Notice That Contract Will Be Coming to an End by jvq13593

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									Appendix 3: Functions and activities, WCC Competencies
Function 1 - Assessment and Planning

Health Needs Assessment

Other roles
    This is fundamentally a PCT / Borough based role, drawing upon the knowledge of
       the Agency to inform priority setting and advice and expertise from the clinical
       platform to be established at the LCBSA.
    The PCT role is to provide JSNA, Health Strategy, key health priorities.

Reviewing Service Provision

      The Agency will lead a process of Service Review, working closely with Borough
       PCTs to determine priorities from within the acute services portfolio. Based on a
       combination of Borough expressed priorities and its own sector-wide view on
       priorities, the Agency will propose a Programme of work, to be delivered
       throughout the year but recognising the workload peaks in the contracting cycle
       of the 4th Quarter, and agree this through the JCPCT
      This programme of reviewing services within the scope of the acute services
       portfolio, looking at performance in at least the following areas: quality, access
       and value for money
      NCLCA will access benchmarking data [e.g. via the LCBSA]
      NCLCA will develop a process of accreditation, recommending to the JCPCT that
       certain providers are most capable of delivering certain aspects of acute services
       provision (e.g. in collaboration with the Cancer Network the NCLCA could accredit
       a provider for head and neck cancer site specific interventions and seek to
       decommission another provider)
      The process will lead to recommendations being made on new commissioning /
       decommissioning and/or the development of an improvement plan
      The link to the PCT is essential here as the pathways for acute care cross in to
       primary and community services. Where a service specific review is taking place
       the Borough PCTs would be included in the review if it was instigated by the
       NCLCA. If a PCT identified problems with a service it can request a review from
       the NCLCA.

   Other roles
    The LCBSA will provide raw data on measurable performance indicators and
      benchmarking data.

Designing Services

      The Agency will lead the development of acute services strategy across the
       sector, working closely with Borough PCTs [who determine health needs and
       priorities for investment in healthcare] and Providers who offer current and
       potential services that meet the requirements of PCTs.

      This work will take forward local initiatives and be grounded in the strategy Care
       for London and the principles established nationally in Lord Darzi’s Next Stage
       Review. The Agency will approach this through the model of clinical leadership.
       Specifically, the Agency will be the vehicle of choice for progressing strategic
       initiatives across North Central London in regard to:
            o [Acute] Paediatrics
            o Maternity
            o Planned Care
          o   Acute services
          o   Long-term Conditions [part]

      This work will require a transition phase as the new organisation is developed and
       becomes fully resourced. It will result, over time, in the Agency participating in,
       facilitating and [within 18 months] leading all major reconfiguration discussions
       resulting from the development of acute strategy in the sector.

      The work will be documented, shared and provide PCTs with the basis of local
       consultations, where appropriate e.g. specific documents such as: an acute and
       an ambulance strategy setting out the key design features of the services within
       its scope.

      As a basis for commissioning the NCLCA must produce service specifications.
       Whilst the new acute contract does not mandate a service specification structure
       there is a structure in the community contract. (DH are currently considering
       recommending the use of the community specification template for acute care)

      To lead the further development of care pathways within the sector, specifically
       the pathways specified as priorities in the sector Commissioning Intentions for
       2009/10 i.e.
               Stroke, where there are four linked Initiatives:
                      o Stroke Care Pathway
                      o Sector Capability and Capacity
                      o Early Supported Discharge for Stroke
                      o Support the delivery of the Healthcare for London Stroke
                           strategy
               Trauma – changes in trauma services across London including at the
                  Royal Free Hospital in Camden.
               Critical Care – moving to an Accredited Provider list, working with the
                  Critical Care Network to develop a “minimum standards specification”
                  for all critical care facilities being commissioned in London in 2009/10.
               Renal
               Cancer
               Maternity
      The process of design must ensure that there is prevention, evidence, quality,
       innovation and value for money at its core
      The design of service MUST link to workforce development and planning The new
       designs should be fully costed
      NCLCA will produce detailed process maps to be reflected in specifications
      Newly designed services will probably require a process of consultation, the
       NCLCA should ensure that consultation processes are agreed with Borough PCTs
       as required.

