This opportunity is closed for applications

The deadline was Wednesday 4 August 2021
NHS England and NHS Improvement and NHSX

Digital Staff Passports for the NHS. Discovery for all staff movements

15 Incomplete applications

8 SME, 7 large

35 Completed applications

26 SME, 9 large

Important dates

Wednesday 21 July 2021
Deadline for asking questions
Wednesday 28 July 2021 at 11:59pm GMT
Closing date for applications
Wednesday 4 August 2021 at 11:59pm GMT


Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
NHS England and NHS Improvement and NHSX are looking for a discovery research partner to help us better understand all NHS staff movements and how digital staff passports can benefit staff move seamlessly between NHS organisations without unnecessary induction duplication.
Latest start date
Monday 16 August 2021
Expected contract length
Up to 3 months
No specific location, for example they can work remotely
Organisation the work is for
NHS England and NHS Improvement and NHSX
Budget range
It is estimated that the work can be delivered within the budget range of £125,000 to £175,000 (exclusive of VAT)

About the work

Why the work is being done
From discovery work that has focussed primarily on the movements of Doctors in Training (DiT), we know that DiT can rotate up to sixteen times over an average of ten years training, with an average of eight changes of their NHS employer. This requires them to repeat NHS pre-employment checks and mandatory training several times, causing much frustration for them and also for staff involved in the onboarding process. Solutions such as the Digital Staff Passport (DSP) will enable doctors to move seamlessly between NHS employers by ensuring the verified evidence of the necessary checks and training move with the DiT throughout their training.
We are now looking to engage a research partner to lead analysis and provide further evidence of all other NHS staff movements, including reasons for the movements and potential staff movements were the barriers to movement reduced. This is to provide a greater understanding of the landscape, the current contractual and legal mechanisms used, and the challenges experienced by staff and organisations to inform future improvements in supporting staff movement and their experience.
Problem to be solved
Problem statements
1. The number and type of different staff movements has yet to be quantified, only initial analysis has been completed.
2. The amount of time it takes to process administration for staff to move between organisations and the amount of waste in support of these movements is not fully understood.
3. The legal mechanisms and legal requirements used by NHS organisations and non-NHS organisations for the movement of NHS staff is not fully understood.
4. The barriers to staff movements are not fully understood and the potential impact/benefit of using the digital staff passport to overcome these barriers are unknown.
5. The widespread appeal, likely acceptance and requirements/barriers for adoption of digital staff passports are yet to be determined.
6. There are uncertainties around the sequence of rolling out DSPs including whether this is best achieved by movement type, staff groups, geography or other approach.
Who the users are and what they need to do
As a NHS employee, I need to be able to move seamlessly between NHS organisations without unnecessary induction and duplication, so that I am not frustrated with delays to my start date.
As an NHS employer, I need to be able to be able to send and receive staff quickly and efficiently, so that I do not waste time, resources, cause staff frustration and a delay in patient care in moving staff.
Early market engagement
A pre-market engagement event was held on 12th May 2021 for Digital Staff Passports which gave suppliers background information on the Enabling Staff Movements strategic vision.
Atamis Ref: C36468
Any work that’s already been done
NHSE&I are working in partnership with NHSX and other Arm’s Lengths Bodies (ALBs) to develop several offerings to support staff movements. Increasing service pressures and changes to the way health and social care services are commissioned and delivered require an increasingly flexible and adaptable approach to sharing resources between employing organisations. Workstreams in progress / completed are:
- Interim COVID-19 Digital Staff Passport
- Discovery for Digital Staff Passport for Doctors in Training
- DSPs for Doctors in Training alpha
- Discovery for Digital Staff Passport for bank workers
- Workforce IT systems interoperability
- Employment checks trust frameworks
Existing team
The existing team includes:
Improving Employment Models Leads leading different working streams, Head of Improving People Practices (SRO for all workstreams), programme manager / consultant, project manager, NHSX architect from the Chief Technology Office (CTO) team.
Current phase

Work setup

Address where the work will take place
Remote. The existing team has offices in London and Leeds.
Working arrangements
We expect the supplier will conduct most of the work remotely and will be able to provide the facilities for remote working with the existing team. There may be a requirement for travel to London or Leeds for the occasional meetings or workshops if required.

We are looking to work according to the Agile principles as documented in the Government & NHS Digital service manuals. We will expect the chosen supplier to perform and provide evidence of such practices in operation.
Security clearance

Additional information

Additional terms and conditions
1. All outputs will be owned by NHS England & NHS Improvement and published openly where appropriate using a suitable open license that supports reuse (e.g. MIT and OGL).

2. All materials/outputs derived from the contract shall be the property of NHS England & NHS Improvement.

3. GDPR requirements will be discussed and agreed once the successful supplier has been notified (as part of discussions to agree the wording of the call-off contract).
4. All expenses must be pre-agreed between parties

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Essential skills and experience
  • Be experienced in GDS user needs and user research.
  • Have strong quantitative and qualitative user research experience.
  • Be experienced in business process mapping skills.
  • Be experienced in developing a variety of user journeys.
  • Lead a process to develop the vision, scope and roadmap.
  • Have strong stakeholder management skills and experience.
Nice-to-have skills and experience
  • Work collaboratively, sharing knowledge and experience
  • Provide evidence of leading in project governance and delivery.
  • Provide evidence of building relationships quickly.

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Discovery approach and methodology.
  • How the approach would meet our requirements.
  • Estimated timeframes.
  • Identified risks and dependencies, with mitigations.
  • Team structure.
  • Value for money.
Cultural fit criteria
  • Provide details of how you propose to deliver social value specific to this contract; please support your response with relevant examples as applicable.
  • Work as a team with our organisation and other suppliers.
  • Be transparent and collaborative when making decisions.
  • Have a no-blame culture and encourage people to learn from their mistakes.
  • Take responsibility for their work.
  • Share knowledge and experience with other team members.
  • Challenge the status quo.
  • Be comfortable standing up for their discipline.
  • Can work with clients with low technical expertise.
Payment approach
Fixed price
Additional assessment methods
  • Case study
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Did you engage a supplier for the original Discovery into DiT movements?
2. Who would be responsible for participant recruitment for user research for this project?
The supplier. However, the NHS will support wherever possible in providing relevant contacts.
3. Please could you outline the timescales for the rest of the procurement stages?
A detailed timetable will be provided to those successful suppliers who progress to stage 2 of the process.
4. Are you happy for us to use multiple examples within each response or would you prefer one detailed example per question?
Either is fine.
5. Could you elaborate on the ‘nice to have’ – Provide evidence of leading in project governance and delivery, please? For example, what are the proof points you’re looking for around leading governance?
Bidders are expected to demonstrate tangible and measurable evidence of leading in project governance and delivery
6. How much weighting will the Social Value criterion (under Cultural Fit Criteria) contribute to the entire scoring for applications?
Social Value will contribute to 10%
7. Under cultural fit criteria, which Social Value themes and policy outcomes will you evaluate proposals against for this contract?
The advertised list is not exhaustive, and Bidders are therefore expected to proposed responses which will assist the Authority in its ambition to deliver social value.
8. Is there a deadline for the first submission (skills & experience) and a different one for the second (proposal)? Or are both to be submitted by 4th Aug?
If the latter, how is the first part assessed and when would we be told of the outcome in order to progress the second part?
Deadline for stage 1 submission (short-listing stage) is 4th August.

A detailed timetable will then be provided to those successful suppliers who progress to stage 2 (proposal stage) of the process.

Submissions will be evaluated against the established criteria proposed by DOS Framework.

We aim to provide outcome evaluations within two weeks of the submission on the 4th August.