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Commissioning Support Services:
Commissioning
Development
Programme
The Design of Checkpoint 2
15 February 2012
Building choice of high quality support for commissioners
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Content
1.
2.
3.
4.
5.
6.
7.
Executive Summary
Objective and Purpose of Checkpoint 2
Outputs from Checkpoint 2
Checkpoint 2 Evidence Base
Checkpoint 2 Assessment Tests
Checkpoint 2 Implementation
Next Steps
3
4
7
10
20
29
40
Text in italics is drawn from CSS guidance in ‘Towards Service Excellence’ and related guidance to SHAs
Design of Checkpoint 2
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Executive summary
As Towards Service Excellence makes clear, Checkpoint 2 is one of the most critical parts of the business planning and
assurance process for Commissioning Support Services (CSS) and it aligns with the progressive evolution of Clinical
Commissioning Groups as they evolve through shadow running and prepare for authorisation.
The Business Development Unit (BDU) of the NHS Commissioning Board (NHS CB) has co-developed with SHAs and
CSSs, a design for Checkpoint 2 that provides confident assessment of their development and is underpinned by
principles of transparency, objectivity, proportionality and accountability.
The Checkpoint 2 assessment process provides the foundation for secure development to full viability.
It will use a range of evidence from the CSS as well as perspectives from both CCGs as customers and the SHA and
PCT clusters in line with their responsibilities for CSS development.
Although Checkpoint 2 has been designed to assess the development and improvement trajectory for each CSS to
reach Checkpoint 3 across all four development domains: Leadership, Customer, Business and Delivery, the decision
about whether the development path for a particular CSS is viable will be made on the basis of fundamental tests of
leadership strength, relationships with potential customers and the commercial awareness and confidence of the
developing business.
The output from Checkpoint 2 will be a decision about the viability of the progression to Checkpoint 2 as well as a jointly
agreed and binding development path between the BDU and the CSS leader. Failure to meet the subsequent
development milestones will also trigger subsequent decisions about progression to Checkpoint 3.
From Checkpoint 2, the lead responsibility for CSS assurance will pass from SHAs to the BDU although SHAs will
remain responsible for development support.
The Checkpoint 2 process will formally open on 30 March with the submission of the OBP and latest prospectus by CSS.
Design of Checkpoint 2
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Objective and Purpose of Checkpoint 2
Design of Checkpoint 2
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Objective and Purpose of Checkpoint 2
“Checkpoint 2 is the most important part of the business planning and assurance process. It will take place alongside
prospective CCGs going through their shadow running as part of their preparation for authorisation. CSSs should be
supporting prospective CCGs as they prepare for authorisation and should be using this time to refine and hone the CS
offers ensuring that they reflect their customers requirements and needs, at the same time as they also develop their
business models and commercial capability. “
The Objective of Checkpoint 2 is to assess that the emerging CSS arrangements are on viable and secure trajectory for
development to Full Business Plan (FBP) by August 2012, as a pre-requisite to hosting by NHS CB at April 2013 so that
they can deliver high quality support services to the new commissioning system in the NHS.
The Purpose of Checkpoint 2 is therefore to assess both the plans and the potential for CSS to develop and improve to
the point where they are delivering high quality, commercially viable commissioning services that are valued and
affordable for customers.
Checkpoint 2 will identify CSS which do not have a viable development plan to achieve the FBP required at Checkpoint 3
and therefore cannot be assured to become a sustainable organisation hosted by the NHS CB.
For each CSS at Checkpoint 2 who are assured to proceed to Checkpoint 3, a binding development and improvement
plan will be agreed with the CSS and the BDU that will support their accelerated progress, enriches their offer and
improves the quality of commissioning support. Failure to meet milestones in this plan will cause the BDU to reconsider
support for the CSS.
