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					SECTION 11: APPENDICES

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Table of Contents

SECTION 11:

APPENDICES .................................................................................................. 1 APPENDIX A: APPENDIX B: APPENDIX C: APPENDIX D: CODE OF CONDUCT AND ETHICS POLICY ......................... 3 RECORD OF CONVERSATION ............................................. 8 HPV TENDER PROJECT PLAN ............................................. 9 TERMS OF REFERENCE FOR VARIOUS WORKING GROUPS
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HPV SECRETARIAT ROLES & RESPONSIBILITIES ..... 15 TENDER MANAGER’S ROLES & RESPONSIBILTIES .. 19 SUPPLY ADVISORY GROUP ROLES & RESPONSIBILITIES ................................................. 24 PRODUCT REFERENCE GROUP ROLES & RESPONSIBILITIES ................................................. 26 COMMERCIAL STRATEGY UNIT ROLES & RESPONSIBILITIES ................................................. 29

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APPENDIX A:

CODE OF CONDUCT AND ETHICS POLICY
Policy & Procedure Manual Section Operational Title Code of Conduct & Ethics for Advisory and Consultative Groups

SCOPE
This policy applies to all personnel involved with the operation of the Advisory and Consultative Groups and other HPV working parties. It exists to clearly outline the responsibilities of such personnel when dealing with information considered to be commercial in confidence. Advisory and Consultative Groups include and are not limited to:  Commercial Strategy Unit,  Tender Managers,  Product Reference Groups  Supply Advisory Group  Pharmacy Advisory Group  Tender Managers

POLICY
Persons participating in Advisory or Consultative Groups shall  Use their best judgement and be accountable for the achievement of aims relating to the body corporate rather than their own Health Service;  Demonstrate personal integrity and ethical behaviour;  Maintain in confidence, even after ceasing involvement with the group, any information gathered during the course of their involvement with HPV;  Disclose any conflict of interest, potential or real, with respect to their involvement in advisory and consultative groups as soon as they become aware of it; &  Not accept or seek to gain any unfair advantage, gift, gratuity or hospitality for themselves or their relatives. It is a condition of membership to an advisory or consultative group that a formal declaration advising acceptance of this policy shall be completed. (see attached).

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INTERPRETIVE STATEMENT
Introduction
Procurement and contracting are areas where, even with the best of intentions, significant ethical problems can arise unless those involved are aware of the potential pitfalls and take conscious action to avoid them. By providing guidance in these areas this Code is intended to help persons involved with advisory and consultative groups fulfil their roles. Persons unclear about any aspect of this Code are urged to discuss it with the Manager, Corporate Operations, HPV.

Accountability
Persons involved with advisory and consultative groups are accountable for obtaining maximum value for the goods and/or services purchased under the contract(s) that involves their group. Consistent with an environment of professionalism and fair dealing, persons involved with advisory and consultative groups should take reasonable steps to ensure that the information on which decisions or recommendations are based:     is correct and complete; excludes irrelevant information or unsubstantiated opinions; is fully and properly documented; and minimises personal bias.

In particular, where there is any departure from policy, procedures or normal practice, the reasons for the departure must be documented. Persons involved with advisory and consultative groups finding unethical or suspected unethical behaviour or practices, should immediately inform the chairperson of their group and the Manager Corporate Operations HPV.

Confidentiality
Tender details, and any other material provided to the Groups is on a “Commercial in Confidence Basis”, and must be kept secure and not disclosed to any other tenderer or third party, or to any person who has no official interest in the particular supply matter. The requirement for confidentiality does not cease with the awarding of the contract concerned. Confidential information about current and future purchasing plans and initiatives of HPV must not be disclosed.

Conflict Of Interest
Persons involved with advisory and consultative groups must not use information obtained in the course of their duties to gain a direct or indirect advantage for themselves. Persons involved with advisory and consultative groups must disclose in writing using the form prescribed in Attachment A to the Chairperson of their Advisory Group (who will forward this to the Manager Corporate Operations HPV) if they become aware of any interest that they, or any member of their immediate family, hold or are offered, which might possibly be thought to conflict with their duty to their Group. Examples (i) (ii) A family member or relative works for a supply company that is in pursuit of a contract; or The member, or a family member, holds shares in one or more companies dealing with the Group’s contract.

