Potential Provider Briefing Document and Descriptive Document for Pre-Procurement Market Consultation
Electronic Patient Records and Clinical / Business Intelligence
and Research Platform-enabled Transformation Programme
Potential Provider Briefing Document and Descriptive
Document for Pre-Procurement Market Consultation
Version 1.1
Version: 1.1
Date:
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Change History
Version
Reason/Summary of Changes
Date
1.0
First issue
1.1
Second issue, inserted OMNI-Lab at p69 23/12/2015 GOSH
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Author
GOSH/High Resolution
Consulting
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Distribution List for Review and Approval
Name
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TABLE OF CONTENTS
1.
PURPOSE OF THIS DOCUMENT ............................................................................... 5
2.
INTRODUCTION AND BACKGROUND TO THE TRUST ................................................ 7
3.
A UNIQUE OPPORTUNITY ....................................................................................... 9
4.
THE STRATEGIC CASE ............................................................................................ 12
5.
EPR REQUIREMENTS............................................................................................. 15
6.
CLINICAL / BUSINESS INTELLIGENCE AND RESEARCH PLATFORM REQUIREMENTS . 24
7.
IMPLICATIONS OF A LOT BASED PROCUREMENT ................................................... 35
8.
BUDGET, CONTRACT AND POTENTIAL PROVIDER ISSUES ....................................... 37
9.
CONDUCT OF THE PROCUREMENT ........................................................................ 45
10.
POTENTIAL PROVIDER BRIEFING EVENT ................................................................ 58
11.
APPENDICES ......................................................................................................... 61
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1.
PURPOSE OF THIS DOCUMENT
1.1
INTRODUCTION
This Potential Provider Briefing Paper provides essential background information and
context to the Trust and to this Electronic Patient Record (EPR)-enabled transformation
procurement. In the first instance, it invites Potential Providers to respond to a range of
issues designed to inform the Trust’s thinking and the Trust’s design of the procurement. In
the second instance, it is intended to inform pre-procurement market engagement and
Potential Provider decision making as to whether to bid for this exciting and unique
opportunity. In the third instance, an updated version of the paper, that reflects the
outcomes of that pre-procurement market engagement will be issued with the PQQ
documentation and will provide essential background information and context that
Potential Providers should refer to, and draw on, in framing their PQQ responses.
1.2
POTENTIAL PROVIDER INVITATION
Potential Providers are invited to:
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Respond to the Trust’s request for indicative pricing for a world-class EPR (see
Appendix 1)
Book a one to one meeting to discuss EPR requirements with the Trust on the
afternoon of 21st January 2015 (see Appendix 2)
Book a one to one meeting to discuss Clinical / Business Intelligence and Research
Platform requirements with the Trust on 22nd January 2015 (see Appendix 3)
Raise any clarification questions with the Trust via its procurement portal at
https://www.lppsourcing.org/procontract/lpp/supplier.nsf/. These questions will be
incorporated within the FAQ document discussed at Section 10.4 (and to be issued
with the OJEU Contract Notice)
Please note that, reflecting its unique, paediatric-related requirements, the Trust will limit
the availability of discussions to those Potential Providers able to conclusively demonstrate
directly relevant, proven, world class solutions that have been successfully delivered in
healthcare organisations of a similar size and nature to the Trust. Leading on from the
above, and for the avoidance of doubt, please note that the Trust is clear that:
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It does not wish to enter into a development partnership for core EPR requirements,
including PAS requirements
It prefers to contract with a Clinical/Business Intelligence and Research Platform
Potential Provider that possesses significant healthcare experience and expertise
Appendices 2 and 3 provide the Trust’s proformas to be used to request a one to one
meeting with the Trust. Slots will be allocated on a first come, first served, basis.
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1.3
THE TRUST’S LOT BASED APPROACH TO THE PROCUREMENT
Subject to the outcome of the Trust’s pre-procurement market engagement, the following
lots will form the basis of the procurement:
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Lot 1 - An EPR solution
Lot 2 - A Clinical / Business Intelligence and Research Platform
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2.
INTRODUCTION AND BACKGROUND TO THE TRUST
The vision of Great Ormond Street Hospital for Children NHS Foundation Trust (GOSH) is to
be the leading children’s hospital in the world. It aims to hold that position through the
quality of its care, the service it provides, the efficiency it delivers and its research
outcomes.
Many of the children and young people we see have been referred to GOSH because they
need specialist care that their local hospital cannot provide. We have a strong brand which
is recognised and trusted. Our employees have the skills to provide a safe, effective and
world-class service. The hospital’s mission and commitment is to put children at the heart
of everything we do, ‘the child first and always’. We call them Our Always Values. So we
will:
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Always be Welcoming
Always be Helpful
Always be Expert
Always be One Team
Following our Listening Event in 2013 we identified areas which our patients and their
families told us needed improvement: long waits; poor communication; appointments
running late. Any investment in a digital hospital must address these concerns directly. We
must make sure that any new technology that we bring into the hospital can be accessed by
our patients and their families and used to enhance our relationship with them. We know
that many of our staff are frustrated by the current IT systems, which are complex and often
difficult to use. The information is not readily transferred between systems. Paper is still a
large part of the process. Core systems in use at the Trust are detailed in Appendix 4.
We also know that there are real issues for patient safety with multiple ways both electronic
and manual to prescribe drugs and clinical information held in separate computer systems.
Clinicians tell us how they have to log-on to many different systems to piece together the
whole picture and that there is always a risk that critical information will be missed.
The digital hospital will include clinical decision support – giving clinicians access to
pertinent information on best practice and prompting them to follow clinical guidelines,
including complex treatment and prescribing pathways. This will give us the ability to audit
and demonstrate our adherence to best practice with the consequent improvements in
patient safety and clinical quality as well as financial performance. The digital hospital will
also support the research community, using systems to identify patients who could qualify
for clinical trials whilst maintaining the stringent ethical and information governance
standards associated with such activity. Access to a clinical database for audit and research
would remove the need for local departmental databases.
This doesn’t necessarily mean a single computer system and GOSH wishes to consider the
benefits, risks and costs of the various options available to us.
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Mobile and wireless technology must be supported and a variety of user-friendly input
devices: touch screens; tablets; iPads; voice recognition; barcodes and radiofrequency ID
systems – we intend to provide our staff with a multiplicity of access points and devices to a
single patient record.
Technology on its own will not deliver these outcomes. Any investment will need to be
supported by cultural change across the whole organisation. It will see some roles disappear
and other roles change, and will require our staff to undertake training and gain new
computer skills. Our clinicians will see changes to the way they work in clinics, theatres and
on the wards.
Our digital hospital vision is that every member of the team caring for a child can always
access the relevant information that they need rapidly and from a single place. It is also
that patients, parents and carers in other hospitals and care settings can see relevant
records and contribute information in-between visits to Great Ormond Street Hospital.
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3.
A UNIQUE OPPORTUNITY
3.1
INTRODUCTION
The Trust firmly believes that this procurement offers unique opportunities for the ‘right’
Potential Provide to:
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3.2
Develop a true, clinically driven, joint-working based partnership with an innovative,
world class and forward looking Trust over the next 10 years or more
Deliver a world-class clinical quality improvement programme via the use of leading
edge paediatric-focussed technology
Establish, in partnership with the Trust, the leading paediatric-focussed research
facility in the world through the use of innovative healthcare informatics
NATURE OF THE RELATIONSHIP AND PARTNERSHIP PRINCIPLES
The Trust will expect a Potential Provider wanting to work with them on this exciting
transformation programme to describe how they intend to ensure that our patients and
staff gain from successful delivery.
Subject to excellent Potential Provider performance, the Trust would welcome a close
relationship for many years to come. A partnership based relationship involving flexible
working, innovation, benefits realisation, flexible forms of funding, shared developments
and shared research is open for discussion. The foundation of such a relationship must be
the highly successful initial implementation of core EPR requirements, the delivery of an
impressive benefits package and highly effective functionality to satisfy optional and future
requirements.
For the avoidance of doubt:
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The chosen partner must undertake to work very closely, and to establish a genuine,
clinically orientated joint-working partnership with, the Trust
The Trust is looking to develop and maintain genuine partnership working, in terms
of shared programme management and encompassing all aspects of agreeing and
planning solution implementation, workflow transition and benefits realisation
The Trust expects that the chosen Potential Provider will meet the agreed
contractual commitments as a key part of demonstrating its commitment to the
partnership
Thereafter, the Trust envisages that the genuine joint working referred to above
would lead to the implementation of agreed development initiatives over time in
which financial benefit and risk would be shared
The Trust recognises that Potential Providers who might be interested in bidding for
this exciting opportunity might not themselves possess all the necessary capacity
and capability to undertake all of the transformation and benefits related activity
needed. The Trust is content to receive PQQ responses, Initial Tenders and Final
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Tenders that reflect a well-established prime EPR Solution Provider and/or subcontracted solution application and/or sub-contracted human resource partner
arrangement
3.3
PARTNERSHIP WORKING
The Trust wishes to emphasise its commitment to act not only as a reference site, but also
as a development site and sounding board for Potential Provider developments, new
modules etc. with the right partner, particularly in the areas of the child-friendly, ageappropriate patient portal, the paediatric-specific elements of the EPR and the Clinical/
Business Intelligence and Research Platform. For example, the Trust is involved in a Joint
Venture with Congenica Ltd for the genomic database development and has partnered with
smaller ICT suppliers for the development of departmental systems (for example dietetics
and systems supporting rare disease conditions).
Leading on from the above, the Trust’s initial thinking on how the partnership will manifest
itself, and subject to discussion with shortlisted Potential Providers during the PreProcurement market engagement, Initial Tender and Dialogue Stages of the procurement, is
summarised below:
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3.4
The Potential Provider will have a key stake in the delivery of the Trust’s clinical
digital strategy
The establishment of a Partnership Board that:
o Has joint membership between the Trust and its digital solution Potential
Providers
o Oversees the delivery of the contracted implementation and related
transformation and benefits realisation activities
o Promotes, generates, and makes decisions on further opportunities
The Trust will act not only as an implementation reference site, but also as a
development site and sounding board for Potential Provider developments, new
modules etc., particularly in paediatric care
The Potential Provider will support the Trust in exploiting new opportunities or in
responding to new nationally-led initiatives
DEVELOPING THE PARTNERSHIP DURING THE PROCUREMENT
As stated, the Trust will adopt an open and consultative approach with those Potential
Providers to be shortlisted to receive the Invitation to Participate in Dialogue (ITPD) and to
participate in the Dialogue Stage of the procurement. In particular:

