housing contracts

Marketing services for Development schemes with estimated value £7.6m over 3+1 years

Clarion Void and Sparkle Cleaning Tender (National) including regional Lots

The Makers Management Company and Otto Management Company, invites expressions of interest for the provision of comprehensive Residential Building Manager Services at The Makers (Nile Street) and The Otto Building (Downs Road). This procurement seeks a high-calibre Service Provider to manage both developments, delivering integrated, 'hotel-quality' facilities and property management services. The successful candidate will demonstrate expertise in non-social, multi-tenure environments, ensuring the long-term maintenance of these significant residential and commercial assets while fostering community and resident satisfaction. We are seeking a partner who is committed to proactive asset management, efficient service delivery, and the seamless integration of our 'soft landing' approach. Please review the tender documentation, which sets out our requirements, scope, and the procurement process in detail. IMPORTANT NOTE - CONTRACTING AUTHORITY AND BUYER This procurement exercise is being hosted on the London Borough of Hackney's e-tendering portal for administrative purposes only. The procuring contracting authority and legal buyer for this requirement is Makers Management Company Ltd (Company No. 11043263), which is acting as the Lead Buyer. The resulting contract will also provide for services to Otto Management Company Ltd (Company No. 11043383). Any contract arising from this procurement exercise will be entered into and executed directly with Makers Management Company Ltd and not with the London Borough of Hackney. The London Borough of Hackney is providing the e-tendering portal solely to facilitate the administration of the procurement exercise and is not the contracting authority or legal buyer for the resulting contract.

Lift Maintenance for Wandsworth Council Housing and Richmond and Wandsworth Operational Buildings (3 lots)

Post Office Ltd is looking for a successful retailer to incorporate a Post Office Local into their existing or proposed business. The offer available in this Post Office would be: Post Office Local - integrating Post Office services into a vibrant and sustainable retail business, so they can be offered over the same opening hours. The exact layout and design will be agreed with you to suit your business. Estimated Post Office fees: In the current location in the range of £8,000 - £14,000 per annum. Further information can be found at: https://runapostoffice.co.uk/branch/carr-house-road-post-office-dn1-2by?search_term=DN1 2BY

Site Location: Former Bradwell Street Garage site, London, E1 4BY, Bethnal Green East ward. The development of this new housing scheme directly supports the Council’s strategic priority to increase the supply of affordable homes within the borough and address the growing challenges of homelessness and overcrowding. It aligns with the Council’s new 10-year Housing Strategy, More Homes. Better Homes. Safer Homes, which outlines the ambition to deliver high-quality homes for local residents. With over 30,000 households currently on the Council’s housing register, many families face significant difficulties in securing homes that are safe, secure, and suitable for their needs. The Bradwell Street development will deliver seven intentionally designed large family homes, all comprising four bedrooms. This includes one 4-bedroom, 8-person M4(3) wheelchair-accessible home, specifically designed to meet the needs of residents identified through Project 120—Tower Hamlets’ initiative supporting the borough’s most acutely disabled families. This purpose-built scheme places residents at the centre of the design process, ensuring that the needs of end users are fully considered and incorporated. The development has been designed in accordance with non-accredited Passivhaus principles, promoting enhanced energy efficiency and sustainability. The site is located adjacent to Network Rail on a constrained infill plot. The proposed construction programme reflects the challenges associated with Build Adjacent to Public Assets (BAPA) risks, with an estimated duration of approximately 18 months from groundbreaking to practical completion. The main works contract is expected to remain in place for a further 12 months post–practical completion to cover the defects liability period.

Consultancy services for the delivery of a comprehensive Solar PV Feasibility Study for the British High Commission Lusaka estate, including the Chancery, the High Commissioner's Residence and designated staff residential properties. The scope includes site assessments, energy demand analysis, solar PV generation modelling, battery storage and energy resilience assessment, financial and economic appraisal, options analysis, and the provision of a final feasibility report with recommendations to support future procurement and implementation of solar energy solutions. The contract value is £30,000 and the services are to be delivered in accordance with the requirements set out in the Request for Proposal.

Poplar HARCA is seeking to procure a new Contract for Lift Service and Maintenance. The Contract will require the Contractor to provide and manage all the necessary resources and industry training needs, including appropriately skilled operatives, supply chain partners, tools, vehicles, administration and supervision to undertake all lift service and maintenance in an efficient and effective manner.

