DHSC: CSA: NIHR Research Commissioning and Management Services (2027-2032)

Complete

Buyers

Value

£364,000,000

Classifications

  • Research services
  • Administrative services of agencies
  • Research and development services and related consultancy services
  • General management consultancy services
  • Research consultancy services
  • Contract administration services
  • Miscellaneous business-related services
  • Business and management consultancy services
  • Social research services

Tags

  • tender

Submission Deadline

9 months ago

Published

10 months ago

Description

NIHR’s mission is to improve the health and wealth of the nation through research. Today, NIHR is the nation’s largest funder of health and care research and it invests over £1.5bn annually in domestic and international research. NIHR’s core workstreams, operating principles and areas of strategic focus are set out in the document Best Research for Best Health: The Next Chapter (2021).<br/><br/>The day-to-day operations of the NIHR are carried out by coordinating centres - the NIHR Coordinating Centre (NIHRCC) and the NIHR Research Delivery Network Coordinating Centre (RDNCC). The NIHRCC is currently made up of the following five DHSC contracts, which went live on 1st April 2018:<br/>• NIHR Evaluations, Trials and Studies Coordinating Centre (NETSCC)<br/>• Central Commissioning Facility (CCF)<br/>• NIHR Office for Clinical Research Infrastructure (NOCRI)<br/>• NIHR Academy<br/>• NIHR Centre for Engagement and Dissemination (CED)<br/><br/>These contracts will end on 31st March 2027 and through this procurement, the Authority will put in place contracts in May 2026, with Operational Services under those contracts due to commence on 1st April 2027, in order to ensure continuity of operational services for the NIHRCC.<br/>This procurement will however seek to reconfigure the services provided by the NETSCC, CCF, NOCRI and NIHR Academy contracts when they come to an end on 31st March 2027 into a new NIHRCC structure comprised of contracts procured across six Lots.<br/><br/>The Services going forward are divided into the following lots:<br/>Lot 1 – Strategic Business Services and One NIHR hub<br/>Lot 2 – Research Commissioning: Individual Level and Global Health Programmes<br/>Lot 3 – Research Commissioning: Population and Policy Level Programmes<br/>Lot 4 – Research Infrastructure Commissioning: Translational and Delivery<br/>Lot 5 – Research Infrastructure Commissioning: Applied, Public Health and Social Care<br/>Lot 6 – Research Commissioning: Career Development and Capacity Building<br/><br/>The Authority is seeking to appoint a range of suppliers to ensure that it maximises resilience across NIHR and brings to NIHR the benefits of implementing ways of working and best practice from multiple organisations. <br/><br/>Therefore, whilst there is no limitation on a single Tenderer submitting a bid for multiple Lots, the Authority is placing restrictions on the number of Lots any single Tenderer can win, and the Authority will only allow an entity to be involved in one bid submission per Lot. More information on this is set out in the procurement documents.

