Awarded to Nautilus Consulting Limited

Start date: Tuesday 1 August 2017
Value: £715,350
Company size: SME
Moorfields Eye Hospital NHS Foundation Trust

Moorfields Eye Hospital - Ophthalmic Electronic Medical Record Change Management Consultancy

9 Incomplete applications

7 SME, 2 large

13 Completed applications

12 SME, 1 large

Important dates

Monday 22 May 2017
Deadline for asking questions
Monday 29 May 2017 at 11:59pm GMT
Closing date for applications
Monday 5 June 2017 at 11:59pm GMT


Summary of the work
Manage Change workstream . Deliver workstream plan, specification and highlight reports. Document change and benefits approaches, document benefits realisation strategy. Maintain clinical hazard log and RAID logs. Maintain benefits workbook, measuring metrics pre-go-live, produce delivery plan, measure benefits post-go-live. Document requirements including workflows. Document SOPs. Assist with UAT, Support cutover.
Latest start date
Monday 3 July 2017
Expected contract length
2 years
Organisation the work is for
Moorfields Eye Hospital NHS Foundation Trust
Budget range
(1) 2017/18 - 3/7/17 to 31/3/18 budget range- £220,000 to £320,00 (2) 2018/19 - 1/4/2018 to 31/3/2019 budget range £310,000 to £410,000 (excludes VAT).

Note: Trust will, in addition, also employ 2 business analyst/change leads

About the work

Why the work is being done
The Trust invested in the development of an Open Source Ophthalmic EMR, OpenEyes. The Trust recently concluded a tender process which identified Hicom as the preferred partner to complete the development of OpenEyes and deploy Hicom’s CareHub product, with the majority of the functionality being delivered in the first 3 years of the contract. The first phase of go-live will be in Q4 2017/2018. The first phase of delivery will include a technical refresh, reporting and migrating to off-site hosting followed by completion of functionality required to support the “Big Three” Ophthalmic sub-specialities; cataract, glaucoma and MR.
Problem to be solved
A fully comprehensive Electronic Medical Record (EMR) solution is required to meet the needs of Moorfields Eye Hospital as a world leading ophthalmic clinical, research and educational organisation and to provide paperless clinical records that will improve the quality of care, and enable administration and operational efficiencies. We treat patients in 32 locations in and around London, which means that we can provide more first-class care and treatment in the community, closer to where people live and work. 30 Sites use the OpenEyes, open source Ophthalmic record. Two sites use another system and they will be migrated to OpenEyes.
Who the users are and what they need to do
EMR users are primarily clinical staff and AHPs including Optometrists, Pharmacy. Some administrative staff including medical secretaries and booking office staff will access the system. All Trust sites will use the system. Currently Croydon and Bedford use an alternative systems which will be migrated to OpenEyes at the end of the deployment. The product will cover all 18 Ophthalmic sub-specialities. The system will be hosted off site by the supplier.
Early market engagement
Any work that’s already been done
OpenEyes is operational on 30 sites but not fully utilised by all clinicans and all sub-specialities and the product is not fully developed. The hicom Carehub product has not been deployed. as historic change management has been inadequate. Initial benefits work book and approach drafted. Change approach drafted in FBC. Clinical hazard log and action plan available for current version Procurement activity is complete. Supplier COTS product not yet deployed. High level functional specifications, including workflow diagrams, documented for all specialities. Genetics and Refractive have very detailed specifications. No SOPS documented
Existing team
EPR Programme Team will consist of a range of Authority, supplier and consultancy teams to deliver the EMR solution. This will include the Programme Manager and deployment project leads, change team, test team, data migration team, trainers, technical lead, CIO and CCIO engagement, clinical secondments and other members of the IT department seconded to the project including 2 change leads/analysts. Clinical staff will also need contribute to specification, prototype review and UAT. The trust also has a part time clinical risk lead who is a consultant.
Current phase
Not started

Work setup

Address where the work will take place
Main site and base for work - City Road, London, EC1V 2PD.