• Establish a compliant multi lot framework that delivers value for money, quality, and continuity of supply. The framework will be divided into the following lots, Lot 1 New Build(Supply Only and Lot 2 Major Works/Refurbishments (Supply Only). L&Q intends to appoint a minimum of two suppliers but reserves the right to appoint more or fewer depending on the outcome of the procurement. • L&Q intends to procure the Framework using a three-stage Competitive Flexible Procedure comprising Stage 1 - Selection Questionnaire (PSQ), Stage 2 - Invitation to Tender (ITT), and Stage 3 - Negotiation and Best and Final Offer (BAFO), followed by contract award. A minimum of the top three ranked Tenderers from the ITT stage will ordinarily be invited to participate in the BAFO stage; however, L&Q reserves the right, at its sole discretion, to invite any number of Tenderers to this stage. • As part of the BAFO stage, L&Q may require Tenderers to participate in clarification meetings, interviews, presentations, demonstrations, and/or site visits to further evaluate proposals and inform the final assessment. The meetings may take place face to face or virtually online. Details of any such activities, including the evaluation approach and scoring methodology where applicable, will be communicated to Tenderers in advance. • L&Q also reserves the right not to undertake Stage 3 - Negotiation and Best and Final Offer (BAFO) and may proceed directly to contract award following Stage 2 - Invitation to Tender (ITT) where it considers this to be appropriate. • Ensure commercial certainty and added value, requiring fixed pricing for a minimum of 12 months from Framework commencement, delivery of social value equivalent to 1% of the end of year contract value, and the inclusion of plot based rebates where applicable.

• Establish a compliant multi lot framework that delivers value for money, quality, and continuity of supply. The framework will be divided into the following lots, Lot 1 New Build(Supply Only and Lot 2 Major Works/Refurbishments (Supply Only). L&Q intends to appoint a minimum of two suppliers but reserves the right to appoint more or fewer depending on the outcome of the procurement. • L&Q intends to procure the Framework using a three-stage Competitive Flexible Procedure comprising Stage 1 - Selection Questionnaire (PSQ), Stage 2 - Invitation to Tender (ITT), and Stage 3 - Negotiation and Best and Final Offer (BAFO), followed by contract award. A minimum of the top three ranked Tenderers from the ITT stage will ordinarily be invited to participate in the BAFO stage; however, L&Q reserves the right, at its sole discretion, to invite any number of Tenderers to this stage. • As part of the BAFO stage, L&Q may require Tenderers to participate in clarification meetings, interviews, presentations, demonstrations, and/or site visits to further evaluate proposals and inform the final assessment. The meetings may take place face to face or virtually online. Details of any such activities, including the evaluation approach and scoring methodology where applicable, will be communicated to Tenderers in advance. • L&Q also reserves the right not to undertake Stage 3 - Negotiation and Best and Final Offer (BAFO) and may proceed directly to contract award following Stage 2 - Invitation to Tender (ITT) where it considers this to be appropriate. • Ensure commercial certainty and added value, requiring fixed pricing for a minimum of 12 months from Framework commencement, delivery of social value equivalent to 1% of the end of year contract value, and the inclusion of plot based rebates where applicable.

• Establish a compliant single lot framework that delivers value for money, quality, and continuity of supply. The framework will be divided into the following lot, Lot 1 New Build(Supply Only).L&Q intends to appoint a minimum of two suppliers but reserves the right to appoint more or fewer depending on the outcome of the procurement. • L&Q intends to procure the Framework using a three-stage Competitive Flexible Procedure comprising Stage 1 - Selection Questionnaire (PSQ), Stage 2 - Invitation to Tender (ITT), and Stage 3 - Negotiation and Best and Final Offer (BAFO), followed by contract award. A minimum of the top three ranked Tenderers from the ITT stage will ordinarily be invited to participate in the BAFO stage; however, L&Q reserves the right, at its sole discretion, to invite any number of Tenderers to this stage. • As part of the BAFO stage, L&Q may require Tenderers to participate in clarification meetings, interviews, presentations, demonstrations, and/or site visits to further evaluate proposals and inform the final assessment. The meetings may take place face to face or virtually online. Details of any such activities, including the evaluation approach and scoring methodology where applicable, will be communicated to Tenderers in advance. • L&Q also reserves the right not to undertake Stage 3 - Negotiation and Best and Final Offer (BAFO) and may proceed directly to contract award following Stage 2 - Invitation to Tender (ITT) where it considers this to be appropriate. • Ensure commercial certainty and added value, requiring fixed pricing for a minimum of 12 months from Framework commencement, delivery of social value equivalent to 1% of the end of year contract value, and the inclusion of plot based rebates where applicable.

Trinity House (TH) holds the operation and maintenance responsibility for over 60 lighthouses around England, Wales, the Channel Islands and Gibraltar. These critical aids-to-navigation (AtoNs) include several Rock Tower lighthouses that require regular modernisation and ongoing maintenance. Accordingly, Trinity House would like to investigate the feasibility of utilising jack-up and floating assets to avoid repeated journeys to these remote locations by helicopter to mobilise personnel, equipment and tools. To support this investigation, it is important to have accurate bathymetric and topographic surveys of the surrounding area. In order to ensure successful completion of all survey by the end of March 2027, Trinity House reserve the right to appoint a singular or multiple suppliers to fulfil this requirement. As a result, suppliers are requested to submit individual costs for each location.

