Paul Smeeton Chief Operating Executive Health Partnerships CELEBRATING SUCCESS

2 2010/11 Challenges  Scapegoated  Disempowered  Underinvested  Under valued Opportunities  Resilience  Knowledge  Ability  Connections

3 The Journey  Reputation  Quality  Staff Engagement  Relationships  Efficiency  Confidence  Nottinghamshire Healthcare

4 Staff Engagement to 2010…………………………..…..2014

5 Reference Cost Index

6 TCS tender (Lots) LOT SERVICE CCG 1 Adult Integrated Care TeamsRushcliffe CCG 2 Adult Integrated Care TeamsNottingham North and East CCG 3 Adult Integrated Care TeamsNottingham West CCG 4 Community Evening and NightRushcliffe CCG Nottingham North and East CCG Nottingham West CCG 5 Integrated Children and Young People's Health Services Rushcliffe CCG Nottingham North and East CCG Nottingham West CCG Nottingham City CCG Mansfield and Ashfield CCG Newark and Sherwood CCG 6 Children in Care NursingRushcliffe CCG Nottingham North and East CCG Nottingham West CCG Nottingham City CCG Mansfield and Ashfield CCG Newark and Sherwood CCG 7 Adult Allied Health Professionals (AHP)Rushcliffe CCG Nottingham North and East CCG Nottingham West CCG 8 Short Term RehabilitationRushcliffe CCG Nottingham North and East CCG Nottingham West CCG Nottingham City CCG

7 Lot Values Lot Summary INCLUDING CQUINTotal value HP value Lot 1£3,929,068 2,460,828 Lot 2£5,159,463 3,299,999 Lot 3£4,576,700 2,623,297 Lot 4£432,100 0 Lot 5£9,863,554 9,176,919 Lot 6£462, ,734 Lot 7£2,132,942 1,625,003 Lot 8£7,823,351 6,331,406 Lot 9 – decision not to tender 0 Lot 10 – decision not to tender£367, ,076 TOTAL£34,750,078 26,372,262

8 Scoring 473 Service 70% Finance 30%

9 Strategy  Partnering  Score maximum on the finance  New service models  Tailor our data to localised answers

10 Delivery  Strong partnership with the Business Development and Marketing Unit  Clear project teams assigned to each Lot ○Operational ○Partners ○Corporate Trust ○Corporate Division  Additional investment in bid team  Strong Trust Commitment

11 Result