Non Clinical Integrated Crisis Model
A practical guide to understanding what the buyer really wants and how to build a winning response.
Don't just think about crisis, think about community
When you first look at this tender, it might seem it's all about crisis support.
But dig a little deeper.
Tees, Esk and Wear Valleys NHS Foundation Trust is looking for something more.
They want a partner who can connect with the community. Who can offer practical and emotional support that fits the unique needs of Teesside's communities.
This isn't just about crisis intervention.
It's about providing an accessible service across Redcar and Cleveland, Middlesbrough, Stockton and Hartlepool.
The service must be flexible. It must adapt to the needs of adults aged 18 and over, including the older population.
Pay attention to what they say
The buyer is clear about their priorities.
They are asking for collaboration with existing crisis and home treatment teams.
They want a service skilled in engaging those who find it hard to access support.
And they want it to be flexible and responsive.
If I were evaluating bids, I'd be looking for evidence of how you plan to work seamlessly with Urgent Care services.
How will you ensure your team can handle referrals effectively?
I'd also look for proof that you can engage individuals who traditionally struggle with services.
Think about the people who need you
The service is for adults in crisis. But not every crisis requires a clinical response.
Think about the people who will be reaching out for help.
They might be in emotional distress.
They might need practical support.
But they won't always need clinical intervention.
Show how you understand their needs. And how your approach will make them feel heard and supported.
Don't underestimate the importance of flexibility
The Trust is looking for a service that can adapt.
Circumstances change. Needs evolve.
And a one-size-fits-all approach won't work here.
How will your service evolve to meet the changing needs of Teesside's communities?
I'd want to see a plan that shows flexibility in action.
Evidence always beats promises
One thing I noticed when I worked in the public sector was that many bidders made big promises.
But few backed them up with evidence.
If you have experience working with similar demographics, share it.
If you have case studies that show your success in engaging hard-to-reach individuals, use them.
- Case studies of similar projects
- Testimonials from service users
- Data showing engagement success rates
- Evidence of collaboration with healthcare services
Show how you'll make life easier for the Trust
Every contract creates work for the client.
The best suppliers reduce that workload.
Explain how your management processes will make life easier for the Trust.
How will you handle reporting? Communication? Staff management?
How will you maintain standards throughout?
Consistency is key.
The Trust needs to know that your service will remain high-quality from start to finish.
Think about staffing. Training. Performance monitoring.
How will you ensure your team is always on top of their game?
I'd want to see exactly what happens when someone calls in sick.
And how you plan to handle recruitment and retention.
One thing I'd keep reminding myself
This service is about people.
Real people in crisis who need support.
When you're writing your bid, keep asking yourself:
"How does this help the person on the other end?"
If you can answer that, you're on the right track.
Common mistakes
Avoid submissions that:
- Focus solely on clinical services without addressing non-clinical support
- Fail to demonstrate understanding of the local community needs
- Lack evidence of collaboration with healthcare teams
- Don't showcase flexibility and responsiveness in service delivery
- Overlook the importance of engaging hard-to-reach individuals
- Ignore the need for consistent service quality throughout the contract term
My Final Thoughts
The Trust is not just buying a service. They're buying peace of mind for their community.
They're investing £1,250,000 in a vision that extends from 31 March 2027 to 31 March 2030, with a possibility of extension to 31 March 2032.
Quality is key here.
They want a partner who can deliver real value and isn't just focused on the lowest price.
That's what I'd build my submission around.
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.