Design of Checkpoint 2
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Checkpoint 2 Design Principles
The following principles have been used to shape the design of Checkpoint 2:
Principles
Impact
Transparency
• The need to communicate the purpose and rationale for Checkpoint 2 and ensure that the assessments
made are consistent with that purpose
• There will be clear criteria for assessing the CSS based around these criteria and for providing feedback
• The process should be predictable and there should be open and ongoing communication throughout
Objectivity
• The prime purpose of Checkpoint 2 is developmental therefore there is no requirement for comparative
analysis of relative CSS strength in specific areas
• The process needs to probe, test and triangulate written evidence with dialogue on CSS development
• There needs to be evidence-based audit path for Checkpoint 2 decisions and development plans
Balance
• There is a need to focus on the fundamental tests of viable development as well as those issues that are
restricting accelerated development
• All other tests need to look at the leading indicators of future success, potential and likely development
trajectory to inform the bespoke development plan for each CSS
Accountability
• Roles, functions, purpose of participants in Checkpoint 2 need to be clear to all
• CSSs will be accountable for the achievement of the Checkpoint 2 output: the CSS development plan
Credibility
• The process should retain confidence of CCGs, BDU, SHAs and PCT Clusters
• The process should help CSS and CCG development
Customer
• The need to ensure the CSS assurance process supports provision of high quality commissioning services to
customers
• The ‘voice of customer’ in design & implementation of Checkpoint 2
Design of Checkpoint 2
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Outputs from Checkpoint 2
Design of Checkpoint 2
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Outputs from Checkpoint 2
There will be two core outputs from Checkpoint 2:
1. The first output will be the result of a formal assessment of the CSS position at Checkpoint2 against a set of
fundamental tests in the domains of Leadership, Customer and Business. It will set out the rationale as to why the
CSS either has or has not been assured to proceed to Checkpoint 3. The result of the formal assessment will be
communicated to the CSS leader by the Chair of the assessment plan within 24 hours of the panel discussion and
interviews.
2. Where the CSS has been assured to proceed to Checkpoint 3, will also be a detailed and binding development plan,
which will be prepared by the BDU within 7 days of the panel discussion, and agreed between the BDU and CSS.
This plan will set out in in detail:
• The development required to Checkpoint 3
• The evidence that will be required to demonstrate achievement
• The owner of each development objective
• The milestone for achievement.
The development plan will be signed by the CSS leader and the BDU.
Failure to meet development plan milestones will prompt further assessment of viability to progress to Checkpoint 3.
Design of Checkpoint 2
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Outputs of Checkpoint 2 – 3 Scenarios
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CSS Development
Checkpoint 2 Outputs: Three Scenarios
Scenario 1 – CSS
application
process stops
because a failure
against fundament
tests of leadership,
customer focus
and business
awareness
Scenario 2 – Proceed to
Checkpoint 3 with a
significant requirement for
development and
improvement (Development
plan for FBP)
Scenario 3 – Proceed to
Checkpoint 3 with medium
to low requirement for
All CSS will notify BDU if
development and
‘notifiable’ events occur e.g. improvement
change of leadership
(Development plan for
FBP)
Time
Checkpoint 1
Service prospectus
December 2011
Checkpoint 2
Outline Business Plan
March 2012
Design of Checkpoint 2
Checkpoint 3
Full Business Plan
August 2012
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Checkpoint 2 Evidence Base
Design of Checkpoint 2
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Checkpoint 2 Evidence Base - Introduction
In order to allow a rigorous and objective assessment for each CSS at Checkpoint 2, the BDU will draw on evidence
submitted by the CSS and face to face dialogue with the CSS. In addition, the BDU will draw on perspectives and
insight from the SHA and potential customers.
The evidence base will be designed to form a consistent and coherent perspective on the development of the CSS.
The OBP will frame a dialogue with each CSS, consisting of a panel interview during April and May will to test
ownership and self-awareness of the development of the OBP and consistency of the CSS development with the views
of the CSS leadership team.
Alongside the CSS panel discussion, an interview with the lead CCG customer will also take place to understand the
alignment of proposed CSS services with CCG needs and whether a constructive and mutually reinforcing dialogue is
being used to refine and improve the CSS offer.
A 360o survey will be used to supplement the interview with the lead customer.
The panel and customer interviews will form the most important element of the Checkpoint 2 process.
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Summary of Evidence base for Checkpoint 2 Assessment:
To establish a continuous loop of feedback, SHA clusters should look to seek sight of early drafts of some of the sections
during the period from January, February and March before the submission deadline in March.
In summary, therefore, the inputs to the evidence base to be
submitted to the BDU on 30 March for the Checkpoint 2
Assessment are:
1.
2.
3.
4.
5.
6.
7.
The Checkpoint 1 summary from SHA clusters.
Post Checkpoint 1, Pre Checkpoint 2 assessments from
SHA clusters.
The Outline Business Plan
The latest version of the CSS Prospectus at 30th March
2012.
Perspectives and input from SHA and PCT clusters.
Customer perspectives from CCGs identified as CSS
potential customers in the OBP.
Dialogue with the CSS in the form of an interview with the
CCG leader, a panel assessment of the CSS leadership
team and an interview with a leading potential CCG
customer.
