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Official procurement procedure

Brighton and Hove Integrated Trauma Pathway (1)

Community health services
South East (UKJ21)
Published value
Not published
Submission deadline Not published
Lots published1
Procurement Executive Summary
AI & Search Synopsis
Generated from official OCDS record
Tenderline Synopsis: NHS SURREY AND SUSSEX INTEGRATED CARE BOARD: "Brighton and Hove Integrated Trauma Pathway (1)". Published status: complete. Published value: Value not published. 1 published lot. Submission deadline not published. See the official notice for participation instructions.
Contracting AuthorityNHS SURREY AND SUSSEX INTEGRATED CARE BOARDScope & CategoriesNot publishedSubmission Window
complete
No deadline published
Submission GatewayDirect notice routeLegal Basis & RegimeStandard procurementEstimated Value (exc. VAT)Not published
Bidder Intelligence · Authority Profile: NHS SURREY AND SUSSEX INTEGRATED CARE BOARD
Market Analytics
View Authority Profile →
Derived from OCDS awards & bid statistics
Published history for NHS SURREY AND SUSSEX INTEGRATED CARE BOARD. These figures describe retained records, not a forecast of bids or a measure of buyer bias.
Average Price Reduction
Not availableInsufficient comparable data
Requires at least 5 comparable procedures
Competition Density
1.2Bids / Report
94.6% of reports have one bid
Supplier ConcentrationNo estimate
Insufficient attributable awardsNo concentration estimate available
Payment Terms
Check noticePublished terms
Payment obligations depend on the applicable regime and contract. Consult the official documents.
Coverage: 37 active published awards; 37 bid reports (which may be per lot). Supplier values exclude multi-supplier awards, frameworks and DPS, and use GBP only. They are published award values, not payments. Price reduction compares single-lot, single-award, single-supplier GBP procedures with explicitly non-framework/non-DPS status; increases remain in the average. Unpublished data stays unknown. Awarded suppliers are winners, not all bidders.
Procedure terms
Contracting AuthorityNHS SURREY AND SUSSEX INTEGRATED CARE BOARD
Procedure methodNot published
Procurement categoryNot published
Statuscomplete
Framework / DPSNot published
CompetitionNot published
Above thresholdNot published
Legal basisNot published
Tender period startsNot published
Clarification deadlineNot published
Electronic submissionNot published
Submission languagesNot published
Published29 Apr 2026, 10:48 BST
Last source update29 Apr 2026, 10:48 BST
Recurring procurementNot published
ClassificationCommunity health services
Delivery area
South East (UKJ21)
OCIDocds-h6vhtk-068daf
What is being bought
An integrated pathway, providing support to those who have been a victim of a (recent or historical), sexual or domestic violence incident. A range of therapeutic interventions are delivered to those who present with trauma reactions and trauma related symptoms and experiences, including PTSD and complex PTSD.
What changed
From the official release history
  1. Status changed to complete
    29 Apr 2026, 10:48 BST
  2. Official notice release published
    29 Apr 2026, 10:48 BST
  3. Buyer information updated
    29 Apr 2026, 10:48 BST
Lots and requirements (1)
Published by the contracting authority
  • Lot 1 · #1
    Individual lot title not published
    cancelled
    Published valueNot published
    Brighton & Hove City Council (BHCC) has held this contract since its inception. As BHCC no longer contributes financially, they notified NHS Sussex that they wished to cease holding the contract. In January 2026, BHCC informed the ICB that the contract would not be novated across to the ICB. An urgent direct award is therefore now required to ensure service continuity for patients. Given these factors, a 12-month urgent direct award has been made to ensure current provision is maintained while plans are progressed to either competitively tender and/or delegate commissioning arrangements to an ICS partner. Failure to make this direct award risked disrupting therapeutic journeys, escalating unmet needs to crisis pathways, losing skilled staff, and undermining a smooth transition to the new service model.
    Contract periodNot published
    EligibilityNot published
    Options / renewalNot published
Timeline
  1. Procedure published
    29 Apr 2026, 10:48 BST
  2. Award active
    Not published · Not published
  3. Contract active
    Signed 15 Apr 2026, 00:00 BST · £72,140
Commercial outcome and competition
Awards
Mankind UK
Not published · Not published · active
Contracts
Contract
£72,140 · signed 15 Apr 2026, 00:00 BST · active
Bid statistics
bids: 1 (lot 1)
Buyer and organisations in this procedure

NHS SURREY AND SUSSEX INTEGRATED CARE BOARD

Contracting authority GB-NHS-S9B9J
View buyer profile

  • NHS SURREY AND SUSSEX INTEGRATED CARE BOARD
    buyer

    GB-NHS: S9B9J
    Sackville House, Brooks Close, Lewes, UKJ21, BN72FZ
    robert.kitt1@nhs.net

  • Mankind UK
    supplier

    GB-CHC: 1086575
    Brighton, UKJ21

  • NHS Surrey and Sussex Integrated Care Board
    reviewBody

    Lewes

  • NHSE
    mediationBody

    Skipton House, 80 London road, London, SE1 6LH
Documents (0)
Official links; attachments are not copied
No data
No linked documents are published
Related procedures (0)
No data
No related procedures published
Planning and rationale
Planning budgetNot published
No-engagement rationaleNot published
Procedure rationaleBrighton & Hove City Council (BHCC) has held this contract since its inception. As BHCC no longer contributes financially, they notified NHS Sussex that they wished to cease holding the contract. In January 2026, BHCC informed the ICB that the contract would not be novated across to the ICB. An urgent direct award is therefore now required to ensure service continuity for patients. Given these factors, a 12-month urgent direct award has been made to ensure current provision is maintained while plans are progressed to either competitively tender and/or delegate commissioning arrangements to an ICS partner. Failure to make this direct award risked disrupting therapeutic journeys, escalating unmet needs to crisis pathways, losing skilled staff, and undermining a smooth transition to the new service model.