A Is only one provider capable of providing services? Guidance Point: Regulation 5 states where the CCG is satisfied that the services are capable of being provided by a single provider only, it can award a new contract for the provision of healthcare services to that provider without advertising it. A. Consideration Action Evidence Necessary Infrastructure (real or capable of development) Ensure there is only one provider with a clearly defined infrastructure necessary to deliver the service and a supporting rationale for this Service specification (volume and capacity, sustainability, location, equipment, staffing) Market analysis (from CSU or independent) to include analysis of any risks to successful provision Clinical advantages of with other services Ensure there is a strong case that only one provider has the necessary co-location to provide the services, with a clearly defined rationale as to why it is necessary to have Service specification Is evidence of clinical interdependence in the service? Joint Strategic Needs Assessment Meeting immediate interim clinical need Steps taken to ensure equitable access Clinical needs analysis for the population Measure equitable access according to national guidelines Ensure metrics available Publish requirements and adherence to these to ensure patient needs are being met Ensure measurement of needs being met is relevant to last contract review point Publish/transparency (15-30 days warning on web site) Publish intent to award contract on CCG website within 15 – 30 days CCG website, to demonstrate steps being taken to identify all potential providers Capacity for improvement Define performance metrics and levels of potential capacity increase Set benchmarks for issues such as speed of response, potential for integration, sharing of clinical data, Publish results, set these out to demonstrate clear benefits for the patient location
Sustainability is not a bolt-on exercise that will allow us to meet legislative requirements… Sustainability is a strategic tool that, as we build it into and embed it into our operational plans, will help us to meet our organisational objectives, and those of our NHS and UK evaluators. Language The term "sustainable development” is often used interchangeably with terms such as corporate social responsibility, social value, triple-bottom line and an array of other terminology. But terminologies and meanings are be ambiguous – the world sustainability itself has many connotations… often leaving people thinking about financial or environmental in isolation To reduce misunderstanding, and to help our staff, stakeholders, partners and the public engage with our sustainability plans we are using a language that we hope all can relate to. We have developed our sustainable activity to focus on the improvement of three ‘values’ within our communities: Local; Equal; Green; It allows us to ask the same question through any activity that we do: “Can we improve the local community and economy; can we improve the equality felt among our residents; can we improve the environment and green spaces with our communities” Keeping it simple In the of keeping the language simple, we want to keep the plan itself simple too. This will help us to focus on the action that staff and stakeholders need to embed into their individual roles and responsibilities. This year we are focusing on five priority areas where we believe we will make the biggest impact, where we can build on existing activity and where we know that we have the current resource within our organisation How we will be accountable for our activity? How we design services to social & environmental value? How we procure and contract services that maximise social and environmental value? How will we support and engage our staff, providers and GP members to improve our sustainable outcomes? How we evaluate our activity? Provider Engagement Over 99% of our environmental impact (CO2 emissions) sits within our supply Although yet unmeasured we believe that this figure will be similar for our social impact too. Our providers, therefore, must be an integral part of our Sustainable Development Management Plan if we are to make a positive difference. In to decide how we can improve our performance through our providers, we must first understand how and where the impact lies, what is already being achieved, and which areas can make the most, and the quickest, improvements.