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In most cases, early and open disclosure of such an interest will allow the Chairperson or Manager Corporate Operations to prevent a conflict of interest occurring. If the conflict is not serious, no action beyond disclosure may be required. If the conflict is serious, it may be necessary for the member to be replaced. Persons with any potential or real conflict of interest should abstain from any discussion or influencing decisions related to the conflict of interest. Notwithstanding, it shall not be considered a conflict of interest for a hospital staff member to advise or consider issues where their own parent hospital may benefit. Persons involved with advisory and consultative groups must advise the Chairperson of their Advisory and or Consultative Group (who will forward this to the Manager Corporate Operations HPV), if a private company that has any interest in a Government supply matter or confidential material being handled by their Group offers them employment.

Gifts, Gratuities, Hospitality
These may take the form of monies, credits, discounts, seasonal or special occasion presents, edibles, drinks, appliances or furnishings, clothing, loans of goods or money, tickets to events or theatres, dinners, parties, capital equipment, transportation, vacation or conference travel or hotel expenses and any other form of entertainment. Whilst it is appropriate to maintain working relationships with suppliers, this must be done without subtle and inappropriate obligations being placed on persons involved with advisory and consultative groups or suppliers. Persons involved with advisory and consultative groups must avoid giving any indication that gifts, gratuities or hospitality will be accepted, or that these may influence decisions. Persons involved with advisory and consultative groups may accept only token gifts and modest hospitality in line with the Victorian Government Official Hospitality: Principles for the Guidance of Public Sector Employees. Acceptable hospitality or gifts should not exceed that which Health Purchasing Victoria would provide in return to that company or those individuals. Persons involved with advisory and consultative groups should immediately inform the Chairperson of their Advisory Group or the Manager Corporate Operations HPV of any offers received of more substantial gifts, both on an individual or committee basis. It is unethical for persons involved with advisory and consultative groups to accept such offers from suppliers on behalf of spouses, relatives or friends.

PROCEDURE
1. All personnel nominated to advisory and consultative groups shall be given a copy of this policy and required to complete attachment A. 2. Completed copies shall be forwarded to the Manager, Corporate Operations, HPV 3. Completed copies shall be subject to the Privacy Policy.

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RESOURCES/FURTHER READING
VGBP Probity Policy Victorian Government “Official Hospitality: Principles for the Guidance of Public Sector Employees”
Original Date Validated Source Editor Validated Updated Revise Reviewed March 2002 Audit Committee Meeting May 2002 Adapted from the NSW PPC Statement “Guidelines for the Management of Health Specific Contracts” John Adamm Ferrier, Manager, Corporate Operations Audit Committee Meeting May 2002 October 2002, March 2003 November 2002, HPV Members Prior to November 2003

HPV Confidentiality Agreement Declaration of Interest
I,
Please insert your full name

of
Please insert your position title and name of organization

 for the
meeting of
Tick as appropriate Please insert the name/subject of the meeting Please insert the time, date and place of meeting

Either Or 1. 2.

 for Advisory
or Consultative Group
Tick as appropriate Please insert the name of the Advisory or Consultative Group Please insert the name of the related tender (if applicable)

declare that I agree to 1.1. treat all matters discussed in connection with this meeting or advisory/consultative group in absolute confidence and will not divulge to any other party without specific written permission of HPV, 1.2. use my best judgement and be accountable for the achievement of aims relating to activity or meeting described above 1.3. demonstrate personal integrity and ethical behaviour; 1.4. maintain in confidence, even after ceasing involvement with the group, any information gathered during the course of my involvement with HPV; 1.5. neither accept nor seek to gain any unfair advantage, gift, gratuity or hospitality for myself, or my relative(s). to the best of my knowledge have no conflict of interest in relation to the subject being discussed other than

Source of income, Do you have a source of income or reward (other than your appointment stated above) from any commercial party that could benefit from the subject under discussion? Office holder Are you an office holder in any company, trustee company or other body in which you hold office and whether it is a public or private company in relation to the subject under discussion? Shareholdings and other business interests Do you have shareholdings, investments or other business interests in relation to the subject under discussion? Trusts: Do you have shareholdings, investments or other business interests in relation to the subject under discussion? Agreements Do you have any contract, agreement or understanding entered into by you or a member of your immediate family that gives rise to an obligation or an expectation of reward, such as an agreement about future employment in relation to the subject under discussion? Other interests: Any other substantial financial or other interest held or accruing to you or a member of your immediate family during the return period of which you are aware which could reasonably raise an expectation of a conflict of interest with your participation in this meeting? If Yes, please give details

 no  yes  N/A  no  yes  N/A  no  yes  N/A  no  yes  N/A  no  yes  N/A  no  yes  N/A

