BritiAI — Healthcare AI Solutions ITT Mapping
Internal BritiAI brief: what NHS SBS is asking for vs. what we have
Tender reference: SBS10523 — Healthcare AI Solutions Open Framework Contracting authority: NHS Shared Business Services Limited (Companies House 05280446) Prepared by: BritiAI bid team Baseline: 15 Jun 2026 — current status on the bid dashboard
This is the BritiAI working brief — the official notice rephrased for internal use, with our capability mapped against every requirement. UK government links and notice URLs deliberately omitted; the source is on the war-room shared drive.
1. Headline facts
| Item | Detail | BritiAI implication |
|---|---|---|
| Reference | SBS10523 | — |
| Framework type | Open framework — new suppliers can bid in subsequent rounds; awarded suppliers carry over | Late entry possible 2030 — but direct-award flow won by early entrants |
| Total value (estimated) | £750m ex VAT / £900m inc VAT | Anchor proof of seriousness for Sovereign AI Fund pitch |
| Procurement category | Goods | Note: framework treats AI as goods, not services. Affects how we describe our offer in places |
| Contract locations | UK, Guernsey, Isle of Man, Jersey | Crown Dependency reach — broader than NHS England |
| Contract dates | 26 May 2027 → 11 May 2035 (7y 11m 17d) | Earliest revenue ~Q2 2027 |
| Next tender notice | Estimated 12 May 2030 | Miss this and we wait ~4 years to compete |
| Lot 8 mechanic | Automatic for suppliers winning ≥2 lots — Combined Solutions | We do NOT draft a separate Lot 8 bid. Drop the standalone narrative work |
| Maximum suppliers | Unlimited per lot | Quality differentiation matters more than slot scarcity |
| NCIS levy | 0.90% on all framework sales | Bake into pricing model |
| SME suitability | YES — flagged across all 8 lots | We lean into our SME identity — agile, embedded, on-prem |
2. Key dates — revised plan
| Date | Milestone | Our position |
|---|---|---|
| 17 Jan 2025 | PIN issued + RFI run | We did not participate (pre-our engagement) |
| 28 May 2026 | Official notice published | We engaged from this point |
| 12 Jun 2026 | Enquiry deadline | MISSED — formal clarification route closed; must use informal NHS SBS contacts |
| Today — Mon 15 Jun | Mobilisation | Plan rebaselined; submission_tracker live |
| 21 Jul 2026, 12:00 noon | OFFICIAL TENDER SUBMISSION DEADLINE | Early internal submit-by Fri 3 Jul, 14:00 |
| 2 Apr 2027 | Award / Preferred Bidder notification + Contract Award Notice | First direct-award conversations Q2 2027 |
| 2–15 Apr 2027 | Standstill | — |
| 5 Apr – 19 May 2027 | Due-diligence — certs/accreditations verified via Ariba | This is when ISO/CE+/DSPT evidence is actually checked |
| 25 May 2027 | Framework signature | — |
| 26 May 2027 | Framework Start Date | Revenue begins |
| ~11 May 2035 | Framework end | 8-year run |
Net change vs previous plan: the official deadline is 12:00 noon, Tue 21 Jul 2026 — comfortably ahead of our early internal submit-by of Fri 3 Jul. CSO engagement runs as a standard procurement, not an emergency. The plan is a structured programme with proper red-team, ISO 27001 Stage 1 evidence assembly and CE+ assessment all in feasible range.
3. Scope as stated — and our position
“The Open Framework is intended to serve as a strategic vehicle for the efficient, legally compliant, and scalable procurement of Artificial Intelligence (AI) technologies across the NHS and the wider Public Sector … AI solutions that are safe, interoperable, and tailored to meet local and national health priorities … improved health outcomes for patients, empower healthcare professionals with advanced tools, and accelerate progress in medical research and innovation … drive greater value for money, reduce duplication in procurement efforts, and enable consistent standards for implementation, governance, and digital maturity.”
