Your map to navigating the NHS procurement system
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Find your place in the new NHS spending network at The Commissioning Show
HOW THE MONEY FLOWS Page 4
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Contents 3 Better Procurement is key to closing the NHS funding gap 4 Commissioning: How the money flows 6 The lead provider framework explained 8 Spotlight on CSUs 9 The independent business generator report 10 A collaborative approach is key to maximising a successful bid 11 Beyond the pill 12 Leading NHS organisations win Government Health Services 13 Procurement alliance set to transform health services 14 Top tips for maximising the chance of a successful bid 15 How procurers and providers can work together to reshape local services 16 How you can be involved / Floorplan 18 Getting ahead of the pack 20 Ten conditions procurers may set for providers Secure your place within the new NHS spending network at The Commissioning Show. Contact: Tom Vine, Group Event Director, The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
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How do you get your product through this complex system and in front of the budget holders? That’s the simplest part, all you need to do is exhibit at The Commissioning Show and your sales teams will meet more NHS and NHS England senior procurement managers in just two days, than they could all year in meetings on the road. The Commissioning Show provides you with unparalleled access to the frontline decision-makers of the NHS: CCGs, Trusts, GPs, practice managers and their related provider colleagues, local authorities, public health and the broad spectrum of clinicians, nurses and non-clinical practitioners delivering care locally. Demonstrate how your organisation supports the delivery of driving, quality, integration and patient centred care that is achievable, sustainable and transformative by exhibiting with us and why not further strengthen your position as a thought leader and sponsor a session in the main programme or part of the integral conference. More about how on pages 16 and 17.
Why The Commissioning Show is so different We at CloserStill, the organisers of The Commissioning Show, have a unique understanding of the healthcare and exhibitions sectors, with a combined team experience of over 70 years in both fields, which has enabled The Commissioning Show to develop into the leading national event it is today. The programme is produced in CloserStill’s award winning formula, designed to drive traffic through the hall all through the day and maximise the opportunities you have to network and engage with the frontline decision makers of the NHS. And they need your support to successfully transform the NHS.
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It also finds an over reliance on framework agreements at the expense of the NHS striking radical money-saving deals, like hospitals getting together to bulk-buy equipment for a discount. Mr Harrison said they supported the call for Trust Boards to focus on procurement and especially advocate the use of competition to ensure procurement value. “Effective procurement will be fundamental to addressing the NHS funding gap and every party within the supply chain must be prepared to demonstrate their value. This includes procurement intermediaries such as framework operators.”
Better procurement is key to closing the NHS funding gap. Effective and transparent procurement should be a major focus for NHS organisations if the NHS is to achieve the Government’s aim of saving £1.5bn by 2016 through its new blueprint for improved procurement, says Peter Harrison, Siemens Healthcare’s UK Managing Director.
Effective and transparent procurement should be a major focus for NHS organisations if the NHS is to achieve the Government’s aim of saving £1.5bn by 2016 through its new blueprint for improved procurement, says Peter Harrison, Siemens Healthcare’s UK Managing Director. Last year the Government launched a procurement strategy which aims to achieve efficiencies and productivity gains; improve data, information and transparency; improve outcomes at a reduced cost through clinical procurement review partnerships and improve leadership and capability of procurement in the NHS. The report, Better Procurement, Better Value, Better Care, also set out a blueprint for how the NHS buys everything - from rubber gloves and stitches to new hips, building work, bed pans and temporary staff. It takes an open and frank look at the procurement inefficiencies that currently exist in the NHS. Findings show there is little consistency in the way the NHS spends money, and that very few senior people in NHS hospitals know what good procurement looks like.
He said he also welcomed the emphasis on exploring opportunities to increase transparency of procurement data, and said Siemens believed there should be much greater transparency of business transacted through procurement framework operators. “There are clear benefits to be derived from the effective use of frameworks, such as the reduced cost of the procurement process, and leverage of demand discounts. There are also potential downsides, however, which are particularly acute if a framework is not appropriately established and operated. “Significant high value purchases can be conducted through frameworks without the discrete opportunities being presented to the wider market. If the framework operator has not solicited the participation of a wide range of suppliers, choice becomes limited to the detriment of competition and value for the buyer. The lack of transparency and visibility of such procurement frameworks inherently compromises the ability to demonstrate value and identify inappropriate use or operation of these channels.” Simon Walsh, Chairman of the Health Care Supply Association (HCSA) and Head of Procurement and eCommerce, Central Manchester University Hospitals NHS Foundation Trust said: “The expectations of the NHS procurement function have never been higher and from my experience there needs to be appropriate investment in the function and also in the systems which support it, in order for procurement to optimise its contribution.”
