Health & Social Care Digital
Service – Market Engagement
Tuesday August 13th 2013
Introduced by
Ben Gregory – HSCIC Head of Procurement
1
Introduction.
• Housekeeping.
• Programme Overview.
• The Team you’ll meet today.
• Agenda and Objectives of the day
• Timeline and expectations.
Programme Overview.
• The Vision – I shall leave John to elaborate…
• A potted history of NHS Choices.
• The transition into HSCIC as a delivery service.
• The future…...
The Team you will meet today.
NHS England:
• John Coulthard – SRO
• Richard Davis – Customer Relations/ PMO Director
• Arif Govani – Director of Digital Experience
Health & Social Care Information Centre:
• Ben Gregory – Head of Procurement
• Keith Bradley – Senior Commercial Manager
• Rebecca McNamara – Senior Business Analyst
• Barry Russell – Procurement Manager
• Nisha Parmar – Business Support Officer
Agenda.
10:10 Thinking Differently about Health, Public Health
and Social Care – John Coulthard, NHS England
10:45 Break for Tea / Coffee
11:00 Commercial and Operating Model Options – Ben
Gregory, HSCIC
11:20 Hand out, Questionnaires and Further Activities Ben Gregory, HSCIC
11.25 Q & A, Close of formal session
11.45 Table Discussions (Scope and Service Options,
Commercial and Operating Models, Delivery and
Timelines)
12.30 Final Close
Today's Objectives.
• Our chance to formally engage with our markets
• To get our message out and explain our vision, mission
and expectations
•To examine some potential operating models
• To offer our supplier base a
chance to engage and
contribute the developing
process
• To explain our timescales, and
dependencies
HSDS – Indicative Timeline
• Market Engagement
• Procurement route
decision reached
10 / 2013
Approval of OBC
- 12 / 2013
• Outline
Business Case
(OBC) submitted
11 / 2013
Procurement
Commences
- 12 / 2013
Approval of Full
Business Case
(FBC)
- 03 /2013
Contract (s) Award
- 31/03/14
Set up and transition activities
complete 31/12/14
Things we know.
• We want to build on the success of NHS Choices by
increasing scale and scope.
• We want best of breed provision within an agile delivery
model
• The core solution will be centrally funded for a 5 year
term.
• We’re keen to explore social enterprise / alliance
contracting.
• The current solution arrangement will run until March 14.
Things we still need to know.
• What is the market appetite for our preferred
option(s)?
• How should the service(s) be arranged?
• What’s our transition plan?
• How best can we support the future market?
Introducing…….
John Coulthard – Senior Responsible Owner
Commercial and Operating
Model Options
Tuesday August 13th 2013
Introduced by
Ben Gregory – HSCIC Head of Procurement
12
What are MY Objectives
• To deliver a model which improves capability and
protects the public interest
• To deliver a transitioned service which protects the
current service credibility whilst delivering a platform for
future growth
• To deliver an efficient flexible service
What else besides…
• To improve the health and functioning of the
market for digital Health and Social Care
Services
• To maximise the capability delivered within
available budget whilst recognising the true
value in key aspects of the service
• To remove the centre as a barrier to the means
of production in public good
What about the current service?
• The range and quality of the content is
exceptional – it delivers the users to the
current site
• The current operation is not optimised in
commercial/financial terms nor in its
production processes
• The current delivery model will not allow
the level of expansion required by the
Vision
Governance: Funding and Commissioning
• A role shared between
DH and NHS England
•The commissioner may distribute funds via grants
or through procured commissions, or a mixture of
the two
•The commissioner requires an Agent to control and
manage the delivery of onward services
Controls: Delivery Management
• The delivery Agent who Controls the
development of the service may be a public
body such as HSCIC, a private provider or
an alternative form of organisation such as
a Social Enterprise
• In order to move away from the current
model which does not drive efficiency or
exploit latent market capability the
controlling Agent should be limited as to
the services it Provides
Delivery: The Provider Market
• The distinction between controlling Agent
and Provider naturally mitigates against a
Prime Contract Model.
• We have two favoured models therefore:
–Leverage
–Strategic
Leverage Model
• Assumes low market difficulty and a mature
market
• Focus on price, controls quality through
definition and management
• Is assertive and
interventionist within the
market
• Assumes responsibility for
Service Design and
Integration
Strategic Model
• Assumes that market requires active support,
that maturity is low and barriers exist
• Focus on added Value and rewards quality
• Releases the market, encourages self
determined innovation within providers
• Abstracts itself from Service Design and
Integration tasks
A Social Enterprise ?
• We are actively exploring
the attractiveness and
options for a Social
Enterprise to function as
controlling Agent
• What should the scope of
such an organisation be?
• How would the market
react?
An Alliance Contract
• In respect of the Strategic Provider
model we are exploring the
deployment of a central Alliance
contract to deliver the core service
platform
• What does the digital service
market know about Alliance
contracting?
• What is the appetite?
Where Does That Leave Us?
• Essentially we are focussing on two key
combined models:
Turn to Appendices B and C in
your hand outs.