Invitation to Quote for consultancy services: a review of business planning arrangements

Transcription

1 Invitation to Quote for consultancy services: a review of business planning arrangements

2 1.0 Overview 1.1 The General Pharmaceutical Council (GPhC) is undertaking a review of the following processes and wishes to appoint an experienced business planning professional or consultancy firm to advise on integrating and developing: Planning Budgeting Risk management Reporting 2.0 Background 2.1 The GPhC is responsible for the regulation of over 70,000 pharmacists, pharmacy technicians and pharmacy premises in England, Scotland and Wales. Our primary remit is to protect, promote and maintain the health, safety and wellbeing of patients, the public and all those who use or need the services of pharmacists and pharmacy technicians ( registrants ). Our vision is the provision of proactive, proportionate, risk-based, efficient and fair regulation of the pharmacy profession and pharmacy premises. 2.2 The role of the GPhC is prescribed under the Pharmacy Order 2010, which together with other legislation, such as the Medicines Act 1968, sets out what the GPhC must do, and what it can do. The GPhC is responsible for setting the standards of practice that are expected of all registrants. The GPhC also enforces certain legislation relating to medicines, such as parts of the Medicines Act As well as setting standards of practice, the GPhC is responsible for ensuring that these standards are met. The GPhC upholds standards in the following three ways: (a) The GPhC Inspectors visit registered pharmacies to monitor and secure compliance with the standards. (b) The GPhC investigates complaints about registrants and issues advice and guidance where appropriate. (c) If a registrant's fitness to practise is impaired, the GPhC can restrict or remove his/her ability to practise. 2.4 In order for pharmacists and pharmacy technicians to practise in Great Britain they must be registered with the GPhC. The register is available for the public to search online and contains details of pharmacists, pharmacy technicians and registered pharmacies. 2.5 Our primary concern is upholding standards and public trust in pharmacy. Patients need to have confidence that pharmacists and pharmacy technicians are fully qualified and meet all our professional, fitness to practise, and ethical standards. By keeping up-to-date registers of qualified pharmacists, pharmacy technicians and pharmacy premises, we can maintain our high standards of treatment and care. 2.6 There are approximately 45,000 registered pharmacists, 21,000 pharmacy technicians, and 14,000 registered pharmacies. 2.7 The GPhC is governed by a Council that has 14 members and a clear separation of functions from the executive. The Council has equal numbers of lay and registrant members to bring in ITQ for Business Planning Review November 2015 Page 2 of 7

3 3.0 Context knowledge and experience from outside the profession and help to ensure public focus, openness and transparency. As our governing body, the GPhC s Council makes the major policy decisions and sets the strategic objectives from which our business plans flow. The Council maintains oversight of how the organisation is performing and they hold the executive to account for the performance of the organisation and achievement of the corporate plan. Further information about the GPhC is available on our website The four processes are at various stages of maturity, as would be expected in an organisation that is approaching its fifth anniversary of operations. Planning 3.2 The GPhC is mandated to have a plan outlining its strategy to achieve the organisation's mission as laid out in statute. In 2014/15 there was a significant shift in tone and style of the strategic plan to be much more ambitious. 3.3 The GPhC has routinely produced a corporate plan which attempted to capture the key lines of work which would contribute to the achievement of the strategy. There have been a number of iterations of a group responsible for collating the corporate plan and all have struggled with accurately accruing the lines in the corporate plan to achievement towards the strategy. The revised strategic plan has attempted to resolve this by being more specific with strategic themes that are more defined. 3.4 In preparation for 2016/17 a revised planning group was formed to develop a process for business planning. This was formed of a number of Heads of Department supported by the governance team. For the first time the organisation s overarching plan would be developed in conjunction with the directorate and team plans and the budget. 3.5 In parallel, the organisation s approach to managing projects was defined and the link between planning, budgeting and approving projects has been defined in the business planning process. 3.6 This year has seen the establishment of an efficiency and effectiveness programme and directorates are being asked to consider their objectives and contribution in this area. Budgeting 3.7 There has always been a clearly defined budget process within the organisation, which has in the past acted as the approval route for various pieces of work and projects. Budgeting is undertaken by teams and agreed within directorates before undergoing a challenge and approval process with the Senior Leadership Group. 3.8 As part of the integration of budgets and planning, the final reforecast and budgeting has been separated out to ensure that the budget and planning/project approval should go hand in hand. Risk Management 3.9 Over the past two years the GPhC has evolved its understanding and use of risk management. The organisation now has a strategic risk register which reflects the risks that could affect the delivery of the strategic plan. There is a clear risk review cycle aligned to the development and review of the strategic plan. In some areas, such as the work of the Audit and Risk Committee, ITQ for Business Planning Review November 2015 Page 3 of 7