Inputs to the evidence base
From CSS
OBP
Prospectus
Dialogue
From SHAs
C1 Summary
Post C1 Pre Checkpoint 2 assessments
Perspectives and input
From PCT Clusters
Perspectives and input
From CCGs
Design of Checkpoint 2
Customer perspectives
Dialogue
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Inputs from CSS: The OBP Document
Each CSS will submit to the BDU, by 30 March the Outline Business Plan. A template for this plan has been
included in previous guidance and we expect the plan to follow these headings.
As part of Checkpoint 2, the BDU will develop a consistent synthesis of each OBP to draw out and highlight
key facets in a summary of leading indicators of future success.
The OBP will be reviewed and assessed by the BDU against both the fundamental assessment tests and
these leading indicators across each of the four domains. This will focus the panel discussion in terms of
specific discussion points and the interview with the CCG customer.
In addition, the review will look for consistency between the written document, dialogue with the leadership
team and CCG customer and the perspectives of SHA and PCT Clusters.
The OBP should be presented as a ‘living’ document with evidence that it is being used to plan a
commissioning support business that will be commercially viable. It should outline the ‘as now’ position of the
CSS development story and the development ‘journey’ to Checkpoint 2 including the current status of
development. The OBP should clearly identify the author and sponsor and their status. The review of the OBP
will also seek to assess confidence that the CSS will support delivery of high quality clinical commissioning
operations that build upon and improve those offered through existing support arrangements.
There will be some business development issues that CSS do not wish to publish in the OBP at this point.
Checkpoint 2 will respect issues concerning content/confidentiality/innovation.
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Inputs from CSS: The Prospectus
The Checkpoint 2 assessment will look for evidence that the CSS ‘offer’ has been developed further on the basis of
customer dialogue and whether Is their a clear and direct alignment between the offers to customers outlined in the
prospectus and the other core elements of the business plan.
Each CSS can submit an updated (from Checkpoint 1) version of their Prospectus to the BDU by 30 March.
Some CSS will present this as a standalone document and some as part of the OBP itself.
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Inputs from SHAs into Checkpoint 2:
SHAs were responsible for Checkpoint 1 assessments and signing off Checkpoint 1.
The responsibility for CSS assurance moved to BDU following Checkpoint 1.
At Checkpoint 2, SHAs will share:
• The assessment of local progress of Checkpoint 1 development plans
• Any other local post-Checkpoint 1, pre-Checkpoint 2 assessments that have been made by the SHA on CSS
development
• Any issues regarding the resolution of high risk CSS configuration consequences from Checkpoint 1 and assimilations
of Checkpoint 1 feedback
• Perspectives of the strength of CSS leadership and the ability of the leadership to drive development to Checkpoint 3.
While the BDU is responsible for overseeing Checkpoint 2, the decision about whether a CSS should progress to
Checkpoint 3 will be a joint one.
SHAs continue to provide development support to CSS through to Checkpoint 3.
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Inputs from CCGs: Customer perspectives
Checkpoint 2 will also capture customer perspectives through:
• A 360o survey on the issues surrounding the CSS/CCG dialogue and how this is improving the development of both
customers and providers of commissioning services
• The review of the OBP document that will set out the progress made on customer relationships
• Any new Prospectus provided by the CSS (within or outside the OBP)
• The panel dialogue which will include a representative from a ‘distant’ CCG.
The perspectives obtained will provide evidence of the customer-focus of the aspiring CSS, the extent to which they
understand the issues facing CCGs, the stated requirements of CCGs and their thoughts on future CCG support
requirements.
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Inputs from CSS and CCG: Dialogue at Checkpoint 2 (1/2)
The Checkpoint 2 assessment couples the document review of the OBP and other inputs from SHAs, PCT clusters and
CCGs with face-to-face dialogue. The face-to-face dialogue is more critical to the key development decisions and
stop/proceed considerations at Checkpoint 2 than the assessment of the OBP document itself:
Checkpoint 1 Summary and pre-Checkpoint 2 Assessments from SHAs
OBP and Prospectus from CSS
Perspectives and input on CSS development from SHAs and PCT Clusters
Customer perspectives
Dialogue process
Panel interview with CSS Leader and
Leadership team (3-4 members)
Interview with Lead Customer
Outputs: Assessment decision and feedback to CSS
Agreed development plan
Design of Checkpoint 2
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Inputs: Dialogue at Checkpoint 2 (2/2)
The dialogue process at Checkpoint 2 will consist of :
• A panel interview with the CSS Leader and with the CSS leadership team (3-4 people)
• An interview by the panel with the lead customer (defined as the CCG comprising the proposed largest percentage of
CSS income) of the CSS.