The Invitation to Submit initial Tenders (ISIT) documentation will provide further
Trust thinking surrounding all of the above and invite Potential Provider suggestions
and recommendations on the most effective means of developing a true partnership
that meets the respective needs of the Trust and of the successful Potential Provider
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
The Trust’s feedback on those Tenders will be contained within the Potential
Provider specific ITPD documentation and will provide a focus for Dialogue Sessions
that will require Potential Providers to build upon those Tenders and to develop
increasingly mature proposals for the Trust to consider. That feedback will be
designed to:
o Ensure there is shared agreement on the proposed nature of the partnership
o Develop a shared approach to the definition of commercial principles to
reflect a partnership
o Agree how these shared agreements and approaches should be reflected in
Final Tenders and in the associated draft contract documentation to be
produced in response to the Invitation to Submit Final Tender (ISFT)
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4.
THE STRATEGIC CASE
This section looks at what the hospital’s main priorities are for the future, and how
technology can best fit and support these aims and aspirations.
4.1
CLINICAL SYSTEMS STRATEGY
The EPR should form part of a wider overall IT strategy for the organisation. This wider IT
strategy will be developed over the course of 2016/17 and should be in place before the
final investment approval is made. The selection of EPR and research platform hosting will
be resolved as part of that wider strategy.
The three main benefits of our new electronic patient record system will be:
Driving up the quality of care and enhancing patient safety
The systems will support and enable clinical decision making. At the touch of a button
clinical teams will be able to access all the information about a patient that they need to
inform decision making. It will also give teams prompts to follow best practice guidelines,
including complex treatment and prescribing pathways.
The system will also support improved safety by taking multiple systems that prescribe
drugs and capture clinical information which together, in one place, will minimise the risk
that critical information will be missed.
Patients and their families become partners and the patient experience is enhanced
The system will improve the day to day administration of patient care, to make it more
efficient so that it does not distract from, and even allows more time to, providing excellent
clinical care and patient experience.
Portals on the system will allow patients, their families and caregivers in other organisations
to access appropriate clinical information to enhance joint decision making and improve the
experience for the child and family.
We will be able to take the child’s record to the bedside using mobile devices, allowing them
to see what’s on the computer, understand what we are recording about them and why.
They will be confident that we have reliable records about them. The Trust is anticipating
that bespoke development will be required in order to deliver the required functionality of
the portal.
Supporting research breakthroughs
The systems will identify patients who could qualify for trials and provide a rich source of
data for audit and research of national and international significance, to underpin
continuous improvement and research-led developments in medical care.
The motto of the hospital is “the child first and always” and our aim is to make sure our
clinical outcomes keep us among the world’s top five children’s hospitals and enable us to
provide evidence of our primacy in that peer group.
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Clinical research is of strategic importance and we are, and wish to remain, one of the top
five Paediatric Research institutions in the world measured by research outcomes. Our
strategy is to develop measures and improve standards so that we can provide evidence of
being the top paediatric institution in the world.
4.2
CURRENT INFORMATION TECHNOLOGY PROVISION & STRATEGY
4.2.1 Infrastructure and ICT services
To date GOSH has invested in core hardware and technology infrastructure with new
networks, wireless access, mobile technology and upgraded desktop PCs. Video
conferencing, satellite and HD video recording across 10 theatres has put GOSH at the
cutting edge integrated communication. We recognise that this investment will need to be
maintained and enhanced to support our digital hospital vision and seek to understand this
further as part of this pre-procurement market engagement exercise.
ICT Services are currently provided in-house except for network support and some service
desk provision which is outsourced. The Trust will be considering its approach to
infrastructure support and ICT service provision and this will be influenced by the
implementation of EPR but this procurement does NOT include neither ICT infrastructure
support nor EPR hosting, both of which will be considered separately.
4.2.2 Data Warehouse
The Trust currently has a SQL Server and QlikView data warehouse environment which is
used for statutory reporting and based on the current i.PM PAS system and several other
systems. This will need to be replaced or updated alongside the EPR programme as part of
the Business Intelligence solution specified as part of the Clinical / Business Intelligence and
Research Platform.
4.2.3 Electronic Document and Records Management
The Trust is currently digitising its historical paper records and rolling out the Kainos
Electronic Document and Records Management (EDRM) system. This will remain in place for
a period of time after implementation of EPR and will need to be integrated with it. This
system has some eForms functionality which will be replaced by EPR. Eventually the Trust
would consider the move of the data in EDRM into the Vendor Neutral Archive (VNA) (see
below).
4.2.4 Image Stores
The Trust has a GE PACS and image archive for Radiology and many separate image capture
and storage systems for other specialties, for example, Cardiology, medical illustration,
ophthalmology, etc., that we seek to integrate. The Digital Information Technology Strategy
has been agreed and decisions on the date and procurement route for changing the PACS
are being considered. This procurement does NOT include a PACS, but it does include the
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option for the EPR supplier to provide or be prime contractor for a VNA for images, videos,
and documents in the wide variety of forms that are available as standards. In order to
facilitate the presentation and use of these artefacts as part of an integrated patient record
the Trust will in early 2016 be considering options for procurement of both Radiology and
Cardiology PACS function with an expectation that the PACS and EPR vendor will work
together to provide an integrated view to our clinicians.
4.2.5 Genomics
GOSH is a lead member of the North Thames Genomic Medicine Centre as part of the
100,000 Genomes Project1, as a result we have a rich database of genomic information that
is held in a system that is a bespoke development for GOSH by Congenica Ltd This database
should be connected to the Clinical / Business Intelligence and Research Platform.
1
http://www.genomicsengland.co.uk/the-100000-genomes-project/taking-part/genomic-medicine-centres/
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5.
EPR REQUIREMENTS
5.1
REQUIREMENTS OVERVIEW
The Trust is currently developing an OBS (Output Based Specification) that describes what
the Trust will expect to implement as part of the proven core EPR functionality it requires to
be available from the Potential Provider (and any appropriate sub-contractors) on go-live.
Updated versions of the requirements information presented below will be provided as part
of the PQQ documentation if appropriate. The OBS itself will contain the detailed
requirements of the Trust and will be issued to shortlised Potential Providers within the
Invitation to Submit Initial Tenders (ISIT) documentation.
This section now provides:
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5.2
A summary of key scope and architectural issues
A high level description of the Trust’s required functionality and the additional
functionality the Trust is likely to want to deploy during the lifetime of the
contract(s)
A summary of Functional Requirements including examples of what is likely to be
excluded from the contract(s)
A summary of Non-Functional Requirements and Services
The Trust’s indicative implementation timescales
SUMMARY OF KEY SCOPE AND ARCHITECTURE ISSUES
The selection of the right EPR for GOSH is not architecture-led but is solution-led in terms of
functionality to support the clinicians’ work and the research ambitions of the Trust. The
scope of the procurement is to provide the Trust with a highly integrated, but not
necessarily a single database, EPR solution. For example, the Trust’s intention in this respect
is to emphasise that, provided that all of the other Trust procurement criteria were to be
satisfied to a very high quality, some or all of the following could feature as part of a
successful procurement outcome for the Trust:
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Seamless integration of PAS functionality with wider clinical functionality
Seamless integration of a limited number of Departmental and other systems with
the Potential Provider’s core and highly integrated EPR solution
Seamless clinical and business intelligence on the data in the EPR solution as a
whole.
The solution should be capable of expansion over time to replace the majority of the
functionality currently provided by specialist clinical systems. The intention from day one is
to deploy the core EPR system and incorporate the functionality of current specialist
departmental systems, where possible, rather than replace them directly with new
standalone departmental systems. For the avoidance of doubt, this procurement does not
include the replacement of smaller specialist departmental systems except where specified
in section 5.4.2.
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The Trust requires the ability to discuss with Potential Providers how best to incorporate
future optional requirements and replace legacy systems over time. Therefore, the Trust has
selected the OJEU competitive dialogue procurement approach as it provides the widest
possible market choice and the best opportunity to develop and refine solutions in dialogue
with shortlisted Potential Providers.
5.3
HIGH LEVEL FUNCTIONALITY DESCRIPTION
Leading on from the above, this section provides a high level description of the Trust’s
required EPR functionality and the additional functionality the Trust is likely to want to
deploy during the lifetime of the contract(s). The high level requirements for a solution are:
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The system will be selected and designed to support world-class paediatric care
Intuitive and sophisticated user presentation of the entire patient record that can be
used by the typical clinician with a reasonable level of training
A resilient, highly available solution
An advanced comprehensive EPR to contain administrative and clinical details of the
entire patient pathway across all specialties and disciplines and to replace most of
the disparate department and specialty systems currently in use
Highly functional PAS suitable for use in the UK and compatible with all statutory and
regulatory requirements with a commitment to remain compatible over the duration
of the contract
Electronic workflows and reports will support improved administrative and clinical
processes and pathways
Tailored specifically to the Trust’s paediatric requirements
Comprehensive referral, waiting list, outpatient, inpatient, day case, outreach, and
follow up management
Protocols, best practice guidance and alerts embedded in the system will reflect
latest world-wide research understanding of the most effective paediatric care
Existing and demonstrable advanced evidence-based clinical decision support
capability suitable for paediatric care and capable of full localisation and bespoke
configuration
Integrated electronic prescribing and medicines administration to increase the
convenience and efficiency of the prescription-writing process
Integrated comprehensive departmental systems for pathology, radiology, pharmacy
and other departments providing diagnostic and treatment services
Flexible configurability of product to allow design of the system by clinicians,
patients and families, capable of capture of structured clinical and administrative
datasets and annotation of diagrams
A child friendly, age-appropriate Patient and Family Portal for use before, during and
after interactions with the hospital
Advanced self-service reporting tools will allow analysis of the structured data that
will be in the record for operational management, clinical audit and management
reporting
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5.4
Ability and support to integrate with legacy applications which are not replaced as
required
Wide compatibility with technology to improve efficiency and access to clinical
systems everywhere, for example, workstations-on-wheels, mobile devices, digital
pens, voice recognition and dictation systems and remote working, for example in
outreach clinics
High degree of integration with medical devices and diagnostic equipment
The ability to share information electronically with care providers and stakeholders
outside the Trust
Conversion of data from existing systems into the EPR where necessary or into a
linked, accessible historical data repository in the Vendor Neutral Archive
The ability to manage, make available and use data from non-EPR systems inside and
outside the Trust in varied standard formats (for example referral letters, outputs
from specialist clinical systems like Audiology, Ophthalmology, Genetics)
FUNCTIONAL REQUIREMENTS
Our requirements are being developed by a set of Functional Groups made up of multidisciplinary representatives from the organisation. The requirements from all groups are a
combination of requirements to replace existing solutions and requirements for improved,
innovative solutions.
5.4.1 Core Requirements
Please note that the numbers of requirements given in this table are to indicate the
complexity and scope of the functional area and will not exactly match the final specification
requirement numbers.
Requirements in italics in this table are likely to be optional in the main EPR procurement to
give GOSH the option of procuring them from specialist suppliers and interfacing these to
the EPR. The Trust seeks to explore with suppliers the list of optional and core components
in the Pre-Procurement Market Engagement exercise.
Functional Area
1
People and Teams
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Scope includes
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Patients
Family members and relationships
Staff
Other professionals
Roles
Teams
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Functional Area
Scope includes
2
Care Pathways and
Decision Support
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The pervasive scope of pathways
Evidence-based pathway modelling
Participants in the pathway
Content-driven pathways
Shared pathways
Early-warning and alerts
3
Patient Management Referral
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Equity of access
Standardised referral channels
RTT and other targets
Internal referrals
4
Patient Management –
Out Patients
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Clinic templates and set-up
Patient booking and communications
Outpatient diagnostics and therapy
Clinic reorganisation
Clinic outcomes
5
Patient Management –
In Patients
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Waiting lists
Bed management
Workload management
Admissions
Discharge Planning
Day-cases, ward attenders and out-patient therapy
Critical Care
Therapies
6
Theatres and Surgery
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Theatre scheduling
Pre-Operative Assessment
Surgical record-keeping
Anaesthetics record-keeping
Recovery
Sterile services
7
Protecting the Child
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Confidentiality
Access and Accountability
Positive patient identification
Consent
Recording of concerns
Child protection alerts
Infection Control
Allergies and other permanent alerts
Collaboration with other agencies
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Functional Area
Scope includes
8
Record-keeping
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Human data entry
Data from other information systems
Medical device integration
Charting
Terminology
Records management
Legacy records
9
Information
Presentation
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Ease and speed of access to information
Context-driven views
Navigation
Aggregated and patient-specific
Personalisation and configurability
10
Requesting and
Fulfilment - General
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Order sets
Requester workflow
Fulfiller routing
Requester-fulfiller dialogue
Fulfiller workflow
Outcomes of requests
Requester follow-up
11
Requesting and
Fulfilment - Drugs
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Prescribing
Dispensing
Administration
Stock management
Manufacturing
12
Requesting and
Fulfilment - Pathology
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Ordering tests
Specimen collection
Pathology disciplines
Specimen reception and tracking
Laboratory workflow
Genetic laboratories
Results reporting
Blood transfusion
Infection control
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Functional Area
Scope includes
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Requesting and
Fulfilment – Imaging
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Requesting and order acceptance
Appointment scheduling
Radiology workflow
Cardiac and other specialist modalities
Modality integration
Reporting
Image archiving and VNA
14
Resource Management
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Single step scheduling
People, Rooms and Places
Tracking
Demand and Capacity (inc. emergency capacity)
Consumables
15
Leaving GOSH
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Long-term follow-up
Transition to adult services
Final discharge
Long-term Outcomes
16
Specialty-specific
requirements within
the EPR
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Specialty functionality within core EPR
Integration of specialty capabilities not available
within the EPR
Specialty development platform (in particular, for
new services in the future)
See Appendix 1. For a
list of the Trust’s
clinical divisions and
departments.

17
Clinical and Business
Intelligence
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Real-time business intelligence
Data repositories and warehouses
Data analysis and reporting tools
Operational, financial and logistic information
18
Communications and
Collaboration
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Production of clinical documents
Multi-channel communications
Electronic Document Interchange
Portals
Multi-Disciplinary Teams
Shared care
Cross-boundary pathways
Transitional Care
Clinical networks
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Functional Area
Scope includes
19
Master Data
Management
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20
Research and Trials
See section 6.5 for the research-orientated capabilities
that are likely to be provided by the core EPR system.
21
Platform
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People
Terminologies
Drug databases
The mobile workforce
Input technologies
Identity and access management
Security
Interoperability
Performance
Availability
Business Continuity
Table 5-1 Core Functional Requirements
5.4.2 Excluded from EPR Procurement
There are a number of systems that are considered to be outside the core and optional
scope of this procurement (though some existing solutions will be interfaced or needed to
support EPR).
Suppliers should not respond with solutions in these areas:
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ICT Infrastructure services and technology, networking, endpoint devices, mobile
solutions, etc.
PACS
Electronic Document and Records Management solution with scanning and records
archiving except as integral to the VNA
E-rostering
Electronic staff records
Supplies and stores management
Business systems such as HR, finance, procurement
Also, suppliers of single-specialty systems should not respond
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5.5
NON-FUNCTIONAL REQUIREMENTS AND SERVICES
The Trust’s Non-Functional Requirements are summarised in the table below.
Service Name
Description
Technical
The technical platform which will underpin the Trust’s
output-based requirements.
Service Levels
The services that are required to support and maintain the
EPR solution.
Implementation and Delivery
The services that are required to support implementation
of the EPR solution.
Benefits Realisation
The services that will be required to support realisation of
the Trust’s target benefits.
To complement the functional and non-functional scope set out above, the Trust will also be
procuring a number of implementation-related and operational services. The Trust
anticipates that there will be a number of ‘core’ services that will form part of the core
scope of Potential Provider responses and envisages that this will include the following:
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5.6
Project management of the implementation project
Subject Matter Experts (SMEs)/product specialists
Clinical and departmental workflow specialists
Technical platform specialists
Capability training for the GOSH EPR programme team
Training, Train the Trainer and go live support
Data conversion and archiving
Interfacing and integration
Second line service support provision
Service Transformation, Cultural Change and Benefits Realisation
INDICATIVE IMPLEMENTATION TIMESCALES
In working with shortlisted Potential Providers to develop an implementation plan, the Trust
is seeking to achieve a challenging, but realistic plan that considers, and balances, the
following sometimes conflicting factors:
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The desire to realise benefits as quickly as possible
The amount of organisational change that the Trust can reasonably sustain during
the period whilst continuing to maintain patient safety
The assured delivery of a safe and robust EPR solution
The level of Trust, and other third party, resources required
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The Trust will require shortlisted Potential Providers, using their experience and best
practice methodologies, to work with the Trust during the Dialogue Stage to develop an
appropriate implementation plan that will form the basis of Final Tender responses. This
should address questions of risk management with respect to big bang versus phased
implementation. In particular, the Trust wishes to emphasise the importance of support
departments, such as pathology and radiology, to maintenance of its normal business across
all specialties; and the need to ensure minimal disruption. The Trust also recognises the risks
involved in implementing digital systems in outpatient settings, complex specialties, rare
disease management, and outreach clinics, and the plan should recognise these risks.
The implementation plan should take account of mandatory NHS-wide changes to
requirements for information provision, interoperability and connectivity.
Potential Providers will wish to note the following Trust starting points in respect of
implementation and timescale issues:
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Contracting complete by Q4 2016
Implementation start early Q1 2017
Go live, appropriately phased to manage risk, in Q2/ Q3 2018
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6.
CLINICAL / BUSINESS INTELLIGENCE AND RESEARCH PLATFORM
REQUIREMENTS
6.1
INTRODUCTION
This section summarises the requirements for the Clinical / Business Intelligence and
Research Platform to be procured as part of the EPR programme. Suppliers should note that
in this area the requirements are less clearly defined and are likely to develop throughout
the programme and the EPR contract period. The research platform will provide the basic
analytics and the Trust seeks a partnership in which additional storage and analytic
capabilities can be called off and stood down flexibly with demand and recognising budget
constraints.
6.2
BACKGROUND
With its broad range of clinical specialties, GOSH is in a unique position to undertake
research into the most complex and rare childhood diseases. At any one time, there are
several hundred active research projects ranging from observational studies to clinical trials
of medicinal products. In collaboration with our colleagues at the Institute of Child Health,
the Trust is currently involved with over 60 individual research groups dedicated to rare
diseases.
GOSH and the UCL Institute of Child Health2 were first awarded NIHR (National Institute
Health Research) BRC (Biomedical Research Centre) status in 2007. A successful application
in 2011 resulted in a further 5 years funding from 2012 to 2017. Find out more about our
Biomedical Research Centre3 here.
Our long-term commitment to instigating, supporting and delivering cutting-edge research
means that every year a wide variety of around two hundred research projects are started,
while at any one time there are roughly five hundred research projects active at the Trust.
Research taking place at GOSH is structured around our six clinical areas:

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Critical Care and Cardio-Respiratory
Diagnostic and Therapeutic Services
Infection, Cancer and Immunity
Medicine
Neurosciences
Surgery
This work is strengthened by collaborative research conducted with teams from the five
academic programmes of the UCL Institute of Child Health (ICH):
2
3
http://www.ucl.ac.uk/ich
http://www.gosh.nhs.uk/research-and-innovation/gosh-biomedical-research-centre
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Developmental Biology and Cancer
Developmental Neurosciences
Genetics and Genomic Medicine
Infection, Immunity, Inflammation and Physiological Medicine
Population, Policy and Practice
Academics at ICH and clinicians at GOSH work together to continue our integrated and
multi-disciplinary approach to the understanding, diagnosis, treatment and prevention of
childhood disease. Since many staff hold appointments at both institutions, GOSH and ICH
researchers are able to translate research undertaken in laboratories into actual trials in the
hospital. We can ensure research offers a real benefit to children at GOSH, elsewhere in the
NHS and internationally.
GOSH is the lead member of the North Thames Genomic Medicine
Centre as part of the 100,000 Genomes Project4
GOSH was a founder member of UCL Partners5, an Academic Health Science Centre for the
region whose vision is to create a world leading centre for research, healthcare and
education to deliver solutions to address the most pressing healthcare challenges for the
health of our population.
At any one time GOSH patients are taking part in hundreds of research studies and clinical
trials to support a variety of research themes. Examples include:

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

Molecular basis of childhood diseases: identification of disease-causing genes
Diagnostics and imaging in childhood diseases: Development of our ‘Biomarker
discovery’ approach incorporating genomics, proteomics, metabolomics and
expression profiling, to maximise translational NHS hospital capability for new
diagnostic tests
Gene, stem and cellular therapies: driving therapeutic innovation in rare disease
Novel therapies for translation in childhood diseases: exploiting our cohorts of
unique and deeply phenotyped patients and stored biomaterial to develop and
deliver novel experimental therapeutic interventions to treat childhood diseases
The types of investigation and research undertaken include:



4
Quality improvement
Operational efficiency
Observational Studies such as efficiency in Theatres
http://www.genomicsengland.co.uk/the-100000-genomes-project/taking-part/genomic-medicine-centres/
4 http://www.uclpartners.com/who-we-are
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6.3
Effectiveness and efficacy of diagnostic techniques and of treatments
Clinical studies
Population studies using data from GOSH and collaborators
Genomics and proteomics and their contribution to the understanding and
treatment of childhood conditions
Phenotype research
Peer-reviewed studies of outcomes of treatments and techniques to create evidence
Outcome studies and benchmarking
Pharmacovigilance
Personalised medicine, biomarkers and patient level prediction
Disease Interception
CLINICAL / BUSINESS INTELLIGENCE AND RESEARCH PLATFORM SCOPE
This section describes the initial scope of requirements for clinical and business intelligence
and to support the research activities of GOSH and its academic and health service partners,
together with a summary of requirements as currently understood by the EPR Programme.
The Trust’s requirements in this area fall into five main categories:

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
6.4
Clinical and Business Intelligence tools (see 6.4) to support the day to day running of
the hospital, in terms of both clinical and support services, and to support
performance management and planning over the longer term, as well as to satisfy
the reporting obligations of the trust to a variety of external bodiesClinical trials (see
6.5) where the clinical activity carried out includes elements whose purpose is to
provide information relevant to the aims of the study, including consent, cohort
identification and management, trial enrolment and clinical trial activity
management and to extract data to support charging. These requirements are
expected to be met by the EPR Lot or the Research lot and are included as optional
requirements in both lots – but we prefer to procure this as part of the EPR lot than
separately
Scientific administrative tools (see 6.6) to support research activities such as sample
tracking; image analysis; GCP work to produce novel personalised therapies
Analytics Platform (see 6.7) to support the sophisticated analysis of large quantities
of data, over an extended period of time, over a wide population and derived from a
wide range of systems managed by many organisations
Translational research (see 6.8) providing support for clinical modelling, pre-clinical
trials and clinical trials of diagnostic assays and equipment, medicines, healthcare
equipment, computer systems, methods of treatment or molecular science
CLINICAL AND BUSINESS INTELLIGENCE
Although they have many characteristics in common, and may in due course share many
tools and technologies, Clinical and Business Intelligence is a set of capabilities that can be
distinguished from the research arena in several respects. Most important is that it supports
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the day to day running of the hospital, both in terms of the delivery of clinical services and
the support services on which the former depend. Clinical intelligence may detect an event
relating to individual patient (and interact with the care pathway management functionality
contained with the core EPR) or it may cross patient populations – a good example being the
early detection of a pattern of infection, before the outbreak becomes apparent to any one
clinician. Business intelligence is also of huge benefit to managers and planners, where the
need may be real time (for example, the up-to-the-minute bed state), day-to-day (for
example, staffing levels and waiting list management) or capacity and performance
management over a longer timeframe, with the aim of fine tuning processes in order to
improve performance, productivity and efficiency, or to acquire the capacity to meet long
term changes in the demand for the Trust’s services
The core requirements for provision of Clinical and Business Intelligence are as follows:

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
The ability to satisfy mandatory reporting requirements, including those imposed by
NHS England and the commissioners of the Trust’s services (which in many cases is
also NHS England). Also included in this category are returns to the various clinical
registries (e.g. The UK Renal Registry) to which GOSH contributes, and which are very
demanding in terms of their complexity
The ability to support the management of the Trust’s operations, both front-line
clinical and support functions, with information derived directly from core EPR data
sources. These will typically be called from within the transactional systems
themselves, and be available to clinical staff in the course of their everyday jobs and
include the ability to generate reports on groups of patients, single patients, and the
ability to drill down from individual data points into the underlying transactions
Support services that need accurate and relevant information include the finance
department (for both financial and management accounting), our procurement
services (particularly in respect of consumables such as drugs and theatre stocks),
Quality and Improvement, ICT and Redevelopment. HR functions such as Training
and Education and Performance Management are major users of business
information. The Trust’s International and Private Patient’s service will consume the
information needed for the billing and costing of the Trust’s extensive non-NHS
activity
While the ability to extract of information from underlying data sources is vital, it is
also important that the Trust has the tools at its disposal to deliver data in ways that
make its meaning clear to information users. In this regard dashboards and graphical
presentation tools come to the fore
Underlying effective Clinical and Business Intelligence, and indeed research activity is
ability the ability to apply standard terminologies to structured and unstructured
transactional data. Such terminologies include the mandated coding systems used
by the NHS (ICD-10, IPCS, Reed etc., although the expectation is that the EPR project
will expedite the move to SNOMED CT. The Trust is involved in a wide range of
international research groups and disease registries, which often have their own
terminology systems. Therefore there is a need to be able to code transactions
under more than one such system and to map concepts between such systems.
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While coding traditionally underpins much of NHS mandatory reporting, it is also
important for data analysis where information objects data sources are loosely
structured and not necessarily conformant with a consistent data model, or
inherently unstructured but carrying metadata. Obviously, the ability to code
transactions as an atomic part of their creation (rather than a retrospective exercise)
will be critical to the success of a terminology-based approach to clinical recordkeeping
At the further extreme of the continuum from highly structured to unstructured data
lie radiological images, but even here clinical intelligence tools can be employed to
detect patterns of interest within images. The benefits of employing such tools are
threefold: efficiency – the sheer speed in which electronic systems can process data
compared to highly expert humans (who in future will focus more upon exceptions
than bulk data); accuracy – machines will be much more unlikely to miss something
significant; the ability to detect correlations across wide ranges of data sources, for
example the outputs of gene sequencing and proteomic analysis
The means to extract precisely defined data sets for transformation and loading into
intelligence-orientated data stores. The requirements in this regard are essentially
the same as for the Analytics Platform described in section 6.7. Note that the
question as to whether there should be separate stores for research and operational
purposes is an architectural question for future analysis and decision
Real-time intelligence, such that the impact of newly captured data will, within a
very short time of its creation, be evaluated in combination with other information,
for its clinical or operational significance. Note that this will work in combination
with the general decision-support tools available within the EPR and may well make
use of Complex Event Processing technology in order to achieve the highest speed of
evaluation possible. A push mechanism will be the normal means of delivering such
information to the appropriate user
Although a differentiator between Clinical and Business Intelligence on the one
hand, and Research platforms on the other is that the former will tend to be more
specific to the Trust and hospital operations, it is also the case that under the former
heading falls the need to contribute information to portals that are likely to be used
to aggregate disparate data sources belonging to several organisations, and serving
the needs of a wide range of users, with patients and their families being a
particularly important group
Alongside the ability to analyse historical data, and to detect and evaluate events as
they happen, lies a third category, that of predictive analysis. The ability to combine
historical trend data with forecasts of such things as population growth, microbial
resistance to antibiotics, the weather and climate change (data that will typically be
derived from external sources) will give the trust powerful tools for the planning of
the capacity and configuration of services
Finally, all the foregoing will take place against a backdrop of exponentially
increasing scale: more types of data captured, more observations carried out and
more data points per observation, more correlations to be sought, especially with
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respect to genomic and proteomic data, and more interventions that require early
detection of adverse trends
6.5
CLINICAL TRIALS FUNCTIONALITY FOR EPR USERS
The capabilities required to support clinical trials will include:
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Recording the key research aims of each trial
Recording the personnel involved in running the trial
Recording whether the trial is being led by GOSH or another research institution
Assistance in recruiting patients to trials by finding candidates within our existing (or
past) patient population
Alerting researchers when a patient meets the criteria for a trial but has not been
asked for consent to take part
Recording consent and managing it throughout its lifecycle, including applicability
and currency of consent, limitations on consent, further consent needed
Visibility throughout all clinical systems as to whether a patient is actively involved in
a clinical trial
The incorporation of research activities into pathway models, and the means to
assign patients to research pathways rather than or as well as regular pathways
Decision support tools that can take research activities into account when making
recommendations about the direction of pathways
The tagging of data (such as clinical notes and results) to indicate that it was
obtained from a research pathway or from carrying out research-specific activity
The ability to extract research-tagged data using simple queries or clinical and
business intelligence tools
The ability to download information on research activities for billing purposes
It should be possible to identify commercially confidential information and protect it
from viewing, especially when a trial is carried out in collaboration with a
commercial organisation
The production of case reports to record data on each trial subject during the course
of the trial as defined by the protocol
Researchers will also need to use EPR collaboration tools to facilitate
communications with patients (and other involved parties)
The detection of unexpected events (internal or external to the hospital) that may be
relevant to the patient’s participation in the trial or may indicate a safety issue, for
example an emergency admission or a referral to a new specialty (it must be possible
to exclude some routing events from this alerting)
The ability to identify and tag cohorts of control patients who meet the same criteria
but are not enrolled in the trial
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6.6
SCIENTIFIC ADMINISTRATIVE TOOLS
The main requirements for the provision of scientific administrative tools to support
research activities are:

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

6.7
The ability to track samples taken for research purposes. For example, a blood
sample might be taken of a patient with a particular condition (or one without that
condition for control purposes). The sample could be aliquoted and stored for future
purposes such as re-testing or testing of different techniques. A record of the
samples in storage, their current status with regard to consent, which have been
used and for what purpose, and which are still remaining for use
The ability to tag images, samples, results, elements of notes, or other elements of
the patient’s data as of research interest and for what reason. For example, it may
be interesting to tag all the samples taken from patients with a rare disease or all of
the images for those patients, regardless of whether the image or sample or image
was diagnostic of the condition itself or taken as another part of the patient’s
treatment. Then the samples and images and other EPR data fragments etc. could be
used for research anonymously without recourse to the patient records
The ability to store GCP preparation details of specially prepared drugs, autotransfusion material or other special preparations ready to be used for treatments.
The eventual destination of a particular drug, material, or preparation should be
stored
The processing of extracts of data from the EPR to allow billing for activities that are
purely for research purposes and are additional to clinical care such as additional
tests, imaging studies, visits
ANALYTICS PLATFORM
The Analytics Platform is a collection of tools and technologies that will support the
sophisticated analysis of very large and complex data sets, which over the next decade are
expected to increase in scale by orders of magnitude.
The diagram below is a conceptual architecture for the Analytics Platform, which will serve
both the Clinical and Business Intelligence needs of the trust, and the requirements of it and
its partners in the field of scientific and clinical research. Note that the diagram is intended
to summarise capabilities rather than specific system components. In particular, the
question of whether the demands of clinical and business intelligence on the one hand, and
research on the other, are best satisfied by a common or different set of tools and data
stores will be decided at a later stage of this procurement.
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Figure 6-1 Possible Architecture of the Analytics Platform
The main requirements in this area are as follows:
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


The ability to extract rich transaction-level data sets from the GOSH EPR, as soon as
possible after the data is created or captured. This stream of data may in principle be
supplemented with data from other systems both within GOSH and external to the
Trust
The ability to stage, transform and load this data into a variety of data stores, as
described below. This will include the means to link data from disparate sources
over common identifiers (e.g. the NHS Number)
A clinical data repository (CDR) containing copies of transactional data originating in
the GOSH EPR but supplemented by trusted data from other sources. This data will
underpin research activities but may also be consumed by decision support tools
within the EPR itself
It will be possible to protect the identity of patients (and other persons) without
undermining the richness, quality and usefulness of data. This is likely to be provided
by pseudonymisation tools and may point to the establishment of separate
repositories for research and operational purposes. However, no decision on that
question has been made at present and the trust is open to innovative suggestions
on how these objectives can be achieved and reconciled
There will be data warehouse capability whereby aggregated datasets will be
available for reporting across the trust and, in principle, the wider child health
economy. There will also be the capability to build and make available data marts for
localised and departmental purposes. Note that he distinction made between the
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CDR and data warehouse is intended to be conceptual and not to imply that the
capabilities must be delivered by one, two or even more physical components
As well as bringing data into the Analytical Platform environment, as described
above, there will be the means to consume data in other external repositories.
These are likely to be national (or international resources), where the scale and
governance constraints make permanent import impractical, but the where the
ability to use such data “on the fly” will be invaluable. Such resources could include
the NHS PDS, HIEs, GP data repositories and XDS-based image and document
networks
The Analytics Platform will include terminology services such that all coding schemas
and ontologies and in common use will be understood and cross-referenced. As well
as the major nationally-endorsed systems (SNOMED CT and legacy coding systems)
there will be the means to incorporate specialist ontologies that are typically much
narrower in scope, but address much greater taxonomic depths and fineness of
distinctions
The data stores, and the tools whereby they are populated and queried must be
capable of handling huge data volumes, and scalable to cope with the expected
massive growth in data sets (e.g. genome and proteome data), and of transactions
originating from an expanding range of medical devices and home monitoring
equipment
The means to use logic to connect disparate sources of data, for example the use of
patient demographics to identify identity matches in external data
The sources of data are highly unlikely to conform to a consistent data model so
tools are required that can use a variety of sources in combination
The use of fuzzy logic to connect disparate sources of data, for example patients with
similar demographics but different spellings
The means to search disparate data sources for research-relevant information
including the ability to search for, display, and extract data using a range of filters,
searches, sorting capability, etc.
A variety of searching tools are required, such as database queries, text searches,
joining data, filtering, etc.
It must be possible for search for data using conditions on one or many structured
data fields
It must be possible to search for text, numerical values and other values in
unstructured data fields
It must be possible to search unstructured data for instances of textual and
numerical data, using wild cards, regular expressions and Boolean operators. For
example one might search for “cystic fibrosis” or “x result: n” where n is a numerical
value and x is result identifier (and more complex such searches)
It should also be possible to search unstructured data taking into account semantic
concepts such as negation and the equivalence (or partial equivalence) of clinical
terms
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6
It must be possible to extract data in industry-standard formats for further analysis
(for example, CSV and the native formats of systems such as Excel, statistical analysis
tools and research-specific solutions like RedCap6)
It must be possible to apply data mining tools to our data stores in order to detect
patterns that could lead to the identification of potentially fruitful research topics (as
well as topics where research is already in progress) and also to improvements
within the operational and logistic fields
Population studies need not be concerned only with historic data sources – they may
also consume newly occurring events
It must be possible impose order on the information in order to make the data sets
easier to handle. This may take place through several stages of aggregation and
transformation
It should be possible to save a set of data transformations, aggregations and
ordering so that the same processes can be run repeatedly
It should be possible to save searches so that they can be run with different
selection criteria without having to rebuild the whole search
There must be complete control over the access to data so that users are restricted
to that data to which they have specifically been given rights to use and search
It must be possible to restrict downloading of data to people with the rights to do so.
The use of data for research purposes needs to remain in compliance with the
current consent terms. This will be a combination of the original consent plus any
changes that have been made. Compliance covers the type of data, the use of data
and the timescale over which consent has been given. In particular, there should be
a segmented data structure consent model such that individual researchers and
groups of researchers can be given different access rights on different datasets, e.g.
read, add, delete, transform, etc. For example the primary researchers for a dataset
may be able to add, transform and delete their own data but only use the data
extracted from EPR
Similarly, the use and disclosure of data needs to remain compliant with any IPR
constraints, for example, in the case of commercially sensitive data
The Data Warehouse, Clinical Data Repository and any other data store must be
technically independent of the EPR and its supplier so that the value of the
repository can outlast the EPR contract
Activities carried out to build, feed and analyse data in the data warehouse should
have no effect on the performance of the EPR for clinical purposes. The segmented
data structure and consent model should allow the joining of datasets using
demographic fields but prevent researchers from seeing demographic and other
patient identifiable data. This model should follow best practice guidance from the
information commissioner’s office and should be compliant with the Data Protection
legislation, guidance and regulations
https://catalyst.harvard.edu/services/redcap/
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6.8
TRANSLATIONAL RESEARCH
Providing support for clinical modelling, pre-clinical trials and clinical trials of diagnostic
assays and equipment, medicines, healthcare equipment, computer systems, methods of
treatment or molecular science.
GOSH supports pharmaceutical companies and medical device and equipment
manufacturers by taking part in research that helps to define, develop and test novel
therapies, diagnostics and medical devices. We also produce research that can be translated
into ideas for novel therapies, diagnostics and medical devices. The requirements for the
Clinical / Business Intelligence and Research Platform in this area are to support:





Identification of areas where existing therapies are not producing the ideal
outcomes
Identification of potential populations for novel technologies
Identification of rare diseases through molecular science
Research into the use of the novel technologies in clinical practice
Support for all phases of clinical trials of novel technologies
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7.
IMPLICATIONS OF A LOT BASED PROCUREMENT
7.1
INTRODUCTION
As part of this pre-procurement market engagement process, the Trust wishes to explore:



The extent to which it is likely that Potential Providers will be in a position to deliver
both a high quality EPR solution and a high quality Clinical / Business Intelligence and
Research Platform; or
Whether separate contracts with an EPR Potential Provider and with a Clinical /
Business Intelligence and Research Platform Potential Provider are the more likely
procurement outcome
The extent to which some of the Trust’s requirements could potentially be delivered
via Lot 1 and, also, via Lot 2 and, if so, how such a scenario would impact on the
procurement
For the avoidance of doubt:







The Trust recognises that some of its Clinical and Business Intelligence needs (per
6.4) may be met by the EPR platform directly. Similarly the Trust recognises that
some of the requirements summarised in section 6.5 (Clinical trials functionality for
EPR users) are likely to be met by the EPR platform (for example extending care
pathways for research orientated tasks and observations), whereas other (for
example, the overall case management of a trial) may not
The Trust does not wish to enter into a sub-contracting arrangement for the delivery
of the other elements of the Clinical / Business Intelligence and Research Platform
Rather, the Trust is clear that it wishes to contract directly and flexibly with a
Potential Provider or Potential Providers to deliver the Clinical / Business Intelligence
and Research Platform
The primary reason for doing so is that the Trust wishes to have flexibility as to how
much business intelligence and research capability it makes acquires, and at what
time, and to be able to do that affordably and flexibly, possibly on a different
timescale to the EPR implementation
Secondly the Trust wishes to enter directly into a partnership based relationship with
a Clinical / Business Intelligence and Research Platform Potential Provider as
opposed to being required to manage that relationship on an arms-length basis via
another party
Thirdly the Trust’s instinct is that different contract forms would be required for EPR,
as opposed to the Clinical / Business Intelligence and Research Platform but
recognises that contractual agreements such as collaboration agreements may be
needed
Fourthly the Trust recognises that different elements of the Clinical / Business
Intelligence and Research Platform could come from more than one supplier
including the EPR supplier and wishes to retain the flexibility to contract with more
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than one supplier for the Clinical and Business Intelligence and Research Platform
lots
It follows that the EPR and the Clinical / Business Intelligence and Research Platform
contracts would only be awarded to the same Potential Provider were that Potential
Provider successful in bidding for each lot in its own right.
7.2
IMPACT ON THE PROCUREMENT PROCESS
The Trust considers that its EPR and Clinical / Business Intelligence and Research Platform
requirements are very much intertwined and that, were two contracts with separate
Potential Providers to result, those contracts would need to reflect a series of appropriate
interdependencies and ‘hand-offs’ in order to underpin the effective Trust management of
the inevitable contract interfaces. It follows that the Trust is prepared to, in effect, run two
parallel EPR and Clinical / Business Intelligence and Research Platform procurements, to
very similar timescales, in order to ensure that the:


Dialogue Sessions to be held with the Potential Providers participating in each Lot
address any issues that impact on the other
Respective contracts are completed at the same time
That said, the Trust recognises that aspects of the EPR and Clinical / Business Intelligence
and Research Platform procurements are likely to be different. For example:




The Trust’s EPR requirements, as will be expressed in the OBS, are relatively firm
Some parts of the Business Intelligence solution are likewise relatively firm
However, much of the full specification for the Clinical / Business Intelligence and
Research Platform procurement is likely to be largely developed in the course of the
Dialogue process
The EPR procurement is, therefore, likely to require different Dialogue Sessions to
those for the Clinical / Business Intelligence and Research Platform procurement
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8.
BUDGET, CONTRACT AND POTENTIAL PROVIDER ISSUES
8.1
INTRODUCTION
This section provides indicative information on the Trust budget, contract and Potential
Provider issues. This indicative information is offered for Potential Provider consideration
and discussion as part of pre-procurement market engagement. Where appropriate, further
and updated Trust thinking will be reflected in the version of this paper to be issued with
the PQQ documentation.
8.2
TRUST BUDGET
The Trust has agreed an Outline Business Case budget for supplier costs of approximately
£17m. It should be recognised that this budget was based on early indicative costings and
that, though affordability of the solution is extremely important, this does not represent a
cap for the procurement. Rather, the Trust intends to assess Total Costs of Ownership,
together with:




the quality of solutions
the confidence of delivery of the solution and associated benefits
the innovative nature of the offering, and any additional benefits that the Trust had
not foreseen but may accrue
the risks to the Trust
In the light of Potential Provider responses to the Trust’s request for indicative pricing set
out at Appendix 1, the Trust will revisit its Outline Business Case cost assumptions and may
revise the scope of the Clinical Research and Business Intelligence or the EPR accordingly.
The Trust is unlikely to set a firm budget for the procurement before the Dialogue stage of
the procurement.
8.3
TCO APPROACH
In assessing Potential Provider TCO offers, the Trust will take considerable care at the Final
Tender stages of the procurement to ensure that it is evaluating Potential Providers on a like
for like basis over the entire expected period of the contract. For example, Initial Trust
thinking is that this might reflect some or each of the following:





Potential Provider costs associated with the solution to be implemented at go live
Potential Provider Road Map costs and/or any costs associated with subsequent
enhancements/releases
Potential Provider costs associated with specific Trust paediatric developments
Potential Provider costs that may be additional to the core costs of the solution, for
example for additional services or licences
The sensitivity of the costs to information provided by the Trust or the Potential
Providers and our assessment of the reliability of that information
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

Trust costs including personnel, opportunity costs, procurement costs for parts of
the solution not provided by the main EPR supplier
Third party supplier contract costs
Potential Providers will wish to note that, if necessary, the Trust will require them to include
a paediatric development budget within their Initial and Final Tenders. The purpose of such
a budget would be to cover any Potential Provider costs associated with developing
Potential Provider solutions in order to satisfy the Trust’s core paediatric requirements.
8.3.1 Innovative Tenders
The Trust wishes to emphasise that it would very much welcome innovative Potential
Provider Initial and Final Tenders. Please note that Initial and Final Tenders will receive
credit for any optional or other functionality or services of value that:


8.4
Are provided at no additional acquisition cost to the Trust alongside, or as an integral
part of, other functionality
Are provided on the basis that the value of the benefits to be derived from its
implementation would demonstrably and significantly exceed the associated
acquisition and implementation costs
HOSTING
The Trust is clear that it wishes to have a direct relationship with its hosting provider.
Accordingly, the Trust’s current thinking is that it is likely to run a framework based
procurement for hosting services based on initial tender information on the Warranted
Services Environment.
8.5
PAYMENT PROFILE
As yet, the Trust does not have a firm view surrounding the payment profile approach that it
wishes to adopt. Rather, the Trust is likely to want to discuss the following options with
shortlisted Potential Providers at the Dialogue stage:
1) A ‘traditional’ capital/revenue split that balances Potential Provider cash flow with
the need for a Trust/s to stage payments in line with key implementation plan
deliverables
2) A flat ‘managed service’ type profile apportioned over a 10 year period
3) A benefits realisation related profile that reflects Trust cash flow
4) A hybrid approach involving initial Trust payments linked to key deliverables and,
thereafter, further payments linked to benefits realisation
8.6
THE ROLE OF BENEFITS IN THE PROCUREMENT
The Trust’s benefits approach reflects:

The Transformational nature of this procurement
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

The fact that the Trust is seeking a partner to work with in transforming and
improving the way it delivers services to patients and carers
The requirement for the successful Potential Provider’s benefits proposals to
contribute to the Trust’s affordability assessment to be made in the Full Business
Case
In recognition all of the above, the Trust will be seeking more detailed Initial and Final
Tender benefits and benefits realisation proposals compared to those that they understand
are typical for EPR procurements. As part of doing so, the Trust will be seeking a
combination of cash releasing savings benefits and more qualitative, non-cash-releasing,
benefits. Given the Trust’s benefits focus, the conduct of procurement will address the
extent to which Potential Provider solutions, as evidenced by OBS responses, Solution
Demonstrations/Verification and Reference Sites, will support the proposed benefits case
studies to be presented in Initial and Final Tenders. The Trust intends to use Reference Site
visits and teleconference calls to explore the actual benefits obtained compared to the
reference sites’ expectations.
The Trust’s thinking surrounding the process re the above is set out in Sections 9.6.3 and
9.8.4. This content is offered for discussion with shortlisted Potential Providers at the very
outset of the Initial Tender stage of the procurement.
8.7
POTENTIAL PROVIDER PROFILES
The Trust wishes to contract with an EPR Potential Provider meeting the profile set out in
the following table:
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Qualifier
‘Ideal’ Trust Potential Provider Profile
Reference sites

Multiple reference sites for similar core ‘enterprise-wide’
clinical EPR requirements, other core requirements and
optional requirements in healthcare organisations of a similar
size and nature, ideally of a specialist paediatric nature

Highly effective use of a tried and tested PAS that ideally fully
satisfies the requirements of the Trust’s funding bodies
(Please note that the Trust is not prepared to work with a
Potential Provider to ‘Anglicise’ a PAS that is substantially or
partially unproven in respect of the requirements of the
Trust’s funding bodies)

Full or near-to-full coverage of core requirements

Significant coverage of optional requirements

The Trust does not wish to adopt a ‘best of breed approach’

The Trust is, however, content to receive proposals involving
limited, near to seamless, integration between, for example,
the proposed PAS and the wider ‘enterprise-wide’ EPR
solution, or, between the EPR and a relatively limited number
of ‘departmental’ solutions
Functionality

High compliance with functional requirements
Prime Contractor

The prime contractor for the EPR would be the main
application provider for PAS and core clinical functionality

The prime contractor for the EPR would ideally be the prime
contractor for core modules of the solution such as
Pathology and Radiology. The Trust would consider separate
procurement of a limited set of such departmental systems
but would factor in the costs of doing so to the TCO
calculation

Confidence in provider’s ability to deliver on time, budget,
and to the required standard

Ability to accurately specify required Trust resources

Confidence in the providers’ ability to increase and maintain
Trust capabilities
Benefits/Transformation 
Able to reference strong benefits realisation from existing
customers

Able to reference strong benefits return on investment (RoI)
and cash releasing savings from existing customers

Support for Trust benefits realisation and transformation
Solution
Implementation
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Qualifier
‘Ideal’ Trust Potential Provider Profile
agenda
Technical

Tried, tested, proven and referencable technical solution(s)

A clear methodology for advising the Trust on the technical
platform requirements

Use of mobile devices for onsite and remote working, ideally
including disconnected working

Flexible and future-proofed
The Trust wishes to contract with a Clinical / Business Intelligence and Research Platform
Potential Provider meeting the profile set out in the following table:
Qualifier
‘Ideal’ Trust Potential Provider Profile
Reference sites

Ability to demonstrate the use of its products in healthcare

Ideally, the ability to reference sites similar in nature to the
Trust (for example, with a strong genomics element to its
business)

Innovative, flexible solution

Ability to increase and decrease additional (and especially
research) solution functionality as required

Ability to increase and decrease data volumes and types
flexibly as required

Innovative solutions offering exciting potential for world class
clinical and business intelligence and research

Clinical data repository containing all the EPR data

Proven solution for clinical intelligence to support the clinical
management of a specialist hospital

Proven solution for business intelligence to support the
operational management of a specialist hospital

Data warehouse for Trust and external data

Innovative analytics tools and solutions

Innovative functionality to support scientific research

One or several suppliers may be chosen to work in
partnership to satisfy the requirements of this lot

The EPR lot supplier may be one of these suppliers and EPR
suppliers are welcome to bid for all or part of this lot

A prime contract arrangement with subcontracting for
Solution
Functionality
Prime Contractor
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Qualifier
‘Ideal’ Trust Potential Provider Profile
specialist functionality or services is a possibility for this lot
(e.g. a prime supplier with solutions working with a
subcontractor with specialist knowledge of implementing
those solutions in healthcare, or a prime contractor with part
of the solution working in partnership with a subcontractor
with other parts of the solution)

Ideally, reference-able experience of implementation of the
solution in healthcare but this is not essential for truly
innovative solutions

Risk-sharing to protect the Trust where innovative solutions,
novel in healthcare, are proposed
Benefits/Transformation 
Proven ability to enhance the clinical management of the
Trust to deliver quality benefits

Proven ability to enhance the operational management of
the Trust to deliver productivity, efficiency and financial
benefits

Proven ability to enhance research operations (measured by
peer-reviewed, cited publications)

Open platform that is vendor neutral

Open platform to allow the use of third party analytical tools

A solution which will allow the Trust to make use of its data
independently of the chosen EPR and beyond the life of the
contract for the EPR
Implementation
Technical
8.8
CONTRACT DURATION AND FORM
The Trust intends to award a ‘base’ ten year contract(s); the contract(s) will incorporate
appropriate break clauses. Contract(s) extension provisions are anticipated to apply for a
minimum of a further five years, and potentially for significantly longer. Decisions
surrounding potential contract(s) extensions would be informed by appropriate price and
service benchmarking.
A tailored version of HM Treasury’s Model Services Contract (MSC) will be used as the basis
for the procurement. The MSC is a technology contract form specifically designed for the
complexity and risk associated with contracts in excess of £10m. Because the MSC is a
generic technology contract, our procurement advisers (High Resolution Consulting) worked
with Mills & Reeve LLP, who developed the NHS Standard Terms & Conditions on behalf of
the Department of Health, to develop a customised version of the MSC to reflect the
contract terms required of an NHS EPR contract. Potential Provider acceptance of this
overall contract(s) approach will be a pass/fail PQQ condition.
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8.9
CONTRACT SCOPE AND POTENTIAL CONTRACT ADDITIONS
In addition to the requirements set out above, the Trust will reserve the right to add other,
as yet unspecified, EPR, Clinical / Business Intelligence and Research Platform and IM&T
related requirements to the contract(s) over time should they wish to do so. This would
only occur where the prime contractor demonstrates the necessary capacity and capability
to deliver value for money solutions and services to required timescales. The Trust has,
therefore, defined a relatively broad contract scope in the Contract Notice and in all other
procurement documentation so as to legitimately allow for any such additions.
Equally, the Trust reserves the right to source, for whatever reason, elements of the
additional optional requirements from alternative Potential Providers. This may occur
should the successful prime contractor fail to provide:


A competitive offer for any or all of these optional requirements via the
procurement, or via contract change control; or
Effective functionality, integration or value for money in delivering core
requirements
For the avoidance of doubt, it follows that the Trust will not accept any contractual
obligation to use the selected prime contractor for any process or system additions via the
optional requirements detailed above, nor for any other requirements falling elsewhere
with the broad contract scope to be drawn. Nor will the Trust accept any contractual
penalties should it opt to source any of the Requirements from elsewhere.
The version of this paper to be issued with the PQQ documentation will provide further
detail on the Methodology for Potential Contract Scope Additions.
8.10
KEY COMMERCIAL PRINCIPLES
A set of standard commercial principles traditionally used to underpin a procurement of this
nature are intended to be presented in the next version of this paper.
However, in the light of the key aim to establish a long-standing and genuine partnership via
the procurement, the Trust does not consider a ‘standard’ EPR procurement approach to
commercial principles to be entirely appropriate in these circumstances. For example, this
paper has already noted in Section 3 the Trust’s willingness to consider entering into a
shared, collaborative, partnership based contract. The Trust is also interested in other
innovative approaches that the supplier can offer in order to offset risks and improve the
short-term and long-terms success of the programme. The precise structure of any such
contract that reflects the Trust’s Key Commercial Principles will be the subject of Dialogue
with the shortlisted Potential Providers to receive the ITPD.
Shortlisted Potential Providers will, therefore, be invited to discuss with the Trust what they
consider to be an appropriate approach to commercial principles for this opportunity. In
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advance of that, Potential Providers will be invited to mark-up the Trust’s principles at the
Initial Tender stage and to reflect their commercial principles negotiating position in their
ISIT responses. Detailed clarifications and negotiations will then take place with shortlisted
Potential Providers during the Dialogue stage. For its part, the Trust will be seeking to agree
a commercial principles approach that balances the partnership nature of the relationship
but which also provides the Trust with an appropriate level of recourse to penalties in the
event of persistent poor performance.
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9.
CONDUCT OF THE PROCUREMENT
9.1
INTRODUCTION
This section provides indicative information on the detailed conduct of the Procurement.
This indicative information is offered for Potential Provider consideration and discussion as
part of pre-procurement market engagement. Where appropriate, further and updated
Trust thinking will be reflected in the version of this paper to be issued with the PQQ
documentation.
9.2
INDICATIVE PROCUREMENT TIMETABLE
Set out below are the key dates in the proposed procurement timetable. Please note that
this timetable is intended as a guide and that the Trust reserves the right to revise it at any
time. In particular, the Trust reserves the right to vary this proposed timetable in response
to:




Potential Provider feedback at, or arising from, the Potential Provider Briefing Event
The need to balance the proposed procurement timescales with the availability of
the Trust’s resources whilst ensuring the continued delivery of the Trust’s day to day
clinical and operational priorities
Potential Provider feedback and progress made in the conduct of the procurement,
in particular during Dialogue sessions
The need to balance the proposed duration of benefits realisation activity and of the
Dialogue stage of the procurement with the need to allow Potential Providers and
the Trust’s sufficient time to develop and discuss benefits realisation proposals
For the avoidance of doubt, the Trust reserves the right to:


Extend the Dialogue stage of the procurement to allow all shortlisted Potential
Providers reasonable time to develop their Final Tender proposals in conjunction
with the Trust
If necessary, allow one or more Potential Providers to spend longer than others to
complete their proposals in conjunction with the Trust (on the basis that some
Potential Providers might require more time than others to fully develop their
proposals and that it would be in the clear interest of the Trust to receive fully
developed proposals from all that maximise the procurement outcomes for the
Trust)
It follows that the latter stages of the indicative procurement timetable presented below
are less firm compared to the earlier stages.
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MILESTONE
TARGET DATE
Stage 1 – Pre-Qualification
Place Contract Notice & make PQQ Documentation Available
29/01/2016
PQQ Response Deadline
29/02/2016
PQQ Short listing (target no more than 5)
18/03/2016
Stage 2 – Initial Tender
Invitation to Submit Initial Tenders Issued
18/03/2016
Submit ISIT Responses
13/05/2016
ISIT Short listing (target no more than 3)
24/06/2016
Stage 3 – Dialogue
Invitation To Participate in Dialogue (ITPD) Issued
27/06/2016
Solution Verification/Benefits Sessions
Over the period
11/07/2016 – 02/09/2016
Reference Site Visits and Conference Calls
Over the period
11/07/2016 – 02/09/2016
Dialogue Ends
02/09/2016
Issue Invitation to Submit Final Tender (ISFT)
05/09/2016
ISFT Response Deadline
19/09/2016
Preferred Potential Provider Award
03/10/2016
10 Day Standstill Period Ends
13/10/2016
Stage 4 - Contract Award
FBC Approval
30/11/2016
Contract Award
01/12/2016
Table 9-1 Indicative Procurement Timetable
9.3
PROCUREMENT STRATEGY REQUIREMENTS
9.3.1 Introduction
The Trust’s procurement strategy is specifically designed to maximise the prospects of
identifying the ‘right’ Potential Provider(s) with which to establish a genuine and longstanding partnership based relationship to deliver its requirements. The Trust understands
that the majority of partnership related issues can only be effectively and substantively
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addressed during the Dialogue stage of the procurement with shortlisted Potential
Providers, as opposed to at the PQQ or Initial Tender stages.
The Trust’s planned approach to Potential Provider ‘down-selection’ during the
procurement process is set out later in this section of the paper. Please note, however, that
the Trust reserves the right to de-select (at any time during the procurement) any Potential
Provider failing to adhere to any aspect of the PQQ declaration, for example, by failing to
exhibit the partnership based working principles referred to throughout this paper.
9.4
PROCUREMENT TIMETABLE – COMMENTARY
A more detailed commentary designed to ‘bring to life’ the key actions and the key
outcomes associated with each of the 4 Procurement Stages is provided below. Whilst not
required for PQQ response purposes, this additional detail is provided in order to inform
Potential Provider decision making about whether to bid for this exciting opportunity. This
explains that a key feature of the planned conduct of the Initial Tender and Dialogue stages
is to increasingly develop and agree populated contract schedules, to the point that near-tosignature schedules, acceptable to the Trust, are in place prior to the issue of the ISFT.
9.5
STAGE 1 - PRE-QUALIFICATION
The Pre-Qualification stage commences with the simultaneous issue of:





An OJEU Contract Notice
A PQQ Requirements and Completion Instructions document
A PQQ Response document
PQQ Scoring Criteria Descriptions
This Potential Provider Briefing Paper (updated as necessary in the light of preprocurement market engagement at, and around, the Potential Provider Briefing
Event)
It is important to note that much of the content of this background information paper and
descriptive document is not intended to contribute to, or to inform, the PQQ process.
Rather, the majority of the content of the paper comprises information to feature in the
subsequent Invitation to Submit Initial Tender (ISIT), Invitation to Participate in Dialogue
(ITPD) and Invitation to Submit Final Tenders (ISFT) documentation. The early provision of
this content is designed to inform Potential Provider decision making about whether to
submit a PQQ response. Please note that the Trust will issue a detailed Output-Based
Specification to shortlisted Potential Providers with the Invitation to Submit Initial Tender
(ISIT) documentation.
Following receipt of PQQ responses, Stage 1 concludes PQQ response evaluation, Potential
Provider shortlisting (ideally, no more than 5 for each lot), and issue of PQQ outcome
letters. Please note that the Trust reserves the right to reconsider the design of the
procurement, and the number of procurement stages to be followed, in the event that it
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were to receive a relatively small number of convincing PQQ responses from Potential
Providers with a close match to the Trust’s target Potential Provider profile.
9.6
STAGE 2 – INITIAL TENDER
9.6.1 Introduction
The Trust will issue an Invitation to Submit Initial Tenders (ISIT) to Potential Providers
shortlisted following PQQ evaluation. Following initial discussions with the Trust, shortlisted
Potential Providers will be invited to commence work on their Initial Tenders. Initial
Tenders are likely to comprise:





An Overview
Innovation
Response to a range of Trust functional and non-functional requirements
Benefits proposals
Pricing and commercial proposals
Please note that each aspect of these ISIT responses will be the form of contributions to
draft contract schedules which will be supplemented throughout the Dialogue stage of the
procurement in building towards to the ‘near to signature’ contracts that will form the
majority of Potential Provider Final Tenders.
9.6.2 Functional and Non-Functional OBS responses
Potential Providers will be asked to provide responses to the Trust’s OBS and ‘self-score’
their compliance. On receipt of Potential Provider responses, the Trust will undertake a
desk-based exercise to re-score and raise clarification points on the responses with the
three shortlisted Potential Providers during the Dialogue Stage. This Trust’s feedback will
form the basis of the OBS Functional & Non-Functional clarification sessions. This
clarification process will continue as required, on a basis to be agreed with each shortlisted
Potential Provider, throughout the Dialogue Stage, in parallel to other activities. The
clarification process will conclude prior to closure of the Dialogue phase and the issue of the
Invitation to Submit Final Tenders (ISFT).
9.6.3 Scoping and Preparation of Initial Tender Benefits Responses
The Trust’s current thinking surrounding the process re the above is set out below:

Potential Providers will be required to provide 5 reasonably detailed cash-releasing
and 5 non-cash-releasing benefits and benefits realisation case studies as part of
Initial Tenders. Those Initial Tenders may comprise some of the potential benefits
areas identified by the Trust and/or additional benefits areas identified by Potential
Providers. The Trust will issue its benefits starting point to shortlisted Potential
Providers with the Invitation to Submit Initial Tender (ISIT) documentation;
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
Each case study should detail the:
o Readiness position that the Trust would ideally be in, or be working towards,
in order to realise the specified benefits
o Required Trust’s readiness action (where the Potential Provider knows, or
might surmise, that the Trust still have some way to go in terms of
preparation)
o Specific actions (over and above readiness preparations) that would be
required to be undertaken in order to realise the specified benefits. Those
actions should be broken down into Potential Provider, Trust side and jointworking responsibilities
The Trust will evaluate those Initial Tenders. In doing so, it will consider the implementation
proposals made by Potential Providers and allocate an initial associated benefits realisation
confidence ratings (scores) to those proposals. Case studies will be scored on a qualitative
basis according to the relative ambition that they exhibit and the confidence associated with
them. (The confidence ratings will be updated after Dialogue and Reference Site visits and
teleconference calls).
9.6.4 ISIT Response Arrangements
The ISIT is likely to have a 56 day response deadline. Following receipt of Initial Tenders,
Stage 2 concludes with Proposal evaluation, Potential Provider short-listing (ideally, no more
than 3 per lot), and the issue of ISIT outcome letters.
9.7
STAGE 3 - DIALOGUE
9.7.1 Introduction
The Dialogue Stage commences with the issue of an Invitation to Participate in Dialogue
(ITPD) to the shortlisted (ideally no more than 3) Potential Providers.
The Trust’s starting point for the procurement is that it will be rooted in a core of relatively
firm Functional Requirements, especially for the EPR lot. However, the Trust is conscious
that aspects of its world-class paediatric and the Clinical/Business Intelligence and Research
requirements are relatively niche in nature and that the options for satisfying these
requirements in particular will be a matter for discussion during the Dialogue stage of the
procurement. The Trust also assumes that all of the following will be open for negotiation
as the Trust seeks to strike the right balance during Dialogue between quality, delivery
standards, delivery assurance and price:






Outcome delivery and assurance
System ‘keep or replace’ decisions
Implementation phasing and timescales
Project and programme management
Working in partnership
Supporting transformation
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



Benefits proposals and realisation
Risks to the Trust’s business and income
Confidence in the TCO calculations
Commercial issues
Non-Functional Requirements
The Trust is exploring how best to strike the correct Dialogue stage balance between the
issues that are genuinely for discussion and negotiation as opposed to those issues that are
primarily for clarification surrounding many of the Trust’s Requirements and Potential
Providers’ responses to them.
Each of the main elements of the Dialogue stage, and the main issues associated with them,
is explored in further detail in the following sections.
9.7.2 Dialogue
The primary focus of the Dialogue sessions is to ensure that both the Trust and Potential
Providers have the opportunity to exchange thoughts and initial starting points surrounding
requirements and proposals and to discuss those issues, in a constructive environment. The
Trust will present their feedback on Potential Provider Initial Tenders. Potential Providers
will present their further thinking surrounding how they propose, during the Dialogue stage,
to refine their thinking surrounding the delivery and support of the Trust’s EPR-enabled
transformation programme, deliver an impressive benefits package and respond to the key
Commercial Principles.
With the above in mind, the focus of dialogue sessions will be to allow for the necessary
refinements, clarifications and discussions surrounding Proposals on the following key issues
culminating in mature final draft Terms & Conditions and Contract Schedules:






The approach to contracting for functionality that the prime EPR supplier does not
provide and is proposing a prime contracting arrangement, or that the Trust retains
existing modules, or that the Trust contracts for new specialist modules, and the
systems integration relationships involved
The best means for provision of optional functionality such as specialist
departmental functionality and VNA
The intersections between the functionality in the two main lots and the best means
to achieve a highly functional but value-for-money set of EPR and research data
warehouse and analytics tools
Implementation & delivery, including phasing, testing and milestone acceptance,
transition issues and respective responsibilities etc.
Benefits and benefits realisation, including any innovative proposals
Approach to technical platform solution including service levels, service risk
management, collaboration with hosting suppliers, information governance, security
issues, integration etc.
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Service management and service levels, including help desk, incident and problem
management, respective responsibilities and the trade-off between service levels
and price etc.
Financial offer, including charging and invoicing, milestone payments,
capital/revenue split, the proportion of deployment payments to be paid after ‘golive’; the level of poor performance remedies etc.
Commercial offer and proposed Agreement mark-up
Given the potential for Potential Provider benefits responses to be very different, the Trust
may need to spend different amounts of dialogue time on different aspects of dialogue with
Potential Providers.
It follows that the latter stages of the indicative procurement timetable presented above
are less firm compared to the earlier stages, in part due to the fact that the Trust reserves
the right to allow one or more Potential Providers to spend longer during the Dialogue stage
than others to complete their Final Tender benefits proposals in conjunction with the Trust.
9.7.3 OBS Functional and Non-Functional Requirements
The Trust’s Initial Tender feedback will form the basis of face to face OBS Functional and
Non-Functional clarification sessions to be held with each with Potential Provider. This
clarification process will continue as required, on a basis to be agreed with each Potential
Provider, throughout the Dialogue Stage, in parallel to other activities, and will conclude
prior to issue of the Invitation to Submit Final Tenders (ISFT).
9.7.4 Dialogue Stage Closure
Before closing the Dialogue stage of the procurement, the Trust will need to be satisfied
that the outcomes of the Dialogue Rounds will ensure that:




Final Tenders will comprise a robust contractual basis
Final Tenders will be capable of acceptance
Final Tenders will reflect a genuine meeting of minds that we have together
established during the Further Dialogue Rounds
Only post Final Tender clarification, as opposed to negotiation, would be required
Once the Trust is content that only post Final Tender clarification, as opposed to
negotiation, would be required, Dialogue would close, followed by the issue of the ISFT.
However, as already noted, the Trust reserves the right to extend the Dialogue Stage should
it become clear that sufficient progress is not being made to achieve the required level of
completeness of ISFT responses. Please note that:

ISFT response must be final and not subject to change or renegotiation, although
Potential Providers should note that clarification is likely to take place with all
Potential Providers to ‘clarify, specify and optimise’ Tenders, as set out at 30(17) and
30(18) of the Public Contract Regulations 2015
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Potential Providers will be required to agree, as part of Final Tenders (and any
variants therein), that any post-Final Tender clarifications, confirmations and/or
supplements will not result in any price increases, service level degradation, risk
transfer, transition timescale delays or any other similar or equivalent variations that
might erode the agreed position of the Trust, or change the economic balance that
we will have together established through the Dialogue stage
It is a requirement for the ISFT response to be based on the solution(s) and
responses that were presented in your PQQ and ISIT responses and during the
Dialogue Stage
9.7.5 The Potential for Potential Provider ‘down-selection’ during the Dialogue stage
The Trust does not plan to include a formal ‘down-selection’ process designed to reduce the
number of Potential Providers participating in the procurement. Ideally, all three shortlisted
Potential Providers will participate in a highly competitive procurement from the issue of
the ITPD until Final Tender stage. That said, the Trust does consider that it would own a
‘duty of care’ to advise any Potential Provider were they to be falling significantly behind
their competitors during the Dialogue stage. The main potential scenarios that the Trust can
envisage might arise are briefly discussed in the following paragraphs.
9.7.5.1 Total Cost of Ownership (TCO)
The Trust will not, as is the case for some procurements of this nature, be setting a price
limit above which Initial Tenders or Final Tenders would be excluded from the procurement.
The Trust plans to:


Discuss the means for evaluating TCO with Potential Providers as part of preprocurement market engagement in the light of Potential Provider responses to the
Trust’s request for indicative pricing for a world-class EPR (see Appendix 1)
Set out its resulting thinking, including the indicative Potential Provider and TCO
budgets, in the updated version of this paper to be issued as part of the PQQ
documentation
This said, Potential Providers should note that:



Should it need to do so, the Trust would be prepared to revisit the appropriateness
of its indicative Potential Provider and TCO budgets as the procurement progresses
Ultimately, however, proposals reflecting an unaffordable price, or a price that does
not provide value for money or a Final Tender that passes too much technical,
commercial or other risk to the Trust, will not be successful
The Trust also reserves the right not to award a contract to any Potential Provider
9.7.5.2 Functional Requirements
The Trust’s core principle is to procure a highly functional solution to deliver stated
requirements and this is likely to be reinforced via an approach along the following lines
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that is likely to be applied to the Trust’s consideration of OBS responses on their initial
receipt during the Initial Tender stage and, also, at the Final Tender evaluation stage.
The Trust is likely to set an acceptability threshold score as a % of the total available
compliance score. That threshold would reflect the Trust’s view regarding what constitutes
an acceptable functional requirement score. This threshold would not represent an
automatic pass/fail OBS evaluation condition, whereby any Potential Provider failing to
reach that minimum functional requirement score would be excluded from the competition.
However, the Trust would reserve the right to de-select any or all Potential Providers failing
to meet this unacceptability threshold. The potential for this scenario to arise would depend
on the quality of OBS, ISIT and Final Tender responses received.
9.7.5.3 Other Requirements
The Trust also reserves the right to discuss the likelihood of a Potential Provider being
successful in the procurement and reserves the right to de-select a Potential Provider
should the other elements of their Proposal be of a significantly lesser quality compared to
those submitted by other Potential Providers.
9.8
ARRANGEMENTS FOR SOLUTION DEMONSTRATIONS, SOLUTION VERIFICATION &
REFERENCE SITE VISITS/CONFERENCE CALLS AND THE LINK TO BENEFITS
9.8.1 Introduction
This section sets out the Trust’s current thinking surrounding requirements for Solution
Demonstrations, Solution Verification and Reference Sites.
9.8.2 Solution Verification sessions and Solution Demonstrations
Potential Provider Solution Verification sessions are likely to be required at the following
stages in the procurement:


At the Initial Tender stage. Those Potential Providers to be shortlisted to participate
in the in the Initial Tender stage will be required to present a Solution Demonstration
as part the presentation of their Initial Tenders
During the Dialogue stage, in which the sessions are likely to be divided as follows or
similar:
o Patient Administration System functionality
o Core clinical functionality
o Pathology, Radiology, Cardiology, Pharmacy and other specialist
departmental functionality
o Technical functionality (for example user and access management, specialist
form and content building, integration, interoperability and such like)
o Clinical/Business Intelligence and Research platform functionality
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For each of these areas the Trust will appoint a core representative team responsible for the
scoring. Specialist sessions may additionally be run and scored to accommodate specialist
functionality.
Open Solution Demonstrations will form part of the Trust’s transformation and
communications strategy designed to raise awareness of this Programme and of the
potential solutions. The core representative teams may take informal soundings from these
sessions to inform their thinking but the open sessions will not be scored in such a way as to
significantly influence the scoring of the core teams.
9.8.3 Solution Verification
9.8.3.1 Introduction
In parallel with the Dialogue stage, the Trust will be asking each shortlisted Potential
Provider to work through a series of more detailed face to face “discovery” sessions where
the Trust’s representatives will review Potential Provider demonstrations of Solution
application functionality and, in some cases, the relating configuration which relates to key
areas of core functionality. The Trust will provide scenarios and descriptions of the
functionality and configuration that Potential Providers should demonstrate. This key
Solution Verification activity will be crucial in identifying:



The best fit Solution for the Trust
The extent to which the demonstrated Solution functionality that has successfully
delivered the benefits identified by the Trust (as well as other benefits proposed by
Potential Providers) elsewhere is also likely to do in the Trust’s circumstances
Where the track record reflected in the previous bullet does not exist, the extent to
which the demonstrated Solution functionality is likely to successfully deliver the
benefits identified by the Trust (as well as other benefits proposed by Potential
Providers) in the Trust’s circumstances
9.8.3.2 Solution Verification Session Content and Specification
Solution Verification sessions are anticipated to:



Be based upon a scripted series of clinical questions or scenarios
Potential Providers are expected to demonstrate system capability with the
application, and where relevant, the system configuration/build tools
These sessions will take place over a number of days and a timetable will be
provided and agreed with all Potential Providers
A sample Solution Verification session specification will be included in the version of this
paper to be issued with the PQQ documentation. For each functional area, Solution
Verification sessions will comprise of a set of individual scenarios or requirements. Unless
the scenario is a request for information, the Trust will expect to see the functionality
demonstrated by use of the application or configuration tool. Each scenario contains:
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A description of the functionality to be demonstrated (the “question”)
An example of the clinical scenario under which this would operate
Example criteria which the Trust evaluators expect the functionality to meet
Usability will be a critical factor in the assessment of functionality for each scenario.
9.8.3.3 Process and arrangements
The intention is for the Solution Verification sessions to work through specified functional
areas, in a prescribed order with each supplier. The Trust expects the code to be used in
System Verification sessions to be the current or near-to-release code. Where a scenario
can only be demonstrated by use of development or non-live code then this should be
clearly stated by the supplier prior to the demonstration.
Potential Providers will be asked for any specific requirements in advance of the sessions
e.g. internet access etc. and the Trust will endeavour to meet reasonable requests and
requirements in order to facilitate effective sessions. Potential Providers will be responsible
for ensuring that their demonstration environment is functional and opportunity will be
given prior to the sessions to test these. Those wishing to use remote environments are
advised that the Trust cannot bear responsibility for any failure to access solutions beyond
the Trust’s control e.g. internet access beyond the Trust’s firewalls, non-Trust-side power
failures etc.
Shortlisted Potential Providers will have the opportunity to discuss Solution Verification
guidelines with the Trust in more detail following their issue as part of the ITPD. In addition,
these days will provide the opportunity for experts from Potential Providers to discuss
technical issues with Trust counterparts. Additional detail surrounding Solution Verification
arrangements will be provided in the ISIT documentation.
9.8.4 Benefits Responses
The benefits related starting point of the Dialogue stage will surround the Initial Tender
responses to have been provided by shortlisted Potential Providers. The Trust will feedback
to Potential Providers on the relative merits of their benefits proposals in for discussion with
the Trust during an early initial benefits discussion with Potential Providers as part of the
first Initial Dialogue session. That discussion will aim to agree the process for further
developing Potential Provider benefits proposal in leading to Final Tenders. As part of that
process:

If necessary, Potential Providers will then be allowed further access to the Trust to
hold benefits discussions with key stakeholders in parallel with the Further Dialogue
sessions;
o Potential Provider requests for additional information and/or access to the
Trust as part of developing their benefits proposals surrounding, for example:
 The readiness of the Trust to deliver specified benefits
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

The willingness and ability of the Trust to undertake the specific
actions that would be required to be undertaken in order to realise
the specified benefits, or, to work with the Potential Provider on jointworking responsibilities
The willingness of the Trust’s budget holders to sign up to benefits
initiatives and commit to releasing savings
Assessing the extent to which savings relate to budget items that are
easy, or difficult, to extract from Trust’s budgets
o However, the Trust will wish to discuss with Potential Provider specific ways
that balance Potential Provider requests for any additional information
and/or for any access to the Trust as part of developing their benefits
proposals with the need to be mindful of the associated opportunity costs for
all parties
o The Trust will schedule Benefits Review Sessions with Potential Providers to
discuss their Initial Tenders, the Trust response to them and next steps.
Those sessions will be undertaken in parallel with the Dialogue sessions
9.8.5 Reference Site Visits/Conference Calls
Reference Site Visits & Calls will also take place during the Dialogue Stage.
Potential Providers are required to provide, as part of PQQ responses, a full list of sites using
their Solution, together with details of whether they are specialist paediatric, specialist
tertiary/quaternary or general hospitals, from which reference site will be chosen. From
these, the Trust will, in discussion with Potential Providers, select a site or sites to be the
subject of a reference site visit and further sites to be the focus of conference calls. The
Potential Provider will be responsible for making arrangements with the sites concerned.
The profiles of the sites that the Trust would ideally wish to see referenced in PQQ
responses, and to be subject to reference sites visits are those that:



Most closely match the size and nature of the Trust, including a clear paediatric focus
Clearly demonstrate the highly effective use of a tried and tested PAS in
circumstances that either:
o fully satisfies the requirements of the Trust’s funding bodies
or, failing that
o very closely satisfies those requirements and would require very minimal
development in order to conclusively do so
Represent a site whose implementation of the solution is well executed, reducing
the risk that solutions are degraded by implementation issues
The Reference Site visits and teleconferences will be used to inform the confidence that the
functionality is usable in the clinical setting, and inform the confidence assessment of the
implementation delivery, of the benefits profiles and the risk of additional costs contributing
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to the Total Cost of Ownership and Potential Providers will be expected to facilitate such
discussions with reference sites.
The dates and times of visits and calls will be allocated in discussion with Potential Providers
and their Reference Sites. Definitive Reference Site guidelines, including agenda, and a
standard question list to provide structure and consistency for visits, will be provided with
the ITPD documentation (as will the equivalent for any conference calls that are
undertaken). Please note that the Trust’s early thinking surrounding reference sites is that
they are unlikely to be weighted highly in their own right, though the insights gained may be
used to revisit the scoring of functionality if the visit sheds doubt on the usability of the
functionality in live clinical practice. Reference site visit issues will also feed the Dialogue
stage of the procurement and/or be assessed as part of other Final Tender evaluation
criteria in terms of the extent to which the reference sites provide the Trust with delivery
confidence and delivery assurance in confirming, enhancing, or calling into question aspects
of Initial Tenders and/or emerging Final Tenders.
9.9
STAGE 4 - CONTRACT AWARD
Following receipt of Potential Provider ISFT responses, evaluation will take place.
Preparation of the Full Business Case (FBC) will take place in parallel with dialogue and with
contract clarification. FBC approval and contract award will be subject to Trust Board
approval.
9.10
FINAL TENDER ARRANGEMENTS
The outline Final Tender evaluation criteria and weightings will be presented in a future
version of this document.
9.11
PROCUREMENT SUPPORT FOR THE PROGRAMME
Procurement support for the project will be provided by Howard Lewis, EPR Procurement
Manager, supported by external advisers as appropriate.
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10.
POTENTIAL PROVIDER BRIEFING EVENT
10.1
INTRODUCTION AND CONSULTATION POINTS
The Trust is holding a Potential Provider Event on 21st and 22nd January 2015 in Central
London
This market engagement is designed to test the market in terms of the achievability of the
scope, scale and timeframe of our requirements and to encourage input from Potential
Providers. Of particular interest are the following consultation points:








The capacity and capability of Potential Providers to deliver each aspect of the
required EPR-enabled transformation programme
The achievability of the Trust’s implementation timescales
The achievability of the indicative procurement timetable, given the size and scope
of the procurement project
The likely level of Potential Provider interest in this exciting opportunity
The extent to which the Trust might consider additions or variations to the proposed
approach set out in this Paper that might make this a more attractive opportunity to
Potential Providers
The extent to which the Trust might provide additional information, or clarification,
in order to inform Potential Provider decision making about whether to respond at
the Pre-Qualification Questionnaire (PQQ) stage
The extent to which the Trust might need to work on the provision of additional
information, or clarification, in order to inform the contribution of shortlisted
Potential Providers during the Dialogue stage
The extent to which some of the Trust’s requirements could potentially be delivered
via Lot 1 and, also, via Lot 2 and, if so, how such a scenario would impact on the
procurement
The Trust very much hopes that this open and consultative market engagement approach
will enable them to get the design of the Dialogue stage of the procurement right by testing,
in an informal setting, the likely market response to this opportunity. The Trust also hopes
that by starting the process relatively early in this informal manner, Potential Providers will
be better placed to respond in an effective manner to our PQQ than would otherwise be the
case.
A draft Potential Provider Briefing Event Agenda is presented at Appendix 5. Details of the
Trust Procurement Team who are expected to be at the event are provided at Appendix 6.
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10.2
ONE TO ONE EPR REQUIREMENT DISCUSSIONS
There will be the opportunity for Potential Providers to request a 55 minute, one to one
discussion with key personnel from the Trust on 21st January 2016. Potential Providers are
invited to apply, via https://www.lppsourcing.org/procontract/lpp/supplier.nsf/, for one of
slots listed below using the proforma provided at Appendix 2. If demand for these slots
exceeds the time available on the day, the Trust will also make available additional
teleconference slots. However, please note that the Trust is keen to ensure that both
Potential Provider and Trust time is used to good effect. The Trust therefore reserves the
right to confine the use of these one to one slots to those Potential Providers able to
demonstrate experience of successfully delivering similar EPR requirements in healthcare
organisations of a similar size and nature to those required under this Contract, as specified
in Appendix 2.
Slot 1: 11.00 - 11.55
Slot 2: 12.00 - 12.55
Slot 3: 13.30 - 14.25
Slot 4: 14.30 - 15.25
Slot 5: 15.45 - 16.35
Slot 6: 16:40 – 17.35
Slot 7: 17.50 – 18.45
10.3
ONE TO ONE CLINICAL / BUSINESS INTELLIGENCE AND RESEARCH PLATFORM
REQUIREMENT DISCUSSIONS
There will be the opportunity for Potential Providers to request a 55 minute, one to one
discussion with key personnel from the Trust on 22nd January 2016. Potential Providers are
invited to apply, via https://www.lppsourcing.org/procontract/lpp/supplier.nsf/, for one of
slots listed below using the proforma provided at Appendix 3. If demand for these slots
exceeds the time available on the day, the Trust will also make available additional
teleconference slots. However, please note that the Trust is keen to ensure that both
Potential Provider and Trust time is used to good effect. The Trust therefore reserves the
right to confine the use of these one to one slots to those Potential Providers able to
demonstrate experience of successfully delivering similar Clinical / Business Intelligence and
Research Platform requirements in healthcare organisations of a similar size and nature to
those required under this Contract, as specified in Appendix 3.
Slot 1: 11.00 – 11.55
Slot 2: 12.00 – 12.55
Slot 3: 13.30 – 14.25
Slot 4: 14.30 – 15.25
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Slot 5: 15.45 – 16.40
Slot 6: 16.45 – 17.40
10.4
COMMUNICATING THE ISSUES ARISING FROM THE BRIEFING EVENT
The Trust will be adopting an equitable approach to all that it does and will therefore
incorporate, in an appropriate manner, all substantive issues that arise in our project and
procurement documentation. Our next step will be to issue a Frequently Asked Questions
(FAQ) document containing Questions and Answers that arise in advance of, during and
subsequent to the Potential Provider Event. These FAQs will be reflected as appropriate in
subsequent documentation.
Consequently, unless clearly and specifically stated, any information you provide at the
event and during one to one Potential Provider discussions will be considered to be nonconfidential. Should you wish to share information that you would like the Trust to keep
confidential because of commercial sensitivity, please make this clear to us before disclosing
by marking it “Not for disclosure to third parties"; we can then discuss further. The Trust
does not accept any duty of confidence because any information is designated that it is not
to be disclosed to third parties where in the Trust’s opinion the information is disclosable
under the Freedom of information Act 2000 (or Environmental Information Regulations
2004) and there are no grounds for any exemption to disclosure.
[End of main body of the document]
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11.
APPENDICES
APPENDIX 1. TRUST REQUEST FOR INDICATIVE POTENTIAL PROVIDER PRICING
1.
THE TRUST
Activity for the Trust in 2014/2015 was as follows:
Activity Type
Figures
Surgical Figures
Theatres (includes procedure rooms)
27
Inpatient operations
60% of total
Day case operations
40% of total
Total elective & emergency operations (includes procedures 19,650
such as MRI/IR)
Outpatient Figures
Outpatient Visits (excludes multiple on same day)
242,140
Inpatient Figures
Staffed Beds
Inpatient Days
Day Cases
Admissions
363
94,066
25,354
40,785
Specialty Visit/ Procedure Figures
Oncology
Ophthalmology
Radiology
Cardiology
Laboratory Figures
Pathology Investigations
Anatomic Pathology
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7,600
6,682
55,000
23,307
969,073
5,754
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Potential Providers are requested to make their own assessment of peak concurrency levels
using the Trust staff numbers provided.
We have 3,874 staff including:
•
•
•
•
•
•
•
•
585 Medical and Dental
1,289 Nurses
739 in administrative and managerial roles
198 Allied Health Professionals
258 Healthcare scientists
453 in Clinical Support and Technical services
236 Professional Scientific staff
113 Estates and Ancillary staff
The principal clinical divisions and departments of the Trust are as follows:
Medical Division

