Hackney Council and Homerton University Hospital Trust

Project management and technical advice for digitisation of the transfer of care from hospital

Incomplete applications

12
Incomplete applications
8 SME, 4 large

Completed applications

9
Completed applications
8 SME, 1 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Monday 22 October 2018
Deadline for asking questions Monday 29 October 2018 at 11:59pm GMT
Closing date for applications Monday 5 November 2018 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work Project management and technical advice to support implementation of the digitisation of the transfer of care from hospital to local authority.
Latest start date Monday 19 November 2018
Expected contract length 6 months
Location London
Organisation the work is for Hackney Council and Homerton University Hospital Trust
Budget range We expect to pay no more than £80,000 + VAT for this support through to implementation.

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done Hackney Council and Homerton University Hospital NHS Trust have been awarded funding from the Department of Health to enable real-time transfer of assessment, discharge and withdrawal notifications from the Homerton Hospital EPR system to the LBH and CoL’s respective Mosaic systems. We are looking for specialist resources to lead us through prototyping and development of MVP.
Problem to be solved The Transfer of Care process (ToC) is complicated. Reasons for delays include patients waiting for onward care or acquiring a care package and getting paperwork completed on time. There is a joint discharge team who manage ToC operationally and technically. Transfer is not real-time and involves manually keying in data.

Development will be led by technical experts on the Homerton’s Cerner system and Hackney’s Mosaic system but the project requires management and technical check and challenge.
Who the users are and what they need to do As a patient I need to:
..be discharged when I am well enough and not stay in hospital unnecessarily
..leave hospital with the services and support I need clearly planned out
As a nurse I need to:
...carry out a discharge assessment for early notification to social care
...revise a discharge when a patient’s condition changes so that other care providers are updated
As a social worker I need to:
...be alerted to start a care plan of patient needs
...be notified when a discharge has been cancelled so that the patients rehabilitation and care plan can be amended
Early market engagement
Any work that’s already been done Discovery work has included gathering functional and technical requirements and high level design of proof of concept.
The recommended solution is for ADW notices to be sent from Homerton EPR and converted for processing in LBH social care system. Through Discovery we have explored options for the technical solution and detailed design to ensure:
● Compliance with the SCCI 2075 standard and NHS Digital guidelines
● Mitigation of the risk of significant changes to existing system
● Re-use to enable wider rollout
Existing team We have an established core team including representatives from Health and Social Care, LBH and Homerton ICT, and suppliers. Through discovery, two product owners were identified - one on the technical and one on the business side.
Current phase Discovery

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place Initially London Borough of Hackney offices and Homerton hospital, as required by the project
Working arrangements We would expect the team to work closely together, at least 2 days a week co-located for example on site at Homerton University Hospital and/or Hackney Service Centre.
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
  • Experience of working to the government’s service design manual
  • Have passed a government service standard assessmentl
  • Experience and understanding of FHIR and HL7 messaging
  • Ability to support development of REST APIs to open standards
Nice-to-have skills and experience
  • Experience of integrating with Mosaic, the Servelec social care system
  • Experience of integrating with Cerner Millennium
  • Experience of working with NHS Digital
  • Experience of sharing work across local authorities
  • Experience of working in partnership with health and social care providers

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 3
Proposal criteria
  • Clarity of the approach
  • How the approach or solution meets user needs
  • How they’ve identified risks and dependencies and offered approaches to manage them
  • Team structure, including skills, experiences and relevance of individuals
  • Experience of the method of working from previous projects
  • Total price
Cultural fit criteria
  • Work as a team with our organisation and other suppliers
  • Be transparent and collaborative when making decisions
  • Have a no-blame culture and encourage people to learn from their mistakes
  • Take responsibility for their work
  • Share knowledge and experience with other team members
  • Work openly
Payment approach Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Reference
Evaluation weighting

Technical competence

60%

Cultural fit

7%

Price

33%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. If a supplier has not passed government service standard OR the supplier has not been assessed before, will this amount to or leads to automatic elimination from the bidding process? It would typically as a score of 0 results in disqualification under the rules of the framework. However, in the event that too few suppliers meet this requirement we would shortlist the highest scoring bidders regardless.
2. Are there any limitations, preferences or considerations that should be taken into account when costing up the proportional value split between technical and project management expertise? We don’t have a clear understanding yet of how much time will be enabled from these capabilities so will judge price according to the average day rates of the proposed team in order to enable a fair and transparent comparison between bids (rather than weighting for or against a supplier that’s misjudged the project).
3. 1 Can you advise does this assignment sit inside IR35?
2 Is the client willing to consider candidates who can commit to travelling to the location 2 days every two weeks, instead of every week?
3 We have a candidate who has worked in this particular environment, has the relevant experience, but lives a distance away and has a small family and ideally would like to travel down fortnightly instead. If this is something the client is willing to consider, I can submit the candidate to this requirement.
4 Is the contract likely to extend after 6 months?
1. We are expecting to appoint an agency that will be responsible for providing an outcome. How that agency employs its staff and the tax arrangements for those staff will remain a matter between the staff and the agency.
2. Possibly, provided the outcome can still be achieved satisfactorily
3. As above
4. If the contract is extended beyond the timeframe that will be because the project has failed to reach its milestones, which would be unsatisfactory