Enhanced Leadership Development Programme Birmingham

Enhanced Leadership Development Programme Birmingham

Sandwell and West Birmingham Hospitals NHS Trust wish to award a contract for the supply of Leadership Development for use by SWBH.

United Kingdom-Birmingham: Training programme services

2013/S 241-419458

Contract notice

Services

Directive 2004/18/EC

Section I: Contracting authority

I.1)Name, addresses and contact point(s)

Sandwell and West Birmingham Hospitals NHS Trust
City Hospital, Dudley Road
For the attention of: Andy Brierley
B18 7QH Birmingham
UNITED KINGDOM
Telephone: +44 1215074956
E-mail: andy.brierley@nhs.net
Fax: +44 1215074961

Internet address(es):

General address of the contracting authority: http://www.swbh.nhs.uk

Further information can be obtained from: The above mentioned contact point(s)

Specifications and additional documents (including documents for competitive dialogue and a dynamic purchasing system) can be obtained from: The above mentioned contact point(s)

Tenders or requests to participate must be sent to: The above mentioned contact point(s)

I.2)Type of the contracting authority

Body governed by public law
I.3)Main activity

Health
I.4)Contract award on behalf of other contracting authorities

The contracting authority is purchasing on behalf of other contracting authorities: no

Section II: Object of the contract

II.1)Description
II.1.1)Title attributed to the contract by the contracting authority:

Provision of Enhanced Leadership Development Programme.
II.1.2)Type of contract and location of works, place of delivery or of performance

Services
Service category No 24: Education and vocational education services
Main site or location of works, place of delivery or of performance: Across 3 SWBH NHS Trust Sites and possible external sites within the West Midlands.
NUTS code UKG31,UKG34

II.1.3)Information about a public contract, a framework agreement or a dynamic purchasing system (DPS)

The notice involves a public contract
II.1.4)Information on framework agreement
II.1.5)Short description of the contract or purchase(s)

Sandwell and West Birmingham Hospitals NHS Trust wish to award a contract for the supply of Leadership Development for use by SWBH.
SWBH is an acute hospital and community health service Trust employing in the region of 7,000 staff.
The requirement is to provide a range of development solutions to improve leadership skills across the Trust; ensuring leaders have the leadership competences, knowledge and skills to deliver organisational vision, values and objectives.
There is an existing leadership development framework and this tender is to initially provide development centre/s addressing the key components of this framework for approximately 150 – 200 senior leaders, with options to deliver further development centres and support programmes to a second tier of management. These leaders include the Executive Team; Group Triumvirates; Directorate Triumvirates; senior leaders with broad impact/responsibilities beyond their immediate service or those leading a significant service, and includes all disciplines (examples of roles include: Executive Directors; Group and Clinical Directors; Group Directors of Nursing; Group Directors of Operations, Clinical Leads; Deputy/Assistant Directors or equivalents; Heads of Services and/or Programmes).
High level objectives to be met via the provision of this leadership development are:
— A recognised SWBH leadership brand;
— Improved capability to deliver transformational change within the NHS/Healthcare environment;
— Improved patient outcomes and experience through cultural change and continuous improvement;
— Supporting the development of an integrated approach to talent management;
— Recognition of the Trust as an employer of choice where new and potential employees know they will be developed to be excellent leaders.
The Trust has agreed a set of principles which underpin our approach to Leadership Development:
Our development offering will:
— Deliver multidisciplinary development;
— Support the development of Group and directorate Triumvirate (medical, nursing and managerial) leadership;
— Incorporate or build on, leadership development work already in place;
— Include team as well as individual development;
— Use 360 degree feedback as widely as possible;
— Not be optional;
— Incorporate organisational leadership competences and Trust values;
— Include embedding effective appraisals;
— Link to, and support, talent management and succession planning.
II.1.6)Common procurement vocabulary (CPV)

80521000, 80532000, 80510000

II.1.7)Information about Government Procurement Agreement (GPA)

The contract is covered by the Government Procurement Agreement (GPA): yes
II.1.8)Lots

This contract is divided into lots: no
II.1.9)Information about variants

Variants will be accepted: no
II.2)Quantity or scope of the contract
II.2.1)Total quantity or scope:

Providers are requested to bid for all of the components. SWBH may also choose to procure only one of the components. Consortium Bids are acceptable, one member of any consortium of suppliers will be required to accept prime contractorship.
The components are:
1. Development centres
2. A development programme (accreditable) to address the development needs identified from the development centres. This must also include the introduction and setting up of an internal coaching faculty
3. Consultant and senior level junior doctor ‘Introduction to Leadership’ programme
Development Centres:
Initial consultation, agreement of provision and design phase to be completed by mid- February 201
Piloting and implementation phase – to be completed by the end of March 2014.
Evaluation phase which will run parallel to the above and needs to include return on investment – ROI reports to be provided after pilot, after implementation at the end of March/beginning of April 2014 and at 3 months, 6 months and 9 months after implementation.
Providers must submit a timeline and critical path proposal with their bid that shows how they will deliver these timescales.
Development Programmes:
This phase is dependent on the outcomes from the above, however, indicative timescales are:
1. Consultation and agreement of provision – ideally to be completed by the end of May 2014
2. Design and piloting phase – ideally the design and piloting would be completed by mid-July 2014
3. Implementation/delivery phase – ideally to begin in July 2014
4. Evaluation phase which will run parallel to the above and needs to include return on investment – ROI reports to be provided after piloting and at 3 month, 6 month and 9 month intervals thereafter
5. Providers must submit a timeline and critical path proposal with their bid that shows how they will deliver these indicative timescales.
Consultant and senior level junior doctor ‘Introduction to Leadership’ programme:
Indicative timescales are:
Consultation and agreement of provision – to be completed by the end of March 2014
Design and piloting phase – to be completed by the end of April 2014
Implementation/delivery phase – to begin in May 2014
Evaluation phase which will run parallel to the above and needs to include return on investment – ROI reports to be provided after piloting and at 3 month, 6 month and 9 month intervals thereafter
Providers must submit a timeline and critical path proposal with their bid that shows how they will deliver these indicative timescales.
Information about sections of the provision:
1) Title: Development Centres.
Development centres are initially required for senior leaders to:
— Initiate and create a self-sustaining SWBH talent management system;
— Assess against competences, and values;
— Identify the development needs of senior leaders;
— Identify team strengths and dynamics;
— Talent map individuals.
As a minimum they need to include:
— 360 degree feedback;
— Personality profiling;
— Feedback/coaching;
— Personal development planning;
— Talent management training;
— Developing in-house coaching capability.
2) Title: Development Programmes:
Development Programmes/Solutions are required to address some of the needs/outcomes from the development centres for the same target audience.
They need to include:
— Development programme to provide key content that will enable leaders in the Trust to move forward with organisational objectives, transformational change of services and culture change and should include both knowledge and skills development. Whilst content will be determined by organisational requirements and outcomes from the development centres, it could include topics such as: leading culture change/creating a culture for success; strategic influencing and negotiating; leading change/transition; personal impact; constructive conflict management; developing resilience; corporate performance management;
— 1:1 coaching for the senior leaders to support and integrate their personal leadership development;
— Development of coaching skills in leaders so that they can provide coaching and a coaching approach can be fostered and cascaded within the organisation;
— Action learning sets.
3) Title: Consultant and senior level junior doctor ‘Introduction to Leadership’ programme:
Including but not restricted to:
1. Effective Team Leadership (including clinicians’ roles and responsibilities).
2. Running productive meetings.
3. Understanding and managing conflict.
4. Initiating and leading quality improvement work (including understanding risk; diagnostics; root-cause analysis; and improvement methodology).
5. Objective setting and delivery.
6. Service Line Management.
Estimated value excluding VAT:
Range: between 1 and 750 000 GBP
II.2.2)Information about options

Options: no
II.2.3)Information about renewals

This contract is subject to renewal: no
II.3)Duration of the contract or time limit for completion

Section III: Legal, economic, financial and technical information

III.1)Conditions relating to the contract
III.1.1)Deposits and guarantees required:

A bond or parent company guarantee may be required in certain circumstances.
III.1.2)Main financing conditions and payment arrangements and/or reference to the relevant provisions governing them:
III.1.3)Legal form to be taken by the group of economic operators to whom the contract is to be awarded:

Joint and several liability.
III.1.4)Other particular conditions

The performance of the contract is subject to particular conditions: no
III.2)Conditions for participation
III.2.1)Personal situation of economic operators, including requirements relating to enrolment on professional or trade registers

Information and formalities necessary for evaluating if the requirements are met: (a) is bankrupt or is being wound up, where his affairs
Are being administered by the court, where he has entered into an arrangement with creditors, where he has suspended business activities or is in any analogous situation arising from a similar procedure under national laws and regulations;
(b) is the subject of proceedings for a declaration of bankruptcy, for an order for compulsory winding up or administration by the court or of an arrangement with creditors or of any other similar proceedings under national laws and regulations;
(c) has been convicted by a judgment which has the force of res judicata in accordance with the legal provisions of the country of any offence concerning his professional conduct;
(d) has been guilty of grave professional misconduct proven by any means which the contracting authorities can demonstrate;
(e) has not fulfilled obligations relating to the payment of social security contributions in accordance with the legal provisions of the country in which he is established or with those of the country of the contracting authority;
(f) has not fulfilled obligations relating to the payment of taxes in accordance with the legal provisions of the country in which he is established or with those of the country of the contracting authority;
(g) is guilty of serious misrepresentation in supplying the information required under this Section or has not supplied such information;
(h) has been the subject of a conviction for participation in a criminal organisation, as defined in Article 2(1) of Council Joint Action 98/733/JHA;
(i) has been the subject of a conviction for corruption, as defined in Article 3 of the Council Act of 26.5.1972 and Article 3(1) of Council Joint Action 98/742/JHA3 respectively;
(j) has been the subject of a conviction for fraud within the meaning of Article 1 of the Convention relating to the protection of the financial interests of the European Communities;
(k) has been the subject of a conviction for money laundering, as defined in Article 1 of Council Directive 91/308/EEC of 10.6.1991 on prevention of the use of the financial system for the purpose of money laundering.
III.2.2)Economic and financial ability