This information is true and correct to the best of my knowledge. I declare that as far as I am aware none of these private interests conflict with participation in this meeting or group. I undertake to advise the meeting if a conflict or potential conflict arises and to stand down in any decision making process in which I may be compromised. Signature of Person making Declaration Date of Signature Signature and Name of Witness

Date of Signature

Why is a declaration made? The completion of this declaration is a safeguard for you and the Government. The purpose is to avoid any conflict of interest between your private interests and your public duties. The Code of Conduct for the Victorian public sector provides guidance on how to avoid a conflict of interest. This includes:  standing down in any decision making process in which you may be compromised  not using your position to obtain a private benefit for someone else  not allowing your decisions to be improperly influenced by family or other personal relationships  not seeking or accepting gifts or favors for services performed in connection with your work  not selling or buying shares in a client company at a time when you possess information that could, if publicly disclosed, affect the value of such shares  not engaging in outside employment or in the conduct of a business, trade or profession without written authority of your chief executive officer Who sees the declaration? Only those persons duly authorised by the Chief Executive having a bona fide reason may have access to the document. The declaration will be kept on a confidential file at HPV. How to complete the form Answer all questions, noting those which are not applicable to you. You may attach additional pages if there is insufficient space on this form for all the information required. Each additional page must be dated and signed by you.

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APPENDIX B:

RECORD OF CONVERSATION

Date: Name: Supplier Name: Nature of Conversation Clause # Trouble Downloading file Clarification of Clause Missing Sections Late Submissions Other Comments

___/_____/____ ………………………………………………………………. ……………………………………………………………….

……………………………………………………………….

Name of Contact: Contact Phone #:

………………………………………………………………. ……………………………………………………………….

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APPENDIX C:

HPV TENDER PROJECT PLAN

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APPENDIX D:

TERMS OF REFERENCE FOR VARIOUS WORKING GROUPS

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HPV Secretariat Roles & Responsibilities Tender Manager’s Roles & Responsibilities Supply Advisory Group Roles & Responsibilities Product Reference Group Roles & Responsibilities Commercial Strategy Unit Roles & Responsibilities

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HPV SECRETARIAT ROLES & RESPONSIBILITIES

Secretariat
The role of the Secretariat is to provide the direction and governance for the project. It will be responsible for signing off on the major milestones of the project. The key elements of the Secretariat’s terms of reference are to: 1. 2. 3. 4. 5. 6. Define project goals, scope, costs and schedules; Obtain Board endorsement of same; Appoint procurement teams as required; Ensure that qualified personnel are assigned to the project; Monitor the status and progress of all aspects of the project; Define modification to (and seek Board endorsement of changes to) the scope of underperforming project components; and 7. To prepare a report and recommendations for approval for the award of contracts in accordance with: Specific roles and responsibilities of the Secretariat are detailed below. The stakeholders involved in this process are: [insert as appropriate] Dennis O’Keefe Craig Hall Sue McCallum Adamm Ferrier Lyn Cormack HPV HPV HPV HPV HPV

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Project Sponsor and Procurement Team
The Project Sponsor is: Dennis O’Keefe

The Secretariat Procurement Team for all projects will consist of one or more of the following individuals: Craig Hall Sue McCallum Lyn Cormack

Roles and Responsibilities of the Secretariat PROJECT SPONSOR
 Prepare and submit the Business Case and Risk Management Plan for the procurement activity to the Board for endorsement;  Seek nominations for, or selecting and appointing, all procurement teams including a chairperson, tender manager and contract manager;  Provide terms of reference for the procurement team;  Appoint a probity auditor where appropriate. This should be done at the time of the appointment of the procurement team;  Appoint independent experts where appropriate;  Advise the procurement team of any sensitive matters to consider;  Provide a project brief and specification of requirements to the procurement team;  Ensure sufficient resources are available to the team to:  Complete their task on time, and  To minimise consumption of tenderers’ time and resources when tendering;  Pay all costs incurred for the tender process including:  Legal and consultancy fees,  Courier services,  Advertising,  Printing and copying, etc.;  If required, issue of Direction under, Section 132;  Receive and table of exemptions where appropriate; and  Some of the above roles can be delegated to other team members with the teams’ consent.

