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Official procurement procedure
National Gambling Helpline
No classification published
Location not published
Published value
Not published
Submission deadline Not published
Lots published1
Procurement Executive Summary
AI & Search Synopsis
Generated from official OCDS record
Tenderline Synopsis: NHS England: "National Gambling Helpline". Published status: complete. Published value: Value not published. 1 published lot. Submission deadline not published. See the official notice for participation instructions.
| Contracting Authority | NHS England | Scope & Categories | Not published | Submission Window | complete No deadline published |
|---|---|---|---|---|---|
| Submission Gateway | Direct notice route | Legal Basis & Regime | Standard procurement | Estimated Value (exc. VAT) | Not published |
Bidder Intelligence · Authority Profile: NHS England
Market Analytics
Derived from OCDS awards & bid statistics
Published history for NHS England. These figures describe retained records, not a forecast of bids or a measure of buyer bias.
Published-to-award variance
Not availableInsufficient comparable data
Competition Density
22.8Bids / Report
Supplier ConcentrationModerate Concentration
Anna FreudTop vendor: 29.6% of attributable valuePayment Terms
Check noticePublished terms
Coverage: 859 active published awards; 13 bid reports (which may be per lot). Supplier values exclude multi-supplier awards, frameworks and DPS, and use GBP only. They are published award values, not payments. Published-to-award variance compares single-lot, single-award, single-supplier GBP procedures with explicitly non-framework/non-DPS status; increases remain in the average. Unpublished data stays unknown. Awarded suppliers are winners, not all bidders.
Historical Awarded Suppliers With This Authority:
| Supplier Name | Historic Awards | Attributable GBP Value |
|---|---|---|
| Anna Freud | 1 win | £5,862,540 |
| Anglia Ruskin University | 1 win | £4,809,159 |
| NHS Shared Business Services Limited | 1 win | £4,393,727 |
| Pearson Professional Assessments Limited | 1 win | £4,374,320 |
| Timewise Foundation CIC | 1 win | £166,667 |
Procedure terms
Contracting AuthorityNHS England | Procedure methodNot published | Procurement categoryNot published |
Statuscomplete | Framework / DPSNot published | CompetitionNot published |
Above thresholdNot published | Legal basisNot published | Tender period startsNot published |
Clarification deadlineNot published | Electronic submissionNot published | Submission languagesNot published |
Published13 May 2026, 15:28 BST | Last source update13 May 2026, 15:28 BST | Recurring procurementNot published |
ClassificationNot published | ||
Delivery areaLocation not published | ||
OCIDocds-h6vhtk-0697fb | ||
What is being bought
The introduction of the Statutory Gambling Levy in October 2025 resulted in NHS England becoming responsible responsible for commissioning the gambling harms treatment pathway, from referral and triage through to aftercare, as of 1st April 2026.
The National Gambling Helpline, delivered by GamCare, a VCSE organisation, is an established, live service providing multi-channel access (including telephone, email, WhatsApp and online) and plays an integral role in the treatment system as a primary referral route into treatment and support services.
GamCare owns the established national helpline number, which is extensively embedded across marketing and referral routes used by gambling operators, financial institutions, local authorities and VCSE providers.
Maintaining continuity of this access route is critical, as changes would require extensive engagement and lead time, with potential disruption to patient access and referral flows. The requirement is limited to continuation of the existing service to ensure system stability during transition to future commissioning arrangements.
What changed
From the official release history
- Status changed to complete
13 May 2026, 15:28 BST - Official notice release published
13 May 2026, 15:28 BST - Buyer information updated
13 May 2026, 15:28 BST
Lots and requirements (1)
Published by the contracting authority
- Lot 1 · #1Individual lot title not publishedcompletePublished valueNot publishedThe source published no individual title or description for this lot.Contract periodNot publishedEligibilityNot publishedOptions / renewalNot published
Timeline
- Procedure published
13 May 2026, 15:28 BST - Award pending
Not published · £14,500,000
Commercial outcome and competition
Awards GamCare £14,500,000 · Not published · pending |
ContractsNo contract published |
Bid statisticsNo aggregate bid statistics published |
Buyer and organisations in this procedure
NHS England
Contracting authority GB-PPON-PDPT-3135-BWWYAward and contract changes
Documents (1)
Official links; attachments are not copied
Related procedures (0)
No related procedures published
Planning and rationale
Planning budgetNot published |
No-engagement rationaleNot published |
Procedure rationaleAs well as providing 24/7 access to advice and onward referral/signposting, the National Gambling Helpline also offers brief interventions and a range of web-based self-help and support tools specific to gambling harms (not available elsewhere). They have a workforce with expertise in gambling harms, including lived experience, which NHSE is keen to retain to ensure the outcome and quality of the service, particularly given that there is limited expertise in this area.
GamCare owns the phone number for the National Gambling Helpline which is extensively advertised on marketing materials by a wide range of organisations, including gambling operators, financial services, local authorities and other VCSE providers. Changing this phone number would require extensive engagement, including consultation with gambling operators via the Gambling Commission, and a considerable lead time.
Additionally, a key and unique component of the National Gambling Helpline is their ‘warm transfer’ service from gambling operators and financial services, and to other VCSE service providers. This has specific interoperability requirements to ensure the proper functioning of the service. Incompatibility between systems would result in costly, time consuming and complex redesign and modification which would be unacceptable to our strategic objective of a “smooth transition” to the new treatment system and cause potentially harmful delays in patients accessing treatment services. |