The Development Bank of Wales (DBW) is seeking to establish a Framework Agreement for the provision of training, coaching and development services to support the learning and development needs of its employees. The framework will provide access to suitably qualified and experienced suppliers capable of delivering a broad range of professional development services, including leadership and management development, procurement and commercial skills, finance, risk and compliance, project management, coaching and mentoring, digital and technology skills, personal effectiveness, and other specialist training requirements. Through this procurement, DBW aims to appoint a panel of providers who can deliver high-quality, flexible and value-for-money learning solutions across a range of delivery methods, including classroom-based, virtual and blended learning. Tenderers may apply for one, some or multiple disciplines within a Lot. Tenderers are not required to demonstrate capability across all disciplines contained within a Lot. Additional questions within the eTenderWales portal will require Tenderers to identify the specific discipline(s) for which they are submitting a Tender. The framework will support DBW's strategic objectives by enhancing workforce capability, supporting organisational development and ensuring employees have access to relevant and effective learning opportunities. Further details of the scope, lot structure, evaluation methodology and framework arrangements are set out within the procurement documents. The framework is expected to be divided into lots to reflect different areas of expertise. The Development Bank of Wales does not guarantee any minimum volume or value of work under the framework. Contracts will be awarded in accordance with the call-off procedures set out in the procurement documents. Services may include training programmes, workshops, masterclasses, briefings, coaching, mentoring, facilitation, training needs analysis, learner diagnostics, preparation of learning materials, post-course evaluation and associated reporting. Delivery may be in person, virtual or blended, depending on the requirement, audience and relevant lot. The framework will be divided into lots covering leadership and management development; procurement, commercial and contract management; financial services, risk and regulatory training; digital, technology and AI skills; project and change management; HR, equality, diversity and inclusion; health, safety and wellbeing; Welsh language and communication skills; coaching and mentoring; and soft skills and business development. The framework will not guarantee any minimum level of spend, volume of work or number of call-off contracts. Requirements will be commissioned through the framework call-off arrangements and will be subject to business need, budget availability, approval requirements and supplier performance. The tender code for etenderwales is itt_127450 Strategic Approach to Supplier Appointment In order to maximise competition, improve resilience of supply and provide access to a diverse range of specialist providers, DBW has structured this Framework to allow Tenderers to bid for individual disciplines within each Lot. DBW's approach is intended to support participation from SMEs, micro-businesses, specialist providers and Welsh suppliers who may possess expertise in specific disciplines rather than across all service areas within a Lot. To ensure continuity of service, competitive tension and sufficient market capacity throughout the term of the Framework Agreement, DBW intends to appoint a minimum of two (2) suppliers and a maximum of four (4) suppliers per discipline within each Lot, subject to a sufficient number of Tenderers meeting the Conditions of Participation and achieving the minimum required evaluation standards. Where fewer than two compliant Tenderers are received for a particular discipline, DBW reserves the right to proceed with the available compliant …
As England’s largest provider of specialist housing and care for those in later life, we manage 54,000 homes for both rent and sale to those aged 55 and over. This opportunity will provide a service to: Approximately 200 locations General, Dry Mixed, Glass and Food recycling only Services range from weekly, fortnightly and monthly. Addtional services such as skips, WEEE collections will be required Service is specific to care locations but does cover some housing locations. Approximately 200 locations Clinical and Hazardous waste collections Services range from weekly, fortnightly and monthly. Addtional services such as sharps bins, sanitary bin collections Service is specific to care locations but does cover some housing locations. Any further questions please email [email protected]
This is confirmation that Stoke-on-Trent City Council published an 18 month pipeline on its website in March 2026. Please note this UK1 notice should have been published in May 2026 however due to unforeseen issues this was not published on Find a Tender however is noted it was published on Stoke on Trent City Councils website in March 2026 which can be accessed via the following link: https://www.stoke.gov.uk/CommercialPipeline The information in this UK1 Pipeline Notice is purely for information and no further details are available at this stage. All other UK Notices (UK2, UK3, UK4, UK5, UK6, UK7, UK9, UK10, UK11, UK12, UK13, UK14, UK15, UK16, UK17) will be advertised under separate contracts/opportunities via Find a Tender. Please do not contact the contracting authority regarding this UK1 Pipeline Notice. Further details will be provided in future separate tender notices if any of the opportunities progress over the next 18 months. If you wish to become a supplier/Providers for Stoke on Trent City Council please visit and register on our E-tendering Platform see link below: https://supplystokeandstaffs.proactishosting.com
Knowsley MBC are currently undergoing a respite review and are looking at piloting a bookable planned residential and residential EMI respite provision in the borough. The Council therefore wishes to engage with providers to pilot a residential and residential EMI respite service in Knowsley. The requirement is for one residential and one residential EMI respite bed provision in Knowsley. We require respite provision commencing 01 July 2026 for a period of 12 months with an option to extend for up to 12 months in aggregate. We are seeking 2 beds (one residential and one residential EMI) on a block contract. These may be located in one location or across a couple of locations depending on the offers available from the market. Subject to sufficient demand.
