CIPS Best in Procurement event Presented by:

Neli Garbuzanova - Procurement Manager Paul Fradgley - Head of Marketing

Commissioning history

Pre Health and Social Care Act 2012

• 151 Primary Care Trusts • Large, self-sufficient

organisations • In-house resources

Clinically/GP led commissioning

• 220 Clinical Commissioning Groups established

• 25 Commissioning Support Units established to deliver ‘at-scale’ support

Lead Provider Framework • Competitive market for

Commissioning Support Services

• 5 * CSUs and 3 * private sector suppliers

• Need for commercialisation

April 2013

June 2012

February 2015

Setting the scene

A colleague recognised the potential of the project and the project leads!

Why we entered the CIPS Awards • Recognise best procurement practice

• Acknowledge the efforts of all collaborators

• Position Arden & GEM as a lead provider of procurement services

• Increasing the profile and reputation of the profession

“It was really important that we got the opportunity to have our voices heard and to ensure that everyone

was working towards delivering the outcomes that families

have asked for. Families were involved every step of the way

from creating the families statement of expectations

to marking the tender.”

Nottinghamshire Community Services Project

Over 70% satisfaction rate

Clinical Commissioning Groups

Parent of service user

National Recognition

Service Users

The national context • NHS Five Year Forward view • Health and social care

integration

• Value for money through efficiencies and improved patient care

Transformation of services to address:

• Fragmented community services • Lack of coordination between providers • Inconsistent care for patients • Patients often travelling far from home to receive the treatment

required • The need to deliver efficiency savings

The local challenge

Our procurement approach

Meticulous

planning, execution and stakeholder

engagement

Co-production

involving stakeholders and

service users

Innovative

procurement approaches

Contract

management and continuous

improvement

Working together

Robust governance Patients and providers engagement Co-production approach Engagement helped us develop outcomes based commissioning

Governance and engagement

A full procurement cycle approach Effective use of technology – defining the requirement, e-procurement and e-evaluation Impartiality, independence and training Feedback throughout the whole process Selected providers that deliver innovations

Innovative procurement solution

Innovation breeds innovation

Documents Expectations

Improve contract management Outcomes based commissioning Create learning and best practice

What we learned

Contract management and continuous improvement

1 2 Training

3

The outcomes

Reduced length of stay in short term rehabilitation beds from

32 to 17 days

Over £12m in savings

Improved patient experience

Easier to navigate pathways

Simplified alliance contract

Successful reconfiguration of

services

Care closer to home

Improved relationships

between multiple stakeholders

Why we won ‘Best Public Procurement’

1

2

3 Our procurements approach has delivered cost savings

of over:

£12 million

Patients receive better quality community services

designed around their needs and delivered closer to home

Effective collaboration and coproduction across six CCGs, local authorities,

providers, service users and the CSU

Innovation

What it means to win…

Recognition for a job well done Learning and

expertise for the future Brings the project

team together

External validation of our work Enhanced

reputation New potential

customers Opened new

opportunities

Example of best practice Replicable

approach to engagement Demonstrable use

of alliance contracts

For the team For Arden & GEM For the sector

www.ardengemcsu.nhs.uk @ardengem

Thank you for listening Any questions?