1 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref:
2 Introduction 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. This document sets out the proposed scope of the framework and the range of commissioning support services it is intended to cover. It also contains an indicative short description of each proposed service line. We have been testing the range of services identified in this pack through regional engagement events attended by representatives of 69 CCGs, 17 CSUs and 35 independent and voluntary sector organisations. The draft was also shared by for comments with the Commissioning Assembly Commissioning Support Working Group, Commissioning Support Industry Group, Commissioning Support Patient Advisory Group, CSU Network and 63 suppliers who had registered an interest following the PIN on 16/05/13. This document is the latest draft of the scope and incorporates the key changes that we have made as a result of the engagement so far. We would be interested to receive any feedback, from either buyers or suppliers, on this document by 17/01/14. We intend to publish the final scope, along with indicative high level requirements for bidders, by 31/01/14. The OJEU notice for the framework is intended to be published on 03/03/14. The OJEU, and the subsequent process documentation issued as part of that procurement, will be the definitive statement of the service lines to be procured and the process to be followed in operating the procurement. This document is indicative only and reflects the engagement carried out to date. It forms part of the engagement process with commissioner and supplier communities and, along with the prior draft engagement documentation and engagement events, is an indication of developing intentions and not a binding statement of procurement intentions.
3 Indicative framework timetable Why do CCGs need to procure? Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Pre procurement Market Engagement 1. Business need, approval and market analysis 2. Ensure all stakeholders are clear on project Establish framework structure strategy Nov 13 regional engagement events to work through standards with CCGs, CSUs and other suppliers Jan 14 Publish proposed standards and high level criteria Support available to CCGs to support specification development and coordination of tenders Preparing for Procurement 4. Establishing the requirements and evaluation criteria Jan & Feb Finalise procurement documentation, PQQ and ITT evaluation strategy and confirm customer evaluation panels 5. PQQ require ment and spec 3 Mar 14 Launch OJEU alongside NHSE Expo 6. Supplier Notification, publish OJEU, PQQ and evaluate PQQs Sourcing & Contracting 7.Issue ITT and evaluate responses By Nov 14 all supplier bids evaluated From 2015 CCGs run mini competitions Framework live early Standstill and Framework Award
4 Feedback from Engagement Events Service line: Business Support Services Key Changes Change of service line description from Business support and transactional services to Business support services in recognition that there are transactional elements to services across the Framework Additions have been made to the following service lines: Financial management and budgeting; Primary care services; IT services Organisational development and workforce planning have been moved from Service redesign and integrated in HR Services Equality and Diversity and Information Governance were initially added as service lines then integrated into Corporate governance following feedback Legal services has been removed following feedback that customers would not procure these services from a lead provider, partly because of concerns over conflicts in obtaining legal advice through a provider of services. Service line: Healthcare procurement and provider management Key Changes The service lines in the healthcare procurement and provider management category have been amended to reflect the key stages in the commissioning cycle QIPP planning has been moved into Strategy and planning Outcome based commissioning has been moved into the assessment of both System and commissioning transformation and Contract requirement, definition and renegotiation Quality and governance have been embedded across the service lines in this category
5 Feedback from Engagement Events Service line: Transformation and Service Redesign Key Changes Leadership and organisational development has been expanded to include workforce planning, moved to business support services and integrated with HR services Creating a step change in commissioning has been embedded in System and commissioning transformation Revision and redesign and Analysis have been updated to Pathway optimisation, revision and redesign and Research and analysis respectively All of the service line descriptions have been rewritten to reflect the changes above Service line: Communications and Patient and Public Engagement Key Changes Communications and Patient and Public Engagement has been moved to become a cross cutting service category that underpins and supports delivery of other services i.e. we recognise that it is a component part of both lots The service lines have been renamed Reactive communications and Proactive communications Approach to management of complaints and Freedom of Information support and their fit with other areas of the criteria has been clarified Broader audience groups (including CCG membership base, carers, etc) are now explicitly mentioned Patient and Public Engagement has been strengthened in other service areas including service transformation. Additional overarching questions have been added about engagement of the voluntary sector in delivering services.
