The Authority is committed to ensuring access to high-quality education for all Learners, in line with statutory duties under the Education Act. To achieve this, we commission Independent Alternative Provision (IAP) to complement mainstream education, provide short-term interventions, and deliver Education Other Than At School (EOTAS) packages where appropriate. This Framework will operate in addition to the Authority’s commissioned placements at the Ofsted-regulated West Sussex Alternative Provision College (APC), which offers full-time education. The Framework aims to secure safe, high-quality Alternative Provision that: acts as an intervention, not a destination; supports timely reintegration and/or transition of Learners into long-term education, training, or employment; and meets the individual needs of Learners, particularly Learners with Special Educational Needs and Disabilities (SEND) with a particular demand on provisions supporting Learners with Social Emotional Mental Health (SEMH) and Autism. For Clarity the Framework is due to run from September 1st 2026 for an initial period of two years. Bidders can apply from September 1st 2026 until the end of the framework. Please disregard dates of award and submission deadline below. The Framework has been updated to align with the Non-School Alternative Provision Voluntary National Standards (August 2025), ensuring Suppliers meet nationally recognized benchmarks for quality and safeguarding. Structure of the Framework This opportunity does not include separate Lots. Suppliers may apply for one or more Tiers and can request to add additional Tiers at any point during the Framework term. Tier 1: Provision commissioned by schools for Learners at risk of placement breakdown (e.g., short-term intervention to maintain engagement). Tier 2: Transitional placements commissioned by the Authority while seeking a permanent education setting. Tier 3: Provision commissioned by the Authority for Learners with an agreed EOTAS package. Tier 4: Specialist targeted support commissioned by the Authority for Learners supported by a multi-disciplinary team. The Tender Document pack , including full details of the services required, can be viewed via the Authority’s e-tendering Portal. https://atamis-7669.my.site.com/s/Welcome
The Vale of Glamorgan Council is looking for one contractor to a framework to manage the installation, inspection, maintenance, servicing, and repair of fire doors in domestic properties throughout the Vale of Glamorgan area to ensure compliance with all latest fire door and stopping legislation.
1. Background Local Partnerships is the host organisation for Prisoners Building Homes (PBH), a government programme bringing together housing delivery and rehabilitation outcomes. PBH works with public-sector organisations to unlock land for high-quality, affordable homes while creating employment, training and skills opportunities for people in prison and post-release. PBH supports organisations across the housing development lifecycle, including site identification and assessment, feasibility, planning, procurement and construction support. The PBH programme is growing and Local Partnerships is considering procuring external professional, technical and programme-delivery capability to supplement the PBH team and provide flexible capacity as the housing pipeline develops. This Preliminary Market Engagement (PME) will inform the scope, structure, commercial model and procurement strategy for any future requirement. No final procurement structure has been determined. 2. Purpose and Delivery Principles Local Partnerships has not predetermined the final procurement structure but wishes to avoid disconnected service delivery. The intention of the proposed procurement is to supplement, not replace, PBH's internal capability. Providers would work collaboratively with the PBH team and participating public-sector organisations, while PBH retains programme oversight, standards, client relationships and strategic direction. In terms of any procured services, Local Partnerships does not intend to establish a fragmented model requiring management of multiple disconnected consultants across individual sites or development stages. The preferred outcome is an integrated model delivering continuity and clear accountability, potentially through a multidisciplinary consortium, lead delivery partner with an integrated specialist supply chain, or equivalent arrangement, providing: • continuity of site knowledge through the development lifecycle; • clear accountability for coordinating and progressing sites; • coordinated access to required specialisms and professional disciplines; • flexible capacity and scalability as the number, stage and complexity of sites change in a nationwide context; • access to specialist and SME capability without transferring supply-chain management to the PBH team; • consistent PBH processes, standards, data and reporting delivering value for money; and • opportunities for innovation (see section 4, below). This PME will test the optimum contractual and commercial structure, including how SMEs and specialists can participate without increasing PBH's supplier-management burden. 3. Potential Scope of Services The potential service requirements may include: Portfolio and Site Assessment: portfolio review; identification of housing opportunities; desktop assessment; opportunities and constraints analysis; site grading/prioritisation; development capacity; feasibility/viability; and identification of planning, infrastructure and delivery constraints. Development and Programme Management: development, programme and project management; multidisciplinary team coordination; programme planning; information, risk, issue and stakeholder management; governance/reporting; funding/delivery strategy; and coordination across multiple sites and clients. Feasibility, Design and Planning: feasibility/capacity studies; concept design/layouts; architectural services; planning strategy, pre-application and applications; technical design coordination; specialist consultants/surveys; stakeholder engagement; and Section 106/planning support. Commercial, Viability and Procurement: quantity surveying, cost planning, viability and commercial advice; funding-gap analysis; procurement strategy; risk allocation; tender documentation; specifications/contract particulars; procurement management; tender evaluation; and support appointing housebuilders/contractors. Construction and Employer's Agent: Employer's Agent and contract administration; develop…
The Camden Rough Sleeping Hub provides mixed gender accommodation for people rough sleeping in Camden. The council intends to commission a service to provide immediate safe shelter for people verified as sleeping rough in the borough and to ensure they engage positively with service offers, such as health & wellbeing, financial resilience and move on, to provide a route away from rough sleeping. The current contract is fully funded through a grant from the Ministry of Housing, Communities and Local Government. The primary aim of the RSH is support the reduction of rough sleeping across Camden by supporting moves into stable accommodation, including Camden's Adult Pathway. The service is delivered 24 hours a day, 7 days a week. The service provides low threshold access to bedspaces so people can move off the streets rapidly. Move on time is targeted at up to 28 days (3 months for people with No Recourse to Public Funds). Referrals primarily come from Camden's Outreach Service. Camden is seeking a minimum of 16 bedspaces for this service