Crisis Resilience Fund Eligibility & Resilience Services
The procurement contact named on the official notice.
The submission route named on the official notice.
This is a large award for Health & Social Care — above three-quarters of comparable contracts. Based on 32,734 valued Health & Social Care tenders in our corpus.
Hampshire County Council publishes Health & Social Care work continuously — 173 notices, roughly one every 15 days. This is a stream to watch, not a cycle to wait for.
61% of Hampshire County Council’s awards go to a supplier it has used before.
Which is the argument for getting on the list rather than winning this one. The incumbent is rarely the last winner — it is the roster. See the retention odds by category →
The Crisis and Resilience Fund (CRF) replaces the Household Support Fund and is intended to provide timely crisis support to households experiencing financial hardship or sudden shocks.
The fund helps residents meet essential living costs while also supporting longer‑term financial resilience.
Launched by the government on 1 April 2026, the CRF requires local authorities to deliver support rapidly and transparently, with clear accountability for the use of public funds.
In line with the grant criteria, the funding should be allocated across three strands: • Crisis Payments: Cash-first approach to meet urgent needs (food, utilities, essential goods).
This should be a multi-channel application-based process, allowing for individuals to self-refer.
The fund should be available year-round, with flexible eligibility for low-income households and those facing a financial shock.
Crisis payments should be person centred, trauma informed and needs based. • Resilience Services: Initiatives to build financial resilience for individuals and the community and includes services such as debt advice, income maximisation, savings advice and affordable credit. • Community Coordination: Investment in activities that connect and enhance the local support landscape - strengthening partnerships, referral pathways, and local welfare ecosystems.
To deliver Crisis Payments and comply with the DWP guidance, there is a need for a robust digital payment solution that can deliver payments through multiple channels and support multiple delivery routes, including payments being made by trusted professional partners, internal teams and other commissioned providers.
The payment system must reduce administrative burden, enable consistent controls across schemes, be accessible and provide accurate management information for local oversight and DWP reporting.
The commissioning of a dedicated payment system will ensure the Council and trusted partners can deliver crisis payments at pace, scale provision to meet fluctuating demand, deliver payments in the most appropriate way for individuals and maintain strong governance and assurance throughout the life of the programme. • The CRF Programme will run initially until 31 March 2029.
HCC’s allocation for 26/27 is £11.3 million.
Local authorities have the discretion to use the funding in various ways to support vulnerable households, including the distribution of crisis payments.
Initial estimates indicate that up to 30% of HCC’s allocation will be used for this purpose.
What the notice asks for
The Crisis and Resilience Fund (CRF) replaces
The Crisis and Resilience Fund (CRF) replaces the Household Support Fund and is intended to provide timely crisis support to households experiencing financial hardship or sudden shocks.
Launched by the government on 1 April
Launched by the government on 1 April 2026, the CRF requires local authorities to deliver support rapidly and transparently, with clear accountability for the use of public funds.
In line with the grant criteria,
In line with the grant criteria, the funding should be allocated across three strands:.
This should be a multi-channel application-based process
This should be a multi-channel application-based process, allowing for individuals to self-refer.
The fund should be available year-round,
The fund should be available year-round, with flexible eligibility for low-income households and those facing a financial shock.
Sentences from the notice that state an obligation, surfaced automatically and shown in the order they appear. Not an exhaustive list — always confirm against the tender documents.
What it takes to bid this
Typical UK bid effort for the £1m–£10m band — an estimate, not a quote.
Qualify & bid/no-bid ~10% · SQ / PQQ ~20% · Written response ~55% · Review & presentation ~15%
Typical for this category — confirm against the ITT pack
- Hold at bidCQC registration / safeguarding policies
- Plan for deliveryDBS-checked staff & vetting process
- Plan for deliveryTUPE (incumbent staff often transfer)
- Show at bidComparable references / case studies
- Hold at bidFinancial standing (accounts, often ~2× contract value turnover)
- Hold at bidInsurance cover (PL / EL, often PI)
- Show at bidSocial value commitments
Hold at bid = pass/fail conditions of participation. Show at bid = scored in the quality response. Plan for delivery = contract obligations from day one.
Make the case to bid
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The full intelligence dossier
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- OCID
- ocds-h6vhtk-06dafd
- Stage
- planning · Planning
- Source
- Find a Tender
- Buyer ref
- 073612-2026
Contains public sector information licensed under the Open Government Licence v3.0. Source data © Crown copyright.
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