Armagh City, Banbridge and Craigavon Borough Council invites Tenders from suitably experienced and qualified contractors for the removal of existing pedestrian bridge including all necessary enabling works, at Clare Glen Park – approx. 440m south of Clare Glen Caravan Park, Markethill Rd, Tandragee, Craigavon BT62 2ET. The Form of Contract will be an NEC4 Professional Services Short Contract.
Armagh City, Banbridge and Craigavon Borough Council
The Euston Delivery Company (EDC) is responsible for leading the integrated redevelopment of the Euston campus and delivering a world-class transport gateway for the UK. EDC is to integrate into a reconstructed single and coherent national transport gateway, all mainline railway, London Underground, bus and taxi infrastructure at Euston (collectively known as the Euston campus), including the new high-speed terminus, for which a public-private partnership model is being explored. EDC plans to engage a Programme Challenge and Assurance Partner [P-CAP] to support in the delivery of the Euston Programme. The scope of the P-CAP's responsibilities will be refined over coming months, but may include: 1. Cost Challenge, Control and Analysis: Forecasting the Expected Cost at Completion (ECC) of the programme, identifying key drivers of spend and benchmarking to provide and challenge estimates. 2. Schedule Control and Optimisation: Examining the programme and its pipeline of deliverables, identifying interdependencies and timings to inform strategic decision-making and optimise outcomes 3. Value Engineering and Design/Delivery Integration: Challenging design outputs, interface risks and integration issues across delivery packages and partner organisations to reduce unnecessary cost, improve constructability and protect programme schedule. 4. Commercial Optimisation and Advice: Advising on contract delivery by scrutinising planned deliverables, programme and resourcing to identify risks to deliverability and optimise value for money. 5. Programme Management and Performance: Supporting the EDC to implement integrated reporting and risk management across the programme, including providing MI and executive summary to support decision-making. EDC is likely to require services of this nature throughout the Euston Programme - however, the scope of work, route to market, estimated contract value, start date, contract duration and timings for this procurement are subject to ongoing development. EDC is particularly considering whether it would be advantageous to procure a single long term contract or to reprocure services between any particular phases of the programme. Whether or not the DfT or EDC subsequently commences a procurement and/or thereafter awards any contract related to this potential opportunity shall be solely at its discretion. Details included in this preliminary market notice should not be regarded as final or as constituting a defined opportunity.
