defence contracts

Building 260 Refurbishment at BATSUB

This Invitation to Tender (“ITT”) has been issued by BlueLight Commercial who are seeking to award a Contract for the provision of force area wide, centralised custody Drug Testing on Arrest service. This contract is being tendered on behalf of Durham Police and Crime Commissioner and Durham Constabulary.

This Invitation to Tender ("ITT") has been issued by The Police & Crime Commissioner for Humberside (the "PCC") in connection with a competitive procurement for the provision of an Estates Improvement Framework. The requirement will be tendered in 2 value-based LOTs consistent with Humberside Police's operational footprint. Humberside Police will be looking to appoint a maximum of 3 contractors per value driven LOT. Each scheme of works will be subject to a mini-competition between the 3 contractors for the relevant LOT.

The provision of a Learner Management System (LMS,) specifically designed to provide an online platform which supports online apprenticeship training and remote management of apprentice progression up to End Point Assessment (EPA) Gateway. The provision will include a Digital Enrolment System, (DES,) Apprenticeships Management Information System, AMIS,) Eportfolio and End Point Assessment Management, (EPAIS,) Information System. This will include secure transfer of data to external stakeholders, including End Point Assessment Organisations, (EPAOs,) to facilitate the secure transfer of apprentice documentation and other necessary electronic evidence for external quality assurance.

This tender notice is being re-published following revisions to the original scope of requirements. The opportunity was previously advertised under reference LSP Flapjack UK 4 Tender Notice 715755459 which has subsequently expired. The re-publication is intended to reflect the updated scope and ensure that all prospective suppliers have access to the latest requirements and associated information when preparing and submitting their responses. The Authority has a requirement for the provision of services for the design and production of the BBMF Lancaster aircraft hydraulic flapjack part, quantity two. The Lancaster aircraft is currently undergoing maintenance. One hydraulic flapjack must be provided by November 2026, and the second by June 2027. This contract contains core work, for the provision of the hydraulic flapjack cylinder and end cap (FJC + EC), and an option, for the additional cost for the provision of the entire hydraulic flapjack unit (FJA). The Authority will determine whether this option shall be exercised after contract award. The supplier for this work must be compliant with the technical requirements set out in the ITT.

The Ministry of Defence requires a three-year contract, commencing 1 December, for the provision of drugs, alcohol, and anger management counselling and education services at the Military Corrective Training Centre (MCTC), Colchester. This service aims to support detainees in overcoming substance misuse and related issues through evidence-based one-to-one counselling and group education sessions, delivered year-round during normal working hours.

Supply, Delivery and Installation and Commissioning and Maintenance of an Electric Forklift Truck

The Authority seeks to commission a specialist stalking service across Devon, Cornwall and the Isles of Scilly. The Service shall address stalking-related harm through assessment, perpetrator intervention, independent victim advocacy, safeguarding, dynamic risk management, professional development, monitoring and system learning. The Service shall operate as part of the wider multi-agency response. It shall complement and strengthen existing police, probation, safeguarding, victim support and protective order arrangements, but it shall not replace statutory agency responsibilities. The Service is intended to support the objectives of the Home Office Domestic Abuse and Stalking Perpetrator Interventions Fund, subject to confirmation of funding. The Service shall contribute to improved victim safety, strengthened perpetrator accountability, earlier intervention, improved multi-agency responses and learning about effective stalking perpetrator intervention. Commissioning rationale: • Create a dedicated referral and intervention pathway for stalking perpetrators. • Improve victim safety through functionally independent advocacy and safety planning. • Strengthen multi-agency risk management, information sharing and escalation. • Improve professional confidence, referral quality and stalking identification. • Generate reliable learning about implementation, engagement, outcomes and future commissioning requirements. Strategic Outcomes: The Provider shall be accountable for delivery of activities and outputs within its control. Some system-level impacts depend on police, probation, safeguarding, courts, health, local authorities and other agencies and cannot be attributed solely to the Provider. For contract management and evaluation purposes, outcomes shall be understood at three levels: • Provider-Controlled Deliverables: activities and outputs directly within the Provider’s control, including referrals processed, assessments completed, advocacy offers made, interventions delivered, risk reviews undertaken, safeguarding escalations made, reports submitted and training delivered. • Provider-Influenced Outcomes: changes to which the Provider is expected to make an evidence-informed contribution, including improved victim safety, increased perpetrator accountability, reduced dynamic risk indicators, improved engagement, improved referral quality and stronger multi-agency risk management. • System-Level Impacts: longer-term changes to which the Service may contribute but which cannot be attributed solely to the Provider, including reduced repeat victimisation, reduced serious harm, reduced repeat police contact and a stronger local response to stalking.