The purpose of the dialogue is to connect both the OBP analysis, soft intelligence and customer perspectives received
into a common discussion on CSS development potential.
The dialogue will cover the fundamental assessment tests and provide the opportunity for the CSS to describe their
development journey from the trajectory at Checkpoint 1and their perspective on the further development and
improvement that will be required for Checkpoint 3.
It will also provide the panel the opportunity to test the consistency and coherence of the CSS and their self awareness of
their development plan and the expected development curve including the challenges and specific support required to
maximise the CSS’s potential. The dialogue will also provide the CSS with the opportunity to describe their Unique Selling
Points (USPs) and innovation in potential services which the CSS did not wish to describe in their OBP submitted to the
BDU.
It is NOT the purpose of the dialogue to assess the leader or interview the leader(s) for their post but it will assess
whether the leader and the leadership team can drive the development plan required to Checkpoint 3.
Design of Checkpoint 2
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Inputs: Dialogue at Checkpoint 2 - Composition of the Panel
A four person panel is proposed, chaired by a BDU representative. The panel will consist of:
•
A NHS CB BDU representative who will Chair the panel
•
An SHA representative which will be one of either the Director of Commissioning Development; or an Immediate
deputy considered by the DCD as most appropriate person for the panel
•
A CCG representative from a different and distant CCG from those proposed as customers in the OBP
•
An Independent expert who has experience in leading or investing in successful business start ups
A person from the BDU assurance support team will be in attendance to ensure that the process facilitates a smooth
transition into the creation of an agreed and binding development plan.
Design of Checkpoint 2
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Checkpoint 2 Assessment Tests
Design of Checkpoint 2
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Checkpoint 2 Assessment Tests – Introduction
Checkpoint 2 will have two assessment components. The first is three fundamental tests to ensure progression beyond
Checkpoint 2 which are:
1. Whether there is the required strength of leadership to support progression to Checkpoint 3
2. Whether the CSS has a focus on potential customers and whether they are supporting a constructive and
mutually beneficial dialogue with customers about requirements and value propositions that allows a
compelling ‘offer’ to be made by a customer-focussed CSS from April 2013
3. Whether the CSS has the core business awareness, mindset and commercial drivers at the heart of its plan
for future success.
The second is an assessment against a set of leading indicators across each of the four domains where the
assessment will focus on the extent of further development/improvement that will be required for Checkpoint 3 and the
FBP.
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Summary of Fundamental Assessment Considerations
Fundamental Assessments
Checkpoint 2 is positioned to ensure that CSSs that progress
past this point are able to achieve the required commercial
strength to be able to deliver high quality commissioning
services to their customers.
Strength of Leadership
There are three fundamental tests to ensure progression
beyond Checkpoint 2:
Customer Focus
1. CSS will need to demonstrate that there is the strength of
leadership to support progression to Checkpoint 3 and
agree a binding development plan with the BDU
2. CSS will need to demonstrate that they have formed a
constructive and mutually beneficial dialogue with potential
customers about requirements and value propositions.
This dialogue will allow a compelling ‘offer’ to be made by a
customer-focussed CSS from April 2013
3. CSS will need to demonstrate that they have the core
commercial mindset at the heart of their business planning,
a solid awareness of the business drivers for future
success and evidence that this awareness has been
translated into business planning activities.
Business Development
Proceed to
Checkpoint 3
Stop
Scenario 1 –
CSS
application
process stops
Design of Checkpoint 2
Leading Indicators
Scenario 2 – Proceed to
Checkpoint 3 with a significant
requirement for development
Scenario 3 – Proceed to
Checkpoint 3 with medium to low
requirement for development
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Summary of Development/Improvement Considerations
Where the CSS has passed the fundamental
assessment tests, there will a second assessment
against a set of leading indicators across each of the four
domains: Leadership, Customer, Business and Delivery.
The assessment will focus on the extent of further
development an improvement that will be required for
Checkpoint 3 and the FBP
The output of the assessment will result in two probable
scenarios:
1. CSS’s which will require from SHAs, ongoing
significant levels of development support;
2. CSS’s who have made the most substantial
progress with medium to low levels of development
support required for Checkpoint 3.
The output of the second assessment will be a jointly
agreed and binding development path between the BDU
and the CSS leader. Failure to meet the subsequent
development milestones in the development plan will
also trigger subsequent decisions about progression to
Checkpoint 3.
