Award

Whole Systems Complex Care in Airedale, Wharfedale & Craven

NHS YORKSHIRE AND HUMBER COMMISSIONING SUPPORT

This public procurement record has 1 release in its history.

Award

08 Feb 2017 at 11:04

Award Notice
Summary of the contracting process

NHS Airedale, Wharfedale & Craven Clinical Commissioning Group has awarded a contract titled "Whole Systems Complex Care in Airedale, Wharfedale & Craven" for health and social work services, primarily located in Yorkshire and the Humber, UK. The procurement process took place using a negotiated method without a call for competition, and the contract was awarded to Airedale Partnership, with a total contract value of £1,400,000. The contract period runs from 1st April 2017 to 31st March 2019, following the end of the tender period on 9th January 2017.

This tender represents a significant opportunity for businesses in the health and social care sector focused on delivering innovative and integrated care solutions. Companies with expertise in complex care services, community health support, and proactive case management would be well-positioned to contribute to and benefit from this contract. Engaging with the Airedale Partnership may also open avenues for collaboration and exchange of best practices within the sector, ultimately enhancing service delivery and patient outcomes.

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Notice Information

Notice Title

Whole Systems Complex Care in Airedale, Wharfedale & Craven

Notice Description

NHS Airedale, Wharfedale & Craven Clinical Commissioning Group (AWC CCG) has directly awarded an extended contract for the Complex Care service to the Airedale Partnership. The Complex Care service will * Improve the quality of care individuals, families and carers experience; * Ensure that the individual's physical, psychological and care needs (health and social care) are being met through the delivery of pro-active, coordinated and seamless care (integrated care pathways and an integrated approach to case management). This includes when their needs escalate and they are unable to self-care; * To deliver parity of esteem and ensure that low level mental health issues that may manifest as physical health problems are identified and managed appropriately. To ensure that the impact of diagnosis and treatment (physical health) on an individual's mental health are taken in to account and addressed; * To test the benefits of the new Personal Support Navigator/Personal Carer Support Navigator roles and the ability of providers to ensure that this critical role is embedded within care delivery (through a Memorandum of Understanding/Operating Framework); * Support and empower people to take control of their health, their care and their lives - connecting people to community resources, reducing the need for statutory Health and Social Care Services; * Enable people to live longer, healthier and independent lives; * Contribute to a sustainable model of health and social care that ensures the safe, effective delivery of care and support in the most appropriate settings; * Make efficient use of care resources to create capacity to enable the delivery of new models of care (e.g. self-care and prevention, Wrap Around, Enhanced Primary Care and other Health and Social Care Services); * Stabilise and reduce demand for acute services by reducing avoidable hospital attendances and admissions and facilitating timely and safe discharge; * Stabilise and reduce the need for complex care packages (e.g. residential and nursing care); * Deliver a high level of staff satisfaction (staff are satisfied with their place of work and the quality of care they provide); * Test the impact on the outcomes for individuals of adopting new and more pro-active ways of working, through a holistic, needs led, person centered model of care; * Utilise care data (e.g. risk stratification, acute data) and soft intelligence, to pro-actively identify individuals that are receiving high cost, inefficient care being delivered in a fragmented and uncoordinated way; * To test the adoption of new ways of working within the care system; * To test the culture change necessary to support and empower people to become active participants in their own health and wellbeing. Additional information: NHS Airedale, Wharfedale & Craven Clinical Commissioning Group (AWC CCG) has directly awarded the contract for the Complex Care service to the Airedale Partnership following its assessment of the provider as the most capable provider of the service in line with the NHS Procurement, Patient Choice and Competition Regulations 2013 and in light of Monitor's substantive guidance on those regulations. AWC CCG is satisfied that the services to which the contract relates, will be most capably provided by that provider. In making this decision, due process with regard regulatory requirements has been considered i.e. * Extension of the current service would allow: independent evaluation; continued internal monitoring of outcomes; continuity of care; cultural change to continue and embed further; allow patient cohort tracking as data sharing agreements will come into force to resolve previous IG issues * In making recommendations to the governing body the CCG has taken a range of factors into account including the provider market and assessed that the Airedale Partnership is the most capable provider of the service * Contract award is permissible under NHS /Procurements regulations * The governing body are asked to note that if a procurement exercise for a new provider was undertaken this would inevitably result in a pause in service delivery which would adversely impact on patient care Risk of not extending the existing contract: There is a risk that staff will leave the service and progress made by the Airedale Partnership in partnership working, relationship development, cultural change and different ways of working will be stalled or cease due to uncertainty and lack of resource resulting in, continuity and proactive care ceasing which will adversely impact on patients care, positive outcomes and commissioner reputation

Notice Details

Publication & Lifecycle

Open Contracting ID
ocds-b5fd17-b8a4e681-5add-428d-a838-79e32154dcba
Publication Source
Contracts Finder
Latest Notice
https://www.contractsfinder.service.gov.uk/Notice/90185325-81cc-482b-a62e-72c2b426f513
Current Stage
Award
All Stages
Award

Procurement Classification

Notice Type
Award Notice
Procurement Type
Standard
Procurement Category
Services
Procurement Method
Limited
Procurement Method Details
Negotiated without a call for competition
Tender Suitability
Not specified
Awardee Scale
Large

Common Procurement Vocabulary (CPV)

CPV Divisions

85 - Health and social work services

CPV Codes

85000000 - Health and social work services

Notice Value(s)

Tender Value
£1,400,000 £1M-£10M
Lots Value
Not specified
Awards Value
£1,400,000 £1M-£10M
Contracts Value
Not specified

Notice Dates

Publication Date
8 Feb 20179 years ago
Submission Deadline
9 Jan 2017Expired
Future Notice Date
Not specified
Award Date
9 Jan 20179 years ago
Contract Period
31 Mar 2017 - 31 Mar 2019 1-2 years
Recurrence
Not specified

Notice Status

Tender Status
Complete
Lots Status
Not Specified
Awards Status
Active
Contracts Status
Not Specified

Buyer & Supplier

Contracting Authority (Buyer)

Main Buyer
NHS YORKSHIRE AND HUMBER COMMISSIONING SUPPORT
Contact Name
Peter Simpson
Contact Email
peter.simpson@awcccg.nhs.uk
Contact Phone
Not specified

Buyer Location

Locality
STEETON, KEIGHLEY
Postcode
BD20 6RB
Post Town
Bradford
Country
England
Major Region (ITL 1)
TLE Yorkshire and The Humber
Basic Region (ITL 2)
TLE4 West Yorkshire
Small Region (ITL 3)
TLE41 Bradford
Delivery Location
TLE Yorkshire and The Humber
Local Authority
Bradford
Electoral Ward
Craven
Westminster Constituency
Keighley and Ilkley

Supplier Information

Number of Suppliers
1
Supplier Name

AIREDALE PARTNERSHIP COMPRISES OF AIREDALE NHS FOUNDATION TRUST

Further Information

Notice Documents

Open Contracting Data Standard (OCDS)

View full OCDS Record for this contracting process

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The Open Contracting Data Standard (OCDS) is a framework designed to increase transparency and access to public procurement data in the public sector. It is widely used by governments and organisations worldwide to report on procurement processes and contracts. 

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