AGENDA

1
AGENDA

• The Project
• The Competition
• The PQQ
• QA
• Refreshments and meet other bidders

2
The Project
3
Project Core Objectives

• To select a Provider(s) capable of delivering
• first class models of care
• continuous improvements in quality and outcomes
• affordable and innovative solutions that deliver
  VfM

4
Project Scope

• Bristol- CAMHS and CCHS (School Nurses and Health
  Visitors)
• South Gloucestershire - CAMHS and CCHS (School
  Nurses but not Health Visitors)
• Scope - what is included/excluded.
• Potential partnering arrangements.

5
Key deliverables/outcomes (1)

• Good access and equitable services across the
  areas.
• Effective transition between services and multi
  agency working which includes the follow up of
  children requiring long term care.
• Developing services to respond to the needs of
  the population particularly vulnerable children
  and young people. Bristol - wide variations in
  health inequalities and cultural diversity. South
  Gloucestershire - rising population, three
  prisons/secure settings priority to develop
  services for mental health.
• Effective publicity on accessing the services
  including referral criteria, protocols and care
  pathways.
• Ensuring services are implementing the best
  evidence base and effective use of resources by
  assessing demand and capacity models.

6
Key deliverables/outcomes (2)

• Good quality performance data to measure
  outcomes, effectiveness of services and value for
  money.
• Involving users, family members and carers-
  development and evaluation of services.
• Single management structure to provide clear
  communication and performance management
  arrangements for the PCT commissioners so there
  is no duplication.
• Being an exemplar employer with sufficient
  dedicated management capacity to respond to
  service developments and provide innovative
  solutions.
• Improving premises and IT so that is a good
  infrastructure for the development of services.

7
The Commissioning cycle for health
servicesBristol and South Glou PCT arrangements
8
Summary Outcomes from vision workshops- 148
participants

• Key strengths of CCHS
• Dedicated, innovative and staff
• Patient focussed care
• Commitment to training and development
• Good relationship between clinics in CCHS/ CAMHs
• Good multi agency working
• Key strengths of CAMHs
• Skilled staff
• Specialist services especially Primary Mental
  Health Workers and speedy access for emergencies
• Good multi-agency working
• Key Strengths of Infrastructure
• Some accommodation /premises are acceptable
• Some good governance, partnership arrangements
• Planned Child Health IT systems

9
Summary Key Improvements - 739 stars

• Key Improvements CCHS
• Multi-agency working and communication (128
  stars)
• Increase funding (49 stars)
• Increase access to services (27 stars)
• Key Improvements of CAMHS
• Equitable and accessible service (80 stars)
• Range of services offered (49 stars) Gaps
  included services for ethnic minority children,
  young offenders, counselling
• More staff and resources (41 stars)
• Better communication and links with the community
  (especially GPs) and service users (37 stars)
• Prevention/ early intervention work (37 stars)
• Better joint/ multi agency working (10 stars)
• Key Improvements Infrastructure
• Accommodation (105 stars)
• IT services record keeping and use of data (61
  stars)
• Training and professional development standards
  (26 stars)
• Management structures and leadership (9 stars)

10
The Competition
11
Principles

• Full rigour of Public Procurement Regulations
  2006 does not apply but competition will be
  conducted according to fundamental principles
• Fairness, openness and transparency
• No discrimination on grounds of nationality
• All bidders will be treated equitably
• Transparent and auditable process

12
Competitive Dialogue

• A flexible procedure for use in complex projects
  where there is a need for the contracting
  authority to discuss all aspects of the proposed
  contract with candidates.
• It will allow the Sponsors to explore and
  optimise bidder solutions to meet the needs
• Bidders may be eliminated in stages

13
The process
PQQ
PQQ response
Evaluate/ select
ITPD
ITPD response
Final tender
Service Spec/ ITT
Dialogue
Evaluate/ select
Evaluate/ select PB
Contract award
Fine tuning
14
Indicative Timeline

• 16 Nov Interested parties deadline for responses
  to PQQ.
• 23 Nov PCT will have evaluated and shortlisted
  and issued Invitation to Participate Document
  (ITPD). (Interested parties have 3 mths to
  respond)
• 27 and 28 Nov Bidder sessions held for
  interested parties that have been short listed.
• Dec/Jan Bidders visit to services as required.
• 22 Feb 08 Bidder deadline to respond to ITPD.
• 25 Feb -11 April PCT evaluation of bids and
  shortlist.
• April/May PCT develops final specifications/final
  tender and dialogue.
• 26 May PCT issue final specification to bidders.
  (Bidders have 5 weeks to respond)
• 30 June Bidder response deadline to final
  specification.
• By mid Aug PCT evaluates responses and select
  preferred bidder.
• By end Sept PCT Board approval.
• 2 Oct PCT contract awarded to bidder.

15
THE PQQ
16
Purpose

• Bidders must be safe, competent and capable.The
  aim is to test for
• Eligibility
• Capacity and capability
• Economic and Financial Standing
• Track Record

17
Structure

• Organisation
• Resourcing
• Working Together
• Financial
• Clinical
• IMT
• Workforce
• Child Protection

18
Your response

• The pre-qualification is your organisations CV
• Ensure all questions are answered, most will be
  mandatory
• Remember, if in doubt..ask
• A QA template has been provided.
• Structure your response as requested, not how you
  prefer
• Failure to meet the deadline, 16th November 2007,
  for completion could result in your organisation
  being excluded from the procurement process.

19
Key Commercial Terms

• Financial Framework
• Services Agreement
• TUPE
• Property

20
Questions and Answers

• Enough background in MOI and Service Profiles?
• Partnering arrangements and consent?
• Your questions. Representatives. Finance, HR