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ALL SECRETARIAT TEAM MEMBERS
 Ensure that the responsibilities of the Project Sponsor and Chair in establishing the team have been fulfilled;  Take instructions so as to represent properly the organisation which nominated them and the stakeholders on whose behalf they act;  Endorse procurement plans used for large and complex acquisitions;  Establish a probity plan for the tender process;  Prepare a tender process plan identifying key tasks and deadlines for the team;  Establish a checklist, spreadsheets and other tools to evaluate responses including the evaluation criteria and method of evaluation;  Endorse all Request for Information (RFI), Expression of Interest (EOI) and Request for Tender (RTF) documents before inviting offers, including endorsing all evaluation methodologies prior to receipt of submissions;  Establish process to ensure proper receipt and recording of offers, and dealing with late tenders;  Ensure that the process and procedures will withstand public scrutiny and all decisions and activities resulting from the evaluation and selection are auditable and defensible;  Maintain confidentiality and high ethical standards at all times;  Observe all policies and procedures applying to tendering and contracting;  Prepare a mailing list to ensure that current suppliers and other known players in the market are aware of the tender;  Advise of any potential conflict of interest during the evaluation process as soon it arises;  Where a probity auditor is appointed, ensure that the auditor:  Details the probity plan;  Sets out his or her expectations in detail; and  Sets out what he or she regards as potential problems.  Participate in interviews and contract negotiations with short listed tenderers;  Identify important problems or issues arising throughout the procurement cycle and document how and by whom they are to be dealt with;  Arrange for referee checks of tenderers where appropriate;  Record project terms of reference, and accountabilities and responsibilities of all project teams;  Follow instructions on the tender process only from the Project Sponsor or designated contract manager. Normally instructions should be in writing; and  Maintain file notes for any significant communications with people outside the team.

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CONTRACT MANAGER
The Contract Manager as a team member is responsible for the additional duties detailed below:  Ensure contract administration procedures or manuals are prepared for users; and  Undertake the post award tasks such as arranging the execution of a contract, issuing contract management guidelines, obtaining certificates of insurance and financial securities.

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TENDER MANAGER’S ROLES & RESPONSIBILTIES

Tender Manager
The role of the Tender Manager is to facilitate a tender or range of tenders on behalf of HPV. This means the Tender Manager is to ensure that a commercially sound tender is constructed and administered. A Tender Manager is the organisation tasked to undertake the tendering and contracting processes for a given range of products or services on behalf of Health Purchasing Victoria. A lead agency may be:  The Supply/Materials Managements Department of a hospital or health service that has particular interest or expertise in the commodity group under consideration;  Other hospital or health service departments with expertise in performing the tender process for specific commodities not generally handled by the supply/materials management function;  Engineering  Biomedical Engineering; and  A third party contracting agency engaged to undertake a specific tender arrangement eg VGPB, DPWS. The aim of the Tender Manager is to conduct an effective tendering and contracting process designed to achieve best value purchasing for Victorian pubic hospitals and health-related services, and maintain Victorian government standards for openness, probity and transparency.

Roles and Responsibilities GENERAL
 Participate in the activities of the Product Reference Group, providing materials management guidance and market expertise;  Participate in the activities of the Commercial Strategy Unit (CSU) to develop a Tender Strategy which outlines and identifies the process for managing the proposed tender;  Participate in the evaluation of tender bids and the development of recommendations to HPV for awarding of contract(s);  Support HPV in its objectives on behalf of Victorian hospitals and healthcare agencies, rather than promoting their own position, organisation or professional association;  Provide feedback on the progress and decisions of the lead agency to HPV and stakeholders; and  Provide feedback on the contract in terms of service, supplier performance, terms and conditions.  Ensure records are kept of all meetings, significant decisions and events;  Ensure the security of all tender documents;
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 Maintain a file for all documents arising out of the procurement team’s activities;  Sign all documents issued on behalf of the team;  Act as the single channel of communication between the team and other parties;  Ensure all procurement team members have signed conflict of interest statements and confidentiality agreements where appropriate;  Advise successful tenderer(s) of their success in winning the tender;  Advise unsuccessful tenderers of their lack of success, and debriefing on the reasons when requested;  Ensure appropriate data and market research is collected and analysed, including providing a base product file, list of possible suppliers, and capturing usage data;  Provide feedback on the contract in terms of contract reporting; and  Some of the above roles can be delegated to other team members with the teams’ consent.