Our positioning against this statement:
| Buyer language | Our authentic answer |
|---|---|
| ”Safe” | DCB0129 CSMS + DCB0160 engagement + named CSO + Hazard Log per solution |
| ”Interoperable” | UK-hosted, on-prem deployment available; data flows mapped per solution |
| ”Tailored to meet local and national health priorities” | Embedded Fractional CAIO model (Lot 7) — not consultancy days |
| ”Improved health outcomes” | Per-solution committed KPIs in writing (Section 6) |
| “Empower healthcare professionals” | Scribe-On-Site reclaims ≥60 min/clinician/day |
| ”Accelerate medical research and innovation” | Beever ACL 2025 publications + MAGIC-NHS prototype |
| ”Greater value for money” | Quality-led under 90/10 weighting (Lot 6) — we are not racing on price |
| ”Consistent standards” | Productised SKUs (Atlas, MAGIC, Scribe) — not bespoke for each trust |
| ”Digital maturity” | AI Readiness Programme (Lot 7) — measurable maturity uplift, not a slide |
4. The 8 lots — verbatim scope vs. our offer
Lot 1 — Radiology and Diagnostic Imaging
Scope: AI-powered radiology tools, medical imaging diagnostic platforms, integrated imaging software for clinical decision-making and image-based diagnostics. High-resolution imaging precision; secure transmission; AI detection/segmentation/diagnosis/analysis of digitised images. CPVs: 33110000 Imaging equipment; 33124000 Diagnostic/radiodiagnostic devices; 48180000 Medical software; 72300000 Data services. Our position: NO BID. Class IIa+ medical device territory. No MHRA/UKCA-marked imaging model. Bidding would overclaim.
Lot 2 — Pathological Diagnosis and Early Detection and Preventative Healthcare
Scope: Pathology workflow automation, AI-assisted diagnostic tools, early-detection and preventative-healthcare software. Pathology workflow enhancement; clinical decision-making support; early disease detection; integration with LIS and clinical environments. CPVs: 33124000 Diagnostic devices; 48180000 Medical software; 71000000 Architectural/inspection services; 72212330 Scheduling/productivity SW; 72212460 Analytical SW; 72300000 Data services. Our position: NO BID. Class IIa+ medical device. No validated pathology model.
Lot 3 — Virtual and Robotic Health
Scope: Solutions enhancing clinical capabilities, patient care, operational efficiency via AI/robotics/ML. Automation of clinical tasks; robotic-AI medication dispensing reducing human error. CPVs: 33100000 Medical equipments; 48180000 Medical software; 72212330 Scheduling SW; 72212460 Analytical SW; 72300000 Data services; 73100000 R&D services. Our position: STRETCH. Possible via WardFlow Copilot (agentic discharge) framed as virtual-health task automation. Drop decision Wed 17 Jun if architecture doesn’t form.
Lot 4 — Predictive Analytics
Scope: AI platforms forecasting patient outcomes, healthcare trends, public-sector needs. Real-time + historical data — patient records, imaging, lab results, environmental factors. Pattern identification; data-driven recommendations; risk anticipation. CPVs: 48180000 Medical software; 72212460 Analytical SW; 72300000 Data services. Our position: STRETCH. Beever Atlas + MAGIC training pipeline can address EHR-driven prediction. Position around population-health and capacity forecasting (lower clinical-risk envelope than direct patient risk-stratification).
Lot 5 — Research, Innovation and Development
Scope: Advance medical knowledge, enhance patient care, transform service delivery through innovative AI — synthetic data generation, federated learning, clinical validation. Unlock new capabilities to improve clinical outcomes, reduce costs, streamline processes. CPVs: 48180000 Medical software; 72212330 Scheduling SW; 72212460 Analytical SW; 72300000 Data services; 73100000 R&D services. Our position: BID. Direct match. Beever is literally a research lab (ACL 2025; HKUST / Vector / Stanford / Waterloo / HKU collabs). Named solutions: MAGIC-NHS sovereign LLM training pipeline, Trial Concierge (agentic recruitment), Cross-Trust Federated Research Substrate (Atlas federated across trusts).
Award criteria — Lot 5: Quality 90% / Social Value 10% / Commercial Pass-Fail. Confirmed sub-questions: common QL1 12.5 / QL2 10 / QL3 13.75 + SV1 10; lot-specific L5.1 Collaboration 10 · L5.2 Safety 10 · L5.3 Product development & research design 13.75 · L5.4 User involvement 10 · L5.5 Interdisciplinary teams 10.