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The campaign needs to increase motivation, knowledge and make clear how easy recycling and preventing food waste is for 21-44 year olds and parents with children under 11 years old at home (see audience segments in creative strategy). The campaign should be centred on emotion, identity and shared values to tap into why people should care, not just how to do it, at a time when there is an opportunity to start a new normal and establish new habits. The campaign should motivate individuals to reduce their household food waste and, where waste cannot be prevented, recycle it correctly - with the focus of the messaging for year one being on food waste recycling. The campaign should use inspiring messages and visuals, and practical advice to build on the success of the Eat like a Londoner campaign; as well as build on learnings from TRiFOCAL's 'Small Change, Big Difference' campaign and the more recent EU-funded 'Food Wave' project. There is an existing campaign brand identity with the Eat like a Londoner campaign which can be adapted for this new campaign. The campaign would need to be renamed to focus on something less related to eating, but the brand colours, tone of voice guidelines and overall identity can continue to be used (along with website and social channels). An example of a new campaign name is included in the creative strategy, but we are open to hearing alternative names if you think there is a better one which we should consider. Please include testing of a new campaign name in your response. This motivational campaign should play a critical part in motivating residents to recycle unavoidable food waste and adopt new bin routines at home, with clear, relevant messaging tied to upcoming changes. While the 'Love Food Hate Waste' campaign managed by WRAP (Waste & Resources Action Programme) offers broad, national-level resources that are educational, a London campaign should be grounded in London-specific research, including ReLondon's 'London's food footprint' report, the insights that underpinned Eat like a Londoner, and borough-level data on waste behaviours, emissions, and barriers, available in the creative strategy. It should recognise the diversity of the city and different housing types (including flats and flats above shops), tailored to a fast-moving food economy, as well as representing the scale and mix of London's food cultures. This is incredibly important to land the messaging with the target audience, as there is evidence to show that people want to see themselves reflected in the marketing they receive. 3.1 Campaign requirements The campaign is to be delivered over a one-year period, starting in January 2026. The planning phase will start immediately on appointment with a full briefing on progress to date. Our goal is a June 2026 campaign launch. More detailed timings can be found in the creative strategy. While the campaign may create a wide range of assets on both main topics (food waste prevention and food waste recycling) over the year, some boroughs and waste disposal authorities may choose to focus more on one set of messaging, so the campaign must work and be adaptable on several levels, including potentially: • Regional - awareness-raising activity across the capital, including outer as well as inner London boroughs; • Sub-regional - awareness-raising and engagement activity across clusters of boroughs (waste authorities); • Localised - targeted activity tailored to residents of one or more London boroughs. 3.2 Channels/media The campaign will launch in June 2026 and media bursts will continue for the duration of the one-year campaign, at which point the campaign assets will need to be handed over to the London boroughs in a toolkit so they can continue the campaign for subsequent years. We would like to hear recommendations on channel mix, but they are likely to include: • Out-of-home advertising - depending on budgets and media availability, including TFL network (buses, tube, etc), plus owned or price-capped media channels via boroughs (e.g. JCDecaux sites, libraries, community spaces, leisure centres, etc) • Digital advertising - via social media channels (Instagram and Facebook) and influencers. Additional digital channels (e.g. programmatic) may be explored if relevant and recommended in the media plan • Audio - such as local radio and podcasts if recommended in the media plan We are also keen to explore brand partnerships with likeminded individuals, influencers and organisations to help land and scale the messaging. Recommendations for this should be included in the proposal. Owned channels include a website and organic social media channels which are updated several times a week. The website would be updated to include a section dedicated to food waste recycling. It's important that this campaign builds trust with citizens in order to encourage them to reduce and recycle household food waste, so all campaign imagery should reflect the reality of different diets that people have in the capital, including (but not limited to) meat-based, vegetarian, plant-based and flexitarian diets. 3.3 Campaign KPIs and evaluation While the ultimate goal of the campaign is to change people's behaviours at home, it is primarily an awareness-raising campaign to help Londoners draw the link between food and climate, and understand how their food behaviours can both reduce their climate impact and save them money at home. Evaluation will take place at the end of year one and will therefore focus on whether people have seen, engaged with and taken an action against the messaging. 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Objectives The objective of the campaign is to: • Get: Younger Londoners, aged 21-44 and those with children under 11 years old at home (the highest food wasters) • To: Reduce household food waste and recycle what they can't eat • By: Connecting with them emotionally and using normative messaging to engage, motivate and empower them to reduce their "food footprint" (the carbon impact of their household food consumption) This objective will be achieved by fulfilling the following sub-objectives: • Build on Londoner's belief that wasting food is morally wrong and increase awareness of the relationship between food and climate (for citizens already engaged in the topic of sustainability) • Increase motivation to reduce household food waste and recycle food that can't be eaten using behavioural nudges • Build understanding of how to reduce both household costs and impact on the climate through changed food behaviours at home • Drive traffic from the London-wide campaign (on the 'why') through to borough-level service comms (on the 'how') The budget allocation for this activity is £60,000 incl. VAT.

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Organisation

Department of Health and Social Care

Ministry or any other national or federal authority, including their regional or local subdivisions

Martin Robbins

[email protected]

+44 1132546070

Timeline complete