Mae Dysgu yn gwahodd ymatebion i dendr ar gyfer partner dysgu proffesiynol i ddatblygu a chyflwyno rhaglen genedlaethol ar Ymarfer Perthynol (sy’n Ystyriol o Drawma) ar ei ran. Disgwylir i gwmpas y gwaith gynnwys dylunio’r rhaglen, cyflwyno’r rhaglen, datblygu adnoddau ac ymgysylltu â rhanddeiliaid er mwyn cefnogi ymarferwyr ledled Cymru i wreiddio dulliau sy’n ystyriol o drawma ac sy’n canolbwyntio ar berthnasoedd o fewn eu lleoliadau a’u sefydliadau. Mae’r gwaith hwn yn cydnabod pwysigrwydd ymarfer perthynol ac ymarfer sy’n ystyriol o drawma wrth wella canlyniadau i blant a phobl ifanc, yn enwedig y rhai sydd wedi profi adfyd, trawma, allgáu neu anfantais. Nod rhaglen ddysgu broffesiynol sy’n gyson ar lefel genedlaethol, gyda chefnogaeth Llywodraeth Cymru, yw sicrhau bod gan ymarferwyr ar draws y system ddealltwriaeth gyffredin, iaith gyffredin a dulliau ymarferol sy’n creu amgylcheddau dysgu mwy diogel, mwy cynhwysol ac yn fwy effeithiol. Dysgu is inviting tender responses for a professional learning partner to develop and deliver a national programme on Relational Practice (Trauma Informed) on its behalf. The scope of work is expected to include programme design, programme delivery, resource development and stakeholder engagement to support practitioners across Wales to embed trauma-informed, relationship-centred approaches within their settings and organisations. This work recognises the importance of relational and trauma-informed practice to improving outcomes for children and young people, particularly those who have experienced adversity, trauma, exclusion or disadvantage. A nationally consistent professional learning programme, supported by Welsh Government, aims to ensure that practitioners across the system have a shared understanding, common language and practical approaches that create safer, more inclusive and more effective learning environments.
LEL must establish whether the Hawley Road site can be retained or, if not, identify a suitable replacement capable of meeting current and future operational requirements before the lease expires in February 2030. The key question is what constitutes the most deliverable, operationally suitable and value-for-money solution for providing LEL's transport yard facilities beyond February 2030. LEL will therefore appoint a suitably qualified consultant to undertake a feasibility study and strategic options appraisal, assessing suitable alternatives and recommending a preferred option and next steps. Based on LEL's estimated timescales for designing, constructing and transitioning into a new site, there is a need to undertake a feasibility study to identify alternative transport yard options as soon as possible, with a preferred way forward decided by June 2027. This timetable is intended to enable the preferred option to progress into design and procurement during 2027, followed by the necessary environmental assessment, planning and permitting activities and subject to approvals, construction. The Consultant shall therefore plan and deliver the commission to support timely decision-making and protect the overall programme ahead of the Hawley Road lease expiry in February 2030. Additional information: The contracting authority considers that this contract may be suitable for economic operators that are small or medium enterprises (SMEs). However, any selection of tenderers will be based solely on the criteria set out for the procurement.
Tullie House Museum and Art Gallery Trust (the Trust) in Carlisle (brand name: Tullie) is seeking an experienced Digital Installation Designer to plan and deliver an immersive digital space within a new 'Active Gallery', as part of Project Tullie Phase 3: Breaking Down Barriers. We're looking for an individual or organisation to deliver a 360-degree 'Immersive Art' experience. Six paintings from Tullie's fine art collection should each be brought to life through digital projection and interpretation, which may incorporate animation, cinemagraphs, soundscapes, and interactive elements. The services must include expertise both in software and hardware design and the appointed professional must be able to take the concept through to full delivery within the timeframes stated. Details can be found at: https://tullie.org.uk/project-tullie-phase-3-fine-art-digital-installation-design-rfq/
The Department for Transport is seeking market insight into options for creating, acquiring, licensing or stewarding a nationally consistent digital representation of England’s road network. The purpose of this RFI is to understand what data already exists, what could be collected or derived, what commercial and ownership models are available, and the likely costs, benefits and risks of different approaches. Suppliers are invited to respond on feasibility, existing work, commercial models, ownership and licensing, indicative cost drivers, standards, data quality, delivery timescales and wider innovation opportunities.
Planned and reactive maintenance of CCTV, access control, security systems, SCADA, passenger call point, public address and other communications systems across London Underground (LU) and other business units within TfL. Limited supply to additional assets or capital project upgrades also in scope.