The provision of health and safety training

The requirement is for the provision of AVGAS fuel in support of Universities of Glasgow and Strathclyde Air Squadron UGSAS flying operations. Valued at £512,000.00 Inc VAT , £409,600.00 Ex VAT

This Invitation to Tender (“ITT”) has been issued by The Police and Crime Commissioner for Sussex, acting also on behalf of the Police and Crime Commissioner for Surrey, who are seeking to award a Contract for the provision of Communication and Digital Data Exploitation Solution. The Requirement will be tendered as a Single Lot. The Contract Term shall be for a period of 3 years with the option to extend by a further 5 x 12-month extensions at the discretion of the Authority. The organisations that will be named on this Contract are: The Police and Crime Commissioner for Sussex The Police and Crime Commissioner for Surrey The anticipated commencement date of the Contract] is 1st December 2026. Any changes to this commencement date will be communicated to all bidders through the contracting authority’s e-Procurement Portal It is a mandatory requirement that the successful solution is currently the principal communications data analysis solution for at least 12 UK law enforcement organisations (representing 20% of the 60 organisations comprising 45 territorial police forces, BTP, MOD Police, Civil Nuclear Constabulary, 9 ROCUs, the NCA, the TOEX network, and Counter-Terrorism Policing) Values stated in this notice include the 5 years of extensions based on the current understanding of the budget available.

The Champions programme provides intensive, trauma-informed mentoring for young people at risk of serious harm, exploitation,

Description You are invited by the College of Policing to quote for the provision of exclusive rights to publish College Endorsed Manuals for the National Police Promotions Framework Step Two Legal Examinations (Sergeant and Inspector) and the National Investigators' Examination detailed in the attached brief documentation. Your quotation must be received by Monday 21st September 2026, 16:00hrs. It is the responsibility of all suppliers to ensure that their quotation response is received no later than the appointed time. The College of Policing may undertake not to consider quotations received after that time. The College of policing is not bound to accept the lowest priced or any quote and shall not be bound to accept the supplier as sole supplier. Prices quoted shall remain firm for the duration of the contract. Value Added Tax (VAT) should be shown separately and the VAT registration number given. The quotation will be evaluated using the following criteria and weightings: Evaluation Criteria Weighting Quality 60% Price 40% By providing us with a quotation you agree to be bound by the College of Policing Invitation to Quote and Licence terms. These Terms and Conditions will apply to any contract awarded to you after you have provided us with your quotation. Enquiries and returns regarding this Invitation to Quote should be addressed via email to: Copyright&[email protected]

The Violence Reduction Unit (VRU) is seeking providers to deliver Hospital-Based Youth Work services across 10 London hospital sites from April 2027. Building on over a decade of City Hall investment, the service places specialist youth workers within Major Trauma Centres (MTCs) and Accident & Emergency (A&E) departments to support young people affected by violence, exploitation and safeguarding concerns. The service will engage young people aged 11-25 who present at participating hospitals as victims, or suspected victims, of violence, exploitation, sexual violence or other safeguarding risks. Youth workers provide immediate emotional and practical support during a critical "reachable moment", helping young people recover from trauma, reduce future harm, and access ongoing support in their communities. The commission is structured into four geographical Lots covering 10 hospital sites. Providers must demonstrate strong local knowledge, effective partnership working, and the ability to deliver high-quality, trauma-informed youth work within hospital and community settings. Partnership and consortium bids are encouraged. The programme aims to reduce violence and exploitation, improve young people's safety and wellbeing, increase access to positive opportunities and support, reduce hospital re-attendance linked to violence, and reduce offending and reoffending. The contract will run from January 2027 to March 2029, with service delivery commencing in April 2027 and an option to extend for a further 24 months to March 2031. The total potential contract value is up to £9.4m (excluding VAT), subject to funding and approvals.

Provision of White Fleet vehicles Bahrain. Core fleet and spot hire provision, maintenance, recovery.