The project is to provide internal wall insulation to the solid concrete block external walls and the areas of pitched ceilings as detailed in the attached schedule of works. The Lock House is only accessible on foot across a pedestrian bridge and the lock gates from the adjacent Boat Yard. Romney Lock House, Riverside Walk, Windsor, Berkshire, AL4 6HU Access is via the private boat yard where the contractor will have to negotiate parking with the lease holder Tom Jones Boat Yard.

The Authority is seeking to appoint a Service Provider to deliver a comprehensive domestic gas and mechanical services contract across its housing stock, currently comprising approximately 5,650 gas-heated properties together with a smaller number of properties served by other heating fuels or technologies. The Authority also has responsibility for a number of communal and commercial heating systems, communal water tanks, and a specialist emergency gas network serving Regal Crescent, all of which fall within the scope of this Contract. This procurement provides the opportunity for the Authority to appoint a partner who can demonstrate a proven track record of delivering services of this nature, and who can bring genuine continuous improvement, resilience and resident focus to the Contract from mobilisation onward.

FRA Remedials and remedial works across London and North West

The service will support up to single homeless young people and Hackney care leavers aged 18–25. This includes individuals with multiple, complex needs (e.g., severe mental health issues, substance misuse, vulnerabilities to criminal and sexual exploitation, trauma, and domestic abuse) who cannot sustain traditional supported housing settings.

Trinity House have HVAC systems installed in two buildings, known as the main office (3 floors) and buoy yard (2 floors), at their Harwich site. These systems have been operational since 2006 and are maintained on a regular basis. The system consists of a mix of floor wide arrangements with fan coil units in the roof space as well as dedicated room based independent units. All items are from the Daikin range and can be centrally controlled and configured via a portal. These works are for the supply of all the necessary equipment on a like-for-like basis to meet the original building performance (cooling / heating) of all the HVAC systems across two buildings, excluding the two IT server rooms. In addition, all equipment is to be installed, with full co-ordination, noting the need to maintain the working office environment. This will need the full management, installation, and configuration of the systems, with an acceptance test, as well as training on supervisory local and remote platforms.

The contract supports the delivery of passive fire protection works across our housing stock, including fire stopping, fire door repairs and replacements, glazing and fire compartmentation works. The service primarily relates to planned and remedial works arising from Fire Risk Assessments (FRAs) and fire door inspections, alongside a smaller volume of reactive works and specialist surveys. The re-procurement aims to deliver a more robust, compliant and efficient service that supports Southern Housing's fire safety strategy and long-term regulatory obligations. The proposed contract term is 5 years, with extension options of 2 + 2 + 1 years.