PREPARATION AND PROMULGATION OF EOI/TENDER DOCUMENTATION
 Customise standard EOI/RFT documentation to suit the specific products or service under consideration;  Organise tender briefing where necessary;  Advertise EOI/RFT;  Issue EOI/RFT;  Open tenders and provide a summary of responses to the CSU; and  Provide access to Tenderers’ response.

FOLLOWING TENDER DETERMINATION:
 Conduct non-financial post tender negotiations as agreed by HPV;  Development of HPV Board Submission for CSU endorsement prior to sending to HPV Board;  Advise tenderers of results; and  Conduct tender debrief.

PROCESS REVIEW
 Participate in a review of the PRG, CSU and contracting processes following the awarding and implementation of the contract.

CONTRACT REVIEW
 Participate in a review of the contract at 6 months following commencement of the contract.

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Considerations for Tender Managers RANGE OF CONTRACT ITEMS
HPV and the Product Reference Group will assist to establish the common-use range of items to be included within a contract. The Tender Manager will need to work with the PRG to ensure a detailed listing, representative of all stakeholders, is provided with the RFT.

QUANTITY RANGES AND PACKAGE SIZES
The Tender Manager may need to establish package sizes and quantity ranges which complement the range of contract items and which are applicable to the needs of the end-users, and in consultation with the PRG assigned to this tender.

GEOGRAPHIC COVER
The Tender Manager may need to consider the location of end-users when establishing and renewing contracts, and so ensure that adequate supply arrangements are in place for all contract users.

FREE INTO STORE (F.I.S.)
It is the intent that for all tendered rates to be one Statewide price which includes the cost of delivery F.I.S. throughout Victoria.

SPECIFICATION REQUIREMENTS
If specifications are required for contract items, they should be reviewed prior to their use for contract establishment/renewal action so as to ensure the requirements are up-to-date and that all manufacturing standards nominated are current. Specification should have been signed off by the Product Reference Group prior to submission for tender. Wherever possible, specifications should be prepared in a standard format. Special requirements The Tender Manager and / or the PRG may need to evaluate the performance of suppliers or inspect or test the goods offered during the evaluation process and, in some instances, during the period of the contract. If any such special requirements apply, they should be identified early in the planning process, so that appropriate requirements can be included in the procurement strategy for the commodity group. Appropriate timeframes should be allocated to the evaluation process wherever possible. It should also be noted that any special requirements must be included in the tender documents. HPV will arrange for the submission of products to laboratories, etc. when appropriate.

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PRICE BASIS CONDITIONS
The Tender Manager may need to consider the basis upon which tendered prices are to be invited, eg. firm, variable by formula, list price, individual health services v’s bulk pricing to health services etc., to ensure tenderers offer their best possible price and that end-users have, where possible, appropriate protection over the size and timing of price changes.

EOI / RFT AND EVALUATION METHODOLOGY
In the evaluation of a tender, selection criteria are established which enable tenders to be evaluated on a quantifiable and defensible basis, within a framework of best value for money. The factors, which comprise value for money for any particular procurement, must be based upon identification of user requirements and the expression of those requirements as evaluation criteria, together with Health’s knowledge of the market. The HPV Secretariat will assess whether the Tender Managers value for money recommendation does, in fact, satisfy the Government’s requirements in the most effective manner. Tenderers may be requested to confirm compliance with a technical template covering the commodity group. Where this compliance is indicated, further evaluation will be undertaken to confirm the tender company’s capability. The criteria for the selection of tenders to be used should be developed by the Tender Manager through working meetings with the CSU. Criteria considerations include:     Compliance with the contractual and technical conditions of the Request For Tender; Compliance with relevant Government policies; Compliance with relevant Australian & international Standards; and Evaluation of tenderer capability.

