Small Works Framework will encompass the breadth of work activities currently delivered through the Small Scale & Responsive Works and Environmental Maintenance contracts across Northern Ireland. The framework will encompass eleven Measured Term Contracts to deliver Small Works across the following Contract Areas: A. SWF N1 - Antrim & Newtownabbey B. SWF N2 - Mid & East Antrim C. SWF N3 - Causeway Coast & Glens D. SWF E1 - Belfast City E. SWF E2 - Lisburn & Castlereagh F. SWF S1 - Newry, Mourne & Down G. SWF S2 - Armagh City, Banbridge & Craigavon H. SWF S3 - Ards & North Down I. SWF W1 - Mid Ulster J. SWF W2 - Fermanagh & Omagh K. SWF W3 - Derry City & Strabane Within each Contract Area, the works to be undertaken under contracts from this framework may include the following activities on the public road network: A. Temporary and permanent repairs/patching/reinstatements (typically up to 100m2) of openings and defects in carriageways, footways and cycleways. B. Delivery of temporary traffic management as part of associated works on a live trafficked public road network. C. Cleaning, jetting and inspection of roadside drainage systems. D. Maintaining grass in both urban and rural areas. E. Edge ploughing, scuffling and moss removal from carriageways, footways and cycleways. F. Controlling weed growth. G. Construction and surfacing of carriageways, footways and cycleways. H. Provision, adjustment and maintenance of drainage systems including culvert grilles. I. Provision and adjustment of kerblines. J. Earthworks including verge reconstruction and slope stability. K. Fencing Construction. L. Cut, remove or maintain trees / hedges and associated works*. M. Small network improvement schemes such as traffic calming, traffic management and civils works associated with traffic signal replacements/installations at junctions/crossings. Further ancillary works may be asked of the successful Economic Operator such as: • Provision of compliant Temporary Traffic Management; • Removal of advertising signs; • Cleaning of road signs and marker posts; and • Road marking reinstatement. * DfI is currently exploring the potential inclusion of specific tree surgery activities within the scope of this framework.

The Pencil Works is a £6.2 million UK Government Towns Fund investment designed to deliver a new enterprise hub in the heart of Stapleford town centre. This flagship development will provide high-quality office, retail, makerspace, and creative facilities, supporting the growth of the creative, digital, and cultural sectors within the region. Broxtowe Borough Council is seeking market insight to inform the future operational model for the Pencil Works. A preferred option under consideration is a partnership-based operating model, where the Council collaborates with a specialist operator responsible for day-to-day management, tenant and community engagement, and effective utilisation of the available space. This pre-market engagement exercise aims to gather industry feedback on this proposed approach. The Pencil Works is currently under construction with completion expected in October 2026. Interested suppliers are invited to contribute their views on this exciting opportunity. The deadline for submissions is 12:0 noon on 17 April 2026.

This Request For Information (RFI) is issued for Royal Navy, as part of Ministry of Defence (also known as “The Authority”). This is not a formal tender competition or commitment to any future contract(s). It is an opportunity for industry to provide information to assist in development of future requirements. It is in relation to an opportunity for industry to participate in the first Annual Maritime Uncrewed Systems Experiment (AMUSE), to be conducted in a segregated (250km2 approximately) water space in the United Kingdom, in late March 2027. This will be supported by a separate small-scale trial, the Maritime Uncrewed Systems Testbed (MUST) that will enable the assurance of all participating systems in a controlled water space (likely a lake, or loch), location still to be determined.

West Northamptonshire Council (WNC) is undertaking a preliminary market engagement exercise to inform a future procurement and development of West Northamptonshire’s advertising estate. WNC's advertising estate spans both in-home digital assets and out-of-home (OOH) physical assets. Recent audit findings indicate that the estate could generate £3–£4 million over the next decade if optimised through digitisation, modernised contracts, and better commercial models. WNC seeks supplier insight regarding: • Digitisation of 6-sheet assets and commercial models for revenue share • Lamppost banner management and procurement approaches • Opportunities for large-format digital sites and identification of viable locations • Website and email advertising integration to support income and communication objectives • EV chargers with integrated advertising as part of a sustainability strategy • Commercial opportunities in bus stations and council-owned totems • Guerrilla and temporary advertising to activate unused public spaces The Council is seeking feedback from the market on service delivery models, capacity, innovation and scalability to help shape the final service specification and procurement approach.

West Northamptonshire Council (WNC) is undertaking a preliminary market engagement exercise to inform a future procurement and development of West Northamptonshire’s advertising estate. WNC's advertising estate spans both in-home digital assets and out-of-home (OOH) physical assets. Recent audit findings indicate that the estate could generate £3–£4 million over the next decade if optimised through digitisation, modernised contracts, and better commercial models. WNC is seeks supplier insight regarding: • Digitisation of 6-sheet assets and commercial models for revenue share • Lamppost banner management and procurement approaches • Opportunities for large-format digital sites and identification of viable locations • Website and email advertising integration to support income and communication objectives • EV chargers with integrated advertising as part of a sustainability strategy • Commercial opportunities in bus stations and council-owned totems • Guerrilla and temporary advertising to activate unused public spaces The Council is seeking feedback from the market on service delivery models, capacity, innovation and scalability to help shape the final service specification and procurement approach.

West Northamptonshire Council (WNC) is undertaking a preliminary market engagement exercise to inform a future procurement and development of West Northamptonshire’s advertising estate. WNC's advertising estate spans both in-home digital assets and out-of-home (OOH) physical assets. Recent audit findings indicate that the estate could generate £3–£4 million over the next decade if optimised through digitisation, modernised contracts, and better commercial models. WNC is seeks supplier insight regarding: • Digitisation of 6-sheet assets and commercial models for revenue share • Lamppost banner management and procurement approaches • Opportunities for large-format digital sites and identification of viable locations • Website and email advertising integration to support income and communication objectives • EV chargers with integrated advertising as part of a sustainability strategy • Commercial opportunities in bus stations and council-owned totems • Guerrilla and temporary advertising to activate unused public spaces The Council is seeking feedback from the market on service delivery models, capacity, innovation and scalability to help shape the final service specification and procurement approach. Pre-Market Engagement Timetable Please read the attached document and if you feel that your organisation is able to contribute to this exercise, please complete the questionnaire at the end of the document and return, via email to craig.forsyth@westnorthants.gov.uk by Friday 10 April 2026.

From time to time the University implements structural changes when staff are offered the opportunity to leave the employment of the University on favourable severance terms. In these circumstances, leavers are offered outplacement support at the University’s cost. We are currently reviewing the provision of outplacement services. The aims of the service are for the individual whose employment is ended to be supported in seeking future work opportunities and/or managing the impact of the change on their life/finances. The service should provide basic individual support (expected to be a maximum of a half a day per person) which will normally include a one-to-one/face-to-face meeting (for example via Teams, Zoom or FaceTime) supported by appropriate on-line tools and advice. The support should be able to be personalised according to the needs of the individual. The University can provide no guarantee of numbers to be supported or timescales. This would depend on any future restructuring needs of the University. The provider needs to be able to scale up and down provision, with no guarantee of minimum numbers.

The Police Service of Northern Ireland (PSNI) is conducting this preliminary market engagement to seek advice, further information from organisations delivering similar forensic medical services to help inform any potential future procurement of these services and to allow PSNI to consider service delivery methods.