Referral and Asset Matching solution

Tender description

Summary of the work The provision of an e Care navigation platform to ensure that all referrals and placement across the Medway system are delivered in a safe,timely and effective manner. To increase capacity in our GP practices for 'house of care' type consultations. To fully meet the NHS Digital SCCI2075 standard. Expected Contract Length 1 Year Latest start date To commence contract 15th May,2017 Budget Range £250-300K (excluding VAT). Why the Work is Being Done To meet the requirements of the Five Year Forward View next steps with a particular focus on stranded patients and safe, effective and timely discharge from Acute/Community to Social Care, Home and Care Homes. To support whole system referral and matching within evolving Complex Elderly Care pathways. Phase 1 to be complete by end July 2017. To support 'in context' community referrals from GP practice. The above supported by 'real time' data analytics to enable proactive measurement and monitoring of safety. To fully comply with NHS Digitals SCCI 2075 Assessment, Discharge and Withdrawal standard by November 2018. Problem to Be Solved Safe, effective and timely transition of patients across the Medway Health and Social Care system. To reduce demand on A&E, reduce stranded patients to an absolute minimum. Increase capacity in General Practice for GPs to deliver 'House of Care' type consultations. To ensure that whole system referral and matching is time stamped, audited and delivered bi-directionally i.e either accept or ask for more information with all users being aware of current status and real time active directory of service. Who Are the Users As a member of the MDT I need to be assured that all necessary onward referrals to whole system care services are received, acknowledged and accepted. This will ensure that we reduce the risk of step up to Ambulance, A&E and Admission to Acute e.g referral to community based falls assessment team. As a GP, I can focus all my consultation time on the patient consultation with 'in context' interoperability between GP system, embedded guidelines to navigate GP to appropriate whole system service. Early Market Engagement Significant market research has taken place, with a specific focus on current NHS Digital case study deployments to ensure that we deliver a solution in an accelerated manner. We have spoken to GP system suppliers, prospective solution providers and current users. We have held various whole system stakeholder events to drive a co-designed approach again to improve the pace of spread and sustainability. Work Already Done Co-designed a test of change around the delivery of a Proactive Assessment Clinic for the Elderly. This has identified the need for a whole system referral and matching service for Medway's Frail population. Co-designed a whole system falls prevention test of change that will require a digital e referral and matching service to ensure safe, effective and timely transitions of care to whole system support infrastructure. Existing Team The digital outcomes partner will work with the Frailty MDT. This includes GP practices, our Health Living Centre's, Medway Community Health MDTs, Medway Council Social Care Professionals, the Integrated Discharge Team and our consultant geriatricians in Medway Foundation Trust. The digital partner will work with our GP system suppliers, Map of Medicine and our system providers i.e AllScripts, Advanced Computing and Framework i. Current Phase Not applicable Skills & Experience • Work with and deliver NHS Digital Technology national standards • Have experience in delivering solutions built around evolving NHS Digital Technology architectural requirements. • Provide an audit log with timestamping of all transitions of care. • Meet all data retention requirements. • Provide reporting functionality. • Ability and flexibility around whole system e referral design. • Meet all NHS Information Security Management Standards • Provide workflow and Notifications Management • Provide fax/scanned document enablement • Provide a comprehensive solutions/testing approach. • Provide system integration across whole system suppliers. • Provide a flexible design approach to UX and screen design. Nice to Haves • Provide evidence of delivering at scale. • Provide evidence of delivering on a regional basis. Work Location NHS Medway CCG 50 Pembroke Court Chatham Maritime Medway ME4 6EL Working Arrangments In a proactive and collaborative manner with appropriate session around current state analysis, workshops to discuss aligned process mapping to ensure new models of care and being e enabled in an appropriate manner supporting the proactive measurement and monitoring of safety during all appropriate transitions of care. Security Clearance As per exisiting requirement of current NHS whole system deployments adhering to local requirements around specific clinical domains. Additional T&Cs Standard terms and conditions No. of Suppliers to Evaluate 3 Proposal Criteria • Technical solution • Approach and methodology • Meeting Medway whole system requirements • Meeting the requirements of NHS England Next Steps on Five Year Forward View • Managing risk to ensure both successful deployment and accelerated spread and sustainability. • Team structure and approach to collaborative working. • Providing value for money. • Approach to the proactive measurement and monitoring of safety. Cultural Fit Criteria • Work in a collaborative and transparent manner • Work as one team around multiple organisations and supplier base. • Working positively within an evolving learning system. • Support creativity and innovation from the whole system to add value. • Take responsibility in a safe, effective and timely manner. Payment Approach Fixed price Evaluation Weighting Technical competence 70% Cultural fit 10% Price 20% Questions from Suppliers 1. Can you please confirm that you are looking for a supplier to develop a new bespoke solution? We have carried out a detailed search of similar type of solutions currently provided on a global basis. Due to the accelerated deployment against the Five Year Forward view next steps we would not envisage deploying a new bespoke solution. We also require reference site detail and case studies associated with our requirements and required outcome. 