The evaluation methodology, selection criteria and any weightings should always be clearly stated in tender documents. The CSU must agree on the selection criteria before the Request For Tender is released. The tenderer selection criteria will be weighted in the evaluation process, where appropriate. The CSU will define and agree weightings before the tender responses are released for evaluation. The Secretariat will endorse the RFT and the evaluation methodology, after probity review, prior to release to market. The Tender may also impose further requirements for contractors to perform to a particular level within selected sub-groups of criteria. These rules must be set prior to the receipt of tenders. The CSU must also agree to the decision rules for scoring of each criterion, although this may well take the form of endorsement of a proposal prepared by an evaluation team. Tenderers which do not meet the mandatory requirements, or which do not comply with evaluation rules set by the Tender Manager, are not to be accepted. It should be noted that in all instances, the evaluation methodology must be agreed and endorsed prior to close of tenders. It is highly preferable for the evaluation methodology to be prepared and endorsed in conjunction with the EOI / RFT document.

PROCUREMENT STRATEGY
Open competition between suppliers generally promotes value for money for the purchaser. Registrations of interest (Expressions of Interest) and public tenders are commonly used for this reason.

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Through agreement of the CSU, the Tender Manager shall determine the tendering method which is the most cost effective for a commodity group. Options to be considered include:  Expressions of interest, designed to enable short listing of respondents to be invited to participate in a tender process;  Public tender;  Selective tender;  Reverse auction;  Direct quotation; and  Negotiation. The selected method must satisfy the requirements of public accountability and stand up to public scrutiny and conform to the relevant Regulation. Where a public tender call or open competition is not proposed, the approval of HPV Board shall be sought before procurement action can proceed and, where appropriate, the concurrence of the Minister sought. Agree on a timetable for managing the contract renewal/establishment cycle.

CONTRACT REVIEW
The Tender Manager shall conduct in conjunction with the PRG and HPV regular reviews throughout the term of the contract.

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SUPPLY ADVISORY GROUP ROLES & RESPONSIBILITIES

Supply Advisory Group
The Supply Advisory Group has been formed to provide representation, input and advice to Health Purchasing Victoria from Victorian public hospital Supply/Materials Managers on a range of strategic, policy and contracting directions.

Roles and Responsibilities
 Assist the Secretariat nominate participants for Commercial Strategy Unit activities aimed at identifying the most commercially effective approach to tender arrangements (note that SAG members may participate in CSU teams);  Provide input into the development and review the of HPV Tender Program and Lead Agency arrangements;  Assist in the development and review of policy directions for Hospital Supply/Materials Management which reflect State Government direction with regard to openness, transparency and probity;  Identify and report on issues which may affect the performance of HPV contracts;  Identify and raise for discussion, issues pertinent to their region e.g. patient issues, local employment issues, SME issues;  Provide feedback on the progress and decisions of HPV to stakeholders; and


Seek input and feedback from stakeholders on progress and decisions of HPV.

Membership
The Supply Advisory Group (SAG) shall consist of:  Two Supply/Materials Managers representing each of the following:  Supply Purchasing Alliance (SPA) representing metropolitan hospitals and health services  Country Supply Network Forum (CSNF) representing rural and regional hospitals from the western half of the state. (NB this forum geographically represents 3 DHS regions: Grampians, Loddon Mallee, Barwon South Western) Current nominations (Hilton Bourke & Ivan Clark are both from Grampians Region). Is this appropriate/sufficient? Craig – you want the broadest representation you can get at this level  Gippsland Purchasing Alliance (GPA) representing rural and regional hospitals from the Gippsland region.  Hume Alliance (to be formed) representing rural and regional hospitals from the Hume (northern) region.  Representation from Health Purchasing Victoria:

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   

Chief Executive (Chairperson) Manager, Strategic Procurement Manager, Clinical Office Manager (minute taker)

CHAIRPERSON
The Chief Executive of Health Purchasing Victoria shall be the chairperson of the group and shall preside at any meeting of the group.

NOMINATIONS
Two members shall be nominated by each regional alliance, with representation drawn from one larger and one smaller institution within each region.

LENGTH OF TERM
Membership of the Supply Advisory Group shall be for a period of 2 years.

REAPPOINTMENT OF MEMBERS
A member shall be eligible to be re-appointed.

Meetings FREQUENCY
The supply advisory committee shall meet on a quarterly basis or more frequently if required.

COMMUNICATION
Where possible, email will be utilised to circulate information and advise members of forthcoming meetings of both SAG and the CSU’s.

VENUE
Meetings shall be held at the HPV secretariat, rear Caulfield General Medical Centre.