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COMMISSIONING. how the money flows. Parliament
Public Health England
Department of Health
£1.8 billion screening immunisation programmes delivered in primary care
211 Clinical Commissioning Groups
152 Local Authorities
£2.7 billion
Public Health
NHS England incl. Area Teams
£66 billion
Community Services
Mental Health
District general hospital services
£26 billion
Specialist
Health & Justice
Armed forces
Primary care
Budget holders of £57,290,000,000 of this NHS budget choose The Commissioning Show as their preferred learning and partner sourcing platform Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director, The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
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Be the first to hear about CCG tenders
99% of all CCGs are expected to attend this year and participating CCGs will each have a procurement box at The Commissioning Show, highlighting projects they have told us they have coming up for tenders over the next 12 months. Each exhibitor will have an allocation of tender tickets that they can complete and drop into each CCG box in a bid for the tender.
Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director, The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261 If you provide equipment that would allow us to run the CCG Procurement Zone onsite, please get in touch.
what is commissioning? Commissioning is the process of arranging continuously improving services which deliver the best possible quality and outcomes for patients, meet the population’s health needs and reduce inequalities within the resources available.
Planning The optimum services which meet national standards and local ambitions, ensuring the patients and public are involved in the process alongside other key stakeholders and the range of health professionals who contribute to patient care.
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Securing Services Using the contracting route that will deliver the best quality and outcomes and promote shared decision-making, patient choice and integration.
Monitoring Assessing and, where necessary, challenging the quality of services; and using this intelligence to design and plan continuously improving services for the future.
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The commissioning support lead provider framework is being developed in response to requests from CCGs for a way to quickly and easily procure excellent commissioning support.
the lead provider framework explained Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director, The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
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The commissioning support lead provider framework is being developed in response to requests from CCGs for a way to quickly and easily procure excellent commissioning support. A survey we conducted over the summer indicated that 76% of CCG respondents supported the development of a lead provider framework. The framework will be optional and will be launched alongside procurement information that outlines other choices available to CCGs and the support available. CCGs will be able to buy some, or all, of their support from one or more suppliers on the framework. If CCGs wish to procure services from the framework (“call-off�) they can only do this where the services are included in the scope of the framework and they will need to award call off contracts on the basis of evaluation criteria set out in the framework. It is intended that the framework covers the full range of commissioning support services CCGs may wish to buy, in the way in which they would be buying, and tests criteria which CCGs would want to test.
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The Lead Provider Framework (LPF) will result in a fundamental re-structuring of the Commissioning Support market: • For (NHS) CSUs, the investments made in building their internal capability have been judged by NHS England’s rigorous evaluation process. • NHS England has for some time now, worked hard to embrace the voluntary sector including through encouraging partnerships with CSUs. • The LPF process has prompted the submission of a strong and innovative range of independent sector propositions. The LPF was been developed in response to requests from CCGs for a way to quickly and easily procure excellent commissioning support. A survey conducted by NHS England in the summer indicated that 76% of CCG respondents supported its development. The framework covers the full range of commissioning support services CCGs may wish to buy and when it goes live in February 2015, they will be able to buy accredited, high quality and affordable commissioning support by undertaking short, simple, mini-competitions. Why CCGs will use the framework When buying commissioning support services over the value of £111K, CCGs will have to comply with OJEU procurement rules. This means when existing Service Level Agreements with commissioning support providers expire, future contracts must be procured fairly and transparently with capable suppliers. The LPF suppliers have already been rigorously tested - making it a faster and simpler way for a CCG to source the specific set of services it needs, rather than having to undertake lengthy and costly OJEU procurements. Suppliers The final submission stage for LPF was in October this year. There was a strong mix of NHS, commercial consortia and public-private partnerships bringing together some of the best services available. Through the process, they have demonstrated a range of rich and diverse supply chains with other specialist providers, voluntary organisations and small and medium enterprises. A list of suppliers can be found at: www.england.nhs.uk/lpf The full range of services covered by the LPF are shown in the Lots diagram below, broadly they comprise: usiness support services, Healthcare Procurement and Provider Lot 1: B Management, Transformation and Service Redesign, Communications and PPE and Business Intelligence.
Lot 2a: Medicines Management. Lot 2b: Individual Funding Request, Continuing Healthcare and funded nursing care. For exhibitors Most of the organisations likely to be successful at achieving LPF status are already confirmed to be at The Commissioning Show 2015, and we’re very confident that once the accreditations are announced, all successful candidates will want to participate and start to open up dialogues with all CCGs clients and prospects. Over recent years, we have developed the Commissioning Support Innovation Pavilion, designed to bring the whole commissioning support industry together in one place so that it can showcase itself and begin the introduction of the innovative new products and services that it has been developed up until now, the focus has been NHS Commissioning Support Units, either directly or in participation with voluntary sector organisations. That the LPF process has introduced seven new private sector organisation/consortia, and it is likely that all will be successful with their accreditations, it opens a range of new opportunities for any organisations looking to partner with successful LPF providers as a gateway into the evolving commissioning support market. It is worth noting that the LPF ITT guidance (the final submission stage), specifically demanded that all candidates ‘significantly involve SMEs in delivering services’. Last year, we introduced a second theatre to the Innovation Pavilion, specifically to help such organisations, in particular SMEs, to open dialogues and showcase their services to potential gateway partners.
Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
structure of framework Lot 1 - End to End Commissioning Support
Lot 2 - S pecialist Decision Support
Business Support Services
Healthcare Procurement and Provider Management
Transformation and Service Redesign
Financial management and accounting
Healthcare procurement
Research and analysis
Lot 2A
Payroll
Market development
Strategy and planning
Medicines management and optimisation
HR Services
Contract requirement, definition and negotiation
Strategy and commissioning transformation
ICT Infrastructure, Support and Strategic Services
Provider and contract management
Pathway optimisation, revision and redesign
Lot 2B
Organisational development
Individual Funding Request (IFR) case management
Corporate governance, risk management and compliance
Continuing healthcare and funded nursing care
Communications and PPE Proactive communications
Patients in control
Reactive communications
Patient and public participation at strategic and operational level
Business Intelligence (excl DMICs) Business Intelligence applications
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Business analytics
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Spotlight on CSUs
NHS England, commissioners, acute and community health and social care providers to develop new, and improve existing services, through innovation in technology, data intelligence, clinical pathway design, patient experience initiatives and patient information campaigns. Andrew Kenworthy, NHS England’s director of CSU transition, says CSUs have grown stronger since their introduction and become market leaders who can compete comfortably alongside private companies for business. “CSUs are gaining a competitive edge through proving they can provide a breadth of innovative commissioning support services at scale that deliver both value for money and have a real impact in improving health and health outcomes.
Commissioning Support Units (CSUs) provide a wide range of services to support commissioners, enabling them to focus on their clinical expertise and leadership. Together, the commissioners and CSUs can secure the best outcomes for patients and improve the quality of NHS patient services. CSUs provide support in a variety of ways, helping transformational change – such as overseeing the reconfiguration of local services, as well as transactional support – including IT, HR and business intelligence. While 80 per cent of the CSUs’ customer base is with clinical commissioning groups (CCGs), they are also providing services to acute trusts, NHS England, and local government. While CSUs do not provide direct patient care or treatment, the CSUs across England play an essential role in helping commissioners improve patient care and achieve substantial savings, freeing up more money for reinvestment in frontline clinical services.
Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
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The competitive advantage of CSUs lies in their breadth of skills, experience, expertise and affordability. They can offer customers a wide range of professional services at scale, which are critical to successful clinical commissioning. They can also offer partnership opportunities to other companies looking to provide services to CCGs, helping them to avoid lengthy and costly procurements. CSU specialist support services include: • Contract management and negotiation • Service transformation and redesign • Business Intelligence • Information governance • Financial management • HR, Estates, IT • Healthcare procurement and market management • Non-clinical purchasing • Communications and patient engagement • Bespoke services such as individual funding request management, infection prevention, governance and quality. In their first year of operation (2013/14) CSUs won £96 million in new business for them and their partners, while delivering an overall margin of 5 percent. They have a collective income of £808 million and are the largest deliverer of commissioning support to CCGs.
“They are doing a good job so far. They have helped CCGs achieve substantial savings through better performance and provider contract management, delivered innovative IT solutions that support efficiency in the NHS, data intelligence that helps GPs identify the most vulnerable patients using health services so that they can target resources effectively, and have managed major service reconfigurations across the UK – the list goes on. “The CSU landscape provides real opportunities for innovation and fruitful partnerships that support an integrated solution, with the unique skill sets from the public sector, private sector and NHS coming together to deliver tangible improvements in where we provide care and how we improve health outcomes in England. “CSUs have been careful not to build on their NHS credentials alone and are marketing strong portfolios which show a breadth of expertise and innovation that will see them well placed at the starting line in 2015.” The commissioning landscape is changing to help CCGs exercise more choice when commissioning services from Commissioning Support Units – a move which will see CSUs strive for an even greater competitive edge. Currently governed by NHS England, CSUs will become autonomous organisations in 2016 and will be fully established, selfsustaining entities in a competitive market.”
In addition to specialist business support services, CSUs work in partnership with
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the independent business generator report
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Generating sales Leads
FACE TO FACE
S PRES
AGREE
WEBSITE
TV
DEFINITELY
SLIGHTLY SOCIAL MEDIA DIRECT MAIL
DISAGREE
Converting sales Leads
FACE TO FACE
AGREE
WEBSITE
SOCIAL SOCIAL MEDIA MEDIA
TV
SLIGHTLY
DIRECT MAIL
S PRES
DISAGREE
FaceTime has recently commissioned Cog Research to undertake an implicit response survey amongst marketers, procurement managers and business directors to understand their opinion of face-to-face marketing in comparison to other media platforms. The results are a comparative media study of sales leads performance, key strengths and the ROI of Face-to-Face.
DEFINITELY
89% of marketers and business directors and business owners feel face-to-face marketing to be the best quality media channel
81% of directors agree that the average order value with human interaction is over 15 times greater compared to other media investment
80% agree that live events deliver better ROI than other media
Across all media platforms the best way to achieve sales leads is a combination of face-to-face marketing and digital platforms.
85% strongly agree that meeting prospective customers in person leads to a longer term relationship
93% of marketers and business directors feel that face-to-face marketing is the most effective media channel to convert prospects.
86% of business directors agree that exhibitions are the second most effective means of generating sales leads after a company’s own website
93% of marketers and business directors feel face-to-face marketing to be the most persuasive media channel.
87% of business directors agree it is easier to communicate with people face-to-face than on the phone or email
Further statistics to come out of the report show just how vital face-to-face interaction is in building the confidence needed to change suppliers, confirm new partners and to allocate, often huge sums, of budget.
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80% agree that a person spends more money with people or companies they have met face-to-face than with people not met 90% agree that a person is more likely to trust people/companies met face-to-face than people only communicated with via email and phone See more at: facetime.org
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Commissioning Group (CCG), Nottingham City Council (NCC), Nottingham CityCare Partnership (CityCare) and Nottingham City Homes (NCH).
...the desire to develop a truly integrated, locally provided service.
Assistive Technology devices aid safety and independence at home for citizens with health conditions. The CCG is working with Nottingham City Council and other health, social care and housing providers across Nottingham to increase the effective use of Assistive Technology equipment across health and social care, as well as to establish a single, integrated service. The collaborative procurement approach has involved:
Collaborative working should be a crucial component of any bid, says Dave Miles, Assistive Technology Project Manager, Nottingham CCG. The winning supplier for an innovative telehealth project put out to tender by the CCG was chosen because of their ability to demonstrate their approach
Engagement across clinicians and patients to inform the new service design. A market testing exercise to inform the procurement process and the range, functionality and flexibility of equipment and service which could be procured.
A COLLABORATIVE APPROACH IS KEY TO MAXIMISING A SUCCESSFUL BID to long-term collaborative working and a willingness to work with commissioners and local partners to develop the service for the future. The Assistive Technology Project which uses the latest technology to support people in their own homes recently found itself in the spotlight after receiving recognition at the National Government Opportunities (GO) Excellence in Public Procurement Awards 2014/15.
Market information analysis to decide the procurement routes – agreed as equipment provision through GPS Telehealth Framework and service provision through NCH.
The procurement process was managed collaboratively between the CCG, CityCare, NCC and NCH. The expected outcomes for the collaborative commissioning and procurement approach are: A short-term aim of delivering a successful well used Telehealth Service which helps clinicians manage their patients, helps
patients feel supported and better able to manage their condition and achieve positive outcomes in terms of reduced hospital admissions. This will partly be achieved through the confidence and trust clinicians have built up in NCH through the delivery of the Telecare Service A medium-term aim of delivering a locally managed, integrated AT Service to support Adult Integrated Care in Nottingham having a single referral route for Telecare and Telehealth and the citizen dealing with only one organisation for installation and monitoring. A platform for future collaborative procurement to achieve the longer term aspiration of supporting 10,000 people with AT by 2018. Positive feedback on this approach has been received from clinicians in the development of the Joint Assistive Technology Strategy and in the build-up to the first phase procurement. Patients have given also given positive feedback on the delivery of the new service and Assistive Technology partners and equipment suppliers have been engaged on the longer term vision, as well as national bodies such as NHS England and the Telecare Services Association. There is a clear expectation that the roll-out to 300 patients by September 2015 will be achieved and this will be monitored and reported on The funding and management of the integrated AT Service will be delivered through Better Care Funding from 2015, effectively pooling local social care and health budgets. This will cement the collaborative working between the CCG, NCC and NCH.
“The collaborative procurement approach in Nottingham City is innovative and unique within the Assistive Technology environment specifically because of the involvement of local stakeholders, the market and clinicians and the desire to develop a truly integrated, locally provided service,” says Mr Miles. The project is part of the City’s Adult Integrated Care Programme and is a collaborative procurement initiative between NHS Nottingham City Clinical
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A fundamental shift in the relationship between the pharmaceutical industry and the purchasing of medicines by the NHS has been evolving as both parties recognise the need to both make the most of financially constrained budgets while also improving patient outcomes. The annual drug bill for the NHS is £13.8bn per annum and it is conservatively estimated that at least £300m of treatment prescribed in primary care is wasted. Medicines optimisation is now a key focus for the NHS. Clare Howard, National Lead for the Medicines Use and Procurement QIPP Workstream at the Department of Health explains why: “3-5% of admissions to hospital are probably due to the fact that patients have had issues with their medicines and up to 50% of patients don’t take their medicines as intended. On top of that we’ve got the financial factors - the NHS will no longer receive the funding it has enjoyed over previous years and we have got a changing demographic in this country where we have more people living longer with long term conditions for which they need to take a range of medicines,” she says. A recent report from the Royal Pharmaceutical Society says the pharmaceutical industry has a key role to play in medicines optimisation through transparent and value-for-money partnerships with the NHS that help secure better outcomes for patients. NHS procurement managers are increasingly seeking new partnerships where the pharmaceutical industry no longer just supplies medicines that improve patients’ lives but also contributes expertise arising from its extensive knowledge of the therapy areas relevant to its medicines. Pharma can also share its experience in business and financial management. Several case studies where this has worked successfully are outlined in a guide called Joint Working with the Pharmaceutical Industry produced by the Association of the British Pharmaceutical Industry (ABPI).
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Beyond The Pill Working together for medicines optimism
The report describes several innovative collaborations where the NHS and pharmaceutical companies have pooled skills, experience and/or resources for the benefit of patients and have shared a commitment to successful delivery across a range of disease areas. In one project AstraZeneca worked with East Surrey CCG to improve the quality of COPD care. The company funded the licencing of a new computer-guided consultation software package and provided a software training programme to help practice nurses deliver COPD assessments. The NHS benefited from improved patient care and AstraZeneca gained because more of their medicines were prescribed in line with NICE guidelines. In addition their corporate reputation increased among local and national stakeholders. In another project Bristol Myers Squibb (BMS) worked with Chelsea and Westminster NHS Foundation Trust to introduce a novel approach to reaching undiagnosed sexually active men by offering home testing through channels such as social networks. An increase in the number of patients identified with HIV led to higher number of patients being prescribed antiretroviral medicines, including BMS’s medicine. There was also an improvement in the relationship and trust between BMS and the NHS. Stephen Whitehead, ABPI Chief Executive says: “Working in partnership represents a fundamental shift in the relationship between the pharmaceutical industry and the NHS, moving away from the traditional sponsorship model, and towards joint working in a way which is both fair and mutually beneficial, with the shared aim of achieving pre-determined improvements for patients.”
Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
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Leading NHS organisations win government awards for procurement best practice Suppliers keen to attract the attention of the decision-makers should be watching the leading NHS organisations and local authorities which are winning awards for innovation and best practice in procurement of health and social care services. One procurement hub, three CCGs and two local authorities won awards or were highly commended in this year’s prestigious the National Government Opportunities (GO) Excellence in Public Procurement Awards 2014/15. The East of England NHS Collaborative Procurement Hub and the East of England Neonatal Operational Delivery Network (ODN) won the GO John F McClelland Collaborative Procurement Initiative of the Year Award (Health) for a ground-breaking Neonatal Parenteral Nutrition Project. The project involved 17 different NHS Trusts and numerous stakeholders at all levels. David John, Chief Executive of the East of England NHS Collaborative Procurement Hub said: “This very worthwhile project has significantly improved the provision of vital and sometimes lifesaving nutrition for premature babies and is the first time that such a major undertaking has been successfully achieved in the UK.” An innovative, City-wide project which uses the latest technology to support people in their own home in Nottingham was highly commended in the Excellence in Public Procurement category.
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The project was a collaborative procurement initiative between NHS Nottingham City Clinical Commissioning Group (CCG), Nottingham City Council, Nottingham City Care Partnership and Nottingham City Homes. The CCG is working with Nottingham City Council and other health, social care and housing providers across Nottingham to increase the effective use of assistive technology equipment across health and social care, as well as to establish a single, integrated service. The collaborative procurement approach in Nottingham City is innovative and unique within the assistive technology environment, specifically because of the involvement of local stakeholders, the market and clinicians and the desire to develop a truly integrated, locally provided service. Tower Hamlets Council came first in the category for GO Procurement Innovation or Initiative of the Year Award for Health and Health Related Organisations. The award was given for the work that the council has done to promote and develop a consortia of local third sector organisations, which have bid competitively for social care tenders. The council was also recognised for the work it has done to develop ways of procuring services that enable and support successful consortia tenders.
The initiative included changing both the council’s internal procurement procedures and processes and the way the council engages with local social care providers. The council has so far completed three major procurement exercises resulting in three successful services being commissioned. The services have delivered groundbreaking and innovative benefits for residents, enhanced local partnership working and improved value for money. Walsall CCG was also highly commended in the procurement innovation category for its procurement of the town’s first dedicated care facility at a hospice for people living with cancer and other serious illnesses. An initiative, designed to put carers in North East Lincolnshire at the heart of the local health service’s decision making process, won the GO Best Service award. The service procured jointly by NAViGO Health and Social Care CIC and North East Lincolnshire CCG enables carers to access information, advice and support including holistic therapies, counselling and befriending to meet their needs. Local carers were invited to be part of the tendering process to find a suitable organisation to run the new service on behalf of the NHS and given guidance and training to evaluate the applicants before the new contract was awarded.
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Procurement alliance set to transform health services Four big NHS procurement hubs are set to transform health services following a series of ground breaking collaborations which are boosting their national buying power.
We are seeking to award a total solutions framework agreement that for the first time will see contract coverage across the hubs’ membership including product areas not previously taken to market.
Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
The NHS Collaborative Procurement Partnership recently announced it is developing a framework agreement to buy cardiology products and services for their NHS trust, foundation trust, CCG and social enterprise members. This follows similar projects to procure nursing staff and orthopaedic products on a massive scale. The four Hubs comprise the North of England Commercial Procurement Collaborative (NOE CPC), NHS London Procurement Partnership (LPP), NHS Commercial Solutions and East of England NHS Collaborative Procurement Hub (EOE CPH). The aim of the collaboration is to avoid duplication of effort and drive innovative ways of approaching and stimulating key supply markets. The Partnership says it will achieve this by combining volumes, demand management and improving existing deals to secure efficiencies and apply the maximum leverage the NHS can exert. The cardiology framework agreement, which will be ready by April 2015, covers the bulk buying of ten categories of cardiology products and services ranging from pacemakers, cardiac stents, pulmonary valve insertion devices and beating heart surgery products to cardiac catheter lab and perfusion services. LPP’s Medical, Surgical and Supply Chain senior workstream lead Marc Osborne says: “We are seeking to award a total solutions framework agreement that for the first time will see contract coverage across the hubs’ membership including product areas not previously taken to market. Our priority will be to deliver benefits and solutions for our respective hub members but we will be structuring the framework agreement so that it can apply nationally, further simplifying procurement in this category.”
The orthopaedic agreement, which come on stream in January 2015, covers eight categories of orthopaedic and trauma products including maxillo-facial products. The framework for the supply of nursing and nursing-related staff, which started in May, provides NHS customers and other public sector bodies with access to a wide range of suppliers who are able to provide nurses and nursing-related staff covering a wide range of specialisms. The framework provides for both temporary recruitment and permanent recruitment from both within the UK and overseas. Mario Varela, LPP Managing Director, says: “A key objective of this collaboration is to avoid duplication of effort, thereby addressing one of the main areas of concern raised by the Department of Health in its 2013 publication Better Procurement Better Value Better Care.” David John, Chief Executive of EOE CPH says: “By working together, and combining national buying power with our strong regional and local engagement, we can deliver highly competitive agreements that really meet the needs of the NHS, of suppliers and above all of patients.” Alyson Brett, Chief Executive of NHS Commercial Solutions, says: “This activity is demonstrating best practice for NHS procurement.”
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top tips for maximising the chance of a suCcessful bid
By Andrew Daly, partner at Hempsons law firm and specialist in procurement law, acting for both contracting authorities and bidders.
Read the question Read the question
This is one of the biggest tips I would give people: read the question and answer the question. People often make the mistake of answering the question that they think they are being asked and not the question they are actually being asked. Also, make sure you do exactly what the CCG asks – if they say “write your bid in two pages”, don’t write three. If you don’t answer the question, you won’t get any marks.
Hit deadlines Hit deadlines
Look over the shoulders of your bid writers
Assume commissioners know nothing about you
Don’t assume that you will have no chance if you are a small provider
Leave yourself plenty of time to write the bid and give it the time that it needs. This is not something you can do in five minutes just before the deadline. If you miss the deadline, you won’t be considered. Assess the evaluation criteria and respond accordingly If for example the commissioner is not after a gold plated service and the evaluation criteria are weighted 80% price, 20% quality, there is no point in putting in an expensive bid. Alternatively, if the tender is evaluated on the basis of 80% quality and 20% price, then you need to put in a better quality bid. In any event, you should always put in the most competitive price you can to improve your chances of being successful.
Look over the shoulders of your bid writers If you hire a bid writer always check what they have written carefully. If you get an external bid writer in who doesn’t know much about the service you are providing, they can’t miraculously write a bid that is going to set out what you do clearly and effectively. People don’t always check what the bid writer has put in – when we act for commissioners we sometimes see bids where the bid writer has cut and pasted material from a another bid and has forgotten to change the previous commissioner’s name. Think about whether or not you actually want to go for the tender If you put in a half-baked response you won’t get very good marks. There is little point in devoting time and energy in preparing a bid for a tender that you will never win. It is sensible to focus your efforts and concentrate on those tenders that you are likely to win.
Assume commissioners know nothing about you If you are the incumbent provider, don’t assume that the commissioner knows anything about you because the people commissioning the service may not be the people evaluating the bids. Commissioning managers are often worried about conflicts of interest. So instead of writing “We have provided the service for the past 10 years and you know how good we are”, you say “We have provided the service for the past 10 years, and the reasons we are good are...”
Don’t assume that you will have no chance if you are a small provider If you are a small provider or supplier, focus on the tenders that are really important opportunities for you, concentrate on them, put the required time and effort in to answering the questions and get your bid in on time and you will have as good a chance of winning the bid as anybody else.
14
www.commissioningshow.co.uk
How procurers and providers can work together to reshape local services DON’T FORGET: Be the first to hear about CCG tenders 99% of all CCGs are expected to attend next year and participating CCGs will each have a procurement box at The Commissioning Show, highlighting projects they have told us they have coming up for tenders over the next 12 months. Each exhibitor will have an allocation of tender tickets that they can complete and drop into each CCG box in a bid for the tender. The prospect of a further tightening in NHS funding at a time when CCGs and providers will need to be introducing more efficient and effective care pathways is compelling CCGs to search for both investment and new models of care delivery. This will open up partnerships with foundation trusts, local authorities, the private sector, GPs, mutuals, charities, social enterprises, joint ventures and private equity, according to a briefing on procurement and contracting by NHS Clinical Commissioners. In the UK, the contracting tool required to establish such a model requires a process similar to alliance contracting. An alliance contract brings together commissioners, providers and funders under one contract to deliver an integrated service. Alliance contracts align objectives, share risk, and judge success by overall performance. This means there is collective accountability based on trust and transparency. The contract is outcomes based. Commissioning for outcomes means being both more disruptive and more collaborative in working with providers. An ambitious example of this type of procurement is being undertaken in Staffordshire where four CCGs (Stoke-on-Trent, North Staffs, Stafford and Surrounds and Cannock Chase) are in the process of tendering the first integrated ten-year outcome-based contracts which are designed to transform cancer and end-of-life care for one million people in their locality. The scale and duration would make them the largest contracts yet tendered for integrated NHS care. This vision will be achieved by appointing a prime provider - one principal organisation responsible for the overall provision of cancer care and one for end of life care - through a competitive dialogue procurement process due to complete in mid-2015. Justine Palin, the programme’s director, explains: “The idea is that for the first time one organisation can be held to account for ensuring that the entire patient experience and outcome is the best they can be.” The prime provider that is eventually appointed could be a consortium of organisations or one organisation that subcontracts to NHS, private or voluntary sector providers to provide seamless care. www.commissioningshow.co.uk
The prime providers will receive pump-priming money for the first two years to support change but beyond that, they will be expected to become self-funding through the work they carry out and the outcomes they deliver for patients. Andrew Donald, Chief Officer, Cannock Chase and Stafford and Surrounds CCG, says: “This is about providing the people of Staffordshire with world-class cancer and end of life care. Patients have told us that things are not as good as they should be. They have told us about not knowing who to turn to in a crisis leading to inappropriate and unnecessary admissions into hospital. We have heard from patients and carers who have been lost in the system, or who have struggled to get the support when and where they need it – this clearly is not acceptable. “We also know that access to care at the right time is a problem, for example, people are not able to die at home if they wish to do so because of the lack of support available. We want to develop the support needed to make sure that people have real choice. We want to make sure that they receive the best possible support wherever and whenever they need it, and that no-one feels as though they have been lost in the system.”
Secure your place within the new NHS spending network at The Commissioning Show, contact me: Tom Vine, Group Event Director The Commissioning Show E: tom.vine@closerstillmedia.com T: 0207 3485261
15
FIND YOUR PLACE IN THE NHS 2015 FLOOR SPENDING NETWORK: 24 & 25 JUNE 2015 HOW YOU CAN BE INVOLVED The Commissioning Show 2014 was another record breaking event, 89% of 2015 floor space was reserved before the show closed, making securing opportunities to get in front of 4637 attendees, ie. the biggest gathering of budget holders within healthcare more important for your organisation than ever.
The statistics speak for themselves
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To hear more about exhibiting, sponsoring or participating in the conference programme at The Commissioning Show, contact Tom Vine: E: tom.vine@closerstillmedia.com T: 0207 3485261
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Providing Providing Patient-Centred Patient-Centred Care Care 22
Knowledge Exchange
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CONFERENCE STREAMS CONFERENCE STREAMS CONFERENCE STREAMS and out-of-Hospital Care >>> Co-Commissioning Implementing the out-of-Hospital 5 Year Forward View > Co-Commissioning and Care CONFERENCE STREAMS Future ofGeneral Hospital Services >>> The Transforming Practice
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SPENDING POWER OF £57,290,000,000 IN THE HALLS
so that each delegate has an average of
We reallyofare delighted with the returns on our investments sales conversations hadinbetween across thewere board many different ways and look forward to face-to-face time with delegates and working with you in aexhibitors very similar guiseexhibitors next year. in the halls Merck Sharp & Dohme
53% 13% 10% 9% 6% 2% 2% 2% 1% 1% 1%
www.commissioningshow.co.uk
17
getting ahead of the pack by alice watson, director of porge research But how can you spot when a procurement is on the horizon? There are over 200 CCG’s, and over 250 NHS trusts. Nobody can possibly keep a finger in every pie.
To hear more about exhibiting or sponsoring areas of The Commissioning Show, contact Tom Vine. E: tom.vine@closerstillmedia.com T: 0207 3485261
Nobody likes buying from a stranger. Never mind how compelling your bid may be, your chances of winning a tender are greatly increased if you have engaged with the commissioners prior to the formal procurement starting. But how can you spot when a procurement is on the horizon? There are over 200 CCG’s, and over 250 NHS trusts. Nobody can possibly keep a finger in every pie. What makes matters even more complicated within the NHS, is that the procurement of services classified as “Part B” (which includes the provision of Health and Social Care Services) are subject to less stringent procurement rules. Spotting these less predictable procurements is very difficult indeed.
Porge Research, which specialises in providing market intelligence to public sector suppliers and commissioners that supports and informs both business development and strategic procurement functions, recognised the importance of “early sight” back in 1999, when it established a service called Prospector. Prospector alerts service providers to councils, NHS Trusts and CCG’s who are planning to procure services. This gives the service providers several months in which they can engage with the commissioners, before the formal procurement starts. Porge identifies the emerging opportunities by reading the strategy documents and meeting papers of councils, health trusts and CCG’s.
Over the past 12 months the most common emerging Health and Care procurements have been:
Domiciliary Care Services
Extra Care Services
Urgent Care Services
Carer Support Services
Community Services
Children’s Services
The most common emerging procurements in ICT relate to: Paperless Digital Hospitals
Network and ICT EPR and PAS Infrastructure
PACS
ICT and Back Office Outsourcing
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Swapping Rhetoric for Fact
Porge’s spending analysis tool is called Illuminator.
With the objective of improving transparency, in 2011 the coalition decreed that publicly funded bodies should disclose details of the invoices that they pay each month. Porge has aggregated and categorised this data, you can see how much suppliers have been paid, how much commissioners have spent, and how the suppliers are ranked in the various health and care markets.
See the graphs for a breakdown where Local Authorities in England spent £12.4B in 2013/14 on the procurement of Housing and Social Care Services. A little less, £12.1 B, was spent in 2012/13. A quarter of this expenditure was on Residential Care. The following chart shows how the rest of this £12.4B was spent: For further information visit www.porge.co.uk
£0 £10000000 £20000000 £30000000 £40000000 £50000000 £60000000 £70000000 £80000000 £90000000
24.56%
CRI (Crime Reduction Initiatives
14.71%
Addaction
5.95% 4.93% 3.91% 3.72% 2.69% 2.64% 2.59% 2.32% 2.12% 2.10% 2.07% 1.65% 1.21% 1.13% 0.93% 0.87% 0.84% 0.78% 0.77% 0.76% 0.70% 0.70% 0.63%
Lifeline Project Ltd Turning Point Westminster Druf Project (WDP) Redacted Data Phoenix Futures (Phoenix House) KCA (UK) Ltd RAPt Cranstoun Drug Services Ltd Blenheim CDP Neca Services Ltd Compass - Drug & Alcohol Swanswell Charitable Trust Aquarius Action Projects Foundation 66 Developing Health and Independence Developing Initiatives Supporting Communities Open Road Visions Ltd Addiction Dependency Solutions (ADS) Arch Initiatives Equinox Care Action on Addiction Harbour Centre Bridge Project
Spend between 1st Apr 2013 and 31 March 2014 £326.5m
14.72%
Other Suppliers
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
25.49%
Residential Care and Supported Living
14.54% 13.45%
Housing Management Services Housing Maintenance Home Care and Nursing Adult Health and Social Care* SEN & Learning Disabilities Children’s Health & Social Care** Health & Social Care (General) Disabilites Community Services and Advice Fostering and Adoption Drug, Alcohol and Addiction Mental Health** Homeless Services Telecare Community Care Equipment Carer Support Services Advocacy, Mediation and Translation Domestic and Sexual Abuse Hospice Care Consultancy (Social Care) Community Meals Accommodation PFI
7.87% 6.90% 6.02% 3.96% 3.78% 3.23% 3.09% 2.86% 2.64% 2.17% 1.58% 0.68% 0.66% 0.45% 0.27% 0.27% 0.04% 0.03% 0.02% 0.00%
*Excluding Residential and Home Care **Excluding Residential
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UnitingCare Partnership, a consortium of Cambridgeshire and Peterborough NHS Foundation Trust with Cambridge University Hospitals NHS Foundation Trust, was selected by Peterborough CCG in October after a 15-month service design and procurement process. The contract stipulates that the lead provider must integrate services and provide more joined-up care for patients. All the 10 bidders in the process had to
Ten conditions procurers may set for providers An innovative £800m contract to supply older people’s healthcare and adult community health services with payment linked to better patient experience has been awarded by the second largest CCG in the country to a consortium of NHS trusts.
set out how they would meet a set of conditions drawn up following feedback from a local consultation to which more than more than 3,000 residents and local organisations responded. Although NHS contracts are usually only one or two years long, this contract has been awarded for five years because the CCG wants to give the provider time to invest in and transform services. Dr Neil Modha, a GP and Chief Clinical Officer at Cambridgeshire and Peterborough Clinical Commissioning Group, said: “This is a real opportunity for us to do something fundamentally different
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The conditions were: • Work with local authorities to deliver joined-up working between health and social care • Ensure telephone callers to a 24/7 single point of access service will get through quickly and get a “rapid and effective” response • Work with the existing 111 service, other telephone access and the ambulance service • Make sure mental health professionals are involved, including when patients needing these services are in hospital • Store data securely in a single electronic record system and ensure it is used properly (information governance) • Work with GPs • Work with voluntary organisations • Focus on preventative care, particularly addressing problems of social isolation that older people can experience • Improve access to specialist nurses and 24-hour support for patients at the end of their life, and their carers • Ensure delivery of services in the more rural areas of the Fenland to the traditional model of hospitals and community services being commissioned and organised separately. “We said at the outset that we would like to listen to new ideas about how services could be delivered. The procurement process has allowed us to have really detailed conversations with our current providers and potential new providers about how we could improve healthcare for our patients.”
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