2. Can you please confirm the requirements around working onsite at your offices, is remote working possible? There will be balance of on and off site working. There will be a need for on site co-design and production workshops with local care multi- disciplinary teams. There will also be a need for on site training.We would also envisage a dedicated local project office. 3. Please can NHS Medway CCG expand further on what is meant by a bespoke solution? NHS Medway CCG will procure a solution that is currently delivering our short term aims and objectives within NHS England, with a particular focus on meeting all NHS Digital SCCI mandatory standards, specifically Assessment, Discharge and Withdrawal(ADW- SCCI2075) and the emerging Emergency Care Data Set(ECDS - SCCI0092-2062). The solution will be tailored around localised pathway need with respect to the interoperability with NICE Guideline digital toolsets and our GP system providers. 4. Part of our approach is to ensure that our projects will deliver quantified benefit for our customers. We are typically engaged early in the project lifecycle to support business case generation and assessment of total cost of ownership and Return on Investment over an agreed period. Does are business case already exist for this project? If so, can you please share the anticipated benefits overview? NHS Medway CCG are a partner with the Medway and Swale Centre for Organisational Excellence (MaSCOE). Improvement Science is core to delivering our Complex Elderly Care collaborative and we have defined an aim of creating 10000 days in place of choice by March 2020. A primary driver is digital technology enablement of which this procurement is an early priority. We have defined smart process and balancing measures to ensure the delivery of key benefits around the reduction in A&E attendance, GP appointments, ambulance conveyances, stranded patients, step up patients whilst improving readmission rates and Medway citizen experience. 5. What, in your opinion based on what we know today, is the biggest risk faced by this project? What could stop this project from moving forward? The biggest risk is the main reason this project is moving forward. Unscheduled Care demands on the Medway system, as throughout the UK are challenging. The risk to this project is not having enough valued MDT time to co-design/co-produce the new models of care to create access capacity, particularly in the community. This digital enablement solution would not have progressed this far without the clinical insight provided by whole system MDT's, early focus within Complex Elderly Care. 6. In your experience, what makes one external partner more successful than another? How can we add value when working with NHS Medway CCG above and beyond delivering technical skills? e.g. drivers for innovation, shared-risk model, knowledge transfer as organisation moves to self-sufficiency, leveraging investment as a new revenue stream etc. NHS Medway CCG, in partnership with the whole system, are on an exciting quality improvement journey. This has included partnering with Haelo in Salford to set up the Medway and Swale Centre for Organisational Excellence. We are committed to developing a learning system that fully meets the aims detailed within Developing People-Improving Care. This will focus on the prevention of harm,eradication of unwarranted clinical variation and waste to create the innovation funds to drive the development of the learning system. The ability to deliver new insight on our QI journey is a highly valued asset expected from our partners. 7. How many suppliers are involved in the integration across the whole system? There are currently eight systems across the whole system we require to integrate with across the Medway system. 8. What are the type of documents you are looking to fax/scan? The required function is to convert fax/scanned documents to an electronic format and be time stamped/audit tracked to ensure proactive measurement and monitoring from a safety perspective. This would be the exception rather than the norm. 9. What are your current data retention requirements? The solution will align fully with NHS Information Governance requirements, see link:-https://digital.nhs.uk/information-governanceThe following are core requirements:-Data recovery mechanisms ensuring data integrity to the business level after a failure.A full understanding of the partners approach to recover data after catastrophic failure.The best and worst case elapsed time after catastrophic failure.Export data to support external analysis and reporting.Develop custom reports from any data element contained within your solution.Provide user role-based filtering of report data, report preview, notification and distribution capabilities, activity status and overdue action reports(e.g workflow) and user friendly report writing interface. 10. Please can NHS Medway clarify the timeline. May 15, 2017 to commence contract versus a solution submission date of May 8, 2017 seems to be a very short time - how do NHS Medway CCG see the selection process working against these timescales? NHS Medway CCG fully understand the challenge around the timescales. We would expect a written proposal detailing how you will meet our published requirements. We have an evaluation team and scoring template to ensure we evaluate in line with Digital Marketplace requirements. The written proposal should include aligned case studies and reference contact details. 