MEETING SUPPORT
HPV shall provide secretarial support for meetings.

VOTING
Voting shall be by a simple majority.

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PRODUCT REFERENCE GROUP ROLES & RESPONSIBILITIES

Product Reference Group

A Product Reference Group (PRG) is a working party set up to review and make recommendations to Health Purchasing Victoria (HPV) on the selection of appropriate clinical and non-clinical products and services on behalf of Victorian public hospitals and other health-related services. The Group’s aim is to investigate, evaluate and recommend products and services to HPV (via the relevant Tender Manager) that represent best value for money in terms of product effectiveness, product availability, supplier support and education.

Roles and Responsibilities GENERAL
 Participate in the review, investigation and decision-making processes;  Support HPV in its objectives on behalf of Victorian hospitals and healthcare agencies rather than promoting their own position, organisation or professional association;  Identify and raise for discussion, issues pertinent to their area of expertise or employment eg client issues, rural issues;  Provide feedback on the progress and decisions on the PRG to stakeholders;  Locally seek input and feedback from stakeholders on progress and decisions of the PRG;  Provide pertinent information on previous trials and supplier experiences relevant to the range of products or services under investigation;  Contribute to, be accountable for, support and promote the recommendations of the PRG, and assist in implementation of these decisions where possible.

PRE TENDER
 Recommend which products/services within the proposed range should be considered for tender;  Identify applicable standards and develop technical product specifications for those products or services under consideration, identifying specific client/user issues;  Identify and consider general, local and regional issues related to these products including: o o o o o o Possible clinical exemptions; Current market conditions and influences; The potential effects of limiting the number of suppliers that have access to a particular market sector; Supplier performance issues; New products and emerging technologies; The effects on the small to medium enterprises (SME); and

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o Regional and rural employment issues.  Conduct a cost value analysis identifying any hidden costs or savings and considering potential changes to labour requirements or clinical practice; and  Identify and recommend requirements for implementation assistance, educational and ongoing support that should be included in the tender specification.

POST TENDER
 Participate in the user/clinical evaluation of the tender bids.

PROCESS REVIEW
 Participate in a review of the PRG process following completion of the Pre-tender Process.

ONGOING
 Meet on an annual basis to discuss changes in the market and discuss any evaluations performed or to be undertaken relating to the range of products under contract.  6-months prior to re-tender, commence meeting to prepare for new tender

CONTRACT REVIEW
 Participate in a review of the contract 6 months after contract commencement date.

Membership SET-UP
Using the Tender Program as a guide, nominations for Product Reference Group participation will be sought in blocks on a quarterly basis via the Hospital Key Contacts list.

DURATION OF PRG
The expected meeting requirements are:   Pre Tender: 3 meetings of 3-4 hour duration on a monthly basis. Post Tender: One full day meeting

Additional meetings may be scheduled if required, according to the complexity of products or services under consideration and the actual progress of the PRG in achieving its aims.

GROUP MIX
A Product Reference Group shall consist of a balanced and representative range of appropriately skilled personnel selected according to the type of products or services under consideration, and the scope of the contracting arrangement. HPV will develop a specification for the type and range of personnel required to participate.

SELECTION OF A PRG
Nominations will be sought from hospitals and health services for interested personnel via hospital CEOs or their designated Key Contact person. A brief CV will be requested incorporating details of experience in the field under consideration and reasons for interest.

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The PRG Selection Sub-Committee will review the nominations and determine the most suitable and balanced representative group. Any applicants that are not chosen to participate directly in the PRG activities may be retained as a point of communication and feedback for PRG updates. In general, a Product Reference Group will be formed on the following basis: 1. Skill Base – the group should include a solid skill base specifically relevant to the goods or services under consideration. Areas to consider are:    2. Background and experience in working with the products or the area of service under consideration Achievement of relevant formal qualifications or participation in short courses Membership and involvement in relevant professional interest groups

Skill Mix – the group should include a mix of skills as identified in the “Request for Nominations”. This may include:    A relevant Skill Base as described above Materials Management/tendering expertise Risk Management expertise as relevant to the goods or services under consideration, eg o o o o o o Engineering Clinical/Biomedical Engineering Infection Control Occupational Health & Safety / Back Injury Prevention Hospital in the Home Purchasing and Supply

3.