Other roles
    Borough PCTs and NCLCA must work together to ensure the transfer points in a
       care process are seamless and well managed
    The Hub will provide evidence of good practice and a tie in for the NCLCA with
       other acute strategies across London and for the Ambulance strategy
    The Hub has already appointed a Medical Director and has a role across London
       for improving patient pathways. At this stage the Hub sees its role as
       establishing the minimum standards that each pathway should achieve, these
       standards will then be used as a basis for the detailed pathway re-design work to
       be led by the NCLCA. The Hub will also seek to agree the metrics to be used in
       measuring the rate of improvement.
Shaping the structure of supply

      In the long-term this will be achieved through the Agency’s role in shaping the
       market for acute services through a sector wide acute services strategy [section
       above refers]
      The agency will also shape the pattern of supply through:
           o Accreditation of providers [nb choice agenda]
           o Its development of more sophisticated specifications of service e.g.
               translating the pathways approach to specifying cancer services to other
               care pathway areas
           o Stimulating the market to deliver new or niche services e.g. in response to
               pathway-based contracts.

      More immediately, the Agency approach may be based on a number of source
       documents that should include capacity required, reviews of service provision
       (see above) and the designing services strategy
      the NCLCA must produce an analysis of the current market and a contestability
       strategy. Such a strategy will determine a framework for change then use that to
       analyse service categories and recommend action by each service category
       within the NCLCA scope
      The NCLCA will need to maintain the element of choice as a key concept
      Production if the acute hospital and ambulance section of the directory of service
       to form part of the PCT Prospectus will be required
      Changes to the structure of supply will probably require a consultation process to
       be conducted – for acute and ambulance care the NCLCA would lead the process.

Other roles
    Borough PCTs will also play an important role in shaping of supply e.g. through
       development of non-hospital based alternatives to acute hospital admission
       [“assertive outreach” teams, new forms of out of hospital triage, better primary
       care services, intermediate or step-down services].
    PCTs, working with PBC groups will need to be fully involved through the PCT
       structure as the shaping exercise is likely to look towards increased levels of
       provision in primary and community settings.

      The Hub will play a role in relation to Healthcare For London and SCG

The NCLCA may well identify areas for potential PBC developments, it will be for PCTs
and PBCs to agree how to take this forward.

Capacity and Demand management

      The Agency will commission from the LCBSA activity models that forecast an out-
       turn position for recorded activity to ensure the achievement of key access
       targets: can be used to determine if there is sufficient capacity available to
       achieve access targets in–year and produce a forecast financial position. The
       model will be sensitive to fluctuations in demand and potential supply (e.g.
       January reductions in elective capacity due to increased rates of admissions with
       chest problems and fractures)
      Models developed by the Hub will enable the Agency to produce a contract plan
       can be agreed and costed – the models will be used to discuss budget
       requirements for acute care.
      The NCLCA role in this modelling work will be to give a local reality check to what
       the results of the modelling is, especially to take in to consideration local PBC and
       other demand management services already in place
Other roles
    The LCBSA will develop a live and on-going modelling tool that links together the
       assessment of needs, projecting demand for acute clinical services, comparing
       and matching this with system capacity. This will represent a development of
       local and ad hoc modelling / capacity planning approaches.
    The development and use of a live modelling tool for capacity and demand
       management will enable an annually produced “run” of the model to determine
       the activity levels required in future years to achieve access targets, reflect re-
       design activities and health need.
    The Hub will provide the core recorded data files for each element of activity and
       demand

Key to this set of outputs is the ability to model demand and capacity and the way
changes in demand flow through the care process. The LCBSA planning / modelling tool
which will allow the Agency to effectively manage the market e.g. shift demand to other
providers if and when required.

Managing demand and setting activity levels

PbC / PCt interface:
    The NCLCA will need to reflect what the planned, actual and forecast performance
       is in demand management settings as the balance between the primary,
       community and secondary care levels is vital to get understand
    The NCLCA will therefore challenge PCT and PbC demand management plans in
       order to assure itself of the robustness of such plans ahead of sector wide
       discussions with providers.
    By taking an overview across the Sector, the Agency may develop expert
       knowledge of what works and what doesn’t, with local knowledge of best practice.
       It therefore provides an excellent vehicle not just for testing robustness of plans
       / risk assessing them but also for providing advice and encouragement across the
       sector to PCTs and PbC to achieve spread of best practice and more rapid
       advancement of PbC initiatives.
    The NCLCA may identify to PCTs a range of opportunities where services could be
       developed in either primary or community settings. Whist this is more likely to
       be as part of a planned process of review and re-design it may be in year as a
       response to a policy shift (as happened in dentistry following the “new” dental
       contract) or escalating secondary care costs
    NCLCA will share good practice as it is identified and identify problems in any
       schemes as they become aware of them