London Violence Reduction Unit (VRU) Mayoral Youth Clubs Safety Programme Indicative Contract Value: Up to £2900,000 excl. VAT Contract Duration: 1 March 2027 – 31 March 2029 with option to extend to 31 March 2030. This market warming session will be delivered jointly with the VRU's Tertiary Service. The two programmes form complementary elements of the VRU's tertiary violence reduction offer for young people affected by violence and exploitation. While the Mayoral Youth Clubs Safety Programme will provide specialist youth workers embedded across Mayoral youth club settings to identify risk, build trusted relationships and connect young people to support, the redesigned tertiary service will provide intensive, specialist and longer-term support for young people experiencing established, escalating, or entrenched violence and exploitation. Together, these programmes aim to strengthen London's pathway of support for vulnerable young people through earlier identification, stronger partnership working and improved access to specialist interventions. The London Violence Reduction Unit. The London Violence Reduction Unit (VRU), hosted within the Mayor's Office for Policing and Crime (MOPAC), pioneers a partnership-based public health approach to tackling violence rooted in prevention and early intervention. Since 2019, the VRU has invested in over 550,000 targeted interventions for young people across London. The VRU invests in interventions at critical moments to keep young people safe in and out of school and at the key touchpoints that influence a young person’s journey; early years and families, education, positive opportunities, youth work, and communities and place. The Mayor of London has increased investment in London’s Youth Clubs. Across 32 London boroughs and the City of London, a £30 million programme is funding youth clubs to extend and expand their existing offer into weekday evenings, weekends, and school holidays – when young people need safe spaces the most – and provide specialist support to those facing the greatest challenges. This investment strengthens youth clubs as trusted community spaces – where connections are made, young people feel safe and valued, and opportunities are created, all with support from trusted adults. The programme will help community organisations reach more young people aged 14–24 years old and strengthen the quality and sustainability of their provision. It will do this by delivering an increased universal, open-access provision, and targeted specialised support for young people facing greater challenges. For more information on this specific Youth Clubs programme, please see The Mayor's investment in youth clubs | London City Hall. Safety is a core outcome of this Mayoral investment in youth clubs. Whilst it will provide universal youth provision alongside targeted support, some young people will require specialist interventions beyond the expertise and capacity of local delivery partners. It has been agreed that a London-wide Safety Offer sits alongside the core Youth Clubs programme. Drawing on its regional oversight and networks across London, alongside seven years of experience and expertise in commissioning impactful violence reduction programmes, the VRU is looking to commission a specialist organisation to provide additional capacity to connect with the Mayoral funded youth clubs across the 32 boroughs. This provider will deliver a pan-London service providing specialised youth workers, who will be embedded across the 33 Mayoral Youth Clubs, who will provide targeted support for young people experiencing or at risk of violence and exploitation, offer support to enhance feelings of safety and boost connections and pathways into wider specialist services. Description of the Service The future service will operate as a pan-London tertiary intervention with strengthened local delivery through dedicated, specialised youth workers for each Mayoral Youth Club area, with a minimum of 2:1 borough to youth worker ratio. The aim of the Safety Programme will be to provide a visible, connected and meaningful presence across the 33 Mayoral Youth Clubs to support children and young people who are affected by, or vulnerable to, violence and exploitation. Its purpose is to identify those at risk (working with the youth club provider), provide direct support, make referrals into appropriate services and interventions and enhance feelings of safety. The VRU will commission a specialist organisation to deliver the Safety Programme. This additional resource will establish a network of specialist practitioners who will work alongside funded Youth Club partnerships, providing additional capacity and expertise to identify, engage, and support young people who face higher levels of risk. They will work with local partnerships to build trusted relationships with young people, provide targeted interventions and support, and help young