Contract award notice

Results of the procurement procedure

Section I: Contracting entity

I.1) Name and addresses

I.4) Type of the contracting authority

Regional or local authority

I.5) Main activity

General public services

Section II: Object

II.1) Scope of the procurement

II.2) Description

Section IV: Procedure

IV.1) Description

Section V: Award of contract

A contract/lot is awarded: Yes

V.2 Award of contract

V.2.1) Date of conclusion of the contract

12/03/2026

V.2.2) Information about tenders

Number of tenders received: 1

The contract has been awarded to a group of economic operators: No

V.2.3) Name and address of the contractor

V.2.4) Information on value of the contract/lot (excluding VAT)

Total value of the contract/lot: : 21 651 615.00  GBP

V.2.5) Information about subcontracting

Section VI: Complementary information

VI.3) Additional information

This is a Provider Selection Regime (PSR) intention to award notice. The awarding of this contract is subject to the Health Care Services (Provider Selection Regime) Regulations 2023. For the avoidance of doubt, the provisions of the Public Contracts Regulations 2015 do not apply to this award. The publication of this notice marks the start of the standstill period. Representations by providers must be made to decision makers by 24th March (8 working days following publication of intention to award notice)]. This contract has not yet formally been awarded; this notice serves as an intention to award under the PSR. Written representations should be sent to procurementpeople-mailbox@devon.gov.uk

Award decisions have been recommended by Devon County Council's Public Health Commissioning Team, with key decision makers being:

Dominic Hudson - Head of Commissioning Public Health

Steve Brown - Director of Public Health

Richard Merrifield - Senior Commissioning Manager Public Health

No conflicts of interest were declared.

The rationale for the relative importance of the key criteria, and the rationale for choosing the provider with reference to the key criteria is explained below:

• Quality and Innovation 25%

- Evidence that CQC inspection feedback has been addressed; strong internal quality rating.

- Strong performance against national benchmarks; high completion rates for Tier 4 placements.

- Improved safety through Opiate Safe Clinics, Buvidal offer, crack‑pipe provision, and nitazine testing trials.

- Workforce upskilling on BBVs and support for Hep C elimination.

- Improved GP shared‑care quality, with more timely 3‑way reviews.

- Strong co‑production and lived‑experience involvement (e.g., ketamine pathways, Blues Drama partnership).

- Effective integration with HMPPS probation and support for prison leavers (welcome packs).

- Innovation and test‑and‑learn culture with processes to monitor impact.

- Needle and syringe provision at Intercom Trust to better reach Chemsex/hormone‑injecting populations.

- Social media used effectively for engaging women.

- Annual Carbon Net Zero reporting demonstrates sustainability commitment.

- Despite capacity pressures, Waythrough continues to test new approaches and improve accessibility.

• Value 15%

- Delivering a flat‑cash contract with below‑inflation variations, offering strong value for money.

- Organisational mergers provide added expertise and efficiencies (e.g., Breaking Free Online, training, harm‑reduction skills).

- Demonstrated responsiveness, e.g., rapidly establishing Needle & Syringe Provision in Bideford when other providers withdrew.

- Risk and cost considered, especially during Local Government Reform, with limited likelihood of attracting competitive bids.

- A short‑term Direct Award (Option C) maintains stability and avoids disruption.

- Planned uplift within PSR limits will support the provider to strengthen delivery and manage financial pressures.

• Integration, Collaboration and Service Sustainability 25%

- Data‑sharing agreements in place with multiple organisations, with partners actively using shared data.

- Co‑located satellite clinics delivered from GP practices, community centres, and probation offices, improving access and reducing inequalities.

- Workforce development plan in place, with recruitment and retention actively addressed; workforce development is an organisational priority.

- Joint working protocol with Devon Partnership Trust is being finalised to strengthen mental health–substance misuse pathways.

- Strong partnerships with a wide range of external organisations, including National Trust, Purple Cat, Boxing Club, Yoga Instructor, Julian House, STaR Project, HMPPS, Police Custody, and others.

- Active collaboration with Criminal Justice Partners, including HMPPS and probation, supporting seamless pathways from custody to community.

- Engagement with Social Care Teams to improve pathways, with plans to strengthen joint work with Family Safeguarding Teams.

- Rapid progress in reducing waiting times, supporting improved integration with wider healthcare services.

• Improve Access and Reduce Health Inequalities 25%

- Service identifies attrition points and is actively working to reduce drop‑out rates, with access a top organisational priority.

- Feedback mechanisms in place for service users and staff to shape service development.

- All staff and volunteers are fully compliant with mandatory training requirements.

- Clear actions taken to address inequalities and promote the service to protected characteristic groups.

- Service users have choice in how they access support, with strong face‑to‑face options retained.

- Targeted support provided for people with speech and language needs, neurodivergence, ESOL, and inclusion health populations.

- Service achieved one of the highest national increases in people accessing treatment since 2019.

- Clinics and Needle & Syringe Provision offered from Intercom Trust to support LGBTQ+ individuals.

- Website and marketing materials updated to be more representative and inclusive.

- Organisation beginning Principled Spaces training to strengthen cultural competence.

- Ongoing focus on maintaining high access levels while improving outcomes, recognised as a key challenge.

• Social Value 10%

- Annual Carbon Net Zero report submitted and scrutinised, evidencing continued attention to environmental impact.

- Commitment to a positive working environment, including workforce‑wellbeing initiatives and organisational support.

- Evidence of paying staff at least the minimum wage.

- Service actively supports service users with wider determinants of health, including clothing, food, and access to practical resources.

- Strong focus on creative arts engagement, including work with drama groups to improve wellbeing and confidence.

- Organisation engages in multiple fundraising initiatives to benefit service users.

- Collaborative harm‑reduction work with Intercom Trust and Gabriel House to increase access to Needle & Syringe Provision.

- Supported the BBC Radio Devon ketamine interview (July 2025), helping raise public awareness of emerging drug harms.

- Introduction of the Individualised Placement Support (IPS) programme will further strengthen support around employment and other wider determinants of health.

After carrying out the assessment, the Authority is satisfied that the existing provider is both:

Satisfying the existing contract to a sufficient standard, according to the detail outlined in the existing contract, and taking into account the key criteria.

Able to satisfy the new contract to a sufficient standard, according to the detail outlined in the new contract, taking into account key criteria.

VI.4) Procedures for review

VI.5) Date of dispatch of this notice

12/03/2026