Care Quality Commission

Strategy for Data Automation

Incomplete applications

11
Incomplete applications
9 SME, 2 large

Completed applications

13
Completed applications
7 SME, 6 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Friday 15 September 2017
Deadline for asking questions Friday 22 September 2017 at 11:59pm GMT
Closing date for applications Friday 29 September 2017 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work The outputs from this work will provide CQC with options and recommendations that will allow CQC to follow a clearly defined roadmap both for the development of our information systems and for the interoperability and interfacing of new digital solutions.
Latest start date Tuesday 10 October 2017
Expected contract length 6 months
Location London
Organisation the work is for Care Quality Commission
Budget range £70,000

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done CQC has a clearly articulated strategy to become Intelligence and Information led as well as having a strong driver to increase internal efficiency.
Moving to better data automation tooling, patterns and processes are a prerequisite to transforming the intelligence services. This will enable us to be able to draw from a wider range of information, to improve monitoring of risk across health and care and to proactively adopt data science techniques to better inform activity. Automation of data processing will underpin a step change in scaling data processing at a reduced cost.
Problem to be solved This work will need to define the options for CQC in the following distinct areas:
• Strategic case for adopting data automation: Describe how CQC can best drive automation of data processing,the benefits it will create. It will address , replacement of manual process, timeliness of processing, internal and external interfaces, centralised vs distributed primary record storage.
• This should inform a change case outlining requirements for internal change ,along with recommendations for investment for additional support to implement cost saving recommendations.
• The work should also identify initial target areas for automation and work to embed alternative approaches
Who the users are and what they need to do x
Early market engagement
Any work that’s already been done
Existing team CQC Digital team
Current phase Discovery

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place Care Quality Commission
151 Buckingham Palace Road
London SW1W 9SZ
Working arrangements z
Security clearance

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
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.

Skills and experience
Opportunity attribute name Opportunity attribute value
Essential skills and experience
  • A wide understanding of current best practice in data processing across a range of technology platforms including those currently operating within CQC (Oracle and Microsoft SQL Server).
  • Experience working with similar organisations who have similar complex data requirements and the most beneficial solutions
  • A clear understanding of IT security and Information Governance requirements required in the processing of healthcare data
  • An understanding of CQC’s external responsibilities and opportunities as the quality regulator and holder of the register for within the wider Health and Social Care system
  • Ensuring data processing and associated interoperability and interfacing can be managed in the future within a broader test automation and continuous integration approach to supporting Agile Digital development
Nice-to-have skills and experience

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 3
Proposal criteria
  • Technical solution
  • Approach and methodology
  • How the approach or solution meets user needs
  • Estimated timeframes for the work
  • How they’ve identified risks and dependencies and offered approaches to manage them
  • Team structure
  • Value for money
Cultural fit criteria
  • Work as a team with our organisation and other suppliers
  • Be transparent and collaborative when making decisions
  • Take responsibility for their work
  • Share knowledge and experience with other team members
Payment approach Capped time and materials
Assessment methods Written proposal
Evaluation weighting

Technical competence

50%

Cultural fit

20%

Price

30%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Can you clarify the Working arrangements as there seems to be a typo there. Is it Mon-Fri on site in London. Any remote working permitted? Any regional travel required? We would not expect consultants to necessarily be on site in London everyday. As an organisation we have a widely dsipersed work force and make extensive use of Skype for Business (Lync).We would expect London to be the primary location for face to face meetings. There is likely to be benefit from some travel to Newcastle where CQC have a significant digital and operational presence.
2. Is the expectation to provide one senior consultant to carry out the task on a T&M basis capped at your budget provided, or a fixed price submission for the deliverable? We would prefer a submission with a fixed price for specific deliverables that in total fall within the capped expenditure. However, if this is not considered viable by a provider then we will of course accept less explicitly defined submission but ultimately we will want to focus on the final deliverables and what we will get for our money.
3. Arguably, those with the most experience in this field are the technology suppliers who have used their knowledge and expertise to develop technologies required enable "best practice". As such, "best practice" will vary and is largely dependent on the technology available. Having said this, many organisations feel obliged to often seek advice from "neutral" consultants in the belief this will lead to "vendor neutral" technology recommendations. Is CQC open to proposals from technology vendors and/or how will CQC validate the neutrality of experience/background of proposals? we would accept a technology supplier’s response with assurance that they have considered why their offering is a sensible strategic solution that will integrate into/with CQCs existing and complex environments
4. Is this similar to the data automation process which NHS Improvement has implemented with all English Trusts in terms of Emergency Care Improvement Programme reporting and daily SitRep reporting, or is it more to with CQC's internal processes? This work is predominatley focused on CQC's internal processing of information. However, since we do collect and deliver information to other organisations the way that we do this and the development of strategies that lead to the most efficent processing of collected information and external delivery and sharing of information should be included.
5. Based on the projected timescale of six months, is CQC expecting full-time consultancy, i.e. 120+ man-days within the budgeted £70,000? No CQC are looking more towards costed delverables that provide the tsrategy rather than an aamount of time.
6. Are the change, transformation and training aspects supporting this initiative within this opportunity, or are they to be addressed later? We are expecting this work to define the strategy for automation across our systems and their interfaces including the large amount of intelligence and associated monitoring owrok we do in CQC. The work should define how we will the necessary change, transformatiuon and training but not do it.