Geographic Coverage - Relevant to the scope of the tender eg.   For a statewide tender - should have appropriate representation from each DHS region, with a mix of large and small healthcare organisations For a regional tender – should include appropriate representation from relevant hospitals within the specific region.

4.

Cooption of Additional Expertise - as relevant to the tender and as agreed by the PRG  Additional specific expertise may be sought to support the work of the PRG or to fill any deficiencies that may be recognised as the process proceeds.

Organisational Support
As participation in a Product Reference Group will require time away from the working environment during business hours, commitment to the process from the individual and their employer organisation will be necessary in considering a nomination. As such, each expression of interest must be endorsed by the nominee’s organisation, supporting their participation and attendance at meetings. HPV will endeavour to keep the number of formal meetings to the minimum required to run an effective process. Email communication will be used to facilitate communication and work flow between meetings and throughout the process.

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COMMERCIAL STRATEGY UNIT ROLES & RESPONSIBILITIES

Commercial Strategy Unit (CSU)
The Commercial Strategy Unit (CSU) is a collective of healthcare personnel with materials management and relevant product or service expertise convened to determine the most effective commercial approach to a tender arrangement. It must also ensure that this approach is maintained in evaluating and making recommendations to HPV for the awarding of a contract. The aim of the CSU is to determine and manage the most commercially effective approach to a tender in order to achieve the most cost-effective outcome for the purchase of clinical and nonclinical products and services on behalf of Victorian public hospitals and other health-related services, while maintaining Victorian government standards for openness, probity and transparency.

Roles and Responsibilities
 Consider information and recommendations from HPV and the Product Reference Group regarding products, product specifications, hospital usage and expenditure and market information;  Develop a Tender Strategy which outlines and identifies the most commercially effective process for managing the proposed tender including:       Identify of objectives of contract; Develop the tender timetable; Determine the method of EOI or RFT promulgation; Determine the evaluation criteria; Determine weightings and the evaluation methodology; Prepare EOI / RFT documentation.

 Determine and manage the tender evaluation team, including overseeing the conduct of the evaluation;  Assist in the trial/evaluation of products that have been short-listed in the tender evaluation process but which lack suitable performance history in Victorian hospitals;  Review the tender evaluation against the agreed tender strategy to ensure that process has been followed and interpretation of tender responses is sound and complete;  Make recommendation to HPV (Board) regarding the outcome of the tender and awarding of a contract or contracts, ensuring that issues relating to local, rural and SME have been identified and considered; and  Participate in the review of the CSU process following completion of the Tender Process.

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Membership
The Commercial Strategy Unit will consist of:  The Tender Manager that will be conducting the tender process;  Representative(s) from the relevant Product Reference Group (PRG);  Representative(s) from the Supply Advisory Group (SAG); and  Representative(s) from Health Purchasing Victoria (HPV) (Chair - Manager, Strategic Procurement). Nominations will be sought from the PRG and SAG to participate in the CSU. Within the CSU, the Tender Manager will play a key role with regard to facilitating the preparation of the tender, including determining evaluation criteria and appropriate weightings. As such, further guidance on Tender Manager Roles and Responsibilities has been provided in the next section (Section E). CSU members should read Section E in conjunction with this Section in order to fully understand the breadth of CSU responsibilities and the role of the Tender Manager within the CSU.

Formation
The Commercial Strategy Unit will be commissioned by HPV following the first meeting of the PRG in order to allow for nomination(s) to by made by the group.

Process
The CSU will need to meet as often as is required to deliver against its responsibilities. This is particularly important with regard to supporting and working with the Tender Manager in the development of evaluation criteria, weightings, and the evaluation methodology. Where possible, communication will be via electronic means. The anticipated process is:  A package of information incorporating HPV data collection and PRG recommendations will be delivered to each CSU member for review;  A single meeting will be held to formulate the tender strategy based on this information;  Working meetings Chaired by the Tender Manager will be held to develop critical tender information such as evaluation criteria, criteria weightings and the evaluation methodology. Once agreed by the CSU, all EOI / RFT documents will go to the Secretariat for endorsement;  Working meetings of the evaluation team will be held as required to assess, consolidate and agree an evaluation outcome;  The Lead Agency will provide a summary of tender submissions to the CSU for review; and  The CSU will reconvene to review the tender evaluation and formulate a recommendation to HPV for awarding of contract(s).

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