Community health services re-procurement – May 2016
What’s the purpose of today? - Chance for further discussions between the CCG and community staff - Follow on from previous sessions in January 2016, and some engagement in 2015. - Ask any questions about the future vision, process & how you can get involved - HR representation from the ICO is present
The process itself - The process is subject to national procurement legislation which requires CCGs to enable all NHS and private providers to compete , and only proceed if they are successful following evaluation against set criteria. - Our process follows a set process and criteria - The CCG must adhere to national procurement law and statutory obligations - We are following a ‘ competitive dialogue ’ method of procurement (different approach to NHS Southport & Formby CCG) meaning we can get it right. - We have a series of in-depth discussions with potential bidders and can revisit any issues that we are not satisfied with - The process is still ongoing with another two rounds of dialogue to take place
Where is the process up to? Following evaluation process, we are talking to the following organisations. COMMUNITY HEALTH SERVICES (LOT 1) - Optum Health Solutions (UK) Ltd - Virgin Care Services - Bridgewater Community Healthcare NHS Foundation Trust - Lancashire Care NHS Foundation Trust URGENT CARE SERVICES (LOT 2) - Optum Health Solutions (UK) Ltd - Virgin Care Services
Procurement timescales 1 st April 2017 March to July 2016 September 2016 Dialogue Discussions Go Live Contract Awarded August 2016 September to March 2017 Invitation to Submit Final Mobilisation Tender
Procurement scope – Lot 1 LOT 1 This LOT is focussed on the delivery of integrated community services structured in a way so as to deliver the clinical vision building on the three pillars of our strategy of; collective accountability, care co-ordination and population management, demonstrating how services will be provided sensitive to local health and service need, addressing health inequalities, wrapped around the patient focussed on our neighbourhoods The scope of this LOT is expected to include the following services Adult Therapies – OT Appliances Adult Therapies – SALT Chronic Care Co-ordinators Adult Therapies – Neuro rehab CERT Adult Therapies – physiotherapy care co-ordination Geriatrician / Extensivist / GPwSIs / Advanced Nurse Cardiac Rehab Practitioners community support Community matrons Community IV Therapy service Community Respiratory & oxygen services Community Heart Failure Service Diabetes Continence and urology Discharge Coordinators / facilitation team District nurses (domiciliary & clinic based) Dietetics Falls team Lymphoedema services Palliative Care Phlebotomy Podiatry Pulmonary rehab rehab step up/step down beds Single point of access Stoma Care Stroke rehab Tissue viability
Procurement scope – Lot 2 LOT 2 This LOT is focussed on the delivery of the urgent care part of vision for our new model of care in west Lancashire which offers a reliable and comprehensive alternative to A&E but works cohesively and integrates thoroughly with the delivery of integrated community care, particularly the urgent care element. The scope of this LOT is expected to cover o General Practice out of hours service o Walk in centres o Acute Visiting Service. As well as meeting the overall four main outcomes of this procurement, it is proposed that this LOT will contribute to the delivery of a more efficient and effective urgent care system which results in a reduction in attendance at A&E and educates patients as to their right place to access the right care at the right time Cohesive with the community services LOT, this urgent care LOT may want to consider how to provider alternatives locations for ambulatory care sensitive conditions to reduce the need for hospital attendance / admission
Further information • Some members of staff put themselves forward to become more involved in process in January. We will be in touch with those individuals directly this month to discuss their participation. • Dedicated webpage contains latest information, including any colleagues who cannot attend these sessions: http://www.westlancashireccg.nhs.uk/have-your-say/community-health- services/ • The January staff/CCG sessions involved an open and interactive conversation with you. Thank you to those who came along. • A report (which contains themes from patient and staff insight) is available on our website
Any questions?
Additional slides – from January 2016 ICO staff/CCG involvement sessions
MAHATMA GANDHI ONCE SAID THE FUTURE DEPENDS ON WHAT WE DO IN THE PRESENT
How have we got to this point? Stakeholder Testing the Public Working with Engagement market Engagement partners
Guiding Principles TOTAL PLACE NEIGHBOURHOOD OUTCOMES FOR /POPULATION PEOPLE BASED INTEGRATION PLANNED COORDINATED CARE WHOLE SYSTEM ENABLERS CARE IN A CRISIS TELLING COLLECTIVE MY STORY ACCONTABILLITY ONCE
What we expect…System Transformation • Formalising closer engagement with GPs as partners, providers and commissioners • Targeted early intervention and enablement • Whole system approach to admission alternatives • Maximising links to mental health services to support long term conditions and frailty • Managing relationships with hospital partners … promoting collaboration not competition • Maximising use of IT to enable joined up care • Knowing the outcomes and knowing when we get it right • Social care, care homes and local communities as key partners Care wrapped around the person; person-centred care
Our procurement journey so far … Continual engagement – listening to what our local population our telling us. Examples: Initial bidder event 30 th Sept., Community Services survey, attendance at various forums Vision document and IT strategy – both updated to incorporate views heard thus far e.g. ‘bubbles’ on your tables today Procurement route – Agreement for Competitive Dialogue approach. This will enable us to take account of the views of others and factor them into the procurement as we go along
Outcome Domains - • People are empowered and supported to have the best quality of life, manage their condition(s) and remain at the lowest point of dependency • Supporting people with both mental and physical illness by ensuring they can access the right care in the right place at the right time. • Developing a positive experience of excellent and equitable care wrapped around the patient in a safe environment and protected from avoidable harm • Develop a working culture that advocates seamless joined up working and empowers staff and stakeholders to work collaboratively with the patient at the centre
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