Lot 6 — Operational Efficiency
Scope: Platforms for data capture, analytics, workflow automation driving operational efficiency in NHS + public-sector environments. Service delivery enhancement; cost reduction; improved patient/citizen outcomes. Efficient data management; real-time reporting; workflow automation; reduced administrative burden. CPVs: 48180000 Medical software; 72212330 Scheduling/productivity SW; 72212460 Analytical SW; 72300000 Data services; 75100000 Administration services. Our position: PRIMARY BID. Strongest fit. Named solutions:
- Scribe-On-Site — on-prem ambient clinical documentation (V-Note + ASR + Copilot)
- WardFlow Copilot — agentic discharge orchestration
- Atlas for Trusts — Beever neural memory layer
- FOI & Complaints Auto-Triage — document processing + classification
Award criteria — Lot 6: Quality 90% / Social Value 10% / Commercial Pass-Fail. This is a quality-led race. Differentiation matters, not price. Confirmed sub-questions: common QL1 12.5 / QL2 10 / QL3 13.75 + SV1 10; lot-specific L6.1 Operational efficiency improvement 13.25 · L6.2 Technical support 7.25 · L6.3 Quality standards 13.25 · L6.4 Oversight 10 · L6.5 Interoperability 10. Heaviest levers: QL3, L6.1, L6.3.
Lot 7 — Advisory and Specialised Support
Scope: Strategic consultancy, deployment and integration services to evaluate, plan, implement AI solutions. Needs analysis, solution architecture, business case development, vendor selection support, regulatory guidance aligned with NHS digital strategies. CPVs: 48180000 Medical software; 72200000 Software programming/consultancy; 80000000 Education and training. Our position: PRIMARY BID. Lot 7 is confirmed open to consultancy / advisory / implementation (services-only) providers — the CE-Mark question (Part 3 Section 12) now offers a “Solution is not classed as a medical device” option, so no device claim is required. Direct green light for our advisory offer. Service catalogue:
- AI Readiness Programme — 12-week embedded engagement
- Fractional Chief AI Officer
- Procurement & Vendor Assurance
- Workforce Enablement — role-based AI literacy training (Board → frontline)
- Implementation Pods — mixed BritiAI + trust teams
Award criteria — Lot 7: Quality 70% / Social Value 10% / Commercial 20% (scored). Pricing matters here — sharpen the rate card. Confirmed sub-questions: common QL1 12.5 / QL2 10 / QL3 13.75 + SV1 10; lot-specific L7.1 Service delivery · L7.2 Change management · L7.3 Clinical/operational involvement in design · L7.4 Risk approach · L7.5 Capabilities — 6.75 each.
Lot 8 — Combined Solutions
Scope: Bundle services / comprehensive workflows; seamless integrated approach; end-to-end workflows with measurable outcomes. Mechanic: Automatic. Suppliers awarded a place on ≥2 lots are automatically enrolled in Lot 8. Our position: NO SEPARATE BID NEEDED. Win Lots 6 + 7 (and ideally 5) and Lot 8 follows. Our Integrated Digital Front Door offer becomes the call-off pitch after award, not part of the framework submission.
5. Framework operation — how this works once we’re on it
Call-off mechanics
Two routes for an Approved Organisation:
- Competitive selection (default) — a mini-competition among suppliers in the relevant lot, possibly preceded by a capability assessment
- Direct award — no competition, to specific supplier(s)
Schedule 7 of the framework defines both. Direct award is the route that makes this opportunity disproportionately valuable to us.
Who can buy from it
NHS SBS Approved Organisations — NHS bodies, social care organisations (individually, on behalf of, or in consortia), plus any other public or private bodies NHS SBS authorises. Implication: call-off market is larger than just NHS trusts. Crown Dependency health bodies (Guernsey, IoM, Jersey) included.
Cost
NCIS levy 0.90% applied as a percentage fee on all sales between Authority and Supplier. Builds into our pricing model.
Award method
“Either with or without competition” — confirms the direct-award route is live across the framework.