4 Reporting risk is driving the business agenda. However, risk has only recently been integrated with directorates and teams in a consistent manner As a result, risk in terms of budgeting and planning, is not yet fully developed nor integrated The GPhC s reporting is at an early stage of development. There is one core report produced for each Council meeting (held every other month). This covers a number of regulatory activities, achievement against targets and management information of volumes and other statistics Project or initiative reporting is established in directorates with oversight by directorate management teams. One directorate has also established a dashboard reflecting their key performance metrics. However, work remains to be completed on accessing the data and tolerance and thresholds A piece of work was started looking at developing a consolidated, automatically updated performance data set. This work has been paused in the light of this review. 4.0 The Specification 4.1 As part of the efficiency and effectiveness focus within the GPhC, the Senior Leadership Group has commissioned a review of the four processes to move away from the narrow delivery of those areas as separate entities. There is a need to ensure that these processes feel part of the overarching governance of the GPhC and that they feel and reflect a more efficient and integrated way of working. 4.2 The review will report and make recommendations on: (a) An analysis of the strengths and weaknesses of the four processes. (b) Identifying how to provide better oversight of interdependencies and the links to risk management. (c) Identifying improvements to the integration and simplification of the four processes, reflecting the size and scale of the organisation. (d) Reviewing what good performance would look like and how it could be reported. (e) Ensuring consistency and efficiency of reporting (not reproducing the same information repeatedly). (f) The management time required inputting and then assuring the processes. (g) How to make the processes routine and embed them into everyday work. (h) Integrating efficiency and effectiveness within the processes and identifying the metrics to evidence delivery. (i) Quality improvements that could be made at each stage of each process. 4.3 The four processes are core to the GPhC and therefore the organisation has a clear vision for how it would expect a review to be carried out. It is envisioned that this review will be part one of a two-stage process, namely, the review and identification of potential improvements to the ITQ for Business Planning Review November 2015 Page 4 of 7

5 systems and processes. Part two (which is outside the scope of this ITQ) will be the commissioning work to implement the adopted recommendations. 4.4 The Contractor s deliverables will be: (a) The report, including an executive summary. (b) Meet with the GPhC s Senior Leadership Group to present and discuss the findings and recommendations. 5.0 The Contractor 5.1 The Contractor who is appointed to carry out this work will be able to demonstrate the following attributes: Knows and understands the sector and our governance as a health professions regulator. Is able to take a brief overview and be pragmatic in their approach. Has significant experience and gravitas within business planning, project and risk management, and LEAN thinking. Can deliver a short and targeted report completed during January Timescales Does not take a management textbook approach and add complexity. 6.1 The successful bidder must be available to commence work no later than mid December 2015 and the project must be completed by the end of January Procurement Timetable 7.1 The key dates are set out in the table below. These dates may be subject to revision. Date Activity Issue ITQ Deadline for clarification questions Responses to questions Deadline for quotations to be submitted (12pm) Presentations by shortlisted bidders Select the successful bidder w/e w/e Finalise contract and award Project starts ITQ for Business Planning Review November 2015 Page 5 of 7

6 8.0 Clarification and Queries 8.1 Any clarification questions should be sent by to: 8.2 Responses to questions from bidders will be issued as soon as practically possible to all those invited to quote. 8.3 To ensure that bidders have sufficient time to take account of any answers given, please note that the deadline for submission of questions is 5pm on Wednesday 18 November Conditions Applying To This ITT 9.1 A payment schedule will be agreed between the GPhC and the Contractor prior to commencement of the Contract. The GPhC s payment terms are 30 days from receipt of a valid invoice. 9.2 Quotations are to be submitted by to the address in paragraph 8.1 above no later than 12pm on Friday 27 November Please ensure that your quotation is delivered not later than the appointed time as quotations received after the closing date and time will not be accepted. 9.4 Bidders are expected to demonstrate they have the necessary skills and experience to deliver the services described in this ITQ. A simple statement that the requirement can be met is not sufficient. 9.4 Successful shortlisted bidders will be asked to present and /or clarify their proposals at the GPhC s head office on Thursday 3 December Offering an inducement of any kind in relation to obtaining this or any other contract with the GPhC will disqualify your quotation from being considered and may constitute a criminal offence. 9.6 Following the award of contract, all unsuccessful bidders will be notified. Debriefing / feedback will be provided on request. 9.7 All information supplied by the GPhC to you must be treated in confidence and not disclosed to third parties except insofar as this is necessary for the purposes of submitting the quotation. All information supplied by you to the GPhC will similarly be treated in confidence except for the disclosure of such information with regard to the outcome of the procurement process Quotation Format 10.1 The headings under which your proposal should be structured are: Knowledge and experience Method statement Project plan Proposed reviewer or review team 10.2 Further details on each section are given in the table below (section 11). Your quotation should enable us to evaluate your understanding of our requirements and the quality of your ITQ for Business Planning Review November 2015 Page 6 of 7

7 proposals for meeting them. Therefore it should describe clearly how you propose to provide the services set out in this ITQ Pricing is to be stated exclusive of VAT and inclusive of expenses. The bidder s overheads, materials, travel and subsistence expenses, etc must all be absorbed into the pricing for project delivery and cannot be charged separately to the GPhC Selection Criteria 11.1 The GPhC values both price competitiveness and service quality, and therefore evaluates proposals using the Most Economically Advantageous Tender principle. Quotations will be reviewed and evaluated impartially to ascertain the most cost effective quotation in terms of price, quality, and technical merit The GPhC s qualitative evaluation will be done in accordance with the weighted criteria set out in the table below Pricing will be evaluated separately to establish best value for money. ITQ Ref Description Weighting Knowledge and Experience Provide an overview of your (or your organisation s) experience of working in one of more of the following fields: the health sector, regulation, corporate governance. Method Statement Provide a method statement for the review and report, describing the methodology you propose to apply. Project Plan Provide a project plan for delivery, showing key milestones and the required resources, in line with the GPhC s timescales. Proposed Reviewer or Review Team CVs for the person(s) you are proposing will deliver the review and report. Pricing 20% 40% 20% 20% 10.3 Set out your prices. Evaluated separately ITQ for Business Planning Review November 2015 Page 7 of 7