Work Winning in the NHS

Winning NHS Work Under the Provider Selection Regime: Thinking Like a Commissioner

Having worked with both suppliers responding to public sector opportunities and organisations evaluating them, I have seen first-hand how a deeper understanding of the buyer's environment can influence procurement outcomes.

This is particularly true within the NHS.

Since the introduction of the Provider Selection Regime (PSR), many suppliers have invested time in understanding the new rules. However, I believe the real opportunity lies not in understanding the legislation itself, but in understanding how the legislation influences the decisions NHS commissioners make every day.

In other words, understanding the Provider Selection Regime can help suppliers better understand what commissioners are trying to achieve and how to position themselves as part of the solution.

The Provider Selection Regime Is About More Than Procurement

The Provider Selection Regime, which came into force in January 2024, was designed to support a more flexible approach to commissioning healthcare services.

Rather than focusing solely on competition, the regime encourages decision-making that prioritises patient outcomes, collaboration, service sustainability and long-term value.

For suppliers, this represents an important shift.

Winning NHS work is no longer just about demonstrating compliance and offering a competitive price. It is increasingly about demonstrating how your organisation can contribute to wider health and care objectives.

The Five Key Criteria Commissioners Must Consider

Under the Provider Selection Regime, commissioners must consider five key criteria when selecting providers.

1. Quality and Innovation

Can the provider deliver safe, effective, high-quality services and continually improve them?

Commissioners are looking for evidence, not promises.

This may include:

• Outcome data
• Service improvements
• Clinical governance arrangements
• Patient feedback
• Continuous improvement programmes
• Innovation that improves patient experience or efficiency

2. Value

Value extends beyond cost.

Commissioners are increasingly interested in understanding the outcomes generated from the resources invested.

Suppliers should be prepared to demonstrate:

• Efficiency gains
• Cost avoidance
• Improved outcomes
• Reduced demand on other services
• Wider economic benefits

3. Integration, Collaboration and Service Sustainability

This is often one of the most overlooked criteria.

The NHS is increasingly focused on integrated care systems and joined-up services.

Commissioners want confidence that providers can work effectively with:

• NHS Trusts
• General Practice
• Local Authorities
• Voluntary and Community Sector Organisations
• Social Care Providers
• Other Healthcare Partners

A strong provider is no longer viewed solely through the lens of its own service delivery. Increasingly, it is judged by its ability to contribute to the wider system.

4. Improving Access, Reducing Health Inequalities and Facilitating Choice

Healthcare commissioners face significant pressure to improve outcomes for populations that traditionally experience poorer health outcomes.

Suppliers should be able to demonstrate:

• Community engagement
• Accessible service design
• Outreach activities
• Support for vulnerable groups
• Cultural awareness
• Inclusive service delivery models

5. Social Value

Social value has become increasingly important across public sector procurement and is equally relevant within NHS commissioning.

Commissioners are interested in understanding the wider impact generated through contract delivery.

This may include:

• Employment opportunities
• Apprenticeships
• Skills development
• Community engagement
• Environmental sustainability initiatives
• Support for local voluntary organisations

Understanding the Pressures Facing Commissioners

One of the most useful exercises suppliers can undertake is to consider the environment in which commissioners are making decisions.

Commissioners are under pressure to:

• Improve patient outcomes
• Reduce health inequalities
• Deliver value for money
• Maintain service continuity
• Meet sustainability objectives
• Support integration across health and care systems
• Demonstrate transparency and accountability for public expenditure

When viewed through this lens, a procurement exercise becomes much more than a purchasing process.

It becomes a mechanism for achieving strategic healthcare objectives.

The Hidden Question Behind Every NHS Procurement

Many suppliers focus on questions such as:

"Can we deliver the service?"

Whilst important, commissioners are often asking a different question:

"Will this provider help us achieve our objectives?"

This subtle distinction can transform the way suppliers prepare for NHS opportunities.

Rather than focusing solely on describing services, organisations should consider:

• How do we improve patient outcomes?
• How do we support prevention and early intervention?
• How do we reduce inequalities?
• How do we contribute to integrated care?
• How do we generate wider social value?
• How do we support long-term sustainability?

The answers to these questions often form the foundation of compelling NHS bids.

Practical Recommendations for Suppliers

If I were advising any organisation seeking to strengthen its position within the NHS market, I would recommend five practical actions:

Understand Local Priorities

Review Integrated Care Board strategies, Joint Strategic Needs Assessments and local health priorities.

Measure Outcomes, Not Just Activities

Move beyond reporting outputs and start evidencing outcomes and impact.

Invest in Partnerships

Build meaningful relationships with organisations across the health and care ecosystem.

Develop a Social Value Story

Be clear about the wider social, economic and environmental benefits your organisation creates.

Map Your Proposition Against the Five PSR Criteria

Before pursuing an opportunity, assess how your organisation contributes to each of the five selection criteria.

This exercise often highlights both strengths and areas for improvement.

Winning Work in the NHS

The Provider Selection Regime is often viewed as a procurement reform.

In reality, I believe it offers suppliers something much more valuable.

It provides insight into how commissioners think.

Organisations that understand the objectives, pressures and responsibilities facing NHS commissioners are often better equipped to position themselves as trusted partners rather than simply service providers.

As healthcare systems continue to evolve towards greater collaboration and integration, that understanding may become one of the most important competitive advantages a supplier can possess.

The most successful NHS suppliers I encounter are rarely those that focus solely on procurement compliance.

They are the organisations that take the time to understand the outcomes commissioners are trying to achieve and position themselves as partners in delivering them.