HM Revenue & Customs (HMRC) is undertaking Preliminary Market Engagement to better understand current market capability, available technologies, delivery approaches and commercial models for the provision of a Document Fraud Detection capability. The engagement is intended to inform HMRC's future procurement strategy and requirements and does not constitute a call for competition. HMRC is seeking market insight regarding solutions capable of supporting document fraud detection and authentication activities, including: • Document forgery detection • Metadata analysis • AI-generated fraud detection • Cross-document analysis • Cross-case duplication detection • Fraud scoring approaches • Integration with existing HMRC systems • Security and operational support models • Market maturity • Routes to market The engagement will help HMRC validate assumptions, understand supplier capability, refine requirements and inform any future procurement approach. Participation in this engagement will not confer any advantage or disadvantage in any future procurement process.
Via East Midlands Ltd (VIA) is undertaking preliminary market engagement in advance of a proposed Highways Maintenance and Civil Engineering Framework, which is anticipated to be advertised in November 2026. The purpose of this engagement is to inform the development of the procurement strategy, scope of services, lot structure, contract requirements, and delivery model, while providing suppliers with early visibility of the Authority's future requirements. The proposed framework is anticipated to be divided into two lots, with VIA intending to appoint up to three contractors to each lot. The current proposed lot structure is: • Lot 1: Projects valued between £0 and £250,000 • Lot 2: Projects valued between £250,000 and £5,000,000 The framework is expected to have an initial term of three years, with the option to extend for up to two further periods of 12 months, subject to ongoing requirements and satisfactory performance. The framework is anticipated to cover a broad range of highways maintenance and civil engineering activities. These may include: • Early contractor involvement • Attendance at progress, programme and financial review meetings • Stakeholder engagement and liaison activities • Excavation and earthworks • Ground stabilisation • Drainage installation and maintenance • Kerbing and edging works • Footway and carriageway resurfacing • Temporary works • Construction, maintenance and repair of structures, including bridges and retaining walls • Traffic management services, or working alongside traffic management arrangements provided by VIA Contractors may also be expected to propose innovative construction methods, materials and plant, and fulfil the role of Principal Contractor in accordance with the Construction (Design and Management) Regulations 2015. Examples of works that may be commissioned under the framework include: • Highway Improvements: Section 278 works, junction improvements, kerbing and edging works • Drainage and Flood Alleviation: Surface water drainage installation, occasional foul drainage works, ditch clearance, local land drainage improvements and drainage relining • Footways and Cycleways: Footway improvement schemes, construction of dedicated active travel routes and dropped kerb installations • Signals and Street Lighting: Installation of ducting, NAL sockets and associated civil engineering works • Ground Stabilisation Works • New Infrastructure: Car parks, carriageways and footways • Bridge Works: New bridge construction, refurbishment and repair works • Retaining Walls: Construction, maintenance and repair works
This opportunity (“Contract”) is for a single supplier to provide: 1. Civil Works and CDM Principal Designer/Principal Contractor Role for the ISO11 Fumigation Lobby Replacement Project. 2. Conversion of Structural Engineer’s drawings to Construction Drawings. 3. Liaison with Local Authority to ensure compliance with Building Control. This will include providing drawings and information as required by the Local Authority and hosting them during site visits. Fees for Building Control will be paid for by The Pirbright Institute. 4. Construction of a Temporary Biocontainment Wall which will allow the area to be externalised from ISO11 to enable construction works to take place. The wall shall provide a bioseal between the working area and the contained area. Suppliers must allow for works carried out close to this wall to be carried out with care and attention to prevent damage to the wall. 5. Strip out of existing fumigation chamber and autoclave. 6. Remove door between G48 & G44 (ISO8), brick up and render. 7. Remove the external door in G62, brick up and render. 8. Create opening into G49/G62 area after temporary containment barrier is in place. 9. Create new loading area in G49 / G62 area. This will include making good the floors, walls and ceiling to the same standards as ISO11 to maintain sealability. Remove and make good any raised door threshold so that there is smooth access to the fumigation lobby for pallet trucks. 10. Create space for new Fumigation Lobby and construct flooring inside Fumigation chamber to match with the flooring in ISO11 and ensure the threshold in and out of the fumigation lobby is flush to the floor so pallet trucks can access without any obstacles. 11. Remove current double doors in G51, brick up and render. 12. Create new opening to G51 and supply/install new double doors with SR4 security rating. 