Collaborative procurement – case studies

Procurement of continuing healthcare services

Derbyshire CCGs

Overview

The four Derbyshire CCGs served a service improvement notice to the incumbent provider for the provision of continuing healthcare (CHC) services. Following an options appraisal, each governing body endorsed that the CCGs collectively test the market by conducting an OJEU procurement process for these services…

Home oxygen services – project management and procurement delivery

East of England

Overview

  • Widespread collaborative project inclusive of all 19 CCGs in the East of England Region worth £10m per annum
  • Both project management and procurement delivery provided by Attain
  • Aligned to national framework agreement being updated by the national team hosted by the Department of Health

Integrated NHS 111 and out of hours service transformation

Norfolk and Wisbech

Overview

Attain programme managed the procurement, mobilisation and implementation of an innovative integrated NHS 111/out of hours (OOH) service across four CCGs and one LCG in Norfolk and Wisbech.

Care closer to home

NHS Greater Huddersfield CCG and NHS North Kirklees CCG

Greater Huddersfield CCG and North Kirklees CCG

Overview

  • “Yorkshire CCGs issue tender for £285m ‘prime provider’ contract”
  • Delivery of the Care Closer To Home (CC2H) vision across the Kirklees footprint through a seven year contract
  • Engagement with the market and supporting providers to forge partnerships/alliances to enable the implementation of a lead/prime provider model
  • Supporting both CCGs to make a decision in relation to the most appropriate route to market
  • Facilitating collaboration and joint working across the two CCGs

Procurement service

NHS Southern Derbyshire CCG, NHS North Derbyshire CCG, NHS Hardwick CCG and NHS Erewash CCG

Four Derbyshire CCGs logo

Overview

The client, NHS Derby City (more latterly four Derbyshire Clinical Commissioning Groups) had a requirement for support to deliver a series of procurement exercises and to provide comprehensive commercial advice.

Embedded procurement services

NHS Basildon and Brentwood CCG, Castle Point and Rochford CCG, Southend CCG, West Essex CCG, Mid Essex CCG, North East Essex CCG, Bedfordshire CCG, Luton CCG and Thurrock CCG

Nine Central Eastern CCGs logo

Overview

  • Three year contracts in place across nine CCGs spanning a population circa 2.6m in the Central Eastern area to deliver an embedded procurement service.
  • Provision of front end strategic commercial advice in line with strategic direction of CCGs and national policy.
  • Practical implementation of delivering procurement processes in line with current regulations.
  • Service developed along strategic themes of high quality service delivery: performance; processes; people; engagement; strategy.

Leading the development of improved continuing healthcare services

Northamptonshire

Overview

With an annual spend of some £34.8m, continuing healthcare services were delivered by 219 providers to 1,318 patients. The service was acknowledged to be unsatisfactory with:

  • A backlog of case reviews with some not being conducted on a regular basis
  • Limited data, and inconsistency in application of assessment checklists
  • A lack of a strategic pricing policy for placements
  • Inadequate staff levels, high sickness and low morale in the continuing healthcare team

Community endoscopy services

NHS Basildon and Brentwood CCG, Castle Point and Rochford CCG, Southend CCG and Thurrock CCG

London and Essex CCGs

Overview

  • Delivery of community endoscopy services covering four CCGs areas under joint procurement.
  • Need to increase local capacity and access to service for patients.
  • Improvements in service specification to improve patient experience and reduce number of appointments.
  • Background of several failed procurements in recent years.

Mental health/learning disabilities – low and medium secure

NHS Wales

Client logo

Overview

Attain provided a strategic advice for the commissioning and procurement of mental health services for the population of Wales. Project objectives were to improve quality standards of care whilst reducing overall costs in order to enable re-investment in services.

Enteral feeds and nursing services

NHS Basildon and Brentwood CCG, Castle Point and Rochford CCG, Southend CCG, Thurrock CCG, North East London CCG, Southend University Hospital NHS Foundation Trust and South Essex Partnership University NHS Foundation Trust

London and Essex CCGs

Overview

  • Integrated project with four Essex CCGs, two trusts and one community trust.
  • Provision of supply and delivery of enteral feeds, supply and delivery of associated equipment and consumables and a product related nursing service.
  • Existing service across Essex was multi supplier and fragmented and with different pricing for same product.
  • Previous service is an FP10 service (i.e. prescribed by a doctor), but new service is off FP10.
  • More children and young people, families and carers appropriately supported and trained in the use of pumps.
  • Facilitating collaboration and joint working across seven organisations.

Pan Essex collaborative procurement – child and adolescent mental health services (CAMHS)

NHS West Essex CCG, North East Essex CCG, Mid Essex CCG, Southend CCG, Castle Point and Rochford CCG, Basildon and Brentwood CCG, Thurrock CCG, Southend on Sea Borough Council, Essex County Council and Thurrock Council

London and Essex CCGs

Overview

  • Integrated project with seven Essex CCGs, Essex County Council, Thurrock Borough Council and Southend Borough Council.
  • Integrated Tier 2 and 3 emotional wellbeing mental health service across Essex, accessible to all children and young people.
  • Legal reforms as drivers for change.

Pan Essex integrated residential and nursing homes

NHS West Essex CCG, North East Essex CCG, Mid Essex CCG, Southend CCG, Castle Point and Rochford CCG, Basildon and Brentwood CCG, Thurrock CCG and Essex County Council

Overview

  • Integrated project with seven Essex CCGs and Essex County Council worth £170m per annum.
  • No contracts or specifications in place with any of the homes where CCGs are the commissioning authority for CHC placements.
  • Social care and health care to have aligned specifications and contracts in place.
  • Increasing quality of care for patients in homes across Essex.
  • Facilitating collaboration and joint working across the eight commissioning organisations.
  • Facilitation of six market engagement events across Essex supporting providers to unlock challenges faced and feed into the future delivery model.

Domiciliary care procurement framework

NHS West Sussex CCG and NHS Ipswich and East Suffolk CCG

West Sussex CCG Ipswich and East Suffolk CCG logos

Overview

  • The development of a 35 Lot domiciliary care framework in conjunction with Suffolk County Council meeting the needs of patients across the county of Suffolk.
  • Value of the four year framework across 35 lots of up to £165m.
  • Two specialist nursing care lots covering both East and West Suffolk.
  • Strong market involvement throughout the process.

Stroke early supported discharge service

NHS West Sussex CCG and NHS Ipswich and East Suffolk CCG

West Sussex CCG Ipswich and East Suffolk CCG logos

Overview

In October 2012, NHS Midlands and East published a final version of a model service specification for stroke services, and a subsequent review of local services was commenced. The Governing Bodies of West Suffolk CCG and Ipswich and East Suffolk CCG received the local review findings in March 2013, and released a Statement of Intent in which they stated they wished to:

  • commission an Early Supported Discharge (ESD) service for Stroke
  • establish Hyper Acute Stroke Units (HASUs) to be established at both IHT and WSH.

Southwest Essex community ultrasound service

NHS Basildon and Brentwood CCG and NHS Thurrock CCG

Basildon and Brentwood CCG and Thurrock CCG logos

Overview

  • There was a need to demonstrate improved quality and effectiveness of services for patients and to provide a range of quality, patient focused care programmes.
  • It was felt that the services lent themselves to patient choice.
  • There was a sufficiently developed market.
  • The CCGs were able to determine the service specifications and associated pricing structure, key contractual terms and assessment criteria.