Corporate IT Support Service to NHS Gloucestershire Integrated Care Board and Bristol, North Somerset and South Gloucestershire Integrated Care Board
A practical guide to understanding what the buyer really wants and how to build a winning response.
The biggest clue in this tender isn't the IT support
If I were evaluating this bid, I'd focus on the merger.
This isn't just about providing IT support.
It's about supporting a significant organisational change from day one.
The NHS Gloucestershire and BNSSG Integrated Care Boards are merging to form a single body.
Your service must support this transition seamlessly, ensuring continuity and fostering integration.
Think about the principles that guide this tender
The tender is structured around six key principles.
Every one of them matters.
From "cloud-first" designs to "single accountability", these aren't just buzzwords.
They're the backbone of what the ICB wants.
If I were writing this tender, I'd show how my service aligns with each principle.
Especially the move from on-premises infrastructure to cloud-based solutions.
Pay attention to what they say
The buyer's message is clear.
They want a single managed service provider.
This is about avoiding the current fragmentation and unclear ownership.
If your bid doesn't offer end-to-end accountability, you'll be missing the mark.
The ICB wants simplicity and clarity.
That's what I'd build my submission around.
Don't overlook interoperability
Interoperability is non-negotiable here.
The service must integrate with NHS platforms like NHS.net Connect, HSCN and NHS Secure Boundary Service.
And don't forget the local platforms like Gloucestershire ICS WAN.
Showcase your experience with these systems.
If you can demonstrate seamless integration, you'll stand out.
Evidence always beats promises
One thing I noticed when I worked in the public sector was that almost every bidder claimed they could deliver.
Very few proved it.
Bring evidence to the table.
- Prior successful integrations with NHS platforms
- Case studies from similar mergers
- Testimonials from past clients
That's what I'd want to see.
Remember the day-to-day users
Yes, this is a big strategic move.
But don't forget the people using the service every day.
Service desks, desktop support, telephony — these are the touchpoints for end users.
I'd ensure my submission detailed how these services would be reliable, accessible and user-friendly.
Show how you'll make life easier for the ICB
Every contract creates work for the client.
The best suppliers reduce that workload.
Explain how your management processes will simplify life for the ICB.
Think about asset management, supplier relationships and procurement management.
How will you take these burdens off their shoulders?
Sustainable solutions are a must
The ICB's commitment to carbon neutrality isn't just a sideline.
It's a priority.
Your technology choices should reflect this.
Highlight energy-efficient devices and cloud-based solutions over on-premises data centres.
This isn't just about meeting a requirement.
It's about aligning with the ICB's values.
Don't underestimate the need for lean governance
The ICB digital team won't be involved in operational delivery.
They'll be strategists, not implementers.
Your submission should reflect a lean governance approach.
Show how your service will allow the ICB to focus on strategic oversight, not day-to-day management.
Common mistakes
Avoid submissions that:
- Ignore the specific interoperability requirements with NHS platforms
- Lack evidence of previous successful NHS integrations
- Overlook the importance of sustainability in technology choices
- Fail to demonstrate a clear understanding of the ICB's lean governance model
- Neglect the end-user experience in everyday services
- Present a fragmented service model rather than a single point of accountability
- Don't provide specific plans for supporting the merger of the two ICBs
- Fail to align with the cloud-first principle and the transition from on-premises solutions
My Final Thoughts
Ultimately, this tender is about more than just IT support.
It's about supporting a major organisational transition and ensuring seamless service delivery.
The contract is valued at £2,250,000 for the initial three years, with potential extensions increasing it to £2,700,000 over five years.
Quality of service and adherence to the principles will determine success.
The buyer's emphasis on quality and accountability means your written submission needs to showcase your ability to deliver on these fronts.
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.