11. Is there a clear IT roadmap for products that NHS Medway CCG want to work with e.g. defined solutions covering document management, self-service portal, integration? NHS Medway CCG Local Digital Roadmap aligns with the requirements of NHS England's Five Year Forward View. This solution addresses the universal capability of providing digitally enabled transactional services (e care navigation). Our LDR comprises five core elements:-Population Health Intelligence toolsets.Lateral Flow Systems (includes e care navigation)Collaboration ToolsSmart Measurement and AnalyticsPopulation Health ManagementNHS Medway CCG have been working with multiple digital partners over the past 12 months to provide solutions that meet our LDR requirements.NHS Medway CCG are working within the Kent and Medway STP to align fully with emerging STP LDR. 12. Does NHS Medway CCG IT have a clear mandate for Software-as-a-Service or on-premise solutions? NHS Medway CCG prefer a software as a service solution. 13. Is there an agreed business/solution architecture available for NHS Medway CCG? NHS Medway CCG are working to deliver the requirements of NHS England/NHS Digital business and technical architecture requirements.Our business requirements will fully align with the emerging Sustainable Transformation Plan (STP) workstreams ( e.g Local Care workstream) 14. What level of experience do NHS Medway CCG stakeholders have with business process management methodologies and technologies? For example, is the differentiation between workflow automation and benefits offered by more mature business process management suites clear, or is this an opportunity for us to help clarify NHS Medway CCG requirements to ensure best choice of technology prior to investment? The e Care navigation requirements have been developed over the past 9-12 months by whole system stakeholders. There has been a clear focus on learning from NHS England digital technology pioneers and exemplars, including initial Safer Care, Safer Ward technology initiatives.Thus the focus on case studies and references from systems that have already developed new models of care enabled by robust digital technology solutions. 15. Has any work been done to improve the current process? For example, has NHS Medway CCG implemented or have plans to implement process improvement techniques such as Lean Six Sigma? NHS Medway CCG and whole system partners have been working on new models of care, particularly within the Complex Elderly Care pathway(Frailty). One example is the Proactive Assessment Clinic for the Elderly(PACE), recently won a Kent, Surrey and Sussex AHSN Leadership and Innovation Award around Excellence in Our of Hospital Care.Our improvement science team (MaSCOE)utilise multiple QI toolsets to ensure that the new care models are delivered in safe, effective and reliable manner. Our focus is always on people, process and digital technology with clear aims,process/balancing measures to ensure that we fully meet defined outcome in a collaborative manner. 16. Has the process, resources (internal and external) and timescales been agreed with NHS Medway CCG stakeholders at this stage? Yes, the e Care navigation digital solution is a core enabler within our LDR. There are five initial programmes of work to be delivered in during the 2017/18 fiscal. The solution has followed NHS Medway CCGs process and procedures and external/internal resource requirements have been fully signed off as per Digital Marketplace requirements.The five initial focus areas are:-1 Pro-Active Assessment Clinic for Elderly - referral and matching.2 House of Care - creating of new capacity in GP practice.3 Falls Prevention -Frailty Collaborative.4 Integrated Discharge to meet NHS Digital SCCI2075.5 Care Home Resource Centre 17. As part of this process, will we be allowed to meet NHS Medway CCG stakeholders to understand what key decision makers see as a successful outcome for this engagement and how to best approach the project – both technically and commercially? No,the timescales are demanding within this procurement due to the urgency of delivering against the aims/objectives of the Five Year Forward View next steps and the need for a proactive monitoring and measurement of safety learning system across Medway. The procurement is the results of multiple whole system stakeholder session to agree aims, prioritisation and associated process and balancing measures. We carried out detailed research on NHS England vanguards, pioneers and exemplar sites to gain valuable insight on technical, commercial and most importantly delivered value around health and care outcomes, cost releasing savings and citizen and staff satisfaction. 18. Please advise if an official project plan is available with indicative timescales for delivery? A high level implementation plan has been agreed as part of the internal approval process. We envisage detailed workflow sessions to commence with the five prioritised stakeholder groups during May/June 2017, with a phased deployment/user training taking place from July 2017 to November 2017. NHS Medway CCG project management team will work in a collaborative manner to define a detailed delivery plan with agreed milestones, to be complete end May,2017. 19. Is NHS Medway CCG receptive to us supporting business case definition before any significant investment in technology is made? This will protect Medway CCG’s investment via a business case linked to improvements covering a) revenue generation b) cost reduction c) cost avoidance d) risk reduction and d) customer experience/satisfaction. This also helps ensure that you get the best responses from your suppliers. Technical presales work is expensive and suppliers have to prioritise their investment. Customers who can show they have a quantified and compelling business case are liable to secure decisions to move forward with a project. Whilst appreciative of the offer, we have undertaken detailed research on existing NHS England deployments around the area of e referral and matching of asset. The reference sites have delivered successful outcome in the process/balancing measures we have defined within our business case. These outcomes include cost releasing savings around NHS priority areas including A&E attendance, ambulance conveyances, stranded patients(DToC) and meeting NHS Digital mandatory requirements e.g SCCI2075. There has also been an acceptance that this has improved whole system experience for citizens and staff. The above are all key areas within the Five Year Forward View Next Steps.