Fundamental assessments - passed
Leading Indicators
Leadership
Leading Indicators
Customer
Leading Indicators
Business
Leading Indicators
Delivery
Scenario 2 – Proceed to
Checkpoint 3 with a
significant requirement
for development
Scenario 3 – Proceed to
Checkpoint 3 with
medium to low
requirement for
development
Binding agreed
development plan
between CSS & BDU
Binding agreed
development plan
between CSS & BDU
May 2012 – August 2012
Monitoring by BDU
Decision to Stop
Design of Checkpoint 2
Breach of binding agreement
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Fundamental Assessment of the Strength of Leadership
There are eleven elements within the tests of CSS leadership. At Checkpoint 2, the CSS will need to demonstrate that:
1. A leader has been appointed and is in place to lead the development of the CSS to Checkpoint 3
2. The leader has been instrumental in sponsoring and shaping the key decisions within the OBP
3. The views of the leader are consistent with the vision, values, ethos and beliefs encapsulated in the OBP
4. The leader and the leadership team are spending more than 75% on developing the CSS (not more than 25% on
other roles)
5. The personal objectives, goals and motives of the CSS leader are consistent with the requirements of CSS
development to Checkpoint 3
6. The customers have confidence in the leader of the CSS
7. There is a core leadership team in place with distinct roles to support the CSS leader
8. There a scheme of delegation that enables the leader to make rapid decisions about CSS development including
deployment of staff, investment in the supply chain, commissioning tools and techniques and the use of delivery
partners
9. There is evidence of passionate and inspirational leadership ‘setting the tone’ and driving the communication of
vision, values, ethos and mission to customers and within the developing CSS
10. There is evidence of leadership underpinning the business development dialogue with customers
11. There evidence of leadership making commercial decisions about the financial plan and business KPIs
The assessment IS NOT A TEST OF CAPABILITY OF LEADER BEYOND CHECKPOINT 3 DELIVERY. It is testing
the ability to lead sufficiently to take the CSS to the next stage of development and to commit to a binding development
plan between the CSS and the BDU.
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Fundamental Assessment of ‘Customer’ Focus
There are five elements within the tests of customer focus. At Checkpoint 2, the CSS will need to demonstrate that:
1. The CSS has a deep understanding of the issues and challenges facing potential customers
2. The CSS understands the interplay between likely customer needs and stated customer requirements
3. There is evidence that this understanding is continuing to shape the service propositions that will be offered by the
CSS
4. There is evidence of a continuing, constructive and mutually beneficial dialogue between the CSS and potential
customers from Checkpoint 1
5. The CSS is communicating value propositions and differentiating its offer to customers from likely competitors.
Demonstrates understanding
A mutually
beneficial dialogue
between the CSS
and potential
customers
Proposes services of value
CSS
Aids understanding
CCG
Describes value of different offers
Design of Checkpoint 2
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Fundamental Assessment of Business Development
At Checkpoint 2, CSS will need to demonstrate that:
1. There is evidence of the CSS planning for sustainable commercial success through the provision of high quality
commissioning services to customers
2. There is evidence of credible financial planning underpinned by an understanding of the key parameters of
financial success:
– Turnover
– Margin (both cost base and income drivers)
– Pricing and pricing strategies
– Costing and delivery management
3. The CSS leadership has identified the key risks to commercial success and they have the strategies and tactics to
manage and mitigate against these risks
4. The CSS has undertaken sensitivity analysis on customer/business scenarios and behaviours and has used this
analysis to shape business development activities and the financial strategy of the CSS
5. There are clear connections between customer expectations, the service offer and the financial strategy within the
OBP.
Design of Checkpoint 2
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Individual Vs Collective Assessment
The three fundamental assessment tests
are inter-related and inter-dependent.
Strong, passionate and visionary
leadership is the fundamental foundation
of successful business planning, a failure
to pass the leadership assessment would
also result in failure in the other two
assessments.
A customer-focussed enterprise ensures
that commercial success is gained
through a deep insight into the business
issues facing customers and the
propositions they will value.
A failure of the customer focus
assessment would lead to failure of the
business development test since the
commercial analysis is not grounded on
the foundation of valued service
propositions.