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
Adolescent Medicine
Endocrinology
Gastroenterology
Pharmacy
Clinical Genetics
Metabolic Medicine
Nephrology
Neurosciences Division


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

Child and Adolescent Mental Health Services
Neurodisability
Neurology
Neuropsychology
Neurosurgery
Ophthalmology
Clinical Neurophysiology
Clinical Site Practitioners
Bed Management
ICI Division


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Bone Marrow Transplant
Dermatology
Haematology
Infectious Diseases
Oncology
Immunology
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Palliative Care
Rheumatology
Cardio-respiratory & Critical Care Division

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
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



Cardiac Surgery
Cardiology
Cardiothoracic Transplantation
CICU
PICU/NICU
Pulmonary Hypertension
Respiratory
Sleep
Children's Acute Transport Service
Diagnostic services

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

Nuclear Medicine
Angiography
Bone Density
Radiology
Diagnostic Imaging
Fluoroscopy
Magnetic Resonance Imaging
Main X-Ray
Ultrasound
ECG
ECMO
Cardiology MRI
Cardiopulmonary Exercise Laboratory
Clinical Echocardiography
Laboratory services

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Blood Transfusion
Chemical Pathology
Blood Sciences
Microbiology
Molecular Genetics
Histopathology
Virology
Haematology
Histopathology
Cytogenetics
Microbiology
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Immunology
Allied Health Professional services
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Psychological Medicine
Dietetics
Occupational Therapy
Physiotherapy
Speech and Language Therapy
Play Therapy
Psycho-Social & Family Services
Surgical departments
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2.
Anaesthetics
Audiological Medicine
Cleft
Cochlear Implant
Craniofacial
Dental and Maxillofacial Surgery
Ear Nose and Throat
Orthopaedic Surgery
Spinal Surgery
Pain Management
Urology
Plastic Surgery
THE SCOPE
“Core” requirements
The indicative pricing for the EPR solution should reflect the core functions outlined in
section 0, giving an indication of sub-contractor pricing where the Potential Provider intends
to propose such an arrangement. If the supplier’s solution does not meet the requirement
and no subcontracting arrangement is likely to be proposed (i.e. the Potential Provider does
not have a proposed solution for a functional area and the Trust will be expected to make
other arrangements), this should be indicated clearly.
Optional elements
The Trust has also identified a number of optional elements to supplement the core
solutions that are also detailed within section 0. Indicative pricing should be provided where
the Potential Provider intends to propose a solution to meet these optional requirements.
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3.
INDICATIVE PRICING ASSUMPTIONS
Please assume the following in the provision of your indicative pricing:
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4.
The Trust sizing volumes provided in the section ‘The Trust’ above
The functional and non-functional requirements and contract duration summarised
in ‘The Scope’ above
All prices should be exclusive of VAT, other taxes & indexation
INDICATIVE PRICING
Please provide your indicative pricing using the tables below. If there is a price for a module
which covers more than one component of the functionality below that you cannot extract
you should make this clear in your indicative pricing.
Ref
EPR Components
1
People and Teams
2
Care Pathways and Decision Support
3
Patient Management - Referral
4
Patient Management – Out Patients
5
Patient Management – In Patients
6
Theatres and Surgery
7
Protecting the Child
8
Record-keeping
9
Information Presentation
10
Requesting and Fulfilment - General
11
Requesting and Fulfilment - Drugs
12
Requesting and Fulfilment - Pathology
13
Requesting and Fulfilment – Imaging
14
Resource Management
15
Leaving GOSH
16
Specialty-specific requirements within the EPR
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Total OneOff Charges
(Software &
Professional
Services)
Annual
Recurring
Charges
(Licence
Support &
Maintenance)
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Ref
EPR Components
17
18
19
20
21
Clinical and Business Intelligence
Communications and Collaboration
Master Data Management
Research and Trials
Platform
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Total OneOff Charges
(Software &
Professional
Services)
Annual
Recurring
Charges
(Licence
Support &
Maintenance)
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APPENDIX 2. TRUST PROFORMA TO REQUEST A ONE TO ONE MEETING TO DISCUSS EPR
REQUIREMENTS
1.1
Company Details. Legal name and website of the EPR Potential Provider (sometimes
referred to as ‘suppliers’ or ‘bidders’) in whose name the potential tender will be
submitted (the Prime or Single contractor):
Company Name
Website
Name of any proposed or
optional sub-contractors
and the functional area
for which the subcontractors are proposed
Website of any proposed
sub-contractors
1.2
Contact Details. Name, position, telephone number and e-mail address of main one
to one meeting contact (please note that any absence of the prime contact should
be notified to the Trust with details of the replacement contact):
Name
Position
Telephone number
Mobile telephone
number
E-mail address
2.1.
EPR Referencability. Please summarise briefly below, in no more than 500 words,
your experience of successfully delivering similar EPR requirements in healthcare
organisations of a similar size and nature to those required under this Contract.
RESPONSE:
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APPENDIX 3. TRUST PROFORMA TO REQUEST A ONE TO ONE MEETING TO DISCUSS
CLINICAL / BUSINESS INTELLIGENCE AND RESEARCH PLATFORM
REQUIREMENTS
1.1
Company Details. Legal name and website of the Clinical / Business Intelligence and
Research Platform Potential Provider (sometimes referred to as ‘suppliers’ or
‘bidders’) in whose name the potential tender will be submitted (the Prime or Single
contractor):
Company Name
Website
Name of any proposed or
optional sub-contractors
and the functional area
for which the subcontractors are proposed
Website of any proposed
sub-contractors
1.2
Contact Details. Name, position, telephone number and e-mail address of main one
to one meeting contact (please note that any absence of the prime contact should
be notified to the Trust with details of the replacement contact):
Name
Position
Telephone number
Mobile telephone
number
E-mail address
2.1.
Clinical / Business Intelligence and Research Platform Referencability. Please
summarise briefly below, in no more than 500 words, your experience of successfully
delivering similar Clinical / Business Intelligence and Research Platform requirements
in healthcare organisations of a similar size and nature to those required under this
Contract.
RESPONSE:
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APPENDIX 4. CURRENT GOSH CORE CLINICAL SYSTEMS
The table below displays the main systems in use at the Trust.
Current Core Clinical Systems
Activity
Recording Tool
Bespoke system which allows support staff such as AHPs, Clinical Nurse
Specialists capture time spent with patients. Activity can be recorded by
PC or mobile device. To capture patient and non-patient related tasks in
order to support business case.
Auditbase
Electronic Information System in use in the GOSH Audiology department
for the documentation of assessments, test results, treatment plans,
letter generation and hearing aid stock management. Auditbase links with
specialist external hardware used to conduct hearing aids. Its install also
provides access to the industry wide database of hearing hardware
known as NOAH.
CareVue
Phillips Electronic Information System in use in the ICUs and HDU for
capturing structured multidisciplinary notes and observations. The
system is integrated with blood gas machines and vital signs monitors and
handles prescribing within ICU only.
Bespoke Multidisciplinary system for Craniofacial Patients. Allows
information and images to be gathered and shared between members of
the large multidisciplinary team involved in caring for craniofacial
patients.
JAC Electronic Prescribing, Medicines Administration and Pharmacy stock
control. Used in all inpatient areas with the exception of ICU.
Not currently used in outpatients.
Craniofacial
Patient
Platform
EPMA
i.PM
Nervecentre
OMNI-Lab
CSC (formerly iSOFT) Patient Administration System, including standard
PAS functions (Master Patient Index, outpatient appointments, inpatient
management), plus theatre scheduling and order entry for radiology and
pathology (N.B. not electronic order communications or results
reporting).
Electronic Observations programmed with GOSH-developed EWS
(Children’s’ Early Warning System, CEWS), Automated alerting (sent by
way of message over Wi-Fi to the recipient), Task Management and
instant messaging. Also used for hospital at night handover.
In use in all inpatient wards with the exception of Critical Care and HDU
wards. System is accessed largely via Apple mobile devices.
Laboratory Information Management System supplied by Integrated
Software Solutions. Used by all the main Pathology disciplines as well as
for Regional Genetics and Newborn Screening laboratories.
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Current Core Clinical Systems
PACS
GE Centricity PACS 4.0. Electronic storage and workflow for DICOM
Images within the Trust, allowing trust users to view history of patient
images to aid decisions for on-going care, management as well as
research and teaching purposes.
PANDA
Tool used to objectively measure paediatric dependency and acuity for
patients in acute inpatient services in order to predict the staffing
requirements for wards as part of the workforce planning process. The
tool is also used to provide information on the categories of dependency
and acuity of patients on each ward to shape training and education
programmes. Originally a paper toolkit, developed by GOSH, PANDA is in
place in several other paediatric sites. GOSH retain the intellectual
property rights to this tool.
Photo ID
Bespoke system supporting the use of images for patient identifying
patients who are unable to wear a wrist band. Photo taking and identity
checking functionality. Manages lifecycle of photographs.
PSAG
Patient Status at a Glance. In-house developed electronic whiteboard of
inpatient status. Currently being rolled out across all inpatient wards.
RIS
GE Centricity RIS v 5.0.9. System to provide workflow for scheduling,
recording of Radiology examinations within the trust, integrates with
PACS System to provide imaging workflow for Radiology Reporting.
TomCat
Philips CVIS Cardio-Vascular Information system, (previously known as
Tomcat). Information system for booking and reporting cardiac
procedures and booking and recording outcomes of MDT meetings.
Vital Pulse
Renal pathway system including dialysis machine connectivity and
transplant. Produces returns for UK renal registry.
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APPENDIX 5. POTENTIAL PROVIDER BRIEFING EVENT AGENDA
We reserve the right to amend the dates and timings of this agenda
EPR ENABLED TRANSFORMATION PROCUREMENT
Potential Provider Briefing Day-EPR
st
21 January, Weston House Lecture Theatre, Level 2 Weston House,
Great Ormond Street, WC1N 3HZ
Agenda
08.30 – 09.00
Registration with refreshments -
09.00 – 10.00
Trust Presentations – Weston House Lecture Theatre

Welcome & Introduction to the opportunity

Overview of the Transformation Programme
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Rationale for the Programme

Overview of the Procurement Process
10:00– 10:45
Open Forum / Q&A Session – Weston House Lecture Theatre
Open forum for Potential Provider questions and clarification.
11:00 – 17:35
One to one EPR Requirement Session Slots with Potential Providers.
The Trust will make seven 55 minute one to one Potential Provider Slots
available, to be booked on a first come first served basis. The slots
available are as follows:
Slot 1: 11.00 - 11.55
Slot 2: 12.00 - 12.55
Slot 3: 13.30 - 14.25
Slot 4: 14.30 - 15.25
Slot 5: 15.45 - 16.35
Slot 6: 16:40 – 17.35
Slot 7: 17.50 – 18.45
EPR ENABLED TRANSFORMATION PROCUREMENT
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Potential Provider Briefing Day-Clinical/Business Intelligence and Research
22nd January, Location TBC
Agenda
09.00 – 09.45
Trust Presentations – Location to be confirmed

Welcome & Introduction to the opportunity

Overview of the Research and the Transformation Programme

Overview of the Procurement Process
09.45– 10:30
Open Forum / Q&A Session Location tbc
Open forum for Potential Provider questions and clarification.
11:00 – 17.40
One to one Clinical / Business Intelligence and Research Platform
requirement Session Slots with Potential Providers – Location tbc
The Trust will make six 55 minute one to one Potential Provider Slots
available, to be booked on a first come first served basis. The slots
available are as follows:
Slot 1: 11.00 – 11.55
Slot 2: 12.00 – 12.55
Slot 3: 13.30 – 14.25
Slot 4: 14.30 – 15.25
Slot 5: 15.45 – 16.40
Slot 6: 16.45 – 17.40
APPENDIX 6. TRUST PROCUREMENT TEAM AND CONTACT DETAILS
The procurement project contract address to be used throughout the procurement is:
https://www.lppsourcing.org/procontract/lpp/supplier.nsf/
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