6. Participation conditions vs. our evidence
The notice lists three categories of participation conditions for every lot (full detail to be drawn from the procurement documentation on Ariba). Our evidence pack is mapped below.
6.1 Legal and financial capacity
| Likely requirement | Our position | Status |
|---|---|---|
| UK-registered legal entity | BritiAI Ltd, UK | ✅ |
| Companies House info, beneficial ownership | Done | ✅ (tracker item 1) |
| Last 2 yrs audited accounts | Need to confirm; may consolidate with Votee | 🟡 (tracker item 2) |
| Insurance: EL £5m / PL £5m / PI £2m (confirmed, Appendix 1) | In process — uplift to these levels | 🟡 (tracker item 3) |
| Anti-bribery, modern slavery, EDI policies | Drafted | ✅ (tracker items 4–7) |
| Conflict-of-interest declaration | Drafted | ✅ (tracker item 8) |
| Carbon Reduction Plan (PPN 06/21) | Drafted | ✅ (tracker item 6) |
6.2 Technical ability
| Likely requirement | Our position | Status |
|---|---|---|
| Demonstrable AI technical capability | BritiAI 7 productised SKUs + Votee MAGIC + Beever Atlas | ✅ — drafted in proposal |
| Solution architectures | Diagrams to be produced per named solution | 🔴 (tracker item 13) |
| Technical compliance matrix vs ITT mandatories | Build after Ariba ITT download | 🔴 (tracker item 15) |
| ISO 27001 (or CE+ as equivalent) | In-flight with roadmap — declared; passes if commenced, evidence at due-diligence spring 2027 | 🟡 (tracker item 9a) |
| Cyber Essentials Plus (or ISO 27001 as equivalent) | In-flight — declared; either route accepted | 🟡 (tracker item 9b) |
| DSPT registration | Planned — passes if committed to obtain before Framework Start Date (26 May 2027) | 🟡 (tracker item 9c) |
| DTAC v2 self-assessment | Gap analysis Tue 16 Jun | 🔴 (tracker item 17) |
| DCB0129 CSMS + named CSO | CSO is RDS #2 — open | ⛔ (tracker item 19) |
| UK Data Residency + topology | Done — critical for Votee HK position | ✅ (tracker item 24) |
| UK GDPR / ICO registration | Done | ✅ (tracker item 27) |
| 3 reference case studies | Votee academic + Beever ACL + BritiAI horizontal | 🟡 (tracker item 10) |
6.3 Particular suitability — SME
The notice flags every lot as suitable for SMEs. BritiAI qualifies and should explicitly self-identify in the response to claim any SME-weighted evaluation benefit.
7. Award criteria — strategy per lot we bid
| Lot | Quality | Commercial | Social Value | Strategy |
|---|---|---|---|---|
| Lot 6 | 90% | Pass-Fail | 10% | Pure quality race. Hammer differentiation: on-prem, sovereign, evidenced, embedded. Don’t waste cycles fighting on price. |
| Lot 7 | 70% | 20% (scored) | 10% | Quality dominant but pricing visible. Day-rate card matters — keep mid-market premium but show value via outcomes-share option. |
| Lot 5 | 90% | Pass-Fail | 10% | Quality-led like Lot 6. Heaviest lever L5.3 Product development & research design 13.75. |
| Lot 8 | Quality (auto) | n/a | n/a | Auto-enrolled if we win 2+ lots — no separate bid |
Implication for our drafting prioritisation:
- Quality narrative is everything for Lot 6. Pour writing effort here.
- Pricing schedule needs sharpening for Lot 7 — the 20% commercial weighting will distinguish us from larger, more expensive consultancies.
- Social Value Plan is scored 10% on every lot — material, not boilerplate. Upgrade tracker item 31 from 🟡 to a proper drafted artefact.