Fundamental assessment – Leadership Strength
Not ‘passing’ Strength of Leadership assessment
would mean an overall failure to pass remaining
tests
Fundamental assessment – Customer focus
Not ‘passing’ Customer focus assessment would
mean a ‘pass’ could not be achieved on
‘Business Awareness’
Fundamental assessment – Business development
Design of Checkpoint 2
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Checkpoint 2: Implementation
Design of Checkpoint 2
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Checkpoint 2: Implementation - Introduction
The Checkpoint 2 process will formally open on 30 March with the submission of the OBP and the updated perspective
by CSS to the BDU.
Responsibility for CSS assurance is handed to BDU at Checkpoint 2 which begins directly after Checkpoint 1 has
concluded.
CCGs will be invited to submit any customer perspectives also by 30 March and both SHAs and PCT clusters will
submit their perspectives and soft intelligence on CSS development to the BDU on the same date.
Panel assessments and customer interviews will take place over a 3 to 4 week period from Mid-April with the process
concluding by Mid-May.
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Checkpoint 2: Implementation – Roles of the BDU and SHA clusters
Role of the BDU
The BDU will manage and oversee the Checkpoint 2 assurance process.
The BDU will assess OBP documents following their submission on 30th March against fundamental assessment
criteria and leading indicators and will request and review perspectives from SHA Clusters, PCT Clusters and CCGs.
BDU will chair all assessment panels and will be responsible for communicating the outcome of the fundamental
assessment tests within 24 hours of the panel discussion assessment and agreeing development plans with CSS for
Checkpoint 3 within 7 days of the panel discussion.
The BDU will be solely responsible for the assurance process at Checkpoint 3 which will be an assessment of
commercial viability through strong leadership, customer focus, sound delivery capability and robust business models.
Role of the SHA
SHAs will continue to support CSS development following Checkpoint 1 and assist the resolution of issues that threaten
successful assessment at Checkpoint 2
SHAs will provide ongoing support to the development of CSS OBPs up to submission to the BDU on 30 March
SHAs will provide soft intelligence as an input to the Checkpoint 2 evidence base and attend assessment panels
Where CSS fail to demonstrate that they have passed the fundamental assessment tests, SHA clusters will be
responsible for completing the impact assessment and support CCGs and PCT Clusters to resolve the implications on
CCG authorisation.
Development plans agreed by the BDU with CSS will be shared with SHAs and they will continue to provide
development support to CSS up to Checkpoint 3.
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The Role of BDU and SHA clusters at Checkpoint 2
CSS Development
“The BDU will oversee the process [Checkpoint 2] nationally. SHA cluster Directors of Commissioning Development and their
staff will play a critical role in the business planning and assurance process. SHA Clusters should work with emerging
commissioning support to oversee the development of sustainable operations, ensuring that the necessary service expertise,
culture change and planning takes place and that CSS meet the timescales set out in the business review”.
Assurance process for the
CSS overseen by the BDU
from Checkpoint 1 and
managed from Checkpoint
2 onwards
Joint decisions
on CSS by SHAs
and BDU made at
Checkpoint 2
Ongoing development
of the CSS managed by
the SHA Clusters in
parallel with support for
CCG authorisation
Time
Checkpoint 1
Service prospectus
December 2011
Checkpoint 2
Outline Business Plan
March 2012
Design of Checkpoint 2
Checkpoint 3
Full Business Plan
August 2012
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From end of Checkpoint 1 to Pre Checkpoint 2:
Timeline
January 2012
SHAs complete
CSS summary
report from
Checkpoint 1

February 2012
March 2012
BDU conduct a
Checkpoint 2 design
workshop with SHA
and CSS Lead
BDU plan the logistics
for the Checkpoint
2assurance process
i.e. Panels
Assimilating
Checkpoint1 feedback
and development plans
BDU designs and
implements a
communication plan
for Checkpoint 2
BDU circulates the
templates for
capturing soft
intelligence to SHA,
PCT Clusters, CCGs
SHAs share soft
intelligence to guide
decisions preCheckpoint 2
SHA communicate
the details of
Checkpoint 2 design
to CSS applicants &
CCGs
Identifying, agreeing
and resolving high risk
CSS configuration
consequences from
Checkpoint 1
SHA and CSS agree
joint actions on CSS
reconfiguration.





Soft
intelligence
Customer
intelligence
SHA/CSS confirm
availability and dates for
Panel assessment
CSS submit Prospectus,
OBP and supporting
documents for Checkpoint
2 assessment to BDU
Checkpoint 2
process
CSS prepare the
inputs for
Checkpoint 2
assessments
Prospectus
OBP/
Delivery
Assurance
document
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From end of Checkpoint 1 to Pre Checkpoint 2: Timeline - Summary
Role of the BDU
•
•
•
•
BDU shares the communication details of Checkpoint 2 with SHA for their respective CSS and CCGs.