Provider interface:
    In managing the sector’s portfolio of contracts with acute providers, the Agency
       will add value by actively engaging with providers to challenge providers on
       aspects of performance around “internally driven demand” e.g.
           o Tertiary referrals [to specialist providers]
           o Consultant to consultant referrals within the contract / same acute
               provider
           o Follow up outpatient attendances e.g. benchmarking and programmes of
               inspection to validate the authenticity of invoices.
           o “S22s” – planned procedure [reason for admission] – not carried out,
               which may result in readmission and potentially a “double charge”.
           o Readmission rates within 28 days of discharge

      PCT role here is the development of ideas for demand management and their
       agreement with PBC scheme providers ensuring that the activity modelling and
       pathway design work being led by the NCLCA is aware of the issues and actions
       this in their calculations
      The Hub will be able to provide examples of good practice across London
      The Hub will be the data hub from which the NCLCA can run queries from – this
       could become an automated report run from the hub data. The Hub will be
       appointing an account manager for the sector with whom detailed analysis
       requests can be agreed


Function 2 - Contracting and procurement

Commissioning Decisions

      NCLCA will need to produce policies for procurement, contestability and
       decommissioning in year 1
      After the review of services [see above], if a fellow commissioner gives notice or
       the current contract is coming to an end the NCLCA will determine one of these
       possible actions: leave as is, extend the contract, develop an improvement plan
       or give notice that a procurement process will be gone through
      If an improvement plan is required the NCLCA will draw this together and agree it
       along with performance milestones, the NCLCA will also monitor compliance
      NCLCA will need to present potential decommissioning decisions to JCPCT as well
       as the specification of services required from a commissioning process
      NCLCA will be able to give notice to a provider only when it has been agreed by
       the JCPCT
      As the PCT procurement guide states that if there is a reason the NCLCA decides
       not to go through a procurement process after a review has led to possible
       decommissioning or a contract is coming to an end and it is decided to continue
       with the current provider such a decision will need to be taken by the JCPCT and
       the SHA informed of the reasons for this decision
      NCLCA will act as the co-ordinating commissioner for those Providers sited within
       the 5 PCT areas or where one of the PCTs has been allocated co-ordinating
       commissioner status

Informing PBC Priorities

      PBC priorities are generally developed by PCTs through the innovative ideas of
       either the PCT or PBC providers. The NCLCA role in this area is not in any way a
       replacement for the PCT/PBC creativity but there to identify other alternatives.
      Through the review of services and the work on designing new service pathways
       the NCLCA will identify opportunities for further potential schemes to be
       developed in primary and community based services.
      The NCLCA will identify priorities on at least an annual basis in line with the
       preparation of commissioning intentions. This gives the PCTs time to develop
       schemes and judge interest from its supplier base and then to be reflected in
       activity plans for a subsequent year
      If the NCLCA identifies a potential quick win through PBC or community initiative
       it will identify it to PCTs in order for PCTs to determine it possible implementation
       rate
      In both the above it will be the responsibility of the NCLCA to determine the
       anticipated changes in performance at acute care and/or ambulance contracts

Other roles
    The PCT remains the organization that contracts for the PBC initiatives
Specification of Service Quality and Activity

      The London Hub will play a major part in this process as it develops its role in
       both pathway development and activity modelling – it is however the NCLCA’s
       role to act on the material from the Hub, identify how this information is
       translated in to local contracting intentions and capacity plans at a sector level
       and negotiate the relevant variables through the contract
      The NCLCA is responsible for developing service specifications and agreeing a
       timetable for review. Currently there is no required structure for service
       specifications in acute or ambulance services although there is a structure
       mandated in the community contract. It is anticipated that the DH will mandate a
       structure in the near future for acute and ambulance services and it will
       increasingly shift from an input and output model towards outcome based
       specifications
      NCLCA will review the activity modelling received from the Hub and amend for
       local projections and service understanding. NCLCA will agree activity baselines
       with PCTs before discussing them with providers in order to establish a financial
       view prior to the end of December, then to be included in the initial Operating
       Plan to be produced at the end of January
      The clinical Directors of the NCLCA will recommend the CQUIN targets that should
       be adopted for contracts for acute and ambulance services – PCTs will need to
       agree these before they are discussed formally with providers.