people access wider opportunities and services. The Safety Programme will operate as a pan-London network, enabling practitioners to share learning, insight and effective practice across boroughs and communities. This will help strengthen local responses to emerging issues, support partnership working and contribute to the wider learning and development of the programme. The service will contribute to the Violence Reduction Unit's public health approach to preventing and reducing violence in London, by preventing harm, identifying and addressing risk factors, and improving outcomes for children and young people. The service is expected to: •Provide specialised youth workers who build trusted relationships with children and young people who may be at risk of harm, supporting them to access the Mayoral youth club as a safe space. •Provide a regular presence within the Mayoral youth clubs, working with youth club staff to identify young people with existing or potential risk and need for further support. •Assess needs and vulnerabilities of children and young people identified as at risk, including those impacted by exploitation, extra familial harm, online and digital harms and domestic abuse. •Provide targeted support and engagement, including 1-1 support for children and young people at greater risk of harm, holding casework where appropriate. Prioritise tertiary young people, with support extending to secondary young people as capacity allows. •Facilitate access to appropriate statutory, community and specialist support services through referrals and where needed building connections and support pathways, including connecting with families /parents /guardians as appropriate to ensure a whole family approach. •Undertake contextual safeguarding assessments, working with the youth club providers and local authority partners, to assess contextual risk of youth club and surrounding environments, and deliver peer group contextual interventions where appropriate. •Deliver workshops and group work aimed at increasing safety of young people attending the youth club and support awareness of risk, based on identified local concerns/need. •Work collaboratively with mayoral youth clubs and wider statutory agencies to strengthen the connections and pathways between the many safety programmes held both by VCS and public authorities; and do so through a place-based approach. •Strengthen local partnership responses to emerging safeguarding and violence-related issues through sharing understanding of emerging risks, contextual safeguarding and issues impacting children and young people in local areas. •Operate as a pan-London network, share intelligence and effective practice across London through a connected practitioner network. •Contribute to reductions in vulnerability and harm and improving outcomes for children and young people. •Embed trauma-informed practice, lived experience and cultural sensitivity throughout service delivery. Target Audience Young people aged 14 to 24 living in London who are identified as experiencing, or are at significant risk of violence, criminal exploitation, sexual exploitation and related harms. Scope of Delivery The provider will be expected to deliver a consistent pan-London service of support for children and young people at risk across the 33 mayoral youth club partnerships, through strong local relationships with Mayoral Youth Club Providers, Local Authorities, safeguarding partners, community organisations and specialist services. Core elements are expected to include specialist youth engagement and support, identifying and assessing needs, facilitating targeted referrals and engagement with wider services, contextual safeguarding and where appropriate, casework. Indicative Service Model While the final specification has not yet been developed, current thinking suggests the service may include: Specialist Youth Work and Engagement The Safety Programme seeks to enhance the capacity of Youth Club partnerships to prevent violence and exploitation, improve safeguarding and ensure young people receive timely, appropriate support. •Build trusted relationships with young people at risk. •Trauma-informed and culturally sensitive youth work. •One-to-one support for young people affected or at risk of violence and exploitation. •Needs assessments and referrals to appropriate services. •Casework and coordination with statutory and specialist services. •Contextual safeguarding assessments and interventions. Building Partnerships The service is expected to work closely with Mayoral Youth Club Providers, local authorities, safeguarding partnerships, education providers, health services, community organisations, borough violence reduction initiatives and other VRU tertiary programmes. •Through a regular presence, build relationships with the Mayoral Youth Club Providers within the youth clubs, and work collectively to identify young people with

