1. Market Engagement Event Darent Valley Hospital Tuesday, 12 th January 2016

2. Introductions Chris SingletonCommissioning Programme Manager, GS CCG chris.singleton@nhs.net Debbie PyartCommissioning Programme Manager, Swale CCG debbiepyart@nhs.net Jo BeechCommissioning Project Manager, DGS CCG jo.beech@nhs.net Dionne McCaffreyCommissioning Project Manager, DGS CCG dionne.mccaffrey@nhs.net Kerry SmithProject Support Commissioner, Swale CCG kerry.smith33@nhs.net Sandra AsieduMedway Council Procurement Services sandra.asiedu@medway.gov.uk

3. Agenda TIMEITEMPRESENTER 13:00 Registration, tea & coffee and networking 13:30 Welcome and overview of event Chris Singleton Commissioning Programme Manager, DGS CCG Jo Beech Commissioning Project Manager, DGS CCG 14:00 Procurement process Sandra Asiedu Medway Council Procurement Services 14:20 Table discussionsAll 15:20 Feedback and Q&AAll 15:30 Next steps Chris Singleton Commissioning Programme Manager, DGS CCG 15:45 Close Chris Singleton Commissioning Programme Manager, DGS CCG

4. Welcome and overview Chris Singleton

5. Purpose of Event Is to…  Share information  Understand current service provision  Bring Provider expertise and insight to discussions  Collectively define what ‘Good’ should look like  Identify opportunities to improve the model  Identify gaps and risks within the proposal  Challenge thinking and guide commissioners on the proposed model to achieve positive results for patients

6. About DGS CCG DGS CCG  Population size 260,000  34 GP Practices  Covers Dartford, Gravesham and Swanley areas DGS CCG’s vision is to: Ensure the healthcare system works better for patients, with a focus on right care, right time, right place Safeguard vital services, prioritising patients’ with the greatest health needs and ensuring that there is clinical evidence behind every decision Improve or maintain quality whilst making efficient use of available resources.

7. About Swale CCG Swale CCG  Population size 108,000  19 GP Practices  Covers Sittingbourne, The Isle of Sheppey and Teynham areas Swale CCG’s vision is to: Improve access, quality, value for money and choice of services in appropriate settings and where possible closer to home

8. The aim of this Procurement Lead Provider Model – a model of contracting where a single provider assumes responsibility (through a contract) for delivering an integrated pathway of service.  A new sustainable approach to commissioning care  A mechanism to transform pathways of care in terms of quality and productivity  Commissioners will focus on having clear relationships with the Lead Provider rather than day to day management of function with sub-contractors CURRENT: AQP Model CURRENT: AQP Model FUTURE Lead Provider Model FUTURE Lead Provider Model

9. Lead Provider Model cont…  A strong integrator given the power through the contract to both deliver care and also to bring together providers of care into a single pathway  The Lead Provider is given the responsibility through the contract for sub- contracting for the various aspects of care  The contract demands of the Lead Provider that they carry out that role in such a way as to ensure all of the different aspects of care are fully integrated  This model looks to a Provider to develop properly integrated care, develop different contract mechanisms and prepare to take on programme risk and accountability

10. Direct Access Magnetic Resonance Imaging Jo Beech

11. The Service  Swale only  Service description remains the same

12. Direct Access Non-Obstetric Ultrasound Service Jo Beech

13. Service aims and expected outcomes / benefits 1.To aid early diagnostics and avoid the need for unnecessary referrals to secondary care 2.Robust and streamlined pathways (Swale CCG are not including suspected cancer at this point) 3.Improved waiting times 4.One scan per patient 5.Quick turnaround on clinical reports 6.Care closer to home 7.Open to all ages (not Swale CCG adults only)

14. The Service  e-Referral / NHSmail (no self-referrals)  Assessment and triage  Providers need seamless sharing of images to avoid duplication of scans  Reporting Routine referrals  Scans undertaken between 10 to 20 days  Reporting maximum 25 day from point of referral Urgent / suspected cancer referrals (DGS Only)  Scan 5 working days from point of referrals  Reporting 1 working day from diagnosis  Maximum 6 days turnaround

15. The Criteria

16. Procurement Process Sandra Asiedu

17. Tendering Process  Proposed Procedure Restricted Procedure 2-Stage Process  Stage 1 – Selection/Pre-qualification  Stage 2 – Invitation to Tender  Advert in OJEU – EU wide notice  Followed by ITT published on Kent Business Portal/Contracts Finder

18. e-Tendering Platform  Kent Business Portal – www.kentbusinessportal.org.ukwww.kentbusinessportal.org.uk  Register free and select relevant categories  Notification when tender published  All documentation on Portal  Communication / clarification via ‘discussion’ function on portal

19. Key Procurement Timeline for DGS CCG Advert & PQQ PublishedLate January 2016 Bidder PQQ Clarification PeriodFebruary 2016 ITT PublishedLate March 2016 Bidder ITT Clarification PeriodLate April 2016 ITT Submission byMid May 2016 Agree Contract byEarly June 2016 Contract mobilisationJune 2016 New Service Commencement 1 st July 2016

20. Contracting Model and Duration  Lead Contractor model with Contracting Authority  Term – 3 years with 2 optional 12 month extensions  Commitment to initial Contract Term  Volume based payment mechanism with no minimum guaranteed activity (Cost per case)

21. 4. Evaluation Principles PQQ = Capability ITT = Selection for Award Open, fair and transparent treatment of all Bidders at all times:  Treat all Bidders equally  Will not take into account previous known contractual or personal experiences  Proactive management of conflicts of interest  Only evaluators authorised by the Commissioners will have access to information at PQQ or ITT stages All Communication with Bidders via Kent Business portal – no direct contact

22. Table Discussions What challenges do you think you may face working as a Lead Provider? How do you feel this will work for Sub- contractors? How do you feel this will work as a Lead Provider model? What challenges do you foresee re: suspected cancer patients Any additions / amendments to the service specifications

24. Next steps  Finalise Service Specification  Put out formal PQQ advert for providers