NHS South Yorkshire ICB Rotherham Severe Mental Illness(SMI) Living Well Service
A practical guide to understanding what the buyer really wants and how to build a winning response.
What this tender is really about
This isn't just about providing healthcare services.
It's about creating a support network that adapts to each neighbourhood in Rotherham.
The NHS South Yorkshire Integrated Care Board is looking for a service that integrates seamlessly into their Healthy Neighbourhoods approach.
The contract covers the Rotherham Severe Mental Illness (SMI) Living Well Service, which will work across North, East, South and West Rotherham.
The aim? Help adults with SMI get timely support close to home.
Think about the people, not just the process
Yes, there are neighbourhood multidisciplinary teams.
Yes, the service needs to be flexible and responsive.
But at the heart of this tender are people.
Individuals living with severe mental illness need tailored support that recognises their unique circumstances.
I'd build my submission around showing how my service improves their day-to-day lives, not just how it meets service requirements.
Pay attention to what they say
The notice is clear: this isn't just about delivering services.
It's about integrating into their Healthy Neighbourhoods model.
They're looking for a partner that can "help people stay well, access support earlier, improve their physical and mental wellbeing and reduce barriers."
That's what I'd focus on.
Show how your service will actively contribute to these goals.
Don't overlook the shadow implementation period
This is a crucial phase.
During 2026/27, your team will be developing and testing new working arrangements.
That means you need a plan for adapting to changes and integrating feedback.
It’s not just about being part of the team, but about actively shaping how the neighbourhood-based model will function.
Evidence always beats promises
Everyone will promise to deliver excellent care.
But what evidence do you have to back that up?
If I were evaluating bids, I'd be looking for:
- Case studies showing successful flexible working models
- Testimonials from clients or partners
- Data on improved health outcomes from similar services
- Examples of adaptive service models in changing environments
- Staff training programs that support multidisciplinary working
The importance of direct referrals
People requiring only your SMI Living Well Service should be referred directly, bypassing the Hub.
This means your service needs to be well-publicised and accessible.
Explain how you'll manage referrals and ensure seamless access to the right support without additional barriers.
Managing local priorities and emerging needs
Each neighbourhood will have different needs that change over time.
Your response should detail how you'll identify these needs and adapt your service accordingly.
It's not just about being reactive, but proactive in understanding and anticipating changes.
Holding standards over the whole term
Consistency is key.
How will you maintain service quality over the entire contract period, including any extensions?
I'd want to see plans for staff retention, ongoing training and performance reviews.
Also, explain how you'll ensure continuity during staff absences or changes.
One thing I'd keep reminding myself
Every answer you write should be tested against one question: "How does this improve the lives of people living with SMI in Rotherham?"
It's not just a contract.
It's a commitment to enhance wellbeing and reduce health inequalities.
Common mistakes
Avoid submissions that:
- Overlook the importance of the shadow implementation period
- Fail to provide concrete evidence of previous successes
- Ignore the need for direct referrals and easy access
- Don't address how to manage changing local needs
- Focus too much on processes rather than outcomes
- Lack a clear plan for maintaining service quality over time
My Final Thoughts
The NHS South Yorkshire Integrated Care Board is looking for more than just a service provider.
They're looking for a partner in their Healthy Neighbourhoods initiative.
The contract value is £994,500, with an annual budget not exceeding £331,500 and runs from February 2027 to January 2028, with an option to extend to 2029.
Quality and adaptability will matter more than just meeting the budget.
That's what your submission needs to convey.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.