London Violence Reduction Unit (VRU) Tertiary Service , formally known as Violence & Exploitation Support Service (VESS) Indicative Contract Value: Up to £11,493,534 excl. VAT Contract Duration: 1 June 2027 – 31 May 2029 with option to extend to 31 May 2030 This market warming session will be delivered jointly with the VRU's forthcoming Mayoral Youth Clubs Safety Programme. The two programmes form complementary elements of the VRU's tertiary violence reduction offer for young people affected by violence and exploitation. While the Mayoral Youth Clubs Safety Programme will provide specialist youth workers embedded across Mayoral youth club settings to identify risk, build trusted relationships and connect young people to support, the redesigned tertiary service will provide intensive, specialist and longer-term support for young people experiencing established, escalating, or entrenched violence and exploitation. Together, these programmes aim to strengthen London's pathway of support for vulnerable young people through earlier identification, stronger partnership working and improved access to specialist interventions. The London Violence Reduction Unit The London Violence Reduction Unit (VRU), hosted within the Mayor's Office for Policing and Crime (MOPAC), pioneers a partnership-based public health approach to tackling violence rooted in prevention and early intervention. Since 2019, the VRU has invested in over 550,000 targeted interventions for young people across London. The VRU invests in interventions at critical moments to keep young people safe in and out of school and at the key touchpoints that influence a young person’s journey; early years and families, education, positive opportunities, youth work, and communities and place. Project Background The Violence and Exploitation Support Service (VESS), also known as The Safe Place, was launched in June 2024 to provide coordinated, holistic support for children, young people and families affected by violence and exploitation in London. The service provides specialist support for young people aged 11 to 25 affected by violence and exploitation through an alliance of organisations delivering housing support, advocacy, mentoring, mental health support and other specialist interventions. The current contract expires in June 2027. Young people aged 11 to 25 living in London who are experiencing, or are at significant risk of, entrenched violence, criminal exploitation, sexual exploitation and related harms. Particular consideration will be given to young adults, young people with complex safeguarding needs, and those facing barriers to engagement with mainstream services. Following stakeholder engagement, needs analysis and review of learning from current delivery, the VRU intends to procure a redesigned tertiary service focused on young people experiencing established, escalating or entrenched violence and exploitation. The future model reflects evidence highlighting the importance of trusted relationships, trauma informed practice, specialist support, and strong local partnerships. Key themes emerging from this work include: •The need for a clearer focus on young people experiencing entrenched violence and exploitation. •Greater emphasis on trusted adult relationships and long-term support. •Stronger transitional safeguarding support for young adults aged 18 to 25. •Improved local partnership and borough-level integration. •Enhanced specialist provisions around housing, mental health, education, employment and family support. •Improved referral pathways and engagement approaches for young people who are least likely to access traditional services. •Greater recognition of sexual exploitation alongside criminal exploitation. •Increased focus on neurodiversity, inclusion, and cultural competence. The redesigned service is expected to become the VRU's flagship tertiary intervention for young people at risk, and those experiencing the highest levels of vulnerability to violence and exploitation Description of the Service The future service will operate as a pan-London tertiary intervention with strengthened local delivery through cluster-based arrangements. It is expected to provide intensive, flexible and relationship-based support; specialist expertise in housing, mental health, education, employment and training; support for young adults aged 18 to 25; specialist responses for girls and young women; and improved pathways for criminal and sexual exploitation. A team-around-the-worker approach will support case workers with specialist advocates and navigators. The service is expected to: •Provide dedicated lead practitioners who build trusted relationships with young people. •Deliver flexible, community-based support in locations that are accessible and comfortable for young people. •Operate through a partnership model that combines core casework with specialist expertise. •Strengthen local partnerships and referral pathways while maintaining a pan-London offer. •Support young people through a long-term journey of engagement, stabilisation, change, and sustained outcomes. •Embed trauma-informed practice, lived experience and cultural competence throughout service delivery. Target Audience Young people aged 11 to 25 living in London who are experiencing, or are at significant risk of, or currently entrenched in violence, criminal exploitation, sexual exploitation. Scope of Delivery The provider partnership will be expected to deliver a consistent pan-London service whilst maintaining strong local relationships with boroughs, safeguarding partners, community organisations and specialist services. Core elements are expected to include targeted referrals, intensive casework, housing support, family support, education and employment pathways, mental health navigation, support for neurodiverse young people, transitional safeguarding and county lines rescue capability. Indicative Service Model While the final specification has not yet been developed, current thinking suggests the service may include: Core Specialist Casework Dedicated Violence and Exploitation Practitioners providing intensive support and care for coordination for young people. Specialist Pathways and Expertise Potential specialist functions may include: •Housing and accommodation support. •Mental health and therapeutic support. •Education, Employment and Training (EET). •SEND and neurodiversity expertise. •Family support. •Support for girls and young women. •Transitional safeguarding for young adults aged 18-25. County Lines Rescue Function The recommissioned service is expected to retain a county lines rescue and relocation capability, although the final model is currently under consideration. Timeframe: The contract is expected to commence on 1 June 2027 following a mobilisation period from March to May 2027. The initial term will be two years with an option to extend for one additional year.

