In line with its commitment to increasing investment in the UK’s transport infrastructure, the Department for Transport (“DfT”) requires ongoing access to high-quality, specialist technical and commercial advice services. This need is currently fulfilled through the STARThree Framework, which succeeded the Specialist Technical Advisory for Rail (STARTwo) Framework—both managed by the Department’s Group Commercial Directorate (“GCD”). DfT is now procuring the Specialist Technical & Commercial Advice for Rail & Other Transport Systems Framework (the “STARFour Framework”) to succeed the STARThree Framework (expiring 30 July 2027). The STARFour Framework will be a multi-lot, multi-supplier framework designed to provide specialist technical and commercial advice to support rail and wider transport programmes and projects. The STARFour Framework will provide DfT and other qualifying bodies (as detailed below) with access to niche transport expertise across rail and other transport modes, supporting strategic planning, operations, commercial delivery, infrastructure and asset advice, and project and programme management. Building on the success of STARThree, the new STARFour Framework will champion SME participation, promote innovation, and deliver value for money through streamlined procurement routes, including mini-competitions and direct awards, as detailed in the STARFour Framework Agreement. The STARFour Framework is essential to maintain a fit-for-purpose, flexible, and cost-effective route for specialist transport technical and commercial advice following the expiry of STARThree. As transport challenges evolve across a complex landscape including net zero strategies, decarbonisation, multi-modal integration, and industry restructuring, the STARFour Framework will ensure DfT and the other qualifying bodies have continued access to critical expertise across all transport sectors, not just rail. The STARFour Framework is intended for use by DfT and other qualifying bodies known as “Clients”. These “Clients” are detailed in the “Contracting authorities that may use the framework” section below. In order to use the STARFour Framework the Clients will enter into an Access Agreement with DfT. The appointed consultants will not be party to these Access Agreements.
Deadline
Not published
Published
1 Sept 2026(5 hours ago)
Contract value
£350.0m
Location
United Kingdom
Reference
ocds-h6vhtk-05fd57
First seen
2 hours ago
Classifications
71241000Feasibility study, advisory service, analysis71242000Project and design preparation, estimation of costs71243000Draft plans (systems and integration)71244000Calculation of costs, monitoring of costs71310000Consultative engineering and construction services71311000Civil engineering consultancy services71311200Transport systems consultancy services71311230Railway engineering services71311300Infrastructure works consultancy services71313410Risk or hazard assessment for construction
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