Information and formalities necessary for evaluating if the requirements are met: (a) appropriate statements
From banks or, where appropriate, evidence of relevant professional risk indemnity insurance;
(b) the presentation of balance-sheets or extracts
From the balance-sheets, where publication of the balance-sheet is required under the law of the country in which the economic operator is established;
(c) a statement of the undertaking’s overall turnover and where appropriate, of turnover in the area covered by the contract for a maximum of the last 3 financial years available, depending on the date on which the undertaking was set up or the economic operator started trading, as far as the information on these turnovers is available.
Minimum level(s) of standards possibly required: Average turnover for the past 3 years is 3 times greater than the average annual estimated contract value.
III.2.3)Technical capacity

Information and formalities necessary for evaluating if the requirements are met:
Suppliers must:
— Be able to demonstrate a track record of providing effective leadership development centres and/or development solutions to multidisciplinary people at the most senior levels within large NHS provider organisations;
— Have an understanding of the current challenges and environment within the public sector and particularly the NHS/Heathcare sector;
— Be able to provide advice and consultancy on the approach, in addition to provision of the solutions;
— Be able to provide robust return on investment processes and measures within their offering;
— Be prepared to deliver the solutions at premises/locations chosen by SWBH;
— Where applicable, be accredited with relevant professional bodies for the service they provide.
III.2.4)Information about reserved contracts
III.3)Conditions specific to services contracts
III.3.1)Information about a particular profession

Execution of the service is reserved to a particular profession: no
III.3.2)Staff responsible for the execution of the service

Legal persons should indicate the names and professional qualifications of the staff responsible for the execution of the service: no

Section IV: Procedure

IV.1)Type of procedure
IV.1.1)Type of procedure

Accelerated restricted
Justification for the choice of accelerated procedure: Major transformation plan requirement to put in place change management capacity and resources from within the organisation so that benefits realisation, commences Q4 2013/14.
Part of a wider Leadership Development Programme.
IV.1.2)Limitations on the number of operators who will be invited to tender or to participate
IV.1.3)Reduction of the number of operators during the negotiation or dialogue
IV.2)Award criteria
IV.2.1)Award criteria

The most economically advantageous tender in terms of the criteria stated in the specifications, in the invitation to tender or to negotiate or in the descriptive document
IV.2.2)Information about electronic auction

An electronic auction will be used: no
IV.3)Administrative information
IV.3.1)File reference number attributed by the contracting authority:
IV.3.2)Previous publication(s) concerning the same contract

no
IV.3.3)Conditions for obtaining specifications and additional documents or descriptive document
IV.3.4)Time limit for receipt of tenders or requests to participate

18.12.2013 – 14:00
IV.3.5)Date of dispatch of invitations to tender or to participate to selected candidates
IV.3.6)Language(s) in which tenders or requests to participate may be drawn up

English.
IV.3.7)Minimum time frame during which the tenderer must maintain the tender
IV.3.8)Conditions for opening of tenders

Section VI: Complementary information

VI.1)Information about recurrence

This is a recurrent procurement: no
VI.2)Information about European Union funds

The contract is related to a project and/or programme financed by European Union funds: no
VI.3)Additional information
VI.4)Procedures for appeal
VI.4.1)Body responsible for appeal procedures
VI.4.2)Lodging of appeals

Precise information on deadline(s) for lodging appeals: The Trust will incorporate a minimum 10 calendar day standstill period at the point information on the award of the contract is communicated to tenderers. This period allows unsuccessful tenderers to seek further debriefing from the contracting authority before the contract is entered into applicants have 2 working days from the notification of the award decision to request additional debriefing and that information has to be provided a minimum of 3 working days before the expiry of the standstill period.
Such additional information should be required from the Chief Executive’s office, City Hospital. If an appeal regarding the award of a contract has not been successfully resolved the Public Contracts Regulations 2006 (SI 2006 No 5) provide for aggrieved parties who have been harmed or are at risk of harm by a breach of the rules to take action in the High Court (England, Wales and Northern Ireland). Any such action must be brought promptly (generally within 3 months). Where a contract has not been entered into the Court may order the setting aside of the award decision or order the authority to amend any document and may award damages. If the contract has been entered into the Court may only award damages.
VI.4.3)Service from which information about the lodging of appeals may be obtained
VI.5)Date of dispatch of this notice:

10.12.2013