8. Submission logistics
| Item | Detail |
|---|---|
| Portal | SAP Ariba — RFx 1110014540 |
| Languages | English |
| Electronic submission | Notice states “No” — this is the anomaly to verify in week 1; the Ariba portal implies digital, but the formal answer may be that the legally definitive tender is a signed PDF uploaded to Ariba, not the form fields themselves. Confirm via informal NHS SBS contact route. |
| Enquiry deadline | 12 Jun 2026 — passed. Informal contact via nsbs.procurementsolutionssourcing mailbox is now our only route for clarification |
| Conflicts assessment | Prepared/revised — yes |
| Procedure type | Open Framework (Procurement Act 2023) — Votee + Beever are “Key Parties” (relied on for Conditions of Participation and/or holding a sub-contract >10% of forecast Call-Off charges), carrying declaration obligations |
| Preliminary engagement | PIN published 17 Jan 2025; RFI run; supplier meetings held. We were not part of pre-engagement |
9. What changes in our plan based on this notice
- Official deadline is 12:00 noon, Tue 21 July 2026 (Bidders’ Instructions V3). Strategic plan + execution plan + slide deck + email rebaselined; early internal submit-by Fri 3 Jul gives a large buffer.
- Lot 8 dropped from drafting workload. It’s automatic. Tracker items 12d goes to “n/a — automatic if 6+7 won”.
- Lot 6 narrative quality is the single most important workstream. 90% weighting + no cost weighting = the lot we should make beautiful.
- Lot 7 pricing is a competitive lever, not a checklist item. CFO needs to model rate-card vs three competitor archetypes (Big 4, boutique consultancy, big systems integrator).
- Social Value Plan = 10% of every lot. Must upgrade from “Partial” to a properly drafted scored response.
- Enquiry route is now informal — clarifications via
nsbs.procurementsolutionssourcingemail; treat carefully and sparingly. - CSO crisis softens. With three weeks instead of one, we have a real shot at a properly inducted contract CSO (specialist providers can deliver inside 10 working days at standard, not premium, rates). Tracker R3 risk drops from 20 to ~12.
- CE+ + ISO 27001 Stage 1 de-risked, not gating. Official Q&A confirms a bidder passes if it holds or has formally commenced the accreditations (CE+ or ISO 27001 accepted as equivalent), with evidence only verified at due-diligence (Apr–May 2027). We progress CE+ and ISO 27001 Stage 1 in the window for strength, not because submission requires certification. Risk R1 drops to low.
- NHS reference letter campaign partially viable again. 3-week window is still tight, but a single warm letter from one trust CIO is feasible. Targets in
01_Strategic_Plan.md§11 still good. - Lot 4 (Predictive Analytics) becomes more interesting under the extra time — Beever Atlas + MAGIC could carry a credible v1 narrative if we lean into population-health framing rather than individual risk stratification.
10. Updated decisions for the team
These supersede the equivalents in 01_Strategic_Plan.md §10.
- Lot scope final: Lots 5, 6, 7 PRIMARY. Lots 3, 4 STRETCH (decision Wed 24 Jun). Lot 8 automatic. Skip Lots 1, 2.
- Internal submit-by: Friday 3 July 2026, 14:00 — early, leaving an ~18-day buffer to the official 21 July deadline.
- Cadence: standups Tue / Thu 09:30 (back from twice-daily to twice-weekly given the extra runway).
- CSO contract: standard 5–10 working day engagement, not expedited. ~£6–8k.
- CE+ assessment: book for week of 23 Jun, target pass by 4 Jul.
- ISO 27001: Stage 1 documentation review by independent consultant, declare Stage 2 roadmap in submission.
- Lot 6 narrative: quality-lead — assign senior author full-time across the three-week window.
- Lot 7 pricing: CFO models three competitor archetypes by 24 Jun.
- Social Value Plan: upgrade to scored response by 27 Jun.
- NHS reference outreach: revived — target 1 warm letter from the trust list in
01_Strategic_Plan.md§11 by 30 Jun.
11. Quick contacts
| Need | Channel |
|---|---|
| Informal clarification (post-12 Jun enquiry deadline) | nsbs.procurementsolutionssourcing mailbox |
| Submission portal | SAP Ariba — RFx 1110014540 |
| Contracting authority | NHS Shared Business Services Limited, 1 Bartholomew Close, London EC1A 7BL |
| Approved Organisations list | NHS SBS framework-agreements-categories index |
This document supersedes the lot-scope assumptions in 01, 02, 04, 06 where they are based on the 23 June deadline or the 4-lot bid plan including a separate Lot 8 narrative. Update those files to match this brief.