Choosing Contracting Routes

      As the contract type and style for both acute and ambulance services are now
       mandated by the DH i.e. Operating Framework 2009/10 there is no opportunity
       for the agency to use alternative structures
      The NCLCA needs also to agree the scale of the procurement as the process
       ought to be proportional to the service
      The NCLCA needs to decide whether the procurement process style -, especially if
       there is to be a period of competitive dialogue
      The NCLCAs key role in this area is to identify those agreements that should be
       subject to a procurement process or whether a formal improvement plan with
       milestones needs to be developed based on a variety of metrics surrounding
       access, quality and value for money indicators

Procurement Process

      The NCLCA will lead the procurement of services process for all services within its
       remit through:
          o Preparing the documentation for a procurement process – contracts,
              specifications, legal terms, details of the contract duration and the key
              variables to be negotiated, preparing the pre-qualification questionnaire
          o Advertise the procurement though an appropriate system – as a minimum
              this should utilise the NHS Portal
          o Short list the potential providers
          o Go through a formal tendering process, including where appropriate
              competitive dialogue

   Other roles
    The Hub will have an expert procurement service that can be accessed to provide
      advice and assistance if required. The Hub service may well be appropriate to
      use for services provided by one provider pan-London (ambulance services may
      be seen as such a service)
Selection Process and Contract

      It is essential at this stage for the NCLCA to be very clear what determines best
       value – it is not essentially a lowest price proposal that should win the contract.
      The NCLCA develops the measures of value, these should be weighted and
       scored, this allows for a more comprehensive testing. When developing the
       measures and the weightings it is very important to avoid potentially
       discriminatory criteria, legal advice in this area may well be prudent.
      The NCLCA should work with PCTs and PBC providers to cross check their
       evaluation
      Once a preferred provider has been selected this should be discussed at a closed
       meeting of the JCPCT [due to commercial confidentiality] prior to the preferred
       provider being contacted
      The NCLCA will provide all bidders with quality feedback. A standstill period
       between the award of the contract and the start date should be included in the
       timetable. This gives time for each party to ensure that the key questions have
       been answered and all are in full agreement.
      The NCLCA will negotiate all the key variables for inclusion in the contract

Function 3 – Contract and Performance Management

Transactions

      NCLCA receive data reports from HUB and check with PbC schemes if any further
       queries are raised
      NCLCA will receive “clean” data from Hub [technical queries already resolved
       between Hub and providers]
      The London Hub will recommend the activity base for the signing off of invoices to
       PCTs and NCLCA
      NCLCA will resolve queries that result from PbC
      NCLCA will resolve queries from other contractual data sources [non-SLAM, non-
       SUS], at least in the interim
      NCLCA will check invoices for each PCT against the activity levels agreed between
       the parties and recommend (approve) each invoice for payment to PCTs, this will
       be based on PbR data where available or other data for non PbR activities.

Other roles
    Hub receives SLAM and SUS data and runs queries. Hub will run data quality
       checks in order to validate activity and pass reports to the NCLCA and to PCTs
    The Hub checks activity against invoice and recommends action to NCLCA
    The Hub reviews data queries and seeks to resolve queries
    Hub produces PCT and PbC based reports as requested
    PCT will be responsible for authorization of invoices for activity in a fashion that
       complies with Better Payment Practice Code and Public Sector Payment Policy
    Responsibility for agreeing balances remains with PCT [sits with authority to sign
       invoices]

Budget and activity management

      The Agency will adopt a system of Account Management, with designated
       members of staff at the Agency holding the accounts for specified providers. An
       emphasis will also be placed on relationship management through this approach.
      Monthly production of reports on contract compliance covering all areas of
       contract performance for which there is data to include activity, cost and quality
       covering the plan for the period to date, the forecast out-turn, reasons for failure
        to comply, key risk issues and actions to mitigate the risks identified. The NCLCA
        should agree the style of report, each report should be able to be analysed by
        service as well as by provider. Such reports must be able to be drilled in to in
        order to provide PbC reports e.g. data on acute prescribing practice and cost
       NCLCA should produce a 6 month “mid term” full review of performance for each
        PCT reflecting on the specific metrics of the contracts and the priorities
        highlighted in CI 2009/10.
       A year end out-turn report for each PCT will be produced in a similar format
        [detail to be agreed]
       NCLCA is responsible for managing to activity and financial levels agreed with the
        PCT

Other roles
    PCT will review reports and present them to appropriate Board and Committee
       structures in order to agree what, if any action should be agreed on a monthly
       basis
    PCT will present the 6 month to the Board and action agreed
    The PCT will present the full year report to the Board
    PCT will review performance of PBC schemes and agree actions
    PCT will submit statutory reports