13. Create new unloading area in G51 with double door entry from the external hard standing (currently underneath the staircase). Walls and ceilings to be rendered and painted with wipeable paint for hygienic areas. Floor to be constructed to same standard as internal flooring to match that of the fumigation chamber to ensure unobstructed access to pallet trucks. 14. Remove and replace external staircase to allow forklift truck access to room G51 and maintain access to the first-floor plantroom. 15. Replace double doors to first floor plantroom and decorate. 16. The supplier is to make allowance to liaise with the fumigation lobby supplier to ensure they have the details to integrate the new fumigation lobby into the refurbished area. 17. The supplier shall allow for covered skip for metal and construction waste to be stored on site for 6 months quarantine before disposing off site. 18. The Pirbright Institute would also like to obtain an option cost to refurbish room G44, so that it can become part of ISO11. The supplier is to allow for upgrade the flooring to the same standard as ISO11 so that there is unobstructed access between G44 & G48 areas, walls and ceiling to be refurbished to ensure they maintain sealability. The works in 6 will apply to the door in G44 between G40 and G47 if this option is ordered. 19. The supplier is to provide CDM Principal Designer and Principal Contractor Role for the entire project. Details of this are shown in ITT Part 1 - Appendix 1 - Civil & CDM Scope of Works. 20. On completion, an O&M is to be submitted which provides details of works from design to completion. This shall include as built drawings and Building Control Completion Certificates.
The Peak District National Park Authority ("PDNPA") is seeking multidisciplinary consultancy support to assist in its role as statutory consultee in regards the Peak Cluster Nationally Significant Infrastructure Project ("NSIP") and a Development Consent Order ("DCO") for the Peak Cluster Carbon Capture and Storage Pipeline under the Planning Act 2008 ("the Application") to be submitted by Peak Cluster Ltd ("the Applicant"). Support is required in the areas of project management, co-ordination and administration as well as in the specialist areas of infrastructure planning, landscape, cultural heritage, archaeology and ecology ("the Services"). The PDNPA is seeking a consultancy with previous experience of the entire NSIP/DCO process. PDNPA expects to enter into a Planning Performance Agreement ("PPA") with Peak Cluster Ltd and the support is required in relation to PDNPA's obligations under the PPA for the entire DCO process. Funding under the PPA will only be guaranteed up to a cap for the Pre-Application Stage of the Application, and the consultancy contract will be conditional insofar as it relates to any requirements beyond the Pre-Application Stage or the cap, conditional on a variation of the PPA being agreed with Peak Cluster Ltd.
This project aim is understanding the drivers of Network Rail's expenditure, including the reasons for changes over time, is key to understanding value for money - of which cost efficiency is a key part. To achieve this, we use a range of complementary approaches including bottom-up assessments of Network Rail's business plans and performance, and top-down cost benchmarking using statistical (econometric) methods. This work relates to our top-down benchmarking of Network Rail's maintenance and renewals expenditure for the year from 1 April 2025 to 31 March 2026 ('2025-26').
Challenge Overview Cwm Taf Morgannwg University Health Board (CTM UHB) experiences persistently high rates of missed outpatient appointments, with approximately 64,000 appointments missed over the last 12 months. These missed appointments create challenges for patients and services alike, contributing to longer waiting times, underutilised clinical capacity, financial inefficiencies and poorer patient experience. CTM estimates that missed appointments may account for approximately £9.6 million of avoidable lost value each year, representing a significant opportunity to improve both patient access and the use of NHS resources. Evidence suggests that non-attendance is often linked to a range of practical, behavioural, communication and accessibility barriers rather than a simple choice not to attend. These barriers can include challenges associated with appointment communication, transport, geography, caring responsibilities, socioeconomic factors, digital exclusion, health inequalities and service design. Contracts for Innovation Cymru (CfIC) is seeking innovative solutions that help people overcome these barriers, reducing missed appointments whilst improving access to planned care. The challenge is deliberately open and does not prescribe a particular technology, product or service. We welcome ideas from a wide range of sectors and disciplines and encourage applicants to think creatively about how attendance, access and patient experience can be improved. We are seeking innovative approaches that help reduce missed appointments and improve access to planned care. Solutions may address one or more aspects of the challenge, including but not limited to: • Appointment communication and engagement • Accessibility of information • Appointment planning and management • Behavioural approaches that encourage attendance • Identification of individuals at increased risk of non-attendance • Travel and accessibility barriers • Digital tools and services • Community-based support models • Service and pathway redesign • Data-driven approaches to improve attendance