BDU will work with SHAs on the handover of responsibilities for CSS assurance including support for bi-lateral meetings with
CSS where required
BDU will plan the logistics and dates for Checkpoint 2 i.e. panel assessments and customer interviews.
BDU will circulate templates for capturing perspectives on CSS development to SHAs, PCT Clusters and CCGs.
Role of the SHA Clusters
•
•
•
•
SHAs will continue to support prioritisation of CSS development following Checkpoint 1and provide ongoing support to the
development of CSS OBPs up to submission to the BDU on 30th March
SHAs will provide the BDU with a baseline assessment of the development and improvement trajectories for each CSS and
implications of any agreed CSS reconfiguration following Checkpoint 1 with updates on a weekly basis.
SHA Clusters confirm availability and dates for Panel assessments.
SHA submits CSS perspectives to the BDU by 30th March.
Key Milestones
•
•
•
•
•
•
SHAs provide a baseline assessment to the BDU by Monday 20th February.
SHAs provide weekly updates to the BDU ongoing up to Friday 30th March.
SHA Clusters communicate details of Checkpoint 2 with SHA for their respective CSS applicants and CCGs by Tuesday
21st February.
BDU plans the logistics and dates for Checkpoint 2 Panel assessments by Friday 24th February (tbc).
BDU circulates templates for capturing soft intelligence to SHA, PCT Clusters and CCGs by Friday 17th February (tbc).
SHA Clusters confirm the availability and dates for Panel assessments by Wednesday 29th February (tbc).
Design of Checkpoint 2
33
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Checkpoint 2: Timeline
March 2012
Pre
Checkpoint
2
BDU reviews the OBP,
Prospectus submitted by
the CSS and draft a create
CSS summary on a Page
BDU obtains soft
intelligence from
SHA, Clusters,
Soft intelligence
customers
Customer
perspectives
Yes
Interview with CSS
Leader and with the
leadership team (3-4
people)
Dialogue
BDU discuss and
agrees the
development plan with
the CSS Leadership
team
DEVELOPMENT
PLAN
Interviews/discussio
n with the lead
customer of the CSS
Final OBP and CSS
one page review by
BDU and SHA
CSS summary sent to
the CSS for confirmation
on details
Are the
details
correct
?
May 2012
April 2012
BDU finalises the
Development plan for
the CSS
BDU consolidates
perspectives,
agenda for panel
visit and pre-panel
briefing
PASS /
FAIL?
Pre panel
briefing
FAIL
PASS
BDU issues the
outcome of the CSS
Assurance process to
all CSS applicants
No
Agenda
CSS provides feedback
to BDU on missing
elements and leading
indicators
CSS on a
page
BDU communicates
the outcome of the
Panel assessment to
the SHA and CSS
C3 Process
STOP
Design of Checkpoint 2
34
DRAFT – RESTRICTED – NOT FOR CIRCULATION
Checkpoint 2: Timeline - Summary
Role of the BDU
•
The BDU will manage and oversee the Checkpoint 2 process.
•
BDU representatives will assess OBP documents, obtain and review perspectives from SHA Clusters, PCT Clusters and
CCGs as customers.
•
BDU will chair all assessment panels and will be responsible for communicating the outcome of the fundamental assessment
tests within 24 hours of the panel discussion and agreeing development plans with the CSS for Checkpoint 3 within 7 days of
the panel discussion.
Role of the SHA Clusters
•
SHAs will provide perspectives on CSS development as an input to the Checkpoint 2 evidence base and
•
An SHA representative will form part of all assessment panels.
•
Development plans agreed by the BDU with CSS will be shared with SHAs and they will continue to provide development
support to CSS up to Checkpoint 3.
Key Milestones
•
CSS submit their OBP and Prospectus to the BDU by 5pm on Friday 30th March.
•
SHA Clusters provide CSS perspectives to the BDU by Friday 30th March (tbc).
•
CCGs provide feedback on CSS customer perspectives to the BDU by Friday 30th March (tbc).
•
CSS’s confirm ‘CSS on a page’ summary by Friday 13th April (tbc).
•
Panel interviews and assessment take place in three triaged waves between w/c 16th April and w/c 7th May (tbc).
•
Feedback on panel assessment are provided to CSS’s by Friday, 11th May (tbc).