Background: Launched in 2011, the Offender Personality Disorder Pathway (OPD) is a jointly funded partnership between HMPPS and the NHS in England and Wales. It is a long-term change programme that commissions treatment and support services nationally for individuals with some of the most complex mental health needs linked to their offending. Whilst a diagnosis is not required to access services, these needs are characterised as a ‘personality disorder’. Services for people within scope are delivered across prisons, Adult Secure Mental Health Services, and community settings. The OPD is not a single service, but a connected system of interventions, activities, training, and staff support. The OPD Pathway plans to commission a clinical provider for a non-residential OPD intervention service for women in HMP YOI Low Newton. Operating in partnership with HMPPS, the service will provide one of the progressive steps along the pathway for women who present the highest/ most immediate risk of serious harm to others and have the most complex needs who screen into the OPD Pathway. The service is currently commissioned through a service level agreement (SLA) that was established prior to the formal development of the OPD programme. The service in question will engage with up to 12 women on a static basis at any one time, and a smaller number on a dynamic basis (likely to be around 5 maximum). This is not a residential provision however the women are accommodated together on a specific wing at the prison to provide a psychologically safe milieu during their time in the OPD service. The static provision involves a day treatment model delivered at a specific location in the establishment. The dynamic spaces are in place for outreach work delivered to women on other locations in the prison who either need stabilisation, preparation for access to the static service, or post-intervention work. The static day provision OPD treatment service is for up to 12 (twelve) participants meeting the criteria defined below. The dynamic day provision OPD Treatment Service is for up to 5 (five) participants meeting the criteria defined below. Organisational requirements: • HMP YOI Low Newton provides the conditions for a sustained and consistent therapeutic operation evidenced by a service-level memorandum of understanding / partnership agreement between Low Newton (HMPPS) and the clinical provider; • There are explicit governance arrangements to balance the demands of the treatment tasks and the wider operational requirements, these are evidenced via the service-level memorandum of understanding / partnership agreement between the clinical provider and HMPPS • There is an integrated multi-disciplinary team which communicates across all staff groups and with participants; • There is a sustained focus on staff training, reflective practice and regularised supervision appropriate to the specialist nature of the service and staff’s individual roles and responsibilities; • There are an effective collaborative working agreement and operational arrangements between the partners for management, decision-making, problem resolution and service delivery, these are evidenced via the service-level memorandum of understanding / partnership agreement; • The service develops and adapts on the basis of evaluation, audit, research, learning, experience and offender participation feedback; • The clinical provider develops a training plan to increase, over time, the awareness levels, capability and confidence of all staff working with this population; • There is designated administration provision to facilitate the work of the Service. The treatment service will have specific features: • Participants will complete a programme of psycho-social and learning activities, based on one-to-one and group work and identified via a formulation approach, that increases their motivation to engage in current and future treatment; increases and improves coping strategies; develops pro-social behaviour; and improves psychological health. The clinical leadership for this programme will fall to the health provider; • The service operates an integrated model of care, involving health, criminal justice and social care professionals, as well as non-statutory partners as appropriate, which can inform and deliver treatment to meet the spectrum of need. The model is underpinned by the concept of relational security and a clear understanding of the importance of boundaries; • There is a coherent philosophy of care devised and promoted by the clinical provider that is understood by staff and participants and supported by policy and operational practice documentation; • Referral and assessment processes are designed to ensure that the service appropriately targets the participants and are integrated with other OPD service referral criteria; • The service operates at the agreed contract capacity; namely 12 static places and up to 5 dynamic places at any one time with a minimum occupancy level defined in the contract, to be reported quarterly; • The participant reports that the service is useful in helping them to make progress, and that they feel healthier, more stable, and increasingly motivated to engage in current and future treatment; • Participants, staff, and visitors feel safe in a psychologically-safe, supportive and respectful environment; • There is a reduction in adjudications, self-harm, and suicide attempts in this treatment service population; • Plans are in place for each participant to make a progressive move post-treatment, and to enable appropriate follow-up, regardless of the move-on location. Service User Groups: Participants must screen into the OPD Pathway using the most recent Oasys assessment. Screening criteria may be checked using manual tools. Once screened in, women become eligible for the intervention service as long as they are aged 18 years or over and have at least 3 years left of the custodial element of their sentence for a place in the static service or 6 months for the dynamic element. Other participants may be considered where there is a clinically justifiable reason for doing so that is related to their risk of serious harm to others. The provider will accept an agreed number of women on Restricted Status, as specified in the contract Service Model: The service will develop and implement an assessment and treatment model that works alongside a staff and workforce development plan, partnership agreement, and management, clinical and governance expectations. It should include the following features; • A pathway approach covering outreach, stabilisation (where appropriate and needed), preparation, active interventions, practice, progression, and follow-up; • A focus on the end from the beginning, affording full and safe preparation for the end of relationships and move on to a new service; • It is based on a bio-psycho-social model of relational difficulties; • It operates a joint service under collaborative clinical and operational leadership; • It uses a formulation and outcome-based approach; • It provides a range of group and individual interventions on an assertive ‘day treatment’ model; • Gender-sensitive, it reflects the principles and criteria set out in the OPD Guidance for Women’s Services • It provides training and develops and delivers a framework for reflective practice and clinical supervision to both HMPPS and clinical staff • It has consistent and reliable operational support arrangements agreed with HMPPS and set out in a memorandum of understanding/ partnership agreement Service Level Outcomes: There is a further expectation that each participant in this service has an assessment, case formulation, and sentence/treatment plan which: • enable staff to have a better understanding of the person, risk factors and effective management strategies; • help the participant to better understand the risk scenarios and strategies she needs for managing those risks; • help participants actively engage in evidence-based, gender-sensitive, trauma-informed group and/or individualised treatment activities focussed on improvements in their relational difficulties reduction of risk of serious harm; • enable participation throughout the week in constructive, pro-social living activities that are designed to reflect likely experiences in the community and stable prison settings; • enable appropriate interpersonal relationships to be developed between participants themselves and with staff which model skills required to make progress on their sentence, including working towards pathway progression, recategorization or release; • result in participants, staff and visitors feeling safe in the treatment environment and across the establishment. The proposal is to award a five year contract, subject to ongoing funding.

The LBH is seeking to work in partnership with suitably qualified and experienced providers to provide Emergency Accommodation in Hotels; B&Bs and Guest Houses to adults within Hackney, who have an identified need in their care plan or no recourse to public funds. There are a variety of reasons why we use emergency hotel accommodation. Adults leaving hospital whose onward accommodation is not immediately available (due to house repair or a placement not available immediately). Or a relationship break down or people who come into the country and apply for status to remain and await the home office to decide their status. (We only fund accommodation for adults who have assessed care needs).