Travel will also be required to other Trust sites across London and the South East (Bedford and Dartford) from time to time.
Working arrangements
Most of this work needs to be on site (at least 95%) due to clinical engagement required and wider EMR Team communications. Travel expenses will not be paid unless travel is required between sites during the course of the working day.
Security clearance
DBS required

Additional information

Additional terms and conditions

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Essential skills and experience
  • Experience of responsibility for delivering the transformation and change element of a large scale EPR programme in an acute trust
  • Experience of producing a benefits realisation strategy
  • Experience of responsibility for delivering and measuring the delivery of the benefits realisation programme in a large scale acute EPR programme
  • Experience of responsibility for documenting revised workflows and SOPs in a large scale acute EPR programme
  • Evidence of approach and methodology employed to achieve specification and documents workflow
  • Evidence of approach to supporting cutover and go-live process
Nice-to-have skills and experience
  • Experience – delivery of requirements definition for an Ophthalmic solution
  • Experience – maintenance of clinic hazard log and IS00160 and evidence of approach
  • Experience – analysing, documenting and achieving clinical sign off of Ophthalmic specifications

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Approach and methodology (requirements specification)
  • Approach and methodology (change management)
  • Approach and methodology (Benefits realisation)
  • Draft plan and timescales
  • Team structure
  • Value for money
Cultural fit criteria
  • Approach to identifying issues and risks and how they will be managed
  • Approach to identifying dependencies between EMR programme workstreams and how they will be managed
  • Approach to and evidence of ability and experience of communication with clinical staff
  • Evidence of ability and experience of presenting
  • Approach to team management
  • Approach to QA and ensuring quality
Payment approach
Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Reference
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. • Could you let us know the number of consultants the client believes will be necessary to deliver this piece of work? Could you also confirm the additional 2 BA/Change leads will not need be taken from the budget given?
Manager plus BA/Change leads. The latter would need to peak at 4 year one go-live and 5 year 2 go-live with a minimum of 2 WTEs provided full time for the duration of the contract. The 2 BA/change leads employed by the Trust are not included in the budget given for this consultancy work.
2. Can you please clarify the assessment criteria for the written proposal is based on the 100 words response per skills and experience ? Or do you expect a full written proposal at this stage?
Short listing will be based on the initial response – 3 companies will be shortlisted and we will ask for written proposals from the shortlisted companies.
3. You refer to the system being hosted off site by the supplier, do you mean Hicom?
Yes – they are our preferred bidder.
4. Are you looking for a full Change Management Team to complement your existing team or a Change Management Consultant to work closely with your existing team to provide expertise and manage the implementation.
We will need a manager/consultant to manage the entire change team which will include permanent members of trust staff (2 WTEs) plus additional support that will be provided by part time clinical staff.
5. Do you have an indicative roll-out plan in place? If so please can you provide us with this, as it would help us to understand the amount of resources available.
The high level milestones are attached for the first 12 months of the project. Sub-specialty priorities for year 2 are to be confirmed and it is anticipated that development and deployment will be much more “agile” than the first phase.
6. Please can you outline the structure of the existing change management team? Is there an existing change management approach in place that you want us to work with or are we able to utilise our own methodology and tools?
2 WTEs in place at present. The Change Management approach has been documented at a very high level in the business case as indicated below. The methodology will be confirmed with the change team and the supplier as one of the first tasks and will need to accommodate Agile And Waterfall development in the first 12 months and then align with a more Agile approach thereafter. As part of this – the approach to specification and workflow analysis and documentation will be finalised as an early task and bidders may propose to use their own methodology. [1/2]
7. Please can you outline the structure of the existing change management team? Is there an existing change management approach in place that you want us to work with or are we able to utilise our own methodology and tools?
The benefits realisation approach will also need to be clearly defined (and aligned with the over-arching change approach), although initial strategy has been developed. The benefits are summarised below. There will be a requirement to review the benefits workbook which has already been produced, as an initial task and ensure that all qualitative benefits and baseline metrics are captured. Cash releasing benefits have been agreed and signed off with service manager however there is a view that these understate the achievable benefits and stretch targets will need to be agreed with service managers. [2/2]