and access Applicants are encouraged to consider how different barriers interact and how solutions may support a diverse population with differing needs and circumstances. We are not seeking a predetermined solution and welcome a broad range of innovative approaches. ________________________________________ In Scope We are interested in solutions that can contribute to one or more of the following: • Improving appointment attendance and reducing missed appointments. • Improving access to planned care services. • Appointment communication and engagement. • Accessibility of information and services. • Appointment planning, scheduling and management. • Behavioural approaches that support attendance. • Identification of people at increased risk of non-attendance. • Reducing practical barriers to accessing services. • Data-driven, digital or technology-enabled approaches. • Community-based or service redesign approaches. • Improving equity of access across different populations and geographic settings. • Welsh language, accessibility and inclusive service delivery. Out of Scope We are not seeking projects that: • Focus solely on increasing demand for healthcare services. • Are primarily academic or research studies with no credible route to implementation. • Require extensive fundamental research before development can commence. • Cannot demonstrate a realistic route to adoption within health and care services. • Do not consider affordability, scalability or long-term sustainability. • Rely solely on English-language patient-facing delivery. • Seek to replace appropriate clinical oversight or professional judgement where this remains necessary. ________________________________________ Desired Outcomes Successful solutions should demonstrate potential to deliver measurable improvements in one or more of the following areas. Patients and Citizens • Improved access to planned care servic…
Domestic abuse remains one of the most significant public protection challenges facing South Wales. For people assessed as being at highest risk of serious harm or homicide, timely safeguarding interventions and effective multi-agency coordination can be critical in reducing harm and improving safety outcomes. South Wales Police and its partners currently deliver safeguarding through the Multi-Agency Risk Assessment Conference (MARAC) process. MARAC is a long-established mechanism that brings organisations together to share information, assess risk and coordinate actions for victims experiencing high-risk domestic abuse. It remains one of the most important safeguarding arrangements available to public services and plays a vital role in protecting some of the most vulnerable people in society. However, the current model is under increasing pressure. Across South Wales, more than 5,000 high-risk domestic abuse cases are managed annually through seven separate MARAC arrangements operating across Cardiff, Vale of Glamorgan, Rhondda Cynon Taf, Merthyr Tydfil, Bridgend, Neath Port Talbot and Swansea. Together, these arrangements account for approximately 44% of MARAC demand across Wales. Different governance structures, processes and operating approaches have evolved over time, resulting in variation in delivery, increasing administrative burden and challenges in maintaining consistency across the region. Demand continues to increase whilst cases become more complex. In some areas, approximately 70 cases may be discussed during a single weekly MARAC process, and concerns have been raised regarding delays between referral, discussion and action. National reviews, safeguarding investigations and wider research have highlighted issues relating to fragmented information sharing, inconsistent processes and delays in identifying and responding to escalating risk. South Wales Police, working alongside regional MARAC governance groups, the Office of the Police and Crime Commissioner and wider safeguarding partners, has identified an opportunity to explore whether a different approach could deliver faster, more consistent and more effective safeguarding outcomes. The challenge has been developed following significant stakeholder engagement and reflects a shared recognition that future approaches may need to move beyond the traditional meeting-based MARAC model. ________________________________________ The Challenge We are seeking innovative organisations to help South Wales Police and its partners explore how high-risk domestic abuse safeguarding could operate differently in the future. This challenge is intentionally outcome-focused and does not prescribe a specific technology, product type or delivery model. Applicants are encouraged to propose the approach they believe will best address the challenge and demonstrate how their expertise could help develop a more responsive, coordinated and sustainable safeguarding model for South Wales. The challenge is not simply about introducing new technology or digitising existing MARAC meetings. Whilst technology, data and artificial intelligence may form part of the solution, partners have identified the need to explore wider service, governance and operating model redesign. We are interested in organisations capable of helping answer questions such as: • How can risk be identified, prioritised and escalated more effectively? • How can organisations work together more dynamically and efficiently? • How can safeguarding actions be coordinated more effectively across agencies? • How can professionals spend less time managing administration and more time safeguarding vulnerable people? • How can information be shared more effectively whilst maintaining appropriate governance and accountability? • How can future models remain practical, affordable and sustainable? • How can innovation support improved safeguarding outcomes without creating additional complexity? Applicants should not assume that techno…