Performance Reports

       The Agency will take the lead on behalf of the sector PCTs in securing remedial
        actions / development plans in the event of key Access target breaches.
       TO do this the Agency will ensure at least weekly reporting, to be assured that
        capacity has been identified so as to achieve key targets. Where there is no plan
        to comply for an individual patient the NCLCA will act immediately in order to
        rectify the situation. At the same time the NCLCA will inform the Director of
        Commissioning of the responsible PCT or appropriate officer.
       If a breach of any of the key targets takes place the NCLCA will inform designated
        key sector officers e.g. the Director of Commissioning and the Chief Executive of
        the PCT immediately and sustain a clear channel of communication between the
        PCT, Provider and NHS London.
       NCLCA is responsible for managing achievement of performance targets as
        identified in the business case on behalf of each PCT
       The NCLCA will produce monthly reports on performance target achievement
        along with identification of key risks (including “rising tide” issues) and mitigation
        actions required. Action to be taken will need to be agreed with PCTs, reports
        should be produced in order that they can be drilled down to PbC level
       For relevant WCC agreed targets monthly reports will be produced by NCLCA
       NCLCA will provide each PCT with a quarterly benchmarking report
       NCLCA will mange complaints and SUIs on behalf of PCT Chief Executives, reports
        on both will be made to the host PCT Chief Executive as and when necessary with
        full compliance with guidance

Other   roles
        Hub will provide benchmarking data on performance
        PCTs will submit statutory reports
        PCTs will manage performance of PbC providers
        PCTS will continue to manage Exceptional treatment Panels, supported by expert
         advice from the LCBSA

Patient feedback and clinical intelligence
      NCLCA must work with PCTs to integrate the communication links with GPs, other
       clinicians and patients about the services they commission, this must include data
       on PROMs.
      In year 1 the NCLCA should agree the system with each PCT
      The NCLCA should be responsible for producing reports detailing the issues raised
       by patients and clinicians on at least a quarterly basis


Function 4 - Patient and public engagement

PCT Prospectus

          NCLCA will update the prospectus as and when required, especially if there is
           a change in the Choice “any willing provider” list

Other roles
        PCT is responsible for producing the prospectus


Choice advice

          The NCLCA is responsible for ensuring that there are choices available,
           sufficient to comply with guidance and that providers seen as “any willing
           provider” are a provider of high standard care that achieves the requirements
           of the NCLCA’s minimum requirements as set out in pre-qualification
           questionnaires

Other roles
        PCTs are responsible for processes to engage patients and public in educating
           them on choices available to them
        PCTs to operate the choice system with GPs and patients
        PCT is responsible for supporting patients through making a choice


Engagement, communication and consultation strategies

          NCLCA should agree with each PCT how the Agency will engage with
           stakeholders as the systems should dovetail, not overlap or leave a gap in the
           system
          NCLCA will assist and advise PCTs on the detailed considerations for
           consultation
NCLCA as World Class Commissioners

Overview

The proposal involves developing the new Agency as a World Class Commissioner,
putting in place the capacity, skills, personal competencies and organisational processes
that will allow it to perform at Levels 3 and 4 in its delegated role of commissioning
acute services on behalf of PCTs in the sector.

Currently the 5 PCTs in the sector are performing at Level 1 or Level 2 and so the
investment in the Agency is expected to deliver a significant increase in performance
from acute commissioning. In the following section the key headlines of how the Agency
is planned to operate have been pulled out for each relevant competency.

Competency 1: Recognized as the Leader in the local NHS

The NCLCA through its reporting arrangements through the JCPCT will be a clear leader
for the commissioning of acute and ambulance services, working as an agent for the 5
PCTs in the sector. Its real visibility and recognition as a leader will stem from the
quality of the work it does in the first year. The proposed development plan will ensure
that the key building blocks to that level of success are in place to achieve that level of
recognition. The clinical leadership will lead to an increased pace of change as the level
of planning support behind those leaders will ensure that improvement will be achieved.

Competency 2: Partnership Working Across the Community

This is not a lead role for the Agency but for PCTs

Competency 3: Proactively build continuous and meaningful engagement with the public
and patients to shape services and improve health

This is a key competency for the Agency. Through pathway redesign work and the
development of patient focussed process maps the views of patients and the public will
be at the heart of the improvement process delivered by the Agency. Through
undertaking the patient journey’s and undertaking “discovery interviews” the live patient
experience will directly affect the pathway design processes.