•
Development and Improvement plans are agreed with CSS’s by Friday 18 May (tbc).
Design of Checkpoint 2
35
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CSS on a page
Following an assessment of the OBP and Prospectus documents submitted to the BDU on 30 March, a ‘CSS on a
page’ summary will be prepared based on the leading indicators across all four domains of Customer, Leadership,
Business and Delivery. The completed CSS on a page template will then be sent to the CSS to confirm and agree the
accuracy of the information on the template and then return the template back to the BDU.
The CSS on a Page will form part of, along with soft intelligence and customer perspectives, of the briefing pack for
assessment panels and help focus the agenda of panel discussions and customer interviews.
Design of Checkpoint 2
36
CSS One-page summary
Name of Commissioning Support Service:
Mission/Objectives/Purpose/Values:
Leadership:
Customer:
Name of CSS Leader:
Expected customers and size:
Status of Leader:
Status of customer/CSS dialogue:
CV of leader available?:
Leadership team:
Customer
Matrix
Structure:
Business:
Financial plan: 1 yr ?(Y/N):
Service Lines:
e.g....
CCG1
CCG2
CCG3
Informatics
Y/N/?
Y/N/?
Y/N/?
Contracting and Procurement
Y/N/?
Y/N/?
Y/N/?
Delivery:
Pricing strategy? (Y/N)
CSS Structure chart: (Y/N)
Financial plan: 3 yr+?(Y/N)
Delivery model (Y/N):
Expected turnover in 2013/14:
Expected launch date:
Expected margin in 2013/14:
Pre-launch trading details:
Fixed/variable cost proportion:
Delivery partners and role:
Sensitivity analysis? (Y/N)
Organisational development/recruitment plan? (Y/N)
IM&T implementation dependencies identified? (Y/N)
Other enablers/infrastructure:
Risk assessment?: (Y/N)
Customers
Supply chain partners and role:
Status of partnership agreements:
Summary
of the
Reminder
ofAssurance
the CSSprocess
assurance
CCGs evolve mission,
ethos, vision, operating
model and begin to discuss
do/buy/share options and
define commissioning
support requirements
Early plan and
development
Sept – Dec 2011
As part of preparations for
authorisation, CCGs
establish firmer
agreements with CSS and
demonstrate management
costs are within envelope
Stage 1
Initial implementation
Jan – Jun 2012
process and timescales
CCGs work with CSS to
establish Service Level
Agreements. While
‘shadow’ CSS and Cluster
Teams are supporting
CCGs to this point, CCGs
from Oct 2012 are
receiving CSS consistent
with management cost
Stage 2
Mobilisation
Jun Oct 2012
• Forming ethos, values,
mission, and early customer
engagement
• Key functions identified for
potential inclusion in CSS
offer
• At scale activities defined
• High level review of the
potential market players
• Governance arrangements
confirmed to enable design
process
• Commissioning Support
value proposition confirmed
• Decision on arrangements
for April 2013 – host or
outsource
• CSS leadership and
business development team
in place
• Organisational architecture
confirmed
• Planning completed and
design principles agreed
• Value proposition completed
• HR and OD plan in place
• Staff consultation
commences
• Assets, estates &
supporting infrastructure
confirmed
• Finance, costing and pricing
structure emergent and
visible; consistent with
(RCA)
• Model CS contract
established
• CSS commence in shadow
forms
• Risk assessment and
mitigation plans in place
• PCT clusters implementing
TUPE consultation and staff
transfers as appropriate
• Customer relationships and
marketing and approach
agreed
• Evidence of CSS contract
pipeline with MOA/SLA for
contract 2013/14
• Due diligence undertaken
on plans
• Notation or assignment of
existing contracts confirmed
• Partnership arrangements
identified
• Commercial plans produced
• NHSCB decision of support
to be hosted
Checkpoint 1
Service Prospectus
December 2011
Checkpoint 2
Outline Business Plan
March 2012
Checkpoint 3
Full Business Plan
August 2012
CCG acting as customer of
CSS. Period of time
provides track record of
delivery required for
authorisation
Final approval and
NHSCB hosting
Oct – Apr 2013
• Compliance with assurance
criteria
• Contracts and SLAs agreed
• 360 assessment of business
models undertaken
• Risk assessment and
mitigation plans in place
• Performance monitoring
systems established
• Formal transfer to hosting
arrangement
• CSS trading under NHSCB
hosting arrangements
38
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Commissioning Support Services:
Commissioning
Development
Programme
The Design of Checkpoint 2
15 February 2012
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