Innovative solutions to improve participant assessment, triage support and progression following a positive FIT result Introduction Bowel cancer is one of the most common cancers in Wales, with over 2,200 new cases diagnosed each year , and early diagnosis remains one of the most important factors in improving patient outcomes. It is more common as people get older, with most cases diagnosed in those over 50. Bowel Screening Wales plays a vital role in identifying people aged 50-74 who might be at increased risk of bowel cancer, through the routine use of an at home stool sample kit, known as Faecal Immunochemical Testing (FIT) . Each year, more than 500,000 people are invited to participate in bowel screening, with around 12,000 participants receiving a positive FIT result and requiring further assessment and investigation. Following a positive FIT result, screening participants are informed to contact the national bowel screening administration team to make a mutually convenient appointment for a nurse-led pre-colonoscopy assessment. This assessment is predominantly undertaken by telephone and uses a standardised assessment form with questions designed to determine an individual's suitability for colonoscopy, identify clinical risks and ensure participants receive the support they need before further investigation. The assessment lasts between 30 and 60 minutes, depending on the level of complexity. Appointments are available Monday to Friday, 9am to 4pm, and this is currently the only option available to screening participants. The current process was established when the Bowel Screening Wales programme launched in 2008 and has remained largely unchanged since that time. Whilst the pathway continues to provide a safe and effective means of assessment, the environment in which it operates has changed considerably. Bowel Screening participation has increased, eligibility has expanded, workforce pressures have intensified and public expectations around digital access, communication and convenience have evolved. Bowel Screening Wales is therefore seeking innovative approaches that can support service modernisation, improve participant experience, improve the timeliness of pre-colonoscopy assessments and strengthen the ability of NHS Wales to meet future demand. ________________________________________ The Challenge Current pre-colonoscopy assessment processes remain heavily reliant on manual and telephone-based activity during routine office hours (Mon-Fri. 9-4pm). This can limit access for screening participants (especially those of working age), create pressure on specialist nursing teams, contribute to variation in waiting times and participant experience, and limit opportunities to make better use of participant information resources (i.e. current inability to signpost participants to digital resources and video content). We are seeking innovative solutions that can improve access to timely assessments, provide increased flexibility for participants to undertake an assessment, enables participants to have more control over their engagement with the service, including the possibility of them booking their own appointment slots following assessment. In addition, the innovation should have the ability to enable the screening programme to triage participants for appropriate investigations and stratify individuals for timely interventions based on clinical need following a positive FIT result. The challenge is outcome focused and does not prescribe a specific technology, product type or delivery model. Applicants are encouraged to propose the approach they believe will best address the challenge and demonstrate how their solution could be adapted, developed or enhanced to meet the needs of Bowel Screening Wales. We are not seeking to specify a single solution in advance. The purpose of this challenge is to support the development and demonstration of solutions that can address the underlying service need as described above whils…
Stroke is one of the leading causes of disability in Wales and affects around 7,000 people each year. While survival rates continue to improve, many people experience a significant reduction in support once they leave hospital at a stage when rehabilitation remains critical to recovery and long-term independence. Around 45% of stroke survivors report feeling abandoned following discharge because they do not receive the support they need to recover well. The impact extends far beyond the individual. Variations in access to rehabilitation, follow-up support and community services can lead to poorer outcomes, increased carer burden, avoidable demand on health and care services, and significant societal and economic costs. Stroke currently costs NHS Wales approximately £220 million per year and the wider Welsh economy approximately £1.63 billion annually. Without intervention, these costs are expected to increase significantly. The challenge has been developed following extensive investigation across Wales involving clinicians, health boards, national leaders, stroke survivors, carers and the Stroke Association. This work has helped define the challenge, identify unmet needs, understand existing service variation and explore the