The Agency will need to work with PCTs to ensure that the SUI, Complaint and other
loops of communication are brought to the Agency, this will be assisted through the
account manager concept at the heart of the Agency’s structure where one of the top
team will become an account manager to each PCT.


Competency 4: Lead continuous and meaningful engagement of all clinicians to inform
strategy and drive quality, service design
and resource utilisation

The goal is for the Agency to be clinically led with the heart of the Agency’s development
work being led by a clinician as the Director of Clinical Strategy, supported by clinical
directors who will work in as inclusive a fashion as possible. The clinical advisory
function will be drawn from PCTs in order that they can ensure there is a two-way
communication system with front line primary care staff.

The role of the clinical directors is not solely to look at the development of pathways but
to be actively involved in the contracting and procurement process – these roles will be
part of the role description for these posts.
Competency 5: Manage knowledge and undertake robust and regular needs assessments
that establish a full understanding of current and future local health needs and
requirements

The NCLCA is not going to undertake needs assessments as this role is core to the
function of Borough structures.

The NCLCA has a number of analysts within its structure who will be examining the
reasons for any variance from a plan and determining if there are any identifiable
reasons for the variations that can be acted upon. The analysts will also be the lead
group for working with the Hub on looking at pan London benchmarking (a key
deliverable for the Hub) but will also be looking at benchmarking data from within the
sector in order to determine reasons behind different access rates to services and
whether any good practice exists that can be disseminated.

The clinical directors will be supported by public health input and input from the Hub on
effectiveness and evidence based practice.

Competency 6: Prioritise investment according to local needs, service requirements and
the values of the NHS

This is mainly a PCT priority.

Competency 7: Effectively stimulate the market to meet demand and secure required
clinical and health and wellbeing outcomes

A key role of the Agency in year 1 is to evaluate the services and providers it works with,
assessing current performance against 3 criteria – quality, access and value for money.
This information will be used to determine if there needs to be an improvement plan
drawn up which can form a part of the contract for services, managed by an account
holder for that particular provider or whether a new procurement process ought to be
instigated or indeed if no change is required.

The development of the provider account holder concept will give each provider a key
link in to the Agency in order for there to be regular dialogue on potential developments
of different service models.

The Agency will need to work closely with the Hub in modelling potential demand in
future years. The Hub sees modelling as a key deliverable and the Agency will need to
overlay local services in order to alter the demand curve and create a robust capacity
plan on at least an annual basis. This could be used as a discussion topic with providers
in a period of discussion following the publication of Commissioning Intentions in the
autumn of each year.

Competency 8: Promote and specify continuous improvements in quality and outcomes
through clinical and provider innovation
and configuration

Continuous improvement systems based on the evidence based practice of the Institute
of Healthcare Improvement and the Institute of Innovation form the basis of the
improvement processes identified in the work plan for the Agency. The clinical directors
will lead the improvement processes in each of the Next Step priority areas and in the
Clinical Pathways agreed as falling in the remit of the Agency.

The relationship with the clinical leadership at the Hub will be key in achieving the
required improvement in the assessment process as the Hub leaders will be identifying
the minimum standards and the monitoring metrics. Through the developing relationship
between the Agency and the Hub these linkages will be strengthened.

Competency 9: Secure procurement skills that ensure robust and viable contracts

The agency structure recognises that there is a weakness in the current system and has
determined that a Director of Procurement and Contracts should be one of the three
Directors in the Agency. Their role in leading the procurement and contracting discipline
gives the level of importance this team needs through undertaking the complex tasks
within the procurement and contract management processes described in the role
descriptions of the Agency. The role descriptions of the procurement posts will be based
on the requirements of the IPS qualifications which clearly set out the skills and
knowledge required form procurement experts.

The procurement and contracting experts recruited to the team will be able to focus on
the levers available through the model contracts mandated by the Department of Health.

Competency 10: Effectively manage systems and work in partnership with providers to
ensure contract compliance and continuous
improvement in quality and outcomes an

Each provider will have a dedicated account manager allocated to them to lead the on-
going engagement process. That account holder will be assisted by people from the
different disciplines in the Agency in order to manage the different variables set out in
the contract.

There will be monthly reports on performance produced by the Agency for detailed
review by PCTs these will not only look at pure contract compliance but general
performance issues, they will detail the risks emerging from performance to date and for
the period to the end of the year and recommended action to address those risks. The
dedicated contract managers will progress chase action throughout the process of
monthly technical and full contract meetings. The technical meetings will seek to
address any residual data issues emerging and the full contract meetings will address
the key risks, whether they be about quality, access or value.

								
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