Medway Council (‘The Authority’) invites quotations for the provision Strood Flood Defence Strategy as detailed in the Specification of Requirement. For more information about this opportunity, please visit the eSourcing portal at: https://www.delta-esourcing.com/tenders/UK-UK-Chatham:-Marine-conservation-strategy-planning./EGMU7A8744 To respond to this opportunity, please click here: https://www.delta-esourcing.com/respond/EGMU7A8744

Defence seeks additional capacity to detect, track, identify, decide and defeat mass and low-cost threats in a cost-effective manner and without being overwhelmed or exhausting stockpiles. This is particularly acute for deployed land forces, but the problem is applicable to the protection of defence fixed infrastructure in the homeland. Current approaches are constrained by limited magazine depth, high cost-per-engagement, limited manoeuvrability, workforce intensity and the difficulty of adapting capabilities at pace as UAS threats evolve. Based on research, the Authority is particularly interested in capabilities centred on Laser Directed Energy Weapon (LDEW) effectors but is open to submissions relating to credible alternative novel approaches. The scope of Phase 1 is to identify and support organisations to accelerate development of their existing technology towards a final deployable system. It is not intended for the Phase 1 competition to seek delivery of a complete operational C-UAS system. Over later Phases, the Authority’s intent, aligned with their Integrated Procurement Model, is to identify and rapidly mature promising technologies as demonstrable Minimum Viable Products (MVPs). The Authority may then, at its discretion (and the criteria detailed below) select projects to be iteratively developed, integrated and proven as Minimum Deployable Capabilities (MDCs) for an initial operational user group. Capabilities that demonstrate operational benefit may subsequently be developed further for wider adoption as part of a future Programme of Record. Suppliers will be notified of the criteria, selection processes, and competition format as these Phases arise. To address the challenge described above we are looking to deliver an integrated C-UAS force-protection capability capable of autonomous operation, mounted on an Army vehicle. The capability should protect deployed troops against complex and saturation attacks designed to overwhelm existing defences or deplete conventional munition stocks. It should deliver more affordable combat mass against emerging air threats than legacy systems, and should exploit open architectures, platform-generated power, modular design and capable of autonomous operation. The initial threat focus is representative Class 1 UAS and related small aerial threats, including single, repeated, sequential and simultaneous threat profiles. This includes threats intended to disrupt operations, conduct surveillance, target fixed or mobile assets, overwhelm local defences or force the disproportionate use of high-cost munitions. Integration of the capability onto a future uncrewed ground vehicle (UGV) is a planned objective. The solution should provide a scalable pathway towards future Army and Joint Ground-Based Air Defence (GBAD) capabilities as well as considering possible export opportunities.

The areas that PVP would like external support with are as follows: 1) Supervisor reviews - these must be undertaken with a suitably experienced and qualified person; previous PIP2 supervisory experience is essential. 2) Making contact with Victims and completing a Victim needs Assessment (VNA) 3) The candidates for this must be able to read and digest an officer's enquiry log and determine how the case is progressing, pulling pertinent points from the case file and sharing updates in a calm and empathetic manner. We require candidates with policing or Criminal Justice System (CJS) experience who can listen and inform victims of police and CJS process 4) File building - The candidates must have suitable skills in case building in a police setting, an understanding of disclosure rules and working with CPS. 5) Statement taking - The candidates must have prior skills in recording formal MG11 statement from victims and witnesses, with preferable skills in remote undertaking of statements. 6) Evidence review (digital etc) - Prior policing or CJS experience is required with PIP2 experience being helpful. Candidates must be able to work methodically through complex data sets to determine what may be deemed evidential to the investigation or be deemed disclosable to the defence. 7 Co-ordination 7.1 The Contracting Authority would be receptive to the appointment of a senior resource within the team. The appointed individual shall act as the single point of contact (SPOC) for the team and be responsible for coordinating work activities in accordance with requests received from the local Detective Inspector (DI). The individual shall demonstrate the capability to supervise a small team, manage work activities in a structured and methodical manner, and prioritise workload based on risk and operational demand. The Service Provider shall ensure that appropriate quality assurance (QA) processes are embedded within the service delivery model to minimise rework and avoid creating additional workload for DIs. 7.2 The Service Provider shall provide a dedicated team capable of operating in a largely self-sufficient manner and accepting tasking directly, subject to the formal adoption of agreed processes. The allocation of individual resources on an ad hoc basis shall not be the Contracting Authority's preferred delivery model. 7.3 The Contracting Authority considers that an effective team structure may comprise one (1) Supervisor and five (5) Practitioners, subject to the experience, capability, and competency of the resources provided