current market landscape. The conclusion is clear: Wales requires innovative, scalable approaches that can strengthen recovery, improve experience, reduce feelings of abandonment and support more equitable outcomes beyond hospital discharge. The challenge aligns with the Welsh Government Quality Statement for Stroke, which places renewed emphasis on rehabilitation, recovery, person-centred care and ensuring that stroke survivors do not feel abandoned during their recovery journey. The Challenge We are seeking innovative solutions that can improve rehabilitation, recovery and long-term support for stroke survivors. Access to rehabilitation and follow-up support varies across Wales. As a result, outcomes can depend too heavily on where a person lives rather than on their clinical need. This challenge seeks innovative approaches that can improve equity of access and help ensure people can receive high-quality rehabilitation and recovery support regardless of geography, including those living in rural, remote, underserved and seldom heard communities across Wales. The challenge is outcome-focused and does not prescribe a specific technology, product type or delivery model. Applicants are encouraged to propose the approach they believe will best address the challenge and demonstrate how their solution could be adapted, developed or enhanced to meet the needs of NHS Wales and stroke survivors. We are not seeking to specify a single solution in advance. The purpose of this challenge is to support the development, demonstration and evaluation of innovative approaches that can improve recovery, reduce feelings of abandonment and create foundations for sustainable improvement across Wales. Particular consideration should be given to how solutions can improve access to rehabilitation and recovery support for people who may face barriers associated with geography, transport, service availability, digital exclusion, workforce capacity or being within a seldom-heard group. The challenge is not simply about providing more therapy. We are interested in approaches that enable personalised, continuous and motivating rehabilitation and self-management support across home, community and outpatient settings whilst supporting better experiences and outcomes for stroke survivors. This challenge is being delivered as a Phase 2 Contracts for Innovation competition. In contrast to a Phase 1 competition, focusing on feasibility, we are seeking organisations with existing technologies, products, platforms, services or rehabilitation approaches that require adaptation, enhancement, configuration or further development to address the identified needs of stroke survivors, carers and rehabilitation services across Wales. This challenge f…
The Council is seeking providers of Group Based School Holiday Short Breaks Services for children and young people with disabilities. Informal expressions of interest in the provision of these services are sought at this stage in order to establish the level of market interest. Short breaks are intended to have positive benefits for both disabled children and young people (0-25 years) and their parents and carers. The main aims of short break services are to provide disabled children and young people the opportunity to: • Spend time away from their parents and carers • Relax and have fun to develop friendships • Develop their independence. They also give families an opportunity to have a break from their caring responsibilities; and spend time with other members of their family. Short break provision can range from a few hours per week to an allocated number of activity days/breaks per year. Short breaks can include day, evening, weekend activities, school holidays and after school. It can also include befriending and enabling young people to access leisure-based activities, transition support and independence skills. The services may take place in the child or young person’s own home, or an activity centre or community setting. The provision of short breaks is considered an important part of the support provided to families of disabled children and young people. The service is for children and young people with disabilities aged 5 – 18 with a wide range of needs including complex behavioural and medical conditions. The new contract is scheduled to commence on 24th July 2027. It is anticipated that the contract will be for a period of three years with two possible extensions of up to two years each, dependent on performance. The council is intending to issue one tender separated into three Lots. This will be one Tender Notice made up of three Lots, one for each contract, leading to three separate evaluations, contract awards and contracts. One service is to be provided for each contract as follows: Service 1: Specification: Short Breaks during school holidays for Low to Medium Level Needs. These will be focused on Physical Activity with other types of activities also available. Provider to deliver a minimum of 5 hours per day for a minimum of 23 days per annum. Service 2: Specification: Short Breaks during school holidays for High Medical Need and Mobility Needs. These will be mainly arts, crafts and other creative activities. Provider to deliver a minimum of 6 hours per day for a minimum of 29 days per annum. Service 3: Specification: Short Breaks Hub arrangements during school holidays for Low to High Level Needs. Lead provider to identify and coordinate community resources i.e. a range of providers delivering a minimum of 5 hours per day for a minimum of 24 days per annum.