6 Feedback from Engagement Events Service line: Business Intelligence Key Changes Business intelligence has been moved to become a cross cutting service category that underpins and supports delivery of other services i.e. we recognise that it is a component part of both lots Service line: Clinical Support A number of recommendations were made around the clinical support lot including suggestions about the service lines, structure and best approach. One suggestion was that continuing healthcare and funded nursing care should be moved into Lot 1: Healthcare Procurement and Provider Management we have moved the transactional element into this service line however the clinical element is currently unchanged in Lot 2. We will continue to engage around this service area between now and 17 January. If you would like to be involved in engagement in relation to this lot further please
7 Structure of Framework Lead provider Organisational capabilities to operate as either a lead provider or subcontractor including its policies and systems, governance and resilience will be assessed as part of the procurement process. Lot 1 Lot 2 Business Support Services Financial management and budgeting Payroll HR services Infrastructure services IT and desktop support Corporate governance, risk management and compliance Healthcare Procurement and Provider Management Healthcare procurement Market development Contract requirement, definition and negotiation Provider management Transformation and Service Redesign Research and analysis Strategy and planning System and commissioning transformation Pathway optimisation, revision and redesign Clinical Support Please note that this lot may change following further engagement up to 17/01/14 Individual Funding Request (IFR) case management Medicines management and optimisation Continuing healthcare and funded nursing care Proactive communications Reactive communications Communications and PPE Patients in control Patient and public participation at strategic and operational level Business Intelligence (excl DMICs) Business Intelligence applications Business analytics
8 Overarching questions Organisational capability Category specific questions The organisation s capability to operate as either a lead provider or subcontractor including its policies and systems, governance and resilience. The areas in which an organisation will be required to provide answers tailored to each service category rather than across the framework as a whole. High level assessment areas: Business Support Services Financial Provision of financial management services and budgeting services including financial planning, financial accounting, management management accounting, finance operations, financial modelling, accounting service support, general accounting and budgeting services, systems accounting, cash management and forecasting, working capital and fixed asset management, financial planning, VAT advisory and management services, invoice query management and financial reporting and supplies management including transactional procurement services. High level assessment areas: Payroll Provision of payroll services including payroll processing, account management and payroll administration HR services Infrastructure services IT and desktop support Corporate governance, risk management and compliance Provision of HR Services including recruitment and selection, employee administration, HR policy development, implementation and compliance, legislative compliance, learning and development including statutory training requirements, organisational design services, organisational development, employee well being and Occupational Health services, workforce planning and management, equality and diversity, performance management and remuneration committees/services and external engagement. Provision of secure IT and desktop support services taking account of IT best practice and market developments including end to end delivery services (from discovery, development and implementation of solutions, training and support through to benefits testing and realisation), IT Strategy services (including support to development of strategic plans and strategy delivery), implementation and support to national programmes of work, provision of IT advice, programme and project management support and access to specialist resource, managed IT estates services, disaster recovery services, managed data hosting, network services and systems integration, implementation of software solutions, management of third party providers and integration of third party goods and services, service desk, asset management services, computer estate management, remote access services, print management, telephony, mobile device management and services for Primary Care IT. Provision of services related to: Development, implementation and enforcement of a corporate governance and risk management framework Support to ensure that customers meet their legal and regulatory responsibilities including around equality and diversity, health and safety, data protection and information governance advice. Embedding compliance and helping customers progress beyond legal and regulatory compliance across the customer organisation Business continuity planning Impact Assessments Helping customers to progress beyond legal compliance in equality and diversity by providing a wide range of services including equality objective setting, publishing equality information, equality analysis, training for staff and board members and implementing the principles of EDS2. Information governance including data security, provision of Information Governance Toolkits and information governance in a primary care setting.
9 Healthcare Procurement and Provider Management Healthcare procurement Market development Contract requirement, definition and negotiation Provider and contract management The purchasing of clinical services that includes the provision of strategic advice on healthcare procurement methodologies, the relevant technical infrastructure and provision of the expert tactical resource to deliver a range of healthcare procurement options. Market development covers A range of activities, including analysis and benchmarking of the relevant healthcare market, that help determine the market status. Market development includes identification of whether a market exists for particular services, how mature it is or whether it requires development. Where a market doesn t exist advice may be required on what market opportunities may be developed. This service line covers the set of contracting activities that enable the acquisition of high quality healthcare provision efficiently and effectively. It includes the analysis of what services are needed, their scope and definition as well as negotiation of contracts on behalf of a customer. Technical advice on contract opportunities would be incorporated in this service line. The management of both contracts and providers to ensure better provision and value for money and to proactively manage performance, ensuring that quality is maintained and that delivery is on target. High level assessment areas:
10 Transformation and Service Redesign Research and Analysis assignments across commissioning systems and healthcare markets. analysis Services may include Primary and Secondary research using quantitative and qualitative methods and advice on policy development, healthcare economics analysis and other bespoke analytical services leading to a business plan, business case or other recommendations. Strategy and Support in developing local or joint commissioning strategies which may include facilitating the planning development of: QIPP plans and strategies 5 year strategic plans also containing 2 year operational plans Smaller scale project and programme plans prior to delivery Business or commissioning plans Operational and service development plans Financial modelling including business models, commissioning models or other financial planning evidence needed to plan a new service. Service will integrate with communications and PPE to provide strategic and public engagement, combined with provider and commissioners to deliver joint decisions. Services may include strategic planning support and facilitation capability to help build plans, create organisational consensus, prioritisation, understanding of the underlying challenges when undertaking healthcare planning and delivery. This will support the development of clear coherent strategies which might include developing a consistent mission, vision and values. Provision may also include the delivery of financial business cases and smaller scale project/programme planning pre delivery. This might include the cases for using technology, System and commissioning transformation Pathway optimisation, revision and redesign innovation or other investment to secure future successes. The system and commissioning transformation service line relates to complex projects requiring significant change, transformation or intervention. The projects could include delivering parts of a project lifecycle or the full project life cycle from strategic advice through to delivery and outsourcing. Services could include the requirement to operate a Programme Management Office for major change. Examples of programmes might include: Major systems reconfiguration Financial turnaround Managing and/or decommissioning major failures Collaborative transformation between networked/partnership organisations which are bound by geography or other relationships. Provision may include subject matter experts for healthcare transformation including commissioning and clinical experts (potentially external individuals acting as sub providers). Implementing best practice and innovation through small to medium size projects focused on continuous improvement of commissioning systems and clinical change based on evidence and nationally and internationally recognised best practice. There will be provision to run effective project offices through the right project managers and clinical expertise. This service could also include the commissioning or decommissioning of smaller services and pathways.
11 Communications and Patient and Public Engagement Proactive Communications Reactive communications Patient and public participation at strategic and operational level Patients in control Provision of PLANNED communications support, advice, planning and delivery to ensure the organisation is effectively communicating its vision, values and objectives. This includes stakeholder management, communications strategy development, consultation, corporate communications, internal communications, multi channel communications (digital, direct mail, social media, etc.), behaviour change, proactive press/pr planning (including emergency communications planning) and evaluation. The complex and varied audience include the public, patients, their carers, providers, volunteers, other stakeholders and the CCG membership base. Provision of OPERATIONAL communications, delivering communications strategies that protect and enhance the profile and reputation of the organisation. This includes complaints, Freedom of Information requests and reputation management (including media handling, corporate communications, digital, etc). It also includes planning/preparedness and delivery at the time communications support is needed and evaluation of this activity. Listening, understanding and engaging patients, their families and carers, the public and voluntary sector organisations to enable local voice to influence commissioning decisions and co design services collaboratively Involving patients and carers in decisions, which relate to their care or treatment, including diagnosis, care planning, treatment and care management. High level assessment areas: Business Intelligence (excl. DMICS) Business Business intelligence applications that provide decision support, Intelligence query and reporting such as KPIs, metrics, dashboards, risk Applications stratification, monitoring and alert systems and workflow management systems. Business Analytics Analytical know how and supporting analysis to answer key questions and will including predictive modelling, benefits case development statistical analysis, benchmarking and bespoke comparative analysis High level assessment areas:
12 Lot 2 Clinical Support Please note that this lot may change following further engagement up to 17/01/14 Individual Case Management of IFR cases including management of Funding applications and the decision making process, the recording and Request (IFR) sharing of outcomes and analysis of data. Case Management High level assessment areas: Medicines management and optimisation Ensuring safe use of and best outcomes from medicines Continuing healthcare and Funded